Organisation: Australian Federal Police
Job Title: Coordinator – Sworn Position
Word Limit: Maximum of 750 words per criterion
Location: Various
Contributes to Strategic Thinking
Within my current Team Leader and Coordinator roles, I promote shared purpose and direction by taking the time to educate, guide and mentor my teams so they gain a thorough understanding as to why certain decisions are made, whilst linking them to AFP objectives. A firm believer in on-the-job training, I encourage and promote curiosity, and urge staff to question everything around them in order to enhance their operational and strategic capacity. A clear example of this was reflected through the mentoring and guidance that I provided to a junior staff member, and sense of direction and purpose that I inspired amongst the team that managed to successfully disrupt crimes under Operation ARISTOTLE. What started off as a seemingly small and insignificant crime became the uncovering of a multimillion dollar fraud due to the diligence and tenacity of the junior who I had leading the operation. When this staff member uncovered the extent of the fraud, I could have taken over; however, I recognised the potential that this operation, which was one of the biggest any of us had ever dealt with, had in providing rich development to all team members involved. Through facilitating regular briefing meetings with the team, the team members were inspired as a cohesive unit and worked successfully under the direction of the junior, with whom I met regularly to provide education and support. By recognising the potential of my team and providing them with the opportunity to excel, the operation came to a successful resolution. As a result, I contributed to the enhancement of organisational capability, thus ensuring that as a team, we are better able to respond to long-term opportunities and potential areas of change as a cohesive unit.
My ability to think ahead, whilst considering broader perspectives, was also demonstrated during my involvement with Operation KITRINO, where I led the decision to approach the operation focused on money laundering rather than human trafficking. This was based on my thorough understanding of the issues, including social and political issues, which we would face had we taken an approach where we were relying on the testimonies of the involved victims. As such, I put forward a way in which we could modify our approach to reach a successful outcome that would still have the effect of dismantling the syndicate and ensuring that they were not in a position to continue. Due to threats by the syndicate, it was unfeasible to obtain cooperation from the victims, so I considered offences that would bring the syndicate to account without reliance on victim statements. Showing judgement, intelligence and common sense, I formulated a strategic plan that targeted the syndicate through their financial activities, thus resulting in all assets being frozen, whilst a media strategy was deployed to maximise exposure of the disruption. Further to this, I implemented an engagement strategy as part of the resolution, where Victoria Police and the AFP attended 90 licensed brothels to build confidence within an industry that is mistrustful of police. This resulted in a chain of positive events that has reshaped how police approach such crimes. Feedback received from the sex industry community indicated that the action taken by police had built significant trust and goodwill with the sex workers and the broader brothel industry, thus facilitating our ability to target associated crimes in the future.
While both of these examples are a clear indicator of my expertise in harnessing information and opportunity to lead teams to successful outcomes, my ability to contribute to strategic thinking is also demonstrated on a daily basis. This often involves thinking laterally in order to identify, implement and promote improved work practices that are in line with AFP best practice. For example, recently I made a decision to run a controlled operation in response to a delayed notification regarding 10 kg of methamphetamine. Whilst this would usually be a fast moving operation, I considered the associated contingencies and informed my team that we would allow a package to be delivered, ensuring that police were installed at the place of delivery to intervene at the determined time. This resulted in the capture of two offenders who I identified were linked to a large money laundering syndicate in Sydney and in turn, resulted in the identification and capture of an intermediate-level criminal who was leading the operation. Through my team observing my ability to look ahead to the broader situation, I provided them with valuable insight in thinking strategically and harnessing opportunities that result in strong operational impacts.
Achieves Results
My strong record of accomplishment within a variety of leadership roles throughout my career with the AFP, verifies my capacity to deliver quality outcomes within time, budgetary and resource constraints. Fundamental to this success is my essential ability to identify and harness resources, set direction and implement appropriate strategies that lead teams to achieve results. This was clearly demonstrated during my leadership of Operation ARISTOTLE, a large scale and complex operation which investigated an educational institution fraud worth approximately $11 million. Subsequent to identifying the logistics of the operation with a core ‘super team’, I strategically forecast and planned the resolution stage which involved establishing another team comprising two Sergeants and 16 Officers to implement associated strategies. Working in close liaison with this team, I successfully allocated, managed and monitored the progress of all 132 Officers who were on the road working to gather evidence over a two-month period. Recognising the complexity of the crime, I utilised my expertise to assess pitfalls a crime of this nature had traditionally exposed AFP to, and ensured that all Officers were trained and equipped with the knowledge and skills to respond effectively.
In order to move forward, I was required to write and present a business case to secure funds of approximately $70,000 that would facilitate our ability to carry out the operation through resolution to brief preparation stage. As a result of setting clear objectives and monitoring staff performance, Operation ARISTOTLE went to resolution in August 2015, where five principals were arrested and charged with a number of offences, including conspiracy to defraud, falsification and possession of documents, and dealing in the proceeds of crime. Consequently, it was necessary to finalise the operation through brief preparation and, in order to meet targets, I assembled an additional team dedicated to the task of compiling a brief of evidence, as well as an external provider to assist with the compilation of information for the brief. As a result of my expertise, my teams and I efficiently handled what is known to be the largest operation in Melbourne in terms of the volume of evidence, including achieving all business area and objectives within time and budget, as well as a brief comprising 17,000 pages and one terabyte of data. The most significant result that came about from the resolution of this operation was the fact that it was the catalyst for the enforcement of internal monitoring and governance for registered training organisations, thus leading Government agencies into producing independent compliance checks and preventing future occurrences of this crime.
Through managing this operation, amongst many others for the AFP, my commitment to action, proactive outlook, and ability to produce and follow through on clear and realistic plans whilst identifying and eliminating barriers to success has led to a career with outstanding results. Moreover, my strong professional drive and hunger for success has led and encouraged innovation, thus increasing the operational capacity of staff. This was evidenced in 2011 when I achieved the Commissioner’s Medal for Innovation whilst undertaking the role of Team Leader: Human Trafficking Team, for the creation and delivery of awareness and training packages for front line Police Officers across Australia. With my involvement in this role and the relationships that I had built with Victoria Police, Sector non-Government organisations, the Commonwealth Director of Public Prosecutions, and Department of Immigration and Border Protection, I identified an opportunity to bring about change in the approach to human trafficking. Together, I worked with a colleague, who had received recommendations from the United Nations Rapporteur for Trafficking, to develop the Look a Little Deeper Package. The aim of this package was to instigate an innovative broader organisational change that would raise the awareness of human trafficking within frontline policing. Building on the Rapporteur’s findings, we produced four short films depicting the usual day of a Police Officer with underlying human trafficking indicators to clearly show that if consistent questioning is utilised, increased traction is possible. In producing the films, we interviewed 10 Australian human trafficking experts, and utilised at least 80 Victorian Police Officers to act, and our budget cost a mere $250. Our innovative approach has made a significant impact within Victoria Police and we have now been asked to deliver the package nation-wide, with a view to additionally present it in the United Kingdom.
Cultivates Productive Working Relationships
Throughout my career with the AFP, I have utilised my skills to culminate productive working relationships that foster productive and successful working environments. My communication skills, guidance, mentorship and leadership have been salient to the relationships that I have developed and nurtured, thus cultivating cooperation and future opportunities. A clear example of this was demonstrated whilst undertaking the role of Team Leader: Human Trafficking Team where I worked diligently to establish strong relationships with Government agencies, key stakeholders and trade unions to garner trust and facilitate the gathering of information. In 2012, I recognised the need for stronger stakeholder relationships and as such, developed a business outlook plan that clearly determined an engagement planning schedule that would be carried out over a 12-month period. Through regularly meeting with these stakeholders, I was able to build a level of trust that significantly increased the reporting of potential human trafficking crimes. Moreover, I instigated engagement strategies within the broader community where I had Officers make a presence amongst the various brothels located in Melbourne, again to develop trust and rapport. Through building and nurturing these networks, I was able to facilitate the gathering and sharing of information whilst setting the precedence for reporting incidents of human trafficking as all stakeholders felt safe and engaged with our services. As a result of this positive impact within the community, the quality and quantity of information received by AFP increased significantly, thus contributing toward combating human trafficking.
My ability to facilitate cooperation and partnerships extends to the way in which I manage and lead my teams. This is achieved by ingraining a sense of trust amongst staff and ensuring that they are kept well-informed and provided with meaningful tasks and responsibilities commensurate with their abilities. Having led a strong and prosperous career with the AFP, I possess a thorough understanding of team dynamics and as such, ensure that each team member’s strengths are nurtured. I have found over the years that this fosters a sense of comradeship and collegiate working environment where key decisions are more likely to be accepted. For example, recently I was faced with a disgruntled group that felt marginalised within the office regarding changes relating to staffing structure. In order to address this, I provided them with time as a group to discuss their frustrations and opinions regarding the matter. Having identified an underlying theme of the discontent, I was able to take a stand to reinforce the AFP position regarding the decision, whilst encouraging them to consider how their qualifications and abilities would fit within the new model. As a result, the team remarked that they felt heard and comfortable, with a clearer understanding of the reasoning behind the change and how they could best take advantage of it. Furthermore, I recognise the needs of my team members and am responsive to providing them with opportunities outside of the workplace to recognise their contributions. For example, at the conclusion of the brief preparation for Operation ARISTOTLE, I arranged for an afterhours event for all teams involved in recognition of their hard work and dedication in ensuring the brief was served on time. This was well received by all team members and assisted in strengthening our cohesive environment. Testament to my ability to create strong and committed teams, all 18 staff members involved attended the celebration.
Nurturing and leading my teams in such a manner has led to a culture based on tolerance, where diversity is understood and recognised, and all team members are treated with respect regardless of their position or stature. This has been proven in how my current team has reacted to a colleague with medical issues who is struggling with certain aspects of her work. Whilst I have effectively managed her performance by means of a 12-month performance plan, her colleagues have been sensitive in assisting me to ensure that she feels welcomed and supported. Although they are not privy to the exact details, through modelling tolerance, they are extremely respectful of this team member which has been of great assistance to her. To further support her, I have leveraged my productive working relationships with my Line Manager, the Learning and Development team, and external course providers to provide her with training and development opportunities that will enhance her operational capacity. Moreover, I have liaised with AFP medical professionals in order to gain a thorough understanding of how to approach the situation with her, thus ensuring that she is provided with the best opportunities to thrive.
Shows Personal Drive and Integrity
In the various leadership roles that I have performed with the AFP, I have consistently followed an authentic approach that is both true to my values, and reflects AFP behaviour. With a career spanning over 30 years, I have a thorough understanding of the legislation, policy and frameworks that shape ethical behaviour, and as a leader ensure that I model this at all times, both in and outside of the workplace. Having led a life in the public eye with a high-level sporting profile, I have remained aware of how my behaviour reflects upon my work with the AFP and as such ensure that both myself and those around me conform to ethical behaviours and values. My ability to successfully undertake senior positions is testament to my commitment to support others, combined with my ability to act quickly to address non-conformance or behaviour. This was demonstrated within my team recently when it was discovered that the Australian Taxation Office had issued a number of complaints regarding warrants we had assisted them with. One staff member in particular received a total of 57 complaints and, understandably, the team were angry and wanting to express their frustrations. Realising the implications that this could have, I brought my team together and advised them not to discuss the investigation as it could affect its integrity. I provided a clear explanation on why this was necessary, including reminding them of policies and procedures in relation to the CRAMS process, and assured them that by staying true to their values, their statements would align by nature. Whilst this was a difficult situation for my team, through providing them with support and encouraging conformance, I ensured that they upheld professional and ethical behaviour during the investigation.
With a flexible working approach and enthusiasm to meet new challenges, I invest personal and professional energy into my work, develop and support continuous improvement, and take responsibility for outcomes. This was particularly evident during the work that I undertook as Team Leader Family Investigative Liaison Officers (FILO) in response to the MH17 disaster in Hague. I had the responsibility of establishing protocols in close consultation with the Forensic DVI Commander to ensure that the identification of victims and notification of Australian relatives was completed in a professional and timely manner. When advised that the Assistant Commissioner wanted to send over another FILO who was unqualified, I identified this as an immediate issue and took action to prevent it. The particular Officer in question had been working in the Operations Room and had not completed her FILO training, including the psychological testing. Considering the nature of the operation, this would pose significant risk to both the AFP and myself as Team Leader. Confident that I had made an informed decision, I demonstrated courage through approaching Forward Commander to advise that I would not support this decision, provided evidence of my reasoning, and was successful in garnering support to prevent the staff member from coming. As the risk was great, I was prepared to accept any consequences resulting from my disagreement with the decision, and demonstrated initiative by suggesting an alternate solution of the staff member completing her mandatory testing prior to dispatch. This was not only in the best interest of AFP, but also the staff member as her personal wellbeing would have been at risk had she not completed the training and testing.
Over the years working for AFP, I have attained consistent growth and stability within my roles, and possess a passion to consistently enhance my own capabilities and scope of practice in order to continue to provide dynamic and effective law enforcement to the people of Australia. This has been verified through active participation in professional development, as well as taking the time to remain up-to-date with the latest legislation, policies and procedures. Demonstrating myself to be a role model of self-knowledge and commitment to growth, I often take case law documents home with me at night to read and bring back information to share with my team the next day. Moreover, I leverage my professional networks within the AFP legal team and Crown Prosecutors, and utilise their expertise to assist me to make informed decisions. I am passionate about the work that I do and am constantly willing to learn. For example, one of my cases is going to High Court later this year and I have made a commitment to attend in my own time to watch and learn from the proceedings.
Communicates with Influence
Throughout my career, I have had consistent success in conveying messages that reach my audience. Whether it is one-on-one communication with a colleague, presenting a brief to the Commissioner, delivering a speech at a conference, or communicating in writing, I am able to adapt my style to the needs of my audience and influence them with the information that I am presenting. A confident communicator, I deliver information in a clear, concise and articulate manner, both orally and in writing. I am able to adapt information appropriate to my audience and translate it for others using appropriate language, pitched at the correct technical level and delivered in the most appropriate medium for maximum results. I am adept at reading my audience and altering my communication style and message accordingly, listening to the words and interpreting the body language of others to gauge their level of understanding and acceptance of my points. This was clearly demonstrated during my attendance at the Asia Region Law Enforcement Mentoring Program (ARLEMP) in Vietnam as a mentor and participant. At short notice, I was asked to present information regarding the money laundering aspect of Operation RIBBAND to approximately 50 Police, Customs and law enforcement officers from South and South-East Asia. With my audience consisting of participants from non-English speaking backgrounds, I made certain that it was tailored to their needs by ensuring it was easy to understand, consisted of diagrams, and was culturally pitched at the correct level and tone. During my presentation, I spoke slowly using concise and unambiguous language and provided time for the audience to ask me questions so that they gained a full understanding. The feedback from the program facilitators and participants was evidence of my ability to understand and adapt to my audience, thus confirming that my presentation had great influence on the ARLEMP.
Within my day-to-day work, my communication skills are utilised to keep my team informed through regular one-on-one and team meetings and I possess the ability to successfully balance the sharing of information. This is achieved through careful consideration of what information is necessary for my team and what information may be detrimental to their performance. For example, if I am aware of budgetary constraints, I will use judgment and discretion to disclose some information in order to provide my team with a clear understanding of why certain decisions are made. However, some information such as the reduction of supply budgets to make operational space for other areas is information that I would not communicate, as it is neither educational nor strategic in relation to my team’s work. Possessing years of communication experience within the APF, I have been afforded a thorough understanding of the type of information that is important to foster shared purpose.
Strong negotiation skills are necessary in my line of work and I have a record of accomplishment for utilising these skills to influence others during negotiation processes, particularly whilst working to reconcile diverse views. My formal understanding of negotiation strategies and tactics was evidenced in 2006 when I spent time in Dili, the capital of the fledging independent nation of East Timor. During this time, I spent hours patrolling the streets as part of the broad Australia Asia Pacific Regional Assistance Mission to extend dialogue as a means of managing the violence between gangs within the city. During this process, I began by gaining a clear understanding of the positions of the parties involved, which were affected by an infraction between two extremely diverse geographical areas. With the two parties in disagreement, they had been taking action into their own hands through acts of violence when trouble arose. With a firm grasp on the key issues, I made a move to bring together the tribal and religious leaders with the aim of establishing common ground in that they needed to call the police rather than deal with things themselves. During my negotiations, I adapted my approach according to the positions of each party and promoted sport and their youth as a space where they could come together on neutral ground. This was achieved through putting together teams and facilitating sporting matches between the two warring gangs and the common ground provided me with the means to promote mutually beneficial solutions whilst maintaining allegiance to my goals and objectives. My approach was extremely successful and I managed to reduce volatility by encouraging the gangs to engage in dialogue rather than the more commonplace retaliation through violence.
Demonstrated contemporary, relevant and appropriate experience in a law enforcement environment, or the ability to adapt effectively to this environment
My 30 years of experience working for the AFP is confirmation of my contemporary, relevant and appropriate experience in a law enforcement environment. Through the myriad roles that I have held, I have leveraged my thorough understanding of the AFP business and the broader justice system to contribute significantly to the enforcement of Commonwealth Criminal Law and combating organised crime whilst protecting Commonwealth interests from criminal activity within Australia and overseas. The environment in which I work is extremely fluid and I have regularly been called upon to lead and contribute to whole-of-government initiatives relating to law enforcement and national security issues. As a result, I have successfully led numerous operations in the areas of preventing, deterring, disrupting and investigating serious and organised crime, recovering the proceeds of crime and disrupting money-laundering activities; and preventing, deterring and disrupting human trafficking; in addition to contributing to Australian international law enforcement interests through cooperation with key international partners and responses to emergencies, law and order capacity-building missions and internationally mandated peace operations. My experience at executive level has seen my involvement within the Operational Working Group for Human Trafficking, the Strategic Policing Framework Working Group, and most recently the AFP Advisory Board. This has provided me with a rich insight into AFP’s strategic focus, namely the four key areas of international operations, national and international coordination, complex investigations, and valuating specialisations.
Whilst undertaking the role of Coordinator Special Operations: Intelligence in Melbourne, I was afforded the opportunity to work with Alison Creighton who was working on the AFP Future Directions paper. Subsequent to engaging her in conversation regarding the paper, she provided me with a draft copy of the Strategic Context Paper to read and requested that I offer her some input from a practical point of view due to my overall understanding, commitment and investment to the AFP. This was an enriching and informative exercise we discussed numerous points that would enhance the paper, including
- Expanding the cultural diversity of AFP personnel in response to the growing cultural demographics of Australia
- Ensuring that new Officers are aligned with current AFP values and strategic direction
- Strategies as to how to attract high quality and high achieving Officers
- My suggestion to place increased emphasis on humanitarian crime
- The need to nurture a core team within AFP
All of these points are current areas of strategic focus in order to gain an understanding of how the demands and challenges of today affect the staff within the AFP. By gaining this understanding, combined with a holistic view of community and law enforcement trends, AFP will be able to employ a pre-emptive strategy that supports the delivery of a future-capable operational workforce. In doing so, focus can then be effectively placed on the priorities of counter terrorism, drugs (in particular the Ice epidemic), and cyber crime, which are all 21st Century issues impacting on the country.
The work that I have undertaken throughout my years has been extremely complex in nature and demonstrates my ability to represent the AFP at a strategic level with both local and foreign law enforcement authorities. I have extensive experience working interstate and within overseas countries, including Malaysia and East Timor, which has involved high levels of exposure where I have advocated on behalf of AFP to the media, key stakeholders and government organisations. While this work has been positive for the achievement of AFP’s strategic direction, and for myself for career progression and enhancement, I value opportunities to provide guidance and mentoring to my colleagues as, in essence, they are the future of the AFP. For example, recently the Attorney General (AG) contacted me to provide information regarding Human Trafficking and the success we had with Operation KATRINO. This information was to be used to present at a conference in Thailand, however due to the complexity of the information, I advised that I was not in a position to pass it on. As a result of my strong relationship with the AG, I made a suggestion that the Case Officer associated with the operation attend as he would be able to provide comprehensive details and answer any questions if necessary. This was well-received and my colleague was able to take up the opportunity to travel and present the information, thus providing him with a rich experience. Moreover, impressed with my selection of the staff member representing the AFP, the AG has requested that he attend New Zealand and Korea to present additional information.
