Queensland police officers are subject to the Police Service Administration Act 1990, the Police Powers and Responsibilities Act 2000, and various other Queensland and Commonwealth legislation. All employees are subject to the Queensland Police Service’s Operational Procedures Manual, other internal policies and procedures, the Standard of Professional Practice, and the Code of Conduct for the Queensland Public Service.
Together, these set expectations for integrity, accountability, transparency, appropriate use of authority, risk management, and professional conduct, ensuring police powers are exercised lawfully, proportionately, and in the public interest, while maintaining community confidence and trust in policing.
Some strategies that can help prevent corruption in the Queensland Police Service include:
- Robust employee and recruit screening, supported by initial and ongoing training and education on legal and integrity obligations and areas vulnerable to corruption.
- Strengthening information handling and recordkeeping practices, including policies and procedures for the management and dissemination of confidential information, particularly relating to the use of shared mailboxes.
- Initial and ongoing training for high-risk roles and work environments, including a focus on:
- ensuring conflicts of interest and declarable associations are declared and managed appropriately
- proper use of police resources, systems, information, equipment and vehicles
- committing to professional development and applying training strategies to embed skills. E.g., officers actively apply de-escalation techniques and defensive tactics in everyday practice to develop their skills and capability to respond appropriately in situations requiring the use of force
- embedding de-escalation and behavioural management techniques via informal scenario or practice sessions with colleagues, especially for employees working in watchhouses or police facilities who interact directly with detainees, offenders and the public.
Operational Skills and Tactics training Police officers receive annual training in de-escalation, defensive tactics and appropriate use of force through the Operational Skills and Tactics (OST) program. |
- Clear and accessible policies and procedures supported by training, guidance materials and transparent human resource and financial delegation frameworks.
- Ensuring managers and supervisors provide effective supervision to help deter and detect wrongdoing, such as the misuse of confidential information, and work resources or time.
- Reinforcing clear organisational expectations about behaviours and ensuring these expectations are consistently communicated and embedded across recruitment, training, and operational policies.
- Leveraging technology and data analytics to track and monitor declarable associations and conflicts of interest, control sensitive information, and enable stronger auditing, oversight and governance.
- Conducting reviews, audits or inspections of high-risk activities, processes and decisions, including compliance with obligations to report the use of police powers (including the use of force), activation and storage of body worn cameras and handling of confidential information (including the maintenance and storage of hardcopy records).
- Robust monitoring and review of high-risk policing activities, including the use of police powers and force, and the oversight of covert activities, such as the management of criminal informants and human sources.
Internal assurance over high-risk corporate activities, including procurement activities and expenditure, recruitment decisions, and audits of timesheets, travel and allowance claims.
Advisories, case studies and factsheets
Improper access to public sector databases, no. 2 - May 2019
Body worn cameras – their role in complaint resolution - November 2018
The potential cost of failing to perform duties as a police officer: What you should know - May 2018
Improper access to public sector databases: What you should know - February 2018
Personal relationships, professional boundaries: how to manage potential corruption risks – April 2020
Discretionary decision-making powers: Identifying potential corruption risks – December 2020
- Assessing complaints of corrupt conduct: A guide for assessors and decision-makers
- How to classify matters of corrupt conduct pursuant to section 40 directions - A five-step guide for public officials and delegated decision makers
- Assessing allegations of corrupt conduct: A guide to recordkeeping under section 40A
- Guide to assessing allegations about misuse of confidential information
Corruption Perceptions Survey 2025
Corruption Investigation Reports
