Police Commissioner Richard Chambers says his priority remains clear: to back the frontline and fix the systems that make the job harder than it needs to be.

Speaking at the Police Association’s 90th annual conference in October, the commissioner said his first 11 months in office had confirmed what he suspected before taking the role – that organisational stress, investigation delays and administrative overload were taking a toll on staff.

He said that from January 1, 2026, a refreshed leadership structure would be in place, including new deputy and assistant commissioners, giving him a team “I can lean on, who can support me and who can deliver for 15,000 people and ultimately for our country”.

Quicker investigations

The commissioner said association members had made it clear that excessive paperwork and slow employment investigations were major sources of frustration.

“In New South Wales they have clear expectations – 60 days for a criminal investigation, 45 for an employment one,” he said. “I think we can learn from that. We’ve got to be faster and fairer for our own people.”

He said he wanted to see better use of civilian staff to help relieve investigators of data entry and disclosure tasks. “Some districts are already doing this. We’ll keep expanding those support roles so detectives can get back to tradecraft instead of being stuck at desks.”

He confirmed that Police will push for body-worn cameras to be introduced within the next two years – a “big investment” that he said was long overdue. “We’re one of the few policing jurisdictions without them, but that gives us the chance to get it right.”

He outlined five reasons for the rollout: safety, evidence, training, transparency and accountability.

“Safety is the big one. The ability to remotely activate cameras will take pressure off our frontline people. Cameras strengthen evidence, they help with training and they reinforce trust and confidence in what we do. We’ve got nothing to hide.”

The commissioner said he was assessing providers, including Axon, and would brief Government shortly. “The Government’s expecting us to explore how we can better use technology and AI. This is part of that journey.”

Money and welfare

While not commenting directly on pay bargaining, he said responsible financial management had already freed up funds for basics that mattered to staff.

“Three years ago Police spent $135 million in a single year on contractors and consultants. That was irresponsible. We’re down to $50m now, and the target is $45m,” he said.
 

“That’s a $90m saving – money that can go into stations, cars and kit. I’ve been able to say to districts, ‘Here’s an extra $1m – fix the cars, paint the stations, buy the curtains’. Small things, but they make a big difference.”

He said delays in psychologist access were being reviewed. “We’ve got to remove barriers to getting help. Support should be timely and practical, that’s non-negotiable.”

Recruitment also remained a major focus, with 349 recruits in training in October. “We’re on track to meet targets next year. Retention is just as important. We’ve got to keep our people by making them feel supported and valued.”

Tactical management

During a question-and-answer session, members raised concerns about limited Tactical Response Model coverage in some rural areas. The commissioner said he wanted district commanders to inform him directly of any gaps they identify so adjustments could be made.

“There are parts of the country where the model doesn’t fit well. If we’re missing coverage, I need to know. We can’t leave people without support.”

He also said better use could be made of experienced, trained staff who were currently in non-operational roles. “We’ve got more than 600 fully trained people who could make a five-day contribution to the frontline each year. That’s not hard, and it would make a difference.”

On long-delayed property projects, he said sites such as Greymouth were now top of the rebuild list and included in Police’s business case to Government.

He also acknowledged the need to better recognise Police employees. “Our civilian colleagues – in fingerprints, evidence and front counters – do outstanding work. When I talk about the frontline, I include them.”

He said he intended to stay accessible and hands-on once his new leadership team was in place.

“I get a lot of emails and messages from staff across the country, and many of them drive real change,” he said. “If there’s something I should know, tell me. Don’t be a stranger – ring me, text me, email me.”

He said his focus for the coming year was straightforward: “Get back to basics, support the frontline, reduce red tape and keep listening… we’ve got more to do – together.”