As we are the union for most constabulary and non-constabulary Police employees, our public position was necessarily tempered to protect the integrity of the employment process that some staff involved in this debacle will be going through. If we do not protect the process, it would be to the detriment of all members, not just those under IPCA scrutiny.

The disappointing irony of the concerns outlined by the IPCA is that members of the Police executive were not subject to the same disciplinary processes and outcomes as you are, and yet the fallout from their decisions unfairly impacts on how the public sees you all.

Inevitably, it is the hardworking B to J-band employees and managers, not the executive, who will bear the brunt of the systemic changes in oversight and discipline recommended by the IPCA.

Members, and the public, must keep in mind that the disgraceful actions outlined in the report were committed by a deputy commissioner and executive members who have not yet faced any formal action in response.

However, what is clear is that such behaviour is not a fair reflection of the integrity and dedication of our 15,000 members.

The culture of all officers and Police staff is not the issue here, particularly when it was the courageous actions of members who sit outside the executive that challenged the process and delivered results.

It is right for the public to question the culture of the top brass, but I do not accept that the rest of Police should be tarnished with the same brush.

None of us disputes that trust is hard-earned and easily lost. That applies to the relationship between Police and the public, and between the association and its members.

I consider it a privilege to be elected president, and I campaigned knowing full well the seriousness of the tasks ahead.

I was immediately asked, “What’s your 100-day plan?” It is fair to say consideration of that timeframe went out the window pretty quickly and, realistically, gimmicky timelines are of little value.

My priorities will take a bit longer than 100 days and include, to name a few, commitment to maintaining trust in the association, reshaping the disciplinary system, holding Police leadership to account and delivering meaningful outcomes in pay rounds and the remuneration design group.

Fortunately, I am not alone in trying to achieve this. Our committees, members, directors, employment advisers and the association’s national office staff will be alongside me as we strive to serve and advocate for our membership.