WHAT A CLEVER IDEA, MORE SPIN, JUST WHAT WE NEED

by CAA | Mar 17, 2026 | Library, Politics, Uncategorized, Victoria Police Issues

“ Jacinta Allan has repeatedly conceded the crime crisis that has gripped Victoria is unacceptable. She’s tried bail reform, tougher sentencing, and machete bins, but it now appears there’s a new hunt for someone to really fix it.  

The Department of Justice and Community Safety is on the hunt for a Director, Police Policy and Crime Prevention, a senior executive role paying up to $298,488 if you don’t mind, to provide “expert policy and strategic advice” on policing and community safety.  

The five-years fixed term position will oversee crime-prevention programs and help guide policing policy across government. With crime dominating the political agenda and continuing to rank chief among the concerns of Victorians, the new recruit might quickly discover the job description could be shortened to just two words: good luck.”- Herald Sun 15/013/2026- Backroom Baz

This proposed appointment is downright offensive, not only for all police, but also for the broader community. We definitely don’t need another high-paid expert telling the Police what to do. A function that may well be illegal, as VicPol is an independent authority or is supposed to be.

But it is interesting who this position may attract, but given past performances, the Government has already offered the job.

It surely wouldn’t be one of the former Chief Commissioners, given that of the eight, still around, the field is very narrow. Of those that aren’t already in highly paid jobs, there is only one or perhaps two at a pinch who would have the ability to do the job, but probably wouldn’t want it.

Dropping down the hierarchy, there is more to choose from, but if they couldn’t, as senior executives address these issues when they held the executive positions, what would make any clear thinker imagine that they could do any better, even with a big salary?

The salary package would cost the government somewhere North of half a million per year. When adding operational and functioning costs of staff, this little venture is going to cost the taxpayer somewhere north of $1-3 million.

For a government of its fiscal knees, this is outrageous.

If this is so, then for a fraction of this cost and far more effectively, the funding of a formal curriculum-based Police In Schools Program across the education system, which, apart from anything else, will make the schools safe for our kids.

It could also fund the redevelopment of the Blue Light Discos, a favourite with the kids (and parents) that gives them somewhere to enjoy themselves free from the tyranny of violence and intimidation. Learning how to enjoy themselves safely is a critical skill.

Operation New Start could be expanded to have a real impact. A program designed by teachers and the police to ensure all children get an education. Closed down by Police management, on the basis that it was not efficient and didn’t deal with large numbers of young people.

That it worked brilliantly was seen as irrelevant, go figure?

The new role will be Director, Police Policy and Crime Prevention, to ‘oversee crime-prevention programs and help guide policing policy across government.’

The Chief Commissioner may just tell the Director to but out, and would be well justified to do so, as the position directly conflicts with the role and duty of the Chief.

This appointment is a flat-out opportunity for nepotism, and the return on investment for Victorians is extremely questionable; it certainly does not reduce the pain and suffering of the many crime victims – the Directors’ spin will only aggravate them.

Paying somebody a huge salary does not always guarantee success and is not all that clever by one important metric: why start all over when programs that have an undeniable advantage over what may be dreamed up; – they actually work?

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THERE’S NO COPS WHEN THIS SH** IS HAPPENING

by CAA | Mar 14, 2026 | Library, Politics, Uncategorized, Victoria Police Issues

This headline in the Herald Sun on the 12^th of March 2026 refers to a recent Machete attack in Melbourne. It happened in Melbourne’s East, where a group of youths started throwing rocks at the victim’s house before the attack.

It was reported that a Mooroolbark man said he was “lucky to be alive,” after he was slashed across his face, hand and back as he tried to defend his home – located just two minutes from a (closed) police station – from a machete-wielding gang.

We, like all Victorians, are getting sick of the ‘Argy-bargy’ over police numbers and the closure of police stations. It is misleading the public and causing additional stress on an already stretched Police Force.

It is time to air some issues that seem to miss the point of Law and Order and the policing role.

First and foremost, and ‘make no bones’, there are some very serious problems within Victoria Police, but they didn’t pop up at the same time as the Machete scourge. The problems took some time to develop and are now manifesting as a serious problem. Unfortunately, too many within the Force are in denial and entrenched in their comfortable offices.

The cause has been a combination of poor management of the Force, a Court system that dispenses social reform rather than justice, and a government’s extremist agitators that are happy to see the Police hamstrung or defunded by stealth.

This has caused huge frustration among police members and made the policing task just so difficult that many have decided Policing is not a career for them, and, frustratingly, with a little bit of foresight and sage advice to the Government (if they would listen), could have avoided the problems the Force now faces.

So, combining poor management with reduced resources has got us where we are today. With a Force that is not meeting the community’s needs, the measure of any effective police service.

Nothing is achieved by ‘raking over cold coals’, any spark is well departed and beyond recovery, but we must look forward to creative solutions.

Importantly, the public must realise that closing a Police Station (inquiry counter) doesn’t mean the Station isn’t functioning as normal; it just doesn’t have a forward-facing inquiry counter.

It is highly unlikely that if the Mooroolbark police station had been open at the time of this attack, police would have attended any earlier.

The problem might be more to do with the management of available resources rather than the quantum of police rostered at that time—a Force-wide issue.

It all comes down to training and the accountability of managers and supervisors in the operational resource space. Training Sergeants to proactively manage staff in real time and avoid wasting resources is critical.

Depending on the nature of the call and the circumstances, what may at first blush seem very serious and dangerous can, once the police are on the scene, dissipate very quickly. Still, inevitably, the additional resources are only cleared at their discretion, where a supervisor should step in and clear unnecessary resources.

If you take note of many Police incidents, there are those directly involved and usually a number of police spectators, a major resource management failure.

The point made is that efficient and well-trained frontline supervisors will go a long way to improving the police service.

Another glaring anomaly is the number of Police who are ‘Acting’ or upgraded for whatever reason. Still, Acting Sergeants through to Acting Commissioners mean that the fully trained and accountable Police at all ranks are replaced by members who may be experienced and, to a degree, capable, but they are not the trained, the real deal.

Most importantly, as a temporary custodian of a position, they are not responsible for the overall performance of the position they fill.

Inevitably, this must lead to substandard supervision and operational management.

What is obvious from the plethora of Acting supervisors is that there are insufficient qualified members at the various ranks to cover sick leave, Annual leave or other rostering challenges; bad planning.

A review of the quantum of members at the various ranks needs to be undertaken as a major step in making the force better and fitter for purpose.

The Operational members deserve no less than competent, trained supervisors. Non-operational areas, the issue is not so critical.

There could also be a strong argument to rethink how Police communications are delivered and managed.

There is no sugar coating that being an operational police member on the road can be dangerous and stressful, and that includes the various line supervisors (Sergeants). Every effort must be made to provide the very best support for these members that the organisation can muster. An issue that must be addressed by the Police Association in the interest of all members.

The tendency to look to technology for a solution has often been counterproductive, as the focus on the technology belies the need for sound experience and skill for the source input operators.

Operational Police didn’t understand the introduction of unsworn staff as radio Operators (D24) some time ago, as it can take years for even Police operators to develop a basic skill set in Police operational practices and procedures to assist and support members in the field.

If you are chasing crooks over back fences, it was always D24 who had your back.

Most current Police do not know any difference, therefore accept the status quo; however, the Force could do a lot worse than re-examining this process, and while technology is important, it cannot replace experience and skills that years of policing achieve.

It’s similar to AI – there are really great things that can be achieved with it, but not at the expense of competent human input.

The Police radio is not simply a communications tool; it also provides support and comfort to members in the field and is an important resource for ensuring the right services are dispatched to help members perform their tasks.

Experienced Police operators can second-guess the operational needs of the members as they evolve, something that technology (and AI) cannot.

This part of the policing process, in addition to being critically important for operational effectiveness, also supports members’ welfare. The detached voice of an experienced Police operator can make a hugely positive impact on the effect that tragedy can have on the members in the field.

Clearly, a key aspect, and of equal importance to the operational effectiveness and the welfare of the police, is the impact on and response to victims.

The Force has been driven by budget constraints and a lack of corporate management skills to pursue efficiency, which is treated as some holy grail that all managers must aspire to.

Whether that is because of poor training of senior ranks or a need to have efficiency achievements writ large on their CV, it needs to be explored, but efficiency is not efficient if it adversely affects the output of the organisation’s Service delivery.

The CAA has been amazed at the number of Senior Police who do not understand and or confuse the two concepts.

Just a portion of the outward-facing service where efficiency has trumped Service delivery.

• Police Advice Line– marked as effective, but Victims and the general public find it substantially lacking in delivery.
• Crime stoppers– similar failings discourage the public from using the service – no caller feedback.
• Police exercising discretion – must complete multiple administrative functions requiring the repetitive recording of data, distracting Police from Operations.
• Recording Call response times – so adequate resources can be relocated to service areas of need. This must be benchmarked.
• Victim feedback –a priority that must be measurable to ensure proper function.
• Police numbers –creative use of Government space created by WFH to be converted into training facilities to at least double the projected training output of 77 per annum to somewhere north of 150.
• Police Training efficiency -Recruits can start training at the Academy, covering Operational Safety Training (OST), and then move to a Training building off campus for Law and procedural training and return to the Academy for their last few weeks for exams and graduation, increasing the output without the need to reduce the training timelines and compromise the critical initial training phase.

The Force needs to undertake a structural review to address not only what we have identified; there is no doubt that many other areas could be improved, with a priority on Service delivery over Service efficiency. It should be all about effective outcomes for the service the Force is responsible for, not what efficiencies can be created inwardly.

It is worth noting that the corporate sector, which widely followed a trend of locating call centres overseas to achieve efficiency (reduce costs), is now reversing that trend, with more call centres being relocated onshore.

The overseas option wasn’t delivering the service needed and was hurting the businesses that adopted it. We are now seeing more corporate players using the fact that their call centres are onshore as a marketing advantage.

The solution for Victoria Police starts with addressing and updating the Planning Function currently in vogue to be fit for purpose.

The planning function of Victoria Police currently involves:

1. Developing annual corporate plans with a 4-year outlook.

That has been a failure given the current situation.

2. Setting strategic priorities based on community safety and government direction.

Setting Strategic priories have failed dramatically.

3. Allocating resources effectively to meet current and emerging demands.

That has also been a failure of dramatic proportions.

4. Monitoring organisational performance to ensure goals are met.

It depends on whether you measure relevant data or only data that supports performance.

5. Engaging stakeholders and communities in shaping police responses.

Community consultation is an exercise in deflecting community concerns, with attendees at forums very disappointed in the attitude of the police.

6. Ensuring organisational capability through workforce and asset planning.

A glaring omission from the planning process is the plight of Victims.

 – That is where planning should start. To omit them from the process says it all about force priorities.

If this function was being performed correctly, we would not be facing the crime the community is experiencing or the lack of police service.

.All very good, but by any matrix, the planning process is failing; the current staffing imbroglio proves that, either planners were asleep at the wheel, or were measuring the wrong data, or the correct data hadn’t been collected.

This current staffing and response capacity of the Force did not occur overnight but took years to achieve its current abysmal level. It will take years to recover completely; however, in the short term, the focus must be on delivering the services the public wants and needs, not what some Police bureaucrats think they need.

To find out, all they have to do is ask.

A good place to start may be the victim from Mooroolbark.

Chief Commissioner Bush has a monumental task ahead.  We wish him well.

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DOES VICTORIA POLICE NEED AN INQUIRY?

by CAA | Feb 27, 2026 | Library, Politics, Uncategorized, Victoria Police Issues

Industrial relations between the Force and its Police employees are currently facing a significant crisis, but an even greater problem is heading down the rails towards them.

When it arrives, it will have devastating consequences, particularly impacting the Victorian diaspora.

We are referring to,

• The concept of employees working from home being legislated.
• The significant number of Migrants, with many from countries where the rule of law either does not apply or is only marginal.
• The continuing erosion of the legislated Powers for Police to do their work, driven by ideology.
• The lack of support from the judiciary. This is particularly so in relation to Bail processes, and again, ideologically driven.
• and the Inefficiency of the Court System penalising both the police and the victims.

Coupled with the industrial landscape, the Force now finds itself on a collision course of these factors, and the consequences do not bear thinking about.

The mass exodus of 450 Police, accepting a sick leave payout deal, was reported in the Herald Sun on the 22nd of February 2026.

‘How a Victoria Police sick leave deal triggered a mass exodus from the force’. – HS Headline.

The deal that expired on the 31^st of December 2025 is the key to aggravating an already dire staffing problem that is having a devastating impact on Force members.

As if what the police who are left are dealing with isn’t enough, gross negligence will only exacerbate the situation and lead to an increased rush out the door.

What we don’t know is who is responsible for creating this crisis.

• Is it the Government?
• The Police Association or
• The then Police administration negotiating the EBA?

An independent inquiry into this fiasco is urgently required to apportion blame and provide guidance on how the Force can address this staffing disaster.

Did they not see the unintended consequences of the impact this would have on the rest of the Force by this Enterprise Bargaining agreement?

Or was this some sleight of hand or skulduggery whereby the Government moved unrealised liabilities to another part of the ledger, so that paying out the Police members with the Sick Leave sugar hit, the Government achieved immediate savings on salaries?

The average pay grade for a Police member, including allowances, is over $100k per annum. When you consider other employment liabilities and costs, the 450 members who were attracted to the Sugar hit, in real numbers, translates into half a Billion Dollars off the government’s budget bottom line. We already know that it will take perhaps a decade to bring the numbers back up.

All the while, the Government wallows in the knowledge that they are saving a bomb for the entire forward estimates and paying homage to those who see defunding the Force as a legitimate cause.

Based on current estimates, it will take 6.25 years just to replace those lost due to the EBA. And that does not take into account any other adverse staffing hits incurred through to 2032 just to bring the Force back up to 2025 levels. The risk factors are insurmountable; in the current environment, it just won’t happen.

As Darryl Kerrigan would say, “ Tell ’em they’re dreaming”

Although the community inevitably suffers when the numbers in the Force drop to the point where one in 11 police vacancies are unfilled, what is not spoken about is the devastating impact on the remaining members trying to hold the Force up.

This latest double whammy has a two-pronged impact.

Firstly, it is undeniable that losing experienced Officers is counterproductive, but the pressure placed on the remaining staff will only lead to increased sick leave and resignations.

Police across the State already work a disproportionate number of after-hours shifts. Still, this latest blow will increase the frequency of Night Shift and other shifts that are less conducive to their lifestyle and family, putting greater negative pressure on them not to continue their careers.

We do not begrudge the members being paid out; the question is how, in such a difficult staffing climate, this payout was allowed to be so mismanaged, rather than a phased approach over a number of years and more closely managed.

Somebody has failed, and we need to know who the culprits are.

Then, to top things off, we have a more significant crisis heading our way that seems to be completely overlooked, and we see no strategies in place to deal with it.

Yes, the ubiquitous Working From Home (WFH) monster is heading for the Force (and all other emergency services) at breakneck speed, with legislation touted to be introduced before the Elections in November for a legislated two-day WFH right for State workers.

Yes, it does have some wishy-washy qualifier, an if, but how long that if will last is anybody’s guess, but in the norm for Industrial relations issues, the shoe is in the door.

There has been a lot of publicity about how employees who work from home can save money, but that is insulting to those who have the ‘if’ applied to them without compensation.

Police are already under huge stress due to the routing of the Force’s strength.

When the WFH train hits, problems will multiply, and the exodus will continue and accelerate alarmingly as members burn out more quickly, aggravating staffing shortfalls.

Why would anybody work godforsaken shifts to be spat on and cursed, be expected to deal day in and day out with the scum of our society, with a workload that is increasing exponentially while the workforce declines by the same matrix?

How fair is it that these people, who put their social lives in limbo, their safety on the line, and are increasingly being called on to deal with the worst that society has to offer, be any less deserving of the financial windfalls than other State employees who enjoy WFH?

The whole WFH debate lacks one imperative: productivity.

How is an employee’s productivity measured when they WFH?

There is no doubt that some WFH individuals are diligent, but many others may go through the motions without proper supervision.

Anecdotally, we are advised that traffic on Golf Courses has increased dramatically in recent times, as has dog walking, and that car parks at gyms are full during the traditional working week. You have also probably noticed a substantial increase in Lycra-clad treadlies on our scenic roads.

Productivity, accountability, and satisfactory levels of employee performance and effectiveness, compared to the salaries they attract, have not been included or even discussed. The example of individuals doing the big circuit for months at a time or answering their phone while on the beach will continue to rort the system.

Then think of the poor Police, who are again the brunt of this mismanagement, with the consequences seemingly evaded.

Our new Chief Commissioner has shown strong leadership, being clear-eyed about the issues. However, his role is being stymied by other pressures not of his making that will have far-reaching, deleterious impacts on the Force; impacts that even he may not be able to manage.

We definitely need a Royal Commission into this whole issue of police staffing and allied impacts so that proper planning to address the issues can be determined, as equally important as who or what entity is responsible for this mess and how they will be held to account.

It will be argued that a Royal Commission would be too expensive. Still, that expense pales into insignificance compared with the impact of the Government’s mismanagement of the Force in recent decades, which continues unabated.

But what can be done?

A review of the Force’s training would be one answer.

The media claim of 77 additional recruits per year is a drop in the bucket that will evaporate before having any impact, so radical approaches must be explored.

With the WFH edicts, the Government must have redundant buildings, as maintaining an exclusive workstation or office for WFH employees is nonsensical, so rationalisation is imperative.

This would free up additional resources to accommodate a vast quantitative expansion of training.

The resources for conducting the training can be drawn from members who need some reprieve from the frontline, a sabbatical, and/or members who can be encouraged to return to the Force in a training capacity.

Rather than the current approach to Police ongoing training needs, which currently favours online training of operational members, they can be trained at a new facility in a matter of weeks, rather than the months it takes for online training.

Shorter periods of focused classroom training will be more effective and have added benefits over the online model, which proponents argue is more efficient, but that is at the expense of effectiveness.

Classroom training advantages give the members a break from the frontline, exposing them to peers and enabling proactive assessment of their psychological status rather than waiting for the dreaded PTSI to strike, making them incapable of performing.

As far as recruits go, that number can be increased threefold by the first part of their training at the Academy, followed by the bulk of their training off campus at

another training facility, returning to the Academy for the last four weeks and graduation.

This approach will also avoid the need to reduce recruits’ training time to accommodate larger numbers, which may well be a false economy. Training is critical to the organisation’s effective capability and should attract greater focus.

It will be the Police administration’s ability to think outside the square to address staffing problems that makes a difference.

Many other initiatives will alleviate the issue; our Police members deserve something better.

The whole concept of encouraging retired police back to alleviate pressure on the existing force must be rethought so that the numbers returning are substantial, which may include removing the time barriers after leaving the force, as it is the quality and suitability of the returning applicant to perform the tasks on offer, not some arbitrary date, that should be the primary consideration.

The arbitrary date methodology is an antiquated approach from a bygone era. Matching the applicant to a task approach is more current in staff appreciation.

Is there a need for an inquiry? Yes. 

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THE ‘DECANTING’ GAME: THE PRISONER SHUFFLE

by CAA | Feb 25, 2026 | Library, Politics, Uncategorized, Victoria Police Issues

‘Decanting’ is the name given to the process of shuffling prisoners on remand around Police stations to avoid exceeding the 14-day holding limit for each prisoner. With over 300 prisoners being shuffled between Police cells, as reported in The Age on the 24th of February 2026, this is an absolute disgrace on multiple fronts. Foremost is the unnecessary use of Police time being absorbed, not only the physical movement of prisoners, but the wasted time police spend on accompanying paperwork. Additionally, the greatest risk to the safety of Police and Prison staff is when prisoners are being moved, and the risk of escape or violence is most likely to occur; therefore, prisoner movements must be discouraged, not extended.

But back to the ‘Decanting’. How is it that the Force can breach the detention days by shuffling prisoners? They are still in detention, and the police are being used to breach the intention of the Prisoner management rules – how legal is that? The strategy of this process allows the police to ‘reset the clock’ to avoid breaching regulations. That is not how a problem like this should be dealt with, breaking the rules, and a proper solution needs to be determined as a matter of urgency before a hapless police member is caught up in an incident with a Prisoner during the transport that sees the member injured or charged.

If something happens, you can bet the hierarchy will see the blame at the frontline, not the administration’s failure to facilitate a solution to an obvious, avoidable problem. We have lost hundreds of Police from the street whose job it is to protect us, but we have police tied up ‘defending prisoners’ rights, how is that justified? Facilitating the police to break the rules is a disgrace. We expect our Police to set an example for the rest of the community, but in this case, the Force accepts/requires breaches to occur, although the problem was not caused by the Police.

Charging criminals and opposing bail for the safety of the community is their real job. We accept that prisoners on remand are not convicted of the alleged crimes, and that a Court has determined they should be remanded pending the hearing to determine the outcome of the charges. Ensuring the prisoner returns to Court and that the community’s safety is protected are essential considerations. The prisoner’s welfare or cultural issues should play no part in the Court’s decision, as all prisoners should be treated equally before the Law. The solution is mind-bendingly simple. For a Prisoner to be held on remand, they have the same physical and administrative resource needs no matter where they are located. And the Prisoner on remand or a Prisoner serving a sentence should have the same basic rights and restrictions.

The label on the door is the only thing that changes from one cell to another. That the prisons are full is hardly an excuse, given that they were closing down a Jail in Victoria and building additional capacity in the juvenile justice space. Some creative management should solve this problem overnight, and a Prisoner on remand in the same facility as Prisoners serving sentences, though separated, must and could well be accommodated.

Remember, the label on the cell door determines the status of the person behind it. The management of Prisoners is a corrections issue, not a police one, and given the egregious level of lack of safety the public is experiencing, it is essential that police used in this process be returned to general duty (making us safe) as an absolute priority. This problem dates back to at least 1987. After almost forty years, it cannot be said that the Government has been taken by surprise.

 

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GOVERNMENT CRIME CRACKDOWN SMOKE AND MIRRORS

by CAA | Nov 26, 2025 | Library, Politics, Uncategorized, Victoria Police Issues

The headline in the Herald Sun, 25^th November 2025, our Premier Jacinta Allan says, ‘ – government’s crime crackdown ‘sending a clear message that sentences need to be longer’.

This rhetoric is ‘smoke and mirrors’ and very unlikely to bring about a change in sentencing levels for Victorian Courts, because Courts, thankfully, should not operate on the whim of the elected Government of the day, as that would be totalitarianism, but on precedent and any variations to legislation.

The Premier’s statements are also an admission that the Government has made major mistakes, as this Government is responsible for the appointment of all the judiciary over the past decade, so they are reaping what they sow.

Many of the worst decisions reported have been made by this government’s judicial appointees. So they need to fix the problem of their making.

We know of no empirical data supporting the theory that criminals will not offend, knowing that the sentence for the crime they are about to commit has increased.

For that matter, I defy anybody to find a criminal who knows the penalty for any crime; responsibility is not their strong suit.

The Spring St boffins fail to realise that crooks, no matter how dumb their actions may seem, do not commit a crime if they think they are going to get caught, and that is the only matrix that matters or influences them.

The Allan approach presupposes that crooks gather for a pre-crime meeting to discuss the penalties they may face conducting a SWAT Analysis before deciding what crime to commit – give us a break.

Have they not heard of institutionalisation? A complex issue, but critically, the time factor of the period somebody is held against their will, like jail, will become time-irrelevant very quickly.

Whether a criminal gets four years or six matters little and has no influence on the likelihood of recidivism or on other criminals considering the same behaviour.

The victim may gain some solace, but that’s about it, and the extra jail time just becomes a financial burden on the State, requiring not only more prison beds but all the infrastructure and operating costs associated with the increased time served, and we, the community, including the victims, have to pay for that.

This should be electoral suicide for any Government, particularly given Victoria’s perilous budget deficit.

The only substantial argument for an extended sentencing regime, if it were workable in the Courts, and we argue it is not, is to afford a longer period of protection for the community, which coincidentally costs us all a bomb.

Sentencing must be related to the evidence of the crime put before the Court.

We do, however, strongly believe that Courts have deliberately flaunted the power they possess to act as social engineers instead of sticking to their knitting, dispensing justice, not just for the accused, but the community as a whole.

The answer to the crime tsunami is to provide sufficient police to not only arrest and capture offenders but also to implement a strong, high-visibility deterrence presence to mitigate criminal opportunity.

This, coupled with a serious proactive Force culture, will start to make inroads as soon as it is implemented, and we are confident that the new Chief Commissioner Mike Bush has the capacity, knowledge and skills to drive this change.

Additionally, fortunately, there is still a very high percentage of serving police who would share this view; all they need is to be unshackled from the medieval attitudes the Force has developed under a series of poor leaders.

Long-term sentencing does little to stop crime; however, failure by the courts, which seem reluctant to jail accused offenders, feeds into the adage that ‘crime pays’, and while that exists, there is no hope of a reduction.

We oppose draconian sentencing but support the nuanced use of Prison as a major crime reduction initiative. It matters little the criminals’ age; numerically greater use of the Prison system is what’s required.

Remember, every time an accused at any age walks out after facing Court and being convicted, irrespective of what they may have been sentenced to, or what orders are placed on them, the walking out from court, of itself, is perceived as a win for the crook, and something to brag about, further building confidence in the criminal class that consequences for crime don’t exist.

Even in these austere times, the Government must prioritise the financial support for Policing because unless we have a well-funded and equipped Force pursuing the correct ideals of ‘best practice’ Policing, nothing will change and everybody in this state is mightily aware that they may be the next victim.

As far as the Courts are concerned, the Government would do a whole lot better, rather than making hollow headlines, by focusing on establishing a Judicial Review Panel that has the power to manage Jurists based on performance and effectiveness.

This must be an attractive proposition for a Government that has failed in the Law and Order space; shift blame to the Panel.

The administration of the Court system is inefficient and not fit for purpose, with extraordinary delays denying justice to both Victims and accused. By the time an accused is fully processed by the Courts, many have continued their criminal ways and subjected the community to untold grief – that is Justice denied.

A Justice Panel could identify underperforming and inefficient Jurists, provide guidance, and, if necessary, impose sanctions to ensure the system becomes efficient; establish processing benchmarks; identify flaws in the system; and determine whether the problem lies with the administration or Jurists’ performance.

Similarly, an efficient and professional justice system will reduce crime, equally as well as the support for the Police in bringing perpetrators to the Court system.

GOVERNMENT BLOCKS PATHWAYS FOR RECALCITRANT YOUTH

by CAA | Nov 24, 2025 | Library, Politics, Uncategorized, Victoria Police Issues

We do not profess to know all the answers, but our life skills have taught us a few worthwhile ones, particularly in the youth space.

Early intervention is a significant priority, but perhaps more important, and effective, is the development of pathways that are productive for young people as they start to mature, rather than having their lives controlled by Government bureaucratic edicts.

The pathways, if managed correctly, should encourage young people to start making constructive choices for themselves. When we say ‘managed,’ we mean the Government generally stepping back and allowing young people space to resolve their own issues.

Although parents have a vital role and a responsibility in encouraging their children to adopt a worthwhile path, they cannot and should not live their lives through their children. It is the child’s life, not the parents.

An article in the Herald Sun on the 23^rd of November 25, titled ‘Half of students miss a month of school amid fears it is irrelevant,’ goes a long way to explain what is really happening to our youth.

https://www.heraldsun.com.au/education/half-of-students-miss-a-month-of-school

We have been critical of the schools sending children home for misbehaviour, which, in our view, is a major contributor to the development of anti-social and criminal behaviour in our young.

This process is triggered predominantly by minor behavioural infractions and, on occasion, by incidents not the student’s fault.

This send-them-home option is a relatively new concept, as schools in the past have dealt with these minor infractions in-house without abdicating responsibility and leaving students to their own devices. In this context, it is not a contradiction to provide pathways.

There appears to be no effective management of this discipline process, and our information is that when children are sent home, it is problematic whether the parent/s are aware, unless the child informs them.

So much for families with parents who must work to support them and rely on schools to care for their children while they are being educated.

Schools that adopt this approach are abdicating their responsibility and may need a civil case to wake the system up to its failings.

Until the research in this HS article was made public, we have been at a loss to identify just where the problems lay. We know that children are not born with antisocial and criminal tendencies, which are learned behaviours, and it appears now that the research in that article points clearly to the culprit that teaches them – their misdirected education.

It generally boils down to the education we are foisting on our young being irrelevant to the skill sets they see as necessary to run their lives, and they have an excellent argument.

We continually hear from educators that their curriculum is overfull, so they can’t add to it, but that assumes that the curriculum is relevant. Relevance to those for whom the education is being delivered is essential – but, clearly, much of it is not in the eyes of many students.

Removing ideological material that has found its way into the curriculum must be the first action, and then the rest of the curriculum benchmarked against the needs of our youth. That purge must be brutal.

“It just feels like we’re not being taught how to handle our finances properly,” Sarah said. “We’re not being taught how to save, invest, manage our bank accounts or file our taxes. That’s something you’ve really gotta figure out on your own.”

–Sarah, 17 years reflecting on her views when she was 14 years old.

To this point, you may wonder the relevance of this material to our core direction, law and order.

Suppose you are going to teach children irrelevant material, send them home for minor infractions and fail to engage the pupils. In that case, it very quickly becomes a life of boredom and failure for the pupil, and the more bored they become, the more disruptive they are, and more often they are sent home.

Taking time off from school is the go-to solution that the school teaches them.

All this time at home can accumulate very rapidly and lead to increased boredom. Life becomes less relevant, so they seek solutions in very unhelpful ways – crime, self-harm, addictions and inappropriate social interactions become the only way to achieve a sense of fulfilment for them.

UNICEF Australia’s Chief Advocate for Children, Nicole Breeze, said the report paints a stark picture.

“In a country like Australia, we have all the conditions and infrastructure to be the best place in the world for children to grow up,” Ms Breeze said. “It is unacceptable that suicide remains the leading cause of death for young Australians and that we are seeing persistent negative trends.”

What this all adds up to is the need for a ‘root and branch’ overhaul of our education system, and by that we are strongly opposed to a series of talk fests, more research, and academic papers arguing the rights and wrongs of the assertions we make, as the proof positive already exists.

The Report author, Megan O’Connell, from the Australian Research Alliance for Children and Youth, said the landmark report — published in the Herald Sun, developed with UNICEF Australia and supported by the Minderoo Foundation — found an increasing number of kids feel school is not providing them with the skills that they need for their future.

The problem needs to be addressed urgently, as there is no time to waste on procrastination and blame-shifting.

The government must issue an edict for action to Tony Bates, the Secretary of the Department of Education in Victoria, who was appointed in August 2025.

The edict must, without equivocation, direct that this issue must be addressed urgently for two reasons: we can’t afford to have one more child exposed to this failed system, and the responsibility lies at the feet of the Director and any inaction at the feet of the Education Minister.

If the Director can’t or won’t fix it, then he should be replaced, as should any other executive within the Education Department who does not fall into line.

What must be achieved is curriculum variation to remove ideological material and replace it with the skills required by young people. These skills can be life-based or designed to equip them for further education.

In relation to behaviour, the practice of sending young people home must be discontinued without exception, and to achieve a reasonable standard of behaviour, the Police in Schools Program must be urgently reintroduced to help schools address misbehaviour and provide students with a safe school environment and life skills to live harmoniously within the community.

All schools must also be required have and enforce a Code of Conduct.

There can be no excuses for inaction, as these changes will have no impact on the State’s fiscal demise.

Additionally, young people’s ability to join the workforce or further their academic studies must not be hindered by ‘the system’.

Currently, young people cannot enter an apprenticeship until they are aged 16, and if they work before then, they can only do 20 hours a week. From an academic perspective, the schools make students feel that if they can’t excel in academia, then they are a failure.

It is past time for the Government to repeal these rules and move out of the way.

This one-size-fits-all approach is badly flawed, and it should be left to employers to judge the suitability of an applicant, the applicant’s parents, and the child.

Opportunities for young people to re-enter the education system without penalty must be well promoted.

This is particularly true of age-relevant life skills. Young people are better equipped to enter the workforce physically and mentally at a far younger age than when these rules were designed and applied.

Better to be at work learning rather than at school marking time, causing havoc.

Unblocking Pathways is the key.

GATT’S GAFF – A ‘Brain Fart’?

by CAA | Nov 15, 2025 | Library, Politics, Uncategorized, Victoria Police Issues

The Police Association Secretary Wayne Gatt was reported in the Herald Sun on the 16th of November under the heading ‘Police union boss Wayne Gatt slams 90-day summer operation as ‘brain fart’ amid struggle to fight crime’, which is somewhat of a surprise and disappointing for a respected Union.

Later in the article, Gatt said, “while the union did not in principle oppose the potential of the moves, there were concerns about ‘a lack of detail or thought or planning”.

So what was he on about, accusing the Chief of a ‘Brain Fart’?

That seems like a euphemism for, “Why wasn’t I told?” Obviously, the Union was told so that Gatt was able to relay the Union’s views.

Perhaps this is more about Gatt’s influence fading.

Criticising the Government, Gatt also failed to be aware of the circumstances, such as the reorganisation of resources and the introduction of reservists, which had been devised by the Chief and the Minister, advised. But that may have been more to do with masking his derogatory reference to the Chief.

Gatt may like to explain why putting more people on the street is reckless and what the ‘dependencies’ he is referring to are.

Mr Gatt would be well advised also to start leading and creating innovative ideas on how to reduce the crime rate, rather than promoting “lack of detail or thought or planning”. That, together with his issue of consultations, won’t help the community at all. Bush’s action will help immediately, and that’s what the community wants.

But to the nub of the matter, the allocation of resources is a matter for the Chief Commissioner.

Bush has read the room correctly, and for Gatt to accuse the Chief of a “Brain Fart” is disingenuous and disrespectful to his office; to have Gatt slight him in this manner requires an apology.

The Chief is demonstrating leadership that has been lacking in a string of previous Chief Commissioners, so the Association will have to get used to the idea that the Force now has a leader. And they should treat him with respect.

These initiatives, supported by the CAA, are going to be welcomed by the community, as up until now, and apart from platitudes, every time there is a serious community issue raised about crime, nothing changes in VicPol, and the community has long tired of ‘More patrols’ knowing they may get some. Still, it will be a splash in the pan and not address the real issues they are dealing with.

Bush’s move to more proactive policing is also welcome, as preventing crime must be the primary function of any Police Force and a strategy more likely to be embraced by the community than ‘more police’. Interestingly, those who push the more police mantra rarely give any insight into what that means, what will be achieved and when.

It will literally take years to bring the force up to full strength, so the use of reservists is a very clever move to free additional police to provide the public with a better police service and reduce the crime rate.

Critics of the use of Reservists should read this comment from the CAA Website by a former member who was medically discharged.

“I already volunteer as a Justice Peace at the reception counter of my local 24 HR police station? Other unofficial duties in the absence of sworn uniform members include signing in those reporting on bail, compiling VicPol property forms & taking property over the counter, general police advice, and taking messages for members. You never forget your training & previous knowledge base. I was ESSS Discharged, pensioned out of my job with a spinal injury. Not ready to retire yet, so will happily return as a paid VPS1 or reservist part-time!!”

We are aware of many former members who would like to be considered for involvement in a Reserve program.

There would also be hundreds of former members who left their police careers to raise their families, and when their families grew up, would jump at the chance for a Reservist position.

Their life experiences make them a valuable asset if they can be encouraged to return.

The sad part of this announcement is that where you would expect the Police Association to support the initiative and encourage Reservists to rejoin that organisation, instead, they have all been insulted, being classified as a ‘Brain Fart’ that will be remembered as Gatt’s Gaff.