by CAA | Jun 30, 2025 | Current, Drunk, Investigations, Library, Media, Police in Schools, Police Veterans in Schools, Politics, Road Safety, Safe Injecting Rooms, Victoria Police Issues
PLAN 100.4 – 2025 – Summary
The document outlines the Community Advocacy Alliance’s strategic plan for improving service delivery and addressing law enforcement issues within Victoria Police by 2025.
Leadership and Accountability in Victoria Police
The Community Advocacy Alliance (CAA) emphasises the need for improved leadership and accountability within Victoria Police to restore public trust and enhance service delivery. The current structure is criticised for being bloated and ineffective, with senior officers often avoiding accountability for their actions.
- The CAA has submitted multiple plans since 2018 to address law and order issues in Victoria.
- Senior police officers have been allowed to evade accountability despite evidence of misconduct.
- The organisation suffers from poor command decision-making and a culture of disrespect for the law.
- A significant reduction in executive ranks (30-40%) is proposed to streamline operations and improve accountability.
- Decision-making should occur at the lowest possible level to enhance responsiveness and effectiveness.
Service Delivery as a Priority
Service delivery has been identified as the most urgent issue facing Victoria Police, with a significant deficit in understanding and execution over the past decade. The CAA argues that efficiency should not overshadow the importance of effective service delivery.
- Service delivery has deteriorated, with little evidence of improvement in the last ten years.
- Senior officers often confuse service efficiency with service delivery, leading to ineffective strategies.
- Initiatives to improve efficiency have often compromised service delivery, creating a “them and us” mentality.
- The effectiveness of policing is directly related to its relationship with the community it serves.
Measuring and Improving Service Delivery
The CAA proposes several strategies to measure and enhance service delivery, emphasising the need for modern, qualitative measurement techniques. Feedback from the community is crucial for understanding the effectiveness of services.
- Implement modern qualitative measuring techniques for service delivery.
- Establish a feedback line for the public to report their experiences with police services.
- Set benchmarks for response times to ensure accountability in dispatch and arrival.
- Extend the emergency activity map to include police incidents for better community awareness.
- Introduce a protocol for phone contact to ensure professionalism and accountability.
Structural Reforms for Effective Policing
The CAA recommends significant structural reforms within the Victoria Police to address inefficiencies and enhance service delivery. This includes reducing the number of executive positions and reintroducing intermediate ranks.
- The current executive structure is bloated, with a 16% increase in Deputy Commissioners since 2019.
- A reduction of 30-40% in executive ranks is recommended to improve decision-making and accountability.
- Reintroducing ranks like Chief Superintendent and Chief Inspector can enhance local decision-making.
- The promotion process should be competency-based to eliminate nepotism and improve morale.
Cultural Change and Community Engagement
A positive organisational culture is essential for effective policing, and the CAA highlights the need for cultural reforms to rebuild trust and respect within the community. Engaging with retired members and honouring fallen officers can strengthen this culture.
- The culture of Victoria Police has declined, leading to issues like media leaks and mistrust.
- On-the-spot discipline notices can address minor infractions and improve accountability.
- Engaging retired members can provide valuable insights and foster respect within the organisation.
- Building a culture of respect and professionalism starts with the police uniform and leadership example.
Addressing Mental Health and Well-being
The CAA emphasises the importance of addressing mental health issues within the police force, particularly regarding the impact of disciplinary actions and investigations on officers’ well-being.
- Research is needed to explore the correlation between investigation techniques and PTSD among officers.
- Every member subject to disciplinary action should have an independent advocate to ensure fair treatment.
- The culture of respect and support must be reinforced to prevent adverse mental health outcomes for officers.
Recruitment and Selection Process Improvements
The recruitment process for the Victoria Police must prioritise both mental and physical robustness to ensure that candidates can handle the demands of policing. A multi-level probation system and careful assessment of applicants’ suitability are essential to maintain the integrity and effectiveness of the force.
- Recruits should be assessed for mental and physical fitness to perform police duties.
- A multi-level probation period of four years is proposed to ensure ongoing evaluation of recruits.
- Non-performing members should be offered transfers to alternative roles rather than remaining in policing.
- Emphasis on character and resilience in candidates to prevent PTSD and ensure operational readiness.
Enhancing Foot Patrol Effectiveness
Foot patrols are a critical aspect of community policing that requires improved training and situational awareness among officers. The proper execution of foot patrols can enhance public safety and foster better community relations.
- Officers should patrol independently to maintain situational awareness and reduce risks.
- Engaging with the community through eye contact and acknowledgment builds trust and confidence.
- Current foot patrol practices often lack focus, with officers distracted by conversations or mobile devices.
Leveraging Technology for Policing
The integration of advanced technology, such as AI and GPS, can significantly enhance policing efficiency and effectiveness. However, it is crucial to implement these technologies thoughtfully to avoid potential risks.
- AI-driven facial recognition and CCTV can provide real-time information on suspects.
- The G-Tag initiative aims to reduce car theft and enhance community safety by allowing police to disable stolen vehicles.
- GPS technology should be managed to prevent misuse by criminals.
- Mobile technology must be standardised for all officers to improve communication and documentation.
Management and Operational Efficiency
Improving management practices within Victoria Police is essential for enhancing operational efficiency and accountability. A focus on performance metrics and resource allocation can lead to better service delivery.
- Backfill police stations to authorized personnel levels to ensure adequate staffing.
- Downgrade the influence of statistics in decision-making, allowing commanders to focus on operational needs.
- Implement bi-weekly progress reports for commanders to track performance against KPIs.
- Establish a Reserve Unit to manage underperforming members and maintain operational readiness.
Youth Engagement and Community Programs
Strengthening youth engagement initiatives is vital for fostering positive relationships between police and young people. Programs like “Police in Schools” can have a significant impact on youth behaviour and community safety.
- Introduce a dedicated Youth Command to oversee youth-related initiatives and strategies.
- Re-establish the “Police in Schools” program to build trust and educate children about law enforcement.
- Support existing programs, such as Blue Light Victoria, and explore the establishment of Police Citizens Youth Clubs.
- Develop partnerships with community organisations to enhance youth engagement efforts.
Transparency and Media Relations
Improving transparency and media relations is crucial for rebuilding public trust in Victoria Police. A strategic approach to media management can enhance communication and community confidence.
- Appoint a high-ranking officer with operational experience as Media Commander to oversee information dissemination.
- Ensure operational members can speak to the media without fear of criticism.
- Address media leaks by focusing on the underlying issues rather than punishing whistleblowers.
Addressing Drug Issues with a New Approach
A shift from harm minimisation to a four-pillar approach (Health, Law Enforcement, Education, Rehabilitation) is necessary to address drug-related issues in society effectively. This comprehensive strategy aims to reduce drug use and its associated harms.
- Implement health orders allowing police to take individuals affected by drugs into care for treatment.
- Establish secure facilities for drug treatment and triage to address addiction issues.
- Focus on street-level drug dealers and users rather than high-profile offenders to disrupt the drug trade.
Legal System Reforms for Victims
Reforming the legal system to prioritise victims’ rights and streamline processes is crucial for enhancing justice outcomes. Abolishing the committal process and enhancing victim support can lead to a more efficient legal framework.
- Abolish the committal for the trial process to reduce delays and trauma for victims.
- Provide legal representation for victims of major crimes to advocate for their rights and interests.
- Implement enforceable compensation orders for victims to ensure accountability from offenders.
- Construct purpose-built facilities for victims to give evidence remotely, enhancing their safety and comfort.
Community Engagement and Policing Strategies
Effective community engagement is crucial for fostering trust and enhancing perceptions of police effectiveness. Strategies should focus on improving community interaction and local ownership of policing efforts.
- Realign crime trend analysis to measure community attitudes towards police effectiveness.
- Expand the Neighbourhood Watch program to foster community involvement in crime prevention.
- Review patrol systems to allow officers more time for direct community interaction.
- Dispense with the “Super Station” concept to refocus on local community policing.
Mental Health Support for Police Officers
Enhancing mental health support for police officers is crucial for their well-being and operational effectiveness. Continued efforts are needed to address the mental health challenges faced by serving and retired members.
- Maintain and improve programs like The Hub to support the mental health of officers.
- Legislate indemnity for officers acting in good faith to encourage proactive policing.
- Reintroduce the practice of gazetting positions to stabilise the organisation and improve morale.
Retirement and Reservist Programs for Officers
Developing a reservist program for retired officers can provide valuable support to current members while maintaining their sense of identity and purpose. This initiative can enhance community policing efforts and provide mentorship.
- Allow retired officers to retain their police identity and serve in a reserve capacity.
- Implement a system to recognise the service and contributions of retiring officers.
- Utilise retired officers for non-frontline duties to relieve operational pressures on current members.
FOR THE FULL VERSION OF PLAN 100.4, click on the link below:
by CAA | Apr 3, 2025 | Library, Police in Schools, Police Veterans in Schools, Victoria Police Issues
An insightful article in the Australian 1st of April 2025 by Natasha Bita, ‘bells the cat’ on the reality of the environment in our schools and why the academic levels are declining, and crime committed by young people continues to escalate both in frequency and severity.
https://www.theaustralian.com.au/education/police-and-psychologists-needed-in-schools-to-deal-with-rising-violence-principals-warn/news-story/23eddf73d36353595de2c6dc73acb9dc
It is clear that we will never make inroads into these critical issues plaguing our society without the intervention the author lays out.
It is evident that poor government management is responsible; however, not all the blame can be levelled at the politicians, as the two major agencies that can make a difference are Education and the Police.
The non-action in this space by both agencies suggests that a major problem of demarcation is clouding the judgement of both.
The Police clearly think these problems in the school are the responsibility of the Schools. While that is correct, but only to a degree; the overall responsibility for Law and Order remains unequivocally with the Police, and they have failed to give this aspect of crime prevention the attention it needs, leading to the lawlessness we now endure.
Consecutive Police administrations have deliberately stood in the way of developing effective Police-in-Schools Programs, even going as far as to develop a shadow of the program to divert criticism.
From the Educator’s perspective, they have failed to establish behavioural boundaries and enforce them, coupled with maintaining basic discipline with students and parents, which has led to that profession becoming a high risk for staff and students alike. This has led to a marked decrease in academic performance in the education system.
In many ways, we are sympathetic towards the educators. School Principals’ have no access to police data that accumulates around a child who has committed crimes and attends a school.
For a child to receive a caution from the Police, it must be an offence for which the child accepts guilt, but they can front up to school the next day mixing with peers, and the educators are blissfully unaware of the criminality of the student who may well pose an unacceptable risk.
Moreover, the educators have no opportunity to work towards helping the child because they just don’t know.
Further to the issue of an Official Police Caution, a myth is promoted that children who are caught by Police committing a crime go to jail.
The vast majority of young children detected by Police committing a crime receive an Official Police Caution and, on many occasions, receive multiple cautions if they continue to offend. They are only then charged and brought before the Children’s Court, which is the only one that can jail a child.
There is some community concern about placing children in custody or remand, but by the time they are at risk of remand by a Court, the overwhelming majority of young people have already been cautioned on multiple occasions but chose to ignore warnings.
The warnings now from School Principals must be heeded.
The CAA is promoting the establishment a Youth Justice Panel to explore the issue and make recommendations on how the issue of Juvenile behaviour can be modified.
The need for Police in schools has never been more important than now.
by CAA | Nov 24, 2024 | Blue Light, Current, Drunk, Library, Police in Schools, Police Veterans in Schools, Privacy, PTSD, Road Safety, Tobacco, Uncategorized, Vietnam Vets
The reports in the Herald Sun 24th November ‘24 about the escalation of violent crime by juveniles, some as young as ten, is a rude awakening for a Government that is by and large responsible.
We can expect platitudes and lame excuses, but action is improbable, and anything the Government does will skirt around the reality that they have made some major ‘faux pas in managing the youth issues.
First and foremost, the Bail Laws are a significant contributor.
The definition of insanity can be easily applied to the Victorian Government’s posture on youth crime matters.
‘Doing the same thing tomorrow and expecting a different result.’
How many of the brainiacs within the Government could have concluded that arresting a child for a crime and putting them immediately back into the same environment that caused them to offend in the first place was a brilliant idea? This is beyond reasonable comprehension.
Those responsible must be removed from their roles.
It is akin to saving a drowning child, only to throw them back in the water.
It looks eerily like the Government is focused on deliberately guiding our society towards a lawless state; we can only assume some misguided ideological plan to destroy the community fabric for an obscure reason has overtaken them, guiding them towards a catastrophe of violent crime we have never before been subject to.
The second and equal act of insanity was raising the age of criminal intent from ten to twelve years, so all the upcoming young thugs are taught crime has no consequences and they can be just like their older peers enjoying the criminal lifestyle.
This crime apprenticeship scheme must be reversed.
The major flaw in this initiative was that no thought was applied to what was to be done with the younger juveniles, as their path to criminality is well laid before they come into contact with the courts.
To make a start, the Government must undertake a ‘mea culpa’; although that concept would be foreign to them, they might wrest back some respect from the community.
There is no shame in admitting a mistake if it was done with the best intentions.
However, there is not only shame but damnation to know an error has been made and ignore it, particularly when the damage is wreaked not only on the community but also on the children the laws were supposed to protect.
There is a third flaw that contributes significantly to the crime tsunami of juveniles, perhaps more important than the others, and that is the performance, or lack thereof, of those in the Government employ (the Government’s own people) who are charged with delivering youth services.
We have seen multiple reports of this systemic failure of this Government’s function, with children who are put into care receiving nothing of the sort.
Poorly supervised and allowed to come and go as they please, no doubt to be told they are naughty, but get to keep their phones and their freedom, albeit their behaviour is outrageously dangerous to the community and themselves.
And finally, the role of the courts must not be overlooked. This lack of holding criminals to account, a concept apparently not applicable to children, can be sheeted home to the judiciary, who, by any measure, have failed in their role, particularly in relation to children.
It is the role of the courts to administer the law, not be social engineers—a social experiment by the courts that has been a miserable failure.
Placing a child in detention to protect the community and the child is in an environment the courts are not comfortable with; is not their prerogative. The Government is responsible for providing sufficient secure services for juveniles to support the Courts.
It would help if some accountability was applied to jurists.
This would not challenge the independence of the courts but may make the jurists more focused on their role and its effectiveness.
Rather than closing jails, which will incur huge ongoing costs to the State, why not convert them into juvenile facilities? After all, it is just a building; what happens inside makes it a jail or a juvenile facility.
All the contracts to operate jails slated for closure are in place and will cost a bomb to extricate from, so it makes real sense to modify rather than close them and the savings for the state will be substantial in real terms, both social and fiscal.
It won’t be long before our litigious community starts acting against the Government for the Government’s failure, resulting in the deaths and trauma inflicted by juveniles on their loved ones.
That could be a good thing, forcing the government to act.
Unfortunately, the only consequence will be a more significant financial burden on the community settling claims against the Government and the other social and financial imposts the juvenile problem imposes on all of us while the Government continues to ‘wash its hands’ of the problem, doing their ‘Pontius Pilate’ impersonation.
by CAA | May 21, 2024 | Blue Light, Library, Police in Schools, Youth
If we want to save our children, we must learn quickly, and Victoria’s Police must prioritise proactive measures to reduce crime.
In an environment where police resources are stretched, it will take strident and clever management to achieve the balance between detecting crime and stopping it in the first place; the latter is the only way to effectively reduce crime in the long term.
The Chief Commissioner’s greatest challenge is achieving effective balance and allowing VicPol to walk and chew gum at the same time.
A recent article in the Herald Sun, BULLYING REVEALED AS TOP REASON KIDS ARE SKIPPING SCHOOL by Susie O’Brien (13th May 2024), raises an argument based on empirical evidence produced by Monash University that supports the hypothesis of the CAA article ‘YOUTH CRISIS SOLUTION’, which sets out what must be done if we want to address the problem.
In other words, bullying is a significant contributor to absenteeism from schools.
Identifying truancy and its primary cause explains, in part, why we have a severe decline in academic levels. This correlates directly to the lack of discipline in schools and contributes substantially to community antisocial and criminal activity. Most crime at this level is relatively minor; however, it is the precursor for a child to live a life of crime.
We cannot expect teachers to solve this problem alone. After years of entrenched poor discipline, the reality is that some students and parents will oppose the new paradigm of discipline. This puts educators in a precarious, perhaps, dangerous position, so their role in achieving and maintaining school discipline must be supported.
As part of the Police Force charter, it must prevent crime. Using police to augment the role of Teachers is a practical and essential method of reducing discipline breaches and antisocial behaviour. Protecting students and staff from aggression is a vital police responsibility that cannot be abrogated.
The Teacher’s authority ends at the school gate, but the problems generally extend well beyond that; therefore, the solution is to use integrated Police specifically trained to deal with these matters.
Nearly half of all Victorian students are regularly truant.
‘High school students are now missing a month a year on average, adding up to more than a full year of lost classes throughout 13 years of schooling.’ -Herald Sun Suzie O’Brien
And the impact on our children is also recognised internationally.
‘Australia’s bullying rate is three times the international average and has been highlighted as a “major issue of concern” by the OECD’. -Herald Sun Suzie O’Brien
The figures, when broken down, are alarming.
‘Overall, just 62 percent of Victorian students from years one to ten are meeting attendance benchmarks, compared to 79 percent in 2015 – a 17 percent drop.
This means 340,000 students out of 895,000 are regularly missing school.
Students in year nine are the most disengaged, with only 50 percent going to school 90 percent of the time or more.
This compares to 70 per cent of students in 2015, the first year the Australian Curriculum, Assessment, and Reporting Authority collated the figures.-Herald Sun Suzie O’Brien
It is worrying that 340,00 students regularly miss school, raising an important question of what do these children do when not at school.
Most of them will not be diligently working at their academic furtherance, but too many contribute to the crime rate or develop social skills that will manifest as life outside the law and community norms.
‘Idle hands are the devil’s workshop and idle lips (or minds using social media) are his mouthpiece’.
Although we acknowledge the importance of this article in highlighting this problem, the Police themselves recognised these issues many years ago. However, supposedly enlightened Police Commissioners decided that the strategy and effort were not warranted, and even in light of empirical data that the initiative worked, they cancelled the essential programs.
Police In Schools – a curriculum-based (as opposed to recent iterations) program that could be measured and was found to be effective by Monash University.
New Start – is an innovative program that connects police and teachers to ensure children attend school.
Blue Light – Although Blue Light has survived, it is a shadow of its former self, due directly to efforts by VicPol to close it down. Incentives for police to give up their own time to operate the discos were removed, as was any other support for this program.
We acknowledge the difficulty the Police administration has in diverting Police from reactive roles to the cause of proactive ones, where the problems are avoided before they manifest. Rather than police picking up the pieces of shattered lives of victims caused partly by this problem faced by management.
This conundrum boils down to leadership and the strength of that leadership to make the necessary adjustments to deal with the long-term effects caused by the failure to address these problems at the core. Unfortunately, they must look past the quick-fix arrest solution because we all know that for most social issues, Police cannot arrest their way to solving the problem.
History will always examine an organisation’s performance in light of its leader’s effectiveness, which is no different for policing.
We can only hope that the current Chief Commissioner will leave a legacy not of sameness and incompetence, as some of his recent predecessors displayed, but one of authentic leadership by holistically handling the issue of Policing and putting in place measurable proactive initiatives that make a difference, addressing the issues before problems arise.
It is argued that:
‘We cannot afford the police resources to do it, but we cannot afford the consequences of not acting proactively’.
VicPol has the ability to walk and chew gum.
