LOCKED OUT 1 – POLICE STATION CLOSURES MYTH – CRIME UP 22%.

by CAA | Jun 10, 2026 | Library, Politics, Uncategorized, Victoria Police Issues

Ivan Ray

The Herald Sun journalist Grace Frost has ‘blown the gaff’ on the crime impact of Police Station Closures, in another embarrassment for Victoria Police.

Rather than accepting the fact that there was a simple error in the calculations that VicPol was relying on to justify the Police Station closures, VicPol doubled down initially until the journalist forced an admission that the figures the Force was relying on were not only misleading but blatantly false, feeding a false narrative that closing police stations had no negative effect on crime.

The Force response suggests that the error could have been deliberate rather than accidental. “It was just a typo”, doesn’t wash at all.

Typos get checked if anybody cares to take accountability for their command/management responsibilities.

It was reported that the response to the error being identified to VicPol indicates that this was no accident.

The response from the VicPol or Government spin doctors was,

“Reducing counter hours ensures police can continue patrolling each of these communities to prevent and quickly respond to crime.”

The truth is actually the direct opposite. Doh!, as the Simpsons would say.

Graphics courtesy Herald Sun

No matter how the spin doctors might try to fudge the numbers, a 22% increase in crime in areas where stations are closed or have reduced opening hours is a monumental law-enforcement calamity.

It also goes some way to reinforce the problems faced by the Chief Commissioner when this sort of thing is allowed to occur under the watch of his senior officers.

The executive officers who presented the argument of closing police stations to the Force Command, on the basis that it will allow police to reduce crime, is a completely ill-informed crock, and they must be held to account.

It also shows how out of touch the Executive can become when ensconced in the Command environment, losing sight of the realities of the police role in the community.

This incident is a gross failure of the Senior Command responsible, and there is just no coming back from the conclusion that these nefarious data claims were either politically or internally created to justify a failed policy shift. Trying to cover someone’s exposed buttocks.

Most disturbing is that the authors of this blunder or mischief do not understand the community they serve and the role the local Police Station plays in crime prevention.

It cannot be dismissed that the introduction of Super Stations, generally around the early 2000’s, and the demise of smaller community-based stations coincide with the start of the crime tsunami we now endure.

We would have thought most senior people would be aware of this trend; if not, they should have been.

.A simple explanation of the roles of Police Stations and how they have changed gives proper insights.

.Super Station:

• Often referred to as the Fire Brigade approach, where Police exit the Station to attend events, similar to how the fire brigade responds, and return after the matter is resolved or they are redirected to another problem.
• Less “front counter centric” a “less service delivery strategy”.
• Focus on backend policing capability. Whatever that means, is clearly not working.
• Public contact may be centralised, reduced or eliminated to favour electronic contact (the impersonal call centre approach). Dealing with traumatised citizens by a call centre is an unconscionable and cruel policy.

Standard Station:

• Strong local visibility, connection, and ownership of their community.
• Community-facing (reports, walk-ins, local issues) “Increased service delivery”.
• The problem with the Super Stations and the demise of the Local Station breaks the contract between the Police and the community.

The bridge between the community and the police has been fractured, and we are now paying the price.

The impact of 22% increase in crime, reasonably attributed to Station closures or restricted hours, takes the heat off the Judiciary, as this number, a 22% increase in crime, is something the Courts have not achieved, although by their performance, they seem to be trying to.

There is a role for a Super Station or a Headquarters Station, but not at the expense of the Local Station, where the community has ownership, and there is a reciprocal connection between the Police and their community, a sense of ownership and responsibility for their community, not achieved in Super Stations, which are often many kilometres away from the fringes of the area they are required to Police..

The problem is that decision-makers within the Force and the Government lack a clear understanding of the immeasurable impact that an open Police Station has on the community, particularly on those involved in the commission of crimes. Equally, the importance of having somewhere to go if in danger cannot be dismissed as inconsequential; having the option is the key.

The argument that the Stations are not really closed but only the front counter is flawed, as what the community, including the crooks, see is what faces them.

The solution is blatantly obvious and has been at the forefront of CAA recommendations for many years. The move to recruit former Police as Force Reservists will provide an opportunity to reverse the current strategy.

It must be introduced as a matter of urgency.

Moreover, the Reservist postings must also be open to serving members who are struggling with operations and can move to the reserve list after an initial period of 5 years of front-line operations – a better option (and cheaper) than having them crumble and be boarded out.

Although unlikely, the Police Association should be very vocal on this issue, supporting struggling members.

The Chief Commissioner must put pressure on the Government to remove an upper limit on the number of reservists that can be employed. The numbers would only be limited by the overall Force authorised strength.

The current allocation of reservists is 200+, whatever that ‘+’ means, and the functions for Reservists as part of Service delivery are only a third-tier priority.

So, the likelihood of substantial gains in the number of Police Stations opening is very problematic.

The anticipated work for reservists includes:

• Front desk enquiries
• Non‑urgent reports
• Public assistance and referrals
• Victim follow‑up contact.

Add to that, telephone inquiries and their impact may be more substantial; however, the numbers are of great concern and need to be closer to 1000 to enable 24/7 functions to cover reservist leave and rest days rather than just 9-5 pm. This will allow more reservists to be attracted and accommodate part-time commitments.

Simply providing the low numbers anticipated will have little material effect on Police Station opening hours.

This raises the question of at what stage in the growth of crime will activate the Government and the Force to address the problem with the available resources sitting in the community, the ubiquitous Reservist.

POLICING – THE LOST ART

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

One Policing art that has been disappearing over the last decade has now reached a point where it poses a real and ever-present danger to Police on the beat, extending to Police mobile patrol units and is reflected in the crime statistics that show clearly that the proactive function of police patrols is ineffective.

The Art of the Police foot patrol has all but disappeared, replaced by a quantitative approach that is endangering the lives of the police involved.

Central to this new, increased danger is the loss of the skill of Situational Awareness.

Today, you are more likely to see a gaggle of police walking along a city street than police members on patrol. Still, the gaggle is in response to a perceived need by management, mistakenly believing that numbers create a deterrent rather than an individual well-trained police member properly performing Patrol with well-tuned situational awareness and community engagement skills.

To increase the deterrent impact, if there are four or five members detailed for patrol, they must be spread out to cover greater areas, and that is effective deterrent Policing, metaphorically a police presence on every corner.

An effect achieved by properly trained supervisors.

It is surprising that the Police Association (TPAV) is not very vocal on this issue; in fact, their silence is deafening. The skill of patrolling directly relates to Police members’ safety, an issue we presume is of critical interest to the TPAV.

What we don’t know is whether these patrol skill deficits are a lack of training of members and or supervisors, or just the easy way out for supervisors.

We would hope this is not Force policy; we credit the Police administration as being smarter than that.

What you will see with these skill deficits is police engaged with each other, perhaps talking about babies, station gossip, or football, who knows, but what we do know is that this practice is very dangerous. These groups, inwardly focused, are a bigger target for terrorists or organised crime gangs, or rogue individuals, and these risks should not be discounted.

The gaggle phenomenon should be known as the ‘non-patrol ’.

The members in conversation have no Situational Awareness, so they will not see danger coming.

You can’t dodge a bullet (metaphorically) if you don’t see when it is coming.

In this era of heightened risk of terrorism, the Police groups make easy targets all bunched together out in the open, walking at a leisurely pace, not concentrating on their function, is a recipe for disaster in lost Police lives.

One of the most dangerous activities reported to us has been groups of members convening a meeting, perhaps by a supervisor, in public places with their backs to where any threat may eventuate.

Sitting Ducks is an appropriate analogy.

Probably the misguided two-up policy of years ago has never been fully corrected.

Policy Introduced in 2015:

Near-total ban on solo public policing.

Now:

Two-up is strongly enforced for high-risk and Highway Patrol duties. Multiple exemptions based on risk assessment, location, urgency, and staffing realities—functionally a risk-managed policy, not a universal rule.

The problem is that members have become entrenched in the need for the company rather than ensuring operational effectiveness.

And while on members’ safety, supervisors must intervene to manage gawkers at incident scenes.

Far too often, we see in media footage at incident scenes, gawkers standing around, apparently enjoying the event, and we are not talking about the public, but other police.

Gawking, not keeping an eye on the background to protect themselves and the members directly involved, must be addressed before any real harm occurs, apart from being unprofessional.

It will take strong leadership to turn this around. Something we are confident Chief Commissioner Bush could provide.

It does not seem logical that a well-trained police officer cannot undertake foot patrol or mobile patrols one-up.

If there are two members available, one should patrol either side of the street, multiplying the visible Police presence.

This allows for community engagement, the most potent proactive Police function. And when it comes to mobile patrols, the same logic should apply.

When a supervisor is tasking their shift, vehicle availability is a critical consideration.

It seems illogical to have one or two vehicles two up when the Station has other vehicles idle.

Three or four vehicles, one up, are far more effective than the apparent holy grail that Police vehicles must be two-up.

The concept of an observer in a Police vehicle in practise means the passenger has eyes down on a phone or other electronic device, making the role of observer moot.

The role of the supervisor is to manage all vehicle crews, so the allocation of resources to a public call may require two or three, or more, one-up vehicles to respond.

Often, as the case may be, once the matter is under physical control, resources can be peeled off, making patrol more efficient in any geographical area, reducing initial response times and increasing patrol visibility, thereby reducing crime. On many occasions, leaving just one member to complete the administration.

The two-up policy, even though it has been diluted since its inception, must be rescinded so lame-duck excuses cannot be used to maintain the status quo.

Although introduced as a safety issue, the risk to members has not diminished since its introduction but has increased.

More members have paid the ultimate sacrifice during the two-up period than at any other time, including multiple deaths not seen since the Kelly ambush of 1878 at Stringy Bark Creek near Mansfield.

The most effective safety strategy to reduce fatalities and injuries to Police in the Patrol environment is Situational Awareness, but what is it, and why is it so critical for Police?

Simply put, it is the art of looking at the bush and seeing the trees.

Ask anybody to look at the traffic and explain what they see. Usually, the answer is a lot of Cars.

Ask a trained Police member what they see, and they will report the types of vehicles and any obvious anomalies, such as passenger-side windows wound down when all other vehicles have them closed, erratic driving, avoiding being blocked in, a very young driver with similarly aged occupants in a high-end car.

And the real giveaway is that all occupants are paying attention to the police vehicle.

All these things, and more, justify checking out the vehicle.

A trained member on patrol will engage with the public, but, more importantly, will focus on the faces of every individual they pass. They are looking for body language that may indicate unlawful intent.

These are just a small part of the many aspects of Situational Awareness.

None of this happens when a gaggle of Police, or even just two, stroll around, talking amongst themselves.

We are confident that the Chief Commissioner is across this issue, and we hope, for the benefit of members, that the Police Association becomes proactive in this approach, given the benefits to members.

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OVERSEAS RECRUITING, HOW ABOUT FIXING THE PROBLEMS HERE FIRST?

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

The announcement in the Herald Sun, 12^th of April 2026, ‘Victoria is haemorrhaging police officers’, by the Leader of the Opposition, Jess Wilson, to increase the Police numbers by 3000, is very welcome news indeed. Long-suffering Victorians can at least have hope that, with a change in government, the issue of law and order, particularly the Police capacity, in this once fine State would be seriously addressed. At last, our safety is a priority. 

 What concerns us most is the methodology the Opposition proposes to achieve its targets. 

 Establishing overseas recruiting centres and the associated marketing to attract recruits could be a very expensive option, especially if no suitable ‘sunset’ clause for this process is included. 

It also has the potential of the Force, believing the problem is fixed and fails to address the problems within, the root cause of the current issues. 

 It is worrying that no real effort has ever been made to recruit Victorians. 

 It is true that well-trained personnel from the countries listed and interstate will help, but it is not the solution; rather, it is a welcome stopgap. 

 The problem, as we understand it, is that there are plenty of Police applicants; it is the training and processing that is the bottleneck. 

 The CAA has raised this issue before and proposed a solution. 

The first step before we head overseas is to examine and review the selection process of Recruits to ensure they’re fit for purpose from selection to retirement.  

 Failing to do that adequately is kicking the can down the road.

 Poor recruitment selection today creates the problems of tomorrow. 

 The epidemic of resignations as Police exit in alarming numbers is more than likely to be, in large part at least, the manifestation of poor selections in the past as much as poor management today. Perhaps focusing on a quantitative rather than a qualitative outcome is the problem. 

 It is critical that applicants are screened more effectively to minimise the risk of non-physical injuries during their service, and investment in this area would be money well spent, provided the outcomes are monitored. 

 It would also be a good investment to properly examine the exit avalanche to identify causes and address those. Failing to do that will only mean the causes are still there, and the problem will reignite at some point in the future. 

 One of the major failures is that VicPol has outsourced recruitment application training, so the potential recruits are not being evaluated on their merits but on a taught response from independent contractors.

 That is a major recruiting flaw, regardless of how dedicated the applicant trainers may be. 

Outsourcing this process is the result of the Force seeking greater efficiency, rather than understanding that effectiveness should never be compromised for efficiency. 

 We are advised that a potential recruit may need to pay up to $2,000 to complete the application process and training before assessment. That has to be a major disincentive for many suitable people considering a career with Victoria Police.

 Victoria Police must take back control of this process and be responsible for all aspects of it. It seems disingenuous to ask people to join and pay for the privilege of being considered. 

The Force must also review management accountability, not only for staff functional performance in the field but also for their ability to deal with the non-physical stress that the police service exposes them to.  

 In summary, there is a need for overseas recruiting, but recruiting in Victoria should be the first priority, as it will be substantially cheaper, enabling world-class training to be developed and implemented across the Force to improve the organisation’s overall performance and the conditions in which personnel are forced to work. 

 We have seen in recent years vast improvements in the employment conditions of Police in this state, but this has been overshadowed by the large numbers leaving the organisation. So simply improving tangible benefits of themselves is not the answer without the non-tangible benefits being developed. 

 Although we do not begrudge any improvements, given the conditions that police work under, the provision of new buildings, better equipment, and improved conditions can be counterproductive to the organisation’s efficacy.

 Tangible rewards do not replace effective management; however, rewards used judiciously may solve the current problems. 

 Rather than spend millions overseas, why not invest in the current staff to slow the retention exodus? 

 Retention bonuses will go a long way to stem that tide and encourage others to join. It would also attract interstate serving Police seeking a reward for service.  

Additionally, this scheme, which can be spread over many budgets, would be easier to maintain.

 A bonus system starting with Graduation, then two years of service, five years, then ten-year increments would overtly reward service and discourage those considering an exit plan from Policing.

Investing in the current members, showing appreciation for their work, can be a cost-effective strategy as the scheme has many attractions, particularly if the bonus is linked to performance. 

 It would be disheartening for hardworking members to see lazy, incompetent members rewarded simply for turning up for work. 

 Senior Police and political leaders should have a look at the Hawthorne experiment undertaken by Elton Mayo, although it was many years ago; it is as relevant today as it was then and relates to Policing, as is currently evident throughout the Force. 

 The Hawthorne experiments at Western Electric’s Hawthorne Works plant demonstrated that worker productivity increased not only because of physical conditions (such as salary, leave and other conditions) but also because workers felt valued when observed and given special attention, a phenomenon known as the Hawthorne effect. Led by Elton Mayo, the studies highlighted the importance of social relations, employee morale, and management attention over strict physical working conditions. 

By all means, we encourage overseas and interstate recruiting of serving Police officers as a short-term fix, but what is desperately needed is a serious effort to recruit locally and retain existing staff. 

We would like to be assured that if the Opposition wins government, they can walk and chew gum simultaneously.  

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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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