A shocking 296,000 unsolved criminal cases were reported in The Herald Sun on October 1, and we are only two-thirds of the way through the year, so we can brace for more bad news before year’s end.
Any objective assessment of these numbers would suggest that, with the warmer months imminent, the seasonal uptick in crime will result in this number growing to over 400,000 for the year.
For Victorians, there is no solace in these numbers, and to add to our woes, it appears that there is no plan in place to address the issue.
The State does not seek an apology, as apologies have become so common nowadays that they have lost their sincerity, but rather a plan and action on that plan to solve the problem is what the community wants.
The community is well aware of the resource problems in VicPol; they see it every time they drive past a closed Police Station, so excuses won’t wash.
Moreover, the actual number of victims this creates who have suffered from criminal activity seems to be overlooked; however, the numbers would far exceed the headline number.
This catastrophic problem will need an inventive solution, and time is not on the side of the Government to solve it. We also doubt their ability to address the problem successfully.
Although many of the solutions may prove unpopular with some police, bringing back some equity in the policing industry would be the first step.
Why do non-operational members gain the same entitlements as operational members?
Over an extended period, the conditions for the Police have been improved, as viewed through the lens of operational members. We do not dispute any of those improvements in conditions; however, a blatant inequity has emerged in the process.
Addressing the inequities will lead to a dramatic improvement in the availability of Police resources on the frontline, as well as enhancing morale.
Police who work in a non-operational position should have their award altered so that they lose the additional three weeks’ annual leave, which covers public holidays and provision for the 38-hour week.
Both of those benefits can be exercised within their non-operational function.
This will provide incentives for non-operational members to seek operational positions, as they will also receive attractive allowances.
Members who opt for the operational option should have their non-operational position filled by a non-sworn Police employee.
If this process aggrieves a member, they can be transferred to the Public Service and continue in their position.
A move by 100 sworn members would result in the release of 12,000 additional hours for operational duties, leading to 1,500 additional operational shifts per annum.
That would have an impact on the number of unsolved crimes.
However, this advice comes with a warning not to focus solely on arrests to solve this problem, as that can be counterintuitive and lead to more reported crime, rather than less.
Structural reform
The CAA has long argued that the Force desperately needs an Inspectorate Function to assist the Chief Commissioner in managing the Force.
Relying on other Senior officers alone runs the real risk of unintended and intended bias. The NIMBY principle can thwart changes that are in the best interest of the Force.
An Inspectorate staffed by the brightest and best can provide unbiased advice to the Chief. This unit would also serve as the repository for future command personnel.
This could also facilitate the rationalisation of senior Commissioned Officers, freeing up these positions for operational frontline positions.
Areas that could be inspected are,
Ensuring the most efficient deployment of scarce resources to achieve the Corporate Plan.
Monitoring the cost-effectiveness of Task Forces.
Exploring innovations, both technical and staffing.
Creating a direct link between the Chief and members at the coal face.
Providing advice to the CCP on strategies to improve policing effectiveness
Replace the proliferation of committees with their functions covered by the Inspectorate.
Review the efficacy of training as to whether in-house or in-service training is the most efficient and effective strategy.
Examine the collection of data in the operational area and ensure it is necessary for police purposes, not merely convenient for other agencies.
Identify tasks that the Police are expected to undertake that are the responsibility of another agency.
As crucial as arrests are, it is better for the community if the crime does not happen in the first place.
Therefore, a focus on crime prevention is essential, and as things stand, we get the impression that the pressure on members to make arrests has diverted resources from prevention.
To some degree, this is understandable. A Station Commander faced with the decision of putting a Divisional Van on the road or having members attend a community gathering (proactive policing) is, unfortunately, often an easy choice; the Van takes priority (reactive policing).
If there is any hope of making an impact on these horrific numbers, creative solutions must be found, and an Inspectorate would create the opportunity for that to occur.