Youth crime is out of control in Victoria. What is the Government and the Courts doing to curb the current crime pandemic? Absolutely nothing.
The Community Advocacy Alliance Inc. (CAA) warned of this almost nine years ago. Sadly, our warning was ignored.
People in Victoria do not feel safe from youth gangs and young, aggressive, violent, offenders. Violent home invasions, carjackings and theft of cars in endemic and serious assaults, often involving knives, have become commonplace.
How can this blight on society be curbed?
Firstly, the idiocy of raising the age of criminality to fourteen must be abandoned. It is ideology overriding common sense.
Secondly, the Judiciary must adopt a more realistic regime on penalising youth criminal behaviour. Repeatedly bailing young offenders without imposing strict, enforced conditions is lunacy. Curfews and electronic tracking must be immediately introduced. Prohibiting contact with co-accused is also necessary to break the cycle of peer pressure. Home detention instead of jail is a viable option with an exception to allow attendance at school which must be mandatory.
Thirdly, a proactive regime of crime prevention is required. Making arrests is reactive not proactive.
Victoria Police, as part of its mandate, is required to fight, reduce and prevent crime.
In 1989 Victoria Police introduced a Police in Schools (PISP) Program.
This program was delivered by police trained for the purpose.
PISP – The aims of the program were:
to reduce the incidence of crime in society;
to develop a better relationship between police and youth in the community;
to create in young people an understanding of the police role in the structure of society;
to extend the concept of the crime prevention into the Victorian school system;
to equip young people with the necessary skills to avoid dangerous and threatening situations.
Along with these specific aims, behavioural objectives were set, and after participation in the program, young people were able to:
demonstrate the values, responsibilities and obligations current society deems valuable;
state the consequences of a person’s actions regarding unlawful behaviour;
demonstrate sufficient self-esteem and skill to avoid or reduce and delay the uptake of illicit drugs and resist engaging in anti-social behaviour;
engage in positive interactions and consultation with police members:
state the basic role of police and the legal system in Victoria.
In order to achieve the above aims and objectives, the program delivered a core structure of seven themes, namely:
the role of police in society;
the legal system;
rights, rules and responsibilities;
consequences of our actions;
keeping ourselves and others safe;
drug and alcohol education;
In a reintroduced PISP there should be three further themes added:
domestic violence avoidance;
road traffic safety;
All of these ten themes would closely interlink with the school curriculum thus enhancing the relevance of the program to the school community and the learning of the young people concerned.
Students, following their participation in the PISP, were able to:
demonstrate the values, responsibilities and obligations current society deems valuable;
state the consequences of a person’s actions regarding unlawful behaviour;
demonstrate sufficient self-esteem and skill to say no to drug abuse and other antisocial behaviour;
engage in positive interactions and consultation with police members;
state the basic role of police and the legal system in Victoria;
develop a better understanding between police and youth in society;
gain an understanding of the police role in the structure of society;
be equipped with the necessary skills to avoid dangerous and threatening situations.
The PISP was a resounding success as confirmed by an academic review conducted by Monash University, the results released in 2004.
Where the PISP operated there was a sharp reduction in graffiti, other acts of vandalism, petty crime and anti-social behaviour. Violent home invasions, carjacking and serious assaults were unknown or very rare.
Many teachers reported that those in their charge were more respectful of them, each other, and were better behaved in class and easier to teach. Many teachers also reported that they felt safer in the school environment.
Curbing disruptive behaviour in classes also ensured the education of students wanting to learn was not interfered with. This was and is an important consideration. The current youth lawlessness also contributes to the drop in literacy standards in our education system, as this lawlessness inevitably seeps into schools.
In 2006 the then Chief Commissioner, Nixon, in an act of proactive policing vandalism, abolished the program after an internal review reported the program was producing excellent results but was poorly managed.
The CAA demands the Government immediately address the youth crime issues by:
Abandoning the move to raise the age of criminality.
Requiring the Judiciary to adopt a more realistic regime on penalising youth criminal behaviour.
Requiring the Victoria Police to reintroduce a PISP and properly resource this Program.
If no action is taken, it will be inevitable police will have to be stationed in schools to maintain law and order, enabling schools to function. A reintroduced PISP is by far the better option as part of the education process.
We, the citizens of Victoria, have had enough of juvenile crime.
The iconic Notre Dame Cathedral, built in 1250 and located on the Île de la Cité (an island in the Seine) in Paris, was gutted by fire in 2019. French President Emmanuel Macron declared at the time that the Cathedral would be completely rebuilt.
The task, starting with the foundations and everything above, is slated for reopening in 2024, six years after what was criticised as a very optimistic five-year target set by Macron.
And what relevance does this dauntless undertaking have to Victoria Police and the current industrial relations issue? Quite a lot.
Given all the challenges faced by the French, this arduous task will be one of the most outstanding achievements of all time, demonstrating that given the right goals, an unwavering focus on the result and motivation, anything can be achieved.
The critical issues required to achieve this outcome are,
Visionary and intellectually sound Leadership,
Unwavering support from the political class,
A committed artisan workforce who could see the goals set,
and an equally committed citizenry.
Each of these components is of equal value to achieve the overall goal.
Those values directly correlate with how to address the problems of Victoria Police and how the issue must be approached – the Industrial action is but a symptom of a more significant issue that needs the application of the principles adopted by the French.
The first challenge for those with executive influence over the Force is to admit shortcomings and address them head-on rather than deflect them with spin. For many problems, Industrial Relations tops the list; solutions cannot be achieved with a series of band-aids but by addressing the core issues.
While the current IR issues must be resolved, unless authentic leadership comes to the fore and restoration of this once great organisation is undertaken to be the benchmark for policing in Australia again, IR issues will continue to plague the organisation and increase in frequency, sucking the energy that should be applied to its function, impacting adversely on the Workforce and Service delivery.
We will persist in drawing attention to the issues that require urgent consideration.
COVID Impact on Police
Policing is a proud and was generally a highly respected profession.
There is no doubt that the use of the police by the Government during the COVID pandemic has done enormous harm to the standing of police in the community. The current disquiet and much of the disastrous staff retention failures can be attributed to COVID. The damage done is seismic and will linger, reverberating for at least a decade or more.
The police have worn the brunt of much of the displeasure caused by the Government strategies implemented during COVID, mainly experienced in their private lives through friends, acquaintances and family, making it more emphatic than normal community disquiet.
We, as observers with some knowledge of the processes that should be followed and best practices in law enforcement, consider that the government’s strategy to scare the pants off the community coupled with overzealous and incompetent police leaders collided, trampling all over the Separation of Powers to produce some very ordinary policing of the type we usually only see in other undemocratic countries with authoritarian regimes.
We are still astounded that the person who authorised the use of firearms to disperse demonstrators has not been identified and charged with serious criminal offences or, at the very least, relieved of any command positions because of an appalling lack of judgement.
To this day, there has been no plausible deniability from VicPol.
Given that leaders, both Political and Police, are quick to apologise for anything historical, the failure to acknowledge the many COVID errors and commit to change shows abysmal leadership.
The CAA has long argued that the responsible use of water cannons to rapidly achieve law and order by dampening the spirits of lawbreakers in the first instance or forcibly moving demonstrators if non-compliance continues is substantially more appropriate than firing rubber bullets (capable of inflicting severe injury or death) or exposing Police to injury trying to restore order. This option must be put under earnest consideration.
As is not unexpected, given the reaction by the Police and the Politicians (if they ever care to comment constructively), there is much-feigned handwringing and teeth-gnashing over the shocking road toll. Victoria has recorded its highest number of lives lost on the roads in 15 years, with 296 people killed. The death toll of almost 300 easily eclipsed the 241 who died in accidents in 2022.
One would have thought strident gains in policing our roads would have improved markedly over fifteen years, but apparently not.
These figures support the regular anecdotal claims that there are never Police on the road.
This statement in response to the carnage was attributed to Victoria police by the Herald Sun and shows the narrow thinking of VicPol –
“Single acts of non-compliance or people making basic driving errors”, such as failing to obey road signs and red lights, using mobile phones behind the wheel and low-range spee
ding, have accounted for more than half of the deaths, while stunts such as high-range drink driving, illicit drug driving and excessive speeding made up about a quarter of fatal collisions.
Further, about 10 per cent of people killed were not wearing a seat belt”.SEO
What they don’t say, and is not in their DNA to admit, is that they have failed. Just blaming the public; it’s always somebody else’s fault. Although there is a modicum of merit in their allegations, the Policing function of preventing offences and prosecuting offenders cannot be abrogated and has clearly and dismally failed. Many of these offences would dramatically decline with adequate visible enforcement of the rules.
Although there is still an Assistant Commissioner for Traffic, it is our understanding that line control of these Police rests with the Operations Command and has, in effect, absorbed the specialist Traffic Police to support the Operational General Duties. They must be allocated to their own command to meaningfully target areas that can deal with some of the ‘non-compliance issues’ and be accountable.
The Traffic police have lost their deterrent effect, which must be fixed. Just painting ‘Highway Patrol’ on their vehicles doesn’t cut it. The average driver no longer keeps an eye on their rearview mirror in case the police check their speed; technology (Speed Cameras) has its advantages but has nowhere near the deterrent effect of a patrol car in real-time.
Using Highway Patrol for general duties should be a matter of last resort. As should the use of these Police in special operations unrelated to traffic.
A functional adjustment will dramatically improve productivity and a sense of worth and appreciation for what they do. It will also counter attrition issues from these members, considerably improving Industrial Relations.
The only caveat we put forth is that the nine-hour rotating roster could be dangerous to apply to these members as the challenge of nine hours of driving reduces the safety of members and, over consecutive days, may put them in danger of fatigue, an OH&S issue.
000 calls from the public reporting dangerous drivers is a monumental Service delivery failure in that there is minimal follow-up of reports of poor driving, arguably aggravating an already dire policing failure on our roads.
mpressive until you look a little further and realise that without plausible explanations, it is smoke and mirrors, a deceitful and shocking attempt to con the public by VicPol or the contractors.
The other notable figure is that in 2022, 51,305 events were recorded. Now, that is odd and a 14,519 discrepancy. Fourteen thousand five hundred nineteen times, jobs not registered as incoming were despatched via the system.
Where did they materialise from?
We don’t know who is to blame for this statistical bleep. However, when you add to that, there is no assignment accountability; it does need proper investigation.
Once the call from the public is received, the CAD system enters the job, and an operator either assigns or despatches a unit.
We know that the vast majority of these calls are never attended and marked off on the CAD System as Gone on arrival (GOA), No Offence Disclosed (NOD), or the most usual response is Keep a look out for (KALF), a generic broadcast of the details reported or the other classic Unable to Locate (UTL) which can also mean we did not look.
There is no accountability, follow-up or feedback, even by SMS, of the outcome to the 51,305 publicly-minded community members doing their civic duty.
Only about 1,000 calls resulted in any real action, and as a result, 906 offences were detected, 117 offenders were apprehended, and six stolen cars were located.
This last statistical matrix should have every dedicated and competent Police member, irrespective of rank, salivating at the potential and furious that this opportunity to make a real difference has been ignored for so long. Over 50,000 sets of eyes working for law and order is getting close, to policing nirvana. (Buddhism)
Examples of the CAD system as it should be,
Two vehicles were seen “dragging” along Ferntree Gully Road Glen Waverley; theregistration numbers of both cars were provided. There was no police vehicle available to attend, and the outcome was recorded as AAC (All Apparently Correct). A check of police records indicated that the probable driver of one vehicle had accumulated 19 demerit points and had recent criminal convictions for serious offences. He was into high-performance drag cars. The caller was contacted and stated she was a nurse at the Alfred Hospital and constantly saw people in emergency involved in vehicle collisions. The drivers were ultimately interviewed and later pleaded guilty to driving offences in court.
A Vehicle was seendriving dangerously on the Monash Freeway towards the city. The supervising sergeant requested that a unit be directed to investigate. The supervising sergeant replied shortly that the registered owner and the reporting person had been contacted. The registered owner stated that her granddaughter was driving the vehicle. A further check revealed that the granddaughter has numerous prior convictions associated with drug use.
An example of tragic consequences was a drug-affected driver who was later convicted of culpable driving. In 10 days before he caused a fatal collision, numerous calls were made to 000 reporting his erratic driving. Any of the incidents reported to police could have amounted to Conduct Endangering Life or Serious Injury, in which case it would have been open to Victoria Police members to arrest and bail him with conditions, thus providing an immediate response and saving a life; it never happened.
Can you imagine what impact VicPol could have on crime and traffic issues if the efforts of the public were respected and pursued? Not even a return ‘text’ with a note of thanks and the outcome to the instigator of the original call. So much for nurturing public help.
One would think having over 50,000 Victorians providing eyes for law enforcement would be respected and built upon, not treated with disdain.
Another example where it’s not how many police the force has but how they are used that is the key.
This is critical to improving industrial relations as an organisation is respected for its ability to deliver its services. Hence, its staff reap the benefit of working in a rewarding environment and management is duly rewarded.
The problem for VicPol is that they seem not to understand what Service Delivery is, and it is regularly confused with Service Efficiency and masqueraded as Service Delivery. A good organisation constantly tests Service Efficiency proposals through the prism of Service Delivery, which always trumps efficiency.
Something more efficient is counterintuitive if it adversely impacts Service Delivery, the organisation’s primary function, and its purpose.
The lifeblood of Policing is information, and an area with the most significant conflicts between the two disciplines has collided to the detriment of good policing practises.
Telephone communications, much to our surprise, and we might add to the surprise of a Deputy Commissioner, who didn’t know you cannot ring Police Headquarters, the Police Headquarters phones have been disconnected. The switchboard has been closed. So, unless you have a particular member’s phone number, you will have enormous trouble communicating.
This example is just one of many where the decisions are made based on efficiency at the expense of service.
If you have ever tried to use the 113444 police assistance line, you are more likely not to be assisted but around as to make the effort a waste of time. But never fear, the police assistance line provides service efficiencies, albeit it fails dramatically in providing an efficient service.
An efficient switchboard would ironically save time and improve service both internally and externally. Improving both service efficiency and service delivery.
This is magnified throughout the Force, even down to local Police Stations ( -who at least have a Phone number), where several options will be given in answer to your call; the quantity varies on each station but can be a substantial number for the caller to determine which one they should use.
The responsibility to determine whom the caller should talk to has been placed on the caller, who is supposed to know the intricacies and duties within the station and who will deliver the required Service, not the service provider, VicPol. Often, much time is wasted bouncing a call around within a Station, and the one left frustrated, the caller, is supposed to be the person to whom police are required to provide a Service.
This approach is based on the flawed assumption that all callers know whom to talk to about their issues, but unlike the police, who have access to a detailed directory, the public is left to flounder. Blatant and entrenched Service Efficiency at the expense of Service Delivery as it allegedly saves Police resources and time, or does it? The answer is only an obscure maybe, but what about delivering the police service, an abject failure?
Tactical deficiencies affecting IR.
We have been concerned for some time about the lack of tactical expertise that unnecessarily puts the lives of police and the public at greater risk than they should otherwise. This issue is central to IR or should be.
With a heightened international upsurge in radical extremism, the risk to police has markedly increased again.
The blind adherence to two-up patrols translates into Police never being one-up, irrespective of the task. That effectively reduced police capability by up to 50%.
Police patrolling by vehicle or on foot in two-up or more patrols face greater danger than patrolling by themselves because,
A partner or partners distract members from their crucial defence mechanism, situational awareness.
Having to manage professional relationships and colleague dynamics can cloud the judgement of when to pursue an issue or back off.
Multiple Police involved in performing patrols can provide multiple attractive targets for the radicalised, and history has shown fewer police have been killed working one-up, making one-up patrols less dangerous.
The risk factors are exhibited by unnecessary police congregating to minimise their risks. Poor or inadequate supervision leads to Police being spectators (the most dangerous situation for any police member)and not performing any particular role at incidents. A spectator generally has no situational awareness and is in danger.
Again, anecdotally, we see the less stringent application of the two-up policy, which is good; however, any move in this direction must be taken with care as less experienced members may have no situational awareness policing skills. This should be the priority of Training and a skill that must be developed.
More often than not, the concept of one-up patrols is misunderstood and rapidly dismissed as some archaic policing practice when, in parts of the world, the idea is seen as cutting-edge for the safety and efficacy of the Policing role.
One-up patrols do not mean fewer police but more police vehicles, heightening the visible police presence and reducing risks by attending to calls simultaneously with other patrol vehicles.
As a station that might, on an average shift, field three vehicles, under this scenario, they would probably field five or six, substantially improving the efficacy of the police function for that shift. Once the initial phase of an incident is controlled, it may only require one member to finish collecting information for admin purposes or any other reason. The other police, who are not directly engaged, can be available for different tasks. It can be very effective with active and competent local supervision.
This seems to have a substantially negative effect on Victoria Police. Everything in this area appears piecemeal and developed by a series of add-ons that do not achieve overall application cost-effectively.
The most recent issues involved the attempt to have all members issued an iPad, and the increased service efficiency sounded great until somebody woke up and that an iPad was a liability in the operations area and a risk to employees ‘ safety. Wrestling suspects while holding an iPad became an evident and terminal flaw.
The answer was to provide members with an iPhone, but instead of developing an iPhone that can perform the tasks of a body-worn camera, it is used as an add-on to the existing cameras.
Microelectronics Technology has developed miniaturised cameras that are currently used in medicine and other applications, so why not policing?
Micro cameras worn by Police connected to their iPhones would not be a giant leap technologically but would be welcomed by the members and improve their safety.
The cameras could then be used with facial recognition to scan suspects, establishing identity and other relevant police data on-site. This information can be vital for members’ safety during an interaction in the field.
A proposal long pursued by the CAA to apply technology currently available, to the police function.
Fitted to all vehicles, the G-Tag can,
Minimise the risk to police and the community by disabling moving vehicles remotely. The capacity to render a vehicle inoperable will dramatically reduce the need for ‘police pursuits’, the dangers to the community and police, and the inevitable property damage. The technology has been available for some time and has already been installed in many newer vehicles.
Provide more material of evidentiary value in prosecutions where a vehicle is involved,
Locate missing persons, reducing loss of life by self-harm,
Reduce the theft of vehicles and affect recovery before the ubiquitous torching of vehicles.
An aid to identifying perpetrators using vehicles.
Linked to the 000 reporting of dangerous driving, the G-Tag can verify that report and take action immediately. Using the current 50,000,000 calls coupled with an ability to respond immediately if the danger exists would have a monumentally positive impact on Road safety, criminality, and civil compliance.
We know that VicPol ran a pilot of an abridged version of the concept in Dandenong; however, given the approach adopted, it is a little wonder that the pilot failed. We suspect this was more about a deliberate attempt to discredit the idea rather than any effort to evaluate the proposal properly.
It was telling that at no stage did the management running the pilot attempt to contact or consult with the CAA so as to run an unbiased pilot.
What little information we have on the pilot indicates that those responsible for it had little idea of the concept and were piloting a system that removed all responsibility from policing, a trait we have seen in other approaches to other issues – avoiding responsibility, masked as Service Efficiency, and or lacking the ability to apply visionary and intellectually sound Leadership.
The critical issues required to achieve positive outcomes are lacking in Victoria Police, and leadership needs to follow the French model,
Visionary and intellectually sound Leadership,
Unwavering support from the political class,
A committed artisan workforce who could see the goals set,
and an equally committed citizenry.
These and other issues need attention, and we do not underestimate the task ahead, but if the French can do it with Notre Dame, then VicPol should have no problems achieving what seems unachievable; it just takes ‘Visionary and intellectually sound Leadership’.
The opportunity exists for VicPol leadership to create a seminal moment in Victoria Police history.
A concise overview of critical issues, underpinning principles, and the evidence base for recommended actions.
The 2015 Royal Commission into Domestic Violence made 227 recommendations that cost the Victorian Government $2.7B to implement. This is now a multi-billion-dollar industry with a Minister for Family Violence, a Department of Family Violence, and a Multi-agency Risk Assessment and Management Framework.
The claims are to train 37,500 workers in Phase 1 (850 organisations) and 370,000 workers in Phase 2 (5,580 organisations).
The industry creates reports, resources and practice guides, grants, plans, research, statistical collection and analysis, guidelines, training, victim support groups, investigators, police, crisis assistance services, helplines, lawyers, security and the judicial system.
But they can’t arrange a response team to help Victims during a crisis.
Little in pragmatic and direct assistance for victims at the time of crisis and at the highest risk of being assaulted to protect them during these heightened risk periods or, in crime parlance, pro-active intervention.
This intervention is not to be confused with the Police role as that will remain in relation to direct physical threats and or actual physical violence. While there are no specific criminal laws against coercive control in Victoria, there are legal remedies victim-survivors can take. The Victorian Family Violence Protection Act includes coercive behaviour in its definition of family violence. That issue is a matter best dealt with by professionals other than the Police.
It is important to understand the size of the issue.
One Woman is killed every week in Australia due to Family violence.
Recorded Family Violence in Victoria is increasing, with Victoria Police reporting one incident every six minutes; 90,424 Recorded Incidents in Victoria in the 2021-2022 financial year.
Police time applied to Family Violence and Domestic Violence administration severely impacts the ability of Police to respond to other community issues.
We also know that,
Victim survivors report higher rates of violence from a perpetrator after separation. (Police are usually not directly involved at his stage, but the matter is in the hands of the Courts or the Domestic Violence Industry).
Children are present in 30% of family violence incidents attended by police.
NSW, Qld and Tas have “coercive control” legislation – Victoria still reviewing it!
Tasmania has had ankle bracelets on perpetrators for many years – Victoria is still reviewing!
Eight years after the Royal Commission, what has been achieved?
It has spawned the Family Violence bureaucratic Industry.
Statistics, when released, remain consistent, with little progress on designing or empirically introducing reduction strategies.
Critical risk victims are forced into hiding and wear a huge bracelet with a panic button.
Perpetrators consistently remain at large on bail able to strike at will.
Police are bogged down with bureaucratic risk assessments and bail/remand processes.
Strengthen the focus to “offender accountability” while maintaining “victim support”.
Remove administrative functions from Operational Police and the function of Government Welfare services.
Ankle monitors and vehicle tracking monitors (if perpetrators are released on bail).
Specific coercive control legislation.
Tightening of bail laws.
Domestic violence disclosure scheme (Clare’s Law – UK 2009 -perpetrator priors available to victims on request.
CAA Observations and Recommendations
The net outcome of the Royal Commission and the Government’s responses is the creation of a Domestic Violence industry with a plethora of Quango’s and Convocations costing billions of dollars but with little or no positive impact on the people it was intended to benefit.
If there is something déjà vu about this issue, it’s not surprising. Similarities or a parallel to the issues around our first peoples come to mind.
Spending huge amounts of money with no appreciable improvements for the victims.
The CAA strongly recommends an independent inquiry into the application of resources, accountabilities and effectiveness of outcomes at the coal face.
The State of Victoria is in a terrible mess and is deteriorating before our eyes; not a day goes by without more bad news.
We have a rapidly climbing crime rate in the worst categories.
A Road Toll is off the Richter scale,
Domestic Violence is out of control,
Youth crime is at levels never seen before,
The burgeoning drug problem ruining lives on an unprecedented scale,
Outlaw Motorcycle Gangs (OMG) and Organised Crime gang strategies failing, all operating with a degree of impunity,
A broken legal system, taking years to resolve straightforward cases and with little or no empathy for victims,
A biased legal system with serious crimes going unprosecuted based on who the perpetrator is rather than impartiality applied,
If you need Police in a hurry, any chance of a response is problematic.
A crisis seems an understatement.
Additionally, the mooted Police industrial action currently confronting the community aggravates the overall perception that this State has an ineffective Police Force, which feeds into accelerating the further decline of the issue being confronted by us all.
The government must do what it takes to resolve this industrial matter quickly.
We do not criticise the Police members, and although we oppose the Police industrial action on principle, there are compelling issues that have caused this current industrial dispute.
Amongst the issues,
High levels of staff turnover,
Poor recruiting outcomes,
The Force being overmanaged – top heavy at the expense of the front line,
Unrelenting repetition of certain policing demands without solutions,
Police members over-committed to non-core functions, reducing their ability to perform the task of policing,
Understaffing of frontline policing,
Lack of support from the Courts and the Government,
Unnecessary tasks sapping resources,
The breakdown of the ‘Separation of Powers’ politicising Policing.
We should also include management capabilities as that is no doubt a contributor.
We do acknowledge there are pressures on police management due to outside factors. It is hard in an operational sense for management to service all competing demands with insufficient staff who have generally become less motivated by the nature of the irrelevant tasks they are required to perform.
Police are continually attending domestic conflicts at an alarming rate, sapping the majority of Police resources, and whilst there was a Royal Commission into the problem costing many millions, the outcome has not achieved any reduction in the levels of violence or frequency of police demands to attend domestic disputes but rather the issue has exponentially exploded in demands on Police resources.
Causing substantial negativity among Police members, their plight is generally ignored, with more demands on their time with fewer police to do the policing and no appreciable effort to arrest the decline.
These problems did not manifest overnight but are a consequence of factors that should have been dealt with a long time ago.
The issue is complex, but the reality is that the rising crime rates are the consequence of sustained inaction by the state and, in particular, the denigration of effective Proactive Policing that has all but disappeared. Although portrayed as functional, the police proactive strategies have failed to play a fundamental or effective role in policing.
Failure to stop crime before it happens has fed substantially into the current community malaise.
The issue is plain and simple: we are becoming a more lawless society, not a more tolerant one, as pundits try to portray.
An ideological bent towards a more progressive ideal is actually a misnomer. Generally, progressive philosophies create regression, and we all suffer, particularly the most vulnerable in society.
The failure to modernise the archaic legal system that is now unfit for purpose.
There is a void in leadership in this State, across a broad spectrum of management, fed by an insatiable appetite to never accept blame for failure. A sentiment throughout Government and also now appearing in the corporate sector.
This all leads to a lack of accountability, the nemesis this State faces.
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