A headline in the Herald Sun on the 21st of January 2024 stated that reported crime at schools is at a 10-year high, with classroom crimes hitting 120 times a week.
While a percentage of offences have been after hours, with schools needing to suspend 90 students daily, a real problem of discipline is exposed.
Further, if anybody does not see the correlation between crime in our schools and the upsurge in juvenile crime, more generally, they have their head in the sand.
These problems can’t be reasonably palmed off as crimes by others outside school hours; there is an inescapable nexus between the school environment and after-hours crime, for the most part.
Nothing in the statistics would indicate that the students are not responsible for much of the after-hours of crime.
Schools should be a place of learning, and learning to be a criminal is not one of the skills we would embrace.
It was reported that schools can exercise discretion as to whether to report an incident to the police, and this is part of the problem leading to inconsistencies in crime responses.
Police are the only ones with the legislative power of discretion, and when a crime comes to the notice of a school, it must be reported to the police; if not a legal obligation, the school has a moral one to the whole school and general community, to which it is responsible. Protecting a student from an investigation is not the school’s role, as the investigation is how the truth will be determined; schools are not equipped to perform this function.
That this problem has reached this stage indicates that Victoria Police have had their priorities wrong and have had them wrong for nearly 15 years.
Interestingly, the CAA was established 10 years ago this year to address the issue of the Police’s failure to manage youth crime adequately.
Central to the management of youth crime is the reintroduction of the Police in Schools Program (PSIP)
The current schools program Victoria Police currently operates, is a shadow of the real program and probably no more effective than no program. You can’t expect positive results from a spasmodic ‘half-hearted’ approach. The ‘when we have time to do it’ approach will not work.
The CAA tried to establish a Police Veterans in Schools Program, and despite the best adverse efforts by the then Chief Commissioner Ashton to stymie the program, it was thwarted in the end by COVID-19. The first Police Veteran to enter a school under this program coincided with the introduction of COVID restrictions.
We recruited the first 12 schools we approached, and recruited a number of Police veterans to service them following the PSIP curriculum model.
Unfortunately, we are not well enough resourced to try it again. Still, there is no reason that VicPol could not recruit retired members to fulfil the Police in Schools Officer role, reducing the impact on other operational needs.
The argument proffered is that VicPol’s resources cannot support such a program. Still, Policing is about priorities, and when the Force has a reactive corporate mindset, proactive work to prevent crime pays the priority price.
Ironically, the Chief Commissioners in recent history who have achieved outstanding results each had the balance between proactive and reactive about right, and crime was managed. We also had a much safer State and a Police Force that was highly respected and engaged.
These shocking statistics are the responsibility of the current Chief Commissioner and the Police Executive, nobody else, and it is within their remit to resolve the matters.
The place to start is the schools. Don’t blame the parents, the legislators, or the courts, although they play a part in it. The blame is sheeted directly to the Force management. Excuses are a sign of inept managers. It is no doubt they will argue they haven’t got the resources, but they haven’t got the resources not to do it either.
We understand there is currently an internal management review in place, which would provide the opportunity for a good look at the Force’s priorities and effective management of resources.
This review must go beyond just ‘shuffling the deck chairs’ to make it look like the Force is doing something, but experience tells us unless the review addresses all the causes, nothing much will change.
One area that needs serious re-evaluation and de-prioritising is the task force groups; historically, they have been the easy go-to tool of police management, but the impact on the ability of the Force to provide adequate policing overall is adversely impacted and rarely a consideration, generally leading to more crime than the Task Forces are set to address.
There will always be a need for some Task Forces, but their establishment must be carefully managed as once established, it is very hard to invoke a sunset clause to their operation as the participants quickly gain a comfort factor in the privilege of working on a Task Force, being able to ditch their uniform in favour of a US Special Forces style dress up, generally avoiding shift work and gaining their rest days predominately on weekends, a cherished part of work-life balance not shared by Police working on stations, the real front line.
These task forces aggravate the operations of VicPol because the best and brightest, hardest workers are usually selected for these roles seen as prestigious, leaving stations void of experienced police.
It is too easy a solution to any crime outbreak to establish a task force or a targeted group by any other name. These groups are often given other titles to avoid the perception of the incorrect weighting of this type of policing.
As an example of the types of inefficiencies, a drug dealer moved into our local area and openly traded his wares predominantly on a Thursday. Lines of cars would enter the street with a line of people all carrying similar $2 candy-stripped carrier bags, obviously containing ill-gotten gains to trade for drugs.
The community reported the matter with an offer of an observation post in the house directly opposite, which was readily accepted by the Police.
This criminal activity was blatant to the degree that the transactions could be seen clearly from the observation point.
The community expected the matter to be resolved within a couple of weeks, maybe, but the activity continued for over three months, with the Police observing and the crook expanding his business to a nearby rented factory, so prolific was the activity.
A properly planned and orchestrated police operation could have netted numerous thieves and drug users on many occasions, including the primary offender, and the result would have been no less effective than dragging it out for over three months; after all, the penalty is the prerogative of the courts and all this extra work, we would argue, would not add to the severity of the sentence once the primary perpetrator was eventually arrested. However, the delay would adversely contribute to the crime statistics.
One thing is for sure: the responsible citizen who tolerated the disruption to their family by Police sitting in their front room for months on end, 24/7 will not offer that privilege to the Police again. Particularly, when technology could have achieved better quality evidence.
Alienating the citizens who hitherto supported police is not good policing by any measure.
A pragmatic measurement of this operation would demonstrate that when all matters are taken into consideration, it was inefficient and poorly managed.
The question, therefore, arises of how many other similar operations are inefficient and should have their resources redirected to proactive prevention measures and the operational front line.