January 2000 Volume 81 Number 1 "serving the protectors"

Victims of Management?

Dear Sir

Mr Bob O’Brien’s observations in Problems in Policing (Police Journal, November 1999) need to be contextualised within an analysis of democratic governance and some features of SAPOL’s workforce culture.

SAPOL’s experience is similar to that of any other public (police) service in the western democratic world and results from the combined influence of political ideology (eg public choice theory) and economic theory (eg neo-liberalism). Both perspectives reinforce values of market individualism in preference to the values of civic individualism which have significantly characterised public institutions during the 20th century. The global economy strongly reinforces these values and, given the loss of sovereignty experienced by debt laden nations like Australia, most western governments have sought to “improve” their position by reducing the size and scope of their public sectors. More creative options are generally not considered.

Sadly, because of this emphasis on market individualism, Australian governments of all persuasions have deceived the public into believing that they can enjoy the same, or better, public (police) services by paying less tax and by generating “efficiencies” through the wholesale and uncritical application of private sector management practices upon the public sector. In the process, customary notions of “the public good” and “public service” have been undermined by a narrow emphasis on economic efficiency although the public now understands its public services have not been maintained or improved.

The public is no longer seduced by the electoral rhetoric of the passing parade of governments who have promised more for less. They have become cynical about governments who either no longer believe in “the public good” or who conceive it in purely economic terms and want, as was always the case, honest “political speak” on the value and cost of public services. Evidence is emerging that politicians are responding to this expectation notwithstanding the electoral complexities of securing and retaining office.

SAPOL’s problems are caught within this broad democratic process of social learning. Whereas the “crisis” of the 1970s provoked a negative view of government and public sector service, a more constructive view is emerging. Hopefully, this view will result in continuing public sector reform (consistent with its traditional mandate of providing an efficient, effective and equitable public service) without the ideological determinism that seems to have influenced reform in the past 10-15 years.

This process is much broader than SAPOL or the reforming activities of our Commissioner of Police, supported as he is by our Senior Executive Group. Unlike Mr O’Brien, it is important that we deal with the frustrations and difficulties associated with reform by “playing the ball rather than the man”. SAPOL employees must expect that it will be some time before SAPOL is reformed in accordance with the expectations of the current democratically elected government. Whilst these expectations might be misinformed they can only be modified by well reasoned and rational reflection, analysis, discussion, or debate at an organisational and political level.

The greatest impediment to such a response is that too many SAPOL employees seem to regard themselves as victims. Too often I hear statements reflecting the belief that we are the victims of management, the Senior Executive Group, the Commissioner, the Government, or if all else fails, the system. This mindset perverts our perceptions, inhibits our organisational communication, and disempowers us at a personal and organisational level.

It has been fashionable to blame the difficulties of police reform on its para-military nature and history. It is much more complex than that, as I am suggesting by my victim thesis. My concern is that the victim mindset derives from the fact that policing is ostensibly a working class occupation, and is likely to continue as such, despite much ambiguous talk of professionalism. As a result of this police are accustomed to benevolent government employer practices in exchange for loyalty to the state and selfless commitment to the public good (ie salus lex supremi). This relationship is in tension because of the changing social, political and economic values previously outlined. We do not believe we are valued by contemporary government because it values us against market criteria which are alien to a policing tradition based upon civics and law. We do not believe we are valued by society generally because it is struggling to understand its own values, and value preferences, and it is feeling vulnerable due to a general decline in public services - including policing.

We cannot directly control these broader social forces but we can influence them if we cease to regard ourselves as victims and articulate our experiences, concerns and opinions positively on long term public interest grounds. Whilst we have our shortfalls there is much that we should be proud of and much that we can contribute to improving the policing service we provide.

There are frustrations arising from reform and these are compounded by a long period of neglect. In our frustration we should not revert to the tribal norm of laying blame at the feet of our Commissioner. We should engage in a reflective rational analysis and we should expect the Government and the Senior Executive Group to facilitate it.

Yours sincerely
MG (Fred) Trueman
Superintendent

Not So In Touch

Dear Editor

I read the letter by ex-Superintendent Bob O’Brien in The Readout, November 1999 edition of the Police Journal with disappointment. I accept that in circumstances of change people who are uncomfortable with the process sometimes try to “shoot the messenger” and that as the Commissioner I will bear the brunt of criticisms. Normally I won’t respond, however Bob O’Brien’s letter is so uninformed and inaccurate, that I should seek to correct the record.

For almost the past two years Bob has not been posted in the Commissioner’s Office, having spent a substantial period on leave studying and at various relief postings, and he is not as in touch with events as he implies. For instance, in the very first paragraph he states that 140 more police are being recruited, when these staff were only intended to replace attrition, ie maintain police numbers and are not additional police. Neither is his comment that there are 250 fewer police since 1994 accurate. A simple comparison of all categories of employment in the 1993/94 and 1998/99 annual reports will reveal that the difference is 168. If full time equivalent employees are counted, the difference is 202.

This is not to suggest that I am defending the budgets provided to SAPOL that have produced this outcome. Rather, I am pointing out that rational debates must be based on facts.

Nor have I, as Bob puts it, been supporting the “government’s continued reduction in police numbers”. It is a fact that we have to provide the best services possible with the resources we are given, and we have been endeavouring to do that. Your readers may recall that we received an additional 100 police and 25 public servants in the 1997/98 budget, as the result of proposals I put to the Minister. And when evidence was obtained to justify further additional resources that case was taken to the Minister.

In short, I advised the Minister some time ago that I was concerned about the workload impacts of a higher reported crime rate, the need to resource new initiatives, particularly to effectively deal with illicit drugs, and to overcome reductions in staff availability due to the need for operational safety training and other safety and training and development requirements. The Premier has established a Task Force to examine this very issue and it will report at the end of the year. I have also spoken publicly in the same vein. It is important however, that in publicly raising these issues the Commissioner does not get drawn into politics. At all times police must remain independent - above party politics.

Bob, quite clearly, has only a superficial understanding of the Focus 21 program if he believes that changes are mainly cost cutting. To the contrary, they are primarily concerned with effectiveness - delivering the best services possible to the community, both now and in the future. And as Bob acknowledges, the increase in crime is due to increased drug use and availability, but there are early signs that the LSA structure and crime management model are beginning to have a positive effect.

So far as copying Victoria Police is concerned, anyone familiar with both organisations would not make such a claim. Future directions may have similarities, as they do for most progressive police services, but Focus 21 initiatives were based on South Australia’s needs, and national and international best practice. A South Australian solution for South Australia. This point is reinforced by a letter received by Assistant Commissioner Paul White from a Superintendent in highly regarded Kent County Constabulary. After receiving a copy of our Intelligence Led Policing Manual he commented:

When we first met you told me that the South Australia Police were perhaps a couple of years behind Kent, but catching up fast. Having perused your manual, I believe your original assessment was inaccurate. In fact: it would appear that you have already caught us!

Bob suggests I am ambitious and implies there is something untoward in this. I make no apologies for wanting South Australia Police to be the best police department in Australia - this is reflected in our vision and if that is being ambitious I know many SAPOL members will join me in this aspiration.

It is also suggested that there is low morale within SAPOL’s executive, though it is not clear whether this is meant to be the Senior Executive Group or to include senior Commissioned Officers, or whether it is a problem within the workforce to be dealt with by the executive. I can assure your readers that the Senior Executive Group is not “haunted” by low morale and, in any case, this claim is a meaningless generalisation.

Unfortunately, Bob has not made any substantial contribution to our Focus 21 program but has sought to impugn my motives and smear the work of the many committed SAPOL members who have made such a contribution. They will be remembered for their commitment and the excellence of their efforts.

Yours sincerely
(Malcolm A Hyde)
Commissioner of Police

Dedicated Working Party

As we are all aware, as of October 7, 1999, members attached to investigation units are in receipt of 18.5% allowances in lieu of penalty payments.

This figure was arrived at through the democratic process after a number of offers were rejected by the working party representative of those members included in the offer.

Firstly, I congratulate the members of the working party for their dedication and vision that ensured an offer suitable to the majority of affected members.

In achieving a suitable offer (18.5%), we did not concede payment for overtime, public holidays and retained our PDOs. This outcome is far superior to many of our interstate and federal colleagues’ remuneration packages.

I thank the PASA delegates who supported Crime Command Branch in the initial stages of negotiations; I am sure this support did not go unnoticed.

Members will be aware that allowances in lieu of penalty replaces the award that has served us well for almost three decades.

The allowances in lieu of penalty is an agreement between SAPOL and PASA for a trial period of 12 months and is entered into in good faith by PASA.

Members affected by this trial should be aware that any unnecessary changes of roster that are not task-driven may act to the detriment of PASA in the next enterprise bargaining agreement.

I suggest that PASA delegates monitor all task-driven changes of roster during the trial period as data for future EB negotiations. PASA delegates in your workplaces have been approached on this issue in addition to problems of staff shortages and secondments. Delegates welcome your input and assistance on these issues.

On behalf of Crime Command Branch members I wish to extend our condolences to the family of PASA vice-president, David Neale - a colleague of strength, integrity and dedication.

Be active - support PASA in its support of you.

Regards to all members

Dennis Connor
President
Crime Command Branch, PASA

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