November 1999 Volume 80 Number 11 "serving the protectors"

Endless Wait For a Uniform Shirt

Dear Andy

What a poor state of affairs the uniform requisition system is.

Now I am fully aware of the need to wear a neat clean uniform to work so as to show the professionalism of SAPOL. Unfortunately due to the great uniform requisition system we have I am afraid I will be reduced to wearing secondhand clothing to work.

Yes, SAPOL is a very professional, progressive organization.

As I sit here and write this I am in a position where my uniform shirts have actually fallen apart, the material has given way and they are in no way serviceable.

I have completed the correct PD form to order new uniform items as per general orders and have waited patiently for the delivery of my new shirts. Unfortunately whilst I wait I am forced to wear one old remaining shirt which is about three years old and itself is not serviceable. Owing to the forces of nature and weight gain, this shirt no longer fits. It is now at least one size too small, bordering on two sizes too small and I cannot do up the top button. In turn I have to wear a tie with the collar still open, yes, we all know how professional that looks.

I contacted State Apparel to enquire on the progress of my requisition which is already one-and-a-half months old. I was told that they had no items in stock and there was still approximately another four weeks’ wait as the supplier was having difficulties actually supplying the goods. I pleaded my case but unfortunately they cannot give what they do not have.

Great. I am left with only one shirt which is just a tad too small. Should I have to wear the same unserviceable shirt every day? I think not. What is the solution?

Either: wear plain clothes, claim the plain clothes allowance and go off the road away from my normal uniform patrol duties.

Or: be forced to wear secondhand clothing passed on to me from workmates.

It’s not really good enough, is it? If we are to be a professional, motivated, progressive organization let’s get the basics right, let’s at least equip the troops with the clothing so we at least look the part. As my old cricket coach said to me years ago: “Always dress to look the part. If you look like a cricketer, you feel like a cricketer and you play good cricket.” Maybe the same should apply to SAPOL.

Regards
LanceGrant
Gawler Police

Entitled To a “Well Done”

Dear Sir

Over 10 years have passed since I resigned from the police department and since that time I have, naturally enough, taken an interest in what is going on within the department, mainly by keeping in touch with old workmates and reading the Police Journal. This interest is increased by the fact that my wife, Sharynne, is in “the job” (still a constable after 24 years!) and is currently working as a victim contact officer at Adelaide.

You will recall that recently an offender being sentenced for an armed robbery held a court reporter hostage at knife point for some time within the Sir Samuel Way building in Victoria Square. Sharynne was in the courtroom at the time. When the hostage was taken Sharynne acted in a way which reflected great credit on her and the South Australia Police. She cleared the courtroom and then began to negotiate with the offender in what was a difficult, stressful and highly emotionally charged situation. I am mindful that the incident is the subject of criminal charges, so I will not go into the detail of all that occurred.

Suffice it to say that on the same day Ms Lindy Powell Q.C. saw me in the street and told me that she thought Sharynne had done a wonderful job in the courtroom. The following day, I saw Mr Steve Millsteed Q.C. who said the same thing as Lindy Powell. This, of course, made me very proud.

I was also very disappointed. The same words coming from her boss to Sharynne would have meant a great deal to her. Unfortunately they were not forthcoming. Like most police officers, Sharynne does not expect a great fanfare for doing her job, even when it is in a situation that is out of the ordinary. What she and others are entitled to expect though is that when a good job is done, someone in authority within the department takes the time to say: “Well done.”

I would be grateful if you would afford me this opportunity in the Police Journal to say publicly to Sharynne “Well done”.

Yours faithfully
Michael Grant
Lecturer in Law
University of Adelaide.

Problems In Policing

Overall, crime is up 9 per cent and there are cries for more police by the Police Association. The Government has bowed to this pressure and 140 more officers are being recruited. What is wrong with policing in South Australia? Why aren’t police coping?

Problems in policing revolve around a need to find direction, a lack of resources, non-existent or inefficient systems and personnel problems. Police are struggling to manage law and order issues. There are 250 fewer officers since 1994. The Justice Information System (the government computer system to support law and order) is antiquated and inefficient, and low moral continues to haunt the police executive.

The police role appears obvious, but with increasing numbers of government bodies in law enforcement, police have to redefine their role. The National Crime Authority, independent commissions against corruption, Australian Competition and Consumer Commission, and fishery and parking inspectors all have a law enforcement role.

Support units, such as the Office of Crime Statistics and Crime Prevention Unit are managed by the Attorney General’s office. All have an impact on policing and are being financed by governments. At the other end of the spectrum, private security bodies increase in number and size. Police organisations are feeling insecure.

The birth of these organisations resulted from the explosion in crime since the 1960s. Its gestation arising from more liberal attitudes and an explosion in the use of licit and illicit drugs by societies which condone and encourage their use.

The problems in South Australia existed prior to the arrival of Commissioner Mal Hyde from Victoria. Police from all ranks accepted his arrival in South Australia with a great deal of goodwill. Police were looking for change but that goodwill has evaporated.

Since his arrival two years ago, he has instituted changes to police responsibilities and geographic areas, improved management information systems, but also supported the government’s continued reduction of police numbers. The amount of change has left police managers and rank and file feeling insecure.

Police numbers are down, and although the situation is being addressed, it will be at least 12 months before the new officers will be productive. They will have six months training and then induction occurs.

Policing is about satisfying as many people from the community as possible. Police commissioners have a leadership role in the community. The community expects commissioners of police in a democracy to speak their minds about issues within society.

We have the right to be critical of a police organisation that concentrates on policing traffic laws when police are less visible on the streets. The priorities of policing are out of balance.

Personal violence has rebounded in recent years and is trending up, while the road casualty rate has declined. These trends indicate that police activity is weighted towards policing the road toll rather than attacking crime. Additional money is available to buy new speed detection equipment. Unfortunately, new money is not as readily available to put more police on the beat.

Reorganisation has produced greater efficiencies but the impact of reorganisation has not flowed though to a reduction in crime.

Management is feeling the strain. Recently, up to 25 per cent of police managers (commissioned officers) were not working in their allocated positions. They have been given special projects not related to their work or they are relieving in vacant positions. Management continuity was lacking, and if a disaster or major event happens then police may have difficulties coping. A major earthquake in South Australia similar to one in Turkey would stretch the South Australia Police.

Mal Hyde has been driving change, but primarily they have been changes that are efficiency measures - mainly cost cutting. There are signs the situation is improving. The leadership shown by Mal Hyde with drug initiatives is a step in the right direction. Everyone knows that the majority of crime in modern societies is caused from the impact of drugs, including alcohol. He considers innovative drug policing very important.

South Australia Police is providing leadership in Australia with its drug initiatives. The recent international drug conference held in Adelaide and closed by the Prime Minister is just one example. Mal Hyde chairs the National Community Based Approach to Drug Law Enforcement. This group is based at the Australasian Centre for Policing Research at Payneham.

Operation Mantle was initiated by Mal Hyde. This operation is staffed by small groups of police officers based in the suburbs and they are attacking the problems caused by drugs. Centralised drug units were not policing the small-time dealers in the suburbs. These dealers were invariable also addicts who were both dealing and committing crime to support their habits. This operation should show positive results over time.

Computer systems supporting operations such as Mantle are sadly lacking. Officers rely on standard PC based applications such as Microsoft Office to support sophisticated operations. Specific computer systems for policing armed offenders and the receipt of stolen property are managed without support or backup.

The Justice Information System, the government’s mainframe computer system supporting law enforcement is antiquated and inefficient let alone user friendly. Multiple screens have to be accessed to process one offender.

Internal leadership is an issue. Mal Hyde’s personal style and desire for increased efficiency does not always ensure that his people, his largest resource, are fully committed to heading in the same direction.

He is comfortable with the Victorian style and structure of policing as he has implemented many initiatives from that State. Unfortunately, not all of the changes he has brought from Victoria are applicable to South Australia.

Currently, Mal Hyde is trying to introduce a Victoria Police roster system to South Australia. These new rosters are being resisted. They provide more flexibility for management but they increase staff uncertainty. Rank and file and their families will know their working shifts only a few weeks ahead at any one time. Currently, they know their work times months ahead and can plan their work and family commitments.

Internal debate occurs. Is Mal Hyde using South Australia to prove himself so he can go back to Victoria as Chief Commissioner? Is he stepping on South Australians to achieve his ambitions?

If Mal Hyde stays in South Australia and continues to provide leadership, directing police towards new roles, rather than being compliant to bureaucrats’ efficiency measures, then he will gain respect. South Australia will have the modern, motivated, progressive police organisation he seeks.

Contributed by Superintendent Bob O’Brien (retired) - a police officer with SAPOL for 33 years. He served in the Commissioner’s Office for five years.

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