• What You Measure is What You Get.

    Einstein : Not everything that can be counted counts. And not everything that counts can be counted.
  • About me.

    I know enough to know that at 04.00am it gets dark out on the streets. It has done this for the last twenty odd years, to my knowledge and will probably continue for the forseeable future. At some stage in this ‘future’ I shall retire and probably won’t give a damn if it still gets dark at 04.00am. Until then I shall be out there, somewhere, lurking in the shadows because someone, somewhere will be doing stuff they shouldn’t and then, well then I will introduce myself. In the meanwhile I shall try to remain sane and remember why I joined in the first place and try to ignore all the people who piss me off by making the job more complicated than it should be.
  • Opinions

    Any opinions contained in posts are mine and mine alone. Many of them will not be those of any Police Force, Police Organisation or Police Service around this country. The opinions are based on many years of working within the field of practical operational Police work and reflect the desire to do things with the minimum of interference by way of duplication for the benefit of others who themselves do not do the same job. I recognise that we all perform a wide range of roles and this is essential to make the system work. If you don’t like what you see remember you are only one click on the mouse away from leaving. I accept no responsibility for the comments left by others.
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  • C.T.C. Constabulary.

    A Strategic Community Diversity Partnership. We are cutting bureaucracy and reducing the recording of target and monitoring related statistics. Our senior leaders will drive small, economical cars from our fleet surplus to save money to invest in better equipment for our frontline response officers. We are investing money to reinstate station canteens for the benefits of those 24/7 response officers. We have a pursuit policy. The message is that if you commit an offence and use a vehicle, we will follow you and stop you if necessary. It is your duty to stop when the lights and sirens are on. We take account of the findings of the Force questionnaire and are reducing the administration and management levels and returning these officers to frontline response duties. We insist on a work-life balance. We have no political masters. We are implimenting selection processes that take account of an individuals skills and proven abilities for the job. Our senior leaders will have one foot in reality and still possess the operational Policing skills they have long forgotton about and seldom used. All ranks are Police Officers first and specialists second. We will impliment career development and performance evaluation monitoring of our leaders by those officers who operate under that leadership. The most important role is that of Constable. All other roles are there to positively support the role and the responsibility of Constable and the duties performed.
  • Whichendbites

    “We trained very hard, but it seemed that every time we were beginning to form up into teams we would be reorganised. I was to learn later in life that we tend to meet any new situation by reorganising. It can be a wonderful method of creating the illusion of progress while creating confusion, inefficiency and demoralisation.”......Petronius
  • Just so.

    Taxation is just a sophisticated way of demanding money with menaces.
  • Reality.

    Only in our dreams are we free. The rest of the time we need wages.
  • Rank V’s Responsibility

    Don't confuse your idea of how important you are with the responsibility of your role.
  • Meetings.

    If you had to identify, in one word, why we will never achieve our full potential, Meetings would be that word.
  • There is always a bigger picture.

    When there is no answer to your problem, there is always deflection from the need to justify giving an answer.

Foundation Status.

With the CTCC applying for Foundation Status, the Dog Section is to be used as a bit of a pilot scheme to show how this new wonderthingy can be rolled out across the Force area.

Ken Jones, the president of ACPO is strongly in favour, apparently. He said it was time to consider “taking a few more risks” with the organisation of policing.

There might be a name change to the Dog Foundation Trust and the Dog Section assets will be sold off to allow for the resulting 2m cash surplus to fund new management facilities, meaning the the Force will not have to borrow money or try to use any private finance initiatives. Sponsored dog jackets could be the way forward. Where we will keep the dogs could be a bit of a problem. We might have to take all of them home now. Where will the boss go when he wants to squeeze his head in a bit of a hurry?

Last year the Greater Metropolitan Constabulary sold off the most of its Dog Section resources, including some of its buildings and land for £17.5m, helping it to make the largest financial budget surplus within its family of Forces. Someone will be pleased about this. I understand this will be modelled on the M’o’D leaseback that proved so successful for the company who bought the accommodation units and leased them back to the M’o’D.

“The very substantial gains from the capital sale of this prime central Metropolitan land will be used to develop a research and development centre,” said a GMC Trust spokesman.

Since obtaining a Trust status and selling off some of its assets, the trust had struggled to afford the rental of suitable buildings to house many of its staff, but said foundation status allowed it to explore “more innovative” options for future projects and the ability to realise financial procurement on an individual basis where prudent and necessary.

None the less, becoming a Foundation Trust has many benefits, including:

  • Helping us to provide a better service for our customers;
  • Developing and enhancing our services;
  • Greatly reducing the need to hit Government targets;
  • Reducing the need to submit duplicated statistical information for coloured charts;
  • Involving customers, public and staff in shaping the future of the Force through the Foundation Trust membership and governor scheme;
  • Providing the opportunities for even more meetings;
  • Raising capital money without going through current Government approvals processes;
  • Retaining financial surpluses made during a financial year.
  • Freedom to decide locally how to meet their obligations;
  • Accountable to local people who can become members or governors;
  • Authorised and monitored by Monitor who has a special badge.
  • Becoming a Foundation Trust will benefit our stakeholders and partner organisations.

The pixie dust is settling at the first of the public consultation meetings. I understand they have nice biscuits on the table.

 

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2 Responses

  1. Beautifully put W E B and I believe entirely correct in your assumptions about where this is Foundation malarkey is really going
    NJ

  2. Yes, because selling of and leasing back accommodation has worked so well for the MoD.

    I wonder who thinks this stuff up I really do. Surely they can find some other way of padding out their CV without wrecking things for the sake of change.

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