• 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.

Public Service Sector Alliance Partnership – 2

Thanks to the changes to the Policing workplace instigated by the legions of change managers at the CTCC, the SLT are slapping themselves on the backs in blissful ignorance of the  problems they have thrust down the food chain. The joint partnership collaborative process collectively known as  the Public Service Sector Alliance Partnership  steams blindly forward, completely ignorant of the masses to who it is causing inconvenience and the huge numbers of hours wasted during the ‘smooth’ transition into the world of a single administrative and management process support tool that should have been the answer to someone’s dreams of streamlining, efficiency and career enhancing evidence. The CTCC email system is struggling to cope with the high number of problem and apology messages sent out when the latest problem is identified.  All this from a system that is supposedly fit for purpose. All this from the ready to work ‘system take off’ date.

With the projected savings forecast on paper of umpteen gazillion pounds for the partnerships involved, it claims to have extra Police officers on the streets because of administration cost savings and improved efficiency because of streamlined processes. Less admin support staff which will produce real and considerable savings that can be reinvested to support frontline officers. No one appears to have seen any real benefit from these huge projected savings. They might cover up the hole caused by the slightly dodgy and high risk Icelandic investment portfolio of recent years.  I suspect that this will be kept off the annual performance process interview or review of those who decided that this was a sound investment for tax payers money but luckily the CTCC were ahead of the game and kept their under-spend under a mattress in the training school store room..

The reality of this seems to be that you simply cannot find a free computer terminal available so you can get on, log on, input your relevant data stream and hit the street running before you could say ‘reducing the administrative burden on operational officers.’ No  matter which station you go to, all available terminals are in use with a numbered ticketing system that would well grace the provisions counter at your local supermarket.

We get weekly updates, sometime daily updates, to remind us of how successful this new and radical partnership is progressing and how we should embrace the technological marvel that is the PSSAP collaborative process. We also get regular messages stating that this new and wonderful solution to our problems appears to have several teething problems. Problems like simply use. Problems like computers crashing during input of a data stream. Problems like computers freezing because of the high numbers of interface connections and data flow between the server and the terminals. Even with our aptly named ‘cascade solution team members’ to help us through the problems we face, it is difficult to get one, if you can find one that is.

After nine months we are no further forward in delivery of the things this wonderful administration tool was going to provide when embedded into the management information support system, or MISS for short.  Where one manager can oversee the goings on from his or her own computer to see how the troops are performing, the masses cannot get access to at convenient times so have to return at alternative times in the hope of inputting the data to satisfy the bigger picture. There is even more pressure to save money and make efficiency savings to support the leadership with their objective to achieve budget reductions of their dream figure. At the same time, they will claim that we are becoming modernised, financially sustainable or whatever corporate jargon they want to spin next. After all, we have to reduce our budget, embrace workforce modernisation and ensure we are financially sustainable with a clear business case and corporate strategy.

Operational officers face having less kit, a vehicle fleet that is becoming less serviceable, less support resources,  more expectations, more micro management, more bureaucracy, higher demands and less recognition of their efforts to keep the plan afloat and cope with the demands they have. As usual, frontline officers will do their utmost to make things work by a whole raft of measures. Someone must be benefitting out of this but I can’t yet think who it is. We also have had the small additional factor of some snow. The whole world has fallen apart and given the Police another chance to embed themselves back out with the public. I suspect that the bean counters will have a few words to say about that.

In our family of Forces, the Town Constabulary, with an establishment of a thousand or so appear to love the new system. They have tried it and the management think it is the way forward. The County Constabulary also see this as radical and support the partnership alliance.  Those at the sharp end seem to find it inconvenient and time-consuming because it keeps crashing, is slow and time intensive to use and, and, and, they don’t have anywhere near enough computers to make it flexible and convenient. Our system does seem to be alone and could be less better off than others across the country, even though our projected savings are still awaiting confirmation. A good job that other systems are globally proven.

In June 2008 – SAP UK  announced that Britannia Building Society has gone live with employee self service, building on the success of its previous SAP HR and Payroll implementation. Britannia selected SAP in order to increase employee satisfaction – something they see as essential to delivering long term benefits to their customers. A reduction in paper-based processes will also make the organisation more environmentally friendly and support its commitment to being socially responsible.

I wonder if they still have it ? I wonder who else has it ?

Public Service Sector Alliance Partnership…………………………….. oh dear.

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5 Responses

  1. Just a thought, all these officers and the like that ‘live’ in the station, couldn’t they do all the typing stuff?

  2. Another thought.

    As the government can’t afford the military anymore, because they have to pay for floating duck houses, an aircraft carrier will be off the cards.

    Anyway, they are talking about amalgamating two of the services. How about just doing the job lot? Amalgamate the RAF, RN, Army, Police, Fire and Ambulance services….? Just think of the cut backs.

  3. Many, many years ago, in the days of mainframes and before MS DOS let alone Windows and Mac, I saw a cartoon. The cartoon showed two men in front of a hulking great computer that had been used to do the work previously done by two hundred people. Those two hundred had not been made redundant though, they were now part of the three hundred strong team required to maintain the digital leviathan.

    Not much changes does it? We are still led by a small number of individuals intent on re-inventing the wheel in order to fill sections of their portfolios and ultimately enable them to advance ever upward in the job. We on the other hand, down at the other end of the business continue to work on the principle of “If it ain’t broke, don’t fix it”.

    My solution is for promotion to be based on the work you have done rather than the stuff you’ve interfered with and left others to fix in your wake.

  4. Sorry to butt in on your theme… but where do you stand on the conditional discharge awarded today after the deaths of the 2 German Shepherds in Nottingham??

  5. [...] to make our communities safer and to bring offenders to justice. We have also given you  Public Service Sector Alliance Partnership to support you and reduce your administrative [...]

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