• 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.

Darkness at last.

About 2 years ago I responded to something on the Gadget blog in relation to the Flannigan report. .   Many bloggers said their piece, but even now we are still awaiting the full consequences of Ronnie’s review. 

One of the things he reported was, in my view,  the move towards a glorified Force wide charging unit. This is not new and will be coming in via the back door. It happens on certain major events, football duty and large pre-planned events or operations. There will all sorts of ‘radical’ reforms aimed at increasing efficiency (saving money) and making the Police more organizationally efficient (saving money) to ensure that all Forces are fit for purpose and affordable (perhaps saving money again). The next few years will find ever increasing pressures to hit targets, set by political masters, to senior Police officers who hit the right political notes to get their chosen place in the system. All this with less resources and greater financial pressure against the expectation of producing more and more measurable productivity.

The Police officer comes across an incident and generates the need for an arrest, investigates an offence,  attends a call or is called to a scene where an arrest needs to be made or deal with the arrest (s) if necessary. After transport to custody and justifying the arrest to custody officer a statement of evidence and/or note book is completed whilst other Police staff deal with getting witness details, losers/aggrieved person statements and any other statements needed at the time, preserving scenes, obtaining evidence left at scene, requests for CSI and property disposal/seizure etc etc. The custody based team of Police staff then take over to process the detainee, fingerprint, photograph, take DNA, and complete relevant admin/records. The trained interview team liaise with handover information completed by Police staff, including witness/loser statements and if necessary can speak to witnesses depending on time constraints. After this interview team begin interview(s) of suspect and follow up with liaison with Police staff file assembly officers.

The Police Staff will probably not be recruited from retiring or retired officers who have a wealth of experience and the relevant abilities to do the parts of the job needed within the full mechanism of what is needed. They will be recruited from people who will have to be trained to do the component parts because the system of recruiting this type of support will have to be compliant with the latest politically and non-discriminatory guidelines and will tick relevant boxes selected by people who do not understand the component parts of the processes involved. This will be open and transparent and will get people who are not really suited for the role into a post they do not understand and will take an age to learn how to do poorly and then after some time adequately.

Just think of how CID has been decimated in recent times and the loss of people with excellent interview techniques, excellent prosecution file assembly skills, excellent skills when speaking to witnesses and obtaining detailed and accurate statements that reflect what has been seen. This is a loss and a waste of a great resource that has the necessary training already and the experience level to take this in their stride. The right system would allow the good body takers more time on the streets where they are best suited and needed without the countless hours bogged down under the administrative legal processes. They would be required to complete note book and/or statement and then back out onto the streets again, unless there is a pressing continuity problem eg. serious offence, The remainder of the machine does the job for which it is intended: Prisoner handling and processing. Offence investigation, evidence handling & property retention. Witness/loser statement taking. Prisoner interviewing. Charging decision & relevant matters, bail, ID procedures etc etc. Quite often one person does all this and he/she can say goodbye to a whole shift most of the time, even with enquiries left to following shift and other statements to take. Arresting officer then is back out on the streets after note book completion.

Sadly we have moved away from the most important asset we have being the operational constable on the street. Every other department were there to support these officers. Most have now been removed and replaced with uniform response because beat officers on foot are deemed a waste of resources. After all, why leave an officer on foot, in the community, the same community, for each hour of their shift, walking around when the same officer can be put in a car, cover umpteen more square miles of area and answer more calls because of this mobility ?

Simple answer and it must be better, so say the number crunchers and statisticians who see a failing brand. The real problem is that it removes Police Officers from the community and also takes away the time they would interact with the community on a one to one basis during their shift. This is all about time and the perception of time from people who cannot find ways to measure what a community beat officer does during their shift. It cannot be measured accurately so it must be bad because there is no way of measuring anything that is perceived to be good. The conversations with members of the public, the intelligence gained, the crimes investigated in an area, the bond that is made over time with some areas of the community cannot be measured in real and beneficial ways by someone who doesn’t understand the basic principles of Policing in the community. Uniformed Police Officers should be at the hub of what we do. Everything else is there to support this.  Uniformed special constables and uniformed police community support officers are only part on the answer but not the answer to everything as the promotion of the pcso brand was when rolled out.  It appears that the police and the public have learnt to cope with the necessary adjustments.

Ask yourself this question. Why there has been such a decline in career beat officers ? Those who have spent their entire careers or almost all of their careers as beat officers, on the same beat, in the same community. The ones where a CID officer or an officer investigating a spate of crimes would visit this officer as a first port of call because they were almost certain to come up with a name or have put a name into the intelligence system. We have lost this because it is deemed wasteful and inefficient to have this type of officer in the service. The accountants cannot measure what he or she has done so its time for goodbye. Every crime that is reported, no matter how serious, a uniformed Police officer attends in the first instance. From there he or she decides the next step in the process of investigation. This may be delegated to a supervisor but it is uniform who are the first line. The learning from this type of experience is not complete after 1 year, 2 years or even 10 years. It is continual over the length of service. It is vital to learn what to do and what not to do, even at very minor crimes. Too many officers come into the job and either leave to go to a perceived more popular group or department, leave the job altogether or seek positions away from what we should be doing far too early in their careers to have learnt and understood the wide appreciation and experience of how we do this thing called Policing. Policing has changed because of the political interference and constant financial measuring of ever-changing performance targets. The sceptics amongst the ranks claim for best practice, for giving value for money as a deflection from the responsibility of giving a practical answer because promoting the brand is a win at all costs venture. The cascade of promoting short-term winners appear far more important than a constant and consistent approach. The need to change or to be seem to have changed things for the better provide the short-term justification of those in position of rank but not necessarily expertise. The skill of Policing has not really changed that much. It does not benefit from such constant changes. We have become reactive and response led because we have lost our finger on the pulse of the community. Everyone wants to change things when their chance comes. To make brave statements of intent, to show they know what they are talking about and to be seen to make it different and perhaps a little better, but for who exactly ?

A Police officer is one for the duration of their service. A constable can be a constable for all of their service. An officer away from the rank of constable  may possess the responsibility and status of rank for only a short-term in comparison. Over 30 or more years an officer can do a lot of good if they choose to stay where they joined. Some of the best and most rewarding work cannot be measured and put onto a spreadsheet or included within a business scorecard matrix. Away from the real art of Policing, within the management and leadership mechanics, in the space of a few years, no matter how much they try to justify what they do, they can cause an awful lot of damage until the next one comes along to fill their shoes and change things again even more to try to justify their own position. Change can be good, on the occasions that something effective and beneficial comes out of it. A more practical uniform for example. Change can also be un-necessary and damaging, like targets, like leaders who instigate their own personal brand of direction simply because they have a pet hate or they are responding to the need to increase a perception of positive performance in a given area.

I must go and find a darkened room now.

The thought of all these different teams, all these different empires being built, all these different targets that will come into place, all these different areas of targets and statistics that will  compete to see who is doing best and not want to finish last. Itis clear that this utopia of a well oiled machine working together in unison is a complete work of fiction or the perception of a deranged mind.

Add to all this the endless mission statements, values and other quirky catch-phrases that are somehow expected to identify how we have changed, become more customer focussed and endlessly better. Dire consequences come to anyone who foolishly fails to promote the brand.

Click………………darkness at last.

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5 Responses

  1. I worked in a military maintenance unit for too many years. Someone somewhere decided to do a time and motion study on us.

    We were a mixed bag, about 50% service in our section, other sections varied from being 95% service to 100% civilian. Of course, us ‘Blue Jobs’ could be called upon to do a gash job at the drop of a hat, or be required for a secondary duty. The civilians , of course, did not. So when Cpl F, had to stand on guard duty every morning 3 weeks out of 5, he was automatically absent from his ‘place of work’ until 10:30 am. This looks BAD. However, the reality of it was, instead of starting at 09:00 like everyone else (and the time and motion chap) he was standing at the main gate, in the pissing rain, from 07:45. However, to the bean counters, this did not count….

  2. Excellent and informed post. Sums up the feelings of so many real coppers these days.

    Very relevant to our recent freedom of information requests of the 43 forces about dwindling response numbers.

    Watch the press this week, it’s expected to hit. In the meantime, have a look at the report on our site ….

    http://thinbluelineuk.blogspot.com/2010/03/police-response-officers-dangerously.html

    Chin up mate, it’s only proper coppers like you guys that are keeping the job respectable.

  3. One very important aspect of having all those ‘sub-departments’ – each with its own special set of boxes to be ticked – is that overall failure can almost always be shown to be nobody’s fault.

  4. Oh, My Goodness, what has the job become?

  5. Excellent post you’ve hit the nail on the head, thank god I’ve done my time because it truly pains me to see what we have become
    Tabs x

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