• 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.

Friends in high places.

After years of continually being told that the Police have no money, every district or department budget just has to be cut, officers being given notices to leave, no replacements or recruitment and the inevitable purse strings seen to be drawn ever tighter and tighter, it is a small wonder that there are so many occasions when money (investment) appears to be no object to the chosen problem in some areas.

The choice of what cars the senior leadership should be allowed to drive around in,  the time and money spent on moving units, accommodating squads together, shared resources to make things more efficient for the leadership ideology yet more inconvenient and difficult for those who follow the latest line in decision-making from the upper ranks of the policy makers.

Everything has to be justified to fit in with the really big money-saving plan. The fiscal targets replacing other targets in an effort to reassure the public that the Police are doing their bit to save money, reduce resources, give better measurable value at the same time as doing all that they had tried to do over successive years to the tune of successive Government pressure and public expectation. Getting more, much more, for less is topical and highly driven within the plans of the budget setters planning and strategies.

And why not?

How ever, if you have a sponsor, the correct sponsor, it seems that almost anything is possible.

Every Force has had lost experienced officers to the decision-making processes of the senior leadership. Every district, department or unit has had to adapt to less money, fewer resources but ever-increasing expectation. Even when sound business cases are put forward departments, units and individuals are disappointed and feel roundly shafted as examples are discussed of what seem to them to be less than worthy cases grabbing the headlines as well as important chunks of decreasing budgets, be it for cars for select few, new and expensive offices, parking spaces, delayed fleet replacements or whatever.  To win the votes and foresight of that important sponsor to promote the chosen creation to ‘invest in’ at the total amazement of most other sensible people appears to be the trend that is beginning to come to the surface.

So when I heard about a plan from a neighbour of the CTCC to ‘invest in’ a roof to give a covered area for the jockeys of the Stableshire Constabulary, to allow them to canter around their training and exercise area without getting raindrops on their shirts in inclement weather, I was very interested. I’m sure that animal welfare must be in there somewhere.

Immediately I tried to link this budgetary ‘investment’ to somehow making our communities safer………………….No.

Perhaps it would increase their efforts to bring offenders to justice………………………………..Still No.

Perhaps a multi-agency approach to target persistent offenders…………………………………..Still No.

Perhaps an important efficiency saving to help with the budget reduction target of their own unit…………….No again.

Then I thought of how much this ‘investment was likely to cost, if it went ahead.

£80,000 or perhaps £100,000 or perhaps even more?

This is without the officer time to research, build and present a business case as well as review time from the management. Nothing these days comes cheap and everything has its price.

I wonder how they managed to project the necessary finance to allow this ‘investment’ to even get this off the ground without falling at the first hurdle?

Whilst a lot of other people are regularly turned down one has to admire the negotiating skills of whoever achieved this little bit of the budget, for a roof……………..congratulations must be in order.

The negotiating talents of the head jockey could be better utilised elsewhere if this is an indication of what can be achieved in such harsh and tight financial times.

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