• 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.
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Convinced ? Not quite.

I’ve just had a bit of a chat with someone with several pips on their shoulders covering a couple of matters and raised some concerns over things that we do. I have been semi-reassured over a few issues concerning the increasing need for statistical as well as other sorts of information and the apparently ridiculous things we get set to do, as well as being told how to do them. I found out that during the myriad of meetings the management attend, all sorts of things are brought forward as suggestions which they then have to go away to research. The good ones they try to put meat on the bones, as it were, whilst the bad ones they try to make seem unworkable or appear stupid. The trouble is, not all are raised by the S.M.T with a good deal being brokered by the Chief Officers at the behest of Government, namely faceless nameless burocrats who have no idea of what we do and how we do it.

It appears that this is like me trying to advise someone on open heart surgery, which I know nothing about. I am not remotely qualified and nobody would dream of listening to me, if they are in their right mind.

Most seems to be connected to one budget or another and financial directives drive almost all of what we do.

If it can save money it will work, or we will find a way of making it appear to work. Then we will somehow claim it is more efficient and as a result must be far better than before.

Itis not my performance that will be judged upon this it will be someone else who will have hit a target and probably get a reward of some sort for their effort. If the targets are not hit then who bears the responsibility for the failure ?


3 Responses

  1. Are you saying that senior officers spew bullshit when at meetings?

    By the way I have added you to my sidebar, well I will in a minute.
    Any chance you can get rid of that letter recognition thing that I always seem to get wrong. I think it just plays games with me.

  2. PCSW.Ridded, gone into the ether.

    I don’t know exactly what they discuss but some of it is of no direct concern to what we do but seems to affect so us much. The problem is that the drives behind operational and admin-management roles are so fundamentally different. To link them is folly, especially as almost all of us are capable of working out what needs doing and where it needs doing.

    A few years ago I saw a flow chart on the wall that gave the meetings attended by management, daily, weekly and monthly. It didn’t stay long and was probably an attempt to justify what they do and their perspection of how important their role is.It seems there is an awful lot to discuss or to be updated by the army of people who seem to be supplying the info at the meetings. Their is a machine directing various statistics that are discussed and digested at these meetings. Bullshit to some, essential to others. I suppose essential bullshit just about covers it.

    I remember what I was told very early on. The most important person is the person on the streets doing earlies, lates & nights. In all fairness it was pretty much like that with a few exeptions. I cannot ever begin to say that is the case now.

  3. To paraphrase Einstein :

    Not everything that can be counted counts. And not everything that counts can be counted.

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