• 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
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    Taxation is just a sophisticated way of demanding money with menaces.
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    Only in our dreams are we free. The rest of the time we need wages.
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    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.

Minions and Masters.

The latest round of promotions within the special support services department of the CTCC have led to the usual mission statements about values, how change will be positive and bring us all together under the one umbrella of the new SMT. Those who have stated their commitment to the appropriate cause and has all the sexiest career enhancing evidence is unlikely to be the weakest link and get the telephone call they really did not want.

For the victor come the spoils and the chance to put right the plans marred by the ignorance and misguided ideology of their predecessors.

Our ideals will be focused and we will all be able to put our collective efforts into the strategic plan that got someone the pip to add to their crown and the crown to replace their three pips whilst the rest struggle for supremacy, dominance and credibility within the selective management undergrowth.

For the remainder of the minions at ground zero we will have to cope with another new direction that is going to further revolutionise proceedings and somehow make us a far better product, even more fit for purpose than we were before.

If things were so grand under the old regime then why change ?

If things were so grand the time before that, then why change them ?  Again ?

With all this regular to’ing and fro’ing on the management seesaw there is one thing that appears to have been overlooked by the expert assassins within the incredibly obvious department.

We always have to change to someones ideals and visions on a regular basis when the wheels of the tactical and strategic skateboard point in a different direction.

We must be in a pretty sorry state for all this constant and regular change. Either that, or we seem to be making a mistake with the choices we make with senior managers within the ‘organisation’ who perceive that any faults lie with the minions and not the masters.  

It seems that only one group has the luxury to challenge what it might see as part of the problem and only one group is seen as resistant to change. 

For many years we have had things far too easy. We have got a shift pattern that ties us in well with our response ‘customers’ and the feedback about our own particular level of specialist support is very good. We have even got the shift patterns tied in along with our communications so we work with each other on a regular basis.

Good for building that effective partnership we are always hearing about.

It seems that we are in need of a shift change to bring us bang up to date as part of our ‘development’ in our efforts to show we are even fitter at being fit for purpose in an even more purposeful way under our forthcoming review.

I wonder what our ‘customers’ will think about that ?

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2 Responses

  1. It’s the same the whole world over. They teach managers that they must be able to manage change or else they are no good. Hence every time you get a new manager he/she has to change things just to prove they can do it, and are wrth promoting to some other “demanding” task. Standing still , and being good at what you are doing is not an option.

  2. On the subject of changes, I found this on the BBC News site. It has the potential to end in tears one way or another.
    Staff at Hampshire Constabulary’s control centre have threatened strike action over changes to work conditions.
    Unison, which represents employees at the centre, has been asked to ballot members over changes to shift patterns and the loss of overtime pay.
    Hampshire police said the revised shift pattern was in the interests of staff.
    The union said the changes were being forced through despite a recent internal report which concluded the changes could “result in a loss of morale and additionally a loss of officers and call management staff”.
    They added that during the last 20 years numbers of control room staff “have increased by only 5%, yet the number of calls answered has increased by more than 2,000%”.

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