• 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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Strategic planning based on new wisdom.

The SLT at the CTCC have based their new strategic planning on the tribal wisdom of the Dakota Indians, passed down from generation to generation, which says that when you discover that you are riding a dead horse, the best strategy is to dismount. In the Public Service, like the CTCC however, a whole range of far more advanced strategies are often employed, such as:

1. Change riders. Have a pool of suitably unqualified but preferred riders.

2. Buy a bigger, stronger whip. Have a store of unsuitable, smaller whips just in case.

3. Do nothing: “This is the way we have always ridden dead horses” but deny their is anything wrong.

3. Do nothing: “This is the way we have always ridden dead horses” but deny their is anything wrong.

4. Visit other Forces to see how they ride dead horses.

5. Perform a productivity study to see if lighter riders improve the dead horse’s performance. Amend rider selection policies to include social groups who are under represented.

6. Hire a contractor to ride the dead horse and add an unrealistic performance criteria matrix without clear and understood remit.

7. Harness several dead horses together in an attempt to increase the speed.

8. Provide additional funding and/or training to increase the dead horse’s performance. Create multi-agency support for dead horse victim groups.

9. Appoint a committee to study the horse and assess how dead it actually is. Set up a working  party and review committee to assist with evaluation and to make recommendations for effective performance review of the committee and working party.10. Re-classify the dead horse as “living-impaired”.

11. Develop a Strategic Plan for the management of dead horses and create a new level of leadership to ensure this is led and managed effectively.

12. Rewrite the expected performance requirements for all horses.

13. Modify existing standards to include dead horses.

14. Declare that, as the dead horse does not have to be fed, it is less costly, carries lower overheads, and therefore contributes substantially more to the bottom line than many other horses. Efficiency savings can be identified (in real terms) and budgetary levels adjusted.

15. There will be some excellent career development enhancing evidence in there somewhere. Promote the dead horse to a supervisory position.

ack – Theo


16.Refuse to accept the horse is dead. Rename it,Move it to a different location. Hope no one notices.


ack  Officer Dibble


5 Responses

  1. I’d like to try for one more based on personal observation at my place.

    16.Refuse to accept the horse is dead. Rename it,Move it to a different location.Hope no one notices.

  2. Very familiar. Strange, too, how that series of strategic guidelines applies in other – non-police – agencies; even those, which, like my own, pride themselves on being “innovative” & “thinking outside the box”. That old dead horse never gets buried.

  3. 17. Dye the ‘living Impaired’ horse grey, call it a Donkey, and repeat all previous options….

  4. You can tell experts are involved with the dead horse. The non experts, us mere humans, would have buried the dead horse and moved onto something productive.

  5. 18 – Clone it! Years of extra use.

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