• 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.

Relentlessly Investing in Stitches.

The recently formed Senior Leadership Team has come up with a new and radical strategic step to add to its efforts to be seen to be in total support of the Policing Pledge.

Not only is there allegedly going to be greatly reduced bureaucracy and reduced form filling to allow for more officers to actually spend time on the streets and also, more importantly, only one target for the CTCC. There is also going to be a greater role for the HMIC to give them a greater role and be able to robustly and transparently scrutinise Police performance across the CTCC. I understand that we are ‘investing’ in something.

What the right hand giveth the left hand taketh away and the net result is likely to be even more of a bureaucratic jungle where statistical dross will be wiggled and jiggled to measure and promote what ever is the subject of measurement.

The winners, who play by the rules of engagement set by government and the host of leadership teams, roundly lauded as shining beacons of efficiency and modern, effective Policing.

The losers, who try hard but cannot be seen to deliver according to the rules, get their arses soundly kicked and are deemed to be under performing, lazy or incompetent.

On top of this we are to get our names embroidered onto our uniforms to help with our identity because the community do not know who we are. We will still have numbers but we will always go that extra mile to ensure that we can pursue criminals relentlessly to ensure that our community is safe from harm. With our names to accompany our Force numbers I can see the criminals worrying about how they are going to cope with this new and radical strategy. I don’t know who is paying for this as I understand that our Icelandic investment account has been closed. Yes, at the CTCC we ‘invest’ in all sorts of things. Invest is a positive word. You will hear a lot about this.

For the leadership team who are able to manage and control the resources at their disposal by way of the myriad of computer generated targets and statistics at their disposal, the modern Policing world seems to be able to function in the same way as the latest battle scenarios within a virtual reality games console.

The one problem, a really big one, is that most of the good work takes place in the public arena. The battle of the Forces of good against the forces of darkness who count amongst their ranks, the burglars, druggies, rapists, child molesters and any other number of criminal minded person. The rules of engagement are stacked in their favour and the ever increasing, not decreasing, tide of form filling for form filling sake only add to the burdens frontline officers already face. Despite the transparency, accountability and fit for purpose claims, a lot of this appears to be for the sake of measuring performance by those who are paid to manage and not provide the core functions.

The scourge of targets and statistical measuring information allows for a lazy management to conveniently (for them) manage resources at their command from behind a desk with as much or as little statistical information at the touch of their keyboard that they think they need. The endless round of meetings to discuss the achievers or under-achievers is a travesty. The endless list of office dwellers or non-operational officers who are keen to promote their own purpose and justify their existence to those further up the food chain only adds to the travesty. 

It might be convenient for them, but it is highly inconvenient the large numbers of bottom dwellers who have to submit the figures and get roundly thrashed if submission misses the next critical date for the tactical or strategic meeting.

There is only so many hours in the day. There are only so many things that can be done in those hours of the day. Some things will have to wait. Prioritising makes sense if the priorities are important and not simply a fashionable or trendy subject that can score points.

Someone has to finish last.  That someone may be doing their best with the time and resources they have at their disposal and it doesn’t necessarily mean that they are doing a bad job. Of course, from a different perspective, someone might think they are.

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