• 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.
  • Recent Posts

  • Recent Comments

    Brett Anderson on Another 90 minutes
    Another 90 minutes |… on T.W.I.M.C.
    Another 90 minutes |… on 90 Minutes
    whichendbites on Try saying……..inst…
    Diem Burden on Try saying……..inst…
  • 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.

Replay after 90 minutes.

I have posted this before and found the response both moving and the greatest by far I have had. For all those who have had a dog, lived with it, worked with it and cared for it you will understand my sentiments. About this time every year it comes around again. Some dogs are irreplaceable but some of the personal loss can be replaced by another. Some of you might have already seen it but others might not have.

I hear the phone ringing, I wait for an answer. My mouth is dry and I don’t want to speak. I can’t remember dialling the number. Eventually it is answered just as I am about to hang up and delay the inevitable. My misplaced human sentiment rises to the surface again. I try to talk and explain who I am, what the problem is. The voice on the other end is calm, politely reassuring and knows how I feel. They have seen and heard this a hundred times. I get my time and the count down begins.

90 minutes is an awful long time.

The journey is only a fraction of that. 90 minutes is about as long as a football match. No time at all if your side is 3-0 up but an eternity of torment if your side is 3-0 down.

My 90 minutes of torment has begun.
Every second seems like a minute, seems like an hour, a day, a week.

My friend is not well. He is very not well.

We have seen lots of things together.
We have done lots of things together.
He has saved me from many things and ensured I
returned home. I owe him a lot.

Now I must take him for his last journey.

I cannot explain how such relatively short and slow journey turns out to be such a blur.

I enter the place that has made my friend better on several occasions but that will now stop his suffering because they cannot make him better any more.

They know. They take me to a small room when I walk in and close the door.
They are sympathetic. They care about what they do.

It doesn’t take long but it seems to take forever.
My friend is gone. I’m going to miss him, a lot.

90 minutes was an awfully long time.

Public Service Sector Alliance partnership

There is a wonderful new partnership between the public sector, including the CTCC and the newly formed Public Service Sector Alliance partnership.

This wonderful new entity is going to reduce the costs of running several large public service systems within the health-care, education, local council, Police and Fire Service. Efficiency savings in all areas, pay awards, expenses, budget reductions and pension contributions will all be in the firing line over successive financial review periods.

This is the next step, in the really big plan, following on from centralised communications centres to log calls and dispatch the ‘right unit for the job’, reduce inefficiency and make the services better able to stand up to scrutiny and accountability following established business strategies. It is the right move to provide an effective and affordable solution to today’s problems, apparently.

This partnership will, it is claimed,  make huge savings in the administration, management and supply of essential supplies and equipment for the public service sector. The regional committees formed to mass order and save wads of budget cash seem to disagree on most of what they discuss with individuals wanting to be seen to be having the major influence to satisfy their own egos and build the next part of their career development portfolio. Regional uniforms, regional vehicle fleet, centralised maintenance, cross border alliances, shared resources etc, etc, etc. The list is endless and can be applied to almost anything. Perhapsregional custody suites will also be on someones agenda. Perhaps we will stop arresting people if the quota has been reached and carry over some TIC’s for a quiet month ?

From the 1st of the month our pay has been transferred into the giant that is the  Public Service Sector Alliance partnership.

All of our requisition for supplies from leads, dog bowls and even patrol fleet will now be under the tight monetary policy control of the Public Service Sector Alliance partnership. The spin tells us this will be somehow better. It does not say who will benefit from this being better.

Suddenly all of our computers and our other resources are no longer those of the CTCC, but now belong to the Public Service Sector Alliance partnership.

The projected huge savings will equip the CTCC and all its other partner organisations under the control of the Public Service Sector Alliance partnership to provide an affordable service that will meet the demands they will face and ensure that a top level and highly professional strategic service is provided and will be affordable, sustainable and provide value for money. This is going to make our communities safer and reassure the public.

Already we have seen problems with pay across the new partnership.

Already we have seen problems in getting kit issued or purchased.

Already we have seen problems with accounting for how and why we need kit.

We have had several major crime enquiries and the Traffic Department are investigating higher than usual serious or fatal collisions. I have no idea how the unexpected rise will fall into the big plan. I expect there is some form of contingency plan just in case.

Those who control the purse strings have their own agenda. They also appear to have insufficient administration staff, computers and planning to ensure a smooth transition into the new partnership world.

To save money under the cloak of appearing to give more for a lot less.

Needless to say, I suspect that somewhere, someone will be making a nice little earner out of this and those who are able to balance their own books will be able to get something by way of performance bonuses.

For those at the bottom of the food-chain, the ones who are repeatedly reminded that they are the ones who all this is in place to support, appear to be a tad sceptical and some even doubt that this will improve things one bit.

For the counters behind their desks or those who control the purse strings maybe.

For the people who actually supply the service where it matters, be it in a hospital ward, a classroom, putting out fires, Policing the streets, emptying dustbins or the myriad of other dedicated local authority front-line service deliverers………………I suspect not.  

As the mission statement says, We are working together towards our vision.

What they should be saying is, we will roll you over and make your job just that little bit more difficult and expect ever more for ever less. You are professional and care about what you do so you are easy pickings and have to play by our rules.

Even more of the 9 to 5, Monday to Friday, growth industry where workplace environment, car parking spaces and a good canteen are the orders of the day.

For the Policing side of this wonderful public service thing, I remember when there was a canteen in almost every Police Station with staff who worked for the Police and were not in a contracted out service to save costs.

The front-line deliverers are the ones who provide the service, no matter what that happens to be. They are the ones who do the business and take the flak when the ‘customers’ are pissed off because someone feels that someone has failed to deliver.

Those who make the rules do not play by those rules because they have somehow evolved to be above and beyond the same critical spotlight. Their mistaken views of how important they are overtakes the responsibilities of their role which has no direct link towards service delivery of the chosen area. Add to this having comparable perks and conditions that mirror those of top industry warlords, from office, executive car, parking space and even possibly a nice expenses package to reflect their status.

The non-Police staff who occupy these prestigious and lucrative positions pass on their mirror images to the high ranking Police officers who operate in an environment that loses touch with the realities of front-line service delivery all too quickly.

They are unable to measure service sector productivity so dream up ever increasing ways of targeting things that allow them to benchmark what they decide they understand without accounting for all the things that they cannot measure because they are outside of business models.

If an officer puts in X amount of process per shift, puts in X amount of intel per shift, puts in X amount of stop & search forms per shift and issues X amount of producers per shift, that officer is deemed to be hitting all the right targets and is doing an productive job in line with the necessary strategic forecasts.

Another officer, who is perhaps snowed under with crime enquiries he has been allocated by someone behind a desk who cares not about this officer’s workload but only to hit their own targets, is unable to issue anything resembling X amount of anything because of crime enquiries is deemed to be under performing.

Don’t expect targets, measuring and statistics to go away or reduce because they simply won’t. There is no other way of micro-managing the resources from behind a desk apart from getting those resources to submit stats before a decision is made about how long the shafting stick is going to be before it is used. This will justify the position of those who count to those who manage and allow for ever increasing numbers of resources to be essentially removed from front-line service delivery in the name of counting and managing.

Targets, business strategies, constant measuring and often duplicated statistics are the only way forward for those who have never provided the service or are so long out of circulation that have lost touch with how things have moved away from what they may have done for only a relatively short time in their chosen career.

Targets…………….you can’t beat’em.

The Public Service Sector Alliance partnership, the way forward for those who understand the bigger picture.

Reduction in hot air.

As the financial noose gets ever tightened by the people who count and measure things at the CTCC, the cuts are spreading and the efficiency savings being made add a few extra quid into the funds for more essential and important things.

The counters might have saved enough money to hit their own targets and offer the hand of financial support to their chosen friends in the right places.

As various departments within the organisation struggle to hit budget targets, as well as all the other targets of things that are measured, the wonderment of essential spending investment continues.

At the newly refurbished and well appointed Robert Peel House, the daily grind of the ESSO minions have raised an issue of no chips available for dinner.

An investigation appears to have shown that the extractor system is not up to the job of sucking out all the hot air over the chip pans so the chips will remain off the menu unless an ‘investment’ is made towards a new air extraction system upgrade.

About £50,000 should just about cover it.

Great news if you like chips.

Consequences & Responsibility

It seems like our elected political masters know who to look after when things get a bit tough. Despite their hammering over abuses of the lucrative and thoroughly lifestyle supporting expenses, for which they have operated within the rules of course, they have decided to reward those who approved this expenses financial windfall for them.

With everyone being forced to tighten their belts, local councils having to cut budgets for just about everything after losing tax payers money in dodgy foreign bank ‘investments’, as well as financing who knows what, I was a little surprised to see in the media that pay rises for some of the lucky few are well above what everyone else is told they need to accept to ensure that everything is affordable in these bleak times.

An 11% rise for the most senior Commons official, Malcolm Jack, means he now earns more than Gordon Brown. His pay rose from a £170,000-£175,000 band to £190,000-£195,000. He also got an increase in benefits in kind from £20,000 to £25,000.

Director of Resources Andrew Walker’s salary rose from a band of £115,000 – £120,000 to £125,000 – £130,000.

The increases were reportedly approved by a senior pay panel, but they come at a time when others in the public sector are seeing their annual salary rises restricted to about 2%.

They’ll be ‘investing’ in some scheme or other next. Pity there is no mention of consequences and responsibility.