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Are you listening Mr Herbert? Sgt Twining saves the service another £10.3 million pounds OVERNIGHT – Analysts? Who?

May 21, 2010

Mr Herbert, having just saved the police service £3.1 million pounds yesterday I would suggest further savings can be made in relation to analyst posts. The problem is this; there is a web of analyst after analyst after analyst in this malaise. So which one goes? Actually lots might have to.

The police service, not anyone else, not politicians, not HR bods, no one, except reputable police leaders, must get the issue of performance right, i.e what is it that performance is about? What is a realistic way to measure it? Does the service want to measure the number of arrests? The number of crime files and traffic process submitted by each officer? The number of incidents an officer attends? The number of Intelligence entries per officer? How do you measure a team’s performance and a LPU’s performance? And so on. Obviously these may need to be based on individual roles. So there is your performance measurement for appraisal’s.

Then there is performance measurement for how quickly officer’s get to a scene, (incident related performance), and satisfaction; although most times “satisfaction” as a concept is rubbish because people simply may not be happy with satisfaction if they are processed for traffic or crime.

Then there is also departmental performance measurement, so each Supernintendo can say, for their next promotion, theirs is the best functioning department. More rubbish. Get rid. But you see my point Mr Herbert. Just how much performance measurement is there in each police Force that is totally unnecessary?

Oh, then there are crime performance directorate’s, PSD’s, the IPCC, (don’t they do similar things), and the dreaded men and women in suits from the HMIC. Just who is measuring who? Most of them HMIC couldn’t smile if their lives depended on it, they are so superior; but  such is their blandness. And these bods are hardly independent. So now do you see this spiral of performance regimes.

Anyway, I reckon if you Centralised the whole performance measuring function to one Department in each Force, most average sized Forces could get away with employing around 5 analysts headed by 1 sergeant and Inspector.You could do something radical and get these units to report two ways; internally to the Chiefs, and to the HMIC. That might keep the HMIC focussed; and if silly things happen where a Force has made mistakes, (allow them to learn if the mistake is not critical), mistakes can happen, or worse still, have been neglectful, you can lay the blame at the HMIC who should be strategically responsible. These changes can be made today. As for the future; surely the Home Office are the analysts? Do you therefore really need big numbers of internal Force analysts? No.

Working on averages, my maths is not so good though, I reckon most average sized Forces could dismiss the majority of their analysts, so that’s about 8 vacancies per Force saved @ £30,000 per person= £240,000 multiplied by 43 Forces = £10, 320,000 in the police service. This is a very rough guide;  a very very rough guide. The problem is, now that Forces have employed people there would have to be redundancy packages. See the mess the NPIA, HR and well-trained and academic graduate police leaders have got us into.

Apply the same regimes to the NHS, Social Services, and Probation, and you may see the extent of the problem of performance management within the public sector.


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3 comments

  1. The only analysis we ever needed resulted from a quick look at the crime book to see what had happened and where.

    But that was when the Police dealt with real crime and not harassment by Facebook.


  2. I think what has to be remembered here is that although these are ‘faceless’ backroom bods, they are still human beings with families, mortgages, loans etc. that like the rest of us have to be paid for. My ideal would be to have virtually all the quango’s closed as of now, however, imagine the horrendous unemployment problems if 700,000 people joined the dole queues looking for non existent work.

    I’m beginning to harbour a grudging admiration for Cameron, he has enormous financial and social problems to deal with and he has effectively given himself 5 years to accomplish the task and what we need to remember is that he’s not motivated to do all this by money (being independently wealthy) he’s motivated by success which will be judged by public opinion after 5 years.

    My perception is that the only way out this mess is to encourage and stimulate business, in every form, small to large, until it has mopped up a considerable portion of the existing unemployed and is gagging for more employees at which point the axe must fall on quangos and non-jobs. But if Cameron does that too soon then he loses public trust as the dole queue grows again, too late and immigration to fill the skills gap becomes a problem again.


  3. “Too Many Chiefs” the full report is now uploaded to:-

    http://thinbluelineuk.blogspot.com/2010/05/too-many-chiefs-part-3-full-report.html

    With thanks to Twining for his insightful comments behind the scenes that helped brought a sense of reality to the numbers.



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