Organisational Resilience

Policing budgets have been diminishing year on year for some considerable time and there seems little prospect of this trend abating. Indeed the situation is only likely to get worse as attempts are made by the new government to reign in public spending.

It is almost inevitable that this will impact on police officer numbers, and the inspecting ranks will be affected as badly as any other. We keep hearing form a variety of sources the phrase ‘More for Less’ our fear is that this really means ‘More work for Less officers’.

There needs to be an acceptance that if funding is cut then inevitably less can be achieved and a reasoned debate needs to be had on what the public expect from a police service working under these restrictions and what work that we currently do are they prepared for us not to do in the future.

To this end we believe that careful thought and proper analysis needs to be conducted to ensure that any reduction in the inspecting ranks is achieved without further detriment to core policing functions. We are first and foremost an emergency service and in difficult times we must preserve and if possible enhance this primary role of police at all costs.

We have to accept that this may mean that officers currently working in organisational support roles are redeployed to ‘front line’ or core policing roles to support their colleagues currently operating in this very demanding arena.

We would also welcome a review on what the future holds for the inspecting ranks and what it will mean to be a Police Inspector in the year 2020. In recent years our ranks seem to have become a repository for all manner of ‘new’ responsibilities for which a more suitable home can’t be found.

Jobs that used to be done by others above or below but whose roles no longer exist due to the wonders of the modernisation programme. Our stumbling progress towards Transforming HR and Transforming F&R have placed huge additional administrative burdens on all Inspectors to the obvious detriment of our more traditional role as leaders of teams and in direct conflict to the demand for more intrusive supervision.

Are we in future to become deskbound paper shufflers and authority signatories or will we be freed up to the extent that we can actually spend time supporting, mentoring guiding and supervising our colleagues in the Sergeant and Constable ranks?

Our fear is that the traditional leadership function which was such a key part of the inspector’s role is becoming increasingly buried beneath a myriad of incidental support tasks and bureaucracy. The inevitable result isn’t good for the individual, the Service or the Public