Question to MOJ How long did it take to merge Avon and Somerset, how long to give CP to Serco in London, how long to do TR?
The question prompted the following response:-
I believe it took 3 yrs of properly planned implementation including robust staff consultation process to merge Avon & Somerset!
Well just look at this:-
02/04/2014
Dear Dorset Trust and Devon and Cornwall Trust staff
You will be aware that there is now only 2 months to go before the formal establishment of CRC's and the National Probation Service. Making sure that the transition goes as smoothly as possible, that there is minimal disruption to services for offenders and victims, and that staff know what they will be doing, is something that both Trusts have been attending to, and will continue to focus on in coming months.
With the appointment of John Wiseman to the Bristol, Gloucestershire, Somerset & Wiltshire CRC and Rob Menary to Dorset, Devon and Cornwall CRC, it was decided by both Boards on Monday 31st March 2014, to put in place arrangements that would help address the complexities associated with multi-trust CRC's and to ensure that there is a common approach to the necessary joint working with the NPS. The Boards have therefore decided, and subsequently approved by NOMS, that as from the 1st April, John will take up his new role in the Bristol, Gloucestershire, Somerset & Wiltshire CRC and that Rob will be appointed as the CEO for Dorset as well as DCPT for the months of April and May 2014. Both will then assume their new CRC roles from the 1st June. Both Boards have set out these arrangements in a Memorandum of Understanding outlined below.
We believe that this arrangement makes sense, in that it gives both of us the increased opportunity to work with staff in our respective areas, both in the NPS and CRC, with the responsibility and authority to shape services in line with future expectations. On a practical level, in Dorset, Devon and Cornwall it enables us to make the most efficient use of scarce staff time and knowledge and potentially minimise duplication. John will continue to finish off any outstanding work associated with 2013/14, with Rob taking the lead for all new work from today. You will see in the attached memorandum that senior managers from both Dorset and Devon and Cornwall will assume responsibilities across both Trusts. Carol Lamb has been working with Dorset finance team for some time already but others will take on these tasks from 1st April. We have tried to ensure that all of the existing processes and procedures that you are familiar with will continue as before.
John will be issuing a personal communication to staff later this week and Rob will be sending something out on Friday.
We also wanted to take this opportunity to congratulate Elaine Morgan who has been appointed as the ACO for Dorset LDU within the CRC. Elaine will take on her new role with immediate effect to enable Liz Watkins to assume some of her Head of Operations tasks across the DDC area.
Memorandum of Understanding between Dorset and Devon and Cornwall Probation Trust Boards agreed on 31st March 2014.
Context
1. Delivery and implementation of the Transforming Rehabilitation reforms involves the creation of a Community Rehabilitation Company (CRC) covering Dorset, Devon and Cornwall, which will provide probation services for a defined offender cohort from 1 June 2014, alongside the National Probation Service (NPS) which will have responsibility for court reports and high risk offenders. For the period prior to 1 June, responsibility for all probation services remain with the Dorset and Devon and Cornwall Trust Boards respectively.
2. Rob Menary, Chief Executive Officer (CEO) Devon and Cornwall Probation Trust (DCPT), has been appointed CEO designate of the Dorset, Devon and Cornwall CRC. John Wiseman, CEO Dorset Probation Trust (DPT), has been appointed CEO designate of the Bristol, Gloucestershire, Somerset and Wiltshire CRC. For the period to 31 May 2014, both post holders therefore face a considerable challenge in discharging their current responsibilities while at the same time undertaking the planning activity necessary to ‘start up’ their respective CRCs. All parties are clear that this activity takes place under the auspices of current Probation Trust governance arrangements throughout this period of time.
3. Dorset Probation Trust has seen the departure of a number of senior and key staff from the range of its corporate services functions over the last 6 months. While contingency cover arrangements have been put into place, there is a need to strengthen what is currently available in order to meet ‘business as usual’ requirements and undertake transition and mobilisation work in preparation for the interim operating model form 1 June.
Purpose
4. The purpose of this agreement is to maximise collaboration between the Dorset and Devon and Cornwall Probation Trust Boards, in order to:
- support continuing delivery of services under the current probation trust contract
- support exit and transition activity in line with the requirements of the exit management provisions of the current contract
- facilitate, as far as possible, the CRC ‘start up’ activities led by both CEOs in their respective CRCs
Specific arrangements from 1 April 2014 to 31 May 2014
Accountable Officer responsibilities
5. John Wiseman will be responsible for ‘end of year’ Accountable Officer activities for DPT for the 2013-14 business year (Annual Report, including sign off of final accounts, Governance Statement).
Rob Menary will assume Accountable Officer responsibilities (as defined in the Governance Handbook for Probation Trusts, 2012) for both DPT and DCPT from 1 April 2014 until the dissolution of both Trusts. This has been approved by the Director of Probation, NOMS. Rob will also line manage the senior managers of both Trusts in relation to their responsibilities outlined below.
6. Rob Menary will manage and be responsible for any outstanding exit activity in both Trusts necessary to achieve an effective closedown. He will develop a single transition plan, with workstream owners leading activity needed in both Trusts, to facilitate a smooth and effective transition to the new arrangements.
Senior Management Responsibilities – Corporate Services
7. The DCPT Assistant Chief Officer (ACO) Finance/Treasurer (Carol Lamb) will lead both the Dorset and Devon and Cornwall finance teams. Dorset finance staff will report to her for all activity, including transactional work, reporting, end of year accounts and CRC budget setting.
8. Estates will also be lead across both Trusts by the DCPT ACO Finance, and staff working on estates issues will report to her.
9. HR & ICT will be led across both Trusts by the DCPT Deputy Chief Executive (Ian Clewlow), with all relevant staff working in these areas reporting to him.
Senior Management Responsibilities - Operations
10. The DPT Director of Public Protection and Offender Management, and DPT ACO Offender Services will retain their current portfolio of responsibilities, accountable to Rob Menary.
11. The DPT Director of Business Development and Offender Services (and CRC designate Head of Operations) will cover existing responsibilities together with CRC start up activity. There will be an increasing emphasis on the latter as the new ACO Offender Services becomes established in her role.
12. ACOs in DCPT will retain their current responsibilities but will be involved in local design and implementation of post 1 June arrangements as far as these responsibilities allow.
Trades Unions
13. There was a joint management/Union meeting for Devon and Cornwall and Dorset on 26 March 2014 attended by both CEOs. Further joint meetings have been planned for April and May, but there will be separate formal JNCC meetings in each Trust before the end of May.
Contract Review Meetings
4. Quarter 4 Quarterly Contract Review meetings for the two Trusts will be scheduled on the same day (30 May), to run separately, but consecutively. These will be led by Liz Watkins.
Board Oversight
15. In working with the same Accountable Officer, the DPT and DCPT Board Chairs will work together to streamline and avoid duplication in Board activity during April and May while retaining sufficient oversight of delivery of their respective contractual obligations.
Rob Menary John Wiseman
Chief Executive Chief Executive
Devon and Cornwall Probation Trust Dorset Probation Trust
Now by a strange coincidence I notice this buried in the latest weather forecast by Mactailgunner over on the Napo Forum pages:-
10. Conflicts of interest for senior staff
Napo continues to make the point that senior staff (mainly Chief Executives of Trusts, but some other senior posts too) are being put in an invidious position where they have also achieved designate posts in the NPS/CRCs. Trying to do the two jobs at once is ridiculous but also it means they are frequently conflicted in their own heads - what's good for the trust - v - what's good for the NPS/CRC (e.g as in 9 above). NOMS claim that this isn't a problem. The unions don't agree and neither do the employers nationally (PA). It was hoped that this would have been resolved on April 1st by all the Chief Execs Designate of CRCs and all the Deputy Directors Designate of the NPS being able to take up their posts full time. Now it is understood that this is not going to happen - though in reality many have indeed moved over.
In psychology, cognitive dissonance is the excessive mental stress and discomfort experienced by an individual who holds two or more contradictory beliefs, ideas, or values at the same time. Wikipedia
ReplyDeleteHow many of these senior managers think TR is a bad idea? Those poor conflicted managers whose occupational promiscuity is second to none. It may be tempting to moralise about their unprincipled and mercenary conduct, but of course the poor sods are, apparently, contending with cognitive dissonance.
DeleteOrwell coined the more sinister concept of doublethink. There is no conflictual tension in doublethink as there is no mental conflict even though contradictory beliefs are held. The emphasis is on conformity and fitting in.
I think those coping with cognitive dissonance are more likely to be those in the workforce who have had little control over assignments and TR contradictions, while those upstream are doublethinkers through choice, no doubt wondering how to word their next mission statements.
A good barometer of how long things should take is what happened in London with upw. They had more offenders than what some new CRC areas will. It took over a year to do the tendering and bids plus four months to get from announcement to service commencement. Is there enough time?
ReplyDelete....and will Hilary Harwood be held accountable for the resulting disaster. She was 'oiling the wheels' so SERCO would win the CP bid while being seconded from London Probation Trust....http://www.london-probation.org.uk/wp-content/uploads/London-Probation-Trust-Community-Payback-Annual-Report-2012.pdf
DeleteThat wasn't hidden from anyone. It was well known. The current contract leads from lpt and serco both worked directly for her too.
DeleteThe problems with the CP contract in LPT are still being sorted out as evidenced by the Newsnight programme and it was a contract that they wanted to work at any cost.
DeleteThe staff working for Serco cannot wait to return and scatter elsewhere in the CRC but there are fears that Serco will be given the contract again as a sub prime particularly as the way CP is run in London is an anomaly and any company taking over will have to deal with a run down understaffed poor performing operation where staff morale is rockbottom. On the bright side the staff can hopefully ditch their Serco uniforms (polyester trousers polo shirts and baggy fleeces) and stop pretending to be loyal members of the Serco family.
If you worked for us you wouldn't feel like that. LPT never showed any interest in cp and we were the forgotten part of the service. Actually most people like the uniform and safety support systems but what we hate is being treated like second class citizens by lpt. You are meant to be our colleagues but most never cared what happened to us.
DeleteI agree about cp with serco. I have had so much training, I have a uniform and solo protect and I have the mobile numbers of every senior manager in the contract. when I was in lpt no one even knew I existed. Dont slate what you dont know.
DeleteYou also should not say we will return to work with you. Lpt is going to be gone and we are all moving to the new provider together. There is no returning to anything
"Actually most people like the uniform" makes you want to weep doesn't it?
DeleteStop being patronising Jim. Do you know how much more practical it is to have proper work clothes when you are supervising cp? Obv not.
DeleteI'll stick with it all the same.
DeleteOn a daily basis it becomes more apparent how little you actually know about what most of us do for a living. Sad really. I wish you could come to London and see our bosses. Then you'd get it.
DeleteI suspect such bosses exist all over the Service - but you're right I have no direct experience of working in CP in London or any other Service.
DeleteThen don't keep saying how bad it is. Everyone keeps jumping on the serco vp is evil bandwagon but we are the same staff as before and I'm proud of the job I do every day
DeleteRight I understand. I don't have the evidence to say whether CP is bad or not in London. I think you will find I tend to stick to denigrating Serco as a global nasty company - and there's lots of evidence for that.
DeleteOh fuck off with your 'don't keep saying how bad it is'/'don't be patronising' bullshit. If you're content with your polyester uniform and the fact that loads of your colleagues were made redundant on day one good for you - the rest of us don't want to live like that
DeleteAs I said before most of us like the uniform. Its perfectly practical for cp work and both unions supported it so there you have it. Most of the people who left did so of their own choice. No one forced most of them to go and tbh we haven't missed them.
DeleteI think we'll draw a line under this particular discussion thread as it's not going to shed any further light, we know the differences of opinion and it will only get more ill-tempered.
DeleteThanks
You don't fancy being a monitor for Napo forums do you?! Think you've excellent diplomacy :)
DeleteROFL - thanks!
DeleteHow long it takes to do TR, and how long it takes to do it properly, are very different questions. Another plea to everyone: only do what is in your job description, and resist the temptation to make things 'work' - it'll only store the problems up until after the share sale, which will be too late for anyone.
ReplyDeleteOh, and I'd offer my congratulations on the impending nuptials, but... well, y'know. It's not too late for the bridegroom to be jilted at the altar.
The south west already have marriage problems.
ReplyDeletehttp://www.civilsociety.co.uk/finance/blogs/content/17219/large_charities_need_to_work_with_smaller_ones_on_public_service_delivery#.Uz0P47tw2eU
Predatory, destructive, disconnected from local groups and communities, and too focused on the financial bottom line.
ReplyDeleteThese are just some of the comments we have been hearing from voluntary groups in the South West about those bidding for public service contracts. But they aren’t referring to the behaviour of the big commercial service providers, such as Serco or G4S.
No, they are talking about other voluntary organisations – and, more specifically, big nationals swooping into areas to pick up contracts at what are perceived to be unrealistically low prices.
Local charities are crucial
The result is that the local voluntary sector ecosystem, which is so crucial to meeting the needs of local people and communities, is fatally undermined and struggles to survive – let alone pick up the pieces when the ‘big national’ fails to deliver.
However, the blame cannot all be laid at the door of those bidding for contracts, although there are definitely things they can do to make use of the skills and expertise of the local voluntary sector rather than undermine it.
In Gloucestershire, a single £6m drug and alcohol services contract was created out of a rolling together of several smaller community-based contracts. This was won by a major national organisation, with no track record in the county, which narrowly beat a consortium of well-established local organisations and an NHS Mental Health Trust.
No doubt the winner met all the requirements of the contract specification and was properly scored. But this situation highlights a commissioning process which (literally) may have not put any price on strong local community connections, consistency or longterm sustainability.
This is particularly ironic given that the Public Services (Social Value) Act 2012 is now law.
Sally Pickering, chief executive of the Gloucestershire Association for Voluntary and Community Action (Gavca), which supports voluntary groups in the county, is worried that the provision of other local services will go the same way. Gavca and the people of Gloucestershire are right to be concerned.
Sounds like The Shaw Trust and Working Links, the main bidders for Dorset, Devon & Cornwall. Strong rumours that the third bidder, Geo Amey, have no interest in DDC and were asked by the MoJ to bid (perhaps in exchange for assistance in winning contracts in the North?) so that there would be the appearance of competition.
DeleteIt doesn't matter how loud you shout at it, you cannot roast a chicken in 15 minutes. These TR plans are profoundly flawed and those flaws are exaggerated by the reckless pace of their pseudo-implementation. I use the pseudo pre-fix because implementing a set of processes that require the levels of 'flexibility' being reportrd are clearly not being 'implemented' at all but simply imposed without consideration of the consequences. This has not only been a disaster for Probation butfordemocracy. When, at the whim of a small number of ill-informed bureaucrats, 18,000 staff are forced to implement a catastrophically flawed operating model that THEY KNOW TO BE FLAWED, then the system is fatally corrupted.
ReplyDeleteDamn touchscreens
DeleteI don't think public services time, money, staff and resources should be being used at this time (prior to NPS/CRC split), to organise and structure what is after all private sector organisations.
DeleteInfact I feel there maybe legal issues in this regard that should be looked at.
Yesterday the MoJ was critisised in the Telegraph, and today the daily Mail raises issue.
ReplyDeleteThese are strong Tory and right wing newspapers- they are certainly not the left wing whingers and marxists that Grayling always points at.
For these papers to keep highlighting concerns with the CJS then even the government have to realise that Graylings getting things very, very wrong.
http://www.dailymail.co.uk/news/article-2595793/Almost-150-criminals-let-jail-MISTAKE-coalition-24-large.html
Almost 150 criminals have been let out of jail by mistake in the last four years, and at least 24 of them are still on the run.
ReplyDeleteThe astonishing admission by ministers sparked claims communities are being put at risk by offenders who should be behind bars.
Official figures showing that an inmate is accidentally allowed to walk free almost every week were branded an 'insult' to victims of crime.
Since May 2010 when the coalition was formed on promise to deliver a tougher law and order agenda, 148 criminals have been released in error from jails in England and Wales.
Most are caused by bungled paperwork but some are linked to errors in the lengthy of time inmates are supposed to be held behind bars.
Ministers insist most of those let out in error are quickly picked up again.
But new figures show at least 24 people who should be in prison are on the run after prison staff showed them the door.
It includes at least three women from closed prisons and 13 category C prisoners.
The figures were released by the Ministry of Justice in a series of responses to parliamentary questions by Labour.
Shadow justice secretary Sadiq Khan said: 'Each week brings more evidence showing David Cameron's justice system is in chaos.
'I'm astounded that 148 criminals have been wrongly released from prison on this Government's watch. But to add insult to injury, 24 of them are still on the run.
'Victims will be insulted that criminals are allowed to waltz out of jail so easily, and continue to live their lives scot free.
'Communities are being put at risk by serious and dangerous criminals walking the streets when they should be safely behind bars.
’How are the British public to trust David Cameron's Government to keep them safe when they are so terrible at the basics like keeping criminals locked up.'
In the 12 months to September 2013 there were 46 criminals released from jail in error.
It's a disgrace! Those poor 148 individuals may not even have been given that £46 we hear so much about.
Deleteis this a sign of the Government's Through The Gate policy to come???
ReplyDeleteTo defeat TR there needs to be mass resignations of frontline staff. Without those on the frontline there is no probation service. Let's all find another job and let Grayling and probation managers, volunteers and corporations get on with it
ReplyDeleteIn the next two months there are going to be some significant changes to caseloads and workloads, this being upwards!
ReplyDeleteFurther problems will arise as we will not know any of our 'new' cases and I anticipate numerous breaches as offenders try to test the boundaries of their new officers. I also imagine lots of 'splitting' with offenders making claims that 'my last officer used to allow me....'.
I can see Rehabilitation being Transformed, unfortunately not in the way we would like!
Heres an invitation that all should take up from Graylings local paper.
ReplyDeleteLets post it anywhere we can and get maximum volume response.
http://www.thisislocallondon.co.uk/news/11125681.Give_us_your_views_on_Chris_Grayling_s_justice_cuts/
Sorry! Its not his local paper! Its my age and bad eyes. Sorry
DeleteAre Chris Grayling’s changes to the legal profession and prisons putting justice at jeopardy? Whether you agree or disagree the Epsom Guardian wants to hear from you.
DeleteMr Grayling, Epsom and Ewell’s MP and Secretary of State for Justice, has come under huge pressure in the last month over his plans for further deep cuts to legal aid, new restrictions on prisoners receiving parcels in prison and his plans to privatise a large part of the probation service.
Today, acclaimed writers - including Carol Ann Duffy, Mark Haddon and Ian McEwan - have written to Mr Grayling, requesting an urgent meeting with him to challenge the de facto ban on books to prisoners triggered by the parcel restrictions.
The Howard League for Penal Reform is leading a major campaign calling on the Government to end the restrictions which prevent inmates receiving essential items in parcels - a measure Mr Grayling insists is a vital for security purposes to prevent drugs, extremist materials, phones and pornography getting into prisons.
On Tuesday, probation officers walked out in protest against Mr Grayling’s plans to privatise 70 per cent of the probation service’s offender rehabilitation services.
They were joined by solicitors who are fiercely opposing reforms to legal aid which would see a reduction in fees paid by the taxpayer to solicitors and barristers representing defendants in a wide range of criminal cases and plans to limit prisoners’ access to legal aid.
The lawyers argue this would result in poorer defendants being denied access to legal representation in many cases and force many small criminal law practices out of business while larger companies will have to rely on unqualified staff to do much of the groundwork.
Hundreds of millions have already been cut from annual legal aid budget for a wide range of civil cases.
Because of the strength of opposition to the plans to cut a further £215m from the criminal legal aid budget by 2018, the Ministry of Justice has been forced in the past week to delay the roll-out of these cuts in the crown courts until after the next general election.
Mr Grayling has repeatedly stated that the cuts are necessary to deliver the huge savings that need to be made the Ministry of Justice’s budget and that it will not seriously erode the justice system in this country - widely regarded as one of the best in the world until now.
But do you agree?
If you are a barrister, solicitor, probation worker or someone who is having difficulty accessing to the justice system, because of the cuts please contact Hardeep Matharu on hmatharu@london.newsquest.co.uk.
As I supervise a "benefit fraudster", its hard to know how to respond when a wealthy "fraudster" is allowed to (1) stay a government minister, (2) say sorry and (3) pay back the best part of £6k, whilst my client is on a suspended jail order for £1500 of confusion, primarily the responsibility of the JC+ staff who would not provide her with advice as to how to make a declaration of earnings. She was distraught, apologised in interview and offered to take out a loan to clear the overpayment. But Crown Court judge gave her 12 months jail suspended for 2 years with 1 year supervision. Grayling also wriggled out of fraud allegations over expenses manipulation for personal gain.
ReplyDeleteWhat two tier society?
The parliamentary commissioner ruled that she should pay back £45,000 but that was reduced by a committee of MPs
DeleteThe sad thing for us is that we are a small team in a small town and most of the service users know all the staff. I don't think there will be pushing of boundaries as they know us too well and know we talk! The hardest and most difficult thing is how a few months down the line we try to explain that some staff can no longer help because they are not allowed or can't access their information. If we can't explain or justify it how the heck are we supposed to explain to them. As am sure lots of you do we have lots of people who we see who have learning needs and mental health issues who just won't be able to understand. Similarly the families we spent years getting to know. And what when the 2 NPS staff are out and one of our more aggressive folk come in needing attention? Trying to explain to someone with a severe PD that the OM who often helps them can't any more is a recipe for disaster. And I have no doubt it will come to that once CRC and NPS close the drawbridge and start caring about their own reputation and sod all else.
ReplyDeleteOK ENOUGH ALREADY PLEASE. We are where we are. I have been an avid reader of this blog since the beginning because of the information it provided which was not available elsewhere and also the unity that WE in probation are not happy. Regardless, we are where we are. Do you not think that instead of just providing opinions and expressing our anger that we should be forcing this energy elsewhere? For goodness sake, we are about to lose the best criminal justice institution in the world lets stop apportioning blame and focus on ways to stop this TR shambles. If a gladiator goes in the ring to face the lion what do you think he would do, place an argument and show his anger as to why he should not be in the ring or just get on and fight to save his life. Surely this is not a difficult question, or is it?!!!
ReplyDeleteOne of the things I remind myself is to think outside the box, but surely there are others that can do the same ? I do not know the answer but do you not think that moaing is getting us nowhere?!!
DeleteI would take issue with 'moaning' and reframe that as giving people the platform and space to say what they think - writing and expressing being therapeutic. Of course people are doing other things and other things are going on. I'm always open to receive leaks of all kinds and don't forget potential bidders read this stuff and it's not painting a very rosy picture for a profitable business. If there's no bidders - there's no TR.
DeleteWell that depends on th calibre of th Gladiator the one we elected laid down his argument to collude and join the CRC as and ACO yet he is supposed to the the chair of our opposition are you aware of the context and I bet Grayling has laughed himself to sleep on that application form for several nights now and will no doubt be sharing a copy or two around with his tory chums saying look at this the the national chair of NAPO has applied for lead role in my CRC and they all fall around laughing at us like Cadburys smash advert robots ! Wake up poster !
DeleteYes a very good point and just another illustration sadly of the utter dysfunctionality of Napo at the top. A very unwise move politically in the middle of this struggle to add to all the other very unwise moves by other people at the top in Napo.
DeleteBUT we are where we are as they say and bad as it is we have to try and get the good ship Napo, holed and rudderless as it is, patched up and back steaming full ahead in the right direction. This can happen by the membership making their voices clear in a variety of ways, including this blog.
Things have improved - the information flow, for example by direct emails to members has vastly improved. After much prevarication, things are at last moving on Judicial Review, although it may be too late.
There's no doubt the Chair has made some unwise decisions, but while he remains Chair I think he must be supported and encouraged to make the right decisions, especially in getting a grip on the activities of the paid staff at Chivalry Road, exercise some firm leadership and make the most of Grayling's current difficulties. There's plenty of time for recriminations further down the line, starting at the AGM I suppose.
It's a bloody mess - but it's been a mess at the top in Napo for so many years it's almost like situation normal. The breakout of free speech just might improve things.
I'm sorry you will have to spell out exactly how we should be expending our energy then.
ReplyDeleteHow about pointlessly masturbating, seeing as how Grayling & co think we're such a bunch of useless wankers to be so easily taken advantage of.
DeleteI have a different view and hope that my efforts, however covert or unknown, have some effect and bear fruit.
In the meantime, Chris, feel free to assume I'm a simple tosser.
See you in hell, buddy.
Leaks of emails, delaying any thing that is asked to aid this shambles, make it loud and clear that companies interesting in taking over will be whistle blown to in an inch of its life. This has not been a partnership getting along side as we are told to do with cases, this is a top down defecation from chris grayling with the help of complicit management who have no doubt been promised bonuses and generous voluntary redundancy if they comply.
ReplyDeleteI am one who has certainly found 'moaning' therapeutic and appreciate a place to let off steam. In my office TR is not just the elephant in the room but the whole feking herd squashing the roof. No one talks about it and this gives my days at work a whole new surreal quality. How about we put our heads together and come up with a list of peaceful non co-operation? To start off, we all know how quickly and efficiently we work and the multi tasking involved. Well I have worked a number of years in a 'proper' privatised companies (ie commercial field with services to sell where there is customer choice - oh, and higher pay rises, bonuses etc etc etc) and probation staffare by a long way the most dedicated, hard working selfless employees. Well let's slow down, take all the breaks we are entitled , stop working until stupid o'clock. We are not letting anyone down. GRAYLING is. I for one am going to stop racing along and start cruising.
DeleteThis describes chris graylings thinking to a T
ReplyDeletehttp://www.youtube.com/watch?v=BKorP55Aqvg
Its about experts and mangers with no idea.
Blah blah blah. More senior manager bashing I see. Why is it everyone expects them to fall on their swords but are unwilling to do so themselves?
ReplyDeleteOh and it looks like Mike Maiden's now working Carillion who, if I'm not mistaken, are builders
Anecdotally a fair few frontline staff have walked away, fallen on their swords, resigned, call it what you will. Its only reasonable that those paid more to take responsibility and make decisions have to take a fall too. No-one has immunity. (NB: I haven't seen the youtube stuff).
DeleteSomeone suggested Carillion might just be a preferred bidder? What conflict of interest might there be there then? What incongruence might be wrestled with? What cognitive dissonance will require addressing? What bank balance suddenly looks much healthier?
I thought Mike Maiden had to leave quickly for personal reasons( as predicted by this blog author) Have things improved substantially to allow him to "consult" now for CRR (Carillion,Reed, RaPT)?
DeleteI presume his gardening leave is up!!!
From Carillion website: -
Delete"We offer a range of specialist services that make a positive contribution to local economies, communities and individuals."
Probation Services
We deliver people focused services that support the transformation of offender management and rehabilitation services. Through sustainable partnerships we deliver fully integrated services to protect the public, rehabilitate offenders into their community and break the cycle of re-offending."
But searching there for Mike Maiden gives a nil return
http://www.carillionplc.com/capabilities/support-services/specialist-services.aspx#.Uz31wKKsj9s
Then there is another page with lots of TR info but no names, then a whole other website inviting other companions to seek them out - they are MUCH involved
http://www.crrpartnership.com/partners.htm
There will be plenty of others walking away if the sort of salary cuts we're hearing about are imposed - suddenly a whole range of other careers, which involve much less stress, will become much more attractive. Bidders would do well to consider this, though I wonder how many will.
DeleteI've made it clear to my employers, occupational health and my GP how I'm struggling. I have one more big deadline to meet then I'm taking to my bed. Had enough, I'm going down the six months on full pay sick route then I'm away.
ReplyDeleteWhat about your colleagues left behind to pick up your work?
DeletePlease - don't load guilt on top of a person's struggle with illness. Yes they are angry, at the end of their tether, but ill!
DeleteHere here Jim, I have been reading these blog posts and have had to stop at this one and respond. Time and time again I have observed staff turning in on each other over the pressure placed on them by the organisation and their managers and over time they have taken this pressure out on their colleagues who get sick and sometimes develop longer term and more permanent conditions. Quite frankly its despicable to see staff behave this way and in the environment we work in its even more unacceptable. In my Trust I have seen organisational bullying which can all too easily become self perpetuating. Stop and think.
DeleteVery sorry to hear that but I think we all fully understand and can sympathise with your position - in the past I've been forced to do the same. Take care, look after yourself and best wishes for the future, wherever it takes you.
ReplyDeleteCheers,
Jim
People with your attitude incense me and you have no morals. There are a few slackers who regularly take 6 months off and suddenly find they are fit to return just as the full pay is about to run out. you would be sacked in the private sector.
ReplyDeleteI think you are confusing 'slackers' with someone that is ill.
DeleteWell done Jim in maintaining a voice of calm and keeping this blog going at this grim time.Don't forget to take care of your own health please
DeleteI will and thanks! It's so gratifying that people are finding it's useful and contribute.
Delete