[Tubby Isaacs]

Have the government's press mates gone after Louise Casey as a soft lefty yet?

[Watchman]

No, but in some quarters it’s because they’ve had to become “woke” that has made them like it

[Malcolm Armsteen]

Yvette Cooper was mighty, and Starmer was A1.

[Youngian]

Have the government's press mates gone after Louise Casey as a soft lefty yet?

Dan Hodges is having a go

[RedSparrows]

Bwahahahaha, it's always the fault of the chattering classes. They chatter and they think they matter and Dan thinks the same and oh what's this is it shite governnance from the government?

[Malcolm Armsteen]

I'm reading the full Casey Report, and I'll give you extracts, but this to start, from the introduction:

I am unconvinced that police forces are fully alive to that risk, nor that the Met fully understands the gravity of its situation as a whole. If a plane fell out of the sky tomorrow, a whole industry would stop and ask itself why. It would be a catalyst for self-examination, and then root and branch reform. Instead the Met preferred to pretend that their own perpetrators of unconscionable crimes were just ‘bad apples’, or not police officers at all. So throughout this review, I have asked myself time and again, if these crimes cannot prompt that self-reflection and reform, then what will it take?

Yup.

[Malcolm Armsteen]

Shiiiit.

There is no workforce plan, no strategic assessment of the needs and skills of the organisation, and demand modelling is outdated. Recruitment and vetting systems are poor and fail to guard against those who seek power in order to abuse it. There has been no central record of training, so officers may well be in roles which they are not trained for.
The management of people is poor. The Met’s processes do not effectively root out bad officers, help to tackle mediocre officers, or truly support and develop good officers. Some of this is down to national systems (including misconduct processes, under-performance regulations, and the national promotion framework). But the Met doesn’t actively intervene to make these work better for its people, and its own policies, practices and culture serve to exacerbate the problem.

[mattomac]

Remember this was the reasons for Khan dismissing Cressida Dick and the HS and her mates bleated and had that shoddy report written up.

As a Londoner I simply don’t trust them, I’d sooner ask a traffic warden for directions.

[davidjay]

The reason the Met is so bigoted and reactionary is because of woke and liberal. Sounds reasonable to me.

[Malcolm Armsteen]

Fuck...

Many of the Met’s management systems are based on national standards and good practice. But systems depend on effective implementation to deliver the right outcomes. Good intentions and words alone are not enough to make an organisation work well. We found the Met is run as a set of disconnected and competing moving parts; lacking clear systems, goals or strategies; unwilling to see, listen and learn from mistakes and wrong-doing; and substituting good leadership and management with optimism bias, communications spin and short-lived initiatives.

Most other public services that serve the public, and those that regulate or monitor them, are alive to the fact that such roles will attract both suitable and unsuitable people. For example, paedophiles want to be near children. In policing, there will be many people who are attracted by public service, and committed to justice and integrity. But there will also be others attracted by the power of the role who will want to abuse that power.
That is why robust procedures are essential to ensure that those joining and choosing a career as police officers understand the values and public expectations of policing, are capable of living by them, and of meeting the commitments in the oath to which they attest when taking up the office of constable. Such procedures mean officers can be held to account for doing so, and for failing to do so.
Issues of vetting are being looked at as part of a separate review: it is concerning that nationally, no serving police officer has ever been required to leave the service as a consequence of failing to maintain their vetting status.

[Malcolm Armsteen]

Savage.

Inadequate management allows those who seek to do wrong to continue their activities and affect other officers, staff and the public. But it also means mediocre performance goes unchecked, putting greater pressure on other officers to pick up the slack. It also seriously impedes the potential of good officers who are not given the support and challenge they need to progress in the organisation. Far too much is left to chance.

That's you, Cressida...

[Tubby Isaacs]

[
Dan Hodges is having a go

He's strangely short of links from lefty liberals saying "It's brilliant Cressida Dick has been appointed because she's a lesbian".

[Malcolm Armsteen]

Loki on a ladder - conclusion to Chapter 3:

There is currently no plan for the workforce beyond bringing people in, and no sense of how the thousands of new recruits will breathe fresh life into the force after years of austerity. The vetting system is broken, there is minimal supervision, training and development is not taken seriously, there are no training records and the Met do not know what their workforce needs. People are doing jobs they are not trained to do. Initiative after initiative keeps everyone busy, creating new teams and moving people around but ultimately gets in the way of the core job of keeping Londoners safe and prevents the development of fully developed plans for change.
Leadership is not taken seriously and people are not promoted according to their talents. If they are, it is despite, not because of, the promotion process. The absence of clear structures, systems, expectations and two-way communication in an organisation the size of the Met, allows poor cultures to grow.

[Malcolm Armsteen]

Have the government's press mates gone after Louise Casey as a soft lefty yet?

Tricky, as at one time she was an adviser to Johnson.

[Tubby Isaacs]

Tricky, as at one time she was an adviser to Johnson.

That sort of thing doesn't usually stop them. Old Man Miliband was a literal war hero.

[davidjay]

The Home Secretary blames Sadiq Khan. Shocked, I am.

[Malcolm Armsteen]

The report cites throughout the negative effects of austerity...

[Malcolm Armsteen]

Conclusion to Chapter 8

The Met itself sees scrutiny as an intrusion. This is both short-sighted and unethical. As a public body with powers over the public it needs to be transparent to Londoners for its actions to earn their trust, confidence and respect.
Statutory partners, MPs, coronial inquests and even public inquiries are entitled to seek explanation for incidents that occur, for those requests to be treated seriously and their findings to be seen as important learning for the organisation and providing transparency for those who seek answers.
A cultural shift is required for the Met to become a reflective and learning organisation which opens its doors and invites criticism, examination, challenge and assurance.

[Malcolm Armsteen]

Chapter 9

The Met’s data, and its own review of misconduct and criminal investigations into police perpetrated domestic and sexual violence, indicates a worrying level of complacency about the risks posed by police officers who prey on officers and members of the public.
It has not recognised that such men (and it is largely men) may be attracted to policing in the first place due to the power it gives them, or that predatory and repeat behaviour is a feature of such crime, or that the control they exert means that victims are less likely to report.
A system that sees misconduct as a series of processes and procedures, and deals with sexual misconduct in the same way as fraud or misuse of Met property, is not going to be effective in rooting out those who corrupt the integrity of the Met in this way.

The Met has not gripped the extent and scale of the problems that exist in its organisation
There have been numerous high-profile instances of racism, misogyny and other forms of discrimination that have been uncovered in the Met, often with HMICFRS, the IOPC or other bodies reporting on how things went wrong.
In this context, the description of institutional racism should come as no surprise. The Review has stood on the shoulders of others, allowing us to clearly see a landscape where, in particular, London’s Black communities have been over-policed and under-protected by the force that are supposed to protect them, whilst not asking itself if there is any connection between that and their failure to recruit and retain Black officers and staff.

[Malcolm Armsteen]

Overall

10.6. Conclusion
Active and purposeful engagement is an operational imperative for effective policing, not a separate function.
Public confidence and trust in the Met have been falling, calling public consent into question, and the relationship with Black Londoners in particular remains unfixed. Weaknesses outlined in chapter 8 exist in the system of accountability to politicians elected to represent the public. In these circumstances, good communication, consultation and engagement with the public – giving them a real say in how London is policed – becomes more important than ever.
The main way in which ongoing and consistent engagement between police and the public occurs is through the interaction between citizens and the public in day-to-day policing. But with the decline in numbers of officers undertaking neighbourhood policing, and officers constantly abstracted, interaction is now less regular.
This drives up the imperative to make every opportunity for engagement count.
The Met cannot afford to squander the valuable contributions of people who want to make policing better. It needs to be prepared to listen, to understand that communication goes both ways and that they have to be humble and learn what they can give. The Met does not always know better, and cannot have all the answers.