Not Me Guv

"You can't blame me for what my predecessor did", is a sentiment that's encouraged in many organisations particularly those with multiple layers of management where those outside can't easily determine responsibility. Pass the Parcel and Musical Chairs are not just for kiddies' parties. They're useful tools for management.

Over the course of the 15 years of disastrous management of Blacka, we've seen numerous people coming and going. Decisions have been taken and post holders have walked away from them. New people have come in saying we can't hold them responsible for what occurred before they arrived. Just on Blacka we've seen several 'reserve managers' come and go and a Chief Executive. Part of the strategy designed to confuse is to change their job title and presumably job description periodically too. Controlled destabilisation is part of the game. Sheffield's Parks Department itself has gone through a number of changes of name and management, some of which has undoubtedly arisen from cutbacks and the need to amalgamate roles after job losses. Now a post is being advertised for a new Head of Environment and Countryside, salary about £65k, answerable to the Director, currently Paul Billington (not known how much longer). Chris Heeley, the departing Head, and Paul Billington were responsible for the Report to Cabinet I criticised in this post.

Anyone who thinks he/she may be a suitable candidate should read the following advertisement:

https://jobs.theguardian.com/job/6227443/head-of-parks-and-countryside/#success

Amid the supporting information for this ('probably the best parks job in the UK' - nice one P.B.) can be found this - presumably 'customers' is referring to the public. I can't find any reference to a commitment to transparency anywhere.

Customer Focus

• Undertake reviews of the service specification with key customers to ensure that service continues to meet business requirements
• Contribute to the continuous improvement of the service using available data and service intelligence, contributing also to whole service improvement as strategic lead for the Parks and Countryside Service and also in the wider context of the Culture and Environment Senior Management Team
• Review customer satisfaction and the strategic lead on service improvement
• Ensure that the function is flexible to customer demand and that when new requirements are identified the service can respond quickly to meet the needs

Elsewhere we are told that :

" We are looking for someone with great leadership skills, energy and drive, outstanding people skills, positivity and an ability to deliver major change in public services."

.......but also that   "Experience in parks management is not essential."