Institute of Professional Investigators


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Time Management Course

For professional investigators, as well as any emergency service personnel, time management is difficult.  We work in a world of changing demands, newly arising urgencies and emergencies and other calls upon our services. It is easy to feel out of control and subject to conflicting demands for our time.

Despite that, it is our experience that no front-line operative has ever been formally trained in managing their time. The busiest staff, responsible for delivery of the service being offered, are rarely helped in managing their ability to provide that service. And when they can’t manage their time at work, their own personal lives suffer, too. We can prevent that.

Following research of some timeless texts, through personal experience and the discovery of some powerful insights, we have developed this course so that it contains methods and philosophies which its author, a professional investigator, applied while working in one of the busiest and exciting of professions – policing.

If a front-line patrol officer and detective of 30 years’ experience can convert a busy ‘schedule’ of incidents and interruptions into an organised life using these methods, then so can you. Developing your understanding of better time and self-management by taking you through the theory, the philosophy and then the practice of time management, this book will take you progressively towards using sound self- and time-management techniques to ensure that your blueprint for a well-managed professional and personal life becomes a reality.

The IPI Time Management Course will enable you to:

  • Look at time management in a different way
  • Rediscover and reinvigorate your sense of purpose
  • Enable you to focus your time on that purpose, thus making you more effective at getting what you want, for as long as you want
  • Advise you on a ‘planning process’ that will reduce stress while getting things done
  • Help you overcome distractions
  • Help you control emails and telephone calls
  • Identify tools that can enhance productivity.

We will also engage you in exercises that will make you think more about what you do and why you do it (and how), and we will include a PDF copy of the source document of the course, which will contain material not included in the on-line portion of the programme .¹

A Certificate will be available on satisfactory completion of the course.*

A paper on the Rationale for Cost Effective Time Management Training for Investigatory Staff

  1. In a Home Office funded report, PA Consulting Group , having been asked to ascertain why police officers spent so little time on the beat, included amongst its recommendations “Time management training for officers where needed and active provision of in station support to ensure time management is effective” . (Source: Home Office Police Research Series, paper 149, “Diary of a Police Officer, 2001.)
  2. That paper had specifically been intended to address a paradigm of effectiveness based on patrol availability, itself an arguably warped paradigm because ‘just being on patrol’ leads to un-measurable results – in an organisation run on the numbers.
  3.  However, in addressing ‘how to make police officers more available’ it, by definition, identified ways where police officers’ time was being wasted. Bureaucracy was a natural favourite, something which has increased rather than decreased since that report. The need to measure results and the newer, risk aware culture has resulted in more form-filling and reporting than was subject to such criticisms a decade ago. DASH forms, Misper modules, computerised crime administration – all have resulted in demands that paperwork be done NOW!  And in all that time, my experience as a serving front line officer is that NO TIME MANAGEMENT TRAINING WHATSOEVER has been provided to the front-line, service deliverers.
  4.  In 2011, the Home Office announced that police organisations would need to cut budgets by up to 20%, with no specific mention of what 20% of their work would be taken away. In essence, the message was clear – do 25% more work with the resources now available.
  5.  There was, and still is no suggestion that better time management training and facilities would be coming on line. So, 10 years after a firm common-sense recommendation was made, and despite the immense changes to the work requirements and service possibilities, police officers are still running around unorganised and stressed, in a self-defeating and service-undermining white-water world. With no-one providing the help that they need to cope with it all.
  6.  In the Daily Mail on 1st August 2009 it was reported that “Police officers took 225,000 days off for stress last year, costing the taxpayer £37million”. Notwithstanding stress brought on by trauma and acknowledging that stress can be borne of non-work-related issues, this statistic indicates that as much as £1,000,000 per police force could be saved – or better spent - by improved training in self-management.
  7.  In a paper “Managing Sickness Absence in the Police Service - A Review of Current Practices” by Hayday, Broughton and Tyers  (Research Report RR582, Health and Safety Executive, September 2007), it was stated that (my italics):
    · “Long-term absences of over 20 days were seen to be related to psychological problems (such as stress, depression and anxiety), musculoskeletal disorders and serious or fatal illnesses.
    ·  Work was perceived to be a contributory factor to both short and long-term sickness when individuals felt they were under pressure due to lack of resources, bureaucratic demands and organisational change. Sickness could also result if individuals felt that they had little or no support from the force, or were in negative work situations.
  8. The message has always been clear – the research shows that the symptoms of stress relate to an inability to cope, and an inability to cope is a consequence of a feeling that the sufferer is not in control – and it is therefore suggested that some training in control methodology would be very likely to have a spectacular effect on stress-related illness absence. Not to mention the pre-sickness unproductivity that must exist before the sufferer finally succumbs to what they see as the inevitable.

¹ This book will be issued 2 weeks after enrolment and no refund will be considered after this point.

*Please note this course is not accredited by any Awarding Body.


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