1. Performance Management Framework Inspector Christian Ellis

2. Why have it? The corporate performance review framework is the central mechanism for driving the force forward to achieve both continuous & sustainable performance improvements

3. What does this mean? The force has a performance review framework which allows questions to be asked How well have we done? What can we do to improve?

4. What does it do? The review framework highlights performance achievements & areas for development at all levels of the force. It is aligned to “Putting People First”, the Policing Plan, & the corporate policing strategy

5. So what does this mean? The performance review framework covers the whole force It looks at achievements as well as areas for development

6. What does it do? The review framework is cohesive There are a number of tools that have been combined to support it’s implementation

7. Performance Management Covers performance at Force and ‘Basic Command Unit’ level Includes performance documents, crime & detection statistics, IQUANTA, PPAF, statutory performance indicators & NSIRcrime & detection statistics IQUANTAPPAF statutory performance indicators NSIR

8. OIC Webb Identifies workload & outputs throughout the Force down to team & individual level The majority of this data is updated on a daily basis to provide actionable data to both officers & managers

9. EPDR Electronic Personal Development Review Carried out yearly

10. MPR Monthly Performance Review Carried out monthly Based on People Professionalism Partnerships & Problem Solving

11. MPR Collects team & individual performance data Allows questions to be asked

12. Performance Management

13. MPR Accountability Structure Executive Performance Review Chief Constable ACC (Crime & Support ACC (Territorial Ops) ACO Finance & Commissioning Strategic Performance Group Acc (Crime & Support) ACC (Territorial Ops) ACO Finance & Commissioning OPT Crime Registrar All BCU Commanders

14. MPR Accountability Structure BCU MPR ACC (Territorial Ops) ACC (Crime & Support) Supt BCU Commander Ch Insp Operations Ch Insp Neighbourhood Policing Ch Insp Crime BCU Business Manager Operations MPR Ch Insp Ops/Neighbourhood/Crime Relief Insp/Principle Police staff

15. MPR Accountability Structure Relief MPR Relief Insp Principle Police staff Relief Sgt Senior Police Staff Individual MPR Relief Sgt Senior Police Staff Relief PC Police Staff

16. Managing Performance Performance Review Cycle 1. Results 2. Analysis 3a. Other Links 3. Review 4. Improvement 5. Plan 6. Resources 7. Activity 8. Measurement 9. Monitoring

17. Role of the supervisor Supervisors can assist the Performance Management framework by doing meaningful MPR’s & PDR’s

18. Role of the supervisor Feedback should pass both ways A good performance review should be a 2 way process between PC & Sgt Feedback

19. Myths Performance management is not a ‘Big Brother’ to keep people under the cosh

20. Myths People who work hard are recognised People who do not work hard are developed

21. Myths Individual targets should not normally be set With one exception Continuous Professional Development

22. Completing EPDR’s & MPR’s It is important that clear direction is given Individuals need to be informed what is expected of them Monthly reviews culminating in yearly review

23. Key Principles Planning Supporting Reviewing

24. Performance Review Force Objectives Service Unit Objectives Personal Objectives Team Objectives Service Delivery

25. Setting Objectives Based around the role profile Linked to policing strategies Set to improve & achieve Based on the ‘SMART’ principle

26. Monthly Performance Reviews Carried out monthly Set interim objectives Address blocks of performance Underpins EPDR

27. Lessons Learnt It is the supervisors responsibility to; Achieve objectives Give clear instructions Support the individual Record accurately

28. Evidence Continuous assessments Personal records Correspondence Feedback Reports Certificates PMF EPDR’s & MPR’s

29. Ratings Achieved Partially Achieved Not Achieved Withdrawn

30. Developmental or Action Plan Development of individual Personal goals Broaden skills Promotion Action plan individual Performance Skills gap Standards

31. Action Plan It is not a way of pleasing someone Its is a development tool

32. Supervisors Responsibilities Monitoring specific tasks Review and update Challenge and evidence Standard Setting NO WARNINGS GIVEN!

33. Good Practice Timely Accurate Evidenced

34. QUESTIONS