1. Audit Committee Quality Performance Framework Nicola Endacott Deputy Head of Analysis

2. Quality Performance Framework 6 outcome themes representing performance outcomes arrived at through consultation Underpinned by a suite of measures and quality focussed data Monthly grading process taking a rounded approach Limiting Judgements to ensure focus on doing the right thing Underpinned by continuous research and analysis - Weekly Statistical Process Control (SPC) Charts, Daily Management Information, 24/7 statistical availability on data hub CommunityVictimOffender Threat, Risk & Harm Supported Workforce Standards & Integrity 4 = Excellent 3 = Good 2 = Area of Focus 1 = Requires improvement Outcome themes Grading levels

3. 6 month review of framework Chief Officers agreed the review of the underpinning measures in March 2015 New measures were agreed to enhance the whole force involvement in delivering quality to victims: Forensic : 3 new measures (yield, digital, timeliness) HR : 2 new measures (Hurt on duty, Exit interviews) SCD : 3 new measures (Newly commissioned operations, court convictions, OCG validated disruptions) Transforming Strategic Justice performance framework measures to replace previous case file quality and timeliness measures in line with national program

4. Officers welcomed the focus away from a target driven performance framework and the QPF outcomes were being embedded in local performance management. Membership of the Grading meeting has been expanded to provide greater governance of the process and bring wider knowledge providing more professional judgement and challenge Since then further information has been provided to develop the outcomes in more detail including: Internal service delivery/staff survey of Support services Financing and resourcing of operations and their effectiveness Progress against HMIC recommendations and inspection findings 6 month review of framework

5. Process of continued improvement Victim Performance issue identified Analysis and understanding Plan in place to overcome issue Service improved Through the framework burglary dwelling service delivery was questioned when findings from the User Satisfaction Survey were showing a higher level of dissatisfaction. A review of the victims journey’s were commissioned to identify what the barriers to satisfaction and improved victim service were Measures put in place: Diary attendance could only be authorised by Inspector Crimes to be filed only from SPOC agreement (proactive) Updates to BD victims to be QA’d by supervisor Briefing to all staff clarifying victim service delivery Improved satisfaction of victims of Burglary through better victim service

6. Internal Audit : Best Practice In addition to the scheduled self-evaluation of the framework, internal auditors, Baker Tilly, conducted an impartial review of the framework. The best practice statement (item 1.5 Additional Information) states best practice was identified for the following reasons: Delivers high-level beneficial outcomes Emphasis on understanding what is being done operationally Focuses on understanding any issues and directing resources towards addressing them Improves officer morale and buy-in Connects to how they (officers) do their jobs and how they (officers) can improve Continuous review keeping a dynamic framework continually being adapted to improve its fitness for purpose Avoids being fixed imposing performance demands that have lost relevance Focus on positive areas as opposed to poor performance and negative reporting Developed from extensive consultation within the Force and of members of the public Align with what the public saw as priorities Divisions and specialist units operating to deliver the Police and Crime Plan priorities

7. Recent improvement topics Over the last 6 months the following have been areas of performance identified through the QPF for focus or improvement, or have been areas of in-depth scrutiny: Case file quality and timeliness Delivering ‘local to global’ profiles through effective partnerships– preventing the vulnerable from being drawn into gangs or organised crime Calls for service Integrated Offender Management (IOM) Burglary Satisfaction SCD contribution to whole Force performance Violent crime seasonal increase/summer campaign 18 Outcomes review Operation Castle evaluation – Force wide burglary campaign

8. Performance delivery August 2014 – QPF introduced April 2015 – QPF embedded in performance