Performance Management Framework Inspector Christian Ellis Why have

Performance Management Framework Inspector Christian Ellis

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

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?

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

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

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

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

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

EPDR • Electronic Personal Development Review • Carried out yearly

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

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

Performance Management

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

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

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

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

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

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

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

Myths • People who work hard are recognised • People who do not work hard are developed

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

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

Key Principles • Planning • Supporting • Reviewing

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

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

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

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

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

Ratings • Achieved • Partially Achieved • Not Achieved • Withdrawn

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

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

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

Good Practice • Timely • Accurate • Evidenced

QUESTIONS