Performance ManagementFramework

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 are 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 StructureExecutive 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

Performance Review Cycle

1. Results2. Analysis

3a. Other Links

3. Review

4. Improvement

5. Plan6. Resources7. Activity

8. Measurement

9. Monitoring

Role of the supervisor

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

Role of the supervisor

• Feedback should pass both ways

• A good performance review should be a 2 way process between PC & Sgt

Feedback

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

Objectives

Team

Objectives

Service

Delivery

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