Audit CommitteeQuality Performance Framework

Nicola EndacottDeputy Head of Analysis

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

Community Victim Offender

Threat, Risk & Harm

Supported Workforce

Standards & Integrity

4 = Excellent

3 = Good

2 = Area of Focus

1 = Requires improvement

Outcome themes

Grading levels

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

• 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

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

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

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

Performance delivery

August 2014 – QPF introduced

April 2015 – QPF embedded in performance