Date: Friday 30th May 2025 – 10:30hrs
Chair: John Campion
Minutes: Lucy Milner
Attendance
- John Campion (PCC) – Police and Crime Commissioner
- Marc Bayliss (DPCC) – Deputy Police and Crime Commissioner
- Richard Cooper (CC) – Chief Constable, WMP
- Charity Pearce (CP) – Senior Policy Officer, OPCC
- Nicola Lowery (NL) – Policy Officer, OPCC
- Lucy Milner (LM) – Business Support Officer, OPCC
Review of Action Tracker
All actions that required an update at the A&A Performance Q4 meeting were discussed and updated accordingly.
The CC provided a verbal update regarding an action raised at the previous A&A Performance meeting to consider the 101 call performance improvements made by West Midlands Police through the introduction of the Andi-Esra virtual call handling system. The success of the virtual system was acknowledged, noting that it handles 60,000 calls per month and has significantly helped towards ensuring that West Midlands are now consistently responding to 101 calls within 10 seconds. The CC stated that a visit to West Midlands Police had been planned, and that once the costs for the system had been clarified, consideration would be given to its suitability for West Mercia
In response to this discussion, the PCC sought assurance that the current resource in place was being appropriately allocated to assist with improving call handling times for West Mercia. The CC noted that the force was awaiting the release of the most recent data but stated that there had been gradual improvements made. It was clarified that this action would be discharged, and the item would be taken to West Mercia Governance Board for further discussion.
The Chief Constables Assessment on Quarterly Performance
Strategic Year End Assessment of performance against the Safer Communities Plan
The CC clarified that the strategic year end Q4 24/25 assessment had been aligned to the previous Safer West Mercia Plan, to remain consistent with the previous quarterly performance assessments provided for 24/25.
The CC discussed the Q4 victim satisfaction and Victim’s Code of Practice (VCOP) compliance data, highlighting the positive improvements against most of the key performance indicators. The CC stated that internal monitoring of victim satisfaction had also demonstrated positive improvements across 24/25. However, it was acknowledged that the recent PEEL Inspection had advised that, despite the quantitative improvements, the quality of service for victims was inconsistent.
The number of crimes recorded within 24 hours was discussed as an area for improvement, despite achieving good at the recent PEEL inspection. The CC stated that improvement work was underway, noting that there is the potential to introduce some automated measures to assist with this. The PCC remarked on the disparity in LPA percentages; the CC explained that locality and distance travelled was a factor, as well as general LPA performance.
The reduction in crime volume across all monitored crime types, with the exception of sexual violence, was highlighted positively. The CC acknowledged that there were still improvements to be made in respect of outcomes ‘Action Taken’, and the PCC asked what actions will be taken by the force to achieve this. The CC stated that effective supervision of crime management would be a focus for the force, enabling officers to further develop their investigation skills, improve their knowledge of appropriate lines of enquiry, and encouraging best practice for managing case workload.
The CC discussed the ‘Action Taken’ rate for Domestic Abuse (DA) and acknowledged that this remained an area for improvement. The CC stated that he is confident that some changes already being made within WMP will improve to DA outcomes. The CC also noted that Operation Franklin should bring further improvements to DA outcomes, along with additional focus being given to developing officer expertise of working with victims of DA. It was agreed that a deep dive of the quality of DA investigation and the action taken would be carried out.
ACTION: A deep dive of the quality of DA investigations and the action taken to improve this, to be carried out in January/ February 2026. CP to work with staff officers to shape this.
The CC stated that WMP response time performance had remained generally static, despite the increase in capacity of response officers. It was acknowledged that there had been fewer incidents to respond to in quarter 4. The CC highlighted the need to retain officer capacity with the introduction of the new operating model, to help ensure improvements in response times.
The PCC asked the CC how cultural change can be achieved to improve police productivity and lead to better response times. The CC stated that the current focus for WMP has been around investigative rigor, however he acknowledged that police productivity is inconsistent across the force, and this will require more focus and expectation over time.
DA response times were discussed and the CC observed that there been some steady progress made, but that this remained an area of focus. The CC explained that officers complete more risk assessment related checks before attending DA incidents, which can impact response times.
The CC progressed to the ‘Reassuring West Mercia’s Communities’ data, noting his disappointment with the 2% reduction in ‘public confidence in local policing’ during quarter 4, despite the improved public engagement work taking place with WMP.
The PCC expressed concerns over whether the improvements seen in the ‘percentage of 999 calls answered within 10 seconds’ could be retained if demand increased again, noting that the volume of 999 calls had decreased over the last 12 months. The CC acknowledged that there were still improvements to be made, and hoped that improvements to 101 call handling could lead to a positive impact on 999 call demand.
The increase in the volume of 101 calls was discussed; it was acknowledged there are still periods across the year where 101 wait times increase, which is impacting the average across the year. The CC explained that the complexity of the calls received will also be a factor with long wait times. The PCC expressed an interest in how WMP can build and improve public confidence and stated that the inclusion of some qualitative data on call handling would help inform some further meeting discussion.
Quarterly Update on Performance / Activity Related to the National Priorities for Policing (Beating Crime Report)
The WMP Beating Crime Plan National Priorities- Assessment of Performance report had been provided ahead of the meeting.
The CC stated that WMP was performing well across all national crime indicators, highlighting the continued reduction in the volume of serious violence incidents in West Mercia, with a 6.2% reduction in recorded offences compared to Q3.
The quarter 4 reduction in vehicle crime of 14.9% was discussed and the PCC asked for assurance that the force are taking appropriate measures to ensure that vehicle crime does not see an increase, now that a business-as-usual approach was in place. The CC provided assurance by clarifying that there is now enhanced information sharing processes in place with West Midlands and concentrated patrolling taking place in identified hotspot areas.
The CC stated there was a trend in the theft of electric vehicle charging cables, which is an area that is currently being monitored by the force.
Quarterly HMICFRS Update
The CC stated that the HMICFRS detailed report into the effectiveness of police investigations outlined 11 recommendations A detailed action plan is now in place to respond to the various recommendations. The CC stated that he is assured that all activity outlined in the action plan is progressing as planned. The CC clarified that a lot of the actions are in relation to the governance and the supervisory oversight of investigations. The CC stated that improving the quality of investigations was a priority for the force, with officer training being put in place.
The PCC asked how we can be assured that the necessary changes in supervisory oversight, and quality leadership become embedded within the force. The CC explained that meaningful and impactful cultural changes will take time, but that he is confident that the actions taking place will generate the necessary change. The CC also observed the positive impacts that AI support will bring to the force, to ensure compliance with policy and process.
The PCC noted the lack of tactical data in the report. The CC stated that he is confident that relevant tactical detail was being carried out by the teams in response to the HMICFRS report and that it aligned to the recommendations. The CC agreed to share the action plan with the PCC to demonstrate tactical detail.
ACTION: CC to share action plan in response to HMICFRS report and recommendations with the PCC
Summary of Actions Arising
- A deep dive of the quality of DA investigations and the action taken to improve this, to be carried out in January/ February 2026. CP to work with staff officers to shape this.
- CC to share action plan in response to HMICFRS report and recommendations with the PCC
AOB
No additional items were raised for discussion
Confirmation of Next Meeting Type / Date / Time / Venue
Public A&A meeting, 2nd June 2025