scottish fire and rescue service · proposal. 4.10 4.10.1 risk in relation to the legal...
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EXECUTIVE COVER SHEET
Report No: B/BS/01-17
Agenda Item: 14
Report to: THE BOARD OF SCOTTISH FIRE AND RESCUE SERVICE
Meeting Date: 28 MARCH 2017
Report Title: REVISED COMMITTEE STRUCTURE IMPLEMENTATION UPDATE
Report Classification:
FOR DECISION
Prepared by: Rab Middlemiss, Board Support Team
Sponsored by: Mark McAteer, Director of Strategic Planning, Performance and Communications
Presented by: Rab Middlemiss, Board Support Team
Links to Strategy
This links to SFRS Strategic Plan 2016-19 through our priorities of Governance and Social Responsibility; and Transformation, incorporating the following associated key strategic objectives:
We will continue to ensure that our decision making processes are transparent and evidence led.
We will develop a performance framework that enables the effective management of risk and supports effective scrutiny, challenge and improvement.
We will embed effective communication and engagement in all that we do.
We will continue to explore how we maximise efficiency and productivity within our organisation and partnerships.
Governance Route for Report Meeting Date Comment
SFRS Board Meeting 31 March 2016 Approved - Board approved the formation of a working group to develop new Committee structure
SFRS Board Strategy Day Event 28 July 2016 Noted – Feedback given to working group
SFRS Board Meeting 8 September 2016 Approved – New structure and feedback given
SFRS Board Strategy Day Event 29 September 2016 Noted – Feedback given to working group
SFRS Board Meeting 27 October 2016 Noted – Update on outcomes from committee review workshop Approved - Board
SCOTTISH FIRE AND RESCUE SERVICE
The Board of Scottish Fire and Rescue Service
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approved the implementation plan and Terms of Reference for the Service Transformation Committee.
Strategic Leadership Team Business Brief 12 December 2016 Noted
SFRS Board Meeting 15 December 2016 Noted – Update on outcomes from committee review workshop Approved - Board approved the implementation plan and Terms of Reference for all other committees, Scheme of Delegations and Standing Orders for Meetings.
1 Purpose
1.1 1.2 1.3
To inform the Scottish Fire and Rescue Service (SFRS) Board of the most recent key outcomes of the committee review. To inform the SFRS Board of progress towards completing the implementation plan (Appendix A). To propose revised draft Terms of Reference (ToR) for each committee for approval (Appendix B-G).
2 Summary Main Report Ref:
2.1 2.2 2.3
At its meeting on 29 January 2015, the Board approved a Zero-based Committee Structure, whereby all committees are stood-down automatically at the end of each year and the Board then re-evaluates their committee’s needs. An opportunity was also identified to consider how the Board’s committee structure interfaces with the recently revised SLT governance structure and collectively how this can support meeting the strategic ask of Ministers and Board members contained within the Fire and Rescue Framework for Scotland 2016 and SFRS Strategic Plan 2016-19. At its meeting on 31 March 2016, the Board approved the formation of a short-life working group, consisting of senior officers and Board members, to lead a review of the Board’s existing committee structure. Since its formation, the working group has met four times, provided information to various Board meetings and Strategy Day Events, seeking feedback that has been incorporated within the recommendations in this report. The most recent of these meetings was on 25 November 2016 where ToR for each committee, Scheme of Delegations and Standing Orders for Meetings and nominations of members for committees were reviewed. From this review, draft versions of these documents were established and approved at the Board Meeting on 15 December 2016, and proposed nominations for Chairs and membership of
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2.4 2.5
committees were presented. Since then each committee in the revised structure has met at least once. During the inaugural meeting of the Service Delivery Committee on 9 February 2017 the ToR were subject to a further review to familiarise members of the contents and further amendments were proposed. This was to align the business of this newly established Committee with key Service Delivery functions. This was found to be beneficial to new members and the ToR for each of the other committees were subsequently reviewed at the next scheduled meetings, with further amendments proposed (Appendix B-G). Key milestones for ensuring the delivery of identified priorities and outcomes from the committees review are incorporated within the implementation plan. This is intended to enable the transition to the full committees’ structure by April 2017. An update of progress towards completion of this plan is included in Appendix A.
3 Recommendation Main Report Ref:
3.1 The Board are invited to note most recent key outcomes of the committee review and progress towards completing the implementation plan; and approve the proposed revised ToR for each committee.
4.1
4 Key Strategic Implications Main Report Ref:
4.1 4.1.1
Financial The revised committee structure will lead to savings of circa £10,000 per annum. This figure is based on a reduction of one standing committee and the average annual costs associated with operating a standing committee of the Board.
4.2 4.2.1
Legal Failure to adopt an appropriate committee structure may have an impact on the Board’s ability to perform its scrutiny role and therefore deliver its statutory duties effectively.
4.3 4.3.1
Performance The plan at Appendix A will be used to monitor progress towards the implementation of the revised committee structures, with reports being presented for noting and / or approval at forthcoming meetings of the Board, its Committees and Strategy Day Events as necessary.
4.4 4.4.1
Environmental & Sustainability There are no key strategic environmental and sustainability implications arising from the recommendations set out in this paper.
4.5 4.5.1
Workforce There are no significant employee implications arising from the recommendations set out in this paper. The revised committee structure will lead to less demand being placed upon Board members to attend meetings, thereby ensuring more effective use of their time and a better work-life balance.
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4.6 4.6.1
Health & Safety Committees may scrutinise Health & Safety issues as applicable to their revised or new Terms of Reference.
4.7 4.7.1
Engagement In addition to reports being presented for noting and / or approval at forthcoming Board meetings and Strategy Day Events, the Committee Review Working Group members will engage directly with each committee on revising their Terms of Reference. This will include work to integrate the scrutiny and assurance roles of the Performance and Engagement Committees across to the revised structure.
4.8 4.8.1
Timing Timings for achieving key milestones are detailed within the implementation plan at Appendix 1. These are scheduled to ensure the priorities and outcomes that have been identified are implemented by April 2017.
4.9 4.9.1
Equalities The existing Equality Impact Assessment – Board Operating Arrangements, has been reviewed and there are no issues arising from the implementation of this proposal.
4.10 4.10.1
Risk In relation to the legal implications outlined at 4.2, the implementation of this committee structure is intended to enable the Board to perform its scrutiny role and deliver its statutory duties effectively.
5 Core Brief
5.1 A report was presented to inform the SFRS Board of the most recent key outcomes of the committee review. This included presenting progress towards implementation of the revised committee structure by the end of March 2017 and revised Terms of Reference for each of the committees. It was recommended that Board members note the most recent key outcomes of the committee review and progress towards completing the implementation plan; and approve the proposed revised ToR for each committee.
6 Appendices
6.1 6.2 6.3 6.4 6.5 6.6 6.7
Appendix A – Revised Committee Structures Implementation Plan Appendix B - Draft Service Delivery Committee Terms of Reference Appendix C – Draft Audit and Risk Assurance Committee Terms of Reference Appendix D – Draft Staff Governance Committee Terms of Reference Appendix E – Draft Remuneration, Appointments and Nominations Sub-Committee Terms of Reference Appendix F – Service Transformation Committee Terms of Reference Appendix G – Draft Integrated Governance Group Terms of Reference
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APPENDIX A
SFRS Committees Review – Implementation Plan The implementation plan details the key milestones and tasks that will be undertaken with timescales for achieving each of these. Progress updates towards achieving implementation and engagement with members will be provided at each meeting of the Board, its Committees and Board Strategy Day events during the transition period until implementation of the new structures in April 2017. This is to ensure that a decision making pathway is maintained. A final report will be submitted to the Board meeting scheduled for 27 April 2017.
Key Milestones
Task / Narrative Date to be completed by
Lead
1 Develop a corporate performance scorecard, which will provide the Board with a holistic view of performance and enhance committee performance assurance reporting to the Board
31 March 2017 M. McAteer
2 Develop an Engagement and Communications Strategy, which will embed the role of engagement and communications, and provide a means for each committee to plan their approach for scrutinising these disciplines
31 March 2017 S. Neill
3 Develop committee procedures for mainstreaming equality matters, in support of the SFRS Equalities Mainstreaming Strategy
28 March 2017 E. Gerrard
4 Develop draft Terms of Reference (ToR) and supporting arrangements for a Service Delivery Committee and Integrated Governance Group (formerly Chairs Group) and review the ToR’s of all other committees identified in the committee structure
15 December 2017 R. Middlemiss
5 Establish procedures for ensuring committees have appropriate oversight of relevant HMFSI Reports and how SFRS respond to their recommendations
15 December 2017 R. Middlemiss
6 Review the Board's existing governance policies and procedures, to ensure they enable the effective functioning of the committee structure proposed
15 December 2017 R. Middlemiss
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Key Milestone 1 Develop a corporate performance scorecard, which will provide the Board with a holistic view of performance and enhance committee performance assurance reporting to the Board
Task No. Task / Narrative Date to be completed by
Lead
1 Initial scoping of pathway and consultation with relevant stakeholders
6 October 2016 - Complete
M. McAteer
2 Establish staff workshops to establish key outcomes, define key priorities, define key objectives and establish metrics to understand performance requirements
24 November 2017 - Complete
M. McAteer
3 Performance Management System (PMS) development - Review available PMS and carry out Cost Benefit Analysis to identify best fit for SFRS (both interim and full systems)
Ongoing - TBC M. McAteer
4 Training & Development for users (Board, Committees, SLT, Directorates, Service Delivery - LSO's and Stations) to implement interim version of full system
Ongoing - TBC M. McAteer
5 Develop and implement full PMS
Ongoing - TBC M. McAteer
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Key Milestone 2 Develop an Engagement and Communications Strategy, which will embed the role of engagement and communications, and provide a means for each committee to plan their approach for scrutinising these disciplines
Task No. Task / Narrative Date to be completed by
Lead
1 Initial scoping of strategy document
15 December 2016 – Complete
S. Neill
2 Engage with key related stakeholders (SLT, Board / Committees) to develop strategy
26 January 2017 - Complete
S. Neill
3 Review feedback and amend strategy
9 March 2017 - Complete
S. Neill
4 Implement Engagement and Communications Strategy
31 March 2017 S. Neill
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Key Milestone 3 Develop committee procedures for mainstreaming equality matters, in support of the SFRS Equalities Mainstreaming Strategy
Task No. Task / Narrative Date to be completed by
Lead
1 Initial scoping of procedures
15 December 2016 - Complete
E. Gerrard
2 Engage with key related stakeholders (SLT, Board / Committees) to develop procedures
26 January 2017 - Complete
E. Gerrard
3 Review feedback and amend procedures
28 March 2017 E. Gerrard
4 Implement procedures for mainstreaming equality matters
31 March 2017 E. Gerrard
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Key Milestone 4 Develop draft Terms of Reference (ToR) and supporting arrangements for a Service Delivery Committee and Integrated Governance Group (formerly Chairs Group) and review the ToR’s of all other committees identified in the committee structure
Task No. Task / Narrative Date to be completed by
Lead
1 Review, gather feedback and present Service Transformation Committee ToR for approval
27 October 2016 - Complete
R. Middlemiss
2 Review, gather feedback and present Service Delivery Committee ToR for approval
15 December 2016 - Complete
R. Middlemiss
3 Review, gather feedback and present Integrated Governance Group ToR for approval
15 December 2016 - Complete
R. Middlemiss
4 Review, gather feedback and present Audit and Risk Assurance Committee ToR for approval
15 December 2016 - Complete
R. Middlemiss
5 Review, gather feedback and present Staff Governance Committee ToR for approval
15 December 2016 - Complete
R. Middlemiss
6 Review, gather feedback and present Remuneration, Appointments and Nominations Committee ToR for approval
15 December 2016 - Complete
R. Middlemiss
7 Review, gather feedback and present revised ToR of each committee for approval
28 March 2017 R. Middlemiss
Note: Key Milestone 5 - Establish procedures for ensuring committees have appropriate oversight of relevant HMFSI Reports and how SFRS respond to their recommendations: This will be incorporated into the reviews of all ToR within Key Milestone 4 Plan.
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Key Milestone 6 Review the Board's existing governance policies and procedures, to ensure they enable the effective functioning of the committee structure proposed
Task No. Task / Narrative Date to be completed by
Lead
1 Review, gather feedback and present Standing Orders for Meetings document of the Board and its Committees and Sub-Committees for approval
15 December 2016 - Complete
R. Middlemiss
2 Review, gather feedback and present Scheme of Delegations document for SFRS (incorporating matters reserved to the Board) for approval
15 December 2016 - Complete
R. Middlemiss
3 Review, gather feedback and present SFRS Code of Corporate Governance document for approval
15 December 2016 - Complete
R. Middlemiss
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APPENDIX B
SCOTTISH FIRE AND RESCUE SERVICE BOARD
CORPORATE GOVERNANCE
TERMS OF REFERENCE FOR THE SERVICE DELIVERY
COMMITTEE
Author/Role GM Rab Middlemiss
Date of Risk Assessment (if applicable) N/A
Date of Equality Impact Assessment
Date of Impact Assessment (commenced)
N/A
Date of Impact Assessment (concluded) N/A
Quality Control (name) Assistant Chief Officer Lewis Ramsay
Authorised (name and date) Pat Watters, Chair
Date of review March 2018
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1. INTRODUCTION
2. MEMBERSHIP
3. REPORTING
4. RESPONSIBILITIES
5. RIGHTS
6. MEETINGS
7. RELATIONSHIP TO OTHER COMMITTEES
8. INFORMATION REQUIREMENTS
7. APPENDIX 1
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1. INTRODUCTION
1.1 The Scottish Fire and Rescue Service (SFRS) has established a Committee
of the Board known as Service Delivery Committee. The overall purpose of
the Service Delivery Committee is to scrutinise, monitor and review
performance, and provide assurances to the Board relating to quality of
Service Delivery; operational efficiency and effectiveness; operational safety,
and delivery of approved Prevention & Protection and Response &
Resilience strategies.
1.2 The Service Delivery Committee is not a decision-making forum as
recommendations and outcomes are subject to SFRS Board scrutiny and
governance arrangements.
2. MEMBERSHIP
2.1 The Service Delivery Committee will comprise five members appointed by the
Board, one of whom will be appointed as the Chair. The Committee will be
supported by the Deputy Chief Officer and other members of SFRS staff as
appropriate to the agenda.
2.2 The Committee may invite representatives of related partner organisations as
appropriate to Committee meetings to support, inform and collaborate for the
purpose of supporting the on-going work of the Committee.
2.3 The composition and effectiveness of the Committee will be reviewed
annually by the Board. A full list of the membership is detailed in Appendix 1.
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3. REPORTING
3.1 Minutes of the meetings of the Service Delivery Committee will be submitted
for consideration to meetings of the Board.
3.2 Special reports from the Service Delivery Committee may be presented to
the Board as required. Such reports should contain recommendations (with
an equality impact and cost assessment where necessary) for the Board to
consider.
4. RESPONSIBILITIES
4.1 The responsibilities of the Service Delivery Committee will be:
To scrutinise the operational effectiveness of the service to ensure delivery
against national agendas and outcomes. This will include benchmarking
where appropriate.
To monitor safety in an operational environment and seek assurances in
relation to operational safety, including national Health, Safety and Wellbeing
reporting.
To have oversight of critical incidents and scrutinise learning from these to
support improvements in service delivery safety.
To scrutinise Prevention & Protection and Response & Resilience strategies
to evaluate the effectiveness partnering activity in terms of best value and
the contribution to National Outcomes.
To scrutinise service delivery arrangements to seek assurances against
relevant change, policies, indicators and targets.
To scrutinise the strategic approach to National Risk Reduction including the
development of strategies and policies required to deliver modern and
effective prevention, protection, and response, resilience functions.
To scrutinise and monitor the resources and capability (people and assets)
required for effective Service Delivery.
To scrutinise and monitor the effectiveness of Training and development in
prevention, protection, and operational response.
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To scrutinise and monitor the arrangements for working with partners to
improve local outcomes.
To scrutinise and monitor the arrangements for achieving national and
community resilience.
To scrutinise and monitor the effectiveness of the Operational Assurance
processes in relation to improving the management of operational safety.
To scrutinise and monitor the equality implications of any new policy
proposals being developed and brought to the Committee for consideration.
To scrutinise and monitor the effectiveness of Service Delivery
engagement/communication plans linked to strategy and any key policy
decisions.
To monitor the complaints, compliments and comments received by SFRS via
Information Governance Group.
To scrutinise the monitoring and reporting arrangements via the Performance
Improvement Forum (PIF) of actions from published HMFSI reports.
On behalf of the Board to undertake thematic scrutiny of specific Service
Delivery issues that are identified.
5. RIGHTS
5.1 The Service Delivery Committee may:
Invite other additional members for a period to provide specialist skills,
knowledge and experience for a limited period.
Seek information from the Strategic Leadership Team.
Procure specialist advice at the expense of the organisation, subject to
budgets agreed by the Board in conjunction with the Accountable Officer.
Approve own minutes at the next Committee meeting.
On occasion hold workshop sessions as required.
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6. MEETINGS
6.1 The procedures for meetings of the Service Delivery Committee are:
The full Service Delivery Committee will meet formally and in public at least
on a quarterly basis.
The Chair of the Service Delivery Committee, in consultation with Members,
may request an additional meeting if he/she considers it necessary.
The Committee will also meet informally in workshop sessions as required
for development purposes and to accommodate organisational input and
support.
A minimum of 3 Committee members will be present for the meetings to be
deemed quorate.
In the absence of the Chair, and with the approval of members in
attendance, one of the other Committee Members will assume the role for
the duration of the meeting.
The Service Delivery Committee may ask for any other officials of the
organisation to attend to assist it with its discussions on any particular
matter.
The Service Delivery Committee meetings will be held in public unless there
are matters that the Committee deems appropriate or necessary to consider
in private.
7. RELATIONSHIP TO OTHER COMMITTEES
7.1 The Service Delivery Committee will have strategic relationships with all
three of the other committees:
Service Transformation
Staff Governance
Audit & Risk Assurance
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7.2 The Integrated Governance Group will review and co-ordinate intended
outcomes between Committees to prevent duplication and ensure alignment
of business.
8. INFORMATION REQUIREMENTS
8.1 All requested documentation related to Service Delivery should be provided
at meetings of the Service Delivery Committee.
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APPENDIX 1
COMMITTEE MEMBERSHIP
Members
5 Board members.
Chair of Board (Ex-officio Member).
Others in attendance
Supporting Executive Member – Deputy Chief Officer
Head of Communications and Engagement
Other representation as appropriate and by invite.
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APPENDIX C
SCOTTISH FIRE AND RESCUE SERVICE BOARD CORPORATE GOVERNANCE TERMS OF REFERENCE FOR THE AUDIT AND RISK
ASSURANCE COMMITTEE
Author/Role Neil Pirie
Date of Risk Assessment (if applicable) N/A
Date of Equality Impact Assessment 23 May 2013
Date of Impact Assessment (commenced)
N/A
Date of Impact Assessment (concluded) N/A
Quality Control (name) GM Rab Middlemiss
Authorised (name and date) Pat Watters – May 2015
Last reviewed (name and date) GM Rab Middlemiss – 25 November 2016
Date for Review December 2017
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1. INTRODUCTION
2. MEMBERSHIP
3. REPORTING
4. RESPONSIBILITIES
5. RIGHTS
6. ACCESS
7. MEETINGS
8.
RELATIONSHIPS TO OTHER COMMITTEES
9. INFORMATION REQUIREMENTS
10. APPENDIX 1
11. APPENDIX 2
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1. INTRODUCTION
1.1 The Board and the Accountable Officer has established an Audit and Risk
Assurance Committee as a Committee of the Board to satisfy itself as to the
adequacy and effectiveness of the audit & risk policies, procedures regarding
management of risk, control and governance and associated assurance
through a process of constructive challenge. The Committee has no
executive powers, either over the management of risk, control, governance
etc. or over the operations of those bodies which conduct audit and assurance
work in the organisation but will offer advice or recommendations on the way
in which such management is conducted.
2. MEMBERSHIP
2.1 The Audit and Risk Assurance Committee will comprise five members
appointed by the Board, one of whom will be appointed as the Chair. The
composition and effectiveness of the Committee will be reviewed annually by
the Board. The current membership is detailed in Appendix 1.
2.2 The Board is to ensure that the Chair and Members have the relevant
expertise, experience, training, development and support.
3. REPORTING
The Audit and Risk Assurance Committee will formally report, in writing, to
the Board and Accountable Officer after each meeting. A copy of minutes of
the meeting may form the basis of the report.
The Audit and Risk Assurance Committee will provide the Board and
Accountable Officer with an Annual Report, timed to support finalisation of
the accounts and the Governance Statement, summarising its conclusions
from the work it has done during the year.
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4. RESPONSIBILITIES
4.1 The Audit and Risk Assurance Committee will advise the Board and
Accountable Officer on the adequacy of:
The effectiveness of application of the strategic processes for risk, control
and governance and the Governance Statement of internal control.
The accounting policies, the accounts, and the annual report of the
organisation, including the process for the review of the accounts prior to
submission for audit, levels of error identified, and management’s letter of
representation to the external auditors.
The planned activity and results of both internal and external audit.
The adequacy of management response to issues identified by audit activity,
including external audit’s management letter/report.
The effectiveness of the internal control environment.
Assurances relating to the corporate governance requirements for the
organisation.
Proposals for tendering for either internal or external audit services or for
purchase of non-audit services from contractors who provide audit services;
and
Anti-fraud and corruption policies, whistle-blowing processes, and
arrangements for special investigations.
4.2 The Audit and Risk Assurance Committee will also periodically review its own
effectiveness and report the results of that review to the Board and
Accountable Officer.
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5. RIGHTS
5.1 The Audit and Risk Assurance Committee may:
Co-opt additional members for a period to provide specialist skills, knowledge
and experience.
Procure specialist ad-hoc advice at the expense of the organisation, subject to
budgets agreed by the Board in conjunction with the Accountable Officer.
Engage further assurances on an ad hoc basis, if required.
Seek information from the Strategic Leadership Team.
Approve own minutes at the next Committee meeting.
On occasion hold workshop sessions as required.
6. ACCESS
6.1 The Head of Internal Audit and representative of External Audit will have free
and confidential access to the Chair of the Audit and Risk Assurance
Committee.
7. MEETINGS
7.1 The procedures for meetings are:
The Audit and Risk Assurance Committee will meet at least four times a
year.
A minimum of 3 members will be present for the meeting to be deemed
quorate.
In the absence of the Chair, one of the other Committee Members will
assume the role for the duration of the meeting.
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Audit and Risk Assurance Committee meetings will normally be attended by
the Accountable Officer, the Finance Director, the Head of Internal Audit,
and a representative of External Audit.
The Audit and Risk Assurance Committee may ask any other officials of the
organisation to attend to assist it with its discussions on any particular
matter.
The Audit and Risk Assurance Committee may ask any or all of those who
normally attend, but who are not Members, to withdraw to facilitate open and
frank discussion of particular matters.
The Audit and Risk Assurance Committee meetings will be held in public
unless there are matters that the Committee deems appropriate to consider
in private
At least one meeting per year will be held in private with the Head of Internal
Audit and a representative of External Audit.
8. RELATIONSHIP TO OTHER COMMITTEES
8.1 The Audit and Risk Assurance Committee will have strategic relationships
with all three of the other committees:
Service Delivery
Staff Governance
Service Transformation
8.2 The Integrated Governance Group will review and co-ordinate intended
outcomes between Committees to prevent duplication and ensure alignment
of business.
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9. INFORMATION REQUIREMENTS
9.1 A list of suggested minimum requirements for the inputs which should be
provided to the Audit and Risk Assurance Committee is contained at Appendix
2.
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APPENDIX 1
COMMITTEE MEMBERSHIP
Members
5 Board members.
Others in attendance
Accountable Officer
Director of Finance and Contractual Services
Other representation as appropriate and by invite.
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APPENDIX 2
INFORMATION REQUIREMENTS
For each meeting, the Audit and Risk Assurance Committee will be provided with:
A report summarising any significant changes to the organisation’s
Corporate Risk Register.
A progress report from the Head of Internal Audit summarising:
- Work performed(and a comparison with work planned);
- Key issues emerging from Internal Audit work;
- Management response to audit recommendations;
- Significant changes to the audit plan; and
- Any resourcing issues affecting the delivery of Internal Audit objectives.
A progress report from the External Audit representative summarising work
done and emerging findings.
As and when appropriate, the Committee will also be provided with:
Proposals for the Terms of Reference of Internal Audit.
The Internal Audit Strategy.
The Head of Internal Audit’s Annual Opinion and Report.
Quality assurance reports on the Internal Audit function.
The draft accounts of the organisation.
The draft governance statement.
A report on any changes to accounting policies.
External Audit’s management letter/report.
A report on any proposals to tender for audit functions.
A report on co-operation between Internal and External Audit.
Progress reports on planned inspections to be carried out by HM Fire
Service Inspectorate in Scotland.
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APPENDIX D
SCOTTISH FIRE AND RESCUE SERVICE BOARD CORPORATE GOVERNANCE TERMS OF REFERENCE FOR THE STAFF GOVERNANCE
COMMITTEE
Author/Role Diane Vincent
Date of Risk Assessment (if applicable) N/A
Date of Equality Impact Assessment
Date of Impact Assessment (commenced)
N/A
Date of Impact Assessment (concluded) N/A
Quality Control (name) GM Rab Middlemiss
Authorised (name and date) William McQueen
Last reviewed (name and date) GM Rab Middlemiss – 25 November 2016
Date for Review December 2017
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1 INTRODUCTION 2 MEMBERSHIP 3 REPORTING 4 RESPONSIBILITIES 5 RIGHTS 6 ACCESS 7 MEETINGS 8 RELATIONSHIPS TO OTHER COMMITTEES 9 INFORMATION REQUIREMENTS 10 APPENDIX 1 – LIST OF CURRENT MEMBERS 11 APPENDIX 2 – LIST OF INFORMATION REQUIREMENTS 12 APPENDIX 3 – STANDING AGENDA
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1 INTRODUCTION
1.1 The Scottish Fire and Rescue Service (SFRS) has established a Committee
of the Board known as the Staff Governance Committee. The overall purpose
of the Staff Governance Committee is to provide strategic advice and direction
on matters affecting employees and to ensure that staffing and remuneration
arrangements support the strategic aims and ethos of the SFRS and are
affordable.
1.2 The Staff Governance Committee has no decision making authority in its own
right but will offer opinions, guidance, support and recommendations to the
Board and the Accountable Officer on matters affecting employees.
2 MEMBERSHIP
2.1 The Staff Governance Committee shall consist of 5 Board members and will
be supported by the Director of People and Organisational Development and
other members of SFRS staff as appropriate to the agenda.
2.2 The composition and effectiveness of the Committee will be reviewed annually
by the Board.
2.3 The current membership is detailed in Appendix 1.
3 REPORTING
3.1 The Committee will formally report, in writing, to the Chair of the Board and
Accountable Officer after each meeting. A copy of minutes of the meeting will
form the basis of the report.
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3.2 Special reports from the Committee may be presented to the Board as
required. Such reports should contain recommendations (with an equality
impact and cost assessment where necessary) for the Board to consider.
4 RESPONSIBILITIES
4.1 The main responsibilities of the Staff Governance Committee are to:
Advise on behalf of the Board and the Accountable Officer on strategic
matters relating to the employment of SFRS staff.
Consider and keep under review People and Organisational Development
policies and strategy for onward recommendation to the Board.
Champion the SFRS Dignity and Integrity at Work policy and the SFRS
commitment to the overall equalities agenda.
Monitor the performance of SFRS in complying with relevant statutory
obligations as an employer, including its Public Sector Equality Duty.
To consider appeals against dismissals and as required by SFRS employment
and pension policies.
Monitor and undertake scrutiny of performance in relation to staff governance
against which workforce plans, performance, health, safety & wellbeing and
learning & development can be measured and reported.
Undertake any other staffing related review or activity as requested by the
Board.
Nominate up to 2 representatives to attend and report back on the Employee
Partnership Forum.
4.2 In addition the Staff Governance Committee will form a sub-committee known
as the Remuneration, Appointment and Negotiations Sub Committee which
has its own Terms of Reference.
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5 RIGHTS
5.1 The Committee is authorised by the Board and the Accountable Officer to
provide strategic guidance and, where necessary advise the Board on matters
relating to the employment of staff.
5.2 The Committee may:
Co-opt additional members for a period to provide specialist skills, knowledge
and experience.
Seek information from the Strategic Leadership Team.
Seek guidance and, where appropriate, escalate matters to the Partnership
Advisory Group.
Approve own minutes at the next Committee meeting.
On occasion hold workshop sessions as required.
5.3 The Staff Governance Committee is not a decision making forum,
recommendations and outcomes are subject to SFRS Board scrutiny and
governance arrangements. The exception to this is in its role in hearing
appeals against dismissal where the decision made is final and in appeals for
the internal disputes resolution procedure relating to pensions.
6 ACCESS
6.1 The Director of People and Organisational Development will have free and
confidential access to the Chair of the Staff Governance Committee.
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7 MEETINGS
7.1 The procedures for meetings are:
The Staff Governance Committee will meet at least 4 times each financial
year.
In the absence of the Chair, one of the other members will assume the role for
the duration of the meeting.
The Chair of the Staff Governance Committee may request an additional
meeting if s/he considers it necessary.
A minimum of 3 members will be present for the meeting to be deemed
quorate.
In addition, the Staff Governance Committee may be required to meet from
time to time to consider specific remuneration matters and disciplinary or
grievance cases, in accordance with SFRS policies on these matters.
8. RELATIONSHIP TO OTHER COMMITTEES
8.1 The Staff Governance Committee will have strategic relationships with all
three of the other committees:
Service Delivery
Service Transformation
Audit & Risk Assurance
8.2 The Integrated Governance Group will review and co-ordinate intended
outcomes between Committees to prevent duplication and ensure alignment
of business.
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9 INFORMATION REQUIREMENTS
9.1 A list of suggested minimum requirements for the inputs which should be
provided to the Staff Governance Committee is contained at Appendix 2.
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APPENDIX 1
Current Membership:
Members
5 Board members.
Chair of Board (Ex-officio Member).
Others in attendance
Director of People and Organisational Development.
Other representation as appropriate and by invite.
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APPENDIX 2
For each meeting the Staff Governance Committee will be provided with:
A note of the previous meeting
An update on the Staff Governance Committee Action/Decision log
As and when appropriate, the Staff Governance Committee will also be
provided with:
Information and proposals pertaining to SFRS pay and reward arrangements
Proposals for key strategies and policy frameworks (i.e. agree principles of)
A summary of employment tribunal cases/claims
Results of employee surveys
Workforce profiles (equalities indices)
Workforce planning reports
Quarterly Performance Report
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APPENDIX 3
Standing Agenda
1. Welcome/opening remarks
2. Apologies
3. Declarations of interests
4. Minute of last meeting
5. Action log
6. Overview report – Director of People and Organisational Development (POD)
a. POD Annual Operating Plan: report on forward plan (specific reports for approval where relevant)
b. POD performance report: key trends and actions
c. Significant risks and issues
7 Working Together Update
a. Update from the Employee Partnership Forum
b. Review of partnership projects/programmes of work
c. Matters of note arising from Representative Bodies, including NJC report
8 SFRS staff governance matters:
a. Equalities, Update including Cultural Audit update
b. Health, safety and wellbeing report
c. Training needs analysis and compliance report
d. Significant Policies Reviewed and New Policies
9. AOCB
10. Private Session
a. Remuneration report (pay and reward)
b. Workforce planning report (including plan for appointments of note)
c. Appeals to the Board
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APPENDIX E
SCOTTISH FIRE AND RESCUE SERVICE BOARD CORPORATE GOVERNANCE TERMS OF REFERENCE FOR THE REMUNERATION,
APPOINTMENTS AND NOMINATIONS SUB-COMMITTEE
Author/Role GM Roy Dunsire
Date of Risk Assessment (if applicable) N/A
Date of Equality Impact Assessment
Date of Impact Assessment (commenced)
N/A
Date of Impact Assessment (concluded) N/A
Quality Control (name) GM Rab Middlemiss
Authorised (name and date) Pat Watters, Chair
Last reviewed (name and date) GM Rab Middlemiss – 25 November 2016
Date for Review December 2017
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1. INTRODUCTION
2. MEMBERSHIP
3. REPORTING
4. RESPONSIBILITIES
5. RIGHTS
6. ACCESS
7. MEETINGS
8. APPENDIX 1 – CURRENT MEMBERSHIP
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1. INTRODUCTION
1.1 The Board of the Scottish Fire and Rescue Service has established a sub-
committee of the Staff Governance Committee known as the Remuneration,
Appointments and Nominations Sub-committee. The sub-committee’s
overall purpose is to advise on the remuneration and appointments strategy
and supporting frameworks for the posts covered by the sub-committee’s
remit.
1.2 The sub-committee has no decision making authority in its own right but will
offer opinions, guidance, support and recommendations to the Board and
Chief Officer through the Chair of the Staff Governance Committee.
2. MEMBERSHIP
2.1 The Remuneration, Appointments and Nominations Sub-committee shall
consist of 3 Board members plus the Chair of SFRS and will be supported by
the Director of People and Organisational Development and other members
of SFRS staff as appropriate to the agenda.
2.2 It is anticipated that the sub-committee will extend a standing invitation to the
Chief Officer.
2.3 The composition and effectiveness of the sub-committee will be reviewed
annually by the Board.
2.4 The current membership is detailed in Appendix 1.
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3. REPORTING
3.1 The Remuneration, Appointments and Nominations Sub Committee will
formally report to the Staff Governance Committee after each meeting. The
key items of business of the Remuneration, Appointments and Nominations
Sub Committee will subsequently be reflected within the minutes of the Staff
Governance Committee. Any recommendations for decision will be
considered at a private meeting of the Board. By the nature of its business,
the sub committee will, from time to time, receive and consider confidential
information about SFRS personnel. It will be important that the sub
committee is able to report fully on its activities to the extent that it can, but
maintaining care not to breach confidentiality.
4. RESPONSIBILITIES
Remuneration Role
4.1 The main responsibilities in respect of remuneration are:
Ensure that remuneration arrangements support the strategic aims of the
SFRS
Make recommendations with regard to the SFRS pay and reward framework
and remuneration processes
In collaboration with the Chair of the Board, conduct the performance
appraisal of the Chief Officer and review the performance appraisals of the
Strategic Leadership Team (act as countersigning officers)
In collaboration with the Chair of the Board, make recommendations to the
Board regarding remuneration policy, in respect of the Strategic Leadership
Team and members of Senior Management, and keep these under review
Establish the collective bargaining machinery for SFRS Support Staff
Take account of national negotiations and collective bargaining machinery
for Uniformed Staff
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Ensure that remuneration arrangements enable the recruitment, motivation
and retention of employees, while complying with Scottish Government
regulatory and governance requirements
Select, appoint and determine terms of reference for independent
remuneration consultants to advise on remuneration policy and levels of
remuneration
Work with the Audit and Risk Committee to ensure that risk and risk appetite
are properly considered in recommending the remuneration policy
Appointments and Nominations Role
4.2 The main responsibilities in respect of appointments are to:
Advise the Board on the appointment process for the Chief Officer
Monitor the appointment process and succession planning arrangements for
members of the SLT, Deputy Assistant Chief Officers (DACO) and Heads of
Function
Oversee the succession planning arrangements for Board Members, taking
into account the challenges and opportunities facing the SFRS and the skills
and expertise needed on the Board in the future
5. RIGHTS
5.1 The Remuneration, Appointments and Nominations Sub Committee may:
Invite other additional members for a period to provide specialist skills,
knowledge and experience.
Seek information from the Strategic Leadership Team.
Procure specialist advice at the expense of the organisation, subject to
budgets agreed by the Board in conjunction with the Accountable Officer.
Approve own minutes at the next Sub Committee meeting
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6. ACCESS
6.1 The Director of People and Organisational Development will have free and
confidential access to the Chair of the Remuneration, Appointments and
Nominations Sub-committee.
7. MEETINGS
7.1 The procedures for meetings of the Remuneration, Appointments and
Nominations Sub-committee are:
The sub-committee will meet as necessary and it is anticipated that it will
meet at least three times each financial year
The Chair of the sub-committee may request additional meetings if s/he
considers it necessary
Sub-committee meetings are held in private
In the absence of the Chair, one of the other members will assume the role
for the duration of the meeting
A minimum of 2 members will be present for the meeting to be deemed
quorate
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APPENDIX 1
Current Membership:
Members
3 Board members.
Chair of Board (Ex-officio Member).
Others in attendance
Director of People and Organisational Development.
Other representation as appropriate and by invite.
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APPENDIX F
SCOTTISH FIRE AND RESCUE SERVICE BOARD CORPORATE GOVERNANCE TERMS OF REFERENCE FOR THE SERVICE
TRANSFORMATION COMMITTEE
Author/Role GM Roy Dunsire
Date of Risk Assessment (if applicable) N/A
Date of Equality Impact Assessment 23 May 2013
Date of Impact Assessment (commenced)
N/A
Date of Impact Assessment (concluded) N/A
Quality Control (name) Marieke Dwarshuis
Authorised (name and date) Pat Watters - May 2015
Last reviewed (name and date) GM Rab Middlemiss – 27 October 2016
Date for Review 26 October 2017
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1. INTRODUCTION
2. MEMBERSHIP
3. REPORTING
4. RESPONSIBILITIES
5. RIGHTS
6. MEETINGS
7. RELATIONSHIP TO OTHER COMMITTEES
8. INFORMATION REQUIREMENTS
9. APPENDIX 1
10. APPENDIX 2
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1. INTRODUCTION
1.1 The Scottish Fire and Rescue Service (SFRS) Board have established a
Committee of the Board known as the Service Transformation Committee.
The overall purpose of the Service Transformation Committee will be to
oversee and scrutinise the progress of change programmes and major
projects across the service, and to provide assurance that the future
direction (as set out and approved by the SFRS Board) of the Service is
being delivered.
1.2 The Service Transformation Committee has no executive powers as
recommendations and outcomes are subject to SFRS Board scrutiny and
governance arrangements, though the Service Transformation Committee
has a limited decision making role in relation to the approval of closure of
projects and authorisation of the scope of individual projects as detailed in
Section 4.1.
2. MEMBERSHIP
2.1 The Service Transformation Committee will comprise of 5 Board Members
appointed by the Board, one of whom will be appointed as the Chair and the
Board Chair as an ex-officio member of the Committee.
2.2 The Committee will also be supported by the Director of Strategic Planning,
Performance and Communications and other officials of the SFRS staff as
appropriate to the agenda. Trade Union representatives will be invited to
attend and contribute to meetings.
2.3 The composition and effectiveness of the Committee will be reviewed
annually by the Board. A full list of the membership is detailed in Appendix 1.
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3. REPORTING
3.1 Minutes of the meetings of the Service Transformation Committee will be
submitted for consideration to meetings of the Board.
3.2 Special reports from the Service Transformation Committee may be
presented to the Board as required. Such reports should contain
recommendations (with an equality impact and cost assessment where
necessary) for the Board to consider.
4. RESPONSIBILITIES
4.1 The responsibilities of the Service Transformation Committee will be:
To agree the performance reporting arrangements that will be needed to gain
assurance on delivery of the Service Transformation Plan and the whole Service
Transformation Programme to the Board.
To guide the design and development of the Service’s Transformation Plan and the
associated Benefits Realisation Plan. This will include:
- reviewing the scope of individual projects within the Service’s
Transformation Plan prior to their initiation.
To oversee the delivery of the Service Transformation Programme in line with the
SFRS vision and stated intended benefits, specifically:
- To monitor progress against the Service Transformation Plan and Benefits
Realisation Plan.
- To seek assurance that the work of the individual Service Transformation
Projects are fully integrated with the Strategic Plan and other key business
strategies and annual plans (e.g. Human Resources & Organisational
Development Strategy, Procurement Strategy, Prevention and Protection
Strategy, Response & Resilience Strategy, ICT Strategy and Local Plans).
- To monitor the impact of the Service Transformation Projects on the Service
as a whole, including the rate and scale of adoption.
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- To seek assurance that the interdependencies of individual Service
Transformation Projects are monitored and plans for implementation are
aligned.
- To receive, advise and escalate risk and issues, as appropriate, to the SFRS
Board (See Appendix 2).
To monitor and authorise proposed changes to the scope of individual elements of
the Service Transformation Programme.
To review project closure reports, and authorise project closure reports for
individual projects.
To provide assurance to the Board on progress against the Service Transformation
Plan.
To ensure continued measurement and tracking of benefits realisation of individual
service transformation projects after their closure, where benefits are known to be
realised over a longer period of time.
To review and scrutinise the equality implications of any projects at design,
reporting and closure stages.
To review, monitor and scrutinise the effectiveness of the Service’s engagement
and communication with stakeholders on transformation issues and its service
transformation initiatives.
5. RIGHTS
5.1 The Service Transformation Committee may:
Invite other additional members for a period to provide specialist skills,
knowledge and experience.
Seek information from the Strategic Leadership Team.
Procure specialist advice at the expense of the organisation, subject to
budgets agreed by the Board in conjunction with the Accountable Officer.
Approve own minutes at the next Committee meeting.
On occasion hold workshop sessions as required.
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6. MEETINGS
6.1 The procedures for meetings of the Service Transformation Committee are:
The full Service Transformation Committee will meet formally and in public at least
on a quarterly basis.
The Chair of the Service Transformation Committee, in consultation with
Members, may request an additional meeting if he/she considers it
necessary.
The Committee will also meet informally in workshop sessions as required
for development purposes and to accommodate organisational input and
support.
A minimum of 3 Committee members will be present for the meetings to be
deemed quorate.
In the absence of the Chair, and with the approval of members in
attendance, one of the other Committee Members will assume the role for
the duration of the meeting.
The Service Transformation Committee may ask for any other officials of the
organisation to attend to assist it with its discussions on any particular
matter.
The Service Transformation Committee meetings will be held in public
unless there are matters that the Committee deems appropriate or
necessary to consider in private.
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7. RELATIONSHIP TO OTHER COMMITTEES
7.1 The Service Transformation Committee will have strategic relationships with
all three of the other committees:
Service Delivery
Staff Governance
Audit & Risk Assurance
7.2 The Integrated Governance Group will review and co-ordinate intended
outcomes between Committees to prevent duplication and ensure alignment
of business.
7.3 Risk Management/reporting will be a standing item on all agendas for the
lifetime of the Programme, and Programme risk will be escalated, by
exception, to the Audit and Risk Assurance Committee as outlined in
Appendix 2.
8. INFORMATION REQUIREMENTS
8.1 All relevant programme documentation including Service Transformation
Plan, Benefits Realisation Plan, Projects Dashboard, Programme Delivery
Report, Project Closure Report, Programme Risk Register, new project
dossiers and Programme Communications Plan should be provided at each
meeting of the Service Transformation Committee.
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APPENDIX 1
COMMITTEE MEMBERSHIP
Members
5 Board members.
Chair of Board (Ex-officio Member).
Others in attendance
Director of Strategic Planning, Performance and Communications (Strategic
Leadership Team lead).
Programme Manager.
Other representation as appropriate and by invite.
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APPENDIX 2
MANAGEMENT OF RISK AND ISSUES
Programme and project issues deemed to be significant will be reviewed by the
Service Transformation Committee and may, by exception, be escalated to the
Board. Such issues should be simultaneously escalated to the Audit and Risk
Assurance Committee, for articulation on the Corporate Risk Register.
Programme risks will be inserted on the Corporate Risk Register for review
by the Audit and Risk Assurance Committee. The Audit and Risk
Assurance Committee will escalate risks as appropriate to the Board for
consideration. Diagram 1 illustrates the process that will be followed by the
Service Transformation Committee in relation to the reviewing of risks and
issues.
Diagram 1
Service Transformation ProgrammeRisk Register
Service TransformationProject Risk Registers
Audit & Risk AssuranceCommittee
SFRS Board
Service Transformation Committee
Risk/issue registers will be maintained at project level –
high scoring risk or unmitigated risk will be inserted on the
Programme Risk Register and escalated by exception to the
STC
Programme Risk/Issue Registers will be maintained by the
Programme Office.
The Programme Risk & Issue Registers will be standard items on the Service Transformation
Committee agenda.
Programme/Project Issues will be escalated by the STC to the
Board as appropriate and simultaneously inserted on the
Corporate Risk Register, reviewed by the Audit & Risk
Committee.
Programme Risks will be escalated by the STC, by
exception to the Audit & Risk Committee and inserted on the
Corporate Risk Register.
Project Risks & Issues
Programme Risks & Issues
Issue
Risk from other business areas
Reporting routes as appropriate to Audit & Risk Committee
Risk
RiskAndIssue
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APPENDIX G
SCOTTISH FIRE AND RESCUE SERVICE BOARD CORPORATE GOVERNANCE TERMS OF REFERENCE FOR THE INTEGRATED
GOVERNANCE GROUP
Author/Role GM Rab Middlemiss
Date of Risk Assessment (if applicable)
Date of Equality Impact Assessment
Date of Impact Assessment (commenced)
Date of Impact Assessment (concluded)
Quality Control (name) Deputy Chief Officer Alex Clark
Authorised (name and date) Pat Watters, Chair
Last reviewed (name and date)
Date for Review December 2017
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1. INTRODUCTION
2. REMIT
3. MEMBERSHIP
4. QUORUM
5. ATTENDANCE
6. FREQUENCY OF MEETINGS
7. RIGHTS
8. AUTHORITY
9. DUTIES
10. CONDUCT OF BUSINESS
11. REPORTING ARRANGEMENTS
12. RELATIONSHIP TO OTHER COMMITTEES
13. APPENDIX 1
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1. INTRODUCTION
1.3 The Scottish Fire and Rescue Service (SFRS) Board have established a
Group of the Board known as the Integrated Governance Group. The
approved Terms of Reference and information on the composition and
frequency of the Group will be considered as an integral part of the Standing
Orders.
1.4 The Group will be known as the Integrated Governance Group of the SFRS
Board.
2. REMIT
2.1 To provide assurance to the SFRS Board that issues identified in specific
governance Committees are discussed across the Board thereby ensuring
joined up corporate governance.
3. MEMBERSHIP
3.1 The Group shall be established by the full SFRS Board and be composed of
the Chairs of the four other standing Board Governance Committees. The
Chair will be the Deputy Chairperson of the SFRS Board.
4. QUORUM
4.1 Three Non-Executive members will constitute a quorum.
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5. ATTENDANCE
5.1 The Chair for each of the other Committees will be in attendance.
5.2 The Chief Officer and Chair of the Board will attend in ex-officio capacity to
provide information and advice.
5.3 The Group may co-opt additional advisors as required.
6. FREQUENCY OF MEETINGS
6.1 The Group will normally meet a minimum of three times per annum.
6.2 The Chair may, at any time, convene additional meetings of the Group.
7. RIGHTS
7.1 The Integrated Governance Group may:
Invite other additional members for a period to provide specialist skills,
knowledge and experience.
Seek information from the Strategic Leadership Team.
Procure specialist advice at the expense of the organisation, subject to
budgets agreed by the Board in conjunction with the Accountable Officer.
Approve own minutes at the next Group meeting.
On occasion hold workshop sessions as required.
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8. AUTHORITY
8.1 The Group is authorised to investigate any matters which fall within its Terms
of Reference, and obtain external professional advice.
8.2 The Group may form one or more sub-groups to support its functions.
9. DUTIES
9.1 The Group shall be responsible for ensuring an integrated approach across
all standards of governance within SFRS. Specifically it will:
Discuss, consider and co-ordinate specific themes and issues relating to
governance and risk that have implications for the Board’s Governance
Committees.
Review actions taken by the organisation on recommendations made by the
Committees or the SFRS Board on all governance matters.
Consider and scrutinise the SFRS compliance with relevant legislation and
performance against national standards with regards to governance.
Provide assurance to the SFRS Board on governance issues that have
application across the organisation.
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10. CONDUCT OF BUSINESS
10.1 Meetings of Group will be called by the Chair of the Group.
10.2 The agenda and supporting papers will be sent to members at least seven
working days before the date of the meeting. Any additional papers can be
circulated via email.
11. REPORTING ARRANGEMENTS
11.1 Minutes will be kept of the proceedings of the Group. These will be
circulated, in draft normally within five working days to the Chair of the Group
and within five working days thereafter to members, prior to consideration at
the subsequent meeting of the Group.
11.2 The Chair of the Group shall provide assurance of the work of the Group and
the approved minutes will be submitted to the SFRS Board meeting for
information.
11.3 Items requiring urgent attendance by the SFRS Board can be raised at any
time at SFRS Board meetings, subject to the approval of the Chair.
12. RELATIONSHIP TO OTHER COMMITTEES
12.1 The Integrated Governance Group will have strategic relationships with all
four of the other committees:
Audit and Risk Assurance
Service Transformation
Staff Governance
Service Delivery; and
Remuneration, Appointments and Nominations (Sub-Committee)
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12.2 The Integrated Governance Group will review and co-ordinate intended
outcomes between Committees to prevent duplication and ensure alignment
of business.
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APPENDIX 1
COMMITTEE MEMBERSHIP
Members
Deputy Chair of Board (Chair).
Chair of Service Delivery Committee.
Chair of Service Transformation Committee.
Chair of Staff Governance Committee.
Chair of Audit and Risk Assurance Committee.
Chair of Board (Ex-officio Member).
Others in attendance
Supporting Executive Member – Chief Officer.
Other representation as appropriate and by invite.