SCOTTISH FIRE AND RESCUE SERVICE · 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

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SFRSBoard/Report/ Page 1 of 61 Version 0.1: 22/03/2017 RevisedCommitteeStructureImplementationUpdate

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



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



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.



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



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


6 Review the Board's existing governance policies and procedures, to ensure they enable the effective functioning of the committee structure proposed




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


5 Develop and implement full PMS




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


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



Key Milestone 3 Develop committee procedures for mainstreaming equality matters, in support of the SFRS Equalities Mainstreaming Strategy


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


4 Implement procedures for mainstreaming equality matters




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


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


R. Middlemiss

3 Review, gather feedback and present Integrated Governance Group ToR for approval


R. Middlemiss

4 Review, gather feedback and present Audit and Risk Assurance Committee ToR for approval


R. Middlemiss

5 Review, gather feedback and present Staff Governance Committee ToR for approval


R. Middlemiss

6 Review, gather feedback and present Remuneration, Appointments and Nominations Committee ToR for approval


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.



Key Milestone 6 Review the Board's existing governance policies and procedures, to ensure they enable the effective functioning of the committee structure proposed


Lead

1 Review, gather feedback and present Standing Orders for Meetings document of the Board and its Committees and Sub-Committees for approval


R. Middlemiss

2 Review, gather feedback and present Scheme of Delegations document for SFRS (incorporating matters reserved to the Board) for approval


R. Middlemiss

3 Review, gather feedback and present SFRS Code of Corporate Governance document for approval


R. Middlemiss



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



1. INTRODUCTION

2. MEMBERSHIP

3. REPORTING

4. RESPONSIBILITIES

5. RIGHTS

6. MEETINGS

7. RELATIONSHIP TO OTHER COMMITTEES

8. INFORMATION REQUIREMENTS

7. APPENDIX 1



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.



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.



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.



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.


7.1 The Service Delivery Committee will have strategic relationships with all

three of the other committees:

Service Transformation

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.


8.1 All requested documentation related to Service Delivery should be provided

at meetings of the Service Delivery Committee.



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.



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 Equality Impact Assessment 23 May 2013


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



1. INTRODUCTION

2. MEMBERSHIP

3. REPORTING

4. RESPONSIBILITIES

5. RIGHTS

6. ACCESS

7. MEETINGS

8.

RELATIONSHIPS TO OTHER COMMITTEES


10. APPENDIX 1

11. APPENDIX 2



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.



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.



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


Engage further assurances on an ad hoc basis, if 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.



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


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.


8.1 The Audit and Risk Assurance Committee will have strategic relationships

with all three of the other committees:

Service Delivery

Staff Governance




of business.




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.



APPENDIX 1


Members

5 Board members.


Accountable Officer

Director of Finance and Contractual Services




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.



APPENDIX D

SCOTTISH FIRE AND RESCUE SERVICE BOARD CORPORATE GOVERNANCE TERMS OF REFERENCE FOR THE STAFF GOVERNANCE

COMMITTEE

Author/Role Diane Vincent




N/A



Authorised (name and date) William McQueen





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



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.



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.



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 guidance and, where appropriate, escalate matters to the Partnership

Advisory Group.



5.3 The Staff Governance Committee is not a decision making forum,


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.



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 Chair of the Staff Governance Committee may request an additional

meeting if s/he considers it necessary.


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.


8.1 The Staff Governance Committee will have strategic relationships with all

three of the other committees:

Service Delivery





of business.



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.



APPENDIX 1

Current Membership:

Members

5 Board members.



Director of People and Organisational Development.




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



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



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




N/A








1. INTRODUCTION

2. MEMBERSHIP

3. REPORTING

4. RESPONSIBILITIES

5. RIGHTS

6. ACCESS

7. MEETINGS

8. APPENDIX 1 – CURRENT MEMBERSHIP



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.



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



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:


knowledge and experience.




Approve own minutes at the next Sub Committee meeting



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


quorate



APPENDIX 1

Current Membership:

Members

3 Board members.



Director of People and Organisational Development.




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 Equality Impact Assessment 23 May 2013


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



1. INTRODUCTION

2. MEMBERSHIP

3. REPORTING

4. RESPONSIBILITIES

5. RIGHTS

6. MEETINGS



9. APPENDIX 1

10. APPENDIX 2



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


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.



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.



- 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:










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 Service Transformation Committee may ask for any other officials of the


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.




7.1 The Service Transformation Committee will have strategic relationships with

all three of the other committees:

Service Delivery

Staff Governance




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.


8.1 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.



APPENDIX 1


Members

5 Board members.



Director of Strategic Planning, Performance and Communications (Strategic

Leadership Team lead).

Programme Manager.




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



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 Impact Assessment (concluded)

Quality Control (name) Deputy Chief Officer Alex Clark


Last reviewed (name and date)




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


13. APPENDIX 1



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.



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:






Approve own minutes at the next Group meeting.




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.



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.


12.1 The Integrated Governance Group will have strategic relationships with all

four of the other committees:

Audit and Risk Assurance


Staff Governance

Service Delivery; and

Remuneration, Appointments and Nominations (Sub-Committee)





of business.



APPENDIX 1


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.



Supporting Executive Member – Chief Officer.


Documents

SCOTTISH FIRE AND RESCUE SERVICE · 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