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1 Agenda Item 2 Meeting SPA Board Meeting Date and Time 19 November 2013, 10.00hrs Location Forth Valley College, Alloa Title of Paper Executive Structures (Police Scotland and SPA) Item Number 2 Presented By Chief Constable and Chief Executive Officer For Information / For Approval For Approval Appendix Attached: Yes Appendix A - Proposed Police Scotland Organisational Structure PURPOSE On 2 nd October 2013, Members approved the Scottish Police Authority (SPA) structure, which provided for five Directors. The director posts were: Director of Strategy and Performance Director of Financial Accountability Director of Governance and Assurance Director of Communications and Relationships. Director of Forensics (matched) This paper now seeks to build on this by proposing a permanent director level structure for Police Scotland. This also includes the proposed base salary remuneration for Directors in Police Scotland and the SPA. The director posts proposed in Police Scotland are: Director of Finance Director of Corporate Services Director of People & Development Director of ICT (matched) In addition, it is proposed to recruit two senior communications posts (Police Scotland). These are: Strategic Communications and Engagement Adviser Head of Corporate Communications This paper seeks Members approval for the posts outlined, including the associated remuneration. BACKGROUND 1.1 Since 1 April 2013, the Police Scotland executive team has included four senior interim police staff appointments, namely: Director Finance & Resources Director Human Resources Director Corporate Communications 1

2 Executive Lead for Transformation 1.2 As from August 2013, a fifth post, Chief Information Officer (Director of ICT), has been added following the re-parenting of ICT from the SPA to Police Scotland. 1.3 The first six months of the new service has allowed the Chief Constable to make an assessment of the interim arrangements and assess the permanent requirements of the organisation at a senior level. Recruiting these permanent positions will bring stability and leadership to the organisation during this period of significant change. 1.4 With the transition to a single policing service, posts in the senior command team have more than halved and work has progressed to significantly reduce the number of executive posts, which will significantly reduce as the organisation moves to permanent structures across all areas of the service. 1.5 As outlined in the paper approved by members in October, the Authority has been operating on an interim structure. With the exception of Forensics, five permanent roles will be recruited to ensure that the organisation will deliver against its statutory obligations. 1.6 Given that interim arrangements have been in place within both Police Scotland and SPA since 1 st April 2013, structures but must now be progressed to the proposed permanent structure to provide clarity and continuity to both organisations as it moves into the next phase of transformation. It has previously been acknowledged by the SPA Board that it is desirable to move as soon as possible to a permanent structure. This proposal seeks to fulfil that ambition. FINANCIAL RATIONALE 2.0 The following section outlines the rationale for the base salary proposals contained within this paper. A market assessment was commissioned by the Authority to ascertain the base salary for each of the posts. This exercise also covered the Chief Executive Officer to ensure a fully integrated approach. The market assessment is reflective of Private Industry and the Public & Not for Profit Sector for comparable roles and provided information on Upper, Median and Lower Quartile ranges for remuneration. It also demonstrates relativity between each post. For the purposes of this paper the Public and Not for Profit benchmark and the Lower Quartile salary range has been selected (see table 1) given the proximity to the CEO salary range agreed with the Scottish Government Sponsor Department. SENIOR APPOINTMENT RELATIVITY AND BASE SALARY EQUIVALENT Level Role Lower Quartile 700 Chief Executive Officer 129, Police Scotland - Finance Director Police Scotland People and Development Director Police Scotland - Corporate Service Director SPA Financial Accountability Director 528 SPA - Governance and Assurance Director SPA Strategy and Performance Director SPA Communications and Relationships 105,713 89,833 2

3 Table 1 Base Salary Relativity 2.1 Further to the market assessment, the Scottish Government, Sponsor Department have also completed an evaluation exercise which has supported the development of a permanent executive salary range as proposed in table 2 below. SENIOR APPOINTMENTS BASE SALARY PROPOSAL (SPOT RATE TO BE DETERMINED) Role Chief Executive Police Scotland - Director Finance Police Scotland Director People and Development Police Scotland Director Corporate Services SPA Director Financial Accountability SPA Director Governance and Assurance SPA Director Strategy and Performance SPA Director Communications and Relationships Salary Range k Table 2 Base Salary Proposals FURTHER DETAIL DIRECTOR ROLES 3.1 The proposed structure for Police Scotland at a senior level is attached at Appendix A. This outlines the four director posts for Police Scotland and the senior staffing structure. The high level SPA structure was approved on 2 nd October FURTHER DETAIL SENIOR COMMUNICATIONS ROLES 4.1 The interim Director of Corporate Communications role for Police Scotland will be replaced by a Strategic Communications and Engagement Adviser and a Head of Corporate Communications for Police Scotland. This proposal is cost neutral and will enable senior communications support to be provided to the organisation at a time of significant change and also support the on-going restructuring of the corporate communications function. These posts are not at director level but immediate recruitment is required in order to support the service through this period of change. PERSONNEL IMPLICATIONS 5.1 The realignment of the director level portfolios and the interim nature of the current arrangements requires that the new posts are advertised in order to make permanent appointments to these roles. It is critical to the stability of the functions and people under the direction of these posts and for the wider executive team that these posts are now substantiated to enable the whole executive team to become substantively appointed for the first time. It had previously been discussed by the SPA Board that the posts should be advertised internally and externally because of the seniority of the roles. LEGAL IMPLICATIONS 6.1 There are no legal implications associated with this paper. 3

4 REPUTATIONAL IMPLICATIONS 7.1 The early substantive appointment of the director posts as outlined above, plus the two senior communications posts will assist in mitigating any risk by providing clarity to the senior leadership structure for the organisation. Recruiting permanent communications posts will further support the business needs of the Police Scotland. It is therefore essential that the recruitment process begins as soon as possible. SOCIAL IMPLICATIONS 8.1 There are no social implications associated with this paper. CONCLUSION 9.1 This paper outlines the requirement to progress to permanent recruitment for senior posts in Police Scotland and SPA as a priority in order to support the immediate needs of the organisation. It is assessed that this recruitment process is essential to support the on-going transformation of both organisations. 9.2 Failure or delay in filling these posts immediately represents a potential risk to organisational effectiveness and thus public confidence and could also impact on the reputation of Police Scotland the SPA and indirectly Scottish Government. In addition, it is also assessed that any failure or delay in filling these posts would increase the uncertainty on affected staff going through the consultation and implementation processes. Given the unique and business critical challenges facing Police Scotland and SPA it is recommended that Members approve the immediate commencement of concurrent recruitment processes to permanently fill the posts listed. RECOMMENDATION 10.1 It is recommended that all posts outlined within the paper are approved and progressed to concurrent internal and external advertising. 4

5 Appendix A PROPOSED POLICE SCOTLAND ORGANISATIONAL STRUCTURE Chief Constable Deputy Chief Constable Strategic Comms & Engagement Adviser Director Corporate Services Director of People & Development Director ICT Director Finance 5