1. MFSS Governance
Version: 3.1 – May 2016

2. Joint Oversight Committee
To set the Vision and strategic direction for the Multi Force Shared Service (MFSS). Set the strategic objectives and performance measures and promote the Joint Committee and collaboration between partners
MFSS Management Board
This board is the primary decision making body which supports the Head of the MFSS in undertaking their day to day responsibilities. It is the strategic decision making body for the management and direction of the operational MFSS. Its responsibilities include: Monitoring of performance; Overseeing Audit results; Monitor deliver of business benefits; Champion the MFSS with the respective partners; Drive continuous improvement; Monitor budget and consider requests form Head of MFSS to change the budget; Promote MFSS and seek future partners; Oversee contract management.
MFSS Optimisation Group
This groups owns the Service Improvement Action Plan and Optimisation Actions. It is responsible for driving standardisation across all partners in order to optimise the efficiency of the MFSS and related process areas. This group also oversees the delivery of Continual Improvement by the Business Transformation Teams.
Business Transformation Teams
Business Transformation Teams work at the functional level to identify service and product development opportunities. They are the empowered to raise Change Requests for both Process and System changes. In order to identify areas for development they will own the horizon scanning for their functional areas, identifying emerging legislative and best practice changes early to allow the timely design and development of solutions. They also monitor the performance of their functional areas in order to identify areas of focus for continual improvement and to own the monthly Performance Statements for communication to the Management Board
Recruit to Retire
Purchase to pay
Record to Report
Duty Planning
Technology
Facilities
Logistics

3. Joint Committee
ROLE
The Joint Oversight Committee will determine all strategic matters relating to the Shared Service and act as an oversight body. The Shared Service Management Board will report to the Oversight Committee. Strategic financial and contractual decisions will be reserved to the participating Commissioners. The terms of reference of the Committee are to:-
Monitor delivery and progress – to protect the respective Commissioner’s reputation and exposure to risks;
Manage dependencies and optimise connections between the partner forces;
Approve and oversee strategic key performance indicators and monitor performance against exceptions;
Champion the Shared Service within the respective policing areas; and
Promote the Shared Service and determine future partners.
MEMBERSHIP
The Committee shall comprise the Police & Crime Commissioners, Fire Authority Chair or Police Authority Chair for each partner; a statutory officer from the partner bodies; the Chief Constable or Chief Fire Officer of each participating partner. The Head of MFSS will also attend.

4. MFSS Management Board ROLE
The Management Board will support the Head of the Shared Service in operational management and oversight of the service. This will not extend to day-to-day management issues which will rest with the Head of the Shared Service. The terms of reference of the Board are to:-
Monitor performance and service levels; risks; and budget expenditure and report exceptions to the Oversight Committee.
Consider and advise the Oversight Committee on any investment requests and increases in budget.
Drive continuous improvement in the Shared Service to ensure value for money is achieved.
Offer guidance, when necessary, to the Head of the Shared Service on change requests and their implications.
Consider and advise the Oversight Committee on all matters relating to the on boarding of partners.
MEMBERSHIP
The members of the Management Board will be the Assistant Chief Officer, Head of Finance and Head of HR for each partner. The Head of MFSS will also attend together with the MFSS
Contract manager and elected Chairs of the Recruit to Retire and Purchase to Pay BTTs.

5. MFSS Optimisation Group
ROLE
The Business Process Teams are the primary groups responsible for ensuring the smooth delivery of the functional services in line with value for money objectives.  In discharging this responsibility they should regularly review the results of the Key Performance Indicators and delivery of the service level agreements, identifying the direction of travel and seeking to mitigate any negative trends while driving continual improvement.  This requires regular horizon scanning to ensure that the team is not merely reactive to service impacts. The Oversight Committee should emphasise that the Teams collectively own the end to end processes for their respective functional areas (Recruit to Retire; Purchase to Pay; Record to Report etc.) and need to establish a regular customer centric review cycle for these processes resulting in an actively managed Improvement Action Plan and an accompanying risk register.  Outstanding actions or red risks should be escalated to the Management Board.
MEMBERSHIP
The members will be a senior manager in their functional area who is empowered to make decisions on behalf of their Head of Department. They are not expected to have detailed knowledge of how requirements are currently delivered but should have a clear understanding of what is required from the MFSS to support forces in their functional area.

6. Business Transformation Teams
ROLE
The Business Process Teams are the primary groups responsible for ensuring the smooth delivery of the functional services in line with value for money objectives.  In discharging this responsibility they should regularly review the results of the Key Performance Indicators and delivery of the service level agreements, identifying the direction of travel and seeking to mitigate any negative trends while driving continual improvement.  This requires regular horizon scanning to ensure that the team is not merely reactive to service impacts. The Oversight Committee should emphasise that the Teams collectively own the end to end processes for their respective functional areas (Recruit to Retire; Purchase to Pay; Record to Report etc.) and need to establish a regular customer centric review cycle for these processes resulting in an actively managed Improvement Action Plan and an accompanying risk register.  Outstanding actions or red risks should be escalated to the Management Board.
MEMBERSHIP
The members will be a senior manager in their functional area who is empowered to make decisions on behalf of their Head of Department. They are not expected to have detailed knowledge of how requirements are currently delivered but should have a clear understanding of what is required from the MFSS to support forces in their functional area.