NEWS
transparency are handled:
• Clearer guidance on the use and operation of Appendix 9, including
• Using Appendix 8 standards to develop case studies that clarify acceptable and
regular updates on ongoing investigations and suspensions.
• Establishing a complaints panel composed of rank-and-file members,
unacceptable behaviours.
• Full integration of branch accounts into national
supported by external experts, to handle disciplinary cases.
• Exploring the feasibility of consolidating financial
financial reporting, with a single auditing firm overseeing all accounts.
• Establishing a Remuneration Committee to set executive pay based
Committee, with input from the General Secretary, National Board, and National Council.
• Redefining the role of the National
on benchmarking and transparent reporting. CEO remuneration would be approved by the National Board and disclosed in the Annual Report.
“This report, together with the looking-back review, will play an important role in shaping the future of the Federation.”
• Considering the introduction of regional or national insurance schemes
resources to improve transparency and efficiency.
• Evaluating whether a regional model might offer more equitable
to benefit from economies of scale.
representation and stronger local engagement than the current branch- based structure.
GOVERNANCE REFORM The panel proposes significant changes to the Federation’s leadership structure and governance processes to enhance accountability and effectiveness:
• Abolishing the roles of National Chair and National Secretary by 2028 and
• Creating a Deputy General Secretary role with a tenure limit of two four-year terms.
replacing them with a new General Secretary role. This role would have a maximum tenure of five years, with the possibility of a three-year extension.
• Appointing the CEO through a formal process led by a new Nominations
• Reducing the size of the National Council to improve its effectiveness.
Council to focus on gathering and representing members’ views through surveys and meetings.
• Maintaining the current schedule of three National Council meetings per year.
The new structure would include three elected representatives from each of the eight regions, along with the General Secretary and up to three additional members to ensure diversity and rank representation. The CEO would attend meetings in a non-voting capacity.
• Introducing tenure limits for National Council members, capped at two four-
• Redefining the National Board’s role and ensuring that individuals cannot
year terms.
serve simultaneously on both the Board and the Council.
REDEFINING THE ROLE AND STRUCTURE OF THE NATIONAL BOARD The National Board should be
restructured to enhance effectiveness and accountability. Members should not serve simultaneously on both the National Board and National Council. The Board should be reduced to 12–15 members, including regional representatives, the General Secretary, Deputy General Secretary, CEO, and two Independent Non-Executive Directors (iNEDs) with expertise in HR/equalities and finance/audit, who will chair the Remuneration and Finance Committees respectively. To maintain frontline relevance, regional members should have policing experience and be limited to two four-year terms. Board appointments should be made by the National Council based on Nominations Committee recommendations. Board members must remain connected to their regions and should alternate meeting locations accordingly. They should also hold quarterly regional meetings with Council members and branch leaders. The General Secretary will determine the distribution of Board papers to ensure confidentiality and informed discussion. Board minutes should be concise, with clear outcomes reviewed at subsequent meetings. Subcommittees for Nominations, Remuneration, and Finance should be established. The full-time National Treasurer role should be replaced with an honorary position, potentially combined with Deputy General Secretary duties. Implementation will be overseen by the CEO and an independent reference group, with annual progress reviews through 2028 to ensure transparency and accountability.
You can read the full phase two report here.
09 | POLICE | JUNE | 2025
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