OFFICIAL. Date 27 February 2018 Stirling Court Hotel, Stirling

Transcription

1 Meeting SPA Board Meeting Date 27 February 2018 Location Stirling Court Hotel, Stirling Title of Paper Police Scotland Performance Framework Item Number 10.2 Presented By Iain Livingstone, Deputy Chief Constable Designate Recommendation to Members For Endorsement Appendix Attached: YES: Appendix A Performance Framework Summary Appendix B KPI Measures by Business Area Appendix C Performance Framework Communications and Engagement Plan PURPOSE The purpose of this report is to: 1. Engage on development of the Police Scotland Performance Framework with SPA Members. 2. Seek further detailed engagement with SPA Board members and officials to shape and develop the Performance Framework approach. 3. Seek endorsement of the approach and further development towards implementation of the Police Scotland Performance Framework for reporting against the 2018/19 period. SPA Board Meeting Police Scotland Performance Framework 27 February

2 1. BACKGROUND 1.1 The Performance Framework has been developed taking account of best practice in policing across the UK, and has been the subject of initial consultation, including within Police Scotland, SPA members and officials, Scottish Government and HMICS. 1.2 Feedback from consultation thus far has been incorporated into the development of the Performance Framework. 1.3 The Performance Framework development has been previously discussed and endorsed by the Strategic Leadership Board, most recently in January The Performance Framework development has also been discussed at several SPA Policing Committees, with the most recent update presented at the Policing Committee on 5 th February 2018, where the approach was endorsed for progression to the main Board Meeting. 2. FURTHER DETAIL ON THE REPORT TOPIC 2.1 The design and content of the new Performance Framework is aligned to the areas of focus in the Policing 2026 Strategy: Protection, Prevention, Communities, Knowledge and Innovation as well as Transforming Corporate Services. It is also designed to support delivery of the 3 year Police Plan and Annual Police Plan. 2.2 As a proof of concept, a soft launch report is piloting the Framework in two business areas; Violence Disorder and Antisocial Behaviour (Operational) and People and Development (Corporate). The learning obtained during the Q3 soft launch process will be applied in the development of the Q4 report which will include the other business areas under the new Framework. To avoid the potential for confusion in public reporting, with the current performance report for Q3, these prototype products have been shared with SPA officials only at this stage. 2.3 High level outcomes have been developed linked to the areas of focus from the Policing 2026 Strategy. These are underpinned by Key Performance Indicators (KPIs), with a series of overlaying Key Performance Questions (KPQs). Each KPI will be evidenced by a suite of quantitative and/or qualitative Measures (see Appendix B). SPA Board Meeting Police Scotland Performance Framework 27 February

3 2.4 The Performance Framework summary (see Appendix A) details the KPIs and high level outcomes, aligned to the areas of focus. 2.5 The Performance Framework has been designed to evolve over time to support cultural change across the organisation and empower all staffing groups by encouraging the development of aspirational measures that will secure both support and continuous improvement of the Framework. These measures will be identified through consultation between relevant stakeholders, and link to both local and national reporting requirements, including an enhanced focus on external benchmarking. This recognises the significant importance of launching a revised approach to performance management and measurement in the context of the relatively short history of Police Scotland and the SPA. 2.6 It would be the intention of Police Scotland to continue to publish quarterly management information statistical documents as is the currently practice. 2.7 A draft Communications and Engagement Plan has been designed to support delivery and implementation of the Performance Framework (see Appendix C). 2.8 Proposed next steps include: Wider engagement with relevant bodies as detailed in the Communications and Engagement Plan. Further work with Police Scotland business area leaders to finalise qualitative and quantitative management information to evidence delivery of the KPIs and outcomes. Development of reporting styles and templates with key stakeholders, that will then require approval through future Police Scotland and SPA governance. Consideration of implementation of the new Performance Framework and new reporting style for the soft launch of the Q4 Performance Report. This will provide a good platform for embedding the new approach in the financial year 2018/19. Engage more deeply with SPA Members and Officials in a workshop setting to further shape the Performance Framework. SPA Board Meeting Police Scotland Performance Framework 27 February

4 3. FINANCIAL IMPLICATIONS 3.1 The Performance Framework underpins the delivery of the Policing 2026 Strategy which will have financial implications in terms of transformational resource. 4. PERSONNEL IMPLICATIONS 4.1 There are resource implications in terms of transformation to develop, deliver, and communicate the Performance Framework aligned to the Policing 2026 Strategy. 5. LEGAL IMPLICATIONS 5.1 There are no legal implications associated with this paper. 6. REPUTATIONAL IMPLICATIONS 6.1 The Performance Framework underpins delivery of the Policing 2026 Strategy, in three key areas of operational performance, corporate performance and management of change, and therefore has significant reputational implications. Excellent engagement, communication and management of delivery of the Framework is key to successful performance and a positive culture within the organisation. Stakeholder engagement is paramount to uphold reputation externally. 7. SOCIAL IMPLICATIONS 7.1 There are no social implications associated with this paper. 8. COMMUNITY IMPACT 8.1 Communities will have an interest in the Performance Framework and progress made in relation to the Policing 2026 Strategy, and operational objectives. 9. EQUALITIES IMPACT 9.1 There are no equality implications associated with this paper. SPA Board Meeting Police Scotland Performance Framework 27 February

5 10. ENVIRONMENT IMPLICATIONS 10.1 There are no environmental implications associated with this paper. RECOMMENDATIONS Members are requested to: Consider opportunities for deeper engagement in the near future with SPA Members on the detail of the developing Performance Framework. Note the emerging Performance Framework Summary (see Appendix A). Note the emerging Key Performance Indicators (see Appendix B). Note the proposed activity listed in the Communications and Engagement Plan (see Appendix C). Endorse the approach and further development towards implementation of the Police Scotland Performance Framework for reporting against the 2018/19 period. SPA Board Meeting Police Scotland Performance Framework 27 February

6 Meeting SPA Board Meeting Date 27 February 2018 Location Stirling Court Hotel, Stirling Title of Paper Draft Performance Framework: SPA Contextual Note Item Number 10.2 Prepared By Stephen Jones, Interim Director Planning and Corporate Support Recommendation to Members For noting and discussion Appendix Attached No PURPOSE To provide contextual information about the Scottish Police Authority s statutory role in monitoring policing performance. SPA Board Meeting Draft Performance Framework Contextual Note 27 th February

7 1. BACKGROUND 1.1 Police Scotland is developing a new Performance Framework. The intention is that, from Quarter 1 of 2018, this new Framework will be used to gather and present data in future quarterly performance reports to SPA. The draft framework will be presented to the Board for discussion under agenda item The SPA Policing Committee received a verbal progress update about the Framework in September 2017 and received presentations to outline the high level development of the Performance Framework in October 2017 and February It was agreed that all Board Members should be given the opportunity to discuss the Draft Framework. 2. SPA s STATUTORY ROLE IN MONITORING PERFORMANCE 2.1 One of SPA s main statutory functions, as set out in section 2 of the Police and Fire Reform (Scotland) Act 2012 (the Act), is to hold the Chief Constable to account for the policing of Scotland. In particular, section 17 of the Act sets out, amongst other things, that the Chief Constable must ensure that the policing of Scotland is done in accordance with the strategic police priorities, the Strategic Police Plan and Annual Police Plan. 2.2 SPA also has a statutory duty to prepare an annual report as soon as practicable after the end of each reporting year (section 39 of the Act). This report, which is commonly called the Annual Review of Policing, must include an assessment of performance in working towards achieving the main objectives in the Strategic Police Plan and an assessment of performance in implementing the arrangements in the Annual Police Plan. 2.3 To carry out these statutory duties, SPA requires sufficient information to allow it to measure progress towards achieving the objectives in the Strategic Police Plan and implementing the arrangements in the Annual Police Plan. Section 84(3) of the Act sets out that the Chief Constable must provide SPA with such reports, statistics or other information as it may reasonably require. SPA Board Meeting Draft Performance Framework Contextual Note 27 th February

8 3 THE STRATEGIC POLICE PLAN 3.1 The Strategic Police Plan ( 2026: Serving a Changing Scotland 1 ) contains six strategic objectives: Improving public contact, engagement and service Strengthen effective partnerships Empower, enable and develop our people Invest in our use of information and technology Enhance cyber and forensic capabilities Transform corporate support services The Auditor General, in her report to the Scottish Parliament on the Audit of SPA, said that realising the vision in the Strategic Police Plan over the next eight years will be challenging in the context of: the scale of transformational change needed; current and future financial constraints; the integration of British Transport Police functions into Police Scotland; instability created by ongoing changes in the leadership of the two organisations; the current capacity and capability of Police Scotland's ICT function. 3.2 It is essential, given the scale of this challenge, that Police Scotland and SPA have a mechanism that will allow them to track progress towards achieving the objectives in the Strategic Police Plan in real time, to assess whether the benefits from reform are being delivered in practice and to demonstrate that commensurate productivity gains are being realised. 3.3 Police Scotland has invited SPA to comment on the direction of travel of the developing Performance Framework at several points over the last 13 months. These opportunities to comment were appreciated. The most substantive feedback has been that the Performance Framework should be capable of monitoring performance towards implementing the objectives in the Strategic Police Plan (2026) and delivery of the arrangements set out in the Annual Police Plan. RECOMMENDATIONS Members are requested to note the information contained within this report year programme SPA Board Meeting Draft Performance Framework Contextual Note 27 th February

9 Police Scotland Performance Framework

10 Police Scotland Performance Framework KPQ 1 KPQ 2 KPQ 3 KPQ 4 KPQ 5 KPQ 6 KPQ 7 There are seven Key Performance Questions (KPQs). Answering the Key Performance Questions allows an assessment of progress against each Key Performance Indicator. How good is our understanding of the threat/risk posed by the issue? How effective is our response to the issue? How effective is our work with partners on the issue? How good are we at using our resources on the issue? What difference has it made locally on the issue? Are there best practices that can be shared on the issue? Is there any benchmarking data about the issue? There are 25 Key Performance Indicators (KPIs) These are indicators of success for each Area of Focus. Under each KPI will be a suite of Measures which can be either quantitative or qualitative (a count of which can be found below, broken down by Business Area) BUSINESS AREA KEY: Acquisitive Crime C3 EERP (OSD) FoCUS (OSD) Road Policing (OSD) Specialist Operations (OSD) Armed Policing (OSD) Serious Organised Crime (SCD) Counter Terrorism & Domestic Extremism Protecting People at Risk of Harm PPR - Domestic Abuse PPR - Missing Persons Violence, Disorder & Antisocial Behaviour Professional Standards Department (PSD) Public Confidence Corporate Communications Estates Fleet Management ICT People & Development Procurement KEY PERFORMANCE INDICATORS (KPIs) AREA OF FOCUS OUTCOME KPI 1 Protect people considered vulnerable KPI 2 Disrupt Serious and Organised Crime 5 People are protected KPI 3 Effectively tackle violent crime PROTECTION 2 based on threat, risk and KPI 4 Effectively tackle sexual offending 5 harm KPI 5 Effectively tackle domestic abuse 6 KPI 6 Effectively tackle hate crime 1 2 KPI 7 Prevent crime and reduce victimisation KPI 8 Effectively tackle acquisitive crime 9 Tackling crime & enduring KPI 9 Reduce the risk and impact of terrorism PREVENTION problems facing KPI 10 Enhance our understanding and capability in response to cyber crime 1 communities KPI 11 Make our roads safer 3 KPI 12 Strengthen partnership working KPI 13 Deliver a policing service which meets community needs Communities receive a policing service which KPI 14 Increase community engagement COMMUNITIES meets their needs and KPI 15 Continue to build public confidence 1 1 gains their trust and confidence KPI 16 Deliver improved services using evidence based methods 1 1 KPI 17 Create a diverse, skilled and empowered workforce 1 Services are improved KNOWLEDGE using evidence based methods KPI 18 Improve public contact and engagement 1 KPI 19 Adapt to key shifts in public behaviour Police Scotland is a INNOVATION dynamic, adaptable and sustainable service KPI 20 Deliver best value to the people of Scotland KPI 21 Improve the wellbeing of our workforce 8 KPI 22 Create a diverse workforce which empowers, enables and develops our people to address Ensure optimum use of evolving needs CORPORATE SERVICES our resources to meet 4 KPI 23 Increase workforce productivity through technology community need 3 KPI 24 Improve resilience against ICT security breaches 2 KPI 25 Reduce carbon emissions to facilitate our transformation to a low carbon organisation 1

11 Disclosable under FOISA 2002 No Author Vicki Short Supt Richard Department / Unit Corporate Communications Horan Last updated 12/02/2018 Telephone Policing 2026: Performance Framework Communications and Engagement Plan 1. Purpose This document sets out the internal and external communication activity that will introduce the following as part of the Policing 2026 Strategy, for all officers and staff across Police Scotland in relation to the new Performance Framework. Communications activity will embed awareness of the outcomes based approach which underpins the new Performance Framework. It will support positive cultural change across the organisation, increasing the knowledge of all staffing groups, and empowering them to feed into the project which in turn will secure both their support and continuous improvement of the framework. The narrative will tell the story of the improvements and benefits that are realised for officers, staff, stakeholders, partners and the communities of Scotland. A key element of the leadership-driven communication activity is embedding an understanding of each individual s role and contribution to the positive outcomes presented in the framework. An Executive lead of this work is critical to demonstrate the Service commitment to performance. 2. Consideration/Background Policing 2026 will transform policing in Scotland over the next 10 years. 1

12 Developed by the SPA and Police Scotland, the strategy provides the direction and opportunity to achieve long term sustainability and a vision of 'sustained excellence in service and protection'. It clearly sets out why Police Scotland needs to change, what we are trying to achieve and how we will do this. Performance Framework The Performance Framework describes how we will measure, assess, review and report on Police Scotland s activities internally and externally, including that of Policing A key element for each outcome within the Framework is the requirement for each individual to understand and demonstrate what success looks like when assessing and reporting our performance. The Performance Framework is a key deliverable under Police Scotland s Demand, Productivity & Performance (DPP) project. Closely linked to the framework is the on-going work around measurement and reporting of demand and productivity. These two areas form phase two of the communications plan and will be considered further once the scope of delivery is better understood. 3. Aims The aim of this communication plan is to engage staff at all levels making it clear the importance of the role that they play and that we all take responsibility as a collective for Police Scotland s improving performance Through telling the positive story of our performance, including presenting the opportunities and benefits for officers, senior management, stakeholders, partners and communities, the communication activity will support the wide-reaching cultural change required for the successful delivery of the effective performance reporting and management. 2

13 4. Objectives Internal Raise awareness about to new Performance Framework. Communicate the Performance Framework in an open and honest way to enable officers and staff, along with our partners and stakeholders, to understand the role each person will play in achieving the outcomes. Support the transformation of our performance culture across Police Scotland from the ground up with successful peer-topeer case studies and narrative that tells the story about benefits delivered and will engage with colleagues by sharing their authentic experience of change. Work alongside the project team and APU staff to engage staff at all levels to consider the role that they play and how important it is that as a collective we take responsibility for Police Scotland s improving performance. External Ensure high interest/high influence stakeholder groups are informed of the benefits presented and outcomes achieved through the move towards a Performance Framework. Support the External Professional Reference Group as a critical friend of performance framework and the Demand, Productivity & Performance Project Using successful case studies to tell the story of the Performance Framework and support divisional commanders and their business teams to raise awareness of these benefits at a local level. Ensure local scrutiny boards receive a quality product which takes into account local issues and feedback. Ensure open and honest lines of communications exist with emerging work streams, stakeholders and other partners, such as the Blue Light Collaboration. Ensure messaging around measurement of Service demand and productivity is accurate, consistent and Corporate. 3

14 5. Key Messages Performance Framework Measuring what matters The Policing 2026 Strategy marks the beginning of a significant shift in the way we deliver policing services for our communities. A Performance Framework has been put in place to measure our progress towards achieving this change and reporting both within and out with the Service. Our people are the foundation of Police Scotland and will continue to be so. An effective Performance Framework relies on the work and dedication of all our officers and staff. There are six areas of focus, aligned to the outcomes of the Policing 2026 strategy with a series of key performance indicators (KPIs) and key performance questions (KPQs) to measure progress and improvements. KPQs are a crucial element of the Framework which officers need to understand. These, in addition to the outcomes are new, and it is important that officers realise that the emphasis is on these and not targets. This approach moves away from traditional target setting and ensures Police Scotland s performance approach is sufficiently flexible to address new and emerging threats and demands. Understanding our organisational demand is key to improving performance. Significant work is ongoing in this area, which will assist in service delivery. We all have a collective responsibility for Police Scotland s improving performance. How it works The Performance Framework identifies five key outcomes that are drawn from the five areas set out in Policing 2026; Protection, Prevention, Communities, Knowledge and Innovation. Coupled to 4

15 these is the ongoing transformation of Corporate Services, creating six areas of focus. All staff should be aware of their role and how it contributes to the way we measure the impact of policing across these areas of focus. From answering the telephone to purchasing and servicing the vehicles that enable officers to attend incidents, every aspect of effective service delivery draws upon and depends on the effective and efficient working of our people across all aspects of Police Scotland. Improvements are tracked through key performance indicators (KPIs) for each outcome. As the KPIs are brought together they will tell the story of our progress in achieving our stated outcomes. A key message register to capture success stories and case studies will be developed as part of this communication plan. 5

16 6. Key audiences/stakeholders Internal Stakeholder Interest Responsibility All Police Officers (Chief Superintendents, Superintendents, Chief Inspectors, Inspectors, Sergeants, Constables) Need to have awareness of the Performance Framework and how it applies to their roles. Will also need awareness and understanding of how the Performance Framework underpins Policing with support from Internal Comms. Divisional Commanders Need to be clear of the key messages for officers and staff under their command. Need to be aware of key messages, core script and success stories in order to respond to queries from members of the public and local stakeholders. with support from Internal Comms. Divisional Senior Management Team/Business Units Need to be clear of the key messages for officers and staff in their division. Need to be aware of reporting requirements for the Performance Framework. with support from Internal Comms and Association of Police Superintendents. 6

17 APU Corporate Media Team Will be required to respond to specific questions in relation to the Performance Framework and specific questions/case studies/examples with support from Internal Comms. Internal Comms 7

18 External Stakeholder Interest Responsibility Scottish Police Federation& Unions& ASPS Need to have awareness of the Performance Framework and how it applies to their roles. SRO, with support of and Internal Comms. Scottish Government/HMICS COSLA/ SOLACE / Local Authorities/ Emergency Service/ Third Sector (including victim groups) Scottish Police Authority Board Local Scrutiny Boards Will also need awareness and understanding of how the Performance Framework underpins Policing Have a strong awareness of 2026 and have been involved in development of Performance Framework. Will wish to ensure compliance with Policing These groups/sectors have legislative or other interest in the performance of Police Scotland. Members have legislative requirement to monitor performance and delivery of Policing within Scotland. Should be advised of improvements delivered and benefits realised. Be aware of the new External Reference Group via SRO, with support of Project Team and Internal Comms. External Reference Group via SRO, with support of Project Team and Internal Comms. SRO, with support of and Internal Comms. Divisional Command Teams supported by and Internal Comms. 8

19 Media General Public legislation and the arrangements Will have an interest in the Performance Framework and should be advised of improvements delivered and benefits realised. Will have an interest in the Performance Framework and should be advised of improvements delivered and benefits realised. Divisional Command Teams supported by and Internal Comms. Digital media channels supported by Internal Comms. 9

20 7. Tactics We will use a variety of methods to achieve our objectives including but not limited to the examples below. A regular review will be carried out as part of our evaluation process and additional tactics will be considered to ensure the aims and objectives of the strategy are successfully met. Internal Briefing Packs Will be produced to provide staff with the necessary information they require in relation to their role. We will ensure communication is two-way in order that queries can be fed back to the project to be answered. A dedicated intranet area has been setup to facilitate this, alongside a bespoke address. Briefing Sessions - Will be used to update supervising officers and line managers and to provide them withan opportunity to ask questions. Initially briefings sessions will be focused on senior officers to enable a trickle down of culture change, ensuring all divisions are aware of the changes and what is expected of them. News Articles To raise awareness, we will publish regular articles and features on the intranet; in divisional bulletins and in the internal magazine The Beat. Dedicated area on the Intranet Will contain information, dashboards and FAQs. The area will be linked to the Policing 2026 pages and will promote benefits delivered and key links to other project streams. FAQ As part of the Intranet area, we will create and update an online list of FAQs to cover the likely questions and concerns staff may have. A dedicated address will be created to enable line managers/supervisors to feedback questions/concerns. These will be considered and responded to and the list of FAQs updated if appropriate. Additional activity may also be considered in light of issues raised. Video and Audio Broadcasts In addition to written materials, we will consider the use of video messages and video features to launch the Performance Framework and milestones completed. 10

21 Regular updates - to share facts and figures especially during times when the project may not be as visually active. External External Reference Group Has been established to provide expert professional advice on the performance framework and Demand, Productivity and Performance Project. Stakeholder Briefings Will be arranged for various key stakeholders at key points to ensure they are provided with appropriate information and have the opportunity to ask questions. Media Briefings Will be considered where appropriate to ensure journalists are appropriately informed in order to improve reporting accuracy. Media Releases Will be considered where appropriate to ensure journalists are made aware of milestones reached and improvements delivered. Partner agencies/relevant organisations Will be considered where appropriate to ensure journalists are made aware of milestones reached and improvements delivered. Social Media Infographics and other information to be circulated via suitable PSoS social media channels. Website Information about the Performance Framework will be included as part of the Policing 2026 communication and engagement activity. SPA Board Meeting Where appropriate we will provide updates to the SPA Board as part of the Policing 2026 communication and engagement activity. 8. Risks There is requirement for briefing all officers and staff across Police Scotland. This requires support for line managers to ensure briefings are delivered effectively to ensure understanding to changes in reporting/recording of offences and activity. 11

22 Engagement with partner agencies and key stakeholders must be coordinated to ensure that stakeholders are appropriately advised and informed on the Performance Framework and the role it plays as part of Policing Performance Framework Activity Grid Date Audience Detail Channel Responsibilit y 14 Feb 2018 SLB 15 Feb Feb Feb Mar 2018 Divisional Commanders All Police Scotland officers and staff Meetings with Divisional Commanders Papers for decision (latest version of framework) Div Comms briefing and feedback Soft launch framework internally to meet with each Divisional For awareness and approval Briefing pack detailing the framework and what Divisional SMTs need to know/casca de to staff/officer s. Intranet area to go live (soft launch) with framework, narrative, contacts and FAQs. News article linking to Intranet area. Programme of project team meetings / 2026 Comms / 2026 Comms, supported by APU Planning and 12

23 20 Feb 2018 (TBC) 21 Feb 2018 (TBC) 22 Feb 2018 (TBC) 22 Feb 2018 (TBC) 22 Feb Feb 2018 begin (Territorial and National) HMIC(S) SG/Police Division Crown Office Political Parties External External Commander to discuss the framework and brief them on key messages etc. Update on Performance Framework Update on Performance Framework Update on Performance Framework Update on Performance Framework SPA Board papers to be published on website Preparation for SPA Board with each Divisional Commander, prioritising K, J and D Divisions as initial pilot areas. For comment and feedback (also represented at External Reference Group). For comment and feedback (also represented at External Reference Group). For comment and feedback. For awareness, as required. For awareness. Lines for Corporate Media Team in relation to SPA Board Meeting. Performance Officers. ACC Graham / ACC Graham / ACC Graham / ACC Graham / / 2026 Comms Corporate Media Team 13

24 27 Feb Feb March March March 2018 March TBC SPA Board All officers and staff Pilot Local Scrutiny Boards Other Local Scrutiny Boards Force TACG/ Divisional TACG and Functional Reporting Staff associations Framework to be presented to Board News update on launch of framework Divisional Commanders to liaise with Local Scrutiny Boards accompanied by draft local products Divisional Commanders to liaise with Local Scrutiny Boards for awareness of new framework and timeline Engagement and design of pilot products for TACG (National and Local) and Functional Reporting Update on Performance Framework For awareness Neil Dickson s monthly update Intranet and Line Manager Briefing. For comment and feedback with pilot local scrutiny board. For awareness and comment. For comment and feedback. For comment and feedback (ASPs and ACC Graham/Proje ct Team / 2026 Comms / Director of Change Divisional Commanders / Project Team / APU Divisional Commanders / Project Team / APU Police Scotland Executive, Divisional Commanders / Project Team / APU ACC Graham via JNCC / 14

25 March 15 March TBC March TBC External Professional Reference Group All officers and staff All officers and staff SPF already aware). Update on For ACC Graham / Performance comment Framework, and circulate of feedback draft (already documentati formed and on aware). News article The Beat. / 2026 Comms / Internal Comms Graphics or Infographic 9 April TBC Public Launch framework externally Intranet Still images for the Beat Social Media. / 2026 Comms / Graphics / 2026 Comms / Corporate Media Team / Social Media Team 15