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FINANCE AND CENTRAL SERVICES DEPARTMENT
(Including Scottish Public Pensions Agency ( SPPA))
Core Functions of Department
The Finance and Central Services Department ( FCSD) supports the Finance and Public Service Reform ( FPSR) Ministerial portfolio and is wide-ranging in the areas it covers including:
- planning and prudently managing public finances;
- delivering excellence in public services;
- supporting growing Scotland's economy;
- enabling local democracy to flourish;
- promoting Scotland's international image; and
- explaining the Executive's activities throughout Scotland, the UK and abroad.
The Finance and Central Services Department also manages the Inspectorate of Prosecution in Scotland and the Scottish Public Pensions Agency ( SPPA).
Departmental Priorities in 2006 - 2009
Our departmental priorities for the period 2006 - 2009 include:
- planning and prudently manage public finances;
- supporting reform to achieve more user focused, efficient and accountable public services, including continuous improvement in local authority services;
- providing a professional, innovative and creative communication support to Ministers and Departments;
- advancing Scotland's place in Europe and the wider world by maximising Scotland's influence within the European Union, building mutually beneficial links with other countries and regions, promoting Scotland abroad, and attracting fresh talent to live and work in Scotland;
- managing the operation of the Crown Office and Procurator Fiscal Service;
- administering National Health Scheme ( NHS) and Scottish Teachers' Superannuation Scheme ( STSS) pensions.
Departmental Statement of Objectives/Aims to Advance Gender Equality
FCSD's overarching objective is to ensure that, as a Department, we are doing all we can to advance gender equality, primarily through the mainstreaming of gender equality throughout our policies and practice. We recognise that the Department has a key role to play in promoting gender equality, particularly in terms of our role in managing public finances. We are members of the Equality Proofing the Budget and Policy Advisory Group and we acknowledge that there is work to be done to ensure that our resource allocation appropriately reflects the needs and requirements of Scotland's communities. The connection between evidence, policy and spend is one we believe we can continue to improve upon during in the lifetime of this scheme.
Our objectives are set out in our Action Plan, but we highlight the following three areas as part of our statement.
Best Value
As well as being tasked with the important role of managing public finances, our core functions include public appointments and widening participation in local democracy. One of key policy areas is Best Value. Best Value arrangements exist to secure continuous improvement in the performance of functions by public service organisations. Continuous improvement seeks to balance quality and cost considerations, and is achieved with regard to economy, efficiency, effectiveness, the equal opportunities arrangements, and sustainable development.
Best Value is structured around the following key principles: commitment and leadership, responsiveness and consultation, sound governance arrangements at strategic, financial and operational levels, sound management of resources, use of review and options appraisal, competitiveness, trading and the discharge of authority functions (specific to Best Value in Local Government), accountability, joint working, sustainable development and equal opportunities. Gender equality sits firmly within the Best Value commitment to equal opportunities and we set out our action in this regard in the action plan below.
Public appointments
The Scottish Executive is committed to improving the representation of our diverse communities on the boards of public bodies. Disabled people are currently proportionately represented but women, and people from minority ethnic communities are under-represented. There are many reasons for this under-representation. The Commissioner for Public Appointments in Scotland has a statutory duty to prepare, following consultation with the Parliament and Scottish Ministers, and Equality Strategy for public appointments. The Executive's Public Appointments Team will work with the Commissioner in implementing her strategy, once it is published, and is looking at ways in which any potential barriers can be removed to encourage more applications from under-represented groups.
What do we know?
We know that, overall, women hold approximately one third of all public appointments in Scotland. In 2006 the proportion of women holding public appointments in Scotland stood at 34%. We also know that women's representation also varies across different types of public bodies, for example, women tend to be well represented in bodies that work in the areas of justice or health. The public appointments process works solely on merit. We do recognise however, that there is work to be done to encourage and support women to pursue public appointments and so we are committed to working towards improving the representation of women.
Our objective
We are committed to encouraging a more diverse range of people to apply for public appointments in Scotland. It continues to concern Ministers that women are underrepresented and we would like to see the numbers of women applying for public appointments and achieving success to increase over the next three years.
We are committed to continuing to work on identifying the barriers that may disproportionately impact on women in Scotland. These may include issues relating to caring responsibilities, confidence and experience and simple access to the time necessary to undertake these appointments. The board members of public bodies can already receive assistance, for example, with childcare costs in undertaking their official role.
We are also keen to work with the Commissioner for Public Appointments to develop and implement her Equality Strategy. The detail of the statutory Strategy and the timing of its publication are the responsibility of the Commissioner, but a primary focus is likely to be on increasing participation rates.
Women's representation in the democratic process
The Executive wants to see vibrant local representation and to see local government flourish. In particular, Ministers wish to see councils represent the communities they serve and to have elected representatives from diverse backgrounds enabled to take part in the governance of their community.
In 2005 the Widening Access to Council Membership Progress Group ( WAPG) reported to Ministers and its report was published and in 2006 the Scottish Executive responded to the WAPG report. It is clear that many of the changes that need to occur will take place over the longer term and that diversity and equality issues need to be embedded into this process. As mainstreaming equality sits at the heart of what the Scottish Executive does, this is recognised as an underlying fundamental.
Recognising that the under-representation of women in our political processes is an issue, the Executive was pleased to support a one- day conference organised by the Electoral Reform Society and the Scottish Women's Convention. This conference took place in December 2005 and focussed on making the single-transferable vote work for Women'.
What do we know?
We know that in the public and political life, women are, on the whole, under-represented. Although the Scottish Parliament can be proud that 39% of its MSPs are women, this situation is not reflected in local government where women constitute just 22% of councillors. Although the appointment of women to political candidacy is beyond the control of the Executive, as this responsibility sits with individual political parties, the Executive does recognise that it can put measures in place which, at the very least, encourage more women to put themselves forward. The report of the WAPG identified a number of issues that may act as barriers for women and we are committed to doing what we can to address those.
Our objective
We are already committed to improving the diversity of those people who participate in the democratic processes of Scotland. It continues to concern Ministers that women are underrepresented and we would like to see the profile and participation of women increased.
We will, continue to work to identifying the barriers that may disproportionately impact on women in Scotland. These may include issues relating to caring responsibilities, confidence and experience and simple access to the time necessary to undertake these appointments. We continue to commit to identifying and dismantling these barriers.
The Executive intends to carry out a "survey of councillors" immediately after the elections in May. This survey will ask specific questions about councillors. and candidates. childcare responsibilities and any other caring responsibilities, and whether their council provides assistance in this area. The information obtained from the survey will inform both the work of the working group on removing barriers and of the independent remuneration committee provided for in the draft Local Governance (Scotland) Bill.
We are committed to updating our objectives to tackle gender equality after the results of the survey have been analysed.
FINANCE AND CENTRAL SERVICES DEPARTMENT (Including Scottish Public Pensions Agency ( SPPA))
Gender Equality Duty Action Plan
Key policy areas where the department is or will take forward gender equality |
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Policy | Action | By whom | By when | Outcome expected |
|---|
Best Value in Public Services ( BVPS). |
The Local Government in Scotland Act 2003 places equal opportunities requirements on our public service organisations. The 2004 statutory guidance for BVPS outlines that local authorities should be able to demonstrate that measures are in place to meet the UK-wide equal opportunities requirements, this includes the Equal Pay Act 1970 and the Sex Discrimination Act 1975, as well as other anti-discrimination legislation. We recognise that the issue of equal pay between men and women is a key concern across the public sector and this has also been clearly communicated to us through consultation. The statutory guidance for BVPS already sets out that our public services should be striving to achieve a culture where there is: a programme of equal pay audits, comparability studies and equal pay reviews of the workforce, to ensure that pay and reward systems meet the legislative requirements and that any existing areas of discriminatory practice are being addressed. | We will continue to promote the principles of Best Value across our public services which includes the promotion of mainstreaming equality of opportunity, including gender equality. | Best Value and Performance Team | Ongoing | High level buy-in and commitment from leaders of public service organisations to Best Value which includes a commitment to progressing gender equality as part of the commitment to equality of opportunity. |
We have undertaken a programme of awareness-raising of BVPS using telephone survey and possible event for senior officials in public service organisations to highlight the nine characteristics of Best Value (including the one on equalities). The telephone survey indicated that further training is required on BVPS. This will include gender equality. | Best Value and Performance Team | March 2007 |
Any equality training for representatives of public service organisations will be taken forward in consultation with the Executive's Equality and Public Bodies Unit. | Best Value and Performance Team | Timescale to be considered | Greater understanding and awareness of gender equality (and other equality) issues. |
We will continue to promote the statutory guidance on BVPS and encourage the delivery of equal pay across the public sector. | Best Value and Performance Team | Ongoing | Public bodies continue to strive to achieve a culture where equal pay is delivered to women and men. |
Public Bodies Policy |
With the advent of the public sector equality duties for race, disability and gender, we recognise that public bodies will need to have appropriate guidance. | We will liaise with colleagues in the Equality Unit over changes to the current guidance issued to NDPB Sponsor Teams to ensure that it includes appropriate references/links to the public sector equality duties as they apply to NDPBs. These changes will form part of a more general review of the sponsorship guidance. | Public Bodies Policy Team | Early 2007 | Ensure Executive sponsor teams communicate consistent information to NDPBs about their equality responsibilities. Improved awareness of gender equality across NDPBs. |
Public Appointments |
The Scottish Executive is committed to improving the representation our diverse communities on public bodies and recognises that women, disabled people and people from minority ethnic communities are currently under-represented. | We will continue to work with the Commissioner for Public Appointments to develop and implement her Equality Strategy. The detail of the statutory Strategy is the responsibility of the Commissioner, but the primary focus is likely to be on increasing participation rates (current participation rates for women are well below general population share). | Public Appointments Team | The timescale is a matter for Commissioner | Agreed strategy for promoting equality in public appointments. |
There are many reasons for this under-representation and one of the key roles of the Commissioner for Public Appointments in Scotland is to promote diversity in the public appointments process. | We are committed to continuing to work on identifying the barriers that may disproportionately impact on women in Scotland. These may include issues relating to caring responsibilities, confidence and experience and simple access to the time necessary to undertake these appointments. | Public Appointments Team | Ongoing - the exact timescale is a matter for the Commissioner | Greater awareness and understanding of gender equality issues in the public appointments process. |
Public Service Reform "Transforming Public Services - the next phase of reform". The Executive is committed to excellence in our public services. This includes ensuring that our public services embed a commitment to equal opportunities, including gender equality, in everything they do. | We will ensure that mainstreaming equality, the promotion of social justice and equality are embedded into the values underpinning our commitment to reform of public services. We will commit that when taking forward reform that these values are central to the redesigned delivery of public services. | Public Service Reform Development Division | Ongoing | Public services which are high quality, innovative, efficient and productive, joined up, accountable and user focused and which are organised around the needs and aspirations of service users and citizens as women and men, not the convenience of the service provider. |
Marketing/Advertising |
Our marketing and advertising campaigns form part of the public face of the Scottish Executive. We recognise that marketing and advertising form powerful tools for challenging stereotypes and discriminatory behaviours. We recognise the importance of challenging behaviours that are unacceptable through high profile advertising campaigns that a) raise awareness and b) reinforce that such behaviour is not acceptable in an open, fair, safe and just Scotland. | We will aim to achieve a gender balance in our campaigns, as appropriate. Where appropriate, we will ensure the characters used in our information/marketing campaigns are an equal split of male/female. | Marketing | Ongoing | Campaigns with a positive gender balance, as appropriate. |
We will continue to work on specific campaigns, for example. domestic abuse, which challenged both the physical and psychological abuse of women. | Marketing | Ongoing | Raised awareness of women's rights; publicly challenging the unacceptability of this behaviour. |
Inspection of Prosecution in Scotland. |
We recognise that the inspection process can be a powerful tool in the progression of gender equality. | We will include monitoring of compliance with statutory duties in inspection work. The Chief Inspector will continue to attend the meetings of the Equality in Audit and Inspection group, which is co-ordinated by the Scottish Executive, the Equal Opportunities Commission, the Commission for Racial Equality and the Disability Rights Commission. The Chief Inspector will continue to cascade information to the team and continue to strive to improve how equality matters are taken forward as part of the inspection process. | Inspectorate Team | Per Inspection Timetable | Reports published, equality integrated clearly and effectively into the inspection process. |
Scottish Public Pensions Agency |
The SPPA recognises the importance of gender equality to the delivery of its work. | We will ensure that our staff are trained and understand the requirements of the public sector equality duties as they relate to the delivery of work of the SPPA, i.e. the administration of National Health Service and Scottish Teachers Superannuation Scheme Pensions. | SPPA | Ongoing | Full account of the different needs and experiences of women and men will be taken as part of the process of developing and implementing SPAA policy and practice. |
International Development |
We recognise that gender equality issues are important in the delivery of our work. | Our Expert Group on International Development has already recognised that women's empowerment and gender issues should be considered a cross-cutting priority, and mainstreamed across all areas. This is firstly, because it is a very important issue and secondly, because it is a "Millennium Development Goal". | International Division | Ongoing | Gender equality issues will be fully mainstreamed into our international development policy. |
Arrangements for delivering the general duty to promote gender equality. |
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| Action | By whom | By when | Outcome expected |
|---|
1. What arrangements will you put in place to ensure that your policies, services, functions pay due regard to the need to eliminate any unlawful discrimination between women and men? | We will ensure that all of our staff understand their responsibilities towards all (male of female) colleagues, stakeholders and the implications for their policies/ services. We will ensure that all of our staff use the EQIA tool when taking forward new policies or reviewing our existing policies. | Cascading through Group / Division Heads | December 2006 | Improved understanding of unlawful discrimination and, through the systematic use of EQIA, a clear understanding of equality issues will be evident in everything we do. |
We will ensure that all complaints regarding sex discrimination are identified and resolved effectively. | Line managers with advice from HR | Ongoing | Better informed staff. |
We will ensure that our public information awareness campaigns take every opportunity to challenge gender stereotypes and promote equality as appropriate. | Marketing, in conjunction with commissioning department | As and when commissioned by policy department | Improved awareness and representation with reference to gender in our advertising and marketing campaigns. |
2. What arrangements will you put in place to ensure that your policies, services, functions are able to pay due regard to the need to promote equality of opportunity between women and men? | The FCSD Departmental Business plan commits the Department to "delivering professional policy". This includes ensuring that policy development, and the Spending Review, complies with Executive's equality policies and supports the delivery of policy using the "policy cycle" toolkit. This will include the use of the EQIA tool for all new policy proposals - and will also include ensuring that a question about equality impact is included in our consultations. | Division Heads and team leaders | Ongoing | Policies / services have paid due regard to the need to promote equality of opportunity between men and women. Gender equality successfully mainstreamed throughout our policy and practice. |
3. How will you identify gender equality goals and outcomes for your area of work? | We will map our future priorities and identify any where there is a gender equality issue. We will ensure that gender disaggregated data forms part of the evidence base that underpins our decision making and the consultation responses are analysed, as appropriate, along gender lines. Through effective and systematic use of the evidence base and consultation, we will have a clear picture of what the key issues for gender equality are for FCSD. | Business management team with Division Heads. Analytical Services Group | June 2007 Ongoing | Clearly identified and evidenced goals/outcomes that are also supported by meaningful and transparent involvement and consultation.. |
4. How will you ensure that employees, stakeholders and/or service users are consulted in the process of setting gender equality goals and outcomes for your area of work? | The FCSD Departmental Business plan commits the Department to "delivering professional policy". This includes ensuring that policy development, and the Spending Review, complies with Executive's equality policies and supports the delivery of policy using the "policy cycle" toolkit. This includes making sure that a question about equality impact is included in our consultations. | Division Heads and team leaders | On-going | Meaningful engagement with the needs of both women and men across our departmental priorities in order to improve the delivery of our business objectives. |
5. What arrangements will you put in place to ensure that we are able to report on progress on an annual basis? | We will do this through an annual report to the FCSD Departmental Management Board. | Group Heads and Divisional Heads | April 2007 | Evidence of improved services/policies which take account of gender issues. |
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