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7.1 The Resources and Customer Services Branch provides support and advice to the Chief Executive and staff of the Agency on customer services, personnel and financial management. It also supports the Chief Executive and the Agency's Management Board on the corporate management of the Agency, including reporting to The Scottish Office on the Agency's performance in accordance with the arrangements set out in the Agency's Framework Document. |
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Murray McDermott, |
Customer Services
7.2 The Agency is committed to improving the services we provide to our customers. A series of customer care training workshops, covering all staff, was held during the year. We are also a Corporate Member of the Plain Language Commission. The Commission now assesses all our advisory literature.
7.3 The Chief Executive and senior managers also met with groups representing employer and employee organisations, and seminars on different aspects of scheme administration were held, including a particularly successful
recent series for the staff of Education Authorities.
7.4 The Agency's complaints procedure is set out in its Commitment to Service statement. Most complaints are resolved quickly by case-officers without recourse to more formal procedures. However, 49 cases did result in a formal complaint. In addition some letters from Members of Parliament concerned complaints about SOPA's handling of particular cases - see Annex B. The total number of letters from MPs increased from 37 to 73 in 1998-99.
Human Resource Management
7.5As an Agency of The Scottish Office, SOPA continued to use the strategy document "Investing in Scottish Office People" as a framework for the personnel management of its staff. Scottish Office personnel policies apply to the Agency but, where appropriate, the Agency's personnel practices and procedures have been adapted to meet the specific needs of the Agency. The following paragraphs set out what was achieved during the year.
Staff Development and Training
7.6The Agency, as part of The Scottish Office, achieved Investors in People (IIP) status. SOPA's induction process has been revised to comply fully with IIP standards. This now involves an induction programme that is delivered by the line manager and supported by a brief induction seminar and pre-appointment pack.
7.7 In the year, 535 days were spent on training and development activities. This was an average of some 4 days training for each permanent member of staff. A summary of the training provided by grade is set out in Figure 2. Besides technical training in pensions procedures, this included:
7.8 During the year the Agency continued to support staff studying for professional qualifications in pensions administration approved by the PMI and continued to work with the PMI and other public sector pension administrators to develop an N/SVQ at level 3 in public sector pension scheme administration.
SOPA TRAINING DAYS
Recruitment and Selection
7.9 The Agency's recruitment procedures were reviewed to ensure that they complied with the Civil Service Commissioners' Recruitment Code. 65 temporary staff were recruited during the year. A number of promotion and selection boards were held to fill vacancies at Band A and B levels.
Employee Relations
7.10 Good employee relations were promoted through formal meetings of the Agency's Whitley Committee and informal meetings with Trade Union Side representatives on a range of employment issues. The Agency's Whitley Committee met on 3 occasions.
Communications
7.11 During the year a number of initiatives were taken forward to improve communications within the Agency. A series of seminars was held in the autumn to brief staff on the future of the Agency and its relationship with the new Scottish Parliament. A system of team briefing was also introduced to keep staff informed of key issues affecting the day to day management of the Agency. We also published an Agency newsletter.
Health and Safety
7.12 During the year 3 joint Management/Trade Union Side Health and Safety Inspections were held and essential training in Health & Safety knowledge and skills was provided. This covered stress management and guidance on the promotion of a healthy lifestyle. And, in view of the increased use of visual display equipment, every member of staff was given the opportunity to have their eyes tested and, where appropriate, assisted with the purchase of spectacles.
Sick Absence
7.13 The number of days lost to sick absence increased from 12.5 days per member of staff to 12.6. Unfortunately this was due to a number of staff being absent because of long-term serious illnesses.
Financial Management
7.14 An Asset Register and other processes and systems to support accruals accounting are now in place. The Agency now produces full accrual accounts that are certified and approved by the National Audit Office (NAO). Continued use was made of the Scottish
Office Accounting Package (SCOAP) to enhance the efficient payment of invoices and the retrieval of financial information. Unit costing (as at Annex B and Figure 3) is still used as a key measure of the Agency's performance. More detailed information on the Agency's financial position is provided at Annex B and the Annual Accounts which form part of this Report.
7.15 Good working relationships were maintained with Registers of Scotland (ROS) which, as the major occupier, shares accommodation with SOPA in St Margaret's House. The Memorandum of Terms of Occupation, agreed with ROS, continues to operate, under which all remedial work to the building is carried out.
Corporate Management
7.16 During the year SOPA, like other Agencies, contributed to the Next Steps Review and initiatives to improve the corporate management and monitoring of Executive Agencies.
The priority for the Agency in 1999-2000 will be to complete the IT project. Once this is done the Agency can then take forward the organisational changes emerging from the structural review project. In addition, we will also have to agree a revised Framework Document that reflects our relationship with the new Scottish Parliament.
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