The SPSO Business Plan 2005 – 2006
Development
- To manage the changes in the NHS complaints procedure
- To successfully take responsibility for HE/FE complaints
- To clarify ‘grey areas’ of jurisdiction
- To ensure SPSO influence over policy and legislative changes
- To build a more effective outreach capacity
- To increase co-operation with other Ombudsman offices
- To take a leading role in the development of good public administration and ‘administrative justice’
Service
- To promote and measure public awareness of the SPSO
- To raise awareness among under-represented groups
- To review how best to serve all sections of Scottish society
- To create a culture of continuous service improvement
- To review and improve how we communicate our findings
- To review how we currently manage premature cases
People
- To better plan and measure resource utilisation
- To establish a performance culture based on assessment against objectives and competencies
- To develop our leadership skills and management capability
- To better leverage our collective knowledge and expertise
- To develop a comprehensive workforce plan
- To attract, develop, retain and reward a staff team that can deliver the objectives of the SPSO
Assurance
- To implement and maintain a proper management information system
- To demonstrate value for money for the public purse
- To set transparent targets for dealing with complaints work
- To develop measures to assure quality and consistency
- To implement the internal scheme of control
- To ensure that delegated authorities are clear
Strategic Objectives 2005 – 2007, 8 challenges:
- centre of excellence
- service targets
- process development
- pro-active advisory service
- real strategic influence
- people development
- excellence in functional performance
- the 21st century office
A 'Model’ complaints process
Of the thirty-two local authorities in Scotland, each has its own way of handling complaints. That can lead to confusion. Also some complaints processes are excellent while others need to be improved. We are encouraging council chief officials and COSLA to consider producing a single ‘model’ complaints process that can be adopted and adapted by each council.
An effective internal complaints system needs to be:
- Easy to Access
- Fair
- Flexible
- Ensure confidentiality
- Clear and
- Timely
- Integrated with other systems to provide
- Valuable feedback and
- Engender trust from service users and staff