Plan and Objectives 2007-08

Strategic Objectives: 

Aim: To be the model of excellence

Real strategic influence

1. To promote the debate on good public administration and administrative justice.
2. To contribute to the Scrutiny Review and any subsequent Scottish Executive initiatives.
3. To initiate a review of our Act.
4. To establish links with relevant Human Rights bodies.
5. To develop appropriate protocols with new bodies.
6. To collaborate with the wider ombudsman and other office-holder community in order to promote mutual learning and share best practice.
7. To establish effective working arrangements with the new Scottish Parliamentary Corporate Body (SPCB).
8. To raise awareness of the SPSO with the new Scottish Executive, MSPs and local councillors.
9. To develop an effective communications strategy that maintains our reputation.

Service standards

1. To strive to meet our published commitments, standards and key performance indicators (KPIs).
2. To improve the effectiveness and efficiency of our casework by using resources proportionately.

Functional excellence

1. To refine our reporting regimes.
2. To review SPSO location strategy in the event of outgrowing the existing premises.

Continuous improvement

1. To review the case management process and implement initiatives where appropriate.
2. To embed clarity and accuracy in all communication

Pro-active advisory service

1. To analyse feedback from users in order to provide a higher standard of service.
2. To utilise intelligence from casework to ensure that Outreach activities and communications are targeted appropriately.
3. To continue to increase the visibility, accessibility and accountability of the SPSO.
4. To continue to build and strengthen links with listed authorities and other stakeholders.
5. To continue to develop the ‘Valuing Complaints’ guidance.

People development

1. To ensure we have the optimum organisational structure and resource allocation to deliver our objectives.
2. To further develop leadership capacity and continue to build succession-planning mechanisms.
3. To continue to build the capability and understanding of staff to meet strategic objectives.
4. To focus on developing those core competencies that are essential to the effective delivery of our services.
5. To build the capacity and provision of our HR services to meet our business requirements.
6. To develop systems and processes that encourage more effective and efficient learning.

The 21st century office

1. To continue to work within Best Value principles.
2. To continue to operate within Scottish Executive accounting rules and best practice.
3. To further develop our ICT technologies, services and methodologies.
4. To review with the SPCB the budget-setting process.
5. To agree the next three-year Strategic Objectives and 2008-09 Business Plan.
6. To review the use of professional advice and support services.
7. To maintain the Scheme of Control and a robust risk management approach

Outreach and Communications Strategy 2007-08

• to analyse feedback from users in order to provide a higher standard of service;
• to utilise intelligence from casework to ensure that Outreach activities and communications are targeted appropriately;
• to continue to increase the visibility, accessibility & accountability of the SPSO;
• to raise awareness of the SPSO with the new Scottish Executive, MSPs and local councillors;
• to continue to build and strengthen links with listed authorities and other stakeholders;
• to embed clarity and accuracy in all communication;
• to continue to develop the ‘Valuing Complaints’ guidance;
• to collaborate with the wider ombudsman and other office-holder community in order to promote mutual learning and share best practice; and
• to develop an effective communications strategy that maintains our reputation.

Crerar Report

On 20 April 2007 a submission was made to Professor Lorne Crerar’s Independent Review of Regulation, Audit, Inspection and Complaints Handling of Public Services in Scotland.

We argued that there was a need for a more coherent governance framework design and suggested six ‘design principles’:

1. Clarity of Remit: a clear understanding of the office-holder’s specific remit;
2. Distinction between functions: a clear distinction between different functions, roles and responsibilities including audit, inspection, regulation, complaint handling, advocacy;
3. Complementarity: a dovetailing of jurisdictions creating a coherent system with appropriate linkages with no gaps, overlaps or duplication;
4. Simplicity and Accessibility: simplicity and access for the public to maximise the ‘single gateway’/‘one-stop-shop’ approach;
5. Shared Services: shared services and organisational efficiencies built in from the outset; and
6. Accountability: the establishment of clear, simple, robust and transparent lines of accountability appropriate to the nature of the office.