GROS Strategic Corporate, General and Key Business Objectives for 2007-08

This branch is key to the operation of nearly every public facing system in the Department as they provide database facilities across all Divisions. The GROS webmaster provides the GRO-Scotland website our window to the world, the Electronic Documents and Intranet services are provided to allow collaboration and storage of business material, the applications strategy team provide the standard application development environment and tools that allow the various Divisions to develop new IT systems.

To implement a browser-based Intranet that is accessible to all staff and allows communication of information in a structured way; to create document storage policies and facilities that allow for efficient electronic storage and retrieval; and to review our paper-based records systems and procedures to ensure they meet business and legal needs.

March 2008

The existing electronic document repositories and Intranet are over 5 years old, out of support and generally do not meet GROS’s needs. Corporate information and knowledge is being spread over a number of systems and finding information is time-consuming and sometimes fruitless. We need to put in place a system that will serve our needs to beyond the next Census in 2011 (say 2013).

To implement a browser-based Intranet that is accessible to all staff and allows communication of information in a structured way; to create document storage policies and facilities that allow for efficient electronic storage and retrieval; and to review our paper-based records systems and procedures to ensure they meet business and legal needs.

This objective is an improvement action in its own right - making information sharing and document management quicker and more effective.

Information will be easily shared and will be one or two clicks away; collaboration with others will be easier; and electronic information will be properly managed.

On-going

The Business Systems Support Team provides IT Infrastructure and Systems design, implementation and support services for GROS, including supporting internal and external communications, networks and desktop PCs; telecoms; responding to Help Desk requests; maintaining a software and data library; managing IS Security measures; managing back-up and recovery strategies; and providing general advice on IT matters (note that some of these services are provided by a third-party {e.g. Scottish Executive’s SCOTS service}).

The BST Manager is also responsible for centralised IT budget for the Department.

These services are critical to the operation of the Department. They ensure the IT Infrastructure operates to a level that meets the needs of our internal and external customers.

November 2007 (for the ScotlandsPeople Centre)

March 2008 (for the remainder of GROS and NAS)

The existing telecoms system in use within GROS is over 10 years old and does not offer the range of features now required by GROS and the ScotlandsPeople centre. A range of modern features will allow GROS to improve a number of business processes leading to improvements in the service provided to our customers. This requirement will be expanded to include the NAS telecoms system to create a common GROS/NAS infrastructure.

To design and implement an improved combined telecoms network and system for GROS and NAS that offers an increased range of facilities, which will allow the ScotlandsPeople Centre to operate and will enhance the operation of GROS and NAS.

This objective is an improvement action in its own right — providing enhanced facilities and reducing call charges and maintenance costs.

An improved service to our customers through the introduction of an up-to-date telecoms system, and delivered through enhanced business processes offered by the introduction of new features. In addition, the provision of a telecoms system for ScotlandsPeople Centre will allow them to provide their particular services in a joined-up, efficient and professional manner. Savings in the cost of ownership and call charges will be delivered.

March 2008

Emerging demands for data sharing and to provide improved registration systems have required GROS to create a secure environment in which to share data and operate outward facing systems. This environment must be fully compliant with up-to-date security and e-Government standards.

To design and implement a secure environment in which to share data and operate systems which fully meet the requirements of the latest security and e-Government standards.

This objective is an improvement action in its own right — creating a secure environment for the sharing of data and the operation of IT systems.

GROS will have secure IT systems to provide registration, statistical and family history services, and enable data sharing.

July 2007 (for "Road Map")

August 2007 (for project initiation)

March 2009 (for business availability plans in place)

GROS provides a range of unique services to the citizens of Scotland. The loss of these services for an extended period would have a significant impact on our customers. Like other organisations, GROS relies on many resources such as accommodation, ancillary services (e.g. power, water) and people to deliver these services. Furthermore, GROS’s primary function is about processing information and it is heavily dependent on its IT systems and the data stored within them. Although "Disaster Plans" are in place for the recovery of our valuable records we do not have any formal business availability plans. Since IT is at the core of all our services it has been decided that the Business Systems Support Team should coordinate this work, but it will be managers in the Divisions that deliver Availability Plans for their business.

To review and create business availability plans. This work will be phased. Firstly, we will undertake and options study which will produce a ‘road map’ outlining the standards and policies required and detailing what steps we should take to achieve effective Business Availability planning across the organisation. After this a full project will be initiated.

This objective is an improvement action in its own right — putting in place plans that are necessary to ensure adequate continuity of service.

GROS will be able to quickly resume providing its key services following any major incident which causes severe disruption to these services.

On-going

The Corporate Governance Team ensures that effective governance is applied consistently across the Department.

As a Government Department, GROS must make the most efficient use of public funds and our various sources of income to meet the expectations of our stakeholders and customers. We must demonstrate that we are a Best Value organisation and ensure that we comply with all relevant legislation and follow best practice in conducting our business. Our Audit Committee will oversee governance within GROS with assistance from Internal and External Auditors, and our main reporting methods to our customers, stakeholders and the public will be through the publication of our Annual Accounts and our Annual Performance Review (in combination, equivalent to an Executive Agency’s Annual Report).

On-going

The Information Management Team ensures that appropriate procedures are in place across the organisation for the management of the valuable, and often sensitive, information that we hold.

GROS exists to collect, process, safeguard, and make available information about Scotland's people in a useful, responsible, and efficient way. It essential that we have appropriate and consistent procedures in place for information management across the Department. A key aspect of Information Management is IT Security and, given the business of GROS, it is vital that our IT systems are not vulnerable to misuse or unauthorised access.

June 2007 (for draft material for audit visit)

September 2007 (for publication)

The annual accounts for GROS must be prepared before the external auditor's final visit (in July 2007). Information must be provided on GROS’s performance and how this relates to the financial information in the accounts.

To reconcile all financial records and provide complete and appropriate information for the creation of the GROS 2006-07 Annual Accounts; and to produce and publish GROS’s Annual Performance Review.

To publish together the Annual Accounts and the Annual Performance Review by 30 September 2007, 2 months earlier than previous year

The result will be a fully audited and unqualified set of accounts with an associated review of performance.

March 2008

GROSPlan is the main planning and monitoring vehicle in GROS and is the cornerstone of effective programme management and corporate governance within GROS. It is vital in determining and monitoring the objectives and performance measures for the Department at all levels.

To publish the final version of GROS management and business plan (GROSPlan 2008-11).

Bring forward corporate planning timetable, launching corporate planning tasks from October (this is 2 months earlier than previous year), to ensure that managers at all levels have sufficient time to finalise their tasks (e.g. objectives, performance measures and risks) so that GROSPlan can be fully agreed and published by the target date.

Publishing 2008-11 GROSplan by 31 March 2008 will ensure that the new year’s objectives (Strategic and Corporate, Key Business and Operational) and performance measures are in place for Divisions to monitor progress. This, in turn, will allow staff to form their "individual" objectives as required by the SE Performance Management System.

December 2007 (for phase 1 {FER/DIGROS systems})

The core business of GROS is collecting, holding and disseminating information. It is essential that we continue to have processes in place that guarantee the security of information. We must have effective methods for monitoring security incidents/vulnerabilities and responding to queries. We are implementing a two phased project to achieve ISO 17799 security standards for our outward facing systems. A key aspect of this will be enhancements to our IT Infrastructure security (covered by a Key Business objective of the Business Systems Team).

To complete phase 1 (FER/DIGROS systems) of the Information Security standards project and to commence work on phase 2 (SCROL system — which should be completed by September 2008).

This objective is an improvement action in its own right — ensuring that our key systems are secure, measured against an international standard.

GROS will have more secure systems and our three key outward facing systems will be ISO 17799 compliant.

31 July 2007 (for updated data archive policy)

31 December 2007 (for an updated paper archive policy)

The core business of GROS is collecting, holding and disseminating information. It is essential that we have processes in place to guarantee the information is available and that we are responsive to requests.

To review our holding of paper and data records and update our archiving policy.

This is an improvement action in its own right — ensuring safe custody of, and easy access to, information.

GROS’s archiving policies will conform with best practice.

On-going

The Development Centre delivers training, development and certain HR services to the rest of GROS (and also NAS).

GROS prides itself on being a learning organisation, where the training and development needs of our staff are discussed, agreed, recorded and met in the most appropriate and cost-effective ways. Furthermore, although our main HR services are provided by the Scottish Executive, we have a need to monitor this relationship from a customer perspective and coordinate some key local activities that are not part of the centralised HR services. Finally, over and above the development and management of the individual, there is a need to promote cross-cutting themes and "corporate developments" such as team working and communication across the Department...

June 2007 (for training and development strategy)

end August 2007 (for training and development report).

We need to ensure that training is appropriate for the individual and for the business, and that funds are allocated effectively to development activities that deliver the best outcomes for the individual and the Department.

To review the GROS Training and Development Strategy and prepare a "customer charter". (including a calendar of events) for the coming year. To review at the end of the appraisal year all learning activity and produce an evaluation report for DSPG.

The "customer charter" and calendar of events are new for this year and will provide more focussed planning for the activities of the Development Centre.

Staff will have the skills, knowledge (and where appropriate, attitude) to support their department’s business including future demands.

September 2007

Since the Scottish Executive changed its HR provision to the Shared Service Centre model, the work of the Development Centre on HR issues has increased dramatically. Staff need support, advice and information on HR - which we provide. GROS and NAS now also recruit our own staff and run Assessment Centres. We need to be fully aware of HR policies (and are asked to help frame them). HR Shared Service Centre is still in its infancy, without the benefit of an e-HR system. The e-HR project is however scheduled to be completed by late summer.

To reach agreement with the SE on an SLA and reorganise the activities of the Development Centre where necessary.

This is an improvement action in its own right — enabling a better understanding of roles and responsibilities.

This area is in a state of transition, but the outcome for GROS staff and the business is a better HR service.

On-going

Administration, Finance and Procurement Branch delivers these centralised services to the rest of the Department. Administration services includes the provision of accommodation and the management of Health and Safety and physical security.

The smooth running and economic management of these services are critical to the Department and enable business areas to focus on the delivery of their services to our external customers.

May 2007 (to achieve Energy Efficiency accreditation)

August 2007 (for Sustainable Development awareness sessions for staff)

GROS has a Best Value duty to contribute to the achievement of sustainable development across the Scottish Public Sector organisations. In September 2006 GROS produced a sustainable development and Environmental Policy document which detailed what we are doing to reduce our impact on the environment. An Environmental Guardians Group has been set up with representatives from GROS and NAS to further develop and implement the policy for GROS.

To improve implement, manage and review the Sustainable Development and Environmental Policy for GROS and NAS. The first milestone will be to achieve Energy Efficiency accreditation. This will be followed up with a series of seminars for staff.

This is an improvement action in its own right — implementing and reviewing the key elements of our recently published Sustainable Development and Environmental Policy.

Reduce the environmental impact of GROS’s work in terms of resource consumption, waste, accommodation management and procurement.

August 2007 (for the GROS Health and Safety Policy)

March 2008 (for the implementation of a comprehensive Health and Safety Management System)

Health and Safety Management was devolved from SE to individual organisations. As a result GROS commissioned a health and safety audit by the Royal Society for the Prevention of Accidents during January 2007 and received the report in March 2007.

To implement a formal Health and Safety Management System following the recommendations from the ROSPA Health and Safety audit.

This is an improvement action in its own right — putting in place a Health and Safety regime that manages risk and complies with legal requirements.

An appropriate Health and Safety Management System which will provide a healthier and safer working environment.