ADMINISTRATION
PORTFOLIO RESPONSIBILITIES
The costs involved are mainly staffing and associated costs such as accommodation, information technology and training. The capital budget provides resources for IT projects and facilities and estate services.
Delivering an effective administration
Expenditure on the Scottish Government's core administration will increase by an amount just below inflation. These funds will be used in a way which gives priority to delivery of our Strategic Objectives. To deliver this priority we will:
- continue to implement Technology Refresh across our existing network to meet business requirements. This will deliver improvements in internal efficiency and identify opportunities for expanding the scope of the network to enhance further sharing of services with other public sector organisations. Our spending will enhance desktop access to telephony, conferencing and multimedia and enable web-based remote access to all key corporate applications, facilitating the sharing of services and information;
- continue to reduce emissions, both from the Scottish Government Estate and from business travel;
- support the development, monitoring and evaluation of policies - as well as the development of a robust evidence base for government;
- ensure that the information we provide is accurate and accessible by further improving on our performance in responding to Parliamentary Questions and Ministerial Correspondence;
- continue to ensure that we meet our Freedom of Information (Scotland) Act obligations, and remain committed to operating within that legislative framework.
GENDER EQUALITY ACTION PLAN
Name of Directorate or Agency
Change and Corporate Services
Directorate Responsibilities
- To work in partnership with our Trade Unions to ensure that the organisation is staffed with sufficient number and mix of people with the necessary skills and behaviours to work effectively with Cabinet Secretaries, Ministers, stakeholders and each other to meet our operational requirements now and in the future.
- To plan for our future as an organisation by identifying talent, supporting staff in their development and indentifying the appropriate career opportunities.
- To help the organisation derive maximum benefit from its investment in information systems and technologies; securing the effective development implementation and support of information systems; and providing professional advice and support on information systems and technologies.
- To provide high quality, cost effective office space and the associated facilities management services including the provision of professional advice covering acquisitions, management and disposal of property.
- To provide a safe and healthy workplace which complies with Greening Government policy.
- To develop and implement an employee engagement model for the organisation that will improve the way we listen and communicate, share best practice and celebrate success.
Statement of Directorate Commitment to the Promotion of Gender Equality and how this helps to deliver Government's national purpose and outcomes and contributes to progressing the Government's gender equality scheme objectives.
The work of Change and Corporate Services underpins all of the Scottish Government's five strategic objectives and has a key role to play in ensuring corporate responsibilities in relation to gender equality and the provision of efficient and effective government for the people of Scotland. Our existing Diversity Strategy and Diversity Delivery Plan already provide a sound basis for our work on gender issues and we will continue to progress this work in tandem with our gender duties.
What is known about the experiences of, and issues for, women and men affected by the Directorate Responsibilities.
DIVERSITY
Diversity monitoring indicates there are still fewer women than men at senior grades (Band C and above) and particularly at the most senior levels of the Scottish Government. It also shows that men are less likely to complete diversity monitoring information, particularly at lower grades.
Evidence from our 2007 Employee Survey in relation to employee engagement indicates that women with childcare responsibilities are among those most highly engaged with the organisation. Those without caring responsibilities and male staff are less engaged.
There are currently few specific mechanisms for direct interaction with male staff.
Information from our e- HR system shows that fewer men than women work part-time, or other flexible pattern.
We are also aware that more women than men are affected by domestic abuse issues.
With regard to other HR policies, there is no evidence that they impact differently on men or women.
PAY & REWARD
The latest equal pay report (2006/2007) of the Scottish Government Main pay system found that the pay gap overall had narrowed. While the review did not uncover any areas of significant concern, it did identify areas where further work was recommended. For example, the report found that the time taken to progress from the minimum to the maximum of the pay range influenced how quickly the pay gap closed. It also found that fewer than expected women claimed overtime and the age profile of staff claiming TRS was younger than expected.
CORPORATE LEARNING
As yet we are unable to access information on the take up of courses by specific groups of staff in the organisation. Anecdotal evidence through feedback from diversity courses is that staff see a need for diversity training to address specific behaviours towards particular groups of staff.
The Scottish Government Learning Council will shortly be considering strategically the gap between current understanding/behaviours on diversity in the organisation and our desired future and identifying opportunities for new interventions. In doing so we will engage with senior managers in a review of the current situation and possible responses, thus helping to ensure our needs and plans are aligned to their perceptions of the organisation's situation and future direction including addressing any gender inequalities.
Change and Corporate Services Gender Equality Action Plan
Key actions which are designed to address gender equality issues identified from evidence and actions which contribute to progressing the Government's gender equality policy objectives ( GEPO). |
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Policy | Action | By whom | By when | Expected Outcome | Contribute to GEPO (Yes/No) |
|---|
DIVERSITY Data monitoring of staff | Continue to monitor a range of diversity information through the SG e- HR system and other mechanism, e.g. the Employee Opinion Survey. | Diversity Team, along with the Management Information and | July 2008 and quarterly thereafter. | A workforce more representative of wider Scottish society, with equality of opportunity at all grades across a range of HR policies and practices. | Yes (5, 8, 10) |
Provide corporate diversity information as required. | Employee Engagement Teams and the office of the Chief Researcher (where appropriate). | Ongoing. |
Flexible working | Continue to promote flexible working opportunities, particularly to those groups and areas with low take-up. Complete an equality impact assessment of the flexible working policy and amend if required. | Diversity Team, along with the Senior Women's Network Group. | Ongoing. | Greater uptake of flexible working across all sectors of the organisation. | Yes (5) |
Continue to monitor take-up of flexible working options through the e- HR system and work-life balance through the Employee Opinion Survey. | Alternative Working Patterns staff networks and HR Business Partners. | July 2008 and quarterly thereafter. | Improved work-life balance, as evidenced through the Employee Survey. | Yes (2, 4) |
Transgender equality | Review existing intranet information on transgender issues, including policy and guidance. | Diversity Team | End July 2008. | Increased organisational awareness of transgender issues. | Yes (7) |
Publicise policy and guidance to staff. | End September 2008. | Increased engagement of transgender staff. |
Raise awareness through the provision of additional learning opportunities. |
Continue to involve LGBT staff network in policy creation and review. | 2009. |
EMPLOYEE RELATIONS HR policies (other than those on Diversity/Resourcing/Interchange/Reward) for SG staff | Determine what work is required to ascertain if there are any gender equality issues to be addressed in HR policies. | HR Employee Relations and Reward | End August 2008 | A plan of action to ensure HR policies comply with legal requirements and demonstrate best practice. | No |
HR Policy Development Programme | Ensure gender balance when consulting staff on policy and procedural development. Gather statistical information on gender equality as means to evaluate existing policy and monitor policies once reviewed. Specific consultation with LGBT network to ensure transgender equality. | HR Policy Development Team | Ongoing | Policies reviewed which are gender equality proofed. | Yes (8, 10) Yes (7) |
RESOURCING Resourcing Policy applies to recruitment and resourcing in the Scottish Government ( SG) and its Agencies. Those involved in any stage of the staff resourcing process should be aware of and adhere to the contents of this policy. | In February 2008 a revised Resourcing policy was introduced. It will continue to be reviewed along with associated processes to ensure they reflect best practice and are legally compliant. It also ensured that any interview panel must be gender balanced. | Change and Corporate Services: HR Resourcing Centre of Expertise | Ongoing. Now that the Resourcing Centre of expertise within HR has been established, it will ensure the resourcing policy will continue to be revised continuously in response to feedback and legislative requirements. | The ( SG) complies with legal requirements and will be a best practice employer. | |
Interchange Strategy: Interchange is a temporary exchange of people, expertise, knowledge and skills between the SG and other public, private and voluntary, sector organisations. | We will continue to review the Interchange policy and strategy to ensure best practice. In line with wider resourcing policies applications from all groups of staff is encouraged. | Change and Corporate Services: HR Resourcing Centre of Expertise | Ongoing. Now that the Resourcing Centre of expertise within HR has been established, it will ensure the interchange policy will be revised continuously in response to feedback and legislative requirements. | We will comply with legal requirements and will be a best practice employer | |
PAY/REWARD Equal Pay | Continue to conduct regular equal pay reviews to ensure the pay system which operates in the Scottish Government Main bargaining unit is free from discrimination. Continue to work in partnership with the trade unions on equal pay reviews. | HR Employee Relations and Reward | Annually, following the completion of each pay round | The gender pay gap across SG Main continues to narrow and is eventually eliminated. | Yes (2) |
CLS Diversity and discrimination training | This training provision has been reviewed and a dedicated trainer with knowledge and expertise in diversity and equality is now in place. The one day event will inform staff and managers of the various issues surrounding diversity and discrimination in the organisation including the impact of their behaviours and actions in the workplace on groups of staff including men, women, staff working an alternative pattern and transgender staff. | Corporate Learning Services ( CLS)/Equality Unit/Diversity Team | Completed; to be reviewed in April 2009 | Managers and policymakers understand and comply with their legal obligations, and produce policies which recognise the needs of men, women and transgender people | Yes (9) |
Learning Centres | CLS have completed an investigation into the best method of delivering on diversity via open learning materials for Equality and Diversity. A new package of CD-Roms is now in development. The packages will include reference to our own policies and strategies. Corporate course options include the ability for some e-learning courses to be undertaken at staff's' place of work or other suitable venue via an on loan lap top option. The provision of mobile learning centres for staff not based in main city centre buildings. | Corporate Learning Services | May 2008 | Staff on alternative working patterns are able to access relevant and effective training resources in an accessible format, at a suitable accessible venue and at a time to suit their work life balance. | Yes (5, 9) |
Training | We will continue to meet the specific needs of staff on alternative working patterns that are unable to attend courses on a fulltime/full-day basis by identifying an alternative learning opportunity or where demand requires, by running any corporate courses on a part time/part day basis. | CLS/Diversity Team | Ongoing in response to need | Staff on alternative work patterns can access the same or better development opportunities as colleagues. | Yes (5, 9) |
Staff who have caring responsibilities and are required/wish to attend a course outwith their contracted hours/ work days will have any receipted caring costs reimbursed. | CLS/E- HR | End Sept 2008 | External opportunities of particular relevance are circulated to members of our alternative work pattern network and our senior women's network. | Yes (10) |
The implementation of an E- HR training module will enable us to capture diversity information of all staff applying for and undertaking learning activities. | CLS/Diversity Team/Equality Unit | Ongoing | We will be able to analyse applications for and undertaking of learning activities broken down by staff diversity groups, to ensure that women or staff on alternative work patterns are applying for and accessing learning at an appropriate rate. | Yes (1, 10) |
We will provide staff and those working within CLS and HR with specific training on Domestic Violence. | CLS/Diversity Team/Equality Unit | Ongoing | Increased awareness of the issues faced by those subject to domestic violence and where staff and managers can go for help and guidance. | Yes (1, 7) |
We will provide staff and those working within CLS and HR with specific training on Transgender awareness | | Ongoing | Increased awareness of the issues faced by transgender staff, stakeholders and service users and where staff and managers can go for further help and guidance. Increased, more efficient engagement with transgender staff and stakeholders. | |
Key actions to take into account gender equality across main responsibilities, if not already covered above. |
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Policy | Actions to take forward gender equality | By whom | By when | Expected Outcome |
|---|
DIVERSITY Policy on staff with caring responsibilities | Undertake further investigation of barriers for those with caring responsibilities across the SG. | Diversity Team | End March 2009. | Improved work-life balance for staff with caring responsibilities. |
Review existing intranet information, including policies and guidance. | End August 2008. | Improved employee engagement with such staff. |
Investigate and implement awareness-raising opportunities on caring issues. | End March 2009. | Removal of barriers to promotion and development for carers. |
Diversity communications, including the diversity intranet pages. | Review content of existing intranet pages. | Diversity Team | End September 2008. | Improved coverage and accuracy of information and guidance available. |
Undertake a regular programme of communication to all staff on gender equality issues, including flexible working opportunities and childcare and carers issues. | Ongoing. | Improved engagement with all staff groups. |
Enhance existing series of manager's guides to include additional topics related to gender equality. | Ongoing. | Increase in number of staff feeling valued and recording positive Employee Survey response. |
Staff Networks | Explore possibilities for networking and other engagement opportunities with male staff. | Diversity Team | End March 2009. | Improved engagement with male staff. Improved return rates for diversity monitoring information amongst male staff. |
Promote existing networks to all staff, including men. | End August 2008. | Increased take-up of flexible working by male staff. |
RESOURCING Resourcing Policy applies to recruitment and resourcing in the Scottish Government ( SG) and its Agencies. Those involved in any stage of the staff resourcing process should be aware of and adhere to the contents of this policy. Any feedback from applicants will be taken into account. | In February 2008 a revised Resourcing policy was introduced. It will continue to be reviewed along with associated processes to ensure they reflect best practice and are legally compliant. | Change and Corporate Services: HR Resourcing Centre of Expertise | Ongoing. Now that the Resourcing Centre of expertise within HR has been established, it will ensure the resourcing policy will continue to be revised continuously in response to feedback and legislative requirements. | The ( SG) complies with legal requirements and will be a best practice employer. |
Interchange Strategy: Interchange is a temporary exchange of people, expertise, knowledge and skills between the SG and other public, private and voluntary, sector organisations. | We will continue to review Interchange policy and strategy to ensure best practice. | Change and Corporate Services: HR Resourcing Centre of Expertise | Ongoing. Now that the Resourcing Centre of expertise within HR has been established, it will ensure the interchange policy will be revised continuously in response to feedback and legislative requirements. | We will comply with legal requirements and will be a best practice employer |
Reappointment policy: The SG has delegated authority to determine arrangements for the re-appointment of staff. Re-appointment means appointment following an earlier period of employment with the Scottish Government or another Government Department, where the previous appointment had been through fair and open competition in compliance with the Civil Service Commissioners Code on Recruitment. | We will continue to review reappointment policy to ensure best practice. | Change and Corporate Services: HR Resourcing Centre of Expertise | Ongoing | We will comply with legal requirements and will be best practice employer. |
Resourcing Policy applies to recruitment and resourcing in the SG and its Agencies. Those involved in any stage of the staff resourcing process should be aware of and adhere to the contents of this policy. | Regular monitoring of staff through all stages of employment to ensure no disparate effects. Where disparate effects are identified remedial action is taken. | CCS: HR Resourcing Centre of Expertise | Ongoing | Ability to obtain feedback directly from affected staff. |
Introduction of an i-Recruitment system. | Over the next few months we expect to procure an i-Recruitment system which will allow us to access comprehensive management information on recruitment and selection for all diversity strands. We will act to address any evidence of unfair treatment. | CCS: HR Resourcing Centre of Expertise | October 2008 | Have better management information available on recruitment and selection for all diversity standards. |
CLS Training | Gender equality is being mainstreamed into appropriate courses and events across the CLS programme. The Essentials management training programme contains an integral diversity segment. A further diversity elective training module has now been implemented which includes gender equality | CLS | Ongoing and during regular course reviews | This will ensure that managers are aware of the issues they should take into account to ensure they effectively and fairly manage and develop women, staff on an alternative work pattern and transgender staff. |
A project has been set up to investigate the creation of an equalities training course for all policy makers. | CLS | Implementation expected End Sept 2008 | Policy makers will be aware of their legal obligations when creating policies/procedures and also the impact policies may have on all groups of people in society thus ensuring policies address the differing requirements of a diverse Scotland. |
GENDER EQUALITY ACTION PLAN
Name of Directorate or Agency
Communications Directorate
Directorate Responsibilities
The primary purpose of the Directorate is to ensure that the policies and purpose of the Scottish Government are well understood; that people working for the Government appreciate the value of what they do and understand why it matters; and that communication makes its full contribution to the success of the Government.
Statement of Directorate Commitment to the Promotion of Gender Equality and how this helps to deliver Government's national purpose and outcomes and contributes to progressing the Government's gender equality scheme objectives.
The Directorate is committed to promoting gender equality and although we have no lead policy responsibility in this area, we do create output that supports the equality agenda, for example across work on Domestic Abuse.
We are content to support the cross-government commitment to delivering the general duty.
What is known about the experiences of, and issues for, women and men affected by the Directorate Responsibilities.
There are three areas where the Directorate has a roll to play in promoting gender activities.
Publications - we aim to ensure fair representation and balance of gender in pictorial terms.
Website - this equally applies to our website user focus groups, where again we ensure we have balanced gender representation.
Campaigns - we tackle some very sensitive issues that have a positive gender message.
Communications Gender Equality Action Plan
Key actions which are designed to address gender equality issues identified from evidence and actions which contribute to progressing the Government's gender equality policy objectives ( GEPO). |
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Policy | Action | By whom | By when | Expected Outcome | Contribute to GEPO (Yes/No) |
Marketing Campaigns | Domestic abuse campaign | Marketing team | Ongoing | Increased public awareness | Yes (1) |
Marketing Campaigns | Prostitution campaign | Marketing team | Ongoing | Increased public awareness | Yes (1) |
Publications | Image representation | Publications team | Ongoing | Balanced gender representation | No |
Website | SG Internet page | Web team | Ongoing | Balanced gender representation | Yes (10) |
Key actions to take into account gender equality across main responsibilities, if not already covered above. |
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Policy | Actions to take forward gender equality | By whom | By when | Expected Outcome |
|---|
Recruitment | We lead on specialist Government Communication Network ( GCN) recruitment for the SG. We follow GCN gender practice; e.g. recruitment exercises are gender neutral and recruitment boards are gender balanced. | Directorate Development Officer | Ongoing | Our competitions meet the standards set down by the Civil Service Commissioners. |
GENDER EQUALITY ACTION PLAN
Name of Directorate or Agency
Strategy and Ministerial Support Directorate
Directorate Responsibilities
Strategy and Ministerial Support Directorate is here to help :
- the First Minister to set the strategic direction for the Scottish Government.
- the Scottish Government make and articulate well-informed decisions in the long-term interests of Scotland's people; and
- the Scottish Government plan, report on and improve delivery of its Purpose and Strategic Objectives
It does this through supporting:
- effective, collective decision-making
- improved development, implementation and delivery of policy
- effective working relations with the UK government
- smooth-running processes and events
- capacity for long-term thinking
- effective engagement with external thinking
Statement of Directorate Commitment to the Promotion of Gender Equality and how this helps to deliver Government's national purpose and outcomes and contributes to progressing the Government's gender equality scheme objectives.
As stated above, this Directorate's role is to support the organisation to plan, report on and improve the delivery of the Government's Purpose and Strategic Objectives. We advise the Scottish Government Strategic Board on some of the longer-term challenges and opportunities facing Scotland. We highlight for them when there are opportunities to influence policy now which could positively affect Scotland's future and this includes ensuring that issues around gender (and a range of other) equality issues are kept to the fore. Recent examples of this include Strategy and Performance Division offering the Board perspectives on women and older people in employment, Cabinet Secretariat highlighting the need for Cabinet papers to address gender equality issues specifically.
In terms of our own management practice we have a number of examples of supporting flexible working in order to help people to balance work and life commitments. These include shortened hours, compressed hours, regular home working, remote working and providing time off in lieu when out of hours working is required. More recently we have introduced some flexible working practices into Ministerial Private Offices. This is a very positive step as traditionally these offices had a culture of long hours which made them unattractive to people who could not commit to working such hours.
What is known about the experiences of, and issues for, women and men affected by the Directorate Responsibilities.
Public perception of public services
The National Performance Framework commits the Scottish Government to a National Outcome where "our public services are high quality, continually improving, efficient and responsive to local people's needs". Although the services themselves will be subject to the statutory equality duties, Public Bodies Policy Team will work with ASD colleagues to ensure that the indicator (gathered through the Scottish Household Survey) remains suitably equitable in collection and interpretation.
The Crerar Review noted that many services in the social care and education sectors were delivered by women and so the burden of scrutiny often fell disproportionately on women. Any reduction in burden should also help to address that potential disproportionality.
A reduction in the burden of scrutiny can only be achieved by a robust and transparent performance management scheme, a move towards an outcome-focussed approach centred around the user and a robust self-assessment regime. The action group looking at the development of a self-assessment regime framework will ensure that there is, in so far as evidence supports, no adverse effects on any gender. Similarly within the action groups dealing with user focus in scrutiny activities, we will ensure that there is, in so far as evidence supports, no adverse effects on any gender.
We will remain committed to all our statutory duties and work to ensure that all of the action groups' proposals for future work will still enable and ensure that current scrutiny bodies are operating within a framework that enables them to meet their statutory equalities duties as effectively as possible.
Any future legislative work will be subject to EQIA action in line with existing guidance from the Scottish Parliament and Scottish Government re mainstreaming equality work in policy development. (In addition to completing the relevant equality section in Policy Memorandum accompanying Bill).
Strategy and Ministerial Support Directorate Gender Equality Action Plan
Key actions which are designed to address gender equality issues identified from evidence and actions which contribute to progressing the Government's gender equality policy objectives ( GEPO). |
|---|
Policy | Action | By whom | By when | Expected Outcome | Contribute to GEPO (Yes/No) |
|---|
Reducing the burden of external scrutiny on public sector bodies | To ensure that any future scrutiny framework will enable those bodies discharging a scrutiny function to meet their statutory equalities duties as effectively as possible. | Scrutiny Improvement Team | End 2008 | - Equitable approach by bodies discharging scrutiny functions
- Assurance of no disproportionate impact on one gender
| No |
Developing greater user-focus in the work of public sector scrutiny bodies | To work with the User Focus Action Group to specifically raise the level of public involvement in the work of scrutiny bodies | Scrutiny Improvement Team | End 2008 | Assurances of equity of opportunity for involvement with, and access to information on, scrutiny work. | No |
Develop self assessment model based on Best Value, for all service providers to be linked to outcome agreements where appropriate | To work with the Reducing Burdens Action Group to develop an expanded model of self assessment, based on Best Value, that can be used by all service providers to develop robust procedures for self assessment. This could be linked to outcome agreements to ensure strengthening organisational capacity for user involvement and provide assurances of discharge of equalities duties. | Scrutiny Improvement Team | End 2008 | Assurances of equitable approach by bodies discharging scrutiny functions | No |
Key actions to take into account gender equality across main responsibilities, if not already covered above. |
|---|
Policy | Actions to take forward gender equality | By whom | By when | Expected Outcome |
|---|
External Stakeholder Engagement | Further engagement with stakeholder groups to develop close links between policy makers and gender specific groups in Scotland. | Scrutiny Improvement Team | Ongoing - | Increased understanding of equality issues within Scrutiny Improvement Framework |
Internal Stakeholder Engagement | Engagement with other Scottish Government Directorates across all portfolios to ensure that future scrutiny approach is being mainstreamed into policy development and that these also consider gender issues within overarching equality framework | Scrutiny Improvement Team | Ongoing | Increased understanding of equality issues within Scrutiny Improvement Framework across Scottish Government |