CENTRAL SERVICES COMMITTEE MAY 2008 PROPOSED DELIVERANCE The General Assembly: 1. Receive the Report. REPORT 1. INTRODUCTION 1.1 The Central Services Committee’s remit relates primarily to managing the Church Offices in George Street, overseeing the delivery of central services to departments within these Offices and operating as one of the employing agencies of the Church. 1.2 Meetings have been held twice per annum between the Executive Committee and Heads of Department. These meetings have provided a welcome opportunity to discuss matters of joint interest and concern on a regular basis. The arrangements are currently being reviewed in order to maximise effectiveness. 2. HUMAN RESOURCES (HR) 2.1 It was reported last year that a proposal had been made for central provision of HR services for the Central Services Committee, the Ministries Council and the World Mission Council. This proposal was accepted and the service was centralised with effect from July 2007. 2.2 Feedback from staff and managers has confirmed that the new arrangements are working well. Human Resources now has a representative on the Employment Issues Task Group of the Ministries Council, thus bringing professional HR expertise to help with the planning and management of staff and operational issues. The HR Team attended two one-day conferences for parish staff in October 2007. They have also assisted the Ministries Council with the introduction of staff appraisals for staff employed by the Council but working in parishes locally. The level of HR support will continue to be increased through the rest of 2008 with, for example, the active involvement of the HR Team with the delivery of essential skills training for Ministries staff. 2.3 The team has also worked closely with the World Mission Council being involved in Council meetings and their Recruitment Task Force which is closely examining all aspects of the Council’s recruitment strategy including recruitment methods, terms and conditions for staff working overseas and their specific training and orientation requirements. 2.4 Working with both Councils has been rewarding. The HR Team has utilised its skills in dealing with wider issues, such as the challenges of employing staff across Scotland and the world. The relationship with the two Councils continues to develop with both Council Secretaries meeting with the Head of HR and IT on a regular basis to ensure that the service meets requirements. Particular credit, however, must go to Angela Ocak, Human Resources Manager, who has worked tirelessly to ensure high standards of service and a smooth transition to the new arrangements. 2.5 Salaries 2.5.1 The voting members of the Committee reviewed the salaries payable to all employees for which the Central Services Committee is the Employing Agency. Having taken into account all relevant factors, scales were increased by 3%, a level which the Committee believes is fair, reasonable and affordable. The trade union, Unite the Union – Amicus Section (Amicus), agreed the increase. 2.5.2 This was the first year that the salary increase was negotiated with Amicus. The process operated smoothly and staff received their pay increase on time. 2.6 Joint Negotiating and Consultative Committee (JNCC) 2.6.1 The JNCC, which replaced the Consultative and Advisory Group, is now well embedded. The Committee has met five times since last May and is working well. The Committee agreed terms of reference at the beginning and both sides are committed to observing these at all times although, as with any new committee, it has taken time to settle down and for people to understand their roles. The relationship with Amicus representatives, who have all had appropriate training from the union, has developed positively. The Central Services Committee monitors the performance of the committee through the provision of JNCC minutes at each Committee meeting. 2.6.2 Amicus is playing a leading - and helpful - role in representing staff in the Pay and Grading Review (mentioned later in this report), both within the Job Evaluation Team and the Steering Group for the project. 2.6.3 The Committee and Amicus have also signed up to a joint programme on ‘Dignity at Work’. The programme is based on the following eight principles: Our organisation will: * look to adopt a zero tolerance approach towards bullying in the workplace; * work with Unite (Amicus) to ensure that we implement effective policies and procedures for promoting Dignity at Work; * work with Unite (Amicus) to ensure that all who work or volunteer for the organisation are fully aware of Dignity at Work issues; * work expediently to resolve all cases of bullying, harassment and unacceptable behaviour; * participate in Unite’s research project on Dignity at Work; * participate in Unite’s training to support representatives and organisations in dealing with Dignity at Work issues; * participate in on-going review of its Dignity at Work practices; * participate in the Unite Seminar on Dignity at Work in summer 2008. The Committee was delighted to sign up to the programme particularly as it underlines its commitment to provide a safe working environment for all of its employees. 2.7 Recruitment 2.7.1 There has been significant activity in this area in the last year with 44 posts being recruited. The majority of these were as a result of people moving on to new positions outwith the Church Offices. There were also three retirements. Analysis of exit interviews does not indicate any worrying trend with regard to turnover; indeed all have illustrated a positive experience of working within the Church of Scotland. The statistics contained in the Appendix will need to be considered when planning a Human Resources strategy for the future. 2.7.2 In addition to the above recruitment by the Central Services Committee, the Human Resources Team has managed the recruitment of twelve posts within the Ministries Council. In order to provide effective local support for recruitment, members of the HR Team have been present at interviews for all of the above posts, irrespective of their geographical location. 2.7.3 The World Mission Council is ready to begin a programme of recruitment for overseas mission partners. Discussions are now underway and steps are being taken for the recruitment of a Principal, Tabeetha School; Minister of St Andrew’s Jerusalem with St Andrew’s, Tiberias; Regional Manager, Israel; Mission Support Partner (Health) and Mission Support Partner (Education), Zambia. 2.8 Pay and Grading Review The Pay and Grading Review, to design and implement an equal value compliant job evaluation scheme and introduce a simplified grading structure for those employees of the Committee, is progressing steadily. Unfortunately, it has taken a little longer than hoped, because of the complexity of the staffing arrangements, with so many stand-alone posts and the relative inexperience of the evaluators. This is not unusual in projects of this nature and we have taken the view that it is better to be thorough than to risk unhappiness and potential legal challenges. However, the Job Evaluation Team, comprising three union representatives and seven staff representatives, who are responsible for evaluating all posts, is now well established and has evaluated a significant number of posts. It is expected that the first stage of the project will be concluded in early spring and it will then be possible to estimate the resource implications of implementation. A full report on costs and other implications will be submitted to the appropriate Councils and Committees for decision in due course. 2.9 Policies and Procedures 2.9.1 The maternity policy has been updated to reflect recent statutory changes. The expenses policy, which is reviewed on a regular basis by the Head of HR and IT and the General Treasurer, is being applied consistently across all Departments. Robust systems are also in place to ensure all employees using vehicles on Church of Scotland business are doing so in roadworthy vehicles, thus ensuring that the Committee is meeting its responsibilities in terms of health and safety. 2.9.2 We plan to begin work on the following policies and procedures in the next twelve months: * Recruitment and Selection * Managing Performance (Capability) * Managing Attendance (Absence Management) * Dignity at Work * Learning and Development. It is also expected that the current policies on discipline and grievance will be reviewed and revised within this timescale. 2.10 Investors in People 2.10.1 Investors in People is one of the most widely used development and improvement tools used in the UK and beyond. It uses a framework of ten “indicators” of good practice that organisations need to meet to ensure they are effective at managing and developing their people. Over 35,000 organisations have achieved IIP status in the UK. IIP is about results and the development of people within an organisation; it will help us to target our efforts to providing full support for our people as they work to fulfil the mission of the Church of Scotland. 2.10.2 The recommendation that we should work towards achieving the Investors in People standard was agreed by the Committee in December 2007 and discussed with Amicus at the January JNCC. The Amicus representatives have been very supportive of the commitment made to working towards the standard and will continue to be consulted as further progress is made. 2.10.3 Four days of free consultancy from Investors in People has been secured. A consultant will carry out a diagnostic review of how closely we currently meet the Investors in People standard. Recommended outcomes will be tailored to suit the structure of the Committee. The resulting report and advice will provide us with clear guidance on a range of issues including management and leadership, planning, communications and learning and development. It is envisaged that achieving the standard will take approximately three years and therefore any plans will be made with a long term view in mind. 2.11 Management Development Program Work has started on a programme of management training to be rolled out in 2008. We are currently finalising a proposal with Eglinton Management Group. The programme will concentrate on providing the necessary skills for managers to be confident and effective in the workplace. For example, it should assist them when making difficult and/or strategic decisions. It is anticipated that the approach taken will be through coaching to enable managers to challenge and where appropriate change their behaviours in the way they manage their departments. We are also currently considering the feasibility of offering a similar support programme to existing and new Conveners. 2.12 Mediation Training Nominated HR employees are currently attending mediation training in order to provide the Committee, Ministries Council and World Mission Council with the option of mediation in workplace disputes. This is a positive approach to dealing with employee and organisational disputes and will help to minimise the distress to individuals concerned and also lower the potential cost to the Church of failed relationships. 2.13 Appraisals The appraisal system has been working well since its introduction. However, certain areas for improvement have been identified during an evaluation of all completed reviews. Consequently we are now working on skills training for managers and training will be delivered prior to the next annual appraisal period in June. This will ensure that appraisers have the adequate skills to enable them to make fair and objective assessments, set clear objectives and to carry out effective appraisal interviews. Training will also be offered to conveners, as appropriate. 2.14 CrossReach Discussions are in progress with CrossReach to find solutions to providing closer integration of the separate service support functions. 2.15 Learning and Development We have now appointed a Senior Human Resources Adviser (Learning and Development) to add impetus to our commitment to widespread skills development and also to provide further HR support. Learning opportunities are now open to all employees and not just to those of the main councils. 2.16 Learning Agreement Discussions are taking place between Amicus representatives and the Committee to agree a work place learning agreement. The learning agreement will detail a joint commitment to lifelong learning in the workplace. The principles behind the agreement include: * identifying issues that affect members with regard to lifelong learning; * establishing a committee to look at learning issues; * ensuring that equal opportunities to learn are provided to all members of staff; * developing plans of action to achieve union member aims and resolve lifelong learning and training issues; * communicating with different groups to encourage them to get involved in learning and to support each other. 2.17 Unite the Union Amicus Section, Union Learning Representatives (ULRs) 2.17.1 As a commitment to learning from both Amicus and the Committee it was jointly agreed to have two Union Learning Representatives in addition to the existing four Workplace Representatives. 2.17.2 The Union Learning Representatives and the Senior HR Adviser are working together to organise an event to reflect the themes of National Learning at Work Day. The event, to be held in June, will consist of a number of taster learning sessions run by local colleges and providers and also some fun workshops such as dance and crafts. The event is designed to encourage people back into learning and it supports our ethos of being a learning organisation. Recent collaborative work has included a series of ILA (Independent Learning Account) Scotland presentations. ILA Scotland is a Scottish Government scheme which helps people pay for learning that can be undertaken at a time and place to suit them. Up to £200 per year is available towards the cost of learning new skills through the scheme. 2.18 Induction – Review of provision From the evaluation of induction events in the last year, it has become clear that it can take a long time for employees to understand the structure of the Church and their department’s role within it. The Church of Scotland is a complex institution which does not mirror the more commonly used models of many private business or public sector organisations and we recognise that induction needs to be carefully planned. A revision of the current induction programme is therefore now underway. It is intended that the new programme will still provide employees with all the information they need, delivered in a way that does not detract from the primary aim of integrating into their new department, but it will be extended to include a more in depth view of the central administration and a broader understanding of the wider Church. At present a well presented but minimal overview of the Church is delivered. Evaluation feedback from new employees often mentions that the church history session delivered by a member of the Principal Clerk’s office is a highlight of the induction programme. An increase in similar presentations will help to improve employee knowledge and understanding. The length of the induction process is likely to increase as a result of changes; however, it will be designed to spread over a manageable period, therefore resulting in minimal impact on departmental work. 2.19 Summary The main objectives for the HR Department for the coming year therefore are: * completion of the Pay and Grading Review; * completion of the new employment policies as outlined above; and * the continued extension of professional HR practice to Ministries Council, World Mission Council and the Central Services Committee. 3. INFORMATION TECHNOLOGY 3.1 Scope of Responsibilities The Information Technology Department is responsible for the provision, support and development of computer facilities for the staff within 121 George Street and for all Presbytery Clerks, the four offices within the Mission & Discipleship Council (Netherbow/Scottish Storytelling Centre, Glasgow, Perth and Inverness offices), Industrial Mission Chaplains, ten New Charge Development congregations, Stewardship Department consultants, the Moderator, Scottish Churches Parliamentary Group, a Parish Assistant and Hospital Chaplain. This represents 73 separate locations outwith George Street and approximately 300 users in total. In addition to the computer requirements, the Department is also responsible for the provision, support and development of the telephone service within the George Street offices. 3.2 Progress in 2007 3.2.1 During the year the Department processed over 2,600 items of general work received from the users. These included enquiries, requests for new facilities and reporting of problems. This represents a 13% increase on 2005. The time taken to complete the items varied greatly, with some requiring visits to locations outwith Edinburgh. As the services used become more complex the technical infrastructure must grow to meet these demands. 3.2.2 In 2007 the Department implemented a significant increase in the capacity of its external communications service, enhancements to the internal network to improve consistency of response times and an upgrade to the Mission and Discipleship Perth office. A “cofscotland” e-mail address was introduced for the staff at the Mission and Discipleship regional offices, Stewardship Consultants and Presbytery Clerks. For the latter, further work will be required to the technical infrastructure to complete this project. 3.2.3 Access to services by 121-based staff when working away from the offices was implemented, under regulated security protocols. Similarly, access was made available to staff at the four Mission and Discipleship offices. 3.2.4 New software applications were introduced and a number of major enhancements were made to existing software. These included the transfer of the finance software, Ministries Council database and the Human Resources databases. Progress was also made with the development of systems for the Regional Development Officers, Safeguarding replacement systems, Central Properties Database and the Presbytery Clerks’ database. 3.2.5 The core central system in use within Edinburgh to provide details of congregations and people is being replaced. A number of options were considered with the recommended solution being taken forward to 2008 plans. 3.2.6 Other areas included changes made to reduce the number of duplicated envelopes produced from the “monthly mailing”; audio-conferencing facilities introduced, being given responsibility for the technical aspects of the Church website and providing IT facilities to the General Assembly. 3.3 Plans for 2008 3.3.1 Initial indications are that items of general work received are at a similar level to 2007. The growth of the technical infrastructure to meet demands must continue. Included in the Department’s plans are the introduction of the environment to permit the completion of the Presbytery Clerks “cofscotland” e-mail addresses and further significant enhancements to the network technology, including upgrades to newer versions of network software and the replacement of the backup system. 3.3.2 The developments of software for the Ministries Council, Regional Development Officers, Safeguarding, Central Properties department and Presbytery Clerks will be completed. 3.3.3 However, the strategy is to begin the move to web-based applications, with the proposed replacement for the core central systems for congregations and people utilising this technology. In the longer-term this solution will permit presbyteries and congregations to securely access appropriate information held within our central systems and will be the infrastructure that assists with the delivery of the Communications Strategy. 3.3.4 The audit of software licences to confirm legal compliance will be achieved and we would expect to receive the FAST Gold standard with our accreditation. 3.3.5 The recruitment of a web specialist to the team will allow us to develop that new aspect to our work. 4. CENTRAL PROPERTIES DEPARTMENT 4.1 The Central Properties Department provides professional Property, Facilities and Health and Safety services to “client” Councils. The department is based at 121 George Street but has a country wide brief. The department has three full-time and one part-time staff members. Those staff bring the expertise of the following disciplines through qualification and experience: * Construction * Property Management * Facilities Management * Housing Management * Health & Safety. 4.2 Arbitrations The department has responsibility for managing the administration of the Arbitration process in the case of readjustment. Since the last report the department has attended to three arbitrations. 4.3 Property 4.3.1 The department has responsibility for the following broad subjects: * management of 110 properties * delivery of new build projects * delivery of major refurbishment programmes * management of facilities and procurement of work equipment * Health & Safety for the Central Services Committee and other Councils of the Church. 4.3.2 At present the department is involved in the following major projects: * major refurbishment of Gilmerton Church (NCD) * new church for the Gorbals * proposed joint venture with Aberdeen City Council to provide a worship centre at Cove * provision of Church outreach facility in Greenock. 4.3.3 Others projects awaiting funding include: * Glasgow Garthamlock and Craigend East (refurbishment) * Glasgow Easterhouse St George’s and St Peter’s (new build). 4.4 Health and Safety 4.4.1 The Committee has an obligation, as an employer, to comply with the Health & Safety at Work Act 1974. The staff of the Central Properties Department includes a suitably qualified Chartered Safety Practitioner and Health & Safety Technician. The development of the Health and Safety strategy continues with advances in a number of key areas including policy, training, communications and implementation. The following processes are an indication of some of the strategies already implemented: * the Policy and Supporting Handbook are distributed to all staff and other affected parties * a programme of training for management and staff * establishment of a communication network to staff through Health and Safety newsletters, topical notice board, etc * regular inspections both statutory and ad hoc of the workplace * development of risk assessments * establishment of a Safety Committee * implementation and review of the strategies and policies. 4.4.2 Accidents In the period covered by this report no incidents were required to be reported to the HSE. A number of non reportable accidents occurred but were in the main of a minor nature. These are dealt with as they arise and where necessary in conjunction with the appropriate Council/Department. 4.4.3 Safety Committee At the time of writing the final details of the Safety Committee are being formulated between management and the union. The Safety Committee will enhance the provision of Health and Safety. 4.4.4 Commitment The Committee is encouraging a positive and inclusive approach to Health and Safety. It is committed to working in partnership with staff, the union and Councils and Departments in continuing the development of the policy which will deliver a healthy and safe environment for all staff, volunteers, visitors, contractors and others. 5. FACILITIES MANAGEMENT 5.1 Health and Safety The tests and inspections of lifts, boilers and electrical distribution boards have been satisfactorily completed. Fire alarm tests are carried out weekly and a planned evacuation was carried out in November. More Fire Marshals are currently being recruited. A survey of the fire doors throughout the offices has been carried out and remedial works to meet compliance is due to commence soon. 5.2 Environmental and Waste Management Recycling targets are still being achieved. Staff members continue to support initiatives to improve recycling and the reduction of waste materials. At time of writing, the Carbon Trust has been appointed to carry out an energy saving survey, the results of which will assist in setting new energy saving initiatives. The Facilities Manager is working closely with the new Climate Change Officer to help raise awareness of environmental issues, particularly in relation to energy reduction measures. 5.3 Maintenance Works The Church offices continue to be well maintained and meet the requirements of our insurance policy. A Building Condition Survey was carried out at the end of 2007 to identify any potential remedial works required and to prioritise them into a planned maintenance programme. The Facilities Manager awaits the report. 5.4 Procurement Review A review of the catering contract and café facilities was carried out by an external cost analysis consultant and the recommendation to appoint a new catering contractor was approved by the Committee. 5.5 Café Lounge The contract with Sodexho terminated on 28 March 2008 and Albacore Catering commenced service on 31 March. Albacore is a small Scottish company who is fully committed to providing an excellent service to its customers and exceptional value for money to its clients. It is the intention to review the décor, furniture and fittings within the Café Lounge to try and create a more welcoming environment. 5.6 Design Services Financial targets set for the Design Services unit for 2007 were met. Colin MacPherson, one of the Graphic Designers resigned after almost eight years in 121. At the stage of this report the Facilities Management department wait the appointment of a new Senior Graphic Designer. The Design team will continue to offer a full graphic design service to both departments within the offices and to the wider church organisation. 5.7 Space Planning This project was postponed due to the appointment of the new Facilities Manager. The drawings and plans are now available and the Facilities Manager has met with various Heads of Department to discuss their requirements and to encourage more appropriate use of space. It is the intention to meet with all relevant parties regarding this project. 6. MEDIA RELATIONS 6.1 Staff members in the Media Relations and Communications Unit have been working on the implementation of the Co-ordinated Communication Strategy which was adopted by the 2007 General Assembly. The appointment of a Communication Adviser has enabled more resources to be dedicated to examining and improving internal communication within the Church. 6.2 Over the past year, the way in which the Church interacts with society through national media has been the subject of close scrutiny. It is recognised that the Church’s structures do not provide for a national leader who can develop a media profile over a period of years. Consequently, it is necessary that, not only the Moderator, but also Council Conveners speak proactively and reactively on matters of public interest. In practical terms, this is not always possible. For very good reasons, there are occasions when neither Moderator nor convener or, indeed, anyone from the relevant department is available. Consequently, good publicity opportunities are lost. Work done in this area has resulted in a protocol that covers such an eventuality and enables the Head of Media Relations and Communication to be authorised to make an appropriate statement as a named spokesperson for the Church. 6.3 Last autumn a new web editor was appointed. The opportunity was taken to review the provision of technical support of the website and this responsibility is now undertaken by the IT department. A new post of web development officer has been established with the remit to work with the editor in the development of the website. 6.4 Good News continues to be produced for and distributed by email to those who write parish newsletters and to anyone else with an interest in hearing more about the Church’s work. Feedback continues to suggest that it is welcomed as a resource. In the name of the Committee ANNE LITHGOW, Convener PAULINE WEIBYE, Vice-Convener DOUGLAS PATERSON, Vice-Convener PAULINE WILSON, Administrative Secretary APPENDIX CENTRAL SERVICES COMMITTEE EMPLOYEE STATISTICS AS AT 1 JANUARY 2008 1. Breakdown by Department: 2. Breakdown by Gender: 3. Breakdown by Age: 4. Employee breakdown by gender:   Full-Time % Part-Time % Total % Female 96 44.44 41 18.98 137 63.43 Male 73 33.80 6 2.78 79 36.57               TOTAL EMPLOYEES 169 78.24 47 21.76 216 100.00 5. Employee breakdown by age:   Full-Time % Part-Time % Total % Less than 20 Years 1 0.46 0 0.00 1 0.46 20 - 30 Years 11 5.09 3 1.39 14 6.48 30 - 40 Years 22 10.19 8 3.70 30 13.89 40 - 50 Years 55 25.46 7 3.24 62 28.70 50 - 60 Years 66 30.56 17 7.87 83 38.43 60 - 65 Years 13 6.02 11 5.09 24 11.11 65 + Years 1 0.46 1 0.46 2 0.93               TOTAL EMPLOYEES 169 78.24 47 21.76 216 100.00 6. Employee breakdown by Department:   Full-time Part-time Total Part-time Total f.t.e Church and Society Council           Church and Society 5 2 7 1.02 6.02 Scottish Churches Parliamentary Office 2 2 4 1.13 3.13   7 4 11 2.15 9.15 Ministries Council           Ministries 23 1 24 0.68 23.68   23 1 24 0.68 23.68 Mission and Discipleship Council           Life & Work 4 0 4 0.00 4.00 Mission and Discipleship 16 2 18 1.14 17.14 Office for Worship and Doctrine, Church Art and Architecture 0 1 1 0.50 0.50 Saint Andrew Press 4 0 4 0.00 4.00 The Scottish Storytelling Centre 6 3 9 1.68 7.68 The Well 1 0 1 0.00 1.00   31 6 37 3.32 34.32 Support and Services Council           Central Properties Department 3 1 4 0.60 3.60 Ecumenical Relations 3 0 3 0.00 3.00 Facilities Management 5 3 8 2.13 7.13 General Treasurer's 24 4 28 2.56 26.56 Human Resources 5 0 5 0.00 5.00 Information Technology 9 0 9 0.00 9.00 Law 10 4 14 2.44 12.44 Media Relations 5 0 5 0.00 5.00 Principal Clerk's Department 4 2 6 1.08 5.08 Safeguarding Office 5 3 8 1.71 6.71 Stewardship 6 1 7 0.57 6.57   79 18 97 11.09 90.09 World Mission Council 11 0 11 0.00 11.00 General Trustees 8 7 15 3.98 11.98 General Trustees Treasurer's 0 3 3 2.19 2.19 Housing and Loan Fund 2 1 3 0.42 2.42 New College 0 1 1 0.20 0.20 Panel on Review and Reform 0 1 1 0.80 0.80 Parish Development Fund 1 3 4 1.50 2.50 Pensions 4 0 4 0.00 4.00 The Guild 3 2 5 1.14 4.14             TOTAL EMPLOYEES 169 47 216 27.47 196.47 ?? ?? ?? ??