Annual Report & Accounts 1997-98

Our achievements last year - Running the Agency

Reorganisation

In the course of the year, the operation and structure of the Agency were reviewed to determine whether changes were necessary in the light of the evolving nature of customer requirements and the Agency's business profile. As a result of the review, the number of directorates was reduced from six to four and the number of business units from 55 to 31.

The new structure took effect from February 1998. Key aspects of the restructuring were the amalgamation of the two licensing directorates, uniting related interests in a single directorate, and combining the Agency's radio technology centre and its monitoring activities within a single command. A new unit was set up to manage the many inter-relationships and inter-dependencies within the significant programme of change in the Agency and to promote best practice.

Investors in People (IiP)

The Agency remains firmly committed to achieving IiP accreditation and made significant progress during the year towards this target. The second Agency IiP survey highlighted improvements in a number of areas, in particular the use of the appraisal system as a management tool and improved internal communications. A trial assessment took place in Spring 1998. The Agency plans to be in a position to undertake a full assessment by the end of January 1999.

Internal communications

As part of its commitment to IiP, the Agency has concentrated on improving its internal communications and has appointed an Internal Communications Manager to develop existing strategy. The Agency continues to cultivate openness through publication of the in-house magazine, Rapport, regular staff meetings, a staff suggestions scheme and circulation of documents, including Management Board minutes. Communication has been facilitated by enhancement of the Agency's e-mail systems as described below. The next stage will be to pilot an Agency-wide intranet as part of the drive further to improve internal communications within a structured human resources framework.

Training and development

Training and development are linked directly to Agency, group and individual objectives. In line with the Agency's commitment to Investors in People, training and development are directed towards maximising staff knowledge and their ability to fulfil business objectives. This financial year saw several significant initiatives. During the year, the Agency has:

Personnel Management

The first phase of the Agency's grading review was implemented in August with administration group staff being placed into the new DTI ranges. The new arrangements will offer greater flexibility and improved progression opportunities for staff. Work is continuing on the new arrangements for engineering and technical staff including a major job evaluation benchmarking exercise.

The Agency Whitley forum continues to meet regularly, bringing together both management and trade union representatives in a constructive dialogue on a wide range of issues.

The Agency Trade Union Side comments:

"The emphasis within the Agency on improving internal communications has been reflected in the willingness to engage in full and frank discussions about matters of interest to staff at the Agency's Whitley Council and the Health and Safety Committee and in informal contacts outside those meetings. The continued progress on equal opportunities issues is welcome.

We believe that developing the consultation process with staff representative will assist the attainment of the Agency's business objectives including gaining 'Investors in People' accreditation, creating a real partnership between staff and management".

Gender, ethnic and disability data

Staff Numbers

Recruitment
Vacancy filling remained a key priority. There was considerable activity directed towards recruitment both from external sources and from elsewhere in DTI. The revised vacancy filling arrangements introduced last year are settling down well, but a significant number of vacancies remain to be filled.

All open recruitment campaigns are managed by the Agency's personnel section or by RAS (part of the Capita Group) on its behalf. Recruitment is monitored at each stage to provide equal opportunities monitoring data on the gender, ethnic origin, and disability (and in Northern Ireland, community background) of applicants and is subject to internal check. Monitoring data for 1997/8 open recruitment is summarised on the Gender, ethnic and disability data table.

Equal Opportunities
Work continued on the Agency's programme of action for equality of opportunity including a review of the effectiveness of the training provided to all staff during the previous year. The Agency has systems in place to ensure that open recruitment is carried out in accordance with the principles of fair and open competition and selection on merit as set out in the Civil Service Recruitment Code.

Information Systems

The development of the Agency's unified licensing systems (RULES) has continued and it is now aimed to implement the system to support spectrum pricing. RULES includes initiatives started in earlier years to unify, rationalise and improve licensing policies and procedures in support of a new portfolio of licensing products. It also includes a programme of developing unified databases on which the Agency will be able to improve its knowledge of spectrum use and improve accountability and customer service.

The year has seen the further successful development of the ALPACA accounting and ledger project. The system is now operational for general and purchase ledgers, purchasing, staff time recording and cost attribution. Asset management will be delivered in 1998 and the sales ledger in early 1999.

The Agency's IT infrastructure has continued to develop through the EROS office automation project which, during the past year, has seen outstations migrate to a modern set of hardware and software products and extended e-mail communication to the Agency's local offices.

Information Systems Strategic Partnership
Complex and lengthy negotiations to secure an IT partner reached a successful conclusion with the establishment in June 1998 of a joint venture company, Radio Spectrum International Consulting Ltd., which is independent of Government and managed by the private sector. This is one of the first such ventures for the DTI and is in line with the Government's commitment to public/private partnerships. The company, which is managed by CMG plc, will provide the Agency with more extensive and improved IT services and open up new possibilities to exploit the UK's spectrum management expertise through the provision of consultancy and other services to radio spectrum administrations overseas. The arrangements will run for a minimum of seven years from June 1998.

Return to Docklands
The Agency's headquarters building at South Quay 3 in London's Docklands is being reinstated and enhanced by the landlord. Reinstatement is scheduled for completion early in 1999 and the Agency expects to return in Spring 1999, subject to progress on the building.

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