Innovation and efficiency

Sustainability
We will continue to develop our internal sustainability initiative, which will focussed on how the Society operates will align with the Sustainability Committee's Lawscot Sustainability programme, by ensuring that we lead from the front

There is ongoing engagement between the Society’s executive team and Sustainability Committee, which was established in 2023, to ensure that the Society’s own sustainability efforts align with the committee’s strategic goals. This includes ongoing engagement around key sustainability dates and work we are doing

An online carbon footprint assessment tool has been identified, and the Society has also purchased carbon offsets as part of our drive to reduce our environmental impact.

Governance
We will continue to develop our Governance Framework to support streamlined, efficient, and effective processes and good governance

We have made continued improvement to Board and Council support. This includes standardising processes and documentation around all committee management. Recommendations for Board and Council development have been taken forward, with an action plan in place for 2024-25. An internal policy and process review plan is also in place for the next operating year.

Complete

Value for money
We will embed value for money as a principle consideration in decision making to ensure we create and maximise value for members.

As part of our drive to ensure value for money, progress has been made on improving and increasing the use of our finance system alongside completing an internal audit of the system. Forecasting and management accounts improvements have expanded our ability to analyse and report across the organisation. We also fulfilled the finance business partner role which will improve the finance team’s functionality.

Complete

IT transformation (1)
We will improve our technology infrastructure, systems and processes and use this to drive efficiencies. This is key to us ensuring we are cyber secure and maximising the efficiencies that our members expect from us.

We are continuing to drive our digital transformation to improve the way we work, and increase our efficiency and cybersecurity. This includes the introduction of and embedding a new financial system, reviewing collaboration systems for our Council and committees, completing a new staff award and recruitment system, in addition to updating our current CRM and case management systems. We are continuing the work on our major IT transformation project in phased stages, including discovery and testing stages, prior to implementation. These are long term projects which are due to complete over a two-to-three-year period.

Not complete

IT transformation (2)
We will transform internal collaboration through new IT systems.

We introduced best practice training for staff which has now been completed, and further work is being undertaken to ensure that our staff team has the equipment needed for collaborative working, including any licensing requirements.

Not complete

IT transformation (3)
We will improve the technology infrastructure underpinning our work, enhancing security and resilience.

We have made a number of improvements to our technological infrastructure, which has included enhancing our IT security and disaster recovery processes and decommissioning old, on-the-premises infrastructure.  

Not complete

People strategy
We will continue to progress the delivery and implementation of the people strategy through the achievement of our people strategy objectives.

We launched a new people strategy which gives us a coherent and planned framework that supports our long-term goals and helps ensure that the various aspects of people management work together to drive the behaviour and climate needed in our organisation. The strategy has been supported by the 2023-24 operating plan to ensure successful delivery.

Complete