business plan 2011/12 - accountant in bankruptcy
TRANSCRIPT
Business plan 2011/12
Business plan 2011/12
02
Contents
Foreword 03OurRoleandPurpose 05AiB’sMission 06OurValues 06KeyFunctions 07MeasuringSuccess 08BusinessPlan2011/12Outline 12 SupportingMinisterstodevelopandrefinepolicy 13 SupervisingtheInsolvencyProcess 16 Delivering,withstakeholders,arangeofoptions 17 forindividualsseekingdebtreliefanddebtmanagement DeliveringBestValueServicestoCustomers 19ForwardLook 23AccountantinBankruptcy’sResources 24Budget 26ManagementStructureandStaffing 27AnnexA–Stakeholders 28Additionalinformation 29
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Accesstofairandjustprocessesofdebtrelief
anddebtmanagementisessentialinthesedifficult
economictimesandourBusinessPlanfor2011/12
setsoutourprioritiestohelpusmeettheneedsofour
customersintheyearahead.
OurBusinessPlanfor2010/11firmlyfocusedonourrole,asanExecutiveAgencyoftheScottishGovernment,incontributingtothePurposeandNationalOutcomessetoutintheGovernment’sEconomicStrategy.OurpoliciesandpracticeshavecontributedtodeliveryagainstthechallengingprioritiesofGovernmentinstrivingtomakeScotlandamoresuccessfulcountry.
Inthelastyear,wehaveseenadeclineinthenumberofindividualsinScotlandseekingbankruptcyorprotectedtrustdeedsasdebtreliefmechanisms.UptakeoftheDebtArrangementScheme(DAS)hasincreased,suggestingthatpeopleareseekingthemoneyadvicetheyneedatanearlierstage.Whilethisisencouraging,theriskstotherecoveryoftheScottisheconomyremain.Wehaveyettoseethe
impactofpublicspendingreductionsanditisexpectedthatthesewillbringnewchallengesintheyearahead.
ThroughthelatestSpendingReviewthebudgetallocationtoAiBhasbeensignificantlyreducedby40.4%onthepreviousyear.Ourstrategyofmovingtowardsafullcostrecoverymodelhasbeencrucialinensuringthatwecontinuetobewellplacedtodeliverourservicesinpartnershipwiththepublicandprivatesectors.
ThislastyearhasbeenasuccessstoryforAiB.Wehavedeliveredsignificantpolicyandlegislativechanges,havemodernisedourservices,madeimprovementstothewaywedeliverourbusinessandareinvestingforourfuture.
FOREWORDbyTheAccountantinBankruptcyandAgencyChiefExecutive,Rosemary Winter-scott
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ChangesintroducedthroughtheHomeOwnerandDebtorProtectionActmeanthatthereisanewrouteintobankruptcy–theCertificateforSequestration–makingiteasierforpeopletoobtainthedebtrelieftheyneed.Alongsidethis,wehavebeenworkinghardtodeliverimprovementstoDASwhichwillprovidegreateraccesstothisdebtmanagementoption.
Ournewweb-basedportalforourcontractedinsolvencyprovidersallowsustointeractmoreeasilywithoursuppliersindeliveringmodern,efficientservices.IknowthatthisdevelopmentandtheimprovementstotheRegisterofInsolvencieshavebeenwidelywelcomed.
Wehaveworkedhardtoengagewithallofourpartnersandcustomers,placingstakeholdercommunicationsattheheartofourbusiness.Iamconfidentthatthischangeinfocushasdevelopedsolidworkingrelationshipsthatwillsupportusaswecontinuetoexploremoreeffectivewaysofdeliveringourbusinesstoproduceefficiencysavingsatreducedcosttothepublicpurse.
Goingforwardin2011/12,ourprioritiesareclear:wewillrefocusattentiononourpoliciesensuringthatweoffertheproductsandservicesthatmatchtheneedsofourcustomers,continueourworktowardsfullcostrecovery,improvethetransparencyofAiB,anddevelopsystemsthatensureefficientdeliveryofourservices.
IamkeenthatwecultivateaclearvisionfordebtreliefanddebtmanagementinScotlandtoensurethatwecontinuetoleadthewayinmanypolicyareas,takingaccountofworldwidecomparisonstohelpustodevelopprogressivefuturepolicies.Involvementfromourstakeholdersisvitalindevelopingandimplementingthisvisionandanypolicychangesthatareintroducedinthenextparliamentaryterm.
Beyond2012wewillprogressthescopeofourstakeholderandcustomercommunications,ensuringwideranddeeperengagementtotherightpeople.Wewillmaximisetheadvancesmadeinouruseoftechnology,embedthelegislativechangesanddevelopbestpracticesfordebtreliefmechanisms.
ThisBusinessPlanhasbeendevelopedbyAiBstaffwithactiveengagementandmajorcontributionsfromourkeystakeholders.IwouldliketothankeveryoneforthesupportIenjoyedinmyfirstyearasAccountantinBankruptcyandlookforwardtoworkingwithmydedicatedAiBstaffandourcommittedstakeholdersensuringwecontinuetoprovideaccesstofairandjustprocessesofdebtreliefanddebtmanagementforallindividualsinScotland.
Rosemary Winter-scott TheAccountantinBankruptcyandAgencyChief
Executive
FOREWORD
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Who we areAccountantinBankruptcy(AiB)isanExecutiveAgencyoftheScottishGovernmentunderthetermsoftheScotlandAct1998.TheAgencyoperatesindependentlyandimpartiallywhileremainingdirectlyaccountabletoScottishMinisters.TheChiefExecutiveisalsoTheAccountantinBankruptcy(TheAccountant),whoisanIndependentStatutoryOfficerandanofficerofthecourtappointedundersection1oftheBankruptcy(Scotland)Act1985,asamended.
What we doAiB aims to ensure access to fair and just processes of debt relief and debt management for the people of scotland, which takes account of the rights and interests of those involved.
TheScottishGovernment’spurposeistofocusgovernmentandpublicservicesoncreatingamoresuccessfulcountrywithopportunitiesforallofScotlandtoflourish,throughincreasingsustainableeconomicgrowth.
Thegovernment’spurposeisdeliveredthrough7PurposeTargets,supportedby5StrategicObjectiveswith15NationalOutcomesastheclearandconsistentsetofprioritiesacrossgovernmentanditsagencies.Togetherwith45NationalIndicatorsandtargets,activityandcontributionsaredirectedtowardsthesingleoverarchingpurpose.TheNationalPerformanceFrameworkdemonstratestheScottishGovernment’sroutetoachievementofitspurpose:
SupportedbyDGLearningandJustice,theAgencysharestheoutcome-focusedapproachtoperformance,whichisreflectedintheprioritiesdetailedinthisBusinessPlan.
Todemonstratealignmentwiththesenationalpriorities,theAgencywillprovidethefairandjustprocessesofdebtreliefanddebtmanagementforindividualsinScotlandinordertohelpdeliveronthefollowingNationalOutcomes:
>Werealiseourfulleconomicpotentialwithmoreandbetteremploymentopportunitiesforourpeople
>WehavetackledthesignificantinequalitiesinScottishsociety
>Wehavestrong,resilientandsupportivecommunitieswherepeopletakeresponsibilityfortheirownactionsandhowtheyaffectothers
>Wereducethelocalandglobalenvironmentalimpactofourconsumptionandproduction
>Ourpublicservicesarehighquality,continuallyimproving,efficientandresponsivetolocalpeople’sneeds
OURROLEANDPURPOSE
PurPose
PurPose TArGeTs
sTrATeGic oBJecTiVes
NATioNAL ouTcoMes
NATioNAL iNdicATors ANd TArGeTs
Figure 1. scottish Government’s national Performance Framework
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Wewillachievethisthroughthefollowingkeyfunctions,whilstrecognisingouruniquestatutoryrole:
>supporting Ministers to develop and refine policy
>supervising the Insolvency process
>Delivering, with stakeholders, a range of options for individuals seeking debt relief and debt management
>Delivering best value services to customers
AiB’s Mission
ToensureaccesstofairandjustprocessesofdebtreliefanddebtmanagementforthepeopleofScotland,whichtakesaccountoftherightsandinterestsofthoseinvolved.
our ValuesWewillensurethatouractivitiesare:
> independent;
> responsive;
> accountable;
> transparent;
> fair;and
> open
OURROLEANDPURPOSE
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Key FunctionsOurkeyfunctionscanbefurtherdefinedaslistedbelow:-
Supporting Ministers to develop and refine policy by:
>developingpolicyforpersonalandcorporateinsolvencyanddiligenceinScotland
> developingpolicyfortheDebtArrangementScheme(DAS)
Supervising the insolvency process by:
>supervisingtheregulationofthebankruptcyprocessincludingtheperformanceoftrusteesandcommissionersintheexerciseoftheirstatutoryduty
>regulatingandsupervisingtheregistrationandadministrationofProtectedTrustDeeds(PTDs),includingtheperformanceoftrustees
>investigatingandapplyingforBankruptcyRestrictionOrdersoragreeingBankruptcyRestrictionUndertakings(BRO/BRU)
>maintainingapublicRegisterofInsolvencies(ROI),whichrecordsdetailsofbankruptciesawardedbytheScottishcourtsorbytheAgency
>maintainingarecordofPTDs,BROsandBRUsaswellascompanyinsolvenciesontheROI
>registeringcompanyinsolvencydocumentsrequiredtobefiledbyreceiversandliquidatorsintermsoftheInsolvencyAct1986
Delivering, with stakeholders, a range of options for individuals seeking debt relief and debt management by:
>determiningdebtorapplicationsforbankruptcy
>actingastrusteeinallbankruptciesawardedbytheAgency,whereTheAccountantdoesnotappointapersontobethetrustee
>actingastrusteeinallbankruptciesawardedbytheSheriffcourts,whereaSheriffdoesnotappointanamedpersontobetrustee
>actingasinterimtrusteebeforetheawardofbankruptcyexceptinthosecaseswhereanalternativeinterimtrusteeisappointedwhennominatedbythepetitioningcreditor
>actingastrusteeasappointedbytheSheriffontheresignationordeathoftheoriginaltrusteewherenonewtrusteeiselected
>undertakingthefunctionsofthecommissionersinbankruptcieswherenoneareelectedbycreditors
>approvingDebtPaymentProgrammes(DPPs)andapprovingmoneyadvisors
>maintainingtheDASregister
Delivering best value services to customers:
>reducingtherequirementforpublicfunding
>embeddingefficientsystemsandprocesses
OURROLEANDPURPOSE
sG PurPose
NATioNAL ouTcoMes
KeY FuNcTioNs
AiB BusiNess PLAN
BrANch PLAN
eMPLoYee oBJecTiVes
KPis KPis
AiB’s Performance Framework
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ThisBusinessPlancapturesthehighlevelactivitythatwillcontinuetodrivetheorganisationforward.ItdetailstheprojectsthatwewillundertakeoverandaboveAiB’scorebusinessdelivery.Theagreedoutputsandmilestonesofthekeydeliverablesfromthebusinessplanwillbemonitoredandreportedquarterly.
Wewillfocusoncontinuousimprovementofthedaytodayservicewedelivertoourcustomers and stakeholders.Thekeyaspectsofourcoreserviceareto:-
> ProcessapplicationsforDebtorApplicationsandtheDebtArrangementScheme
> Managein-housecaseswheretheAccountantinBankruptcyisTrustee
> Superviseinsolvencycases
> DeterminesubmittedAccounts
> Providerelevantinformationtoassistcustomersandstakeholders
WewillusethefollowingKeyPerformanceIndicators(KPIs)tomeasurethequalityofourcoreprocesses:-
KPi 1: Toadjudicateandinformtheoutcomeofdebtorapplicationsonreceiptofallrelevantinformation
KPi 2:Toincreasethepercentageofcaseswhereadividendispaidouttocreditors
KPi 3:Topromptlydetermineaccountsonreceiptofallrelevantinformationfromtrusteesandagents
KPi 4:ToadjudicateandinformtheresultoftheDebtArrangementSchemeapplicationsonreceiptofallrelevantinformation
KPi 5:Improvecustomerexperience
KPi 6:Increaseemployeeengagement
KPi 7:Toreduceunitcostofsequestration
KPi 8:ToreduceunitcostofDAS/DPP
ThelinkbetweenAiB’skeyfunctionsandKPIscanbebestdemonstratedinthefollowingdiagram:
MEASURINGSUCCESS
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Key function Key Performance indicator (KPi) Purpose of the measurement
1. Supporting Ministers to develop and refine policy
TherearenoKPIsforpolicybuttheBusinessPlanhighlightsthekeymilestones(1.1–1.6)againstwhichwewillreviewourprogress.
2. Supervising the insolvency process KPIsforsupervisionwillbedevelopedduringtheyearinassociationwithourkeystake-holders.
3. Delivering, with stakeholders, a range of options for individuals seeking debt relief and debt management
KPi 1:Toadjudicateandinformtheoutcomeofdebtorapplicationsonreceiptofallrelevantinformation
Measurement: Thetimetakentonotifyadebtorofabankruptcyaward.
ThisKPIrecognisesthelifechangingstepthatdebtorsmaketogodownthebankruptcyrouteandtheimportanceofapromptresponseontheoutcomeoftheirapplicationthatwillhaveamajorimpactontheirfinancialfuture.
KPi 2:Toincreasethepercentageofcaseswhereadividendispaidouttocreditors.
Measurement:ThisKPIwillnotapplytobankruptcycasesawardedunderLILA,norcasesallocatedtoAiB’sagentsunderthetermsoftheold,pre-April2009,contract.
Dividendsarepaidincaseswheresufficientfundshavebeenin-gatheredtopayfeesandoutlays,withthesurpluspaidtocreditorsintheformofadividend.
Itwillonlymeasureinpercentagetermsthenumberofcaseswhereadividendispaid,notthefinancialamountpaidout.
Creditorspursuethebankruptcyprocesstorecovermoniesowed.Toensurethatcreditorsunderstandthelikelihoodofrecoveryandtomaintaintheirconfidenceinthebankruptcyprocess,weaimtoincreasethenumberofcasesthatproduceadividendforcreditorswhereAiBistrustee.
IncommonwithallTrustees,AiBhasastat-utorydutytomaximisethereturntocredi-torsinallcases.Byimprovingourworkingpractices,andinparticularthewaywecontractcasesouttoproviders,webelievewecanpositivelyinfluenceanoverallpercentagefigure.
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Key function Key Performance indicator (KPi) Purpose of the measurement
KPi 3:Topromptlydetermineaccountsonreceiptofallrelevantinformationfromtrustees.
Measurement: ThetimetakenfromthedateAiBhassufficientaccurateinformationandsupportingdocumentsforaccountsreceived,tothedatethefinaldeterminationoftheaccountsismade.
Itisimportantforcreditorsandotherstakeholdersthataccountsaredeterminedaccuratelyandquickly,asthedeterminationprovidestheauthoritytopayanyfees,outlaysanddividendsthataredue.
KPi 4:ToadjudicateandinformtheresultoftheDebtArrangementSchemeapplicationsonreceiptofallrelevantinformation.
Measurement:ThetimetakenfromthedateAiBhassufficientaccurateinformationandsupportingdocumentstothedatethecustomerisnotifiedoftheoutcomeofanapplication.
TheDebtArrangementScheme(DAS)allowsdebtorstimetopayoffdebtsandaffordsprotectionfromdiligencethroughouttheperiodofaDebtPaymentProgramme(DPP).AiBisresponsibleforadjudicationontheDPPapplications.Byprocessingandcommunicatingtheoutcomeofaplanquicklywecanensurecustomersarepromptlyprotectedfromdiligenceandallowthemtosetupstagedrepaymentstocreditors.
KPi 5:Improvecustomerexperience
Measurement: During2011/12,AiBwillexploreandconfirmthemostappropriatemethodofaccuratelycapturingongoingcustomerfeedbacktomeasureasatisfactionrating.
AsAiBseekstoreducethecosttothepublicpurse,ourserviceusersareincreasinglycoveringthecostoftheAgency.FormallinesofaccountabilityremaintoMinisters,howeverweneedtorecognisethefocusonAiB’spayingcustomers.
AiBrequirestoensureitcontinuestofocusonandimproveservicedeliverytoourcustomers.ThisKPIwillenabletheAgencytomonitor,evaluateandimproveitscustomerserviceperformance.
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Key function Key Performance indicator (KPi) Purpose of the measurement
4. Delivering best value services to customers
KPi 6:Increaseemployeeengagement.
Measurement: ResultsfromparticipationintheUKCivilServicePeople
Evidenceshowsthatengagedemployeesarefarmorecommittedandproductivetoimproveser-vice.ThisKPIwillenableAiBtomonitor,evaluateandimproveitsemployeeengagementlevels.
KPi 7:Toreduceunitcostofsequestration
Measurement:Theunitcostisthegrosscostofadministeringthesequestrationanddoesnottakeintoaccountnetreturns,throughcostsrecoveredfromthesequestration.Theunitcosttakesintoconsiderationthebusinesscosts,suchasstaffingandbuildingoverheadcosts,aswellasknownsequestrationcosts,suchasfeesandadvertisingcosts.
Theunitcostofasequestrationcanbecalculatedonanannualbasis.
ThisKPIfocusesonachievingefficiencysavingsintheuseofstaffandresourcesforinternallymanagedcases.EfficiencysavingswillhelpAiBreducetheimpactofitsserviceonthepublicpurse.
KPi 8:ToreduceunitcostofDebtArrangementScheme(DAS)/DebtPaymentProgramme(DPP)
Measurement: AiB’sFinancialModelincludesaformulafordeterminingthegrossunitcostofaDAS/DPPtocalculatetheaveragecostofadministeringaDAS/DPP.
TheunitcostisthegrosscostofadministeringDAS/DPPanddoesnottakeintoaccountthetotalamountofcontributionspaidbythedebtortowardstheirDPP.
Theunitcosttakesintoconsiderationthebusinesscosts,whichincludestaffingandbuildingoverheadcosts,aswellasknownDPPcosts,suchasfeesandadvertisingcosts.
ThisKPImeasurestheunitcostofeachDAS/DPPandaimstoreducetheunitcostofmanagingthescheme.
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Key deliverables:-
Thekeydeliverablesthatwewillfocusonin2011/12arelistedbelowbutsomeoftheseactivitiesarepartsoflongertermprojects,whoseultimatecompletionwillbeinsubsequentyears.
1. Supporting Ministers to develop and refine policy
1.1 Reviewexistingbankruptcylegislationandconsolidatewhereappropriate
1.2 Reviewavailablediligencemeasures
1.3 Consultonthetreatmentofthedebtor’ssoleormaindwellinghouseintrustdeeds,bankruptcyandlandattachment
1.4 RefineandintroduceProtectedTrustDeedBestPracticeGuidance
1.5 ReviewofFinancialAssessmentToolsusedthroughoutinsolvencysector
1.6 ReviewPart2oftheHomeOwnerandDebtorProtectionAct
2. Supervising the Insolvency Process
2.1 ImplementandembedProtectedTrustDeedBestPracticeGuidance
2.2 EmbedtheprocessforimplementingguidancefromthenewindependentPolicyandCasessubcommitteeoftheBoard
2.3 Reviewpublicationofstatisticaldata
3. Delivering, with stakeholders, a range of options for individuals seeking debt relief and debt management
3.1 MakechangestoDebtArrangementScheme(DAS)towidenaccesstothescheme
3.2 Reviewthefocusofourcustomerdrivenservicefromreactivecustomercomplaintstoactivelygatheredfeedback
3.3 PartnershipworkingwiththeAdviceSectortofacilitatetheprovisionofindependentclientadvicefromAiBpremises
3.4 Continuetoimprovestakeholderrelationshipworkingthroughplannedengagementandcommunicationsactivity
4. Delivering best value services to customers
4.1 MovefurthertowardsFullCostRecoverybydeterminingsustainableincomeandcontrolledcosts
4.2 DevelopanAiBPeopleStrategy
4.3 RaiseAiBprofileamongkeystakeholdergroupsandbuildourreputationinlinewithourcorporatevalues
4.4 Continuetodevelopthenewtechnologyforcasemanagement
4.5 ReviewAiB’scurrentuseoftechnology
4.6 ReviewandupdatetheBusinessModeltoensureitisfitforpurpose
4.7 ReviewtheexistingChangeManagementarrangementsandstructuretoensuretheycontinuetomeettheAgency’sneeds
4.8 Reviewthe2007–11AgencyProcurementStrategy
4.9 RenewContractforout-sourcedInsolvencyServices
Fulldetailofeachofthekeydeliverablesiscontainedinthefollowingtables:
BUSINESSPLAN2011/12OUTLINE
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1.SUPPORTINGMINISTERSTODEVELOPANDREFINEPOLICy
1.1 Key deliverable: review existing bankruptcy legislation and consolidate where appropriate
Outcome Outputs Key Milestones Resource implications Target Date
Revised,consolidatedbank-ruptcylegislationwillallowclearerunderstandingoflawonbankruptcy.
Completedconsultationwithstakeholdersondraftpro-posalsonconsolidation.
ReportonregulatoryimpactassessmentonthedraftBill.
ThedraftBankruptcy(Scotland)Billisprepared.
PurposeofBillisunderstoodbystakeholders,publicationsandguidancenotesarerevised.
PolicyteaminpartnershipwiththeLawSociety.Significantcostinbusiness/ITterms.
2013
ScottishrulesonCorporateInsolvencyaremodernisedanddefinitionofpowersisclarified.
ModernisedScottishrulesonCorporateInsolvencyachievedthroughworkingwithUKISshouldCorporateInsolvencybecomeareservedfunction
ScotlandBillenactedprovidingclarityonreservedordevolvedpowersinrelationtoCorporateInsolvencyandenablingAiBtoplanappropriatefurtheraction.
Policyteamhaveappropriateresourcetodrivethisworkforward.
1.2 Key deliverable: review available diligence measures
Outcome Outputs Key Milestones Resource implications Target Date
Diligencemeasuresareachievingtheirpolicyintentionanddiligencelawisclearandunderstood.
Consultationwithstakehold-erstoassesstheimpactofDiligencelawchangesandgatherstatisticalinformationwhereapplicable.
ReportontheimpactofchangestoDiligencelawandrecommendationsmadetoMinisters,whereappropriate,onfurtherlegislativechange.
Policyteamhaveappropriateresourcetodrivethisworkforward.
March2012
WorkwiththeLordPresident’sAdvisoryGrouponDiligenceRulestodeveloptheScottishCourts’ActofSederunttosupportPart15ofthe2007Act.
TheActofSederuntundersection215ofthe2007Actismade,andinformationaboutthechangesprovidedtoallstakeholders.
Board owner: ClaireKeggie
Board owner: ClaireKeggie
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1.2 Key deliverable: review available diligence measures
Outcome Outputs Key Milestones Resource implications Target Date
Workwithstakeholdersonlandattachment(pt4,ch2)andabolitionofAdjudicationforDebt.ReviewcommentsfromDebtandHomeconsultation.
MinistersprovidedwithclearpolicyadviceonLandAttach-mentwithrecommendationsonthewayforwardtoenableadecisiononintroductionofLandAttachment.
Policyteamhaveappropriateresourcetodrivethisworkforward.
March2012
WorkwithstakeholdersonResidualAttachment(pt4ch3).ReviewcommentsfromDebtandHomesconsultation.
MinistersprovidedwithclearpolicyadviceonResidualAttachmentwithrecommendationsonthewayforward.
WorkwithstakeholdersonInformationDisclosureOrders(pt16).
MinistersprovidedwithclearpolicyadviceonInformationDisclosureOrderswithrecommendationsonthewayforward.
1.3 Key deliverable: consult on the treatment of the debtor’s sole or main dwelling house in trust deeds, bankruptcy and land attachment
Outcome Outputs Key Milestones Resource implications Target Date
PolicypositiononthehomeinbankruptcylegislationreflectsMinisterialpriorities.
DraftDebtandHomesconsultationpaperwithadvicetoMinistersonlaunch.Launchconsultation,analyserespons-esandmakerecommendations.
Publicconsultationlaunchedandreportonconclusionsproduced.PolicyadvicetoMinisters.
Policyteamhasresource. August2011
Board owner: ClaireKeggie
Board owner: ClaireKeggie
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1.4 Key deliverable: refine and introduce Protected Trust deed (PTd) Best Practice Guidance
Outcome Outputs Key Milestones Resource implications Target Date
ProtectedTrustDeedsarefitforpurpose.
ConsultationpaperpreparedwithMinisters'agreementissuedtostakeholders.
ConsultationiscompleteandBestPracticeGuidanceisagreedandabletobeimplemented.
Policyteamhasresource. August2011
1.5 Key deliverable: review of Financial Assessment Tools used throughout insolvency sector
Outcome Outputs Key Milestones Resource implications Target Date
Acommonfinancialassessmenttoolisusedacrossallinsolvencyanddebtmanagementoptions.Asingletoolwillensureequitabletreatment,consistencyandfairnessisinplaceforassessingcontributionsacrossthesector.
Establishingaworkinggrouptoexaminefinancialimplicationsandbenefitsofmovingtotheuseofacommonfinancialassessmenttool.
AdviceprovidedtoMinistersonapplicationofacommonfinancialtoolinrelationtocontributionsinbankruptcycases.
Policyteamhasresource. March2012
1.6 Key deliverable: review Part 2 of the home owner and debtor Protection Act to ensure that policy is working as intended
Outcome Outputs Key Milestones Resource implications Target Date
PolicypositionandlegislationreflectsMinisterspriorities.
ConsultwithstakeholdersandgatherinformationtoassessimpactofHODP.
ReportdetailingimpactoflegislationwithpolicyadvicetoMinistersonthewayforward.
Policyteamhasresource. March2012
Board owner: ClaireKeggie
Board owner: ClaireKeggie
Board owner: ClaireKeggie
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2.SUPERVISINGTHEINSOLVENCyPROCESS
2.1 Key deliverable: implement and embed Protected Trust deed (PTd) Best Practice Guidance
Outcome Outputs Key Milestones Resource implications Target Date
TheProtectedTrustDeedsprocessismodernisedandwillstrikeabetterbalancebetweentheneedsofdebtorsandtherightsofcreditors.
BestpracticeincorporatedintoAiBsupervisionprocedures.
SupervisionproceduresincludePTDagreedBestPractice.
ReviewboardestablishedtoensureBestPracticeisoperational.
CaseOperationsbranchhaveresource.
March2012
2.2 Key deliverable: embed the process for implementing guidance from the new independent Policy and cases sub committee of the Board
Outcome Outputs Key Milestones Resource implications Target Date
Appropriateandagreedproceduresandpracticesarebeingfollowedinrelationtobankruptcyadministration.
Documentedandembeddedprocessisinplacetoimple-mentapprovedrecommenda-tionsmadebythecommittee.
AllapprovedchangestocasemanagementproceduresarisingfromtheworkoftheCommitteearefullyrecordedanddisseminatedtoallin-terestedpartieswithrelevanttrainingprovided.
Availablewithincurrentresources.
March2012
2.3 Key deliverable: review publication of statistical data
Outcome Outputs Key Milestones Resource implications Target Date
Greaterclarityforstakeholdersaroundkeystatisticaldataaroundbankruptcyandinsolvenciesacrosstheinsolvencysector.
ReviewofstatisticalinformationpublishedbyAiBinrelationtotheAgency’ssupervisoryfunctioninconsultationwithstakeholders.
ReporttoCEwithrecom-mendationsforstatisticalreportingandpublication.RevisedandagreedstatisticaldataavailableforAnnualReportandAccounts2011/12.
Caseoperationsteamhaveresource.Statisticalexpertiseresourcewouldimprovetheefficiencyofthedataanalysis.
March2012
Board owner: ClaireKeggie
Board owner: JohnCook
Board owner: ClaireKeggie
Board owner: JohnCook
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3.DELIVERING,WITHSTAKEHOLDERS,ARANGEOFOPTIONSFORINDIVIDUALSSEEKINGDEBTRELIEFANDDEBTMANAGEMENT
3.1 Key deliverable: Make changes to debt Arrangement scheme (dAs) to widen access to the scheme
Outcome Outputs Key Milestones Resource implications Target Date
IncreasedchoiceofdebtmanagementoptionsofferedtothepeopleofScotlandthatwillavoidbankruptcyandthecoststotheeconomyassociatedwiththis.
FormalProjectBoardoverseeing6separateworkstreamscovering:–developmentofthecasemanagementsystem,trainingbothinternallyandexternally,procurementandcommunications.
New,improvedDASlaunchedon1July2011.Accesstoschemeimproved,moremoneyadvisersabletoofferDASasaproduct,anduptakeincreased.
Significant.Workstreamleadersinplaceandempoweredwithappropriateresourceandauthority.Capitalexpenditurec£200k.Staffcostsasnow.
June2011
ProcesstosecurePaymentDistributorsintimeforlaunchon1July2011.
June2011
DevelopDASwebsite,publicationsandpromotionalcampaign.
DASwebsiteestablished,publicityandinformationcampaigncomplete.
October2011
3.2 Key deliverable: review the focus of our customer driven service from reactive customer complaints to actively gathered feedback
Outcome Outputs Key Milestones Resource implications Target Date
ThefocusoftheAgencyisondeliverytoitsserviceusersandprocesseswillbeinfluenced,wherepossible,bycustomerfeedback.Theresponsetocreditorswillensureourlevelof'ConsignedFunds'fallandcreditorcustomerswillprovideasatisfactionratingcomparableorexceedingthoseofdebtorcustomers.
Reviewofcurrentresponse,interactionandcomplaintshandlingprocessesiscomplete.
Re-launchedCustomerCharterwithvisibleandaccessiblemeansofprovidingreadyfeedbackfromcustomerstotheAgency.
Goodcustomerserviceshouldberesourceneutralinthelongertermasgettingourservicerightwillreducetheneedforremedialactivityordealingwiththeconsequencesofpoorcustomerserviceatalaterdate.Intheshorttermitmayrequirereallocationoradditionalresourcetogetsystemandprocessesaligned.Thisisestimatedatc£50k.
March2012
Completedresearchintomostcosteffectivemethodofobtainingcustomerfeedbackandexperiencetrends.
Methodofaccuratelycapturingongoingcustomerfeedbackisidentified.
BusinesscasetoexplorethebenefitsofaformalframeworkforrelationshipmanagementwithCorporateCreditors.
Frameworkforrelationshipmanagingcorporatecreditorswithevidencedbusinessandcustomerbenefits.
Board owner: ClaireKeggie
Board owner: DavidWallace
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3.3 Key deliverable: Partnership Working with the Advice sector to facilitate the provision of independent client advice from AiB premises
Outcome Outputs Key Milestones Resource implications Target Date
Clientswillbeabletoreceivetherightadviceattherighttimesowillbebetterequippedtomakedecisionsaroundthebestsolutionfortheirproblems.
High-levelrequirementsidentifiedwithlocalCAB/NorthAyrshireCouncilmoneyadvice.
AsignedPartnershipAgreementandServiceLevelAgreement.
Resourceimplicationswillbeidentifiedasthisworkstreamdevelops.TheaimofthisinitiativewillbetotrytodeliveraservicewithzeroorminimalcosttoAiB.
March2012
ICTrequirementsandtrainingplaninplace.Mechanismformonitoringeffectivenessidentified
ProvisionofindependentclientadvicefromAiBpremisestobothface-to-faceclientsandtelephone-basedenquiries.
3.4 Key deliverable: improve stakeholder relations through planned engagement and communications activity
Outcome Outputs Key Milestones Resource implications Target Date
Effectiveengagementactivitythatallowsforongoingreviewandevaluationwithstaffandstakeholderswhowillbeenabledandconfidentinengagingwitheachother.
Eventsprogrammedevelopedtoincreaseawarenessofvarietyandrangeofstakeholderinteractions.
Annualeventsprogrammeavailable.
Resourcesavailabletocompletethekeymilestones.Additionalresourceswillberequiredtodelivertheagreedevents.
March2012
ImprovedplanningcapabilitiesforAgencyactivitybydevelopinganonlineeventscalendar.
Onlineeventscalendardevelopedandinformationresourceavailable.
September2011
Anengagementstrategyproducedinconsultationwithinternalandexternalstakeholders.
StakeholderEngagementStrategyincludingguidelines.
Resourcesavailable. March2012
Stakeholderengagementguidelinesavailabletoimproveinteractionwithstakeholdersin-cludingstandardisedcommuni-cationsi.e.messages/minutes.
GuidancematerialsincludingStyleguidelines/PlainEnglish
Agencypresenceonsocialmediachannels.
March2012
Board owner: JohnCook
Board owner: DavidWallace
Business plan 2011/12
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4.DELIVERINGBESTVALUESERVICESTOCUSTOMERS
4.1 Key deliverable: Move further towards Full cost recovery – determine sustainable income and controlled costs
Outcome Outputs Key Milestones Resource implications Target Date
Asystemoffeesandchargeswhichrecoversthecostofproductsinfullandwillbelinkedtotheworkandcostassociatedwithproducts.
ProcessCostingtodetermineproductcost.
Anewfinancialmodeldetailingproductcosts.
SignificantFinancetimewillhavetobespentonthisactivity.Itwillrequireinputfromotherbusinessareas,particularlypolicyandchangemanagement.
August2011
ITchangestoimplementnewfeestructureasrequired.
Currentcasemanagementsystemisgeneratingappropriatefee.
January2012
ReviewAiB’sFeeStructurewithconsultationbothexternalandinternalonproposednewfeestructure.
NewFeeStructurebroughtintoforcethroughstatutoryinstrument.
March2012
4.2 Key deliverable: develop an AiB ‘People strategy’
Outcome Outputs Key Milestones Resource implications Target Date
AiBwillmaximisetheopportunitiesforsharingservicesenablingtheAgencytoretainrelevantprofessionalexpertise,capacityandflexibilitytodeliveritsmission.ServicedeliverywillbemaintainedandimprovedwhilemeetingcommitmentstocontributetoSGefficiencyprogrammes.
AnAgencyPeopleStrategywhichincludesconsiderationofsharedopportunitiesaroundlegalandanalyticalservices.
AgreedAiBPeopleStrategyinplace.
Resourcesinplacetoreviewresourceandlearningneeds.Additionalresourcesmayberequiredbutshouldbeoff-setbysavingsincurrentdeliverymodels
December2011
ImplementationofLearning&DevelopmentStrategyincludingdeliveryofprofessionalqualificationsandleadershipdevelopment.
ImplementationofanewLearning&DevelopmentStrategytosupportstaffindevelopingtheexpertiserequired.
Implementationongoing
AiBcontributestotheSGpilotforFlexibleResourcing.
AiBfullycontributestotheScottishGovernment’sorganisationaldevelopmentforexampleHeadcounttargetsandtheFlexibleResourcingpilot.
Board owner: DavidWallace
Board owner: DavidWallace
Business plan 2011/12
20
4.3 Key deliverable: raise AiB profile among key stakeholder groups and build our reputation in line with corporate values
Outcome Outputs Key Milestones Resource implications Target Date
ContributetoaprogressiveinsolvencyindustryforScotlandwithgreaterinsightintopartners’longtermplanningandworkingtowardsrecognitionasacentreofexpertiseoninsolvencyinScotlandwithinfluenceinsectordevelopments.Increasedpartnershipworkingandinformationsharingwithefficientandresponsivecommunicationshandling.Improvedmediapresence.
Identifiedanddefinedaudiencestodevelopindustrypartnerships
StakeholderMap&comprehensivestakeholderdatabase
Inputrequiredfromacrossagencyfromoutwardfacingbusinessareas
December2011
Regularcorrespondencewithkeymediacontactstoestablishproactivemediarelations.
MediaRelationsStrategy. MoretimecommitmentbyCommunicationsstaffandappropriatetraining.
March2012
4.4 Key deliverable: continue to develop the new case management system
Outcome Outputs Key Milestones Resource implications Target Date
Efficientandstreamlinedprocesseswhichattractastrongsenseofownershipthrougheffectivestakeholderengagement.
Reviewofcurrentprocessesandidentificationofnewfunctionality,deliveredthroughseriesofworkshopswithfrontlineusers,SeniorManagers,andotherStakeholders.
Systemfunctionalspecificationagreedwithdevelopers.
Availablewithincurrentresourcesandanallocatedbudgetofc£200k.
September2011
Board owner: DavidWallace
Board owner: DavidWallace
Business plan 2011/12
21
4.5 Key deliverable: review AiB's current use of technology
Outcome Outputs Key Milestones Resource implications Target Date
Amoreefficient,effectiveandstreamlinedAgencythrough"smarter"useoftechnology.
AcrossAgencyGroupsetuptoreviewcurrentusageandwhererequiredidentifyimprovementsandenhancements.
AreporttoAgencyChiefExecutivewithrecommendationsonnextstepsandfuturestrategies.
CrossAgencyGroupwithnomorethan8members.
September2011
4.6 Key deliverable: review and update the Business Model
Outcome Outputs Key Milestones Resource implications Target Date
Indeterminingfuturebusinessdirection,theModelwillbeusedtoallowmoreevidencebaseddecisionmaking,enhancingAiB’sresponsetostakeholders’servicedemands.
IdentifyandmapkeybusinessprocessesandbuildintotheBusinessModel.Calculationsofbusinessactivitycostsandtheassessmentoftheinvestmentimpactofanyproposedchange.
UpdatedBusinessModel. ActivitywillbeledbyatrainedModellingProjectOfficer.
May2012
4.7 Key deliverable: review the existing change Management arrangements and structure to ensure they continue to meet the Agency's needs
Outcome Outputs Key Milestones Resource implications Target Date
ProjectswithintheAgencyChangeProgrammecontinuetobedeliveredusinganinternationallyrecognisedprojectmanagementmethodology,withinaChangeManagementandControlstructurethatprovidestherequiredhighlevelofassurancetotheAgencyChiefExecutive/Programmesponsor.
AreviewofthecurrentChangeManagementarrangementsincludingtherole/remitoftheProgrammeChangeandControlBoard(PCCB)andthesupportingandreportingstructure.
ReporttoCEwithrecommendationsastonextsteps.
Achievablewithincurrentresources.
June2011
Board owner: DavidWallace
Board owner: DavidWallace
Board owner: DavidWallace
Business plan 2011/12
22
4.8 Key deliverable: review the 2007 – 11 Agency Procurement strategy
Outcome Outputs Key Milestones Resource implications Target Date
Continuedefficienciesdeliveredthroughgoodprocurementandcontractmanagementprinciples.
ReviewoftheAgency’sProcure-mentStrategyexaminingthecommoditiesidentifiedinthe2007–11Strategyforpotentialprocurementledopportunities.Reviewthelastremainingcom-modity–LegalServices–forop-portunitiestoimprovethequalityandvalueoftheserviceprovision.
RefreshedProcurementStrategyendorsedbyBoardandlaunched.StrategyforprovisionofLegalServicestotheAgencyagreed.
Strategyre-developmentwillbetimetabledafterDASprocurementactivitytobeachievablewithinexistingresources.ProvisionofLegalServicesmayrequireadditionalprocurementresourcedependingonStrategy.
December2011
4.9 Key deliverable: renew contract for out-sourced insolvency services
Outcome Outputs Key Milestones Resource implications Target Date
Tomaintainanefficientandeffectivecontractforourout-sourcingofInsolvencyServices(IS)whichmaximisesthemarketopportunitiesandminimisestheimpactonthepublicpurse.
Review,andseekAiBBoardapproval,ondecisionwhetherornottotaketheavailableoptionofextendingtheexistingIScontract(duetoexpireMarch2012).Includemarketanalysis,performanceandpossiblyfinalGatewayHealthchecktoinformthisreview.
Aclear,endorsed,decisionontheexpiryofthecurrentIScon-tractcommunicatedtoexistingproviders,themarketgenerallyandtowiderinterestedstake-holders.
UseoftheContractforInsol-vencyServiceswillcontinuetodemonstratesavings.1.)Ifdecidedtotakeoptiontoextend,currentcontracttobemanagedtocompletionin2013withproj-ecttore-tenderrolledforwardto2012/13businessplan.OR2.)IfcontractistoexpireasplannedinMarch2012,thenaformallyconstitutedProjecttodeliveranewcontracttofitthebusinessneedsfor‘go-live’inApril2012.
1.)Minor.ContractManagementteaminplacebuttobemonitoredinlightofincreasingout-sourcedcaseload.OR2.)Moderate(c£50k).Additionalprojectandprocurementexpertiserequiredtodeliverasuccessfulprocurementdriverproject.
June2012
Board owner: DavidWallace
Board owner: DavidWallace
Business plan 2011/12
23
Withourstaffandkeystakeholders,weidentifiedtheprecedingpriorityareasfordevelopmentin2011/12.Someofthekeydeliverableswillcontinueintothefollowingyearsforcompletion.Inaddition,werecognisedtheneedtomaintainourfocusontheseareasandwillincludethefollowingactivityafter2012:
>Wider and deeper stakeholder engagement and communications through expansion of identified and tailored communication such as updated Policy bulletin and enewsletters.
>Improve opportunities for online interaction with stakeholders and customers through increased digital capabilities for example online feedback and discussion forums.
>Increase flexibility of the organisation through accurate business and financial modelling and effective use of technology such as web services and further development of the Web Portal functionality.
>Progress refinement of existing bankruptcy legislation to rationalise the available debt management and debt relief products to the people of scotland. Keep in view the question of scottish rules in relation to Corporate Insolvency and progress according to the outcome of the scotland Bill.
>Continue partnership working to enhance the availability of services and improve the consistency of approach to debtors and creditors across the sector.
FORWARDLOOK
Business plan 2011/12
24
Budget
AiB’soperatingexpenditureismetfromacombinationofretainedincomefromitsoperationalactivityandallocatedfundingfromtheScottishGovernment.
AiB’sincreasingworkloadisreflectedinthefinancialreturnsand,aspartofthe2011/12BusinessPlan,theAgencymustoperatewithintheallocationprovidedbytheScottishGovernment.In2011/12weintendtocontinueourworkondevelopmentofanappropriate‘costpricing’model,whichwilldriveourfeestructuretoensureitisequitabletobothdebtorsandcreditors,sustainablefortheAgencyandappropriatelyreflectstheworkwhichAiBcarriesoutinensuringaccesstofairandjustprocessesofdebtreliefanddebtmanagementforthepeopleofScotland.TheresultofthisworkwillultimatelyensuretheAgencyisabletocontinuetoreduceitsrelianceonthepublicpurseinfundingitsoperations.
AiB’sbudgetfor2011/12of£13,212,000compareswithabudgetfor2010/11of£13,482,000.Ourprojectedspendagainstthebudgetsetin2010/11is£12,362,000,representinganunder-spendof8.3%.Thisprojectionisprimarilyattributedtothreeareas.Anunder-spendagainstthePayCostsbudgetduetobudgetingforabillteamthatwasneverformed,alowerthanbudgetspendagainsttheGeneralAdministration
budgetduetodelayedexpenditureonChangeManagementprojectsandlowerthanexpectedNonCashexpenditureduetolessdepreciationbeingrequiredin2010/11towriteoffourcasemanagementsystemwhichisnearingtheendofit’susefuleconomiclife.
Theyear-endfinancialpositionbeingprojectedin2010/11meansthatourprojectedexpenditurein2011/12willbehigherthanprioryears.
ACCOUNTANTINBANKRUPTCy’SRESOURCES
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
Operational Income
SG Funding
Fiancial Year
Operating Costs be Source of Funding
Valu
e (£
’000
)2006/07 2007/08 2008/09 2009/10 2010/11
(Budget)2010/11
(projected spend)2011/12(Budget)
Business plan 2011/12
25
In2011/12wehaveincreasedbudgetedexpenditureinanumberofareas,inpartduetoinflationaryupliftsbutalsoduetosomespecificchangesplannedin2011/12.
ThePayCostsbudgethasbeenincreasedby£443,000toaccountforexpectedincrementstosalaries,althoughthesemaynotoccurandaresubjecttoongoingnegotiationsbetweentheScottishGovernmentandTradeUnions.
ACCOUNTANTINBANKRUPTCy’SRESOURCES
AiB expenditure Budget 2010/11 (£000) 2011/12 (£000)
PayCosts 4,540 4,983
Travel&Subsistence 56 58
Accommodation 568 616
GeneralAdministration 1,149 1,830
NonCashExpenditure 846 475
OperationalExpenditure 6,223 4,920
Total Budgeted Revenue Costs 13,382 12,882
CapitalExpenditure 100 330
Total Budgeted Costs 13,482 13,212
AiB Budgeted Funding 2010/11 (£000) 2011/12 (£000)
IncomefromFeesandRecoveries 9,791 10,212
NetFinancingfromtheScottishGovernment 3,691 3,000
Total Funding Budget 13,482 13,212
OurAccommodationbudgethasincreasedduetocontractualincrementsintherentwepayforourleasedpremisesinKilwinning.WehavealsobudgetedforanincreaseinnationalnondomesticratespayabletoNorthAyrshireCouncil.
TheGeneralAdministrationbudgetincludes£700,000fortheChangeManagementBranchwithinAiBtofundprojectstoimproveeconomy,
efficiencyandeffectivenesswithintheAgency.£300,000includedforCapitalExpenditurewillalsobeallocatedtotheChangeManagementBranch.ChangeManagementBranchbudgetswereincludedwithinOperationalExpenditureBudgetsinthepreviousyear.
The Top level breakdown of our Budget for 2011/12 is:
Business plan 2011/12
26
Corporate Services
10%5%
26%
59%
Policy & Compliance
Change Management Operations
TheNonCashExpenditurebudgethasdecreasedsubstantiallyfor2011/12asaccelerateddepreciationofourcurrentCasemanagementSystem,whichweexpectedtoberequiredin2010/11,isnolongerrequiredin2011/12.
Asin2010/11wearebudgetingforincreasesinincomeontheprioryear.AiBisworkingtowardsgreatercostrecoverythroughincomeandaspartofthistherewerenewfeesintroducedin2009/10.Includedinthe2011/12incomebudgetisthemoneyweintendtogeneratefromchangestotheDebtArrangementSchemeandforchangestoincomegenerationasaresultoftheintroductionoftheCertificateforSequestrationrouteintobankruptcy.
Wehaveheldmostfeesat2010/11levelsfor2011/12.Thisistoreflectthedifficultiesourcustomersmaybefacinginthecurrenteconomicenvironment.Theeffectoffreezingmostfeesisincludedinour2011/12incomebudget.
AiBoperateswithanumberofdistinctbranches,thewayinwhichourbudgetfor2010/11isallocatedisshowninthechart.
TOTAL2011/12BUDGETByBRANCH
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CaseOperationsBranchManagers
Annette Burns Graeme Perry
AccountsSupervision
CaseManagement
CaseAdministration
BankruptcyRestrictions
HeadofOperationalPolicy&Compliance
Vivian Leacock
OperationalPolicy
Guidance&Publications
Policy&CasesCommittee
ComplianceAudit
PolicyDevelopment
Legislation
Legislativeconsultation
HeadofFinance
James Wallace
Finance
FacilitiesManagement
ChangeProgrammeManager
Keith Jenkinson
ChangeManagement
MIDASdevelopment
BusinessModelling
Projects
CommercialServices
Katherine Morrison
InsolvencyService
ContractManagement
TheAccountantinBankruptcy/AgencyChiefExecutive
Rosemary Winter-Scott
HeadofPolicyDevelopment
Sharon Bell
ProcurementManagement
Kath Cowan
OrganisationalDevelopment&
Communications
Roz McCracken
ProcurementManagement
BusinessPlanning&Reporting
Communications
CorporateGovernance&HR
Learning&Development
DeputeAccountant/HeadofCaseOperations
John Cook
Non-ExecutiveBoardMembers(NEBMs)Fiona Gavine
Bryan JacksonYvonne MacDermid
Frank Shennan
HeadofPolicy&Compliance
Claire Keggie
DeputyChiefExecutive/HeadofCorporateServices
David Wallace
MANAGEMENTSTRUCTUREANDSTAFFING
In2010/11AiBappointed3newnon-executiveBoardmemberstoenhancetheBoard’sexpertiseandincreaseAiB’saccountabilityandtransparency.TherearethreemainbusinessunitswithinAiB–CaseOperations,
CorporateServicesandPolicyDevelopmentandCompliance.OurseniormanagementstructureandstaffresourcesasofMarch2011areillustratedinthefollowingchart:-
KeyChiefExecutiveNEBMSHeadofBranchOperationalManagersMembersofTheBoardExtendedManagementTeam
Business plan 2011/12
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POLICECROWN OFFICE
COURT OF SESSION
DEBTORS CITIZEN’S ADVICE SCOTLAND
INSOLVENCY PRACTITIONERS INSTITUTE OF PAYROLL PROFESSIONAL
REGISTERS OF SCOTLAND SCOTTISH PARLIAMENT
DEBT ADVISORY GROUPS SCOTTISH COURT SERVICE
SHERIFF COURTS CREDITORS
SCOTTISH CONSUMER COUNCIL CREDIT ENFORCEMENT AGENCIES
CREDIT UNIONS SCOTTISH CLEARING BANKS
SCOTTISH MINISTERS HM REVENUE AND CUSTOMS
PUBLIC SECTOR BODIES SHELTER
MONEY ADVICE SCOTLAND COMMUNITIES SCOTLAND
NATIONAL ARCHIVES OF SCOTLAND EQUAL OPPORTUNITIES COMMISSION
SCOTTISH GOVERNMENT GENERAL PUBLIC
LAW SOCIETY OF SCOTLAND LOCAL AUTHORITIES
COUNCIL OF MORTGAGE LENDERSINSOLVENCY SERVICE, ENGLAND, WALES AND NORTHERN IRELAND AND ABROAD
EUROPEAN COMMISSION (EU INSOLVENCY LEGISLATION)
INSTITUTE OF CHARTERED ACCOUNTANTS SCOTLAND (ICAS)
SMASO – SOCIETY OF MESSENGERS-AT-ARMS AND SHERRIF OFFICERS
AiB’sstakeholdersincludethefollowingpeopleandorganisations:
NB:Pleasenotethislistisnotexhaustiveandworkwillcontinuein2011/12toprogressourstakeholderengagement.
ANNExA–STAKEHOLDERS
Business plan 2011/12
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ForfurtherinformationaboutAiB,pleaseseeourwebsitewww.aib.gov.uk.
Wewelcomeyourcommentsandopinionstohelpuscontinuallyimprovetheservicethatweprovide.IfyouwishtomakeacommentaboutthisBusinessPlan2011/12,pleaseemail:[email protected].
ADDITIONALINFORMATION:
Business plan 2011/12
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