Enabling factor three: A learning organisation where improvement is continuous and resources are used efficiently

We aim to be rigorous in learning from experience and seek continuous improvement in all that we do

With ongoing needs to ensure we deliver value for money, it is crucial that we continue to manage our costs and make effective use of our technology, funding, time and resources. We are working to: 

  • Procure and implement value for money IT systems that improve service delivery
  • Maintain and improve our financial strategy to keep the Commission within approved budgets 
  • To build on our financial controls to ensure efficient audits
  • Continue to develop techniques to learn from experience, seek continuous improvement and become more efficient and effective
  • Develop a corporate environmental strategy that meets policy and legislative 
    requirements for reduced environmental impact.

Work done to achieve this aim

  • The Commission had a change in leadership, with Rob Vincent taking up the role as Interim Chief Executive in December 2023. His priorities were to support Commission staff to prepare for the 2024 polls and to continue implementation of the remaining Elections Act measures. Vijay Rangarajan joined the Commission as Chief Executive in March 2024.
  • We continued to invest in our digital infrastructure, including work to improve the resilience, security, and reliability of our services. We continued to take steps to improve our digital systems following a cyber-attack. We upgraded IT systems and 
    mobile working infrastructure, as well as improving multi-factor authentication to give high levels of assurance that access to our systems and data is secure.
  • We have worked on the discovery phase for the new Political Finance Online project. While there have been delays in delivering the project, we remain committed to providing a system that is better for its users. Our in-house project team hascompleted work with external consultants to decide the way forward, including gathering feedback from parties. 
  • We moved to new premises in Belfast and Cardiff following the expiry of our leases, alongside planning upgrades our Edinburgh office to support more flexible working.

Ongoing and future work to achieve this aim

  • Apply lessons learnt over the last financial year in relation to our financial planning and procurement processes by increasing our resilience within the finance and procurement teams.
  • Introduce the Commission’s new apprenticeship framework, broadening the plan to external apprentices joining the Commission on an established apprenticeship scheme, which supports social mobility and provides opportunities to those from a less privileged background to start a career with us.
  • Continue to attract and retain the most skilled talent, by considering the findings of an extensive pay review carried out by an independent pay and reward specialist. This work will tell us whether our remuneration is in line with the market in which we operate.
  • Procurement and implement a new Learning Management System, which will enable better collaboration, collection, and delivery of training.
  • Continue to offer staff ‘learning hours’, which cover everything from health and wellbeing to financial awareness, and a broad range of skills and subjects.