Guides to Scheme Managers Operations

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Getting a job CVs and cover letters Applying for jobs Interview tips Open days and events Applying for university Choosing a course Getting into university Student loans and finance University life Changing or leaving your course Alternatives to university Post a job. View all insurance and pensions vacancies. If you enjoy working in a customer-focused role and have excellent organisational and administration skills, a career as a pension scheme manager could be for you As a pension scheme manager, you'll ensure that pension schemes operate effectively and sustainably. Responsibilities As a pension scheme manager, you'll need to: You may also get involved in developmental activities, such as: Salary You'll need a certain amount of experience to be a pension scheme manager.

Income figures are intended as a guide only. Working hours You'll usually work 9am to 5pm, Monday to Friday. What to expect Jobs are available in most cities and towns throughout the UK. Self-employment isn't an option if you're working for an in-house scheme, but there are opportunities for more experienced pensions professionals to work on a consultancy basis. The job may be challenging due to the level of responsibility and demands of working at a high-profile level in a fast-developing industry.

You won't usually need to travel or stay away from home overnight. However, if you're working for a company with locations throughout the country, you may need to travel to attend meetings or meet with trustees and fund beneficiaries. Qualifications Although this area of work is open to all graduates, a degree in one of the following subjects may improve your chances: There is a wide range of training options now available, including formal courses run externally or in-house.

Internal, less formal training sessions can also prove useful, and individuals might benefit from on-the-job training, distance learning, or part-time college courses. In addition to defined skills training, some thought should be given to developing team spirit and training managers in diversity and flexibility. Team-building exercises can play an important part in helping the management team to better understand and communicate with each other. Development of a management team is an ongoing process. Performance feedback should identify skill gaps, leading to training and future improvement.

As you delegate management responsibility and become more removed from the day-to-day feel of the organisation, you will need to have in place good systems to be able to monitor performance. A suitable balance has to be achieved. You need sufficient feedback from managers to appreciate the overall position of the business, but you also have to allow them the freedom to be able to manage their designated areas.

Performance measurement concentrates on key performance indicators KPIs , objective factors that can be clearly identified and measured, such as:. Targets are the cornerstones of KPIs. Monitoring them should form part of a regular reporting system, perhaps in written monthly reports.

This should not replace more informal and subjective feedback - for example, at weekly progress meetings - to help keep you in touch. Take care to ensure that the team is not over-managed during this process. Management experts are always considering ways of being able to quantify the less tangible factors of management performance. An example of such a tool is the balanced scorecard method. The balanced scorecard method is a management tool that allows businesses to define their aims and put them into action. It then provides feedback that enables them to implement a program of continuous improvement.

In addition to measuring objective factors using key performance indicators, all managers should be part of a formal appraisal system to evaluate personal development.

A good appraisal system can be extremely useful in identifying support needs, and is also one of the best ways of judging performance, particularly in performance areas that are not so easy to measure. An appraisal allows personal objectives to be discussed and relevant tasks and targets to be agreed on. New assessment methodologies include the degree appraisal , named from the all-round view it encourages - where input on a manager's performance is sought from as many relevant sources as possible such as managers, peers and junior staff. Incentives at a management level need not always be financially related and can be tailored to different sorts of success.

You should give thought to any major differentials between managers that might be created in any such incentive scheme. Our information is provided free of charge and is intended to be helpful to a large range of UK-based gov. Because of its general nature the information cannot be taken as comprehensive and should never be used as a substitute for legal or professional advice.

We cannot guarantee that the information applies to the individual circumstances of your business.

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But a late violent fire is always harmful to logging contractors productivity and shape of the bole negatively affected and very often it is harmful to livestock producers. This helps conserve savannas which will otherwise convert to forests. Fires in the Sahelian regions of Africa, are less frequent because the grass cover is essentially made up of annual species which do not regrow following exposure to fire.

In view of this, early fires must be strictly prohibited. In the intermediate zones, total protection against fire in terms of early fires considerably reduces the biomass of the annual grasses. Lastly, the forest manager must help and manage wildlife in every case in which the work of the social sciences has led to a long-term agreement between users and beneficiaries.

Sightseeing tourism, of which there are many examples, is certainly a major factor not only for development but also for maintaining biodiversity. Setting up sanctuaries for wild animals and for flora is an essential component of forest management. These two aspects of livestock breeding are obviously quite different, and are often in conflict. In many places, they are also evolving as a result of the sedentary trend of certain livestock producers and of the progress achieved in agricultural polyvalence.

It will be necessary to draw a sharp distinction between these two types of livestock farming. In Chapters VI and VII emphasis was placed on the need to qualify and quantify the value of fodder and to distinguish it in terms of its herbaceous or woody origin. It should also be added that the health status of the herds must be taken into account as well, and that the siting of the water points and access roads must be registered necessarily, and the pastures and alternatives to them must be known and positioned in space and in time. Knowledge in terms of livestock husbandry associated with agriculture must not be neglected.

When studying animal husbandry, it is necessary to identify the livestock producers first. The social sciences are responsible for these particularly difficult studies because of the very nature of the activity and the local character of forest management in relation to the pastures scoured visited by the herds. There is no doubt that this issue is important in so far as forest management must help groups of animal breeders emerge, that are capable of taking part in concerted operations to manage the silvo-pastoral lands.

The social sciences must be used to ensure that every local development scheme is a tailor-made solution, geared to local requirements and specifics. Cattle move within a range of 15 km to graze. One must avoid parcelling out range lands as well as selecting managed areas that are impassable, because if pastoral areas available were reduced this would be likely to increase the difficulties in dry periods. This is one way of improving production security whatever the circumstances.

In principle, the pastoralists try to avoid overgrazing because they know that this has repercussions on the performance of their livestock. Above all, however, they seek to defend their freedom of movement. Fodder production is comparatively unpredictable in arid and semi-arid zones. It is more regular in humid and sub-humid zones Whether on private or communal community range land, it is very important to control the animal stocking rate at all times. The more arid the climate and the more intense the pressure from grazing, the slower it is for degraded vegetation to recover.

Indeed, the process may be irreversible. Foresters must accept that the trees be fairly spaced out, or even deformed by the livestock, in order to leave room for grass to grow. Herdsman must understand the benefits which trees can provide and therefore show respect for them. This more or less unstable and artificial balance particularly in the savannas is not necessarily in contradiction with the maintenance of both plant and animal diversity and it means that the ecosystem can be put to a variety of different uses.

All of this presupposes that the interest groups are organized and that they designate representatives capable of playing their part in the joint management of the silvo-pastoral lands.

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The emergence of groups of herders and literate representatives is something that should be strongly encouraged. The forest managers will also be responsible for fostering technical innovation and development and putting into place appropriate facilities and infrastructures. The government must ensure that individual or private actions are performed in a way that will guarantee the sustainability of the natural heritage. It must also arbitrate between the contradictory interests of landowners, private corporations and management projects. Implementation and monitoring of the management scheme Forest management is the result of many negotiations among different parties.

These transactions take the shape of different contractual, regulatory and organizational forms. The implementation of a management scheme is the concrete form of this evolution, but moving away from past and old practices to a new practice cannot be done by waving a magic wand. Implementing a management scheme requires preparation and often accompanying measures as well as particular forms of support.

It may even be necessary to implement it gradually. Over this period, greater support should be supplied. The management team, organized in order to understand and propose must develop towards accompaniment and vocational training. The score is now written, but the orchestra needs to rehearse. If the rightful place is not given to this phase and its importance is not properly appreciated, particularly where the forestry services are often disorganized or even absent altogether, many forest management projects run the risk of failure despite all the brilliant and suitable proposals made.

During this take-off phase, which is crucial, there must be no ambiguity about the identity of those responsible for implementing the management plan. Controlling the implementation of the plan is the key to the success of the whole operation because it is not a question of merely carrying out supervision. Above all it involves monitoring and analysing the relevance of the plan to the evolution of external and internal constraints the wood market, the state of the stands, demography in order to investigate all the changes that may be made to the management plan.

A management plan is not static, and must be regularly reviewed in terms of the data collected throughout its implementation.

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By having available tools in order to monitor the management plan, one is able to ascertain the relevance of the decisions taken and if necessary revise them as the context evolves. The monitoring tools must be sought when establishing criteria and indicators which are adapted to the local structure being studied.

Implementing and monitoring a management scheme are both fully part of the management plan itself. They must have been foreseen and negotiated, carefully appointing the officials responsible, among others, for supervision and monitoring for example the management team.

In principle, evaluation is not an ongoing activity like monitoring. It is concerned more with the results than with the procedures and, above all, must be carried out by recognized, external experts or entities which are authorized and trained. The purpose is to validate or invalidate gains achieved in terms of the principles and precautions indicated below, and to redirect the management plan where necessary. The criteria and indicators being elaborated, which still require testing in the dry tropical zones, must be the essential benchmark for any evaluation once they have been accepted and agreed upon by different countries and placed, for example, under the aegis of the Commission for Sustainable Development, set up by the Earth Summit at Rio de Janeiro.

While waiting for this to be done, a number of principles and precautions may be used to guide evaluation. The success of a management plan may be gauged by quantifiable data: But it is not possible to elude the following two questions: What does it cost? What will the return be? An evaluation cannot be objective unless the supervision and the monitoring of the management scheme have been carried out on a continuous basis at the level of the costing of the different operations and the income-expenditure balance sheet.

A simple economic calculation would probably show that, even with a limited discount rate, private operators would have doubts about such an investment.