The Scottish Government

1. Portfolio/Number/Name:A/C4 - eRDM

2. Programme/Activity: Please include a short description

Major business change project to introduce a common process of electronic record and document management (eRDM) throughout the Scottish Executive using Objective Corporation software. This will replace the paper based system, which requires more manual processes.

3. Planned Savings

2005-06

2006-07

2007-08

Cash (m)

0.5

0.5

0.5

Time Releasing (m)

0

0

0

4. Accountable Officer for delivery

John Elvidge

5. Project Manager

Angela Wiseman

6. EGDG account manager

Iain Dewar

7. Quality Impact

Describe any impact on the quality of service delivery. Be specific and explain if the expectation is positive, negative or neutral.

eRDM is expected to have a positive impact on service delivery to ministerial and public stakeholders through improvement in the quality and quantity of information available to staff.

8. Dependencies

Explain if your savings are dependant on legislation or other structural changes.

The delivery of these efficiencies are dependent on the successful roll-out of the eRDM system throughout all Scottish Executive departments and user acceptance of changes to working practice.

9. Description of efficiency and actions to be taken

9.1 How will the saving be made? Be specific about number/size of contracts, staff, posts dates etc.

The savings from eRDM will be achieved by reducing the administration budget allocation for each department. The efficiencies will be actualised through eRDM roll-out in departments.

9.2 What action is critically needed to secure delivery of this saving? Be specific, and name the key action managers if they are outwith your immediate management chain (e.g. in an NDPB.)

In order to successfully deliver the efficiencies, there needs to be user acceptance throughout the Executive of changed record and document handling practices. This will be assisted by a programme of training for staff. The roll-out of the eRDM system also needs to proceed without any technical problems.

10. Impact on Staffing to achieve the efficiency gain

If there are to be any changes in staff numbers (at activity level) to achieve the efficiency gain, please indicate how many full time equivalents and how far you expect savings to be achieved by natural wastage (show additions as + and reductions as -).

2005- 06

2006- 07

2007- 08

+

-

Net

Explanation

There will be reduced reliance on casual clerical staff to support Departmental record keeping.

11. Benefits

In general, the benefits of the Scottish Executive Efficiency Plan are the enhanced outputs from the resources Ministers have been able to allocate in SR04. But if there is a direct connection between this efficiency saving and the enhancement of a particular service please describe it here.

N/A

12. Gross/Net Cash Savings

12.1 Please set out the gross recurring saving and any offsetting recurring expenditure.

The net recurring saving from 2005-06 is 0.5 million. Offsetting expenditure includes the costs of maintaining and running the eRDM system.

12.2 Against what budget does this expenditure and saving fall?

The saving falls against the administration budget, in particular against departmental allocations and the recurring expenditure will fall against the eRDM budget for the Change and Corporate Services Group.

12.3 Has this saving been built into your budget?

Yes

12.4 If so, what is the maximum allowable expenditure against the budget data, in each year, for that saving to be delivered?

The departmental allocations from the administration budget for each department for 2005-06 are as follows:

Allocations from the administration budget for 2006-07 and 2007-08 will be made in the future in light of efficiency savings illustrations being drawn up across the Executive.

12.5 If not, how do you propose to invest the additional cash back into public services?

N/A

12.6 What plans do you have to exceed the required saving? Explain by how much in each year.

None.

13. Time - release savings

13.1 Please explain any time-releasing savings indicated at question 3.

N/A

13.2 Please describe the method you plan to use to calculate the cash equivalent of those time release savings.

N/A

14. Measurement and Monitoring

14.1 How are you proposing to measure the expected efficiency benefits (e.g. in terms of costs, level of output or quality of service)?

The efficiency saving in terms of costs will be measured through the monitoring of the administration budget.

14.2 What monitoring & reporting procedures will be put in place to measure the efficiency savings (How often will progress towards the target be monitored? Who will have lead responsibility for reporting progress and what procedures will be in place?)

Existing financial monitoring procedures will be used to measure progress on a monthly basis. These will be reviewed quarterly to ensure that efficiency targets are being met.

Delivery of the efficiency savings will also be monitored bi-monthly through a report to the eRDM Project Board. The Senior Responsible Owner is Dr Peter Collings.

14.3 Monitoring Data: Sources, validation and risks

• What data will be used to measure progress? Is all the required information quantifiable and readily available? If not what action will be taken to rectify this?
  
  Provisional departmental outturn data, provided every month and expressed in s, will be used to measure progress. The data is quantifiable and readily available.

• What measures will be in place to validate the accuracy of the data? Who will take responsibility for this?
  
  Final outturn data will form part of the Scottish Executive accounts and will be internally and externally audited to ensure their accuracy.

• Are there any issues or risks relating to how you plan to use the data? (e.g. accuracy, difficulties in collection)
  
  No.