1. Portfolio/Number/Name:COPFS/C2 Case Related Costs & Estates
Rationalisation |
2. Programme/Activity: Please
include a short description This project covers improving the
citing of witnesses to reduce unnecessary
attendance at court and thereby reducing
witness expenses. The project also
encompasses rationalising the Crown Office
and Procurator Fiscal Service (COPFS)
estate. |
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 | Norman McFadyen, Crown Agent and Chief
Executive |
5. Project Manager | Bill McQueen, Deputy Chief
Executive |
6. EGDG account manager | Carolyn Girvan, Efficient Government
Delivery Group |
7. Quality Impact | Describe any impact on the quality
of service delivery. Be specific and
explain if the expectation is positive,
negative or neutral. A positive impact on quality of service
delivery is anticipated through the
rationalisation of the Department's estate
through improved communication channels.
Improved procedures for citing witness are
geared towards a more positive experience
of the criminal justice system. |
8. Dependencies | Explain if your savings are
dependant on legislation or other
structural changes being achieved. Savings are not dependent on
legislation or other structural changes
being achieved. |
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 aim is to reduce the numbers of
witnesses cited, where feasible, and to
ensure procedures are in place to
countermand their attendance in time, where
necessary. We will reduce the COPFS estate in
Edinburgh from five properties to three,
thereby reducing accommodation rental and
maintenance costs. |
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.) The projected savings form part of the
Department's Accommodation Strategy and are
covered by Business Plans. |
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 |
Gross | | | |
Net | | | |
Explanation | N/A |
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. 0.5m |
12.2 Against what budget does this
expenditure and saving fall? Crown Office & Procurator Fiscal
Service. |
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? 2005-06 - 88.6m, 2006-07 - 92.1m,
2007-08 - 94.6m |
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. Initial indications following the
publication of the 'Building a Better
Scotland - Efficient Government' suggest
that we will exceed the planned
savings. |
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)? Efficiency benefits will be measured in
terms of the cash savings that accrue to
the Department. |
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?) We will monitor and report to our
Management Board mid-year (September) and
at financial year-end. This will be led by
the Director of Finance who is a member of
the Management Board. |
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?
- What measures will be in place
to validate the accuracy of the data.
Who will take responsibility for this?
- Are there any issues or risks
relating to how you plan to use the
data? (e.g. accuracy, difficulties in
collection)
Efficiency savings will be
measured by reference to future rent
and rates expenditure and expenditure
on witness expenses against base year
outturn.
|