1. Portfolio/Number/Name:COPFS/C4 Staff Savings from introduction of
new IT system |
2. Programme/Activity: Please
include a short description The Future Office System (FOS) is a
case management system that is designed to
record the main business processes of case
marking, case tracking and disposal across
all COPFS activities. The project has four
stages, covering initial case marking
(Phase 1), full case processing for summary
cases (Phase 2), solemn procedure and
changes arising from the Bonomy Report
(Phase 3). If the proposals in the McInnes
Report are implemented that would lead to
further work being required, which would
form a Phase 4. |
3. Planned Savings | | 2005-06 | 2006-07 | 2007-08 |
Cash (m) | 0.8 | 0.8 | 0.8 |
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 is anticipated on the
quality of service through improved and
faster marking of cases received by the
Department from the Police. |
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. Guidance and training on
the new systems has been provided. |
9. Description of efficiency and
actions to be taken | How will the saving be made? Be
specific about number/size of contracts,
staff, posts dates etc. Savings will arise from a reduction in
staff numbers. |
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 forecast savings have been built
into future budgets and 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 | -45 | -45 | -45 |
Explanation | Reduction in administrative staff
numbers as a result of reports being
received electronically from the Police and
being marked and tracked
electronically. |
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. 0.8m a year |
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. There are no plans to exceed the
forecast 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
relation to the staff costs and will be
reflected in staff numbers. |
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
tracked when assessing staffing
requirements at the budget planning
stage.
|