The Scottish Government

1. Portfolio/Number/Name:ERD/C1 - Efficiency savings in Forestry Commission Scotland

2. Programme/Activity: Please include a short description.

There are 3 projects making up this programme:

• eProcurement, a joint project with Forestry Commission GB, England and Wales;
• GLADE (Grants & Licences Administration Delivered Electronically), a web based project to enable on-line application and calculation of forestry grants. This is a joint project with Forestry Commission England and Wales;
• Operations Review, which involves operational planning being carried out on a regional rather than local basis and the shared supervision of operations by local units.

These projects are all about moving people away from back office support functions to enable more front line activities to be carried out.

3. Planned Savings

2005-06

2006-07

2007-08

Cash (m)

0.2

0.7

1

Time Releasing (m)

0

0

0

4. Accountable Officer for delivery

Richard Wakeford

5. Project Manager

Paul Snaith

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.

Of the 3 small projects, 2 will have no impact on service delivery, whilst one will improve service delivery because it offers a web based application and calculation of forestry grants.

8. Dependencies

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

None of these savings are dependent on legislation but internal structural changes are essential to delivery.

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 efficiency savings will be made through a reduction in staff costs. The IT system, procurement and the operations review will allow us to redeploy staff on work areas that are higher priority in terms of meeting the Scottish Executives priorities.

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 secure the delivery of these efficiency savings, a large IT project needs to be completed. Introduction is expected during 2005-06. The restructuring exercise needs to be successfully implemented. We have now finalised discussions and staff redeployment and new duties are due to start on 1 April 2005.

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

+

0

0

0

-

4

14

20

Net

-4

-14

-20

Explanation

No redundancies necessary. All posts subject to redeployment in other areas.

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 gross recurring saving by 2007-08 is 1.0m. The ongoing cost for the new IT system is expected to be at the same level as previously incurred on older systems.

12.2 Against what budget does this expenditure and saving fall?

Forestry Commission Scotland staff budget

12.3 Has this saving been built into your budget?

No

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

N/A

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

Staff will be re-deployed on work that meets the Executive's wider priorities, such as the Woods In and Around Towns initiative.

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)?

Resource allocated to activities will be monitored before and after implementation.

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 monitoring and reporting systems will be used. Monitored quarterly but will be assessed at key milestones. Branch Heads responsible but central check to validate expected savings.

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?
  
  Systems already in place to monitor resources used on activities, so all readily available. The resources are measured in actual salary payments, which are then allocated to specific activities.

• What measures will be in place to validate the accuracy of the data? Who will take responsibility for this?
  
  We have existing systems in place for allocation of salaries. These are verified by managers on a regular basis. In addition our Internal Auditors examine the systems as part of their audit programme and Audit Scotland verify our accounts annually.

• Are there any issues or risks relating to how you plan to use the data? (e.g. accuracy, difficulties in collection)
  
  This is a long standing internal system with little or no risk around collection or accuracy.