1. Portfolio/Number/Name:H/C7 NHS Efficiency Savings |
2. Programme/Activity: Please
include a short description Recurring 1% Efficiency Saving expected
from the NHSS. Additional information will
be available from every NHSScotland body by
31 March 2005 relating to financial years
2005-06 up to and including 2007-08. |
3. Planned Savings | | 2005-06 | 2006-07 | 2007-08 |
Cash (m) | 82 | 85 | 90 |
Time Releasing (m) | 0 | 0 | 0 |
4. Accountable Officer for
delivery | Kevin Woods |
5. Project Manager | Peter Collings |
6. EGDG account manager | Gillian Woolman |
7. Quality Impact | Describe any impact on the quality
of service delivery. Be specific and
explain if the expectation is positive,
negative or neutral. NHS Chief Executive Officers have
signed up to deliver 1% recurring
efficiency savings. These savings will be
detailed in financial returns made by
31 March 2005. These savings will not
impact on the quality of service
provision. |
8. Dependencies | Explain if your savings are
dependant on legislation or other
structural changes being achieved These savings are expected to be
locally based initiatives and not dependant
on any legislative or structural
influences. |
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. This is very much a local decision for
the 23 "normal/special" Health Boards.
Information on specific schemes has been
requested by the Health Department by the
31 March 2005 for each individual body.
This information will enable the
commencement of the monitoring
process. Savings will be made by improving
productivity and use of existing resources
through reductions in cycle times, process
times and efficiencies, and better use of
existing capacity. Specific information will follow in due
course. |
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.) NHSScotland Health Board Chief
Executives and Directors of Finance have
given their full commitment to the process
and the delivery of the savings. The
achievement of savings will be monitored
using the financial monitoring templates
already in use. Boards will build agreed savings into
their 5 year 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 |
+ | | | |
- | | | |
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. There is no direct link with a specific
new initiative. The objective is to achieve
more or better services for the same
money. |
12. Gross/Net Cash Savings | 12.1 Please set out the gross recurring
saving and any offsetting recurring
expenditure. It is unlikely that there will be
offsetting recurring expenditure to
underpin any of the savings generated. |
12.2 Against what budget does this saving
fall? Budget savings will fall against
Clinical/Non-Clinical Service Costs. |
12.3 Has this saving been built into your
budget? This saving has been built into the
budget. |
12.4 If so, what is the maximum allowable
expenditure against the published budget data,
in each year, for that saving to be
delivered? Using the current year as the base, the
Revenue Resource Allocation (RRL) is the
maximum level of expenditure, i.e. 6.3bn
(2004/05). |
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? This is currently under review with the
expectation that an increase in the level
of savings will be achieved. |
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 expected efficiency benefits will
be measured purely on a financial
basis. |
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?) This process will be aligned with
current reporting/monitoring information.
This will be on a monthly basis commencing
month 3 of any given fiscal year. Lead responsibility for monitoring will
be Directors of Finance in conjunction with
Chief Executive Officers. In practise this will be completion of
a monitoring schedule by individual
NHSScotland Health Boards/Special Health
Boards. Once received, this information
collated and forwarded to the Health
Department 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 willl be
taken to rectify this?
- What measures will be in palce
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?
(eg accuracy, difficulties in
collection).
Financial information will be used
to measure progress. Finalised detailed
information will be available by
31 March 2005.
Full Ministerial involvement will
include these savings as part of the annual
review process of Performance Management.
Validation will be part of the normal
financial monitoring process (including
meetings with key NHSScotland staff) and
ultimately feeding into an audited set of
annual accounts.
Ministers will ultimately hold
NHSScotland Health Boards and Special
Health Boards to account for the delivery
of these savings.
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