1. Portfolio/Number/Name:J/C6: Accountant in Bankruptcy |
2. Programme/Activity: Please
include a short description The Agency will increase the in-house
administration of cases and consequently
reduce the number of cases that it pays
insolvency practitioners to administer as
agents of Accountant in Bankruptcy
(AiB). |
3. Planned Savings | | 2005-06 | 2006-07 | 2007-08 |
Cash (m) | 0 | 0.5 | 1 |
Time Releasing (m) | 0 | 0 | 0 |
4. Accountable Officer for
delivery | Robert Gordon |
5. Project Manager | Maureen McGeown |
6. EGDG account manager | Carolyn Girvan |
7. Quality Impact | Describe any impact on the quality
of service delivery. Be specific and
explain if the expectation is positive,
negative or neutral. Neutral - the quality of service
delivery should not be affected. |
8. Dependencies | Explain if your savings are
dependant on legislation or other
structural changes being achieved. Dependent on staff being trained to
administer cases. Bankruptcy reform legislation in
2006-07 may have an impact on the number of
cases. |
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. Instead of paying insolvency
practitioners to administer cases on behalf
of AiB, the Agency will increase the number
of cases administered in-house. |
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.) Appropriate training of AiB staff. |
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 | The savings will be achieved through
streamlining the administration of routine
cases. | As 2006-07 plus taking in-house
non-routine cases. Staff will be diverted
from supervising agents to case
administration. |
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. Saving - 1m net. |
12.2 Against what budget does this
expenditure and saving fall? Accountant in Bankruptcy's 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? Offer savings back to Justice
Department. |
12.6 What plans do you have to
exceed the required saving? Explain by how
much in each year. Investigate possibilities of sharing
back office support services. |
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)? Statistical returns showing the number
of cases administered in-house. Analysis of expenditure on agents'
fees. |
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?) Monthly reports will be produced by
Head of Case Operations Branch to Chief
Executive and Senior Management Team. |
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?
Numbers of cases and finance returns
are already in use for current
operations.
- What measures will be in place to
validate the accuracy of the data? Who will
take responsibility for this?
The accuracy of the data has already
been validated. Comparisons with previous years
will be made.
- Are there any issues or risks
relating to how you plan to use the data?
(e.g. accuracy, difficulties in
collection)
None identified.
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