1. Portfolio/Number/Name:COPFS/C4 Staff Savings, including from introduction of new IT system |
2. Programme/Activity: This programme incorporates both The Future Office System ( FOS) and reductions in sick pay. 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 first stage, covering initial case marking has already been implemented and the second stage, full case processing for summary cases is being implemented. It will generate staff savings as some work formerly undertaken manually will be done by the system. Improved management of sickness absence is also included in this programme. |
3. Efficiency | 3.1 Current target; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.8 | 1.0 | 1.0 |
Time | 0 | 0 | 0 |
3.2 Efficiencies delivered; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.7 | - | - |
Time | 0 | - | - |
4. Accountable Officer for delivery | Norman McFadyen, Crown Agent and Chief Executive |
5. Project Manager | Bill McQueen, Deputy Chief Executive |
6. EGDD Portfolio Manager | Angus Gardner |
7. Description of efficiency and actions to be taken | 7.1 What is the efficiency improvement? How will the efficiencies be made? Efficiency improvements will be obtained through improved quality of service by improved and faster case marking. Savings will arise from the introduction of a new electronic case management system which will reduce the number of administrative staff required to process cases Savings will arise from improved management of sick leave, thereby reducing costs of sick pay and casual staff brought in to fill gaps. |
7.2 What are the main actions that are needed to secure the delivery of this efficiency improvement? Introduction of new electronic case management system, electronic transfer and tracking of progress of cases . Improved arrangements for managing sick leave. |
8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency? Reduction of 45 administrative staff from introduction of next stage of FOS. |
9. Measurement | 9.1 What are the inputs that will be measured? Administrative time/cost for case management. Level of sickness absence. |
9.2 What are the outputs that will be measured? Number of cases processed and speed of processing. Reductions in sick pay and use of casual staff covering for those on sick leave. |
9.3 What is the baseline for inputs and outputs? The baseline for measuring inputs and outputs is 2004/05. |
10. Quality cross-check | 10.1 What quality indicators are being used to ensure that quality of service is maintained or improved? Speed of marking of cases received by the Department from reporting agencies. Numbers of staff on sick leave and length of time on sick leave. |
11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiencies? Efficiency savings will be tracked when assessing staffing requirements for case management at the budget planning stage and the numbers of days lost through sickness absence. |
12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiencies? 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. |
13. Dependencies | 13.1 Explain if your efficiencies are dependent 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. |
14. Use of efficiencies | 14.1 How are the efficiencies released from improvement activity being used to improve front-line services? This efficiency savings was assumed as part of the allocation made by the Scottish Executive to COPFS. This has freed up resources for Ministers to allocate to their priorities. |