1. Portfolio/Number/Name:FPSR - LG-C3 Scottish Police Service Efficiency savings (cash element only) |
2. Programme/Activity: The Police Service is committed to improving services and also to improving efficiency, effectiveness and value for money. Since 2002-03, it has published an annual best value report. The latest report, for 2005-06, identified at least £4m of savings which had been re-deployed to meet operational requirements. Future planned savings will continue to be made in this way. |
3. Efficiency | 3.1 Current target; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 4.0 | 6.0 | 8.0 |
Time | - | - | - |
3.2 Efficiencies delivered; £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 4.0 | - | - |
Time | - | - | - |
4. Accountable Officer for delivery | Robert Gordon |
5. Project Manager | Alastair Merrill/Alastair Crerar |
6. EGDD Portfolio Manager | Hilary Pearce |
7. Description of efficiency and actions to be taken | 7.1 What is the efficiency improvement? How will the efficiencies be made? The efficiencies are being delivered through a wide range of actions and projects, some taken at national level and some at local level by individual forces and common services. The Association of Chief Police Officers in Scotland ( ACPOS) have put in place guidance for all forces to help them identify specific actions and savings. This are being reported on by ACPOS in its annual report. |
7.2 What are the main actions that are needed to secure the delivery of this efficiency improvement? The actions will be for those in the police service, including those at force level. The establishment of the new Scottish Police Services Authority in April 2007 is a key factor for driving long term efficiency gains. It is of course important that forces, both collectively and individually, continue to take a rigorous approach to service improvement to ensure that delivery is as efficient as possible. |
8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency? We cannot be specific at this stage about the impact on staffing, but there is bound to be some re-deployment of officers and police staff as a result of ongoing and future reviews |
9. Measurement | 9.1 What are the inputs that will be measured? Forces are measuring the impact and report on this through the annual best value report. |
9.2 What are the outputs that will be measured? There will be a variety of outputs measured depending on the initiative e.g. police officer time, vehicle downtime, procurement savings |
9.3 What is the baseline for inputs and outputs? The baseline for inputs and outputs will be the comparative figures for 2004/05 |
10. Quality cross-check | 10.1 What quality indicators are being used to ensure that quality of service is maintained or improved? A Senior Strategic Steering Group, made up of representatives from ACPOS, SEJD, HMIC, Audit Scotland and the Police Authority Convenors' Forum, is developing a framework for measuring and managing performance on a consistent basis across all 8 forces. This will reinforce Her Majesty's Inspectorate of Constabulary's ability to ensure quality of service through the inspection process, as well as ensuring consistency with those Statutory Performance Indicators ( SPIs) of the Accounts Commission for Scotland which relate to policing. |
11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiencies? There is ongoing monitoring, both within forces and nationally. At a national level this is carried out by the ACPOS Business Benefits Unit. |
12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiencies? Efficiency savings are being reported annually through the ACPOS Best Value report. |
13. Dependencies | 13.1 Explain if your efficiencies are dependent on legislation or other structural changes being achieved. Savings will require a number of changes to working practices. Some are dependent on legislation in the Scottish Parliament. |
14. Use of efficiencies | 14.1 How are the efficiencies released from improvement activity being used to improve front-line services? Part of the efficiency savings was assumed as part of the allocation made by the Scottish Executive to Scottish Police Service - this freed up resources for Ministers to allocate to their priorities. The remaining £4m for each year has been re-allocated within the Police Service to meet other key operational priorities. |