1. Portfolio/Number/Name:COPFS/C1 Alternatives to Prosecution |
2. Programme/Activity:
The project covers the introduction of the Driver Improvement Scheme for some motoring offences (typically speeding) where, instead of a fiscal fine or other legal action being taken against them, the offender attends a driver improvement course. The project also covers the introduction of Orders making it possible to offer fixed penalties for the offences of driving with no insurance and similar traffic offences instead of prosecuting these in the Sheriff Court. |
3. Savings | 3.1 Current target saving £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 1.1 | 1.1 | 1.1 |
Time | 0 | 0 | 0 |
3.2 Previous target saving £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 1.1 | 1.1 | 1.1 |
Time | 0 | 0 | 0 |
3.3 Explanation for difference | |
4. Accountable Officer for delivery | Norman McFadyen, Crown Agent & 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 saving be made? The intention is that by improving driving skills the offender is less likely to re-offend. As the cost of the driving improvement course is borne by the offender, this is less costly than COPFS issuing a fiscal fine or commencing proceedings against the offender. Savings will also be made by using fixed penalties instead of prosecuting in the Sheriff Court. |
7.2 What are the main actions that are needed to secure the delivery of this efficiency improvement? Guidance has been issued to Fiscals on the Driver Improvement Scheme. Savings are however, dependent on the number of reports submitted by the Police, and whether the Police themselves issue conditional offers, in specific driving offence categories. At this early stage the number of cases being reported by the Police is below that forecast and savings are not currently being accrued at the anticipated level in respect of the Driver Improvement Scheme. This is recognised and is being addressed. Progress will continue to be closely monitored. |
8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency saving? No. |
9. Measurement | 9.1 What are the inputs that will be measured? Legal resources required to prosecute offending drivers. |
9.2 What are the outputs that will be measured? Number of individuals undertaking driver improvement training. Number of individuals receiving fiscal fines for driving offences. |
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? The Business Innovation and Improvement Unit will validate the output through analysis of data from the case tracking system. |
11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiency savings? Efficiency savings will be measured using readily available data from our case tracking system managed by our Business Innovation and Improvement Unit who will validate the output. |
12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiency savings? 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 savings are dependent on legislation or other structural changes being achieved. The projected savings arise from the introduction of the Driver Improvement Scheme and the introduction of fixed penalties for certain offences. |
14. Use of savings | 14.1 How are the efficiency savings released from improvement activity being used to improve front-line services? A reduction in the number of cases prosecuted has the benefit of releasing Deputes to prosecute other categories of cases which frees up resources for Ministers to allocate to their priorities. There will also be savings in police and court time. |
1. Portfolio/Number/Name:COPFS/C2 Case Related Costs & Estates Rationalisation |
2. Programme/Activity:
This project covers improving the citing of witnesses to reduce unnecessary attendance at court and thereby reducing witness expenses. The project also encompasses rationalising the Crown Office and Procurator Fiscal Service ( COPFS) estate. |
3. Savings | 3.1 Current target saving £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.5 | 0.5 | 0.5 |
Time | 0 | 0 | 0 |
3.2 Previous target saving £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.5 | 0.5 | 0.5 |
Time | 0 | 0 | 0 |
3.3 Explanation for difference | |
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 saving be made? The aim is to reduce the numbers of witnesses cited, where feasible, and to ensure procedures are in place to countermand their attendance in time, where necessary.
We will reduce the COPFS estate in Edinburgh from five properties to three, thereby reducing accommodation rental and maintenance costs. |
7.2 What are the main actions that are needed to secure the delivery of this efficiency improvement? The introduction of improved procedures and implementation of best practice for citing witnesses and the reduction of unnecessary attendance at court.
The consolidation of Edinburgh properties is included in the Department's accommodation strategy and is covered by the relevant business plans. |
8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency saving? No. |
9. Measurement | 9.1 What are the inputs that will be measured? Cost of witnesses attending court. Rental and maintenance costs of Edinburgh accommodation. |
9.2 What are the outputs that will be measured? Number of court cases. Continued function of COPFS in Edinburgh in 3 buildings. |
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? Improved procedures for citing witnesses to result in witnesses having a more positive experience of the criminal justice system. Improved communication channels and progress /completion of the Department's accommodation strategy. |
11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiency savings? Efficiency savings will be monitored by reference to witness and accommodation expenditure in comparison to the base year costs. |
12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiency savings? 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 savings are dependent on legislation or other structural changes being achieved. N/A. |
14. Use of savings | 14.1 How are the efficiency savings 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. |
1. Portfolio/Number/Name:COPFS/C4 Staff Savings from introduction of new IT system |
2. Programme/Activity:
The Future Office System ( 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 project has four stages, covering initial case marking (Phase 1), full case processing for summary cases (Phase 2), solemn procedure and changes arising from the Bonomy Report (Phase 3). If the proposals in the McInnes Report are implemented that would lead to further work being required, which would form a Phase 4. |
3. Savings | 3.1 Current target saving £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.8 | 0.8 | 0.8 |
Time | 0 | 0 | 0 |
3.2 Previous target saving £m | | 2005-06 | 2006-07 | 2007-08 |
Cash | 0.8 | 0.8 | 0.8 |
Time | 0 | 0 | 0 |
3.3 Explanation for difference | |
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 saving 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. |
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 . |
8. Associated costs | 8.1 Are there any development or redundancy costs associated with the delivery of this efficiency saving? Reduction of 45 administrative staff. |
9. Measurement | 9.1 What are the inputs that will be measured? Administrative time/cost for case management. |
9.2 What are the outputs that will be measured? Number of cases processed and speed of processing. |
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. |
11. Monitoring | 11.1 What are the arrangements for monitoring the delivery of efficiency savings? Efficiency savings will be tracked when assessing staffing requirements for case management at the budget planning stage. |
12. Reporting | 12.1 What are the arrangements for reporting the delivery of efficiency savings? 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 savings 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 savings | 14.1 How are the efficiency savings 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. |