Annual efficiency statement - backward look

Details

Local authority Hampshire County Council

Statement

Key actions undertaken to achieve efficiency gain

 

Ongoing gains sustained from 2004/05 (£)

Further gains achieved in 2005/06 (£)

...of which expected to be ongoing (£)

Cumulative gains as at end of 2005/06 (£)

 

Title

Total gains

...of which cashable(£)

Total gains

...of which cashable (£)

Total gains

...of which cashable (£)

Total gains

...of which cashable (£)

Related links

Adult social services

720,336

720,336

4,690,000

4,690,000

4,690,000

4,690,000

5,410,336

5,410,336

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· People

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Non-approved indicator (enter 0 in 2004/5 and 1 in 2005/6 and explain in the text box) 0 1 Yes

Overarching key actions taken: Ongoing cashable gains:
1. Modernising Service Delivery: improved procurement of external services across all adult client groups. Keen contract and price negotiation and a rigorous placement process: £344k. Via modernisation of in house home care provision: £280k; and through continuing care savings with health: £215k. Use of intensive care packages as an alternative to residential based care has resulted in £1,419k improvements, calculated: number of intensive homecare packages increased from 1,750 in 2004 to 1,926 in 2005 (HH1return)=176, average cost of an older person's residential package, £19,500, so total gross cost would have been £3,432k. Compared with same increase of packages ie 176, estimated average hours per week client received care, 16 hours p/w, estimated average cost per hour of purchased care, (based on 04/05 PSSEX1 form uprated to 05/06 prices) £13.75 p/h, giving a total cost of £2,013m. Efficiency achieved, £1,419k.

2. Improved Working Practices: Improvements to the financial assessment process reduced delays in income collection for non residential charging, increasing total income collected. Improved protocols for debt management and closer working with legal representatives reduced the value of uncollected debt written off. Improved assessment and care management procedures for clients leaving hospital care reduced bed blocking and led to lower fines: £223k. Reprovision of uneconomic services: £248k; and more efficient processes: £120k.
3. Making Better use of human resources: more efficient in-house unit practices led to a reduction in the use of agency staff: £625k. Revised arrangements for the provision of support and other services at area offices led to a reduction in administration: £200k. The cost of increments to existing staff has been contained within existing budgets: £662k.
4. Corporate procurement efficiencies negotiated over a wide range of contracts for supplies and equipment used by managerial, support and care management staff: £354k.

£436k fewer efficiencies than estimated by the forward look have been achieved. During 2005/06 the 2.5% service target was revised gains are in line with those identified during the year.

Overarching quality crosscheck information: Primary indicator: Number of direct payments per 100,000 population (BV201) Direct Payments C51 2004/05=102; 2005/06= 128.9. This indicator has been chosen as it covers all adult client groups.

Children's services

503,303

503,303

1,187,000

975,000

1,187,000

975,000

1,690,303

1,478,303

· Documents

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Non-approved indicator (enter 0 in 2004/5 and 1 in 2005/6 and explain in the text box) 0 1 Yes

Overarching key actions taken: Ongoing cashable gains:
1. Increasing the proportion of children looked after in house through the movement of children from external placements to fostering and adoption placements: £419k. This is £263k as the full year effect of 2004/05 improvements and £156k as part year effect of 2005/06 improvements.
2. Keen price negotiations achieved lower final contracts than before: £50k.


3. Maintaining tight control of budgets, absorbing net costs arising from the annual cost of salary increments without detriment to the service provision, £221k, and effective vacancy management efficiencies of £137k.
4. Central Agency and corporate procurement contract renegotiations: £88k.
5. Reduced administration costs through applying a whole social services approach: £60k
Non cashable:
6. The number of children needing substantial care continues to grow and by increasing the proportion receiving respite care, often in house, rather than full external placements it has been possible to meet the increased needs without a matching increase in budgets: £212k.

£467k fewer efficiencies identified than the forward look estimate. During 2005/06 the 2.5% service target was revised and monitored during the year.

Overarching quality crosscheck information: Primary Indicator: the percentage of core assessments that were completed within 35 working days (APA SS 11/C64). This indicator has been chosen over those suggested as its strongly regarded by CSCI as a good measure of both quality and efficiency in relation to vulnerable children. 2004/05=71.8%; 2005/06=77%.

Secondary indicator re increased foster care placements.
% looked after children fostered by relatives or friends (APA SS 14) 2004/05=18.2%; 2005/06=19% (estimate)

Culture and sport

685,023

256,245

540,000

200,000

540,000

200,000

1,225,023

456,245

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Non-approved indicator (enter 0 in 2004/5 and 1 in 2005/6 and explain in the text box) 0 1 Yes

    Previous primary quality cross check (if different)

    Previous primary quality crosscheck 2004/05 2005/06 Quality cross check met?

    Customer/user/resident satisfaction

Overarching key actions taken: Ongoing cashable:
1. Controlled staff costs such as increases arising from increments without detriment to service provision: £91k.
2. Procurement improvements are predominantly the result of corporate procurement activity: £109k.
Non cashable
3. Services contributed from existing budgets to the Department's Policy Fund, for supporting new initiatives, such as: arts development in schools and* working with young people in disadvantaged areas: £240k - outturn remained within budget and performance improved.
1. Absorbed additional costs arising from expanding its IT network without a matching increase in budget with improving service indicators: £100k.

£230k fewer efficiencies than the AES forward look estimate. During 2005/06 the 2.5% service target was revised and monitoring occurred as part of the 2005/06 AES monitoring process.

Overarching quality crosscheck information: Primary indicator used for 2004/05 backward look: satisfaction of residents: survey every 2 years, results n/a for 2005/06.

New primary indicator: CPA score for culture has been chosen as it is an overarching QCC: 2003/04=3; 2004/05=3; 2005/06=4. NB the method of evaluation and the scope of the service block may change for 2006/07 so direct comparison of the overall score may not be possible).

Secondary indicator: BV220 compliance with public library standards shows that quality of service has not deteriorated. Libraries represent a significant part of this service area's total budget, 2004/05=2, 2005/06=2.

Secondary indicator: BV117 - visits to libraries: 2004/05=5,463; 2005/06 5,536. (NB BV117 deleted from 2005/06 required BV data, but collected for use as a local indicator)

Secondary indicator BV170b - visits in person to museums (not scales to population) 2004/05=355,874 visits; 2005/06=405,104, an increase of 13.7%.

Secondary indicator BV170c - school pupil visits to museums 2004/05=31,604; 2005/06=31,080, a slight decrease of 1.6% from 2004/05 possibly due to the cost of transport to museums.

Secondary indicator BV178 - footpaths that are easy to use is no longer being included as it does not support any specific areas of efficiency improvement.

Environmental services

434,903

434,903

2,809,000

2,798,000

2,809,000

2,798,000

3,243,903

3,232,903

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Non-approved indicator (enter 0 in 2004/5 and 1 in 2005/6 and explain in the text box) 0 1 Yes

Overarching key actions taken: Ongoing cashable gains:
1. Administrative review, reduced printing, stationery and office accommodation costs and increased use of the County's courier service: £56k.
2. Reduction in business mileage by the department has been implemented: £11k.
3. Through the avoidance of having to purchase Landfill Tax Allowances (by diverting waste away from landfill and towards composting and energy recovery through incineration and recycling), excess landfill tax allowances have been sold to other authorities: £1,797k. 4.Redirection of 24,369 tonnes of waste materials from landfill to a variety of recycling options including: composting; kerbside recycling; wood, soil and rubble, a gain of £262k in reduced gate fee charges and landfill tax avoidance. Excess Materials Recovery Facility capacity: £375k made by selling 19,088 tonnes of capacity to other local authorities.
5. £100k from more efficient use of private sector provision to maintain service objectives relating to abandoned vehicles.
6. Absorbed increased staff costs arising from increments etc within existing budgets and without detriment to service outcomes: £66k.
7. Corporate procurement improvements achieved gains of £131k.
Ongoing non cashable:
8. In responding to additional requests under the Freedom of Information Act £11k.


£1,687k more gains have been achieved than the forward look estimated. New areas of improvement have been identified through monitoring and review processes during 2005/06.

Overarching quality crosscheck information: Primary indicator - CPA score for the Environment block. This indicator was chosen as it was felt to be more strategic than those suggested. (NB the method of evaluation and the scope of the service block changed between 2004/05 and 2005/06). CPA results (2002 model) 2004/05=4; CPA results (2005 model) 2005/06=3.
Our score for the CPA Environment block fell following major revision of CPA criteria. The fact most of our individual indicators improved proves this fall was therefore not related to an actual decline in performance.

Secondary indicator re: % sum of household waste arising that has been sent for recycling, composting or energy recovery (BV82a, b & c); 2004/05=50.03%; 2005/06=81.53%


Secondary indicator
re: waste management - BV82d(i): % household waste going to landfill 2004/05=46.03%; 2005/06=18.48%, demonstrating a reduction in landfill. BV82a+BV82b % household waste going to recycling and composting: 2004/05=30.23%; 2005/06=31.55%.

Local transport (highways)

4,832,120

1,700,230

5,973,000

2,962,000

5,973,000

2,962,000

10,805,120

4,662,230

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Non-approved indicator (explain fully in the text box) 0 1 Yes

Overarching key actions taken: Ongoing cashable:
1. A standard "small works framework" contract has been implemented reducing costs by £190k on scheme preparation and works, net of £42k set up cost: £148k.
2. Use of Type 3 sub base instead of Type 1 for Term Maintenance Contracts (TMC): £8k.
3. £330k from the combined contract for the A3 corridor, specifically through economies of scale and reduced re-tendering costs.

4. Negotiated contributions from developers have been used to fund projects that would otherwise have been funded from borrowing capital thus reducing debt and debt servicing costs: £561k.
5. A negotiated 1% rebate on Term Maintenance Contract spend over £30m: £351k.
6. Absorption of increased staff costs arising from increments etc within existing budgets, without detriment to service outcomes: £209k.
7. Reducing the cost of mobile phone use: £7k.
8. New highways works contract recycling and reduced highway works waste, produced £75k.
9. Highways TMC costs rose by 2.32% to £27.8m during 2005/06, compared with the approved Roadcon index of 7% costs controlled withstanding inflation: £1,273k [(1.07x£27.2m)-27.8m].
Ongoing non cashable:
10. Extra Traffic Management Act work absorbed by existing staff to avoid additional staff costs: £84k.
11. Improvements made through the Safety Camera Partnership of £2,927k where external funding has been secured to contribute to the installation of cameras at a number of sites, the efficiencies calculated to demonstrate the economic benefits of reduced accidents, injuries and fatalities are in accordance with Department for Transport methodology.

£3,538k more efficiencies than estimated by the forward look. New improvements have been identified by monitoring and review processes and through new guidance being issued, as outlined above.

Overarching quality crosscheck information: Primary indicator - Annual progress report score ; 2004/05 (Dec 2004)=76%; 2005/06 (Dec 2005)=84%. This has been chosen as it spans the range of services provided by Local Transport (Highways).

Secondary indicator - re: non cashable improvements arising from accident reductions attributable to deployment of safety cameras - numbers killed and seriously injured (derived from BV99): 2004/05=866; 2005/06=669. 23% reduction on last year, exceeded national target.

Secondary indicator - % of highways in need or repair. Results using the methodology for the now defunct BV97a indicator for classified non-principal roads suggest that our two year average as previously measured in CPA Indicator E10 has fallen from 13.01% (for 2003/4 & 2004/5) to 7.69% (for 2004/5 & 2005/6). Results for CPA indicator E11 based on BVPI 97b / 224b for unclassified roads suggest a reduction from 14.2% (for 2003/4 & 2004/05) down to 11.6% (2004/5 & 2005/6). These results are obtained from measuring samples of 50% of the road network each year and suggest that the trend in road condition remains positive.

Local transport (non-highways)

302,186

0

140,000

10,000

140,000

10,000

442,186

10,000

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Non-approved indicator (explain fully in the text box) 0 1 Yes

Overarching key actions taken:

1. £10k ongoing cashable gains achieved in Passenger Transport through the implementation of a new database designed to save worker time whilst co-ordinating school escorts.
2. Quality Bus Partnership improvements have continued, with additional ongoing non cashable gains of £130k made in 2005/06, through enhanced quality and frequency generating an increase in patronage.

Overarching quality crosscheck information: Primary indicator re increased passenger numbers on routes served by Quality Bus Partnership. 2004/05=4,299,000; 2005/06=4,479,000. This has been chosen over total passenger journeys, as our figures on the routes we are closely monitoring may be more accurate than the overall numbers which are supplied by commercial bus companies.

LA social housing (capex)

0

0

0

0

0

0

0

0

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    No efficiency gains to be reported in this sector, (enter 0 in 2004/05 and 0 in 2005/06) 0 0 Yes

Overarching key actions taken: No efficiency gains to be reported

Overarching quality crosscheck information: No efficiency gains to be reported

LA social housing (other)

0

0

0

0

0

0

0

0

· Documents

· People

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    No efficiency gains to be reported in this sector, (enter 0 in 2004/05 and 0 in 2005/06) 0 0 Yes

Overarching key actions taken: No efficiency gains to be reported

Overarching quality crosscheck information: No efficiency gains to be reported

Non-school educational services

989,252

835,096

1,305,000

1,206,000

1,305,000

1,206,000

2,294,252

2,041,096

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    CPA score for education services (Average score for all five aspects) 4 3 Yes

Overarching key actions taken:

Ongoing cashable
1. The Departmental management restructure: £66k;
2. A reduction in Youth Service lease costs: £17k.
3.Youth Service - a management post has been deleted following re-shaping of the management team, an admin post has not been filled and workload has been re-distributed without detriment to the service: £87k.
4. Central Agency and corporate procurement contract renegotiations: £147k.
5. Absorbed increased staff costs arising from increments: £30k.
6.Home to School Transport: through invest to save, better contract prices and the minibus scheme an inflation gain which is the difference between the 2004/05 to 2005/06 benchmark of 7% and what was actually experienced: £489k counting as procurement for DfES.


7. Special Educational Needs (SEN) Outcounty placements: general efficiencies include invest to save, better fee control and more cost effective placement inflation gain which is the difference between the 2004/05 to 2005/06 benchmark of 10% and what was actually experienced: £370k counting as procurement for DfES.
Ongoing non cashable
8. Absorption of Freedom of Information Act work achieved, £6k.
9. Early Years - supporting extra 3 year olds within existing staff budgets: £26k.
10. Early years - Children's Information Services responded to increasing volumes in 2005/06 and further unit cost reductions: £42k.
11. Early Years grants to voluntary organisations improvements enabled more childminders to be supported for the same level of grant: up from 171 to 200 between 2004/05 and 2005/06: £25k.

£269k more gains than estimated in the forward look, mainly due to clarification in the May 2006 guidance that 'all non school gains made by LEAs can now be reported through the AES' so gains not anticipated in the 2005/06 estimate are now eligible for inclusion in the backward look.

Overarching quality crosscheck information: Primary indicator: the CPA method of evaluation and scope of service block changed for 2005. The 2004 results are based on the CPA model for Education Services only. From 2005/06 onwards results are the CPA 2005 model for combined Children's Services. This is a key performance measure, and non-school educational services performance has improved, demonstrated by eg better GCSE exam results, the score is due to the changes in the model not to a deterioration of performance.

Secondary indicator re efficiencies in the provision of early years places - termly average number of FTE 3 year olds in early years education* 2004/05=10,277; 2005/06=10,590 (NB *Education provided by private, voluntary and independent providers).

Secondary indicator re absorption of loss of income from cessation of VTSC dividend % school leavers in education or employment. 2004/05=90.7%; 2005/06=90%. This demonstrates stable service performance, (0.7% is not considered statistically significant within this indicator).

Supporting people

936,018

936,018

68,000

68,000

68,000

68,000

1,004,018

1,004,018

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Average performance level for all local Supporting People services, using the six Core Objectives in the Quality Assessment Framework (Mode grade letter represented as 1=A, 2=B, 3=C, 4=D) 3.09

Overarching key actions taken: Improved procurement of external services across all adult client groups and supporting people; keen contract and price negotiation, a rigorous placement process and (within Supporting People) a contract review process, £68k ongoing cashable gains.

£793k fewer efficiencies than estimated in the forward look, gains are in line with those identified and reported as part of the 2005/06 AES monitoring process.

Overarching quality crosscheck information: Primary indicator: see above - Quality assessment framework. 2004/05 score=C; 2005/06 score to be confirmed, data was expected in June 2006.

Homelessness

0

0

0

0

0

0

0

0

    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    No efficiency gains to be reported in this sector, (enter 0 in 2004/05 and 0 in 2005/06) 0 0 Yes

Overarching key actions taken: No efficiency gains to be reported

Overarching quality crosscheck information: No efficiency gains to be reported

Other cross-cutting efficiencies not covered above

Corporate services

1,894,790

1,894,790

3,117,000

2,303,000

3,117,000

2,303,000

5,011,790

4,197,790

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    No deterioration in CPA `Use of Resources´ score (0=No, 1=Yes) 0 1 Yes

Overarching key actions taken: Ongoing cashable
IT Services
1. Deployment of Local Area Network (LAN) Desk remote management tool - logged support incidents for which travel to customers was not required = 717@ 30.50 per visit saved: £22k.
2. Hardware maintenance contract renewal, costs were reduced by £104k per annum, but some of this (47k) was due to the end of the mainframe: £57k.
3. Replacement of data storage technology - existing infrastructure cost of £2,157k over 3 years replaced with new contract, cost £1,972k over 4 years: £226k. Also provides 18% increase in usable data storage capacity = £130k p/a ongoing non cashable gains at existing prices.
4. Reduction in BT call charges, based on reduced one bills received: £290k
5. Small office/home office service to replace leased lines £8k.
Other services
6. Tight control of budgets, absorbing net costs arising from the annual cost of salary increments without detriment to the service provision: £414k.
7. Replacement of IT systems, as a result of business process re-engineering and the introduction of enterprise resource planning (ERP) software, Human Resources (HR): £50k via continued improvement in corporate staff advertising delivery via the Resourcing Centre, (also see item 13). County Treasurer's Department: £250k (equivalent to 1.5%) through improved working practices, in accordance with process reviews facilitated by SAP, which enabled existing workloads to be carried with fewer staff. IT Services £200k - evidenced by savings passed on to departments.
8. Procurement from corporate contracts have as targeted in the Corporate Procurement Strategy, cashable ongoing gains £225k.
9. The sale of operational assets totalled £11.6m, less £7.6m relating to non operational assets resulted in £4m receipts eligible to yield a reduction in outstanding debt and debt servicing costs. Using the average long term borrowing rate of 4.375%: £175k.
10. A financial appraisal of options to either purchase or lease a suitable building for staff decanting purposes: £146k p/a by indicating the financial advantage of purchase.


11. Trading standards have controlled costs at below inflation at no detriment to the service. The 2005/06 revised budget increased by 0.74% over the original budget = £22.5k compared with the GDP deflator, 2.09%=£63.4k: £41k
12. HR Resourcing Centre have planned initiatives including:
a) restructure to create the central resourcing team
b) re-engineering
c) development and implementation of the corporate recruitment web site allowing candidates to view vacancies and apply on-line
measurement: 2,145 actual recruitments costing £491 each improved on the budget of 1,829 at £681 each, plus control of staff costs, £7k: £192k - advertising; £7k - staff - rebates were paid to departments.
Ongoing non cashable
13. IT Services: Email lifeboat courses - 242 people trained. Feedback from delegates indicates in excess of 10 minutes per day saved (evidence - feedback forms) 242 x 10 minutes = 5.45 ftes, @ average £20k = £109k.
14. Legal Practice: Coping with extra work within existing resources. Measured by comparing the 48,504.2 budgeted fee earner hours with 51,912.7 actual hours worked. An extra 2,717 chargeable hours worked; average hourly rate £63 p/h: £171k worth of legal advice was provided to departments within existing resources.
15. HR advertising for each recruitment budget, £681 per recruitment, so advertising would have totalled £1,461k in 2005/06. Actual outturn was £1,054k: £223k. Staff budget per recruitment, would have totalled £1,225k, but actual outturn was £1,038k:£181k. As 316 more recruitments than budgeted (ref SAP accounting system), at less cost, demonstrating no detriment to service.

£2,051k more gains have been achieved than estimated. Actual gains are in line with those identified and reported as part of the 2005/06 AES monitoring process.

Overarching quality crosscheck information: Primary indicator. The different basis for analysing performance invalidates direct comparison with 2004/05. The Use of Resources score has fallen as a result of the harder test, not due to a decrease in service quality. Only 3 authorities achieved a use of resources score of 4 under the harder test CPA.

Secondary indicators re IT Services: the Service Level Agreement (SLA) for fixing all central hardware has gone up from 99% to 99.5% ,and the SLA for fixing all desktop equipment has gone up from 90% to 95%.
NB: IT efficiencies contributed to the authority winning the e-Government National Awards 2005 for Efficiency. The award has been achieved for the authority's information and communications technology infrastructure which is improving efficiency, joining-up services and underpinning its modernisation programme.

Secondary indicator: BV166b: Trading Standards checklist 2004/05=100%; 2005/06=100% demonstrating performance has been maintained.

Secondary indicator: re Legal Practice: : client feedback showing satisfaction with service quality in 2004/05=98-99% and 2005/06=98-99%. The achievement and maintenance of Lexcel accreditation, indicates continued compliance with best practice standards set by the Law Society. Legal Practice was fully re-assessed (against new updated standards) in December 2005 and retained the accreditation. There is an annual maintenance check (and a full assessment every 3 years).

Procurement

1,082,154

1,082,154

0

0

0

0

1,082,154

1,082,154

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Percentage of milestone activities completed in the National Procurement Strategy for Local Government (LIB242) 50 80 Yes

Overarching key actions taken:

Ongoing cashable:
1. Photocopying equipment contract improved due to reduced prices compared to previous contract by checking actual rates for same or higher specification machines: £190k.
2. Negotiation of reduction in cost of Mobex phones: £176k.
3. Warehouse prices held at previous year's levels. Average inflation saving @2.4%: £31k.
4. IT hardware: Central Buying Consortium (CBC) reduction in prices 4%. Hampshire's share of the CBC contract. Comparison of prices between previous and new contract on same or higher specification items: £60k.
5. Software : Hampshire's share of the CBC contract. Comparison of prices between previous and new contract on same or higher specification items: £9k
6. Office & Residential Furniture, Blinds & Curtains. Reduction in actual prices between old and new contracts, based on most poplar lines: £55k.
7. Mobile phones: CBC T-Mobile (PCC). Reduction in actual prices between old and new contracts, based on most poplar lines: £32k.
8. Personal Protective Equipment a new contract discount applies to all purchases, which was not previously available: £4k.
9. Agency Staff 1% reduction in margin wef 07/05. Actual reduction in rates charged: £34k.
10. Agency Staff reduction re. Manpower. Actual reduction in rates charged based on analysis of sample invoices from previously 100s of different suppliers: £250k from 2005/06.
11. Library shelving - Hampshire's share of the It consumables CBC contract: 14k.
12. e-auction: CBC IT CBC contract. Comparison of prices between previous and new contract on same core lines, as contract was awarded to incumbent supplier: £29k.
13. Inflation saving 05/06 - existing contracts: £121k.

Corporate procurement efficiency gains have been allocated to services pro-rata and figures are reflected in each service area improvements achieved for 2005/06.

Overarching quality crosscheck information: Primary indicator: the approved percentage milestone activities completed is referenced as LIB242; the completed scores used are LIB/P1

Secondary indicator: Corporate procurement strategy in place and / or updated in last year. 2004/05=Yes; 2005/06=Yes.

Productive time

0

0

0

0

0

0

0

0

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    No efficiency gains to be reported in this sector, (enter 0 in 2004/05 and 0 in 2005/06) 0 0 Yes

    Previous primary quality cross check (if different)

    Previous primary quality crosscheck 2004/05 2005/06 Quality cross check met?

    Investors in People or other appropriate quality management independent accreditation (0=None, 1=Achieved) 0 0 Yes

Overarching key actions taken: Efficiencies associated with staffing have been reported within individual service.

Overarching quality crosscheck information:

Staff survey results n/a for 2005/06.

Transactions

0

0

0

0

0

0

0

0

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    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    No efficiency gains to be reported in this sector, (enter 0 in 2004/05 and 0 in 2005/06) 0 0 Yes

    Previous primary quality cross check (if different)

    Previous primary quality crosscheck 2004/05 2005/06 Quality cross check met?

    Percentage of invoices paid on time (BV8) 92.9 94 Yes

Overarching key actions taken: Efficiencies associated with transactions have been reported within individual service.

Overarching quality crosscheck information: Provided as evidence of improving performance.

Miscellaneous efficiencies

0

0

0

0

0

0

0

0

    2005/06 Primary quality cross check

    Quality cross check 2004/05 2005/06 Quality cross check met?

    Overall CPA score (0=Poor, 1=Weak, 2=Fair, 3=Good, 4=Excellent) 4 4 Yes

Overarching key actions taken:

Overarching quality crosscheck information:

Total

12,380,085

8,363,075

19,829,000

15,212,000

19,829,000

15,212,000

32,209,085

23,575,075