1. Business Services Transformation Programme (BSTP) Overview
This brief presentation will help staff understand what BSTP is and the benefits it will bring to them individually.

2. Discussion areas Vision of change BSTP Objectives
HSC organisation benefits
Governance
Implementation structure
Programme Overview
What is changing?
What will change for me?
Managers
Staff
ICT implementation
Overview: FPL
Overview : HRPTS
Training/support
Further information
These are the areas which we will cover briefing today.
At the end of the presentation I will cover points of contact for further information.
The following will serve as an overview of the project.
Provide an understanding of what change is taking place
And highlight what this will mean for you in terms of same of the things that will now be different.

3. Vision for Change
To procure business systems to support the modernisation of the HSC and to deliver customer focussed Shared Services
Firstly, the vision of the programme, to procure business systems to support the modernisation of the HSC and to deliver customer focused Shared Services.

4. Objectives of the BSTP
To procure and implement new business systems for Finance, Procurement and Logistics, (FPL), Human Resources Payroll, Travel & Subsistence (HRPTS) and Family Practitioner Payments and Information Systems and Services
Deliver economic and qualitative benefits to release resources to frontline care and to enhance management in HSC
Complete development and implementation of
Shared Services in the HSC
The programme objectives are as follows:
To procure and implement new business systems for Finance, Procurement and Logistics, Human Resources Payroll, Travel & Subsistence and Family Practitioner Payments and Information Systems and Services
Deliver economic and qualitative benefits to release resources to frontline care and to enhance management in HSC
Complete development and implementation of Shared Services in the HSC
Systems contracts were awarded November Advanced Business Solutions (ABS) are delivering the FPL contract and HCL Axon the HRPTS contract.
The FPS business case has been approved (February 2012) which recommended a hybrid solution, the combination of ITS in-house expertise with some external support.
Consultation on the model and location of shared services was announced 7 December 2011, and the consultation period closed 29 February A final decision is yet to be announced by Health Minister Edwin Poots.
Further information on all projects is available from

5. HSC Organisation benefits
Financial benefits with agreed financial measurements
Delivering financial savings for release into frontline services
Efficiency targets
Non financial benefits
Clear, visible links for staff of their contribution to organisational objectives
Supports wider business transformation, and the efficiency / effectiveness of service delivery through the right people, right job, right skills
Improved accuracy of workforce information leading to better workforce control
Employee self service – access to specific information
Faster transactions through automation
Standardised working across organisations, allowing for increased collaboration
The top line benefits that BSTP will realise are outlined as follows. Clearly the financial benefits are significant and the transfer of these savings to frontline services is the clear benefit of the programme.
In addition improved service management across HSCNI, in both finance and workforce planning, as well as the provision of a continuous improvement framework and process innovation will be realised.

6. Governance http://www.bstp.hscni.net
This diagram outlines the governance structure of BSTP.
As you can see the programme is very much a collaborative effort across HSCNI with programme Board as the central driver in the which has representation from across HSCNI. BSTP is a programme of change in the HSCNI championed by HSCNI.

7. Implementation – New Systems
Driven centrally
Implementation – New Systems
Procuring and implementation of new HR, Payroll, Travel & Subsistence Systems
Work
Packages
Procuring and implementation of new Finance, Procurement & Logistics Systems
Led regionally
Lead
centrally
Managing the implementation of the new HRPTS and FPL systems and the transformational change within organisations
BSO
NIAS
Northern
Belfast
South Eastern
Southern
Western
Implemented locally
This diagram provides an overview of the programme. Centrally driven, new systems are being implemented. Work packages are being developed with regional input to ensure what is developed on both FPL and HRPTS is suitable for the needs of all HSCNI organisations.
And locally BSTP teams are managing the implementation of the new systems and transformational change within individual organisations. BSTP is very much a collective effort to realise collective benefits.

8. What is Changing?
Replacement of multiple systems - HRMS, TAS, income / payments, GL, Recruit & Monitor – to 2 systems - HRPTS and FPL
Manager and Employee Self Service
Access to “Just In Time” information from 24/7, 365 system
Standardised, streamlined and more automated administrative processes, enabling more efficient working
A more clearly defined Organisation framework, with clear lines of authority and automated approval workflows
The following outlines some of the changes that are taking place:
Replacement of multiple systems - HRMS, TAS, income / payments, GL, Recruit & Monitor – to 2 systems - HRPTS and FPL
Manager and Employee Self Service
Access to “Just In Time” information from 24/7, 365 system
Standardised, streamlined and more automated administrative processes, enabling more efficient working
A more clearly defined Organisation framework, with clear lines of authority and automated approval workflows

9. Business areas impacted
HRPTS
Workforce Information, Planning and Monitoring
Employee Relations
Recruitment and Selection
Learning and Development
Payroll
Travel and Subsistence
FPL
Accounts Receivable
Accounts Payable
Cash Management
General Ledger
Budgeting
Procurement
Logistics
The following business areas will be impacted:
HRPTS
Workforce Information, Planning and Monitoring
Employee Relations
Recruitment and Selection
Learning and Development
Payroll
Travel and Subsistence
FPL
Accounts Receivable
Accounts Payable
Cash Management
General Ledger
Budgeting
Procurement
Logistics

10. The 5 big Change impacts Move to Self Service Role of the Line Manager
Self service will Self service will enable Line Managers and Employees to input information directly onto the system.
Role of the Line Manager
Changes will enable managers access important Management
Information directly- Dashboard Reports
Role of HR / Finance/PaLs
Opportunity to deliver new ways of working for HR, Finance , Pals, Staff
Clear definition of responsibilities
There will be clarity on who is responsible for approving automated transactions, financial & Non-financial
The following highlights the 5 big changes the new systems will realise:
Move to Self Service
Self service will enable Line Managers and Employees to input information directly onto the system.
Role of the Line Manager
Changes will enable managers access important Management Information directly- Dashboard Reports
Role of HR / Finance/PaLs
Opportunity to deliver new ways of working for HR, Finance , Pals, Staff
Clear definition of responsibilities
There will be clarity on who is responsible for approving automated transactions, financial & Non-financial
Role of ICT in day to day working
Automated processes means that ICT play an important role in day to day activities. Move away from paper based transactions
Role of ICT in day to day working
Automated processes means that ICT play an important role in day
to day activities. Move away from paper based
transactions

11. What will it look like?
The new system will operate on three main levels;
HR, Finance, Payroll, PaLs as core users
Manager Self Service (MSS)
Employee Self Service (ESS)
employees will be able to personally action some transactions such as a change of address, without the need for a manual form to be completed by line management and forwarded to HR as the case currently
What will all of this look like?
3 main levels will be available:
HR, Finance, Payroll, PaLs as core users
Manager Self Service (MSS)
Employee Self Service (ESS)
employees will be able to personally action some transactions such as a change of address, without the need for a manual form to be completed by line management and forwarded to HR as the case currently

12. What does it mean for you?
Manager Self Service (MSS)
Paperless system for many processes which may include change of hours, training enrolment, change of personal details, approving A/L
Ability to report on key performance areas e.g. absence, training compliance
Local Reports - Can produce reports at a local level - ability to access real time information when required 24 /7 365
Ability for more effective workforce planning
Full integration between HR and payroll functionality for payment of calculated entitlements
Contains all the core employee information used by other components of the system, eliminates multiple data entry that is prone to error and causes much time to be wasted
Automatic messaging prompts and support mechanisms to complete administrative tasks more quickly and easily
The top line benefits are important. Significant also is the change that will come for staff across HSCNI. This is not change for change sake but a change in how we administer day to day process, in a more efficient and effective manner that will essentially help us in our daily work and the tasks we administer on a routine basis.
Manager self-service will reduce the need for manual intervention in approving leave, notification of absence and recording performance management outcomes.
Removing duplication, the systems will provide real-time information, 24/7. This will enable more effective workforce planning at local level. At the touch of a button a manager can identify staff levels for a particular day, alongside objectives to be delivered and make more insightful decisions with access to real-time information.

13. Example 1. Processing a staff leaver
Different categories of leaver can be processed through either ESS, MSS or will require direct HR authorisation to proceed.
Method of Leaving
How will this be actioned?
1) If an employee has handed in their notice and wishes to resign from their post
Employee initiates their resignation on ESS
When this is ‘approved’ by a manager it will automatically go through to payroll
2) If a manager wishes to terminate someone e.g. at end of their temporary contract (having followed statutory procedures)
Manager initiates on MSS and will go straight through to payroll.
3) If an employee who is leaving as part of a pensionable retirement/voluntary redundancy arrangement
Will need to be actioned by HR as a core user.
The following provides a working of how processing a staff leaver will operate:
If an employee has handed in their notice and wishes to resign from their post -
Employee initiates their resignation on ESS - When this is ‘approved’ by a manager it will automatically go through to payroll
2) If a manager wishes to terminate someone e.g. at end of their temporary contract (having followed statutory procedures)
Manager initiates on MSS and will go straight through to payroll.
If an employee who is leaving as part of a pensionable retirement/voluntary redundancy arrangement
Will need to be actioned by HR as a core user.

14. What does it mean for you?
ESS Employee Self Service
Allows staff to access personal information and carry out simple transactions
Apply for Annual Leave
Apply for Transfer and Promotion
Submit a timesheet
Better control of personal data (changes to personal records e.g. bank details and home address) and business activities that affect your role
For staff, by and large, the types of activities will not change significantly as you will still be able to apply for leave, transfers and promotions, raise a grievance and submit a timesheet.
The systems will however enable more control of personal data and business activities directly affecting you or your role. Your information will be secure and HR processes will take less time, for instance annual leave approval.
In the new environment things will be at your fingertips.

15. What will Self Service Look Like?
And this is how it will look.

16. Level 3 – Section Navigation
Level 3 navigation will look as follows.

17. Level 4 – Sub Section Navigation
Level 4 provides the following sub section navigation.

18. What will the FPL system look like?
And this is how it will look.
Purchase orders will be raised in the system against approved suppliers allowing budget holders to approve the commitment up front. This will provide visibility and tighter control of spend.

19. Purchase Order Processing view
If you have a reason to return goods you will be able to document the reason for the return in the system

20. Basket Approval http://www.bstp.hscni.net
Line Managers will receive online notifications to approve requisitions. This will mean faster turnarounds and ensure the correct goods are being ordered.

21. ICT implications Automation Daily Log on What if I am off?
Escalation rules etc
accounts
Access***
From an ICT perspective the following will apply:
Automation responses
Daily log on
If you are off, authorisation will follow to another person
Escalation rules will apply for activities of former processes
One account will service everything
Access will be through 1 password

22. FPL –Plan Designing Designing Testing Testing
ATP1
ATP1
ATP 2
ATP 2
ATP 3
ATP 3
Support
Support
ATP 4
ATP 4
Dec 11
Jan 12
Feb 12
Mar 12
Apr 12
May 12
Jun 12
Oct 12
Nov 12
Dec 12
Jan - Mar 13
Apr 13
Dec 11
Jan 12
Feb 12
Mar 12
Apr 12
May 12
Jun 12
Jul 12
Aug 12
Sep 12
Oct 12
Nov 12
Dec 12
Jan - Mar 13
Apr 13
Jul 12
Aug 12
Sep 12
Process design
Process design
Solution design
Solution design
Testing ICT
Env
Testing ICT
Env
Production
Env
Production
Env
User Acceptance
Tests Finance, Proc, Logistics ser acceptance testing
User Acceptance
Tests Finance, Proc, Logistics ser acceptance testing
ATP1 Logistics ,BSO , Trust A
regional
ATP1 Logistics ,BSO , Trust A
regional
ATP1 Logistics ,BSO ,
Trust B & C
ATP1 Logistics ,BSO ,
Trust B & C
ATP1 Logistics ,BSO
Trust D & E
ATP1 Logistics ,BSO
Trust D & E
ATP4
ATP4
Change
Approach
Change
Approach
Change Impact
Assessment
Change Impact
Assessment
Create/Update and execute change action plan
Create/Update and execute change action plan
Change agent
Network
mobilised
Organisation
Readiness
assessment
Organisation
Readiness
assessment
Organisation
Readiness
assessment
Organisation
Readiness
assessment
Organisation
Readiness
assessment
Organisation
Readiness
assessment
Change agent
Network
mobilised
This outlines the key activities that the FPL team will be completing over the coming months in diagram alongside timeframes.
Organisation
readiness survey
Organisation
readiness survey
Organisation
readiness survey
Organisation
readiness survey
Organisation
readiness survey
Organisation
readiness survey
TRA Day 1
sent to Trusts
TRA Day 1
sent to Trusts
TRA Pre-development
requirements and
course scheduling
TRA Pre-development
requirements and
course scheduling
Written material
development, e
learning scripts
Written material
development, e
learning scripts
Develop
Material
Develop
Material
TtT
TtT
learning
completion &
course delivery
learning
completion &
course delivery
Communication and Stakeholder Engagement/Manage and Support Change Agent \network
Communication and Stakeholder Engagement/Manage and Support Change Agent \network
GO LIVE

23. FPL Activities ABS Sign off UAT 22 May
User Acceptance Testing 26 March -11 May at ATP
ABS Sign off UAT 22 May
Training Requirements Analysis , April – end June
ABS implementation of final hardware and software
Local connectivity, capacity and volume testing, June
Planning for Training
Planning for Go-Live
Contribute to Change Impact Assessment
Issue Supplier Questionnaire
Resolve Voice Picking Issue
Finalise Coding
Review Data Warehousing options
Contribute to Integration meetings
This outlines the key activities that the FPL team will be completing over the coming months in bullet format for ease of review, prior to go live.
FPL Activities
User Acceptance Testing 26 March -11 May at ATP
ABS Sign off UAT 22 May
Training Requirements Analysis , April – end June
ABS implementation of final hardware and software
Local connectivity, capacity and volume testing, June
Planning for Training
Planning for Go-Live
Contribute to Change Impact Assessment
Issue Supplier Questionnaire
Resolve Voice Picking Issue
Finalise Coding
Review Data Warehousing options
Contribute to Integration meetings

24. HRPTS –Plan http://www.bstp.hscni.net Blueprint Realisation
Final Prep & Go-Live
Support
Dec 11
Jan 12
Feb 12
Mar 12
Apr 12
May 12
Jun 12
Jul 12
Aug 12
Sep 12
Oct 12
Nov 12
Process
Validation
Design
Customising & Unit Test
Pre-System testing
Portal Build
Portal
Approach
Portal
Design
Interface &
Enhancements Specs
Interface & Enhancements
Development & Unit Test
BI Spec & build
Develop Content
Load
Load
Data
App
Build & Unit Test Data load routines
Mock
load 1 & 2
This outlines the key activities that the HRPTS team will be completing over the coming months in diagram alongside timeframes.
Data extraction, template load, Cleansing
ST1
Data
ST2
Data
UAT
Testing
App
Dev. test
scenarios
Develop test scripts
PP Prep
Data
PP1
Data
PP2
Data
PP3
Change
Approach
Desktop roll-out (SAP GUI, Internet explorer etc)
Training
Approach
TCO CO
TtT
GO LIVE
TNA/ Course catalogue
Develop Material
User Training

25. HRPTS Activities Activities planned in Realisation Phase
Data Migration
Test Scenarios (UAT)
Change Impact Analysis
Organisation readiness assessment
Training Needs Analysis
Training Material
Training Delivery
Desktop Rollout
Support arrangements
Final Prep and cutover
This outlines the key activities that the FPL team will be completing over the coming months in bullet format for ease of review, prior to go live.
HRPTS Activities
Activities planned in Realisation Phase
Data Migration
Test Scenarios (UAT)
Change Impact Analysis
Organisation readiness assessment
Training Needs Analysis
Training Material
Training Delivery
Desktop Rollout
Support arrangements
Final Prep and cutover
Training will be provided including classroom training, support and guidance
From the outset we encourage staff to check with the line manager
Training will be provided including classroom training, support and guidance
From the outset we encourage staff to check with the line manager .

26. What will change for me? Stop, start and continue example
Stopping
No longer use an Annual Leave Card to book holidays
Starting
Book leave online
Continuing
Discuss suitable leave dates with your Line Manager
The following provides a working example of what will stop / start and continue for you:

27. What training/support will there be?
Training and support will be available to everyone impacted to ensure
Staff are equipped with the operational skills and knowledge to undertake the new ways of working required by new systems
Know how to get help when they need it
Line managers will be equipped with the operational skills and knowledge to
enter and approve/reject time, claimable allowances, absence (including leave and sickness) and job related data changes as required.
This includes recognition that different line managers will perform different roles in the process, and this may include an approval role
Permission levels are currently being clarified as part of detailed design and these will be integrated as appropriate into the business change interventions
Staff will be taught about the new systems and processes which BSTP will introduce and invited to training courses based on their role. Information on new ways of working and be provided with materials and guidance packs available online and on the portal
Help will be available online, face-to-face and on the telephone
Support will be available after go live. Face-to-face support will be provided by dedicated expert(s) in each impacted business area – they will be called ‘Floorwalkers’
One month after go live, Floorwalkers will return to their usual day jobs, but will continue to provide support in their secondary role as ‘Super Users’

28. Further information/contacts
Contacts – Trust Lead details
Make this site your homepage
Read all about the programme
Get more information on projects
Benefit from weekly project updates
Read the inside track in the Programme Directors Blog,
Find out who is involved in your Trust and how you can get involved
Make a suggestion on how you’d like to be communicated with
Provide feedback on what’s working and help us improve how we deliver information
This presentation has sought to provide you with an insight into the BSTP programme. The programme as a force of change in HSCNI for the better- modernising systems, improving services and realising efficiency and effectiveness in our health service where we can re-direct valuable resources back to the front line.
I would encourage you to seek further information. Outlined are a number of ways to do that, and the website is certainly a good starting point. Familiarise yourself with the BSTP team members working in your individual Trust and keep a look our for information and posters which will be issued to keep you up to date with all the programme activities.
Many thanks for your attention today. And thank-you for your involvement and commitment. HSCNI Staff are the true champions of change. Delivery of BSTP will be through your efforts and it’s success testament to your commitment to HSCNI as a progressive 21at century model of best practice in health.