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Business Services Transformation Programme (BSTP) Overview

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Presentation on theme: "Business Services Transformation Programme (BSTP) Overview"— Presentation transcript:

1 Business Services Transformation Programme (BSTP) Overview

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

3 Vision for Change To procure business systems to support the modernisation of the HSC and to deliver customer focussed Shared Services

4 Objectives of the BSTP 1.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 2.Deliver economic and qualitative benefits to release resources to frontline care and to enhance management in HSC 3.Complete development and implementation of Shared Services in the HSC

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

6 Governance

7 Implementation – New Systems Procuring and implementation of new HR, Payroll, Travel & Subsistence Systems Procuring and implementation of new Finance, Procurement & Logistics Systems Managing the implementation of the new HRPTS and FPL systems and the transformational change within organisations BSO NIAS Northern Belfast South Eastern Southern Western Driven centrally Lead centrally Lead centrally Led regionally Implemented locally Work Packages Work Packages

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

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

10 Self service will Self service will enable Line Managers and Employees to input information directly onto the system. The 5 big Change impacts Move to Self Service 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

11 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 it look like?

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

13 Different categories of leaver can be processed through either ESS, MSS or will require direct HR authorisation to proceed. Example 1. Processing a staff leaver Method of LeavingHow 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.

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

15 What will Self Service Look Like?

16 Level 3 – Section Navigation

17 Level 4 – Sub Section Navigation

18 What will the FPL system look like?

19 Purchase Order Processing view

20 Basket Approval

21 Automation Daily Log on What if I am off? Escalation rules etc accounts Access*** ICT implications

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

23 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 FPL Activities

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

25 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 HRPTS Activities 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

27  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’ What training/support will there be?

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


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