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. http://www.bstp.hscni.net http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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 2011. 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 2012. A final decision is yet to be announced by Health Minister Edwin Poots. Further information on all projects is available from http://www.bstp.hscni.net http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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 http://www.bstp.hscni.net

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 http://www.bstp.hscni.net

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 http://www.bstp.hscni.net

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 http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

What will Self Service Look Like? And this is how it will look. http://www.bstp.hscni.net

Level 3 – Section Navigation Level 3 navigation will look as follows. http://www.bstp.hscni.net

Level 4 – Sub Section Navigation Level 4 provides the following sub section navigation. http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

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 http://www.bstp.hscni.net

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. http://www.bstp.hscni.net

ICT implications Automation Daily Log on What if I am off? Escalation rules etc Email 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 email account will service everything Access will be through 1 password http://www.bstp.hscni.net

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

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 http://www.bstp.hscni.net

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 http://www.bstp.hscni.net

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 . http://www.bstp.hscni.net

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: http://www.bstp.hscni.net

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’ http://www.bstp.hscni.net

Further information/contacts Contacts – Trust Lead details http://www.bstp.hscni.net 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. http://www.bstp.hscni.net