Business Plan 2013/14

Transcription

1 Business Plan 2013/14 Published on 2 April 2013 V1.0 Page 1

2 Contents 1: Purpose of this Document : An Overview of the NHS Business Services Authority... 6 A: Our role and purpose... 6 B: Our organisational and management structure... 9 C: Our geographical structure : Our Strategy and Objectives for 2013/ A: Our Strategic Model and Approach B: Our Strategic Aims - The What A) Service Excellence B) Policy Change C) Transformation D) Delivering Value through New Opportunities C: Our Strategic Work Streams The How A) Delivering for our Customers B) Working effectively with our Clients C) Strategic Sourcing and Working with our Suppliers D: Our Foundations The Means A) Financial Strategy B) Maintaining Good Governance & Corporate Social Responsibility (CSR) C) Developing our People D) Infrastructure : Delivering our Strategic Objectives in 2013/ A: Policy Change & Service Improvements by Service Stream i. NHS Dental Services ii. NHS Prescription Services iii. NHS Student Bursaries V1.0 Page 2

3 iv. Social Work Bursaries v. Help with Health Costs vi. European Health Insurance Card (EHIC) vii. NHS Pensions viii. NHS Injury Benefit Scheme ix. Supplier Management x. Hosting Services/ HR Shared Services B: Delivering for our Customers i. Customer Insight and Communications ii. Improving our Customer Services C: Working effectively with our Clients D: Strategic Sourcing and working with our suppliers i. Strategic sourcing a) Delivery of Pension Reform and Future Pension Services ii. Commercial Approach a) Capita (MITI and Dental Transformation), b) Equiniti Paymaster (EP) E: Financial Strategy i. Delivering Value for Money ii. Our Financial Plan 2013/14 to 2015/ iii. Our Financial Plans for 2013/ F: Maintaining Good Governance i. Corporate Social Responsibility ii. Health and Safety iii. Business Continuity Management iv. Information Governance v. Governance, Assurance and Risk Management V1.0 Page 3

4 vi. Change Management vii. Combating Fraud Across Our Services G: Developing our People i. Resourcing and Developing Skills ii. Staff engagement iii. Providing Human Resource Support iv. Evolution H: Infrastructure i. Information and Communications Technology ii. Property Asset Management and Estates Annex A - Our Key Performance Indicators for 2013/ Annex B - Investment Funding for Capital Projects in 2013/ Annex C Corporate Risk Register Annex D Procurement Pipeline for 2013/ Annex E NHSBSA Performance against HR Statistics V1.0 Page 4

5 1: Purpose of this Document This document outlines the high level business plan for the NHS Business Services Authority (NHSBSA) for the 2013/14 financial year. It is intended that it will remain a working document which will be reviewed and updated prior to, and throughout, the Financial Year as necessary. The Leadership Team will measure progress against the business objectives and various initiatives set out in this document on a monthly basis through the receipt and review of management reports. Further details about the delivery of all objectives and activities contained within this high level plan can be found in our lower level operational, programme and project plans. V1.0 Page 5

6 2: An Overview of the NHS Business Services Authority This section provides an overview of the NHSBSA. It sets out our role and purpose as an organisation, an overview of the services that we provide, how we are structured and where we are located. A: Our role and purpose The NHSBSA is a Special Health Authority (SHA) which operates as an Arms Length Body (ALB) of the Department of Health (DH). Our role is to provide a range of critical central services to NHS organisations, NHS contractors, NHS patients and the general public. These services are: Management of the NHS Pension Scheme in England and Wales which has over 2.6 million members and receives contributions of circa 9 billion per annum. Administration of the European Health Insurance Card (EHIC) scheme (in the UK) processing over 6.6 million EHIC cards per annum. Currently approximately 23.5 million people in the UK have an active EHIC card. Management of a 10-year outsourced Master Services Agreement (MSA) for the delivery of supply chain services to the NHS, supporting the planned delivery of around 1 billion of savings to the NHS over the life of the agreement. Provision of strategic procurement and contract management expertise in line with DH and other requirements across the health sector. Payments to pharmacists (in England) for prescriptions dispensed in primary care settings (circa 1 billion prescription items with payments over 9 billion per annum). Payments to dentists for work undertaken on NHS contracts (44 million dental forms with payments totalling 2.2 billion) in England and Wales. Provision of management information to over 25,000 registered NHS and DH users on costs and trends in prescribing and dental care in England and Wales. Provision of the NHS Dictionary of Medicines and Devices (in partnership with NHS Connecting for Health) for use throughout the NHS (in both primary and V1.0 Page 6

7 secondary care) as a means of uniquely identifying the specific medicines or devices used in the diagnosis or treatment of patients. Compilation, publication and distribution the NHS Drug Tariff for England and Wales. Approving the list of appliances and chemical reagents that appear in the Drug Tariff and determining the prices of those products. Administration of a range of health related services across the UK, including a Low Income Scheme, Medical and Maternity Exemption Schemes, Tax Credit NHS Exemption Cards (in the UK) and Prescription Pre-payment Certificates (in England). In total we process over 5 million claims per annum. Management of the NHS Student Bursaries scheme (in England) making payments of circa 510million to over 82,000 students. Management of the Social Work Bursaries scheme (in England) making payments of over 82 million to nearly 14,000 students. Management of the Education Support Grant making payments of 31 million. Management of the NHS Injury Benefit Scheme (in England and Wales) processing over 30,000 applications since the inception of the Scheme. Provide HR Shared Service functions and Hosted Employment Services for 8,500 staff. Provision of NHS Protect Services (in England and Wales). We are entirely committed to fulfilling the government s plans in terms of the structure and management of our organisation and in meeting the specific policy change requirements that affect our services. We will work closely with our various service sponsors, service customers and other key stakeholders to respond to these over the short, medium and long-term whilst ensuring that we continue to deliver our ongoing services as effectively and efficiently as possible. Central to this undertaking is the support we will provide to the DH and NHS England to achieve their objectives as the NHS undergoes reform. We are supportive of the DH corporate values (which are reflected in our own organisational values) and are fully committed to working in the new health system. Since our inception in April 2006, we have implemented significant customer service and efficiency improvements across our processes, developed a robust balanced scorecard approach to measuring and reporting performance, obtained and used customer feedback and undertaken work to benchmark our services. We will look to improve and build upon these in future to continue meeting our organisational remit. As a measure of how we have successfully fulfilled our original remit of freeing up resources for frontline NHS services we have been able to realise cumulative V1.0 Page 7

8 efficiencies of 313m since our inception. Going forward we will continue our stewardship of the 30bn of public money which flows through our organisation maximising taxpayer value and health outcomes wherever possible and taking opportunities to reduce fraud, error and debt. We continue to adhere to any central government spending controls and will seek the necessary permission and authorisation in regards to them as required in 2013/14. The NHSBSA understands the importance of the National Compact Agreement and the potential benefits it offers to communities. Due to the nature of the services provided by the NHSBSA, opportunities for strong engagement with civil society organisations (CSOs) have been limited to date. The NHSBSA will review potential opportunities for further involvement with CSOs during V1.0 Page 8

9 B: Our organisational and management structure The diagram below shows how we are currently structured to deliver our services. It shows our organisational structure and how responsibility for managing corporate functions and service delivery is organised. As well as having single points of accountability for key programmes and activities the executive team operates a matrix management protocol to ensure cross-team visibility on major issues and effective joint decision making. Foot Notes: 1: In 2011/12 we agreed with the DH that NHS Protect should be divested from the NHSBSA over time. The timeframe and details for this have yet to be decided but during 2013/14 NHS Protect will continue to be ring fenced in budgetary terms from the rest of the NHSBSA and will have its objectives directly set by its DH sponsor. The NHSBSA will therefore host NHS Protect and provide the necessary back office support services as required. A memorandum of understanding in this regard has been agreed by the parties concerned. NHS Protects purpose is to safeguard NHS resources so that the NHS is better equipped to care for the nation s health. It leads work to protect NHS staff, patients and resources by providing support, guidance and direction to the NHS. This work enables effective prevention, disruption and enforcement action to take place against criminals and criminal activity. 2: Alistair McDonald and Steven Pink lead different programmes. 3: The total number of FTEs in the NHSBSA as at 27 th February 2013 was This includes all of those shown above plus an additional 2.00 FTE s in the Chief Executive s Office and 6.00 FTE Non-Executive Directors. V1.0 Page 9

10 C: Our geographical structure The map below shows where our offices are located across the country and which services are delivered from each location. NHS Protect in addition have offices in London, Newcastle, St Helens and Coventry. V1.0 Page 10

11 3: Our Strategy and Objectives for 2013/14 In this section we provide an overview of our organisational strategy and outline our objectives for 2013/14. A: Our Strategic Model and Approach The NHSBSA published a new strategy covering the period April 2013 to March 2018 on 2 April 2013 (available at ). This sets out and explains how we aim to achieve our organisational vision of being trusted to deliver and fulfilling our mission to deliver business solutions which enable colleagues in the wider NHS to focus on patient care. Our strategy sets out how we will build on our achievements to date to deliver a transformation in our own organisation and add further value for customers, patients and taxpayers through programmes of work which are designed to have a positive influence on the 30 billion of healthcare and related expenditure which flows through our organisation. The delivery of this strategy will be done through the continual establishment, promotion and embedding of our core organisational values to ensure that they guide everything that we do and the way that we do them. Our six values are: Integrity We always act with integrity to build trust. Innovation We innovate to improve. Respect We treat all colleagues, customers and stakeholders with respect. Teamwork We work as one team to make things happen. Quality We take pride in the quality of all that we do. Accountability We own the outcomes of our actions. Our strategy covers a wide range of services, far reaching deliverables, diverse skill sets, system and process changes as well as significant organisational change. We have organised our strategic approach into four areas. What we will do (strategic aims) How we will do it (strategic work streams) The means to deliver (foundations) When we will do it (transformation plan) Our strategic model is shown in the diagram overleaf and is explained in detail in the sections that follow: V1.0 Page 11

12 B: Our Strategic Aims - The What The central horizontal bars in the model represent our strategic aims of delivering Service Excellence, Policy Change and Organisational Transformation. These are explained in turn below. A) Service Excellence Delivering service excellence is at the heart of all we do. We will focus on ensuring that we meet and exceed our agreed customer service standards and operational delivery targets whilst operating in a changing environment. We will embrace customer insight and use it to inform everything we do in order to challenge ourselves and deliver more for customers and taxpayers. Within this we will provide effective responses to our customer s service requests and enquiries and look to improve the quality of service through technology, improving systems and processes developing our people and business restructuring - we will continually look for any opportunity to improve the services that we deliver. V1.0 Page 12

13 Monitoring and maintaining our excellent performance against our agreed Key Performance Indicators is a key priority in achieving this. B) Policy Change We will engage with our clients and work in partnership with them to enable their changing policy needs and requirements to be met. Delivery of agreed changes will continue to be undertaken in a professional and structured way to ensure we meet expectations within agreed budgets across our service portfolio. Within this we will provide customer insight and expertise to support policy decision making wherever we are able. We embrace challenging requests to support the delivery of our clients needs and see them as an opportunity to grow the services that we provide. C) Transformation Our strategic aims also encompass a number of major programmes which we refer to as our transformation projects. Their scale is significant and they will require us to change how we work in some of our business areas in order to maximise the value we can create from them. These major programmes require us to focus not only on our operational cost base but also, in collaboration with our clients, on the 30 billion of healthcare and related costs which flow through our organisation. Within these programmes there will be a requirement to secure capabilities and funding models from the private sector through innovative contracting models which will help us to deliver a step-change in our services. We will deliver our transformation activities in partnership with our clients and ensure that all agreed requirements are included in their delivery. The four strands of work are as follows: Delivery of Pensions Reform and Future Pension Services Programme developing new strategies for Pharmacy, Dental, HwHC, EHIC and Bursary services Developing the services provided by NHS Supply Chain Building our HR Shared Services Capabilities. D) Delivering Value through New Opportunities Within the changing NHS landscape there will be new opportunities for us to add value through the provision of effective business services. In order to respond to these opportunities systematically while retaining our focus on service excellence and taxpayer value, we have developed a standard approach which will help us to ensure that we provide new services which fit with our organisational purpose V1.0 Page 13

14 and capabilities. Our focus on benefits for the wider NHS and for taxpayers will require us to offer alternative solutions for opportunities where there is no strategic fit. V1.0 Page 14

15 C: Our Strategic Work Streams The How Just as our values bind us together as a unified team, we have developed crossbusiness approaches to how we will manage relationships with customers, clients, and suppliers. These will ensure that we are consistent in our approach as we deliver service excellence across our diverse portfolio and as we work through our transformation programme. A) Delivering for our Customers Our purpose is to provide effective business services which allow colleagues in the wider NHS to focus on patient care. For our business services to be effective, we must understand the current and future needs of our customers. We will continue to gather customer insight from a range of sources and we will extend these as necessary. We will modify the frequency of our customer insight routines where this needed and we will share pertinent customer insight across our organisation and with stakeholders to facilitate evidence-based debate on how to make improvements. How we communicate, share and act upon insight is as important as the insight we gather. We have designed our organisation structure and processes to ensure that these operate effectively together. The insight wheel below is an example of this. To further support the delivery of customer-centric improvements, we will review and change where necessary our communication channels and materials. In particular, we will focus on our online presence and digital activity with a view to harnessing the available benefits from social and digital media. Wherever possible, we will make our services more accessible, transparent, and user-friendly. V1.0 Page 15

16 B) Working effectively with our Clients The clients that we deliver our services on behalf of are important to us and we must work closely with them and maintain effective relationships. Understanding policy needs from a diverse client base and collaborating with them to transform requirements into effective service delivery is a proven capability and we want to build on this in future. We will do so by: Working in partnership with our clients, supporting them and working together to create the future strategic direction for the services we deliver Providing management information and analysis on our performance and emerging trends in the wider healthcare system Networking and building our knowledge base so that we can fully and quickly understand our clients requirements, present proposals for change proactively while adapting our systems and processes to meet current and future needs Sharing pertinent insight in a timely manner, as or before new needs emerge Developing our structured approach to relationship management throughout our organisation to maximise the opportunity for effective collaboration Building an even deeper understanding of the needs of the DH, NHS England and other client organisations so that we are able to predict as well as respond to their requirements. V1.0 Page 16

17 C) Strategic Sourcing and Working with our Suppliers Working effectively with suppliers is essential to delivering our current and future services. Whether we are sourcing and managing supplier relationships to support delivery of BSA services or whether we are providing sourcing and supplier management services to others, we need a robust and consistent process. Our procurement strategy sets the policy context within which we operate and within this we will develop and implement a consistent strategic sourcing approach. This will support us in the creation and sustained delivery of value for the NHS and taxpayers. We will apply our strategic sourcing approach to low value procurement as well as major projects and we will tailor its application as appropriate. The key principles for our implementation are summarised below: we need a well understood and effective process embedded across our business our supplier relationship management model will be founded in the needs of the customer we will pursue a test and learn approach so that we can make changes quickly we will collaborate with customers, clients and suppliers through implementation on-going supplier performance management which focuses on what and why will be integral to the process the adopted strategic sourcing process will support our delivery of policy priorities and in particular our positive influence on the 30billion of healthcare and related expenditure which flows through our organisation We intend to use a category management model for strategic sourcing such as the 6i model shown below. V1.0 Page 17

18 D: Our Foundations The Means In delivering service excellence and our transformation agenda, we will retain our focus on the foundations of strong business performance: achieving financial balance, maintaining good governance and corporate responsibility, developing our people and having fit-for-purpose infrastructure. A) Financial Strategy We will continue to deliver our services at the lowest possible cost - seeking and taking any further opportunities to achieve this whilst meeting our agreed service delivery standards. We have robust financial planning and tracking across our organisation which enables us to be well placed to meet our future requirements and commitments and to make the best possible use of our resources. B) Maintaining Good Governance & Corporate Social Responsibility (CSR) Our delivery of service excellence, policy change and transformation will be underpinned by good governance. We will build upon our reputation in this area by ensuring that our plans incorporate the requirements of good governance and CSR. Through our internal and external reporting regime we will demonstrate our commitment to best practice in this area. C) Developing our People To deliver our strategy we need an engaged and focused team of people. We expect to build upon the collaboration and commitment we have achieved so far, building and acquiring new capabilities as we need them. Our culture will evolve as business needs change and we have developed processes and interaction styles which enable colleagues to stay in touch when something may need to change. Our people strategy is developed with our staff from every level across the organisation. This approach will continue through the period of this strategy and will enable us to respond quickly to new stakeholder requirements. Customer and client focus, stretching personal goals, constuctive challenge and support are features of the culture we are creating. The key elements of our strategy are V1.0 Page 18

19 Engagement and communication with our people Developing capability and skills for now and the future Enabling effective staff networking and the sharing of knowledge Creating and maintaining a culture of high performance Improving workforce planning Undertaking organisational design work to optimise our internal structure D) Infrastructure Having a modern infrastructure supports and enables our organisation to meet its aims and objectives is essential. Our infrastructure strategy will provide buildings, technology and other support as needed so that our staff can perform to their potential. This includes maintaining an estate which is modern, efficient and fit for purpose working with third parties where this is the most effective route to delivery refresh and deliver change through a robust technology plan across out organisation ensure that information technology systems support effective delivery. This section has set out the different elements of our strategy between These elements are brought together through our integrated transformation plan the when. This is a living document designed to keep us on track with delivery as well as ensuring that we accommodate new customer needs and challenges in a way which is consistent with our existing services and our purpose. The transformation plan is available to view on our website alongside our organisational strategy and Business Plan. It can be accessed at: V1.0 Page 19

20 4: Delivering our Strategic Objectives in 2013/14 In this section we set out what we intend to deliver within our three strategic work streams (Client, Customer, Supplier) during 2013/14 as well as the underpinning activities of Financial Balance, Good Governance, People and Infrastructure. The section starts by listing the policy changes and service improvements we will undertake in 2013/14 by service stream: A: Policy Change & Service Improvements by Service Stream Within this section we have listed all of the respective work stream activities that we will undertake during 2013/14. Policy Change We will continue in 2013/14 to respond to the externally driven changes (whether currently known or unknown) requested by our service clients across the majority of our service streams. To successfully meet their needs we must continue to actively monitor and review current and proposed legislation and DH policy to ensure that our systems and processes remain fully compliant. Policy and legislative interpretation is one of the key aspects of our business and we will devote substantial time to assessing, understanding and implementing arising changes in partnership with our DH Clients. Section 4C provides more detail on how we work closely with our clients in regard to policy changes. Service Improvement We deliver maximum value through the constant search for operational efficiencies, service enhancements and better ways of working. We have identified a number of change initiatives for 2013/14 to improve and modernise our systems and processes and we will pursue ones which deliver the greatest benefits and highest return on investment. We have successfully used six sigma and business process improvement methodology to identify and deliver service efficiencies and continuous improvement to date and we will continue to do this in 2013/14. These will be funded either internally from our own capital/revenue budgets or may be jointly or fully funded by our service sponsors. After considerable scrutiny, we aim to implement those projects that can offer efficient returns and payback. V1.0 Page 20

21 Please note that this section does not include activities connected to the NHS Reforms in each work stream. The reforms will have an impact across the majority of our service streams from 1 April 2013 when changes in roles and responsibilities between existing NHS organisations and the new ones formally start. We undertook significant planning activity in 2012/13 to prepare for these structural changes. We will continue to progress our work in this area in 2013/14 to adopt the new structure (and the necessary information, data and payment flows into and out of our organisation that will be required) fully into our organisational processing across all of our service streams. i. NHS Dental Services a) Dental Pilots The DH has sought applications for an additional pilots to begin from 1 April This stage of piloting is to further test elements needed to design a new contract and particularly how the elements will work together to deliver the DH s aims of improved oral health and increased access. From 1 April 2013 all pilots will be using a version of the existing care pathway amended to reflect the learning from the first stage of piloting. The DH is also planning, subject to parliamentary approval, to make changes to the existing patient charges regulations to bring charge levels in the pilots closer to the levels seen in non pilot practices (by enabling patient charges to be levied for interim care and management appointments). All pilots use the care pathway but the pilots are divided into 3 remuneration types. Type 1 (which have their existing remuneration guaranteed), type 2 (a simulated capitation model) and type 3 (a simulated capitation model for routine care with a fixed element for complex care). As there are more type 1 pilots in the existing group than other types the new recruits will be divided into type 2 or 3 to provide a more even distribution. b) Requirements from changes to the NHS Pension Scheme We will implement requirements from a change in NHS Pension Scheme regulations to include dental performers within the end of year declaration process for the first time. c) Check First Programme We are working with the Cabinet Office on the 'Check First' programme that has been committed to by the Government to be implemented by March The programme which emanated from HMRC (where they successfully piloted a screening process for Tax Credit applications) will involve checking information received against internally and externally held data to assess V1.0 Page 21

22 whether there is a likelihood of the application being fraudulent or erroneous. It is expected that we will work with the Cabinet Office to introduce an initial pilot aimed at reducing fraud, error and debt as a first step. d) Annual Efficiencies As part of the annual negotiation on the General Dental Service (GDS) and Personal Dental Service (PDS) contract uplift, the DH expects to see efficiencies within the delivery of NHS dentistry by contractors. To improve efficiency DH would like us not to credit units of activity to courses of treatment that do not meet the regulatory timescales for submission (i.e. within 2 months of the completion of treatment). The processing should still enable the reporting of the band of activity and the correct deduction of patient charge. Ideally the change would be implemented on all courses of treatment received for processing with effect from 1 March 2013, however DH have indicated that they could be flexible on this date but have indicated that it must be implemented by September e) Develop the Dental Portal We will continue to develop the new online Dental Information Portal to enable effective engagement with Providers and Performers, improve levels of transparency and encourage greater levels of self service. f) Continue Implementation of Dental Transformation Programme We will continue implementation of the current dental transformation programme in 2013/14 to facilitate the delivery of new processing and payment systems in 2014/15. This will enable us to replace our legacy systems and move onto a more flexible platform from which we can develop systems to support new dental contract arrangements. ii. NHS Prescription Services a) Deliver Reimbursement and Remuneration Policy We will support our clients in the development and delivery of reimbursement and remuneration policy for dispensing contractors, by applying customer insight and intelligence, and providing optimum business solutions. The latter will include working together with clients and Connecting for Health to realise the benefits of release 2 of the Electronic Prescription Service (EPS). b) Increase Payment Transparency In line with Ministerial commitments we are working with clients and stakeholders to increase transparency of payments made to dispensing V1.0 Page 22

23 contractors - a key component of this is understanding what their data requirements are before developing solutions which may involve a contractor portal. The use of a portal may have synergies as it could be possible to also use it for two way communication to enable contractors to provide information which is needed for electronic payment. These will be key initiatives during 2013/14 and beyond. The NHSBSA is committed to improving the provision of information to dispensing contractors to enable more transparency regarding payments. We are discussing with the DH, NHS England and the PSNC how to increase levels of transparency and provide more information to contractors. These will be key initiatives during 2013/14 and beyond. c) Pharmacy Early Payments We will ensure that the proposed Pharmacy Early Payment Scheme (PEPS) is introduced to meet the requirements of our client. Ensuring that contractors who opt to participate are able to do so through a seamless and customer orientated transition process. d) Maintaining timely and accurate payments to dispensing contractors We will build on our progress and continue to improve processing accuracy in terms of transactional and payment elements by developing our processing systems to achieve greater levels of accuracy. Alongside this we will continue to support the PSNC to undertake their prescription pricing auditing requirements. e) Producing timely and accurate prescribing information to the NHS In 2013/14 we will continue to modernise our prescribing information systems to meet the future needs of NHS England and the wider NHS. There will be residual work regarding the Health and Social Care Act 2012, but we will focus on how we can support NHS England to manage the services it is responsible for and get the best value for money out of the funds they have. f) Producing timely and accurate data in the NHS Dictionary of Medicines and Devices In 2013/14 we will continue to respond to the future needs of the NHS in ensuring the Dictionary remains fully fit for purpose. (For example, we will include more Global Trade Identification Numbers to support effective procurement across the NHS). V1.0 Page 23

24 iii. NHS Student Bursaries a) Allowances Review There is the potential that DH will consider reviewing allowances paid to NHS students. Any changes that are made would result in work to change our administration systems and may require additional processing resources. b) Term-dates The DH is considering whether to collect term dates for the full duration of the programme at course commencement. This ultimately would improve scheme administration but would require system development work to enable the course dates to be stored in advance and used for processing when applicable. This activity will also explore options for standard programme naming. c) Fraud Prevention The DH and NHS Protect have requested us to consider increasing the amount of residency and identity checks we undertake as well as post and pre payment checks. d) NHS Reforms In 2013/14 the structure of the NHS will change and we will have new organisations to work and communicate with following the abolition of the SHAs. We will work closely with Health Education England (HEE) the Local Education Training Boards (LETBs) to ensure a smooth transition is delivered. e) NHS London Practice Placement Expenses (PPE) We have been asked by the London SHA to consider implementing a PPE system on their behalf for their students. This will be considered for the start of the 2014/15 academic year. f) Implementing Actions from the End to End Review Following the end to end review of Student Bursary processes after the first year of operating the fully automated, evidential based operating system (BOSS) we will undertake the activities to ensure service improvements are made to give a more seamless and timely experience for those applying for a student bursary award. V1.0 Page 24

25 g) Improve engagement and communication with Student Bursary Scheme Stakeholders We will look to enhance our current partnership working arrangements with Higher Education Institutions (HEIs), students and other relevant stakeholders to be more pro-active in terms of engagement and communication. This will enable a greater understanding of our respective roles and responsibilities in effectively administering the Student Bursary Scheme and to help deliver process improvements moving forward. h) Quality Improvements We will continue to monitor our Quality Improvement Action Plan in order to ensure that we sustain our performance and improve further where possible. In particular we will focus on improving our customer service to students and continue our work with NHS Protect to continue implementing recommendations to reduce and detect fraud. We will also make improvements required by our clients / sponsors in terms of the management and financial information we provide. iv. Social Work Bursaries a) Implementation of Scheme Changes Following DH consultation in 2012/2013 the Social Work Bursaries Scheme in 2013/14 will no longer pay a bursary to first year undergraduates and the numbers eligible for funding will be capped by the HEIs. This will have minimal impact on the NHSBSA. b) Online Application Portal Consideration In 2013/14 we will explore opportunities of moving administration of the Social Work Bursary scheme onto an online application portal to improve our services for our customers. v. Help with Health Costs a) Scheme Changes The NHSBSA is anticipating changes to the Help with Health Costs Scheme following recent government announcements on changes in State Pension Age (where prescription charges will change to reflect new state pension ages) and Welfare Reform (the introduction of the Universal Credit system). V1.0 Page 25

26 We will work closely with the DH in 2013/14 and beyond to implement any requirements which emanate from these announcements and take part in any pilot programmes as necessary. b) Payment Card Industry Compliance We are working to make the Pre Payment Certificate (PPC) service fully compliant with Payment Card Industry standards. Options include working closely with a complaint third party service provider who can deliver our PPC service going forward. c) Introduce Voice Automation Services We will introduce voice automation technology to our PPC service following its successful application on our service streams. This will allow amongst other things for customer payments to be taken and processed outside of our normal opening hours. vi. European Health Insurance Card (EHIC) a) Increasing EHIC Validation Following on from work completed in 2012/2013 we continue to work with the DH, DWP and NHS Protect to improve administration of the EHIC scheme and publicise more widely the availability of a free service to those who are entitled to it. Current proposals include implementation of further validation mechanisms within the application process and issuing reminders to customers to renew their cards before they expire, changing our response to bulk requests and adopting a different communications approach. b) Third Party Websites Over recent years we have received feedback from the public concerned about third party websites that provide a paid for check and send service for EHIC cards. We have been working closely with the DH and the Office of Fair Trading to take action where these websites are misrepresenting themselves as being an official provider. We are also undertaking work to raise the profile of the NHSBSA s official website and a communications campaign to improve the public s awareness that the EHIC is a free service. V1.0 Page 26

27 c) Scheme Access Access to the EHIC scheme will be reviewed with the DH sponsor. This will look at opportunities to secure the gateway for EHIC applications by working in partnership with DWP and HMRC to identify ineligibility to the scheme and reduce potential fraud or misuse. vii. NHS Pensions In 2010/11 a five year transformation programme was agreed with the DH. The delivery of this will require us to meet these specific challenges in 2013/14: a) Implement the Reduced Annual Allowance Legislation We must ensure that, following the introduction of the Reduced Annual Allowance in April 2011 that relevant Scheme members receive Pensions Saving statements for tax years 2011/12 and 2012/13. b) Government Public Sector Pension Review We will take an active role in the ongoing review of Public Sector Pensions ensuring that the NHSBSA can react promptly to any changes proposed in terms of Scheme contributions or benefit regimes. c) Total Reward Statements In 2013/14 we deliver the first Total Reward Statements (including Annual Benefit Statements) across the NHS. We will look to make incremental improvements where possible to the system and seek further opportunities to use the platform to provide information required by other legislative changes. d) Auto-Enrolment We will support the introduction of Auto-Enrolment that will be introduced into the NHS from April e) Pension Scheme Valuation We will provide data and support to enable the Government Actuaries Department (GAD) to enable them to undertake necessary scheme valuation activities. Alongside these programme activities we will also work on the following in 2013/14: i) NHS Reforms V1.0 Page 27

28 We will continue to manage activity as a result of the changes to the NHS landscape from 1 April 2013, including the monitoring of data quality and financial responsibilities of Scheme Employers. ii) Access Review We will work with the DH to develop and implement control mechanisms needed as part of the policy to increase access to the NHS Pension Scheme for third party suppliers. iii) Implement Phase 3 of the Holistic Data Strategy We will continue to undertake work to establish solid foundations to improve the long-term quality and integrity of pensions data. This will ensure that we deliver against guidelines established by the Pensions Regulator and successfully respond to the organisational changes under the NHS Reforms. iv) Improving Scheme Communication Products Following feedback from our members we will work with Scheme employers to review our communication products to enable a greater level of understanding amongst the membership of NHS Pension Scheme rules and benefits. v) Delivering and embedding business change In 2013/14 the Pensions service stream will undergo substantial changes as the development and implementation of legislative change and the distribution of Total Reward Statements will change our current operating model. We will invest resources into a dedicated Business Change Impact Team, to ensure robust business readiness plans are developed, agreed and implemented. viii. NHS Injury Benefit Scheme a) Introduction of the new NHS Injury Benefit Arrangements We will take an active role in the implementation of the new NHS Injury Benefit arrangements from April 2013 providing necessary support to employers and handling retrospective claims and any transitional arrangements. V1.0 Page 28

29 ix. Supplier Management a) Embedding our new management approach for Supply Chain We will continue to build upon the implementation of our new customer-centric approach to management of the NHS Supply Chain relationship on behalf of the DH and NHS customers. The system of over 80 measurements which enables this approach includes the following key measures : Customer Satisfaction Rating Contract Life Savings Service Delivery Performance Capital Programme Performance Payment Performance (Debtors and Creditors) Sales Performance Market Share Sales Growth Supplier Contracts Compliance Profitability b) Review Our Customer Insight Approach We understand customer s level of satisfaction and areas of concern; we will develop our techniques in order to target improvements more effectively and deliver solutions with NHS Supply Chain more quickly. c) Plan and Implement an improved Stakeholder Engagement Process Building stronger relationships with NHS Trusts in particular is an important element of our strategy to help NHS Supply Chain to deliver even greater customer value V1.0 Page 29

30 d) Review and where possible, make changes to our Master Services Agreement (MSA) This will support improved delivery for customers and support the simplification of supplier management so that more focus can be given to new value-adding activities. e) Support NHS Supply Chain in delivery of future phases of the Savings Measurement Tool for Trusts This will enable Trusts to have greater clarity on the value derived from their relationship with NHS Supply Chain and to make their sourcing decisions with as much information as possible. f) Review our Critical Service Delivery to make processes even more robust and provide even greater assurance We will complete a service and efficiency review of how DH Critical Services are delivered, and make recommendations to the DH on any improvements which can be made to enable delivery of even more robust solutions. x. Hosting Services/ HR Shared Services We will increase our Hosting Services / HR Shared Services provision to public sector organisations that require them. In particular during 2013/14 we will start providing an employment partnership service to NHS England for their Commissioning Support Unit (CSU) staff. We offer an integrated HR Shared Service offering which consists of HR Transactional, HR Advisory, Learning & Development and Organisational Design functions. We will offer these services to organisations that require them and determine whether there are any opportunities for these services to be consolidated with other NHS Arms Length Bodies where appropriate. We also remain committed to engaging with the wider shared service programme across the Department of Health. V1.0 Page 30

31 B: Delivering for our Customers We will ensure that all key decisions are based upon sound customer insight. We will collaborate with clients and other stakeholders to bring alive the working methodology which was described in insight wheel shown in Section 3Ac. i. Customer Insight and Communications In 2013/14 we will continue the work started in 2012 to better use customer insight and communications as levers to deliver our organisational purpose and add value. We will do this by: Reconfiguring how we collect, recognise and use customer information to create insight. Ensuring that collaboration is enabled through the effective use of customer insight. Using customer insight to drive improvements across our service portfolio. Targeting communications appropriately to different customer segments ensuring that the content, tone and channel are effective in delivering the desired outcome. Sharing insight with our clients to enable collaboration on future service design. Key areas of work are highlighted in the diagram below: Annual Allowance BSA Branding Story Earlier Payment Dental Portal / Superannuation TRS NHS Reforms Business Plan / Strategy CI&C Strategy Internet Refresh Tiered Contributions Insight Survey Insight Audit Comms Audit Student Bursaries Urgency PR Handling Recruitment Social Media Skills Audit Media Training Pensions Forms/ Booklets SEO Staff Survey HUB Implementation Staff Editorial Group Friday with Nick CI&C Calendars Web Management External News Internal News Team Dialogue Implementation Mini Choice Pensions BPI HDS Pension Scheme Benefits Hutton Intranet Migration Stationery Estates Project Universal Credit Importance Bubble Size = Effort Client led change Customer related Internal Comms Team only activity Governance V1.0 Page 31

32 ii. Improving our Customer Services In 2013/14 we will maintain an accessible and customer friendly service that deals efficiently with customer applications, enquiries and complaints. There are clear cost advantages to handling customer contact using modern technology. We recognise this and in recent years have made changes to our websites and Contact Centre, launched social media sites, and developed secure specialist web portals. In 2013/14 we will continue to adopt relevant technology and embrace new customer service/communication channels to help manage customer contact requirements and to improve customer satisfaction levels. We continue to work to ensure that our customers are not discriminated against by any of our decision making. We remain completely committed to ensuring that customers can access our services and we will take all reasonable steps to achieve this. V1.0 Page 32

33 C: Working effectively with our Clients Maintaining effective engagement with all of our clients is a key requirement for the NHSBSA. Our client base is wide, as shown in the table below, and will expand further from April 2013 when NHS England, Health Education England and the Local Education and Training Boards take client responsibility for the delivery of some NHSBSA services. NHSBSA Clients for 2013/14 Client Name Department of Health NHS England* Health Education North West on behalf of Health Education England and all Local Education and Training Boards in England* Home country governments Leadership Academy via University Hospitals South Manchester Health Research Authority NHS Trust Development Authority Health Education England* Local Education and Training Boards* Connecting for Health NHS Institute Service Provided Dental Services, Prescription Services, Pension Service, Injury Benefit Service Help with Health Costs, Student Bursaries, Social Work Bursaries, EHIC, Supplier Management, Hosting Services. Dental Services, Prescription Services, Hosting Services, Shared Services. Student Bursaries Dental Services, Prescription Services, Help with Health Costs, Supplier Management. Hosting Services Shared Services Shared Services Student Bursaries, Social Work Bursaries Shared Services Student Bursaries, Shared Services Hosting Services Scheduled to end on 31 March 13. Shared Services Scheduled to end on 31 March 13 *New Clients from April V1.0 Page 33

34 The key challenges in 2013/14 are: Ensuring that we make the required changes to our business systems and processes to meet the changing needs of the NHS post April 2013 (detailed in the Health and Social Care Act 2012). Agreeing programme priorities across our client base to ensure the changes that clients require are delivered in a timely fashion. Working collectively to secure the required investment for service development projects. Continue to meet the KPIs agreed with our clients monitoring our performance against them and exceeding them wherever possible. (The KPIs are listed in Annex A) To meet our engagement requirements we will again strengthen our Client Engagement approach in 2013/14 to deliver a more flexible and responsive service. It is important that we continue to work closely with our Clients to establish a mutual understanding of their requirements, the impacts they may have and the timelines necessary to ensure that we deliver effective solutions for them. We will strive to implement any changes with optimum efficiency against a series of business assurance measures providing solutions that achieve the best value and innovate when this is the most appropriate approach to follow. We will need to work in close collaboration with our clients to construct the business cases required to secure the necessary funding for all required policy changes. V1.0 Page 34