Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1)

Transcription

1 Business Services Authority NHSBSA Strategy and beyond NHSBSA Strategy (V1)

2 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond. Our last strategy, published in April 2014, introduced our new strategic goals. These goals were bold, ambitious and recognised the need for us to innovate and transform the services we deliver. It also required us to collaborate closely with other organisations to support their delivery. During we have made significant progress towards our strategic goals. You can read about this progress in our annual report which is available on our website. A year on, we review our strategy again and are not planning any major changes. We will continue to make our services as customer focused and as efficient as possible. The introduction of more digitised and online systems will make a significant contribution as will the feedback we receive from our customers. We have developed compelling visions for our services. These visions are deliberately ambitious and represent a collaborative approach which has the potential to offer enormous benefits to our customers, patients and the wider NHS. We are working closely with the Government Digital Service (GDS), which supports our own ambitions to help government make digital services and information simpler, clearer and faster. The key principles of GDS are at the heart of our visions for our services in that we will work openly, collaboratively and put the user first. It is clear that at the heart of each service s vision is not only the collection of relevant data but utilising that data to create insight which can benefit the wider health system. The provision of insight from data remains an important strategic ambition of the NHSBSA. We must also be mindful of the need to continue delivering our existing range of services to a high standard. The NHSBSA continues to provide a number of essential services to the NHS and ongoing, efficient delivery of these services is crucial. Silla Maizey Chair Nick Scholte Chief Executive 2

3 Our purpose, goals and values The broader context The environment we work in has changed significantly in the last ten years. Economic challenges have shaped government policy and identified funding issues across government departments and the wider NHS. These factors have influenced our focus for the next five years: Significant funding pressures on the NHS The Nuffield Trust and NHS England suggested this gap could grow to 30 billion a year by Financial challenges facing Arm s Length Bodies our revenue Departmental Expenditure Limit (DEL) will reduce by 2% in 2015/16 to million. After allowing for inflation (pay and non-pay), and growth in volumes of transactions we process, this translates into an efficiency requirement of 5% for 2015/16. NHS England s Five Year Forward View this identifies the change required in the NHS and describes various models of care which could be provided in the future to ensure future needs are met. Demand for our processing services continues to increase for example our Prescription Services activities increased by 4% in 2014/15 alone. This is aligned to social trends identified by the Kings Fund such as an ageing population and an increase in long-term health conditions. Customer expectations around digital services continue to increase Government services are expected to be digital by default. We must also provide Assisted Digital services to any users requiring them. Health and Social Care Act 2012 with the creation of new organisations such as NHS England, Clinical Commissioning Groups and Commissioning Support Units, the Act aimed to put clinicians at the centre of commissioning, free up providers to innovate, empower patients and give a new focus to public health. Our purpose We have updated our purpose since our last strategy was published. Although we still provide valuable business solutions which enable our colleagues in the NHS to focus on patient care, we don t think this fully reflects our purpose or our ambitions to help improve NHS services. The insight we can provide from the data we collect is important. It is at the heart of our ambition for all our services, as the impact it could have for the wider NHS is significant. By using our data to its full potential, we can help to reduce fraud, positively impact patients health and empower our customers. Our new purpose statement reflects this: We are a business services organisation. We use insight to deliver improvements that matter. 3

4 Our strategic goals In 2014 we created a number of ambitious strategic goals which reflected our plans for the future. These are still relevant and, while we re making progress towards them, work is still needed to achieve them. We have re-worded some of the goals but only to be more concise; we have not altered the ambition behind them. Our goals are We will collaborate to create 1 billion for patients We will reduce our unit costs by 50% We will always improve service and deliver great results for customers We will digitise 80% of customer and supplier interactions We will derive insight from data to drive change We will invest time in our people, and we will recognise them for their commitment, contribution and passion Our progress to date and future plans relating to each goal is reflected in this strategy and there is more detail in our latest annual report and business plan. Our values Our values are important to us. They form part of our internal appraisal process so we can all be mindful of how we perform and deliver against each of them. They have been agreed over a number of years with input from across the NHSBSA. Following feedback from our people, this strategy introduces a new, additional value Ambition. It feels appropriate that as an organisation we should have ambition at our core. If we are not ambitious we may not achieve all that we want. Our values in full are Ambition We put energy into making improvements; we want to make a difference Integrity Innovation Respect We do the right thing and we are honest We think differently and use technology to get a better result for customers We value differences and we welcome alternative perspectives Teamwork We recognise everyone s strengths and we support each other Quality We take care to get things right Accountability We deliver on our promises and ask for help when we need it 4

5 Our strategic goals explained Our strategic goals are ambitious, but they underpin our activities over the life of this strategy and summarise what we want to achieve. Here we explain each of our goals, our progress so far and our plans for the future. There is much more detail about how we plan to achieve our strategic goals in our business plan for 2015/16. 1 We will collaborate to create 1 billion for patients In our last strategy we said In our last strategy, we introduced our Pacific Programme. This targets improvements in patient and customer experience and the delivery of up to 1 billion through eliminating waste by March We highlighted the need for radical thinking and the need to work closely with other organisations to help achieve our targets. So far, we ve done this By the end of 2014/15, the NHSBSA had delivered almost 180 million of recurring savings for the wider NHS, with 130 million of that figure realised by the Pacific Programme. This was achieved by working closely with our partner organisations such as NHS England and Health Education England. NHS England is formally represented on the Pacific Programme Board. The support from our clients and other partners has continued to grow. Together with NHS England, we successfully introduced the Prescription Eligibility Checking Service, which is a service designed to reduce loss through fraud and error caused by inappropriate claims for prescription exemption. There is also a Benefits Eligibility Checking Service in operation for Dental Services. This aims to reduce the number of fraudulent claims for free dental treatment to ensure the right levels of payments are coming in for dental work to reinvest back into the NHS. The work we ve undertaken so far has helped to raise our profile and awareness of our capabilities in the wider NHS. This provides a positive foundation for continuing our work and achieving our 1 billion target. 5

6 Next steps are We will continue with our plans to achieve 1 billion in full year effect recurring savings to the wider NHS by We have identified a wide range of opportunities to enable us to achieve our target. Some of these opportunities will need changes to systems or processes while others will need changes to policy. We are working hard with others to prepare the necessary information to support business cases or to facilitate discussions to support the necessary changes. We are also continuing to work hard to identify new opportunities. We recognise that not all our current ideas will produce the results we expect so we need to identify and work on new, fresh opportunities that can contribute savings to the wider NHS. Longer term vision is By the end of March 2018, we expect the Pacific Programme to have delivered its 1 billion savings target. However, we also anticipate that through the NHSBSA s earned reputation for delivery and a track record of creating real savings for the NHS, we have the potential to contribute further and for longer. 6

7 2 We will reduce our unit costs by 50% In our last strategy we said Last year we stated that we would reduce our unit operating costs by up to 50%. Since initially setting this goal, we ve clarified and amended it to ensure we reflect the full costs of providing our services. That includes the cost of our buildings, our resources or our contractual arrangements with third parties. This gives us a real terms reduction that we believe is a more ambitious and clear target. So far, we ve done this Each of our services and corporate functions have worked very hard to identify and deliver further efficiency savings in their own areas. This has already helped to reduce the NHSBSA s operating costs, ensuring we continue to operate as efficiently as possible and within the increasingly challenging financial environment. For example, during 2014/15, we reduced the unit cost of our Tax Credit certificate service by 30%. Each service area has also created a vision for the future designed to improve the quality of that service. Implementing these visions along with greater use of technology will also significantly reduce our operating costs. We also recognise that growing the range of services we deliver will enable us to reduce our operating costs overall. We have continued to ensure we work with our client base to support the delivery of services as required, including support services for NHS England and other partner organisations. Next steps are Now that each service has created a vision for the future, we will continue to ensure our vision becomes a reality. This will involve working closely with our customers and clients to ensure we deliver user focused services built on flexible and effective digitised platforms. We expect future service design to offer greater value for money for the taxpayer and contribute to reducing our unit costs. We will also continue to absorb growth and inflation pressures wherever possible by delivering more for less and exploiting opportunities to utilise our existing resources. Longer term vision is The NHS faces a challenging future. We believe the longer term impact of delivering our services in a more efficient way will have a wider beneficial impact on the NHS. We hope that our efforts will continue to allow more savings to be channelled back into patient care. 7

8 3 We will always improve service and deliver great results for customers In our last strategy we said Our last strategy included two strategic goals which we combined to create this goal. Both previous goals focused on our customer and improving the service we offer and therefore we felt it appropriate to combine them into one. There is no loss of ambition or intent, just a more concise presentation of our goals. So far, we ve done this During , we changed the way we gather customer feedback so that each of our services has a bespoke approach which suits the service and its customers. This has helped to collect more meaningful and insightful feedback. We ve also balanced our quantitative research with our qualitative research to get a better understanding of how our customers feel and what is important to them. This feedback is gathered using different methods including focus groups and telephone interviews. Our contact centre deals with a huge number of calls from all our customer groups, so we re capturing meaningful input from our people who deal directly with our customers. We ve also introduced more opportunities for feedback through social media including Twitter and Facebook. As a result of our changing approach, the volume of feedback is increasing and offering us more insight into how we can improve services. Importantly, this also means we can offer feedback to our clients in the Department of Health and NHS England regarding regulations and policy. We measure our customers satisfaction through a number of newly introduced measures which are broken down by service. This means we can monitor changes throughout the year to ensure our customers are seeing improvements in the services we deliver. Next steps are We re planning to continue with the improvements we have introduced. As we continue to understand our customers, we can continue to improve the ways we interact with them. We plan to gather feedback from a wider range of our customers and include more of our services, such as those we provide for other NHS customers. As we continue to increase the regularity of our customer interactions, we will receive more up to date feedback. We aim to introduce regular temperature check updates for each of our services, giving us a more up to date understanding of our customers views. 8

9 We also recognise the need to improve the ways our customers can feedback to us and get the information they need using the internet. We re planning to make improvements to our web presence to help our customers access our services. Longer term vision is Our long term plans are to continue to improve our feedback channels to support constant and regular feedback so that we have a near-live understanding of our customer mood. This will allow us to introduce service improvements as required and also feedback to policy clients as necessary. In line with our increased digitisation agenda, we also plan to continue increasing online opportunities for customer feedback and using social media. 9

10 4 We will digitise 80% of customer and supplier interactions In our last strategy we said In our previous strategy we stated that we aimed to digitise up to 80% of transactions and our ambitions in this area have not changed. We have updated the wording of this goal to make the 80% target more specific and to be clear that this includes interactions with both our customers and suppliers. So far, we ve done this We ve been exploring options to digitise our services. Discovery work for NHS Pensions has been completed and offers some exciting options to explore using a future delivery model. This is underway with the switch to a new digital platform to support delivery of the new 2015 Pensions Scheme. Work for other services is continuing. During 2014/15, we launched Total Reward Statements for staff across the NHS. These show an electronic statement of full employment benefits, updated and available online. Internally, and in preparation for wider digitisation, we introduced a new intranet system for our staff, an online Learning Management System and self-service arrangements for the Electronic Staff Record HR system. The work we re doing on digitisation is building on a history of using technology to improve our services. The Capacity Improvement Programme implemented in Prescription Services a number of years ago uses intelligent character recognition software to help us handle huge volumes of prescription forms. It also introduced automated processes and created one of the largest scanning facilities in Europe. Next steps are Bringing the visions to life for each of our services is hugely important in achieving this goal. We will take the service visions, work with our stakeholders and begin the implementation process. We will ensure we resource our plans properly with the appropriate skills and knowledge. We will also ensure we continue to respond to the needs of our clients and customers to deliver services that create differences that matter to our service users. Longer term vision is We recognise that it will take some time to fully deliver the improvements to our services that we want, as will full integration with other systems across government. We will also continue to use insight derived from the data collected through our digitised systems to continue improving our digital offering. 10

11 5 We will derive insight from data to drive change In our last strategy we said In our last strategy we recognised the importance of using our data more effectively and we were clear on the need to provide insight to support decision making across the wider NHS system. We have updated this goal to be more concise but our ambitions remain unchanged. So far, we ve done this We have invested in both technology and expertise to create insight. Our Data Analytics Learning Laboratory (DALL) service is now operational. This was originally created as a pilot to revolutionise the way in which the NHSBSA uses data and analytics to drive action. During its first three months the DALL identified almost 3 million of potential savings across the wider NHS. This work has continued and many more potential opportunities have been identified and are being explored with our colleagues across the NHS. The team within the DALL has worked closely with colleagues in the Pacific team to support efforts to identify and save 1 billion. This insight has been extremely useful when engaging with the wider NHS and aligning efforts to tackle savings opportunities. The DALL has also worked directly with colleagues from across the NHS including NHS England, Public Health England and Health Education England. Next steps are We will continue to provide the NHS and Department of Health with valuable insight using the data we gather and analyse. Each of our services has created a vision for the future and they all recognise the need to collect and use data to provide meaningful insight. This will form a huge part of the NHSBSA s future and we intend to continue investing in our abilities in this area. We are also working to create more links with other government agencies such as the Department of Work and Pensions. The insight that can be derived from sharing data offers even more potential and benefits for the taxpayer. Longer term vision is Over time we intend to become an organisation known for its abilities to manipulate data, create insight and deliver improvements that matter to our service users and to patients across the NHS. The current work across the NHSBSA, in the DALL, within our Pacific programme and across all our services will continue to support the requirements of our clients and to collect and use data to enable changes to be made which support the whole NHS. 11

12 6 We will invest time in our people, and we will recognise them for their commitment, contribution and passion In our last strategy we said In our last strategy one of our goals set out how our people would focus on service, health and care with expertise and passion. During the last year we have reflected on this goal and confirmed its importance in particular, we should be clear about our intention to invest in our people, their skills and their enthusiasm. This has resulted in this revised goal. So far, we ve done this We have engaged with our people and harnessed their thinking and ideas in developing our services visions for the future. This level of engagement has helped create a compelling picture and we intend to continue using our people s creativity and enthusiasm as we progress. During 2014/15, nearly 400 of our people attended and completed our Leadership Means programme of events. This programme was designed to support leaders throughout the NHSBSA to embrace and deliver the changes we need to achieve our strategic goals. We also supported a number of our senior managers through a wider development programme led by the Department of Health. We have taken the first steps towards a talent management programme which will help identify and nurture our talented people. This forms part of our wider People Strategy which is the process of being developed. We have also continued with our popular VIP programme, which identifies and rewards commitment and effort above and beyond people s everyday roles. Next steps are As part of supporting everyone in the NHSBSA to deliver our vision, we will finish developing our People Strategy. This will address developing our people and their talent, as well as developing new capabilities that we re likely to need in the future. We will engage with our people by ensuring they know their voices are heard. They will recognise the value of their work and see the contribution they make to our strategic goals through the Ongoing Review and Objectives (ORO) appraisal process. We will also continue to run our employee surveys to understand how engaged our people are and act on the results to improve. 12

13 The way we deliver our HR services both internally and for our clients will also be reviewed to increase efficiency and provide a good customer experience. Longer term vision is As we undergo change to deliver our strategic goals, particular attention to liberating the talent of our people will be an ongoing focus for us. Developing, maintaining and rewarding our workforce along this journey will be integral to our business success. Finally We will update this strategy each year, taking us to 2020 and beyond. Each new version of it will give updates on our journey and ensure we stay focused on our goals. Our business plan should be considered alongside this document as it outlines in more detail our plans for the first year of our strategy. Our annual report also describes our achievements for the previous year. When read together these documents help bring the story and our progress to life. Our purpose: We are a business services organisation. We use insight to deliver improvements that matter Our goals: 1 We will collaborate to create 1 billion for patients 2 We will reduce our unit costs by 50% 3 We will always improve service and deliver great results for customers 4 We will digitise 80% of customer and supplier interactions 5 We will derive insight from data to drive change 6 We will invest time in our people, and we will recognise them for their commitment, contribution and passion Our values: Ambition Integrity Innovation Respect Teamwork Quality Accountability 13