Template Business case. and. Benefits Tracking Guide

Save this PDF as:
Size: px
Start display at page:

Download "Template Business case. and. Benefits Tracking Guide"

Transcription

1 Template Business case and Tracking Guide 1

2 Created by: Reviewed by: Approved by: Denise Phelan, Demand Management lead, (LPP) Mick Corti, Workstream Lead Agency, Temporary Staffing & Professional Services, LPP Release Date: 1 st February 2010 Related Projects: LPP Demand Management Project Sponsor: Mario Varela, LPP Programme Director Document Version Control It is envisaged that this document will need to be reviewed and updated on a regular basis throughout the life of the framework. Updates to the document will be tracked here: Date of change Description of change made Version 5 th March Added ESR interface charges 2.0 2

3 Table of Contents 1. Introduction Scope of this document Aims of this document Assumptions Business case template Baselining your current position Measuring your future benefits Appendix 1: Sample and KPIs Appendix 2: Workforce Optimisation supporting documents Appendix 3: Document sources

4 1. Introduction This document forms part of the (LPP) Workforce Optimisation initiative. This initiative aims to reduce spend on agency and bank staff through optimised workforce planning and efficiency. This document is the third in a series of documents to support the Demand Management initiative. See Appendix 2 for the full list of supporting documents. 2. Scope of this document The guidance provided in this document is designed for NHS bodies seeking to implement Electronic Rostering software, Staff Bank software or an externally managed Staff Bank solution. This document is not intended to be exhaustive and should be considered alongside any other project management guidelines used within your trust, as well as guidance from your chosen third party supplier(s). Although much of this document has been sourced from examples of nursing rostering, the principles of the guidance can be applied to all staff groups to ensure common processes and maximum benefit from workforce efficiency. This document provides business case and benefits guidelines for all elements of the Workforce Optimisation framework. Since it is unlikely that any trust will implement all elements and all functionality of this framework, it is important that you use only the content that relates to the scope of your project. For example, a trust may choose to implement e-rostering across its nursing workforce only. Also it may choose not to implement the Time & Attendance functionality, through either swipe cards or biometric devices at each department entrance. Therefore, not all of the e-rostering benefits and KPIs in Appendix 1 may be relevant to this trust. Such decisions on the scope of the change you wish to undertake and the functionality of the software you wish to implement should be carefully considered as early as possible in your project. Similarly any decisions between an inhouse staff bank and a staff bank service managed by a third party equally need to consider the different benefits and KPIs of each option. It is also recommended that you use the second supporting document from this initiative, Change Management guidelines, before finalising your project scope. This document should raise additional scope considerations, such as the trust s appetite and budget for change, senior level endorsement of such a transformational change and the resources required to deliver a successful project. This document is not intended to be specific to a trust type or geographic location. 4

5 3. Aims of this document The document is intended to support the creation of a robust and detailed business case and provide best practice guidance to trusts on Tracking within a programme/ project to implement Electronic Rostering or Staff Bank software or solutions. 4. Assumptions This document assumes that your trust has not already implemented an e-rostering or staff bank solution. The process for creating and approving a business case and tracking benefits will vary from trust to trust. Therefore this document is a high level guide to the approach recommended for the specific software/ services in scope to be fed into your trust s standard process and document templates. 5

6 5. Business case template (Sections of text in italics are guidance notes to be removed as headings are populated) Section 1. Executive summary This section should contain a brief summary of the key points of the document, and should address all of the following questions for the reader: - What course of action does this business case recommend? - Why should this project receive funding? And what funding is being requested for the preferred option? - Why should this project be prioritised at this time? - What are the key financial or operational benefits that this project will deliver? - Is this project linked to any European, UK or trust level directives, initiatives or strategies? - What are the risks of not doing this project? - What is the scope of this project, e.g.: change type and size, staff groups, departments, sites, trusts, etc? - Will this project influence patient care? Section 2. Drivers for change This section should put the project into context for the reader and clarify the high level scope of the project for the reader. This section should then focus on the current situation which this business case is aimed at changing. This may be best presented as a list of risks, issues, threats and/or opportunities that currently exist or are expected to occur in the short to medium term. It is best practice to link each of these points with Section 5. Scope of the project and Section 8. Expected benefits of change. A detailed list of typical drivers for change is provided in Appendix 1. Section 3. Options for change This section should present the options being considered under this business case. A minimum of three options should always be considered, including the option Do nothing/ minimal activity. Each option should provide: - a title for the option - a short summary of the actions required under each option - a short summary of any further decisions required under each option* - a SWOT analysis of each option 6

7 * For example, where an option is to implement e-rostering, options such as the creation of a link to ESR, the use of biometrics for time and attendance tracking or linking the e-rostering solution to any staff bank solution should be fully listed. Where a decision has yet to be made about any available options, a date should be provided for a decision in relation to each decision. Similarly, where the business case includes the rationale for external delivery of a managed staff bank solution, then specific consideration needs to be given to the possibility of a solution that is delivered in-house. Even where a staff bank does not currently exist, then the possibility of an internally delivered managed bank should be one of the options considered. Where an internal staff bank exists, then the decision to outsource any element of this needs to be made with the local Procurement and Legal support. Lastly the section should clarify which of the above options is the preferred option of this business case. Section 4. Recommendation This section provides further detail of the preferred option, including: - why this option represents best value for money above all the available options; - a summary of the capital and revenue costs of the proposed investment; - how the investment will be funded; - what additional resources are required to deliver this option; and - how this option will be procured. Section 5. Project costs This section should contain as detailed an analysis as possible of the costs associated with the preferred option. As a minimum, for a software solution this should include capital and revenue costs, such as: - Software licence fees - Hardware lease/ purchase costs - Software/ hardware maintenance fees - Software hosting fees - Software support fees - Implementation fees - Training fees (training delivery, materials, etc) - Project Team costs (Project manager, support team, training team, IT support, etc) For an externally managed staff bank then you will need to consider the following additional costs - Management fees 7

8 - Transaction fees - Any staff transfer costs (where a customer s employees transfer to a contractor). The timing of these costs should be considered and where costs are recurring, a minimum of 3 years of costs should be presented (example table for costs below). This section may be continued in an appendix if significant levels of detail need to be presented. Description Year 1 Year 2 Year 3 Year 4 Year 5 Revenue Costs (Solution/ Service) Software Licence fee Software Maintenance fee Hardware Maintenance fee Hosting cost Implementation fee Training fees Management Fee Transaction Fee Revenue Costs (Delivery Team) Project Manager Support team Training team IT Support Capital Costs Hardware purchase costs Total Costs ESR interface charges One additional area of cost should be considered when building your project costs should be the cost of setting up interfaces between your new system and the Electronic Staff Register. The NHS ESR Central Team has a charge for enabling and supporting the interfaces used by rostering or staff bank systems to send data to and from ESR. There are three standard interfaces available (pricing as at March 2010) Generic Outbound (ESR to Rostering/ Staff Bank System) at a cost of 825 to set up and 1350 per year support Generic Inbound Attendance (Rostering/ Staff Bank to ESR) at a cost of 825 to set up and 1150 per year support Generic Inbound Absence (Rostering/ Staff Bank to ESR) at a cost of 925 to set up and 1150 per year support 8

9 The lead time for implementation is between 4 & 6 weeks. To initiate the process a Service Request should be logged on the ESR Service Desk which your Trust HR and/or Payroll Lead can advise on. Section 6. Project cost assumptions All assumptions relating to the costs outlined in Section 5 should be listed here. Typical assumptions are listed below. Please note that this is not an exhaustive list, and should be specific to the costs outlined in section 6 above. - All costs are exclusive of VAT. - Total number of users of the [hardware/ software/ solution] is estimated at [insert figure]. - Software licence fees are based on [one year/ 4 year/ perpetual] licence costs. - Software licence fees are payable [annually in advance/ in one up-front payment]. - Maintenance fees include user support provided by the supplier between 9am and 5pm Mon to Fri. - Maintenance fees are payable annually in advance. - Implementation costs are based on the project plan in section Implementation fees are based on day rates of [ x per day] for [x] number of days. - Expenses for the supplier s implementation staff have been agreed/ estimated at [%]. - This business case is based on the trust adopting a [hosted/ non hosted solution] or an [onsite/ offsite] solution. - The delivery team costs are based [day rates of x per day] for [x] number of days and will be recruited from [ ]. - The management fee is based on what level of FTE commitment from managed bank service provider - Total transaction fee is based on estimated levels of banks assignments - TUPE costs must be calculated where a staff transfer is to take place from a customer organisation to a contractor. Specific legal advice must be sought if this is the recommended option. Section 7. This section should provide a summary of the key financial and non financial benefits associated with this project. Any financial benefits could be used to calculate a return on investment (as per the example model provided). A detailed list of benefits is provided in Appendix 1. 9

10 Ex VAT Year 1 Year 2 Year 3 Year 4 Year 5 Total Costs Total ROI ratio ratio ratio ratio ratio Section 8. Project risks, issues or dependencies This section should list the key project risks, issues or dependencies associated with the preferred option. Ideally these should be categorised by financial, operational, people and technology risks or impacts during the design, build and operational phases of the project, as appropriate. Where the solution is for an externally managed staff bank, then all people issues regarding the potential transfer of customer staff to any new contractor need to be identified within the risk register described above. TUPE legislation is complex and specialist advice must be sought from the local Procurement and/or legal teams. Section 9. Project team This section should outline the project resources required to deliver the preferred option, throughout the design, build and operational phases of the project, as appropriate. This should include, as a minimum, project sponsor, project board or steering board, stakeholder group, project manager and project team resources. For each resource required, it should be clarified how long they will be required for, at full time or part time and where this resource is expected to be sourced from (e.g.: Project Manager assigned from pool of resources, secondee from another department, external temporary resource). Any expected costs should also be included here and in sections 5 and 6 where appropriate. You should also note any resource required from other teams, for example, IT Support, HR or Finance as part of your Steering Board, Stakeholder group or project team and the level of dependency on securing the required resource. (Also see Best Practice Change Management guidelines, ref Appendix 2) Section 10. Project plan This section should contain, as a minimum, 5 to 6 key steps in delivering the preferred option, along with indicative dates for completion. These steps should include internal activities as well as any known external/ supplier owned activities. (Also see Implementation project plan, ref Appendix 2) 10

11 6. Baselining your current position Baselining should be completed before your project/ system goes live to provide a clear picture of the As Is situation. Baselining should be completed at unit level for granularity and fed directly into the benefits case and KPI measurement (as per Appendix 1). For example: Staff Group Cost Type Period of spend (e.g.: Financial year, quarter etc) Nurses (across all relevant units) AHP/ HSS (across all relevant units) Medical Locums (across all relevant units) Non Clinical (across all relevant units) Substantive Staff Costs Overtime Staff Costs Bank Staff Costs Agency Staff Costs Substantive Staff Costs Overtime Staff Costs Bank Staff Costs Agency Staff Costs Substantive Staff Costs Overtime Staff Costs Bank Staff Costs Agency Staff Costs Substantive Staff Costs Overtime Staff Costs Bank Staff Costs Agency Staff Costs 11

12 7. Measuring your future benefits 7.1 Return on Investment Financial & Non Financial benefits: (as per Appendix 1) Model for calculating return on financial investment: Ex VAT Year 1 Year 2 Year 3 Year 4 Year 5 Total Costs Total Actual Costs Total Total Actual ROI Actual ROI Ratio: Total Costs to Total Ratio: Total Actual Costs to Total Actual Ratio: Total Costs to Total Ratio: Total Actual Costs to Total Actual Ratio: Total Costs to Total Ratio: Total Actual Costs to Total Actual Ratio: Total Costs to Total Ratio: Total Actual Costs to Total Actual Ratio: Total Costs to Total Ratio: Total Actual Costs to Total Actual 12

13 7.2 Key Performance Indicators Creation of KPIs Examples of key performance indicators, based on your drivers for change and expected benefits, are provided in Appendix 1. When creating a list of key performance indicators for your trust, the following details should be considered for each indicator: Description of key performance indicator The desired outcome (e.g.: 4%, x number of occurrences per roster) The methodology by which progress in achieving the indicator will be measured (i.e.: what source data will be used, over what time period, with what exclusions) Expected date for achievement of the benefit (if any, some indicators will need to be constantly measured and reviewed) The individual with responsibility for achieving the benefit or managing the measurement of the KPI Reporting of KPIs Your chosen software should be configurable to monitor your selected key performance indicators and produce a bespoke dashboard of results. Ideally each KPI should be traffic light colour coded to visually highlight areas that are either above target (green), on target (amber), or failing to meet target (red). This enables the management team to focus on the areas of under performance. Some key performance indicators may not be captured and produced by your system, for example, where additional data is required from the trust s Incident Management system. Similarly, for more qualitative KPIs, surveys may need to be carried out to assess progress. How such KPIs are managed should be captured as per the section above, Creation of KPIs and a clear owner assigned. 13

14 Appendix 1: Sample and KPIs Crown copyright All benefits listed below are generic, and their relevance to your project should be considered before inclusion in any Project Initiation Document or business case. This list represents the widest possible range of benefits should all options on the framework be procured and all functionality switched on. The following categories have been used throughout the table below: Strategy, Policy, Financial, Operations, Patient Care, Demand Management, Staff Availability and Staff Management. Drivers for Change Expected Non Financial Expected Financial Suggested Key Performance Indicators (KPIs) Strategy Difficulty in aligning management techniques at ward level with the financial imperatives of the trust. Inability to sustain improvements in process and policy over a period of time and across divisions. Increased and increasing complexity of workforce management at ward level due to the changing NHS environment regarding new initiatives (e.g.: IWL, AGC, WTD). Increasing financial pressures and the move to new service delivery models with greater emphasis on service line margins. Demonstrating control of resources is a key component of any Foundation Status application and maintenance. Accurate, real time management information available at a variety of levels to report on: - compliance to budget per ward, - success against key performance indicators such as roster safety, Working Time Directive, absence levels, or other indicators which can be configured to measure initiative specific data. % of rosters over/ under budget quarterly/ annually Number of WTD breaches per roster Safety indicators set up and measured against each roster # shifts that don t have a take- charger assigned Additional Bank Considerations Consider where you have standalone bank solution then you can measure potential WTD breaches for bank only staff. Consider where you have an integrated solution then you can more easily monitor WTD breaches for all staff working via the bank. 14

15 Policy The ability to view in real time and audit clinical teams is a major governance requirement. Difficulties complying with European Working Time Directive. Difficulties in proactively preventing and managing risk. Difficulties expected in complying with upcoming Agency Workers Directive. Difficulties in ensuring ongoing staff compliance to statutory and mandatory training, and managing staff competency levels. Financial Improved Clinical Governance through enhanced control of staffing levels and skills and improved assurance controls in the management of issues. Improved Risk Management: - Before an incident, through enhanced control of staffing levels and skills on a ward - After an incident, through improved audit trails of actual nursing levels required and present, for incident reporting. Enable greater visibility and control over staff competencies and mandatory training. Number of slips, trips, falls, patient incidents, pressure ulcers, infection rates, per shift/ per ward (data may be required from Incident management system). # staff related incidents reported (may form part of Safety Indicators) % staff compliant to statutory and mandatory training, and professional registration requirements. (Requirements due to expire soon can be highlighted). A bank solution may give you the option to monitor incidents and complaints for bank only workers as well as for substantive staff. A bank solution will allow you to monitor the statutory and mandatory training and professional registration of bank only workers. Unable to ensure value for money from the use of trust workforce. High spend levels on bank staff. High spend levels on agency staff. High levels of spend on substantive staff overtime. Ineffective management/ over spending on staff budgets. Substantive staff may not be working full contracted hours. Ineffective/ inaccurate staff time A. Measurable Financial benefits: Reduced spend on substantive shifts, bank shifts and agency shifts through: - more efficient roster planning and use of substantive staff, - reduced bank and agency demand, - removal of unused contracted hours, - the creation of an up-to-date clinical demand-driven roster, - more proactive planning around the use of agency staff, resulting in reduced rates, - accurate time and attendance data - better verification of bank and agency workers shifts to ensure timesheets match shifts worked, Planned roster costs v actual roster costs (split by substantive, overtime, bank and agency spend) Overall staff costs v budget (split by substantive, overtime, bank and agency spend) Spend on bank shifts per roster Spend on agency shifts per roster Spend on substantive overtime per roster % of staff paid incorrectly per roster, or # errors or queries after each pay cycle A bank solution will allow you to further understand your bank costs in terms of the split between bank staff and agency staff. This will allow trusts to target a reduction in agency expenditure. A bank solution will allow you to potentially introduce electronic time sheeting for bank staff leading to a reduction in administration and time sheeting errors Where a bank solution is connected to ESR then it will give the same pay rolling benefits as erostering does for substantive staff. 15

16 recording. Errors in staff payments for enhanced hours. There may be no centralised system for the effective management of temporary staff. Inability to monitor the number of requests being made to bank and the reasons for each request. Inefficiency in timesheet recording and approvals. - correct payments to staff against enhanced hours and timesheets, - accurate absence data, - time and attendance data is sent electronically to ESR each month for the payment of unsocial and bank hours, resulting in less payment errors. Savings from reduced workload for Payroll team, through ESR interface, removal of paperwork and manual entry, and reduction in Payroll queries. (* any financial saving depends on ability to reduce Payroll team as a result of reduced workload). # duties assigned to the wrong type/grade of staff (e.g. HCA duty covered by RN). Crown copyright A bank solution may allow you to introduce electronic invoicing from your staffing agencies where they are managed through the bank. Errors in payments for bank staff. Scheduling of qualified staff to fill unqualified shifts, known as Acting Down. Over costly planning of substantive/temporary staff over premium pay periods such as nights and weekends. B. Financial benefits that are more difficult to quantify: Potential reduction in demand due to realignment of workforce establishments and clinical demand. Ward administrative time savings from reduced payroll administration and queries. Staff efficiency gains from improved rostering of substantive workforce Reducing additional duties being rostered on above the stated demand, (for example due to mopping-up unused hours) Reduction in the number of unregistered shifts being filled by registered staff. (where the above points cannot be measured to prove financial benefits, 16

17 Operations they should be transferred to the Non Financial benefits section of your business case) Crown copyright There is a lack of bottom up, real time, accurate operational information on the staff workforce at team level, which would facilitate effective decision-making by Managers regarding their staff deployment. Inability to proactively highlight issues and determine preventative actions before they have occurred. High levels of admin and paperwork required of Ward managers related to rostering, time recording, absence management and other leave types. The current processes in use across trusts are typically paper-based and offer very little control. The current paper based system cannot be interrogated or analysed effectively. Any current analysis of data is retrospective. Provides real-time, accurate data on resource usage both for substantive and bank staff. System provides functionality to support attendance recording in the e-rostering system by different means - timesheet entry, electronic data collection through time management devices, swipe card systems or biometric devices, etc. Reduced workload for Payroll team, through ESR interface, removal of paperwork and manual entry, and reduction in Payroll queries. (* any financial saving depends on ability to reduce Payroll team as a result of reduced workload). Ward managers can sign off their electronic rosters each month, which removes the manual process to sign off paper timesheets. % shifts where staff were redeployed to a unit other than their own Time released from Ward manager s day (measured by survey) Reduction in Payroll admin time and resource (measured by survey) % of unfilled shifts A bank solution will give you the % of shifts filled by a bank staff versus the % filled by agency staff Lack of visibility of planned future activity that enables trusts to effectively rectify issues in advance. Inability to react or redeploy staff at speed, for example in response to heavy snow, transport problems or suspected terrorist incident. Replacing outmoded, paper-based systems based on custom and practice with technology that enables consistent best practice. Operational efficiencies brought about through improved payroll processes. Automated bank requests can be generated as required within the system. System can auto roster typically 17

18 increases number of shifts filled. Self rostering helps to fill remaining shifts as staff have choice and visibility or draft roster. Crown copyright Improved existing people management processes at ward and team level e.g. sickness reporting, vacancy monitoring/filling etc. Patient Care Unable to ensure quality of care is not reduced due to staffing availability issues. Unable to ensure quality of care is not reduced due to incorrect skills mix per shift. Managing the clinical staff budget is paramount to achieving financial balance and ensuring the Trust can deliver new and existing services in a quality way. Risk to safety because of gaps between shifts. Demand Management No ability to link patient demand objectively to levels and budget. Unable to ascertain the variance between demand and budget not reviewed annually as required. Unable to understand the existing activity delivery capability. Unable to plan future delivery capability. Improved Nursing recruitment and training. Set ward performance benchmarks against which the draft, approved or worked rosters can be measured and managed. Reduced clinical risk by ensuring that the right staff members with the right skills are rostered to meet clinical demand. The system helps to identify over or under- staffing, or extended handover periods. System can take feeds of patient acuity data and manage it to calculate staff Hours Per Patient Day and provide reports roster suitability by number of staff (Demand vs. planned resources) and skill mix. Effective measurement and projection of patient acuity levels and thereby staff demand. Establishment skill mix requirement equals roster skill mix % of shifts filled by bank staff per roster % of shifts filled by agency staff per roster % of bank and agency shifts on a weekend/night duty % bank requested shifts filled by the bank A bank system allows the skills and experience of all bank staff to be considered in assigning shifts to them. A bank solution will allow you to capture the reason for using bank staff to cover a requirement 18

19 No forward demand projection of temporary staffing requirements. There is a lack of objective creation and management of substantive staff offduties resulting in ineffective use of the workforce with rules often haphazard and subjectively applied. As a result, there are inconsistencies across service lines. Long handover periods or unnecessary shift overlaps. Effective management of workforce establishments, thereby driving efficiencies in the workforces across the wards. Balancing the unfilled shifts across Early, Late and Night shifts. Highlighting the efficiency improvements and potential for long days. Improving the efficiency and effectiveness of both ward-based and community teams. % differences between drafted rosters and worked rosters % difference between Time & Attendance results and planned roster % Staff utilisation per employee/ ward/ unit Balancing the unfilled shifts across Early, Late and Night shifts. Highlighting the efficiency improvements and potential for long days. Staff Availability Overstaffing on wards to mop up spare contract hours, instead of carrying over a balance of hours to be worked in future rosters. Inefficient management of headroom/absence across all staff. Inefficiency and inaccuracy in absence recording and leave approvals. Informal working arrangements and staff preferences dictating shift patterns and availability, rather than specific clinical requirement, leading to additional use of agency staff. Effective management of staff downtime across leave, study and management time. Eradication of paperwork related to sickness and absence, vacancy management, and timesheets for unsocial hours, bank shifts and agency shifts. Staff downtime data, particularly related to sickness and absence can be used to identify trends. Effective management of substantive staff via improved rostering at ward level, reducing the requirement to utilise temporary staff and overtime. # contracted hours not used over a 4- week roster period. # additional hours used over those staff are contracted to work. Actual number of shift patterns per ward/ average number of shift patterns per ward % of annual leave taken per month (versus target of 13%) % staff sickness and absence rate (typical aim <4%) % staff non effective/ non available days (typical aim <23%) A bank solution will allow you to monitor cancellations. A bank solution will allow you to see availability of bank staff. 19

20 Effective management of temporary staff process (Bank, Agency and Overtime) post ward rostering. Improving leave management to ensure that too many or too few staff members are given leave. Ensuring that correct levels of management time are being rostered. Increased Staff bank numbers. (Non effective/ non available days to be defined for your trust. Typically it includes: Annual Leave 13% Study Days - <3% Sickness <4% Leave (Maternity, Special Leave, Other) <3%) % contracted staff that are not fully flexible/ with working restrictions Increased Staff bank fill rates. Ward managers can create and assign bank shifts to their own and bank nurses without using the Staff Bank office. A reduced workload for the Staff Bank office releases more time to focus on canvassing for staff. The system facilitates greater visibility and allows the redeployment of staff across units. It can also provide the Staff Bank with visibility of substantive rosters and upcoming bank requirements. Ensuring contractual hours are fully employed. Reducing the time spent by Clinical Leads & Matrons on administrative duties. Increased visibility of where substantive staff work bank shifts. 20

21 Staff Management Staff dissatisfaction with fairness of rosters, resulting in increased short term absence and turnover rates. Low staff morale Lack of visibility across wards of understaffing, overstaffing, incorrect skill mixes and impact on staff. Under utilisation of staff bank as an option to fill shifts. Breaks are accounted for correctly Lack of visibility of rostered staff compliance with statutory and mandatory training, required skills or professional registration. Fairer off-duties Improved fairness to staff through impartial allocation of shifts. Online system allows staff to request their preferred shifts and non working days thus allowing greater involvement in the building of the roster. The system can regulate the number of requests made per staff member, plus manage the number of requests approved per staff member to ensure fairness. System can allow staff nominate themselves for outstanding available shifts and proactively complete the roster, reducing management time. Average number of shift requests granted to each staff member Perceived fairness of system (to be assessed via survey) % of vacancies % staff turnover Crown copyright A bank solution will allow you to more easily communicate with bank staff (both substantive and non-substantive) via , newsletters, intranet and/or text messaging. A bank solution will allow for improved recruitment to a staff bank. A bank solution will allow you to build a bank to the optimum size required to meet the demand requirements of your trust. A bank solution may allow for more effective management of bank salaries for bank workers. You may wish to target bank salaries to be some proportion of AfC substantive salaries. Improving people s working lives, by standardising rostering, applying universal rules and producing fairer rosters thereby reducing staff absences and improving retention. 21

22 Appendix 2: Workforce Optimisation supporting documents Crown copyright Supporting documents from the Workforce Optimisation initiative: Document Title Document Overview Document Location Best Practice rostering policies and workforce efficiency levers Change Management guidelines Template Business case and Tracking Guide Modular Template specification Best practice examples of workforce optimisation were gathered from trusts across all staff categories, (ie: Nurses, Medical Locums, AHPs/ HSSs, Admin & Non Clinical staff). Engagement policies for Bank and Agency staff were also included in this document. LPP gathered lessons learned from NHS implementations of Workforce Optimisation projects (ie: e-rostering, internal or managed staff bank). This document is based on best practice examples of Business cases from trusts who have already implemented e-rostering and/ or bank staffing systems. Similarly best practice examples of benefits tracking tools to track the key benefits of rostering policy reviews and/or e-rostering and/or bank staffing systems, were included in this document. This is a best practice specification for e-rostering software, staff bank software and managed service staff bank, based on previous experience of national trusts. The document includes requirements for links to additional systems, for example ESR, absence management systems, patient acuity data and existing e-rostering/ staff banks systems. LPP website ( under Demand Management, Workforce Optimisation Framework LPP website ( under Demand Management, Workforce Optimisation Framework LPP website ( under Demand Management, Workforce Optimisation Framework LPP website ( under Demand Management, Workforce Optimisation Framework 22

23 Other sources of information: Crown copyright NHS Employers guidelines on implementing e-rostering tools, October NAO report on improving the use of temporary nursing staff in NHS acute and foundation trusts, July Audit Commission report, Brief Encounters getting the best from temporary nursing staff, September

24 Appendix 3: Document sources Meetings were held with the following organisations/ trusts as part of the LPP Workforce Optimisation initiative; NHS Employers NHS London PaSA OGC Re:source Procurement hub, East Midlands Improvement and Efficiency West Midlands Procurement Hub Yorkshire & Humber Commercial Procurement Collaborative (CPC) Barnet and Chase Farm Hospitals NHS Trust Great Ormond Street Hospital for Children NHS Trust Guy's and St Thomas' NHS Foundation Trust Homerton University Hospital NHS Foundation Trust Imperial College Healthcare NHS Trust South West London and St George's Mental Health NHS Trust University College London Hospitals NHS Foundation Trust Camden and Islington NHS Foundation Trust 24

Best Practice. Change Management. Guidelines

Best Practice. Change Management. Guidelines Best Practice Change Management Guidelines 1 Created by: Denise Phelan, Demand Management lead, (LPP) Reviewed by: Jonathan Porter, HR Workstream Lead, St George s Healthcare NHS Trust Approved by: Mick

More information

SUMMARY REPORT Trust Board 29 November 2013

SUMMARY REPORT Trust Board 29 November 2013 SUMMARY REPORT Trust Board 29 November 2013 Subject Prepared by Approved by Presented by Nursing Establishment Report Workforce Development Manager and Deputy Director of Nursing Purpose The purpose of

More information

Report to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012

Report to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012 Report to: Trust Board Agenda item: 13 Date of Meeting: 25 April 2012 Title of Report: Status: Board Sponsor: Author: Appendices HR Quarterly Report For information Lynn Vaughan, Director of Human Resources

More information

Monthly Nurse Staffing Report - May. Trust Board June 2014

Monthly Nurse Staffing Report - May. Trust Board June 2014 Monthly Nurse Staffing Report - May SFT 3538 Trust Board June 2014 Background In November 2014 the National Quality Board (NQB) and the Chief Nursing Officer published guidance that set out the current

More information

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE TRUST HEALTHCARE GOVERNANCE COMMITTEE

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE TRUST HEALTHCARE GOVERNANCE COMMITTEE SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUST EXECUTIVE SUMMARY REPORT TO THE TRUST HEALTHCARE GOVERNANCE COMMITTEE I TO BE HELD ON MONDAY 26 NOVEMBER 2012 Subject: Supporting Director: Author: Status

More information

Trust Board Meeting: Wednesday 14 May 2014 TB2014.53. Nursing and Midwifery - Safe staffing levels report for the month of March 2014

Trust Board Meeting: Wednesday 14 May 2014 TB2014.53. Nursing and Midwifery - Safe staffing levels report for the month of March 2014 Trust Board Meeting: Wednesday 14 May 2014 Title Nursing and Midwifery - Safe staffing levels report for the month of March 2014 Status For information History Trust Board Seminar 21 st October 2013 Trust

More information

Nursing and Midwifery Workload and Workforce Planning Project: A Good Practice Guide in the Use of Supplementary Staffing

Nursing and Midwifery Workload and Workforce Planning Project: A Good Practice Guide in the Use of Supplementary Staffing Nursing and Midwifery Workload and Workforce Planning Project: A Good Practice Guide in the Use of Supplementary Staffing Nursing and Midwifery Workload and Workforce Planning Project: A Good Practice

More information

Deirdre Fowler Director of Nursing, Midwifery and Quality. Debbie Stewart Lead nurse Nursing Workforce

Deirdre Fowler Director of Nursing, Midwifery and Quality. Debbie Stewart Lead nurse Nursing Workforce Report of: Responsible Officer Accountable Officer Author of Report: Deirdre Fowler Director of Nursing, Midwifery and Quality Debbie Stewart Lead nurse Nursing Workforce Subject/Title Background papers

More information

Price caps for agency staff: rules. November 2015. www.gov.uk/monitor

Price caps for agency staff: rules. November 2015. www.gov.uk/monitor Price caps for agency staff: rules November 2015 www.gov.uk/monitor Contents 1. Introduction 3 2. Why price caps have been introduced and context 3 3. Organisations in scope 4 4. Staff groups in scope

More information

EXECUTIVE SUMMARY FRONT SHEET

EXECUTIVE SUMMARY FRONT SHEET EXECUTIVE SUMMARY FRONT SHEET Agenda Item: Meeting: Quality and Safety Forum Date: 09.07.2015 Title: Monthly Board Report- Publication of Nursing and Midwifery Staffing Levels June 2015 Exception Report

More information

JOB DESCRIPTION. Tatchbury Mount base and other Southern Health Sites as required

JOB DESCRIPTION. Tatchbury Mount base and other Southern Health Sites as required JOB DESCRIPTION Job Title: Band: Hours: Location: Accountable to: Lead Manager for Workforce Planning & Resourcing 8a 37.5 per week Tatchbury Mount base and other Southern Health Sites as required Deputy

More information

Electronic rostering: helping to improve workforce productivity. A guide to implementing electronic rostering in your workplace

Electronic rostering: helping to improve workforce productivity. A guide to implementing electronic rostering in your workplace Electronic rostering: helping to improve workforce productivity A guide to implementing electronic rostering in your workplace October 2007 Contents About this guide 3 Introduction 4 What is electronic

More information

Safer Staffing Nursing and Midwifery Workforce Information January 2015 Report

Safer Staffing Nursing and Midwifery Workforce Information January 2015 Report Safer Staffing Nursing and Midwifery Workforce Information January 2015 Report 1. Purpose: The purpose of this report is to provide the Trust Board with an update on the status of nursing and midwifery

More information

www.gov.uk/monitor Price caps for agency staff: proposed rules and consultation

www.gov.uk/monitor Price caps for agency staff: proposed rules and consultation www.gov.uk/monitor Price caps for agency staff: proposed rules and consultation Contents Introduction... 3 1. Summary... 3 2. Scope... 6 3. When would the price caps apply and to which staff groups?...

More information

HealthcareSuite. Unique, intelligent workforce planning that balances the needs of healthcare organisations, end-users and employees

HealthcareSuite. Unique, intelligent workforce planning that balances the needs of healthcare organisations, end-users and employees HealthcareSuite Unique, intelligent workforce planning that balances the needs of healthcare organisations, end-users and employees Introducing HealthcareSuite, the proven solution from Time Care that

More information

Cambridge City Council. Executive Councillor for Customer Services and Resources: Councillor Julie Smith

Cambridge City Council. Executive Councillor for Customer Services and Resources: Councillor Julie Smith Cambridge City Council Item To: Report by: Relevant scrutiny committee: Wards affected: Executive Councillor for Customer Services and Resources: Councillor Julie Smith Director of Resources Strategy &

More information

The Newcastle upon Tyne Hospitals NHS Foundation Trust. Employment Policies and Procedures. Electronic Rostering and Attendance (ERA)

The Newcastle upon Tyne Hospitals NHS Foundation Trust. Employment Policies and Procedures. Electronic Rostering and Attendance (ERA) The Newcastle upon Tyne Hospitals NHS Foundation Trust Employment Policies and Procedures Electronic Rostering and Attendance (ERA) Version No.: 2.0 Effective Date: 30 May 2014 Expiry Date: 30 November

More information

Vale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011

Vale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011 Vale of Glamorgan Overview Report: Review of HR and Workforce Planning November 2011 Content 1 Introduction 1 2. Review Findings 3 3. The Way Forward 17 2012 Grant Thornton UK LLP. All rights reserved.

More information

Business Plan-Human Resource Component

Business Plan-Human Resource Component RiskID Phone 0403369295 Fax 08 94466487 hemsm@riskid.com.au ABN 256 145 86627 Business Plan-Human Resource Component Mid West Group of Councils August 2010 1.1 People Current State The four Shires are

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

National publication of inpatient nursing staffing

National publication of inpatient nursing staffing Report to: HPFT Board Date: 26 June 2014 Report by: Mary Mumvuri (Head of Nursing and Patient Safety) Subject: Nature of Report National publication of inpatient nursing staffing Open 1. Background This

More information

Board of Directors Meeting December 2014. Director of Nursing Report

Board of Directors Meeting December 2014. Director of Nursing Report Board of Directors Meeting December 2014 Director of Nursing Report Monthly Report of Nurse Midwifery Staffing Levels 1 November 2014 30 November 2014 Executive Summary Purpose: To provide the board with

More information

JOB DESCRIPTION. Job Reference number (coded):

JOB DESCRIPTION. Job Reference number (coded): Job Title: HR Business Support Manager Reporting To: Head of HR Business Services Department(s)/Location: Human Resources (HQ) Job Reference number (coded): 1. JOB PURPOSE To lead and develop the HR Business

More information

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3)

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value

More information

Health Professions and Patient Safety. Health Professions and Patient Safety.

Health Professions and Patient Safety. Health Professions and Patient Safety. Title Open and Honest Care July 2015: Staffing Levels across Nursing and Midwifery inpatient settings. Meeting Executive Board Date 14 th September 2015 Executive Summary The purpose of this report is

More information

IMARDA i360 MANAGING FLEET-WIDE COMPLIANCE COMPLIANCE ISSUES:

IMARDA i360 MANAGING FLEET-WIDE COMPLIANCE COMPLIANCE ISSUES: IMARDA i360 MANAGING FLEET-WIDE COMPLIANCE Companies who rely on vehicles and mobile assets to operate their business are increasingly looking to fleet management systems to ensure their drivers and vehicles

More information

STL Microsoft SharePoint Consulting and Support Services

STL Microsoft SharePoint Consulting and Support Services STL Microsoft SharePoint Consulting and Support Services STL Technologies Equis House Eastern Way Bury St Edmunds Suffolk IP32 7AB Service Description and Pricing Specialist Cloud Services www.stl.co.uk

More information

Head of Internal Audit:

Head of Internal Audit: Head of Internal : Opinion on the effectiveness of the system of Internal Control at Northern Devon Healthcare NHS Trust for the year ended 31 March 2010 Roles and responsibilities The whole Board of Directors

More information

Policy Document Control Page

Policy Document Control Page Policy Document Control Page Title Title: Information Governance Policy Version: 5 Reference Number: CO44 Keywords: Information Governance Supersedes Supersedes: Version 4 Description of Amendment(s):

More information

Nursing Staff Levels Board Report 2014/2015 Month 3

Nursing Staff Levels Board Report 2014/2015 Month 3 Nursing Staff Levels Board Report 2014/2015 Month 3 Item Page Background 2 Monthly Summary 3 s 4-16 Background Introduction Following the publication of the Francis Report (2013) and the Berwick Report

More information

Title: Sickness Absence Management Policy and Procedure. CONTENT SECTION DESCRIPTION PAGE. 1 Introduction 2. 2 Policy statement 2.

Title: Sickness Absence Management Policy and Procedure. CONTENT SECTION DESCRIPTION PAGE. 1 Introduction 2. 2 Policy statement 2. Title: Sickness Absence Management Policy and Procedure. Date Approved: 17 June 2014 Approved by: JSPF Date of review: June 2016 Policy Ref: Issue: 1 Division/Department: Human Resources Author (post-holder):

More information

Review of compliance. Mid Staffordshire NHS Foundation Trust Stafford Hospital. West Midlands. Region:

Review of compliance. Mid Staffordshire NHS Foundation Trust Stafford Hospital. West Midlands. Region: Review of compliance Mid Staffordshire NHS Foundation Trust Stafford Hospital Region: Location address: Type of service: Regulated activities provided: Type of review: West Midlands Mid Staffordshire NHS

More information

An Organisation-Wide Policy for the Use of Temporary Workers (Bank & Agency) Policy & Procedure

An Organisation-Wide Policy for the Use of Temporary Workers (Bank & Agency) Policy & Procedure An Organisation-Wide Policy for the Use of Temporary Workers (Bank & Agency) Policy & Procedure Status (Draft/ Ratified): Ratified Date ratified: 04/08/2010 Version: 1.1 Ratifying Board: Management Board

More information

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board North Middlesex University Hospital NHS Trust Annual Audit Letter 2005/06 Report to the Directors of the Board 1 Introduction The Purpose of this Letter 1.1 The purpose of this Annual Audit Letter (letter)

More information

NHS Governance of Complaints Handling

NHS Governance of Complaints Handling NHS Governance of Complaints Handling Prepared for the Parliamentary and Health Service Ombudsman By IFF Research UNDER EMBARGO UNTIL WEDNESDAY 5 JUNE 00:01 Contact details Mark Speed, Angus Tindle and

More information

Nursing & Midwifery Establishment Review Six Monthly Report. Em Wilkinson-Brice, Deputy Chief Executive / Chief Nurse

Nursing & Midwifery Establishment Review Six Monthly Report. Em Wilkinson-Brice, Deputy Chief Executive / Chief Nurse Agenda item: 9.3, Public Board meeting Date: Title: Nursing & Midwifery Establishment Review Six Monthly Report Prepared by: Presented by: Bernadette George, Head of Safety, Risk & Patient Experience,

More information

THE UK S LEADING HEALTHCARE RECRUITMENT GROUP MANAGED SERVICES SOLUTIONS

THE UK S LEADING HEALTHCARE RECRUITMENT GROUP MANAGED SERVICES SOLUTIONS THE UK S LEADING HEALTHCARE RECRUITMENT GROUP MANAGED SERVICES SOLUTIONS CONTENTS INTRODUCTION OUR SERVICES THE PLACEMENT GROUP COMPANIES MANAGED SERVICES BESPOKE RECRUITMENT SOLUTIONS IMPLEMENTATION NHS

More information

DRAFT SERVICE LEVEL AGREEMENT FOR THE PROVISION OF TEMPORARY AGENCY WORKERS

DRAFT SERVICE LEVEL AGREEMENT FOR THE PROVISION OF TEMPORARY AGENCY WORKERS DRAFT SERVICE LEVEL AGREEMENT FOR THE PROVISION OF TEMPORARY AGENCY WORKERS VERSION 1 21 MAY 2008 PREPARED BY CHARMIAN HICKMAN CONTENTS 1. INTRODUCTION... 3 1.1. SERVICES TO BE PROVIDED by the Agency 4

More information

Nursing and Midwifery review January 2014

Nursing and Midwifery review January 2014 Presented for: Presented by: Strategic objective: Discussion Date: 28/01/14 Chris Wilkinson, Director of Care Quality and Chief Nurse Excellent Patient Care - Patient Safety Regulatory relevance: CQC Registration:

More information

Recommendations which have been implemented have been removed from this report. The original numbering of recommendations has been retained.

Recommendations which have been implemented have been removed from this report. The original numbering of recommendations has been retained. Audit Committee, 9 October 2014 Internal audit Review of recommendations Executive summary and recommendations At its meeting on 29 September 2011, the Committee agreed that it should receive a paper at

More information

Scotland s public sector workforce. Good practice guide

Scotland s public sector workforce. Good practice guide Scotland s public sector workforce Good practice guide Prepared by Audit Scotland March 2014 Contents Introduction... 4 Purpose of the guide... 4 What s in the guide?... 4 Part 1. Good practice in workforce

More information

PURPOSE OF THE PAPER To provide the committee with an overview of the Director of Nursing portfolio during quarter 1 of 2015-2016

PURPOSE OF THE PAPER To provide the committee with an overview of the Director of Nursing portfolio during quarter 1 of 2015-2016 ENC 10 Meeting Date 30 th July 2015 Title of Paper Lead Director Author Director of Nursing Quarterly Report Kathryn Halford, Director of Nursing Kathryn Halford, Director of Nursing PURPOSE OF THE PAPER

More information

HUMAN RESOURCES SERVICES SERVICE LEVEL AGREEMENT

HUMAN RESOURCES SERVICES SERVICE LEVEL AGREEMENT HUMAN RESOURCES SERVICES SERVICE LEVEL AGREEMENT (Schools) 1 April 2008-31 March 2011 HUMAN RESOURCES SERVICES TO SCHOOLS 1. INTRODUCTION CONTENTS 1.1 Status of Agreement 3 1.2 Standard Conditions 3 1.3

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

A Question of Balance

A Question of Balance A Question of Balance Independent Assurance of Information Governance Returns Audit Requirement Sheets Contents Scope 4 How to use the audit requirement sheets 4 Evidence 5 Sources of assurance 5 What

More information

Single Stage Light Business Case Template

Single Stage Light Business Case Template Better Business Cases Single Stage Light Business Case Template Prepared by: Prepared for: Date: Version: Status: Better Business Cases Single Stage Light Business Case Template Document Control Document

More information

ICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support:

ICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support: ICT Indicators ICT value for money indicators guidance 1) Introduction This document sets out the indicators for the ICT Function. The guidance below starts by defining the scope of the function and goes

More information

Service Integration &

Service Integration & This is a DRAFT document, being published for review & comment The content is therefore subject to change & revision This document is part of the XGOV Strategic SIAM reference set Service Integration &

More information

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Report of: Paper prepared by: Director of Patient Services/Chief Nurse Gill Heaton Director of Nursing (adults) Cheryl Lenney Date of paper:

More information

Type of paper: Board Briefing Title of Paper: Board Briefing of Nursing and Midwifery Staffing Levels

Type of paper: Board Briefing Title of Paper: Board Briefing of Nursing and Midwifery Staffing Levels Type of paper: Board Briefing Title of Paper: Board Briefing of Nursing and Midwifery Staffing Levels Date of Briefing December 2015 (November 2015 data) This paper is for: Sponsor: Chief Nurse- Dame Eileen

More information

Using Workforce Planning Tools to Support Safe Staffing. Healthcare Market, Allocate Software

Using Workforce Planning Tools to Support Safe Staffing. Healthcare Market, Allocate Software Using Workforce Planning Tools to Support Safe Staffing Simon Courage Liz Jones Product Director, Allocate Software Healthcare Market, Allocate Software NICE Guidelines Staff Staffing Guidelines Decision

More information

Investing in a new HR and Payroll system. nvesting

Investing in a new HR and Payroll system. nvesting Investing in a new HR and Payroll system nvesting R and Investing in a new HR and Payroll system What to do if your HR and/or Payroll systems need updating Investing in a new, or upgrading your existing

More information

White Paper: AT-Learning Using Learning Management Systems to Facilitate Compliance Monitoring and Reporting in Healthcare.

White Paper: AT-Learning Using Learning Management Systems to Facilitate Compliance Monitoring and Reporting in Healthcare. White Paper: AT-Learning Using Learning Management Systems to Facilitate Compliance Monitoring and Reporting in Healthcare Executive Summary Compliance monitoring and reporting is not only an organisational

More information

Run and grow your care home facility with speed and ease The smart guide to your CareBlox solution

Run and grow your care home facility with speed and ease The smart guide to your CareBlox solution 0845 835 0172 tellmemore@theaccessgroup.com www.theaccessgroup.com/careblox Run and grow your care home facility with speed and ease The smart guide to your CareBlox solution Hello. To efficiently manage

More information

Request for Proposal. Supporting Document 3 of 4. Contract and Relationship Management for the Education Service Payroll

Request for Proposal. Supporting Document 3 of 4. Contract and Relationship Management for the Education Service Payroll Request for Proposal Supporting Document 3 of 4 Contract and Relationship December 2007 Table of Contents 1 Introduction 3 2 Governance 4 2.1 Education Governance Board 4 2.2 Education Capability Board

More information

Contact Centre. Providing Qualified Professionals. Be Well Connected

Contact Centre. Providing Qualified Professionals. Be Well Connected Providing Qualified Professionals About us Our Approach Recruitment Process Compliance Management Information Support Our Clients Contact About us Our specialist contact centre recruitment division has

More information

Building Capacity. Final Report. November 2013

Building Capacity. Final Report. November 2013 Building Capacity Final Report November 2013 1. Background One of the key challenges facing Personal Tax is improving the service we offer our customers against a backdrop of compressed budgets. Although

More information

STL Microsoft Dynamics CRM Consulting and Support Services

STL Microsoft Dynamics CRM Consulting and Support Services STL Microsoft Dynamics CRM Consulting and Support Services STL Technologies Equis House Eastern Way Bury St Edmunds Suffolk IP32 7AB Service Description and Pricing Specialist Cloud Services www.stl.co.uk

More information

Service Level Agreement Platinum Package + IntePay. Rev 05/06/2014

Service Level Agreement Platinum Package + IntePay. Rev 05/06/2014 Service Level Agreement Platinum Package + Rev 05/06/2014 Service Level Agreement Platinum Package + Rev 01/12/13 1.0 - Platinum Package The Platinum Package is our most comprehensive package of HR consultancy

More information

Yorkshire And Humberside. Service Centre. Business Plan

Yorkshire And Humberside. Service Centre. Business Plan Yorkshire And Humberside Service Centre Business Plan 2003/2004 CONTENTS Section 1: Section 2: Section 3: Section 4: An Introduction to the Yorkshire and Humberside Service Centre Objectives, Priorities

More information

University of Brighton Sustainable Procurement Strategy 2011-2015

University of Brighton Sustainable Procurement Strategy 2011-2015 University of Brighton Sustainable Procurement Strategy 2011-2015 Sustainable procurement in a challenging environment Introduction There is widespread recognition that climate change and the use of dwindling

More information

Project Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee

Project Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee Management Toolkit Version: 1.0 Last Updated: 23rd November- Formally agreed by the Transformation Programme Sub- Committee Page 1 2 Contents 1. Introduction... 3 1.1 Definition of a... 3 1.2 Why have

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

Safer Staffing Report March 2015 Trust Board 26 May 2015 EXECUTIVE SUMMARY

Safer Staffing Report March 2015 Trust Board 26 May 2015 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Report to Trust Board Date Tuesday 28 April 2015 Agenda Number 2.4a Agenda Item Safer Staffing Report March 2015 Sponsor Debbie Bennion, Interim Director of Nursing Prepared by Debbie

More information

WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE

WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE WHY CONTRACTORS AUTOMATE TIME AND ATTENDANCE FROM A LEADER IN WORKFORCE MANAGEMENT SOLUTIONS www.mitcsoftware.com INTRODUCTION Labor costs are the largest controllable expense for most contractors. Contractors

More information

PERFORMANCE DATA QUALITY POLICY

PERFORMANCE DATA QUALITY POLICY PERFORMANCE DATA QUALITY POLICY 2007 / 08 Improvement Service May 10 th 2007 Data Quality Policy V7 10.05.07 1 INTRODUCTION / BACKGROUND Good quality performance data is accurate, valid, reliable, timely,

More information

Health Business Services. Operational Plan 2015

Health Business Services. Operational Plan 2015 Health Business Services Operational Plan 2015 2014 1. Health Business Services Priorities for 2015 System Wide Priorities Improve quality and patient safety with a focus on: - Service user experience

More information

Nursing and Midwifery Workload and Workforce Planning. Managing a Staff Bank

Nursing and Midwifery Workload and Workforce Planning. Managing a Staff Bank Nursing and Midwifery Workload and Workforce Planning Managing a Staff Bank Contents 1. Introduction 2 2. Recruitment 4 3. Getting the best from your bank staff 7 4. Working effectively with service users

More information

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013 QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Workforce Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support Person Centred Care and

More information

Workforce report September 2015

Workforce report September 2015 Workforce report September 2015 Trust Board Meeting Item: 10 25 th November 2015 Enclosure: F Purpose of the Report: This report provides an update in respect of performance against agreed workforce targets

More information

Board of Directors. 28 January 2015

Board of Directors. 28 January 2015 Executive Summary Purpose: Board of Directors 28 January 2015 Briefing on the requirements for the Trust to comply with Hard Truths Commitments Regarding the Publishing of Staffing Data Director of Nursing

More information

Measuring Payroll Efficiency. Key Performance Indicators

Measuring Payroll Efficiency. Key Performance Indicators Measuring Payroll Efficiency Key Performance Indicators Key Performance Indicators (KPIs) Rose Howley MIPPdip Associate Director of Qualifications IPP Director of Education and Council Member - NAIP Key

More information

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Agenda Item 9.1 Report of: Executive Director of Human & Corporate Resources Margot Johnson Paper prepared by: Head of Operational HR - Gill

More information

HR MANAGEMENT GUIDELINES (HR/D02) TUPE

HR MANAGEMENT GUIDELINES (HR/D02) TUPE HR MANAGEMENT GUIDELINES (HR/D02) TUPE TUPE MANAGEMENT GUIDELINES CONTENTS PAGE SECTION PAGE 1. TUPE: definition 1 2. When TUPE applies 1 3. HR involvement 1 4. The employees transferring in 2 5. The employees

More information

Avon & Somerset Police Authority

Avon & Somerset Police Authority Avon & Somerset Police Authority Internal Audit Report IT Service Desk FINAL REPORT Report Version: Date: Draft to Management: 19 February 2010 Management Response: 12 May 2010 Final: 13 May 2010 Distribution:

More information

HR Peace of Mind Compliance Software

HR Peace of Mind Compliance Software HR Peace of Mind Compliance Software Are your employed staff and self-employed workers working legally? Log and track workers right to work, immigration and IR35 compliance data 1 Just imagine if you had

More information

BUSINESS CONTINUITY MANAGEMENT POLICY

BUSINESS CONTINUITY MANAGEMENT POLICY BUSINESS CONTINUITY MANAGEMENT POLICY AUTHORISED BY: DATE: Andy Buck Chief Executive March 2011 Ratifying Committee: NHS Rotherham Board Date Agreed: Issue No: NEXT REVIEW DATE: 2013 1 Lead Director John

More information

Outsource Managed Services. An Introduction To. November 2010 Safe Computing User Conference

Outsource Managed Services. An Introduction To. November 2010 Safe Computing User Conference Outsource Managed Services An Introduction To November 2010 Safe Computing User Conference Agenda 1. Introduction What is Outsourcing? What can be outsourced? 2. Safe Outsourcing: Business Model & Market

More information

Managing ICT contracts in central government. An update

Managing ICT contracts in central government. An update Managing ICT contracts in central government An update Prepared by Audit Scotland June 2015 Auditor General for Scotland The Auditor General s role is to: appoint auditors to Scotland s central government

More information

Maximising employment opportunities in a changing NHS

Maximising employment opportunities in a changing NHS Briefing The NHS is changing and the NHS workforce is changing with it. The NHS is no longer experiencing either the workforce shortages of the 1980s and 90s, or the rapid growth in workforce numbers initiated

More information

Consultancy spending approval process: Initial guidance to NHS foundation trusts

Consultancy spending approval process: Initial guidance to NHS foundation trusts Annex One Consultancy spending approval process: Initial guidance to NHS foundation trusts Summary 1. Monitor, the NHS Trust Development Authority (TDA) and NHS England are jointly implementing an approval

More information

Gloucestershire Health and Care Scrutiny Committee

Gloucestershire Health and Care Scrutiny Committee Gloucestershire Health and Care Scrutiny Committee Report Title Purpose of Report Is this for information or decision? Author Organisation Gloucestershire Clinical Commissioning Group update on Non- Emergency

More information

Page 97. Executive Head of Asset Planning, Management and Capital Delivery

Page 97. Executive Head of Asset Planning, Management and Capital Delivery Page 97 Agenda Item 7 Report to: Strategy and Resources Committee Date: 16 December 2013 Report of: Executive Head of Asset Planning, Management and Capital Delivery Ward Location: Not applicable Author

More information

CONTROLLED DOCUMENT. Traffic Management Policy

CONTROLLED DOCUMENT. Traffic Management Policy CONTROLLED DOCUMENT CATEGORY: CLASSIFICATION: PURPOSE Controlled Number: Document Version Number: 1 Controlled Sponsor: Controlled Lead: Approved By: On: Document Document Policy Governance To set out

More information

JOB DESCRIPTION. To contribute to the formulation, implementation and evaluation of the Nursing and Midwifery Strategy.

JOB DESCRIPTION. To contribute to the formulation, implementation and evaluation of the Nursing and Midwifery Strategy. JOB DESCRIPTION Job Title: Division: Reports to: Accountable to: Deputy Director of Nursing Nursing Division Director of Nursing & Midwifery Director of Nursing & Midwifery Key Relationships: Director

More information

Research and information management strategy 2015-18. Using research and managing information to ensure delivery of the Commission s objectives

Research and information management strategy 2015-18. Using research and managing information to ensure delivery of the Commission s objectives Research and information management strategy 2015-18 Using research and managing information to ensure delivery of the Commission s objectives 1 1. Introduction This strategy sets out a range of research

More information

AN EXECUTIVE S GUIDE TO BUDGETING FOR SECURITY INFORMATION & EVENT MANAGEMENT

AN EXECUTIVE S GUIDE TO BUDGETING FOR SECURITY INFORMATION & EVENT MANAGEMENT WHITE PAPER AN EXECUTIVE S GUIDE TO BUDGETING FOR SECURITY INFORMATION & EVENT MANAGEMENT COST ANALYSIS OF TWO DELIVERY MODELS: SELF-MANAGED SIEM VS. MANAGED SIEM SERVICES AN EXECUTIVE S GUIDE TO BUDGETING

More information

RISK MANAGEMENT STRATEGY 2014-17

RISK MANAGEMENT STRATEGY 2014-17 RISK MANAGEMENT STRATEGY 2014-17 DOCUMENT NO: Lead author/initiator(s): Contact email address: Developed by: Approved by: DN128 Head of Quality Performance Julia.sirett@ccs.nhs.uk Quality Performance Team

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

REPORT TO: STAFFORDSHIRE AND STOKE ON TRENT PARTNERSHIP NHS TRUST BOARD MEETING. TO BE HELD ON: WEDNESDAY 29 October 2014

REPORT TO: STAFFORDSHIRE AND STOKE ON TRENT PARTNERSHIP NHS TRUST BOARD MEETING. TO BE HELD ON: WEDNESDAY 29 October 2014 REPORT TO: STAFFORDSHIRE AND STOKE ON TRENT PARTNERSHIP NHS TRUST BOARD MEETING TO BE HELD ON: WEDNESDAY 29 October 2014 Enclosure: 06 Subject: Safe Nursing Staffing Strategic Goal: (tick as applicable)

More information

Date Ratified 14/12/2012 SMART Project Board Review Date 01/08/2013 Director of Finance and Information Expiry Date 13/12/2015 Withdrawn Date

Date Ratified 14/12/2012 SMART Project Board Review Date 01/08/2013 Director of Finance and Information Expiry Date 13/12/2015 Withdrawn Date Policy No: OP71 Version: 2.0 Name of Policy: SMART Time and Attendance System Policy Effective From: 19/12/2012 Date Ratified 14/12/2012 Ratified SMART Project Board Review Date 01/08/2013 Sponsor Director

More information

Records Management and Information Lifecycle Strategy

Records Management and Information Lifecycle Strategy LINCOLNSHIRE PARTNERSHIP NHS FOUNDATION TRUST Records Management and Information Lifecycle Strategy DOCUMENT VERSION CONTROL Document Type and Title: Strategy New or Replacing: Revised/Updated Version

More information

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached. Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March

More information

Delivering e-procurement Local e-gov National e-procurement Project Overarching Guide to e-procurement for LEAs

Delivering e-procurement Local e-gov National e-procurement Project Overarching Guide to e-procurement for LEAs 1. Introduction Background The National e-procurement Project (NePP) and Centre for Procurement Performance (CPP) are working to support and enable schools to meet their e- Government targets and to gain

More information

General Functions Committee. Meeting Date 22 July 2013 Subject. Insource May Gurney Recycling TUPE Transfer StreetScene Director.

General Functions Committee. Meeting Date 22 July 2013 Subject. Insource May Gurney Recycling TUPE Transfer StreetScene Director. Meeting Date 22 July 2013 Subject Report of Summary General Functions Committee Insource May Gurney Recycling TUPE Transfer StreetScene Director This report relates to the transfer into Barnet of current

More information

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for

More information

Additional Hours & Overtime Policy

Additional Hours & Overtime Policy Additional Hours & Overtime Policy Document Profile Box Document reference: Version: Draft 1.6 Ratified by: Date ratified: Name of originator/author Head of HR Name of responsible Workforce Equality Comittee

More information

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Report of: Paper prepared by: Adrian Roberts, Executive Director of Finance Simon Walsh, Head of Procurement and E-Commerce Date of paper: August

More information

Introduction UNDERSTANDING BUSINESS CONTINUITY MANAGEMENT

Introduction UNDERSTANDING BUSINESS CONTINUITY MANAGEMENT INFORMATION SECURITY: UNDERSTANDING BUSINESS CONTINUITY MANAGEMENT FACTSHEET This factsheet will introduce you to Business Continuity Management (BCM), which is a process developed to counteract systems

More information

Trust Board 23rd April 2013 Public section paper

Trust Board 23rd April 2013 Public section paper Trust Board 23rd April 2013 Public section paper Report of Jackie Green Director of Human Resources Presented by Karl Milner Director of External Affairs & Communications Paper prepared by Christopher

More information