Template Business case. and. Benefits Tracking Guide
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- Myra Lamb
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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
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