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BSO Service Offering 2014/15


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CONTENTSPage

Executive Summary 3

Directorate: Operations – PALs 4

Directorate: Operations – FPS 15

Directorate: Operations – HSC Pension Service 18

Directorate: Operations – Counter Fraud and Probity Services

21

Directorate: Customer Care & Performance – ITS 28

Directorate: Customer Care & Performance – Internal Audit

41

Directorate: Customer Care & Performance – Office of Research and Ethics NI

43

Directorate: Customer Care & Performance – Customer Relations and Service Improvement

45

Directorate: Customer Care & Performance – Equality and Human Rights

48

Directorate of Legal Services 50

Directorate of Finance 52

Directorate of Human Resources and Corporate Services

55

HSC Leadership Centre 61

BSTP - Shared Services 63

Annex 1 69

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Executive Summary

The purpose of this document is to articulate the BSO’s Service Offering for 2014/15.

The fundamental basis upon which this Offering has been constructed is a continued

focus on providing our HSC clients with a value for money, best in class service which is

underpinned by an improvement in overall efficiency of at least 3%.

The Service Offering is broken down by Department / Service Area and sets out in some

detail the various services offered, the levels of resources committed within each and the

measures planned to generate efficiency savings in 2014/15 by cash releasing savings,

increases in productivity and generation of additional income.

A summary of planned 2014/15 efficiencies by Department / Service Area is included at

Annex 1, but in overall terms this Offering commits the Organisation to deliver a blended

efficiency of 3.6% in its Service Offering for 2014/15.

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Directorate: Operations, PaLS

1. OverviewBSO Procurement and Logistics Service is the Centre of Procurement Expertise in respect of goods and services for Health and Social Care organisations in N.I. It offers procurement and logistics services to all HSC organisations in the form of product sourcing and contracting, operational procurement ordering and expediting and central warehousing and distribution. In addition it also offers related services to some individual organisations including community equipment services (warehousing, distribution and recycling), local stores management and electronic materials management scanning and put-away.

Total spend managed by BSO PaLS is approximately £502m (based on 2012/13).

As background to this Service offering, it is important to set out a number of features of 2013/14, which will affect the offering in 2014/15:

During 2013/14 PaLS continued work on the Recovery Programme which commenced in 2012/13. The Recovery Programme officially closed down on 31 December 2013 and any funding for additional resources which were deployed to this ended on 30th September 2013. The additional compliance expectation from Trusts has led to a queuing system of new work requests being created by BSO PaLS. The contracting work within this queue can only be undertaken once all the recurrent work is allocated and the sourcing teams have some capacity to do so. Therefore there can be no cash-releasing saving required from the sourcing and contract management services within PaLS.

In 2013/14 BSO commissioned a project to review work practices and workflows within the PaLS sourcing areas in order to identify any opportunities to revise processes and deliver efficiencies while maintaining high levels of compliance in its sourcing and contract management functions. It is anticipated that during 2014/15 the outcome and recommendations from this review will be considered and implemented.

The new BSTP FPL systems were implemented in PaLS from October 2012 onwards. The significant difficulties in implementation of these systems introduced additional costs in Procurement and Logistics Operations, which were borne by BSO, and these costs continued into 2013/14. These costs have to date been borne non-recurrently by BSO, and this will continue into 2014/15 as we move into Business as Usual (BAU). The BAU position has not been recurrently resourced, and additional development is required on the self-service element of the FPL system (ePROC) to relieve some of the operational pressures.

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1.1 Logistics

Costs within Logistics have been reduced through various means through the latter part of 2013/14, and this will continue for 2014/15.

Inefficiencies in some aspects of the operating processes associated with the new logistics system still exist, albeit the operation is stable because of workarounds deployed as interim solutions.

Interface checks are an integral part of new FPL systems and these are covered under the new BAU structure for Logistics which will be fully implemented in 2014/15.

Voice Picking was re-introduced in October 2013, allowing the additional agency staff (unfunded burden) brought in immediately after Go-Live to be stood down.

Urgent orders and deliveries have returned to normal levels experienced before the introduction of the new FPL systems. This has meant additional vehicles and drivers are no longer required to deliver the service.

1.2 Procurement

Within Procurement the backlogs of requisitions were brought under control within the first quarter of 2013/14 for BHSCT and WHSCT.

To sustain the level of service (contained within the SLAs) to the customer, particularly in Belfast, unfunded resources have been deployed throughout 2013/14. In addition, some staff at each of the PaLS sites have been acted up into roles in order to manage the operation of the system, in terms of order authorisation, effectively. This was required as Trusts and PaLS sites went live with BSTP FPL throughout 2013 for purchase ordering, and as the level of outstanding invoice queries increased. PaLS wrote to Trusts seeking in-year funding for these costs non-recurrently, this was not supported by Trusts.

The BSO PaLS Recovery Programme did not come to a close until 31 December 2013 therefore some of the resources associated with this had to be retained beyond their funded time.

The EU Threshold for tendering was reduced in January 2014, and this has led to an increase in the number of tenders falling above the threshold.

The issues above have a continuing impact and this is important within the context for the PaLS 2014/15 Service Offering to HSC customers.

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2. StaffingBSO PaLS has 286 permanent staff in post with a funded staffing level of approximately 314.15. However the majority of vacant posts are covered with either temporarily contracted or temporary agency staff; others are amidst recruitment.

In addition to the above, during 2013/14, as the remainder of Trusts went live on BSTP FPL, resources were allocated to or retained non-recurrently within the operational procurement teams for BSO PaLS to support the additional activity associated with the introduction of FPL eFin. The additional resources for WHSCT and SET have since been stood down, however they remain for SHSCT and BHSCT and there were no additional resources for NHSCT. The acting arrangements described above at point 10 are a feature at the majority of PaLS sites and these were retained throughout 2013/14 to allow for a smooth flow in order processing and authorisation which assures that SLA targets are met. It should be noted that PaLS has not met internal BSO targets for order processing during 13/14.

Within Logistics, the re-introduction of Voice Picking to the Boucher Warehouse in October 2013 allowed the additional unfunded agency staff to be stood down. It is anticipated that the introduction of Voice Picking to the Campsie Warehouse may enable a number of the unfunded agency staff to be stood down there and allow PaLS Logistics to remain within budget during 2014/15.

3. BudgetThe PaLS Department had an operating budget for 2013/14 of £11.2m:

Pay £8.8m

Non Pay £2.5

Total £11.3m*

*includes a non-recurrent allocation for BSO PaLS Recovery Programme referenced above

4. 2014/15 Service Offering

4.1 Productivity

4.1.1 Logistics Services

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0

2

4

6

8

10

12

14

Fin Year 08/09 Fin Year 09/10 Fin Year 10/11 Fin Year 11/12 Fin Year 12/13 Fin Year 13/14(projected)

Warehouse % Activity Increase


The trend based on five years actual plus 2013/14 projected is shown below, this graph takes 2008/09 as a baseline year and shows the percentage increase on that baseline year on year.

Table: Logistics activity by volume of lines picked:

Financial year

No of Issues % Growth08/09 to 13/14

2008/09 1340156 02009/10 1391562 3.82010/11 1375722 2.72011/12 1480259 10.42012/13 1499152 11.962013/14 (projected)

1436797 7.21

There is an actual productivity gain on logistics activity (in terms of lines picked) of 11.86% over the period from 2008/9 to 2012/13 (i.e. 2.37% pa). However, the activity figures for 2013/14 have a projected reduction of 4.15% on the actual activity figures of 2012/13, PaLS does not consider that there will be a continuing trend of activity reduction in the warehouse function. However whilst a downward trend is considered unlikely PaLS will review warehouse activity on a quarterly basis and if activity has reduced will redirect any resulting budget surplus to address pressures expressed in section 4.5 “Cost Pressures”

During 2013/14 there has been an increase in the numbers of lines ordered from the non-stock catalogue. This may account for the reduction in stock activity due to customers switching from stock products to the increased visibility that HSC end users now have of the expanded non-stock catalogue within FPL ePROC. The catalogue lines ordered via Unitas and FPL ePROC during 2012/13 totalled 215,868 lines, however within 2013/14 it is projected to be 522,175 lines, which is an increase of 141.89% on 2012/13.

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Financial YearContracts Managed

%age Increase

Year by YearFin Year 08/09 N/AFin Year 09/10 N/AFin Year 10/11 N/AFin Year 11/12 1563 0Fin Year 12/13 1740 11.32Fin Year 13/14 2103 20.86


The opportunity to deliver further productivity gains in 2014/15 in logistics will be impacted by:

Warehouse physical capacity to take in new stock lines. The introduction of a 6 month analysis of non stock and stock fast and

slow moving lines to enable fluidity in the core stock lines. The impact of the introduction of Voice Picking into the Campsie

Warehouse should enable a higher degree of productivity there. The monitoring of target pick rates now set for both Boucher and

Campsie warehouse staff The revised routing and scheduling of goods will deliver additional

productivity savings through additional vehicle capacity and optimisation of driver time.

There has been an increase in the cost of the new transport management contract awarded to BFast in October 2013.

PaLS Logistics will deliver activity up to a level of 1.5m picks as offered for 13/14 and absorb the increased costs of distribution. The cost to be absorbed is £48k.

4.1.2 Procurement – Sourcing

Since 2005 the sourcing or contracting functions carried out by BSO PaLS have been based on a category management approach to maximise the use of available resources. The activities of Sourcing teams can be considered as three main headings:

Contracts Managed; Competitions Run; and New Contracts Undertaken.

Sourcing – Contracts ManagedThe table below shows the historical picture over recent years and the associated growth in the numbers of contracts managed:

Table: Sourcing activity:

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During 2013/14 there was a significant increase (20.86%) in the number of contracts managed. The award of these additional 363 contracts was supported by non-recurrent funding provided by BSO equivalent to FYE £300k.

Productivity offering – further 11% increase on contracts managed over and above 2013/14 productivity offering of 9%

Sourcing - ComplexityThe numbers of contracts managed and competitions run has historically been used as the primary measure of productivity however this does not adequately reflect the complexity of the competitions to be conducted, in the same way that clinical case-mix influences the cost of delivery of acute care so the mixture of EU competitions, tender competitions and quotation competitions influences the cost of sourcing. The competitions which incur the greatest cost are those above EU threshold.

The contracting programme for PaLS for the 2014/15 year indicates work on renewing over 684 contracts out of the existing portfolio of 2,103 contracts of which we estimate 314 renewals to be above EU threshold that will require renewal as a minimum based on current usage and expenditure levels and this will be the priority activity for PaLS in sourcing within this year to maintain existing levels of compliance. This EU renewal activity represents an increase of 20.3% on the number of EU contracts awarded in 2013/14.

The current high-level activity measures do not adequately reflect the various facets of procurement therefore during 2014/15 PaLS will develop a complexity matrix that reflects the full extent of the procurement sourcing service and enables more effective measurement for future years.

With the focus of attention on compliance of expenditure to procurement policy the levels of contract coverage achieved by PaLS on HSC expenditure is shown in the table below and continues to show growth year on year:

Table: Growth in contract coverage

2008/09 2009/10 2010/11 2011/12 2012/13

£258.6m £309.7m £395.2m £425.7m £428.9m

- 19.8% 52.8% 64.6% 65.85%

PaLS will work to prepare comprehensive bids during the 2014/15 year for expansion of its sourcing operations in the areas of estates (service and maintenance), social care and pharmacy, and in doing so PaLS will support further growth in the contract coverage achieved for HSC organisations.

Growth in BSO Procurement and Logistics Service’s procurement budget over the period 2008/09 to 2013/14 has not been proportionate to the growth in contract coverage having risen by 2.5% over the same 5 year period.

4.1.3 Procurement – Operations

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During 2013/14, there has been growth in Procurement Operations activity, at the BHSCT sites, following the go-live on ePROC and eFIN in Nov 2012. Activity levels at WHSCT and SEHSCT have become static since their respective go-live (Nov 2012 and July 2013). Activity levels at SHSCT and NHSCT have seen a small decrease, since their go live albeit they are only live for 4 months (since Sept 2013). In addition all local stock lines for SHSCT are still processed via SIS by PaLS (not included in these figures), and NHSCT are conducting a phased implementation using proxy inputting.

0

5,000

10,000

15,000

20,000

25,000

30,000

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Volu

me

Month

All Trusts - Non Stock Lines Ordered by PaLS Saff

2011

2012

2013

Total Number of Lines Ordered by PaLS Staff for five Trusts within financial years are shown in the table below, including projections for 2013/14. Other procurement operations activity is not included in these figures (e.g. local stock). Growth is measured against a baseline of 2011/12 pre-implementation of new systems.

2011/12 2012/13 2013/14

Projected

Lines 207,095 244,105 220,268

Growth 18% 6%

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All Trusts are showing a growth above 2011 activity figures, and this is reflected in the graph overleaf:

170,000

180,000

190,000

200,000

210,000

220,000

230,000

240,000

2011 2012 2013

No of lines ordered by PaLS Staff for 5 Trusts

TOTAL

This growth was supported in year non-recurrently by BSO, this funding (circa £120k) has not been secured for 2014/15 (recurrently or non-recurrently) and this is reflected within the cost pressures section.

BSO PaLS has undertaken initial analysis of this activity growth within procurement operations in totality, by Trust and by PaLS site, however a more in-depth analysis will be undertaken during 2014/15 to ascertain the underlying reasons for the growth, and recommendations to move additional lines towards catalogue and self-service.

Efficiency Improvement:

Productivity offering – 11% increase on contracts managed .

It is clear from the analysis above that PaLS procurement service delivered in excess of 20% productivity in respect of contracts managed in 2013/14 which PaLS are committed to absorbing within current resources. The 2013/14 Service Offering offered 9% efficiency for productivity in procurement although challenging PaLS will commit to maintain at this level which equate to a further 11%. In order to achieve this PaLS may need to redirect resources from within Procurement which if necessary will impact on the services from which these resources are diverted.

4.2 Additional Income Generation

BSO PaLS will not be receiving the anticipated additional income as a result of the collaboration with CPD to be the provider of procurement services for foodstuffs to Education. This collaboration is not now being taken forward by the Education Sector, and it is anticipated that Education will carry out its own procurement activities.

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As indicated in the Service Offering last year, BSO PaLS will not be able to access the non-recurrent rebates from J&J Ethicon, nor the surpluses generated through variations between purchase price and fixed sales price.

Charging for General Capital Expenditure – to date general capital expenditure has been absorbed within the fees charged to HSC clients however the timing of this expenditure is generally focussed into the last 4 to 5 months and as a result puts PaLS under considerable pressure to spend money compliantly. During 2014/15 BSO will review arrangements with Trusts to consider how such compressed expenditure might be avoided and thus improve value for money to HSC organisations. This will include consideration of charges for such activity.

4.3 Areas likely to be the subject of hard charging

The only area within PaLS subject to regular hard charging is Capital Projects. The non-recurrent income anticipated for this and associated projects’ is shown in the table:

Project Anticipated Non-Recurrent Income (£k)

Cancer Centre Altnagelvin 51New Omagh Hospital 35

Ulster Hospital Redevelopment 45Total £131

4.4 Assurance to Customers

4.4.1 Governance: The Recovery Programme to address the shortfalls found in the 2012

Management of Contracts Audit closed on 31 December 2013. All BSO Warehouse goods are on a contract or have an approved STA in place.

Internal Audit – Internal auditors provided a satisfactory assurance on PaLS during 13/14

PaLS retained both its ISO accreditation and its SHS Due Diligence Audit accreditation during 2013/14.

BSO PaLS were re-accredited as a Centre of Procurement Expertise (CoPE) during 2013/14. This accreditation will be for 3 years.

4.4.2 Customer Survey 2013/14: 89.1% of respondents were happy with the quality of PaLs advice. 91.1% of respondents were satisfied with the overall service provided by

PaLS. 93.3% of those participating in Contract Adjudication Groups were satisfied

with how they were managed. 93.3% of respondents were satisfied with the courtesy of PaLs staff.

4.4.3 Customer Forum(s): PaLS continue to support HSC Trust procurement Boards PaLS supports the work of the Regional Procurement Board

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PaLS are an active member of the Social Care Procurement Group is operating.

4.4.4 Benchmarking:PaLS take part in a range of benchmarking exercises. Some key result areas are outlined below: Price benchmarking shows that PaLS shopping basket of goods over the last

12 months has remained competitive Benchmarking was carried out in Logistics via CILT (Chartered Institute of

Logistics and Transport) during 2013/14 BSO PaLS submitted data to the CIPFA Benchmarking club on Procurement

based on the services provided to HSC.

4.5 Cost Pressures

There will be a number of additional cost pressures on BSO PaLS during 2014/15:

4.5.1 Logistics: Similar to last year, BSO PaLS has lost the potential to utilise any surpluses

generated through variations between purchase price and fixed sales price as we now operate on a FIFO charging basis. This will be a pressure of approximately £25k due to stock losses.

In turn there is an additional pressure due to carriage being applied by NHS Supply Chain for orders we place with them. Currently this is not being passed on within the cost price to customers. This pressure is estimated to be £30k for 2014/15, based on 2013/14 figures.

Potential increased levels of activity for BSO PaLS Warehouse, should Craigavon Area Hospital local stores transfer to BSO PaLS without subsequent funding.

Increased Electronic Materials Management activity associated with Phase 2 Royal Victoria Hospital – Critical Care Building. Bigger wards and additional bed capacity will lead to more EMM support.

The Level of Non-stock receipting at PaLS R&D has increased with the introduction of eProc, this is reflected in the increases in non-stock lines being ordered.

Community Care Appliances activity in the SEHSCT (non-stock equipment recycling) is being funded outside of the current SLA, one agency staff member is being recharged to the Trust on a monthly basis. If this arrangement is not renewed or formalised after March 2014 there will be a cost pressure to deliver the service.

4.5.2 Procurement: The increased level of supplier challenge in procurement tenders requires

greater levels of management input, and both legal and counsel charges. The increased focus on the requirement to maintain tender timetables

requires additional management focus in PaLS and with its customers The additional maintenance of contracted catalogue lines for Sourcing will

grow as more contracts are catalogued.

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The growing demand for compliant contracts to be put in place across areas into which BSO PaLS has previously had no or little input (estates and social care) requiring advice and guidance from BSO PaLS procurement staff.

New EU Public Procurement Directives/Public Procurement Regulations will be introduced during 2014/15. This will mean an increase in training time for staff, re-drafting of guidance and ISO procedures, and an increase in management time to ensure compliance to new rules.

The eTendering Tool used by NI Public Sector may be replaced during 2014/15, and this will mean a requirement for attendance at NI project meetings for implementation from senior PaLS management. There will also be a requirement for all procurement staff to undertake training on all modules of the new system, so as they are proficient in the shortest time, so as not to lose the efficiency of the current eTendering system.

The Business As Usual (BAU) for the BSTP FPL system is not yet embedded for procurement operations and sourcing, and it is unknown at this point which elements will fall to BSO PaLS to undertake. At the point of writing there is no clarity if this will be resourced.

If there is a continued rise in non-stock non catalogue lines, without the ability to catalogue more or without improving the efficiency of the self-service element of ePROC, then this will be a growing pressure for Procurement Operations staff for both processing orders and dealing with subsequent invoice queries.

Should the activity levels of 2013/14 remain for the non-stock catalogue orders, and the number of invoice queries and workaround continue, then this represents an unfunded pressure of circa £120k in order to retain staff to ensure the service level to customers is maintained by keeping backlogs of requisition processing and invoice query resolution to a minimum.

4.6 Summary

The table below shows the breakdown of cost avoidance or productivity being offered by PaLS which covers re-structuring of transport arrangements to reduce transport costs to bring them in line with available budget and increased productivity from procurement’s sourcing teams to conduct contract management of an additional 20.86% of contracts within existing resources.

The table below shows these areas translated into a financial equivalent.

Source 2014/15 £k 2014/15 %Cash releasing - -Productivity:

Logistics Procurement

--

*0.8%*11%

Blended 5.9%Additional income - -

Total - 5.9%

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Directorate: Operations, Family Practitioner Services

1. Overview of Service OfferingFamily Practitioner Services’ main functions are to calculate and authorise payments for General Medical Practitioners, General Dental Practitioners, Chemist Contractors and Community Ophthalmic Practitioners on behalf of HSCB, to provide professional advice and guidance to contractors, HSCB and the Department on payment-related matters, maintain the central register of patients registered with General Medical Practices, administer the call and re-call services for cervical cancer and bowel cancer screening and to provide information to HSCB and the Department of Health and Social Services and Public Safety.

The FPS Replacement Systems Project, the primary aim of which is to reduce risks associated with dependence upon legacy IT hardware and software unable to calculate some types of payments made to independent contractors, necessitating the creation and use secondary systems with associated human intervention, will deliver new payment calculation systems for Community Pharmacists, General Dental Practitioners and General Medical Practitioners during the course of 2014/15. This presents FPS with the opportunity to deliver additional value to its customers.

2. StaffingThere are 132.71 staff in FPS, working across Payment, Information and Registration services.

3. BudgetFPS has an operating budget for 2013/14 of £5.8m:

Pay £3.9mNon Pay £1.8m

Total £5.8m

4. 2014/15 Offering

4.1 Productivity

FPS intends to save 1.5% (c £87k) by rationalising its distribution of regional publications, making more use of electronic versions, managing the secure printing contract, and by reducing its staffing levels by 1.5 WTE Band 3 in Medical Registration Services.

FPS has also absorbed annual increases in payment claims activity ranging from 3.4% in ophthalmic services to 16.8% in GP Payments over the past three (full) financial years. In the 2013/14 Service Offering, FPS committed to absorbing increases of up to 1.7% on activity levels experienced in 2012/13.

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In addition to the committed 2013/14 productivity gain of 1.7%, FPS will in 2014/15 offer a further 1.5% gain on 2012/13 activity levels, ie, a cumulative 3.2% productivity gain on 2012/13. Activity over and above these levels will require the introduction of additional resources.

Three–year trend

PRODUCTIVITY/GROWTH

2010/11 2011/12 2012/13 Total % Growth

Average Annual %

growthPharmaceutical Payments

(forms)20,411,044 20,861,123 21,520,262 5.43% 2.71%

Dental Payments 1,171,622 1,230,617 1,282,849 9.49% 4.75%Ophthalmic Payments 647,429 662,929 669,549 3.42% 1.71%

GP Payments 36,000 37,351 48,083 33.6% 16.8%

Please note the 10/11 figures for GP Payments has been revised downwards from 47,000 to 36,000 to correct an initial error in estimates

One–year growth (part year effect) estimate

PRODUCTIVITY/GROWTH

2012/13(Apr – Dec)

2013/14(Apr – Dec)

% Growth

Pharmaceutical Payments (forms)Prescription Items

16,125,08028,860,395

16,232,60629,836,262

0.66%3.38%

Dental Payments 976,865 1,011,929 3.59%Ophthalmic Payments 460,355 472,101 2.55%GP Payments 33,399 38,054 13.9%

Growth for 2013/14 shows year to date based on same period last year (Apr - Dec).

Note: The above figures reflect the number of claims made and do not reflect the human intervention required to be undertaken by FPS staff to resolve queries.


Customer Survey 2013/14: 95.8% of respondents were either satisfied/very satisfied with the courtesy of

FPS staff 88% of respondents were satisfied/very satisfied with the quality of FPS advice. 88% of respondents were either satisfied/very satisfied with the overall Service

received from FPS.

Customer Forum(s): FPS participates in regular customer forums with the HSC Board and PHA. FPS staff have participated in workshops that facilitate the design and

implementation of a customer experience improvement plan.

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4.3 Summary

Source 2014/15 £k 2014/15 %Cash Releasing - 1.5

Productivity - 1.5Additional income - -

Total - 3.0

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Directorate: Operations, HSC Pension Service

1. Overview of Service OfferingThe HSCPS provides a range of Pension Services to HSC client and directional bodies. These services range from transactional processing functions such as providing payroll services to approximately 32,000 pensioners, Scheme administration for approximately 78,000 current and deferred members to the provision of information for the production of a biennial valuation by GAD and the production of annual Statutory Accounts. HSCPS also accepted responsibility, for the years from 2009/10 onwards, for all aspects of the management of the GP (and non GP) Providers Annual Certificates of Pensionable Profits and the Annual Declarations from Salaried GPs from the GP Payments Office of Family Practitioners Service (FPS).

The implementation and roll out of new systems under the auspices of the BSTP Programme has required a solution to be in place for the bulk printing of a number of products totaling approximately 1.7 million items per annum. HSCPS has accepted responsibility to provide payslips and other items for all staff for an initial period of 3 months as each Trust migrates to the new systems solutions. At the end of 3 months each Trust will move to a paperless provision yet there will always be approximately 25% of staff who will continue to require hard copy payslips and HSCPS will continue to carry out this function for employers.

Operational performance is continually monitored and challenged and there is a specific SLA with DHSSPSNI with regular KPI reporting. HSCPS also have a number of stakeholder forums and a dedicated communication strategy.

2. StaffingHSCPS is comprised of 35 staff in Awards, GP Unit, Payroll, Business Service Unit, Interface and Scheme Finance functions. All staff undergoes a mandatory intensive pension specific training programme.

3. BudgetHSCPS has an operating budget for 2013/14 of £1.5m:


Total £1.5m

4. 2014/15 Offering

4.1 Productivity

The activity indicators for HSC Pensions Service are set out overleaf, providing a trend over the last three years for which full figures are available.

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Three–year trend

SCHEME GROWTH 2010/11 2011/12 2012/13 Total Growth%

Annual growth%

Active Members 61,072 61,685 62,649 2.6 1.3Deferred members 11,892 14,696 15,002 26.2 13.1Pensioners 29,620 30,596 30,881 4.3 2.2Total Membership 102,584 106,977 108,594 5.9 2.9

One–year growth (part year effect) estimate

SCHEME GROWTH 2012/13 2013/14 (to Dec)

Growth%

Active Members 62,649 62,714 0.1Deferred Members 15,002 14,938 -0.4Pensioners 30,881 31,506 2.0Total Membership 108,594 109,158 0.5

In summary, payments / awards activity in respect of pensioners indicates an annual growth rate of 4.3% over the three year trend period, and a further 2% to date in the last financial year. The total membership of the scheme may also be used as a proxy for general productivity of this service, which has increased by 5.9% p.a. over the three year trend period, and by 0.5% to date in the current financial year. These increases in activity / throughput have been absorbed by the HSCPS within existing resources through increases in productivity levels.

With the introduction of Auto enrolment, overall membership may increase exponentially. Currently there are approximately 20,000 employees who are not members of the Scheme, experience in NICSPS shows that 90% of auto enrolments remain in the Scheme.

The Service will, as far as possible, continue to strive to absorb such increases in throughput however it is likely that any blended increase in demand in 2014/15 in excess of 2% will require the injection of additional resources.

HSCPS will continue to deal with the demands arising from the outworking’s of the Hutton Review and the wider planned changes in governmental pension arrangements. The resources required to support this work will be kept under review with DHSSPS through normal SLA meetings, and the activity will be absorbed if possible.

4.2 Additional income generation

Additional income of £40k to £50k will be generated as a result of HSCPS implementing a scheme of charges for services provided to members, such as administration of Pensions on Divorce and Independent Financial Advisors.

As previously discussed with DHSSPS, HSC Pensions would propose that the new charging regime be put in place from 1 April 2014. Given that some areas of income are more speculative than others, it is possible that additional income of £40k might be anticipated. However, this is offset against £20k identified in the Service Offering last year which failed to be realised because of a delay in Departmental approval for the new charging regime.

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Customer Survey 2013/14: 86% of respondents were either satisfied/very satisfied with the courtesy of

Pensions staff 61% of respondents were either satisfied/very satisfied with the quality of

advice received from Pensions 59% of respondents were either satisfied/very satisfied with the quality of

customer care provided by Pensions

Benchmarking: HSC Pensions has carried out benchmarking exercises in comparison with

NILGOSC, NI Teachers and NI Civil Service (NICSPS) pensions; HSC Pensions has 2,954 pension scheme members per member of staff,

against the NICSPS which has 456 pension scheme members per member of staff;

HSC Pensions has participated in CIPFA benchmarking club and is the most cost effective pension administration compared with 54 other UK providers whilst still delivering on all SLA and KPI targets.

Customer Forums: HSCPS established in 2010/11, an Employer’s Forum with representation

from Trust Payroll and HR Departments to discuss and assess HSC Pension issues and implications. In early 2013 a General Practitioner Forum was established where scheme and legislative changes affecting GP Superannuation Issues are discussed with GP Representative Bodies and Registered Financial Advisory Groups.

It also participates in the: Inter-judiciary Forum for NHS Pensions organisation in England, Scotland and

Wales; and Northern Ireland Public Service Pension Group.

4.4. Summary

Source 2014/15 £k 2014/15 %Productivity - 2.0

Income Generation 20 1.3Total 20 3.3

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Directorate: Operations, Counter Fraud and Probity Services

1. Overview of Service OfferingCounter Fraud and Probity Services (CFPS) provide a range of specialist services to HSC bodies and on behalf of the Department of Health, Social Services and Public Safety. These services include probity / verification activities, (delivering assurances to the HSC Board in relation to aspects of Primary Care expenditure), counter fraud criminal investigations on behalf of all HSC bodies and DHSSPS, verification of patient exemptions claimed from statutory dental and ophthalmic charges, counter fraud and probity policy (including HSC lead on raising fraud awareness) administration of the day care foods component of the National Healthy Start Scheme and a new Access to healthcare team which provides advice and guidance to HSC staff on health service legislation and policy in respect of entitlement to accessing free healthcare. Service delivery is closely monitored and agreed with clients, either in terms of agreed processes and deliverables or by formal SLAs.

2. StaffingCFPS has a staffing compliment of 29, including five professionally accredited counter fraud specialists. All staff receive in depth training to enable them to carry out their duties.

3. BudgetCFPS has an operating budget for 2013/14 of £1.1m

Pay £1.0Non Pay £0.1

Total £1.1

4. 2014/15 Offering

4.1 Productivity

4.1.1 Probity TeamThe Probity team delivers a uniform regional verification service to HSCB, providing compliance with Departmental direction. This work, which is more comprehensive and holistic at a regional level than pre RPA, is being performed with substantially less resource than previously in place for Probity pre establishment of CFPS in 2009. In 2014/15 Probity will strive for greater effectiveness and productivity through maintaining its risk based approach to assurance of claims. In verification of GMS payments Probity will be incorporating 3 new enhanced services into the work plan.

Probity will be seeking to improve how it records and reports on the information in respect of the work carried out in the 4 FPS areas. Probity will explore the possibility of implementing new bespoke databases to capture and report on the Probity activity which takes place. Work is currently on-going in respect of developing new Probity Assurance arrangements for pharmaceutical expenditure. It is anticipated that 2014/15 will see the introduction of these new arrangements which will hopefully provide a more robust checking mechanism in an effort to provide maximum output from the resources invested.

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The probity team is on target to meet its SLA obligations in 2013/14. During 2013/14 (to 27th November 2013) £84,332.00 has been identified as recoverable. Actual financial recoveries for the same period are £120,397.00.

The exemptions checking process has seen 240% growth in the number of cases opened over 3 years from 2010/11 to 2012/13. This will be maintained in the current year 2013/14 with a projected 5016 checks again being completed. Work is being carried out to evaluate and refine the current exemption checking process for dental and ophthalmic payments with a view to substantially increasing the number of exemptions checks in financial year 2014/15 to at least 6,000, representing a minimum 16.4% increase in the projected figures for 2013/14. This will be done within existing staffing resources.

As part of the Exemptions process, recoveries are made from patients who have claimed exemption from Dental and Ophthalmic treatments and their claim for exemption has not been verified. Total recoveries for the period April 2011 to 31.12.13 are £114,000.00. In the period 2011/12 to 2012.13 there was a 25% increase in the amount of money recovered for the HSC. The figures available for 2013/14 (ie up to 31.12.13) show a further projected increase in recoveries of over 18%.

In addition, some of these cases are referred for Debt Recovery action and will have a Small Claim issued. Total recoveries for such cases from April 2010 to 27.01.14 are just under £20,000.00. The figures, when compared on an annual basis against previous years, have been relatively stable, however, in light of the review of the exemptions process to be carried out in 2014, the recovery figures may also increase, again within current staffing resources.

Three Year Trend

Number of Exemptions Checks

Exemptions 2010/11 2011/12 2012/13 TotalGrowth

%

2013/14As at 31.12.13

Exemptions from Dental Ophthalmic charges

2,000 4,000 5016 240% 3,762

Exemptions Financial Recoveries

2011/12£k

2012/13£k

TotalGrowth

%

2013/14To 31.12.13

£kActual Figures 36 48 25% 44

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ProbityServices

2010/11£k

2011/12£k

2012/13£k

TotalGrowth

%

AnnualGrowth%

2013/14As at 27 .11.13

£kAgreed as Recoverable

66 149 199 202% 34% 85

Actual Financial Recovery

55 111 137 149% 23% 121


4.1.2 Fraud Investigations Team

Fraud Investigations

Investigations 2010/11 2011/12 2012/13

Cases 73 65 84

One Year Trend

Investigations 2012/13 2013/14(to 07.01.14)

HSC referrals 84 92

Investigation casework undertaken is highly varied in nature, ranging from the straightforward to the highly complex and resources expended will vary accordingly. Consequently, it is not possible to measure productivity in the same way as a purely transactional service, producing identical items.

The number of investigations conducted in the period 2012 to date indicates annual growth in case loads. CFPS will endeavour to maintain current caseload levels within its existing resource base. During 2013/14 (to Dec 13) the number of investigations received by the Investigation Team stands at 92. This is a 46% increase on the same period for 2012/13 when CFPS had received 63 new cases. A large part of this increase is attributed to our work with persons not ordinarily resident within Northern Ireland with a new work process and agreed Memorandum of Understanding (MOU) with Republic of Ireland (ROI) being put in place to allow the team to work more effectively.

Avg no. of cases per investigative member of staff (12/13 April – Dec) = 9 Avg no. of cases per investigative member of staff (13/14 April – Dec) = 18.4 % increase in cases year on year = 31.53% % increase in output per head of investigative member of staff = 104% % decrease in staff year on year = 28.58%

Based on the yearly figures available to date, as a result of successful prosecutions in cases commenced by the investigative team, just over £58k has been recovered by way of repayments or compensation orders from offenders.Investigation Support has been utilised more effectively in particular with the working arrangements with the ROI MOU which has allowed for this percentage increase of workload within current resources.

In the 9 month period for which figures are available (April-Dec 2013) the team investigated, confirmed as non-resident and removed 80 patients from the GP registration system. Each ineligible patient removed from the Patient Registration System, results in a projected saving of approximately *£10,530 over the next five years to HSC. The total saving to the HSC can, therefore, be crudely calculated at £842,400.00.

One of the investigative support team will complete training as an accredited fraud technician by the end of year 2013/14 and will be better able to assist the investigators on cases, adding to our productivity levels.

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During 2013/14, CFPS have reviewed the investigation process, case management system, reporting and referral process, consulted with HSC clients and established a working group with Fraud Liaison Officers to refine and improve procedures in order to provide assurance regarding the quality and timeliness of case processing.

CFPS is proactively engaged in a consultation process with DHSSPS to amend the 2006 Directions issued to Counter Fraud to take all appropriate action to investigate fraud or corruption against persons placed in accommodation provided or arranged by a HSC body under relevant legislation. Given the proposals under ‘Transforming Your Care’ it is anticipated that this will be a growing area for fraud referrals in the future.

4.1.3 Fraud Awareness/Policy Team

During 2013/14 CFPS continued with a number of initiatives to increase fraud awareness across HSC organisations. A number of new initiatives were undertaken. These included working closely with Southern Trust to deliver a programme of fraud awareness sessions to domiciliary care workers, 17 in total. This was an area CFPS Policy had been keen to infiltrate as due to the nature of this work it is deemed particularly high risk.

From April 2013 – 24 January 2014 there have been 39 fraud awareness communication events undertaken by the Fraud Awareness and Policy Team. These reached approximately 1,429 HSC staff. The amount of contact with staff is actually much higher from engagement with large sections of HSC employees at information kiosks and roadshows. In comparison to the 12/13 year this equates to a 36% increase in awareness events (14 were undertaken in 2012/13).

In addition a fraud awareness message was included on the payslips of HSC staff who were still receiving a paper version of their payslip in October 2013.

The Trusts who included the message:-

Trust Amount of staff (approx.).Belfast 16,900Northern 11,782South Eastern 12,500Southern 13,300Western 12,000NIAS 11,000

A Circular highlighting the counter fraud message was issued to all Chief Executives asking them to circulate to all staff throughout the HSC, ie approximately 66,061 staff. This was the first time a fraud Circular had been issued to every individual staff member.

A bespoke CFPS internet and extranet site was created in 2013/14. The new site was launched on 2 October 2013 as part of Fraud Awareness Month and received 1,685 hits and 4,209 page views during the period 2 October to 10 December

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2013. A google analytics account has now been created which will provide dashboards and more meaningful statistics on the web traffic to the site.

Since April 2013 – 27 January 2014, 25 fraud alerts have been issued. This is an increase of 56% on the number of alerts issued for the previous financial year (14).

Working in conjunction with NIMDTA, CFPS participated in their training programme for Year 2 medical students and delivered 6 fraud awareness sessions. A number of sessions were also delivered in-house to BSO staff. All the new initiatives will be incorporated into CFPS Policy workplan for 2014/15 as a rolling programme of presentations. The results of which will likely be reflected in an increase in the number of frauds reported as more staff become aware of the HSC zero tolerance to fraud.

CFPS also hosted a very successful Fraud Awareness Month in October 2013 when a new CFPS website was launched resulting in an increased number of cases both reported and referred to CFPS.

These can be summarised as follows:-

OCT – NOV 2012

OCT – NOV 2013

% CHANGE

FRAUD INVESTIGATION

17 35 106%

HOTLINE 5 14 180%

4.1.4 Access to Healthcare TeamThe work undertaken by the Access to Health Care team is varied and their remit extends to Primary, Secondary and Social Care, which includes:

o The formulation of regional guidance in relation to accessing health and social care services

o The creation of a centre of expertise and specialist advice for HSC staffo The provision and/or securing of awareness and specialist training for HSC

staffo The creation of a key HSC liaison point with the UK Borders Agency (UKBA)

ando The monitoring of compliance with regional guidance (in due course)o Providing assistance to Trust Paying/Patient Officers in relation to queries

around entitlement and interpretation of legislation and o Reviewing legislation and reciprocal agreements for inconsistencies in order

to issue clear guidelines to Trusts

It is not possible to measure productivity for the Access to Health Care team in the same way as a purely transactional service producing identical items. However, the team engage with key stakeholders with a view to improving the processes for either identifying patients who are either chargeable or ineligible to register for health services and to assist where appropriate in the design and implementation

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of new methods of working. This will serve to reduce the number of these patients which will ultimately produce either income generation for certain services provided or savings where services are not provided. It will also produce a mechanism by which to measure these results enabling better use of resources and assisting with the protection of public funds.

By providing advice and guidance to HSC staff on entitlement to health care this educates and informs staff, raising their level of understanding which in turn will assist in reducing the numbers of persons accessing health services in Northern Ireland when they are not entitled or claiming free services when they are chargeable, which may previously have gone undetected. In real terms, each ineligible patient removed from the Patient Registration System, results in a projected saving of approximately *£10,530 over the next five years to HSC. By increasing the number of patients identified as chargeable, raising debts in Secondary Care, will result in those persons paying the outstanding debt in order to return to the UK and being charged for any future treatments or being refused entry to return to the UK.

*This measure is calculated by using the average cost per head of population for HSC treatment (based on 2010/2011, figures) projected for five years.

As a result of a proactive piece of work by the CFPS Access to healthcare team in conjunction with the UK Home Office, 60 patients’ names will be removed from the Health and Care Index which will result in an annual saving to the HSC of £26,185 with projected savings over a 5 year period of £130,929.

The team have also commenced a further proactive exercise which has identified 404 patients registered on the health and care index and potentially accessing secondary care. For each person removed as a result of this project, this could result in a potential saving to HSC of £10,530 per person for a 5 year period. On a crude analysis, taking an average of 50% of the 404 patients identified as not entitled to be registered, this could potentially save the HSC £2million over a 5 year period.


Customer Survey 2013/14: 100% of those responding indicated they were either satisfied/‘very satisfied

with the quality of CFPS customer service. 93% of those responding rated the overall service from CFPS as either good

very good. 93% of those responding said they were either satisfied/very satisfied’ with the

quality of advice provided.

Customer Forum(s): CFPS participate in monthly and quarterly customer forums with the HSC

Board, HSC Trusts and DHSSPS. This provides an important level of engagement with HSC clients to monitor and promote the quality of the services we provide.

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4.3 Summary

Source 2014/15 £k 2014/15 %Cash releasing - -


Total 4.0

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Directorate: Customer Care and Performance, Information Technology Services

1. Overview of Service Offering As part of the Business Services Organisation (BSO) ITS has the responsibility

for the delivery and support of a wide range of regional ICT Services to all HSC organisations in Northern Ireland. In addition to supporting mature ‘Business as Usual’ (BAU) systems, ITS is commissioned through the HSCB E-Health annual commissioning plan to deliver major ICT projects to the HSC which includes complex business case production, large procurements, implementations and support.

During 2013, the BSO initiated an independent review by the Gartner organisation and as a result embarked on a major ITS restructuring and service improvement project known as the ‘Gartner Project’.

The objective is to deliver increased performance and cost transparency to HSC

customers and the HSCB as the Service Commissioner. A key outcome will be the creation internally of an Operations function supporting steady-state systems and a Programme/Projects function to deliver new systems and technology.

Quality and performance are a key consideration for the service. ITS is an ‘ISO 9001:2008 TickIT’ quality accredited organisation, undergoing biannual independent external audits and the service has committed to developing its metrics and SLA’s further to provide excellent levels of service to the HSC.

2. StaffingITS has a complement of one hundred and thirty seven (137) core funded staff and forty-three (43) staff funded from the regional ICT Programme. The majority of technical staff (>95%) having a relevant computing degree, many staff will also have ITIL, PRINCE 2 and other relevant technical specialist accreditations. This is increasingly important in the IT fast-moving technical environment. In 2013, ITS initiated an innovative apprenticeship scheme to ensure capacity and new recruitment to the service.

3. Budget

Pay (Core funded staff only) £5.4mNon Pay £0.8m

Total £6.2m

In addition to the ‘running cost’ budget, ITS has the responsibility for the management and control of approximately £15M annual expenditure from the ICT Programme budget.

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4. 2014-15 Offering

4.1 Productivity

Demand for ITS services has continued to increase year on year to meet the increased number of new systems and end-users. Expectations of availability and access to ITS have also increased with demand for 24/7 availability of systems and access to service-desk support.

In general, there has been an increased level of demand for IT services from BSO ITS customers. In some areas this increased demand is resourced through the addition of staff dedicated to a particular project but in many of the steady state service areas the increased demand has been met through increased productivity.

All work carried out by ITS is associated with incidents and service requests logged with the service desk. If the service desk call relates to an ICT service not working correctly and needing to be fixed then this equated to an incident. If the call relates to a new piece of work, a configuration request or in some instances a transactional event then this is a service request. While service requests may vary in size and scope, even the largest requests are likely to be of a manageable size related to a specific task rather than, for instance, a whole project. This means that over the period of a year, taken together the combination of incidents and service requests are best overall measure of productivity. Some of the specific measures and impact in specific areas are detailed in the drivers described below.

Table 1 below sets outs the growth in Service Requests, Incidents and changes during the 2013/2014 year and the sections below outlines some of the key drivers for those in increases.

Table 1 - Growth in Service Desk Utilisation

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Description09/10 10/11 11/12 12/13 13/14

(Est.)

Increase since

start of ITS

% Increase

since start of

ITS

Change from

2012/13

% Change

from 2012/13

Incidents 10464 13820 6090 15726 15647 5183 50% -79 -1%Service Requests

9153 14401 19465 32045 35024 25871 283% 2979 9%

Change Requests

605 521 643 1059 1757 1152 190% 698 66%

Total 20222 28742 26198 48830 52428 32206 159% 3598 7%


Table 2

2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 (Est)0

10000

20000

30000

40000

50000

60000Number of Incidents, Service and Change Requests

Per YearIncidentsService RequestsChange RequestsTotal

Year

Num

ber o

f Cal

ls Pe

r Yea

r

The information provided in Table 1 shows that while incident reporting has levelled out from last year, the number of Service Requests increased significantly during 2013. The number of Change Requests also increased during 2013/14. It is anticipated that the upward trend will continue into 2014/15 and ITS through smarter ways of working will support a further productivity increase of 3%. Once that point is reached, a business case and negotiations will commence with the commissioner for further resourcing support for the service.

The key drivers for the increase in service requests (and incidents) have been:

o Supporting infrastructure growth – Servers, Processors and Storageo Increase in email storage and mailbox growtho Increase in client devices and tabletso New VOIP telephonyo Increase in Blackberry accountso Increase in remote access to email etc. from home o Increasing wireless capacity through increasing WiFI access pointso Increase in managed system integrationo Improvements to Business Continuity and Disaster Recoveryo Increase in demands on data warehousing

Teams across all of these areas will handle their work as service requests. Additionally, any Service request which requires significant change across the managed systems and infrastructure will be managed through the formal Change Management process. The number of change requests and the work this entails across multiple ITS teams is also another good indicator of the level of productivity across ITS. The increase in change requests also reflects the increased rollout of the change process in the 13/14 year into areas where it was not previously applied e.g. software development.

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4.1.1 Productivity and Service Requests in Functional areas.

The following business areas have all shown increase in workload and productivity over the 2013/14 year. In each of these areas this would be reflected in the overall number of service requests and change requests completed. Specific measures related to each area e.g. number of servers supported are also detailed below.

4.1.2 Supporting Infrastructure Growth- Servers, Processers and StorageDuring the last year ITS undertook a restructure within the Infrastructure support area to put in place a ‘Technical Operations’ support function. This team now proactively manages and monitors the availability of the technical infrastructure focusing on the key performance parameters within that area.

All IT systems, both existing and new have to be supported by a robust IT infrastructure of physical IT servers and the data collated has to be stored, some of it for an infinite period. This is an area within ITS which has seen considerable growth in 2013/14.

In 2013/14 introducing increased storage virtualisation improving resiliency and redundancy by reducing complexity, and enforcing standards.

Installing Intersite network links between the datacentres in 2013 has increased, which improves failover times and reduces downtime.

Introduction of a Virtual Tape Library (VTL) in 2013 reduces backup storage requirements by a factor of 6, and facilitates storage compression. It also allows for quicker backup and restore times, as well as reducing dependence on slower manual tape devices.

Upgrade of the VMware server virtualisation software across all of the datacentre servers has increased reliability, added improved functionality.

AIX operating system upgraded from 5.3 to 6.1 across 60+ servers. TSM upgraded from 5.4 to 6.3 across 800+ servers. Common Services and teleworker firewalls upgraded to provide secure

connections to the HSC network for third parties and users working from home.

Legal system used by BSO DLS migrated to datacentres. 10 x Legacy Domains decommissioned e.g. CSA, DIS, NHSSB, etc. Legacy Theatre Management System integration broker replace and

decommissioned. Replacement of XIV and DS3500 storage nodes in both datacentres. Legacy Health and Care Number hardware decommissioned. Surge protection installed for Air Con units in both regional datacentre sites. VMware upgraded from 4.3 to 5.0 across all blade servers. Storage upgrades to XIV gen3. Increased processor & memory capacity on p770 UNIX servers. Deployed SCOM (Management Tool) 2012 & SCCM 2012 across 1000+

servers. Commissioning of 3rd data copy off-site from the datacentres. There was an increase of 28% over the period in the number of Windows

and UNIX servers supported. During the same period a 34% increase in the support of Central Processing

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There has been an increase of 42% during 2013 in the allocation of data storage (Gigabytes) and a 57% increase overall in storage utilisation.

Early estimates suggest this team will absorb a further 36% growth in 2014/15

4.1.3 Email Storage and Mailbox Growth In 2013, the number of supported ‘Live’ mailbox storage was increased by

69%. ‘Archive’ mailbox numbers increased by 119% during the same period. 592 new mailbox accounts were created representing an increase of 18%. 11.5M email transactions were handled during 2013 representing an

increase of 27% against 2012. The number of virus’s detected increased significantly during the same

period.

4.1.4 Client Devices/TabletsThe number of desktops supported during 2013/14 increased by 12% against those supported in 2012/13. The tablet market has just started to grow but ITS expect a significant increase in the number of tablets in 2014/15. Given that the number of desktops and laptops will not significantly diminish this is an area where ITS will be making a business case for resources to deliver services in 2014/15.

4.1.5 VOIP (Internet) Telephony – NEW SERVICE AREAThis is a completely new service for ITS. From a baseline of zero during 2012/2013, 255 Voice over Internet Protocol (VOIP) desktop telephones have been rolled-out and supported across 7 sites largely through the use of new toolsets and using the existing complement of staff. The requirement for this state of the art technology is predicted to significantly grow in 2014/15 and ITS will be preparing an appropriate business case to set the service up and resource it for the anticipated growth. At present it is estimated that 1500 new VOIP phones will be need to be deployed and supported during the 14/15 year resources to support this service will need to be identified with the HSCB as commissioner.

4.1.6 Blackberry AccountsITS initially started to support a small number of these in an unfunded arrangement. There has been an increase of 9% in the number of Blackberrys supported since 2012/13.

4.1.7 Remote Access to Email, Etc. From Home – RPA2 Organisations & GP’sA 103% increase in the number of staff utilising this functionality was delivered between 2011/12 and 2012/13, with a further increase of 36% during 2013/14. Plans are in place to roll functionality out to a further 1500 staff over the coming months.

4.1.8 Wi-Fi CapabilityAnother area of rapid growth is in Wi-Fi with 84 access points having been installed over 22 sites during 2013/2014. Customers regularly utilising this capability has increased from 190 to 238, an increase of 25%.

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This team supports over 1700 system-to-system interfaces and this is increasing all the time as more and more data is shared between systems. A significant programme of work was completed in 2013 to support the launch of the Electronic Care Record system. Work continues on initiatives to improve the sharing and reuse of data across HSC systems to streamline processes such as admissions and referrals. Workload is expected to increase 10% in this area in 2014/15.

4.1.10 Business Continuity & Disaster Recovery: The creation in 2013 of a Business/IT Service Catalogue held in a Configuration Management Database (CMDB) significantly enhanced the ITS capability to manage and/or recover supported systems and applications. Each Service has specific service continuity documentation and operational run books. Each service has clearly defined Recovery Time Objectives (RTO), Recovery Point Objectives (RPO), and an agreed priority tiering for recovery in the event of a Major Incident, or invocation of Business Continuity procedures. The operational run books for each system enhance availability by proactively managing the applications, enforcing standards and policies, providing real time reporting, and ensuring a full audit trail is available.

4.1.11 Data warehousing:Increased productivity in the Data Warehouse and Integration services can be summarised in the table below.

Description 2010/2011 2011/2012 2012/2013 2013/2014 % Increase since start

of ITS

2013/2014 %

increaseBusiness Objects Universes

18 24 48 73 N/A 52%

Business Objects Users

792 921 1091 1202 N/A 10%

Management Information Portal Users

329 438 450 456 N/A 1%

Daily messages into DWH via Cloverleaf from PAS

78,800 120,200 141,300 188,924 N/A 34%

There has been significant growth in both the functional and geographical scope of the Regional Data Warehouse in the last 12 months. All Emergency Department datasets are now included and significant progress has been made on Community information. All Theatre Management and Radiology/PACS datasets will be included by early/mid 2014. This growth will continue as there are additional new data sets currently in a test environment and a programme of work is in place to continue expansion to other areas. This will be achieved within the existing staff complement; the additional demand equating to 0.85 of a data warehouse resource.

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4.1.12 Productivity Offering

ITS is offering to absorb a 3.0 % increase in productivity based on increase in the numbers of incidents and service requests received by the service desk. As set out in the table below we are predicting the number of incidents will fall by 0.5% but that the number of Service Requests will climb by 5% which provides an overall productivity increase of 3%. In some areas where new services are to be taken on (e.g. rollout of 1500 VOIP telephone handsets) then this will need extra resources agreed as part of a new service rollout and cannot be absorbed.

SERVICE AREA STATISTIC 2012/13 2013/14

(Est)INC INC /

(DEC) %2014/15

(Est)14/15 INC / (DEC)

WEIGHTED *PRODUCTIVITY

All Services Incidents Raised 15726 15647 -79 -0.50% 15569 -0.5% -0.1%

All Services Service Requests 32045 35024 2979 9.30% 36775 5.0% 3.1%

All Services Change Requests 1059 1757 698 65.91% 1757 0% 0.0%

SUBTOTAL

48,830 5

2,428

3,598 7.4% 0% 3.0%

TOTAL 3.0%

*Weighted on the basis of staff resource

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4.2 Business Cases and Contract Management

This is an increasing area of business for ITS services and 91 Business cases (6 > £250k and 85 < £250k) were developed so far in 2013/2014. ITS will continue to develop technical business cases into 14/15 but if commissioned to develop regional system business cases will seek to have this work resourced appropriately.

ITS deliver contract management for over four hundred systems and services and with PALS and DLS deliver a full service to HSC. The table below details how ITS has renegotiated a substantial number of contracts and will enable the delivery of monitory savings in the order of nearly £3M from 2014-15 for the HSC. This is finance handed back to the Commissioner for redistribution.

Project/Area Description Savings Area 2014-15 £

EPES FPS Systems used to calculate Pharmacy and Dental and Ophthalmic payments

Savings on the annual revenue support costs due to negotiation of a new support contract

£102K

H+CN Health and Care Number Service, covering the main HCN Index, GP email and internet connectivity

Savings in support costs due to negotiation of a new support contract

£300K

TPA 2013 Technology Partnership Agreement (2013)

Negotiated additional discounts off Hardware, Services and Software for volume spend across the whole HSCNI.

Negotiated the removal of all 3rd party "mark-ups" against purchases made under TPA

£1.25M – based on estimated

spend profiles in comparison

with the previous TPA

contractRTMS Provision of support

services for the Regional Theatre Management System which is used for reporting on the utilisation of theatres at Trust and regional levels

Savings in support costs due to introduction of a support contract directly with the application supplier and infrastructure support being provided by BSO ITS.

£85K

Accomm ITS Accommodation Consolidation of ITS premises £115K

FPS New FPS payments system for Dental, GP and Pharmacy contractors

Maintenance/development Fujitsu Mainframe contract

£114K£285K

NIECR Northern Ireland Electronic Care Record

ECS support cost saved by provision of access to ECS dataset through NIECR, and migration of ECS users.

£117K

NIPACS Regional RIS and PACS deployment across all Trusts in NI (with exception of RVH and BCH sites)

Due to the Financial Stability Initiative Agreement, there will be a significant saving on Service Charge payment to Sectra for 2014/15.

£125K

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GP Internet and email

Support Services GP internet and email services support, provided through the HCN Continuation Contract will be brought “in-house” and delivered by BSO staff

£144K

GMS ICT Migration of Support Services

Following the decision by CSC to withdraw its systems from the GP marketplace, BSO ITS successfully managed the migration of 47 practices from CSC systems to systems from alternative suppliers on the NI Framework.

£220K

GMS ICT Installation of new ICT equipment

Historically, each incumbent supplier of GMS systems provided and installed all new GMS ICT equipment for their practices. By agreeing standard specifications and a robust delivery process, BSO ITS was able to purchase the equipment from a single supplier

£40K

Total £2.897M

4.3 Non-Monetary and Value Added Benefits

The following paragraphs detail a number of initiatives and innovations delivered by ITS. A number of these service improvements and enhancements will enable efficiencies to be realised by HSC customers in terms of time, money and patient safety.

4.3.1 Community, Social Services and Primary Care Child Health: Links have been established between the four Child Health

systems to enable access and information to flow between trusts. This will enable time efficiencies in trusts by avoiding the need for staff to manually request information and for staff to gather and send information. The system continues to be enhanced to underpin the needs of new and evolving Child Health Programmes and initiatives.

Electronic Referrals: GP’s have been provided with the ability to generate and send referrals and advice requests electronically to Consultant led services in Secondary Care. This should enable GP practices to reduce costs in relation to the printing and posting of referral letters, and having to telephone/write to Consultants for advice. This should also reduce the time between patients seeing a GP and contact from Secondary Care.

Out of Hours (OOH) Consolidation: Separate OOH systems have been merged into a single shared system. This will enable efficiencies to be made by OOH providers as all records are now accessible via the shared system, significantly reducing the need for manual enquiries.

Electronic Northern Ireland Single Assessment Tool (eNISAT): This system has now been rolled out to trusts enabling staff to capture and share assessment details in relation to ‘older people’. This has enabled efficiencies

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in trusts as staff that have access to the previously recorded assessment detail do not now need to spend time repeating the assessment. In addition, assessment detail is available in the system so there is no longer the need to manually request or manually supply it.

Understanding the Need of Children in Northern Ireland (UNOCINI): This

solution, enabling Trust staff to capture and share assessment details on children, has now been rolled out to trusts. This has enabled efficiencies in trusts as staff that have access to the previously recorded assessment detail do not now need to spend time repeating the assessment. In addition, assessment detail is available in the system so there is no longer the need to manually request or manually supply it.

GMS ICT Framework Renewal: This project is to establish a new Framework to allow ‘Business As Usual’ (BAU) procurement of ICT equipment and services for GMS. The aim is to have the new Framework in place by June 2014 (the existing framework contracts expire in March 2015). Non-Monetary benefits associated with the implementation of the framework are continued delivery of patient care by GP’s, HSCB continue to meet the requirements of the GMS Contract regarding provision of ICT products and services, facilitate information sharing across HSC and a new procurement route for additional services.

Community Information and Reporting: Significant progress has been made through joint efforts between the Community and Data warehouse teams, in establishing a “Community Data warehouse”. This provides the facility to Trusts, HSCB and, soon, the DHSSPS to analyse and report on Social Care data extracted from SOSCARE. Work is on-going to increase the scope of the dataset to include other areas of social care and to add in data from the Child Health System. This initiative will result in considerable time spent currently by Trust and other staff manually compiling reports.

4.3.2 Data Warehouse and New Systems Development Data Warehousing (1): The “Honest Broker” service for internal HSC use

has been launched. An external research project is currently being piloted with the view to launching this aspect of the service early in 2014.

Data Warehousing (2): Additional significant effort will be required with the Business Systems Support area to provide data warehouses for legacy business applications. This will include areas such as Pharmacy (PIL), Travel (Tex), GL, LAPS, etc.

New Systems Development: The regional Stroke Information System developed by the New Systems Development team was piloted by Southern Trust in 2013 and is expected to be implemented by all Trusts in 2014. The benefits of the system will include:

o Improved governanceo Ability to measure outcomes of care and investmento Equity of service provision and outcomes

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o Improved communication with and between hospitalso Improved communication with GPs

Support to Procurement and Logistics Service (PaLS): A database to record and track Single Tender Actions was developed and in now in use. A new Community Care Database (Belfast Trust) has been developed and is being tested by PaLS.

New FPS Development: The team is now fully engaged in the development of the new FPS payment systems. Working in partnership with the third party contractor, work is meeting a very demanding schedule with go-live for the GP module expected in April 2014. Additional project and product management effort has been required to support the ‘Scrum’ development approach.

FPS: In addition to the monetary savings identified at Table 8 above the new FPS system will should remove the majority of ‘secondary payments databases’ and spread sheets, provide much enhanced management information to support HSC bodies, including commissioning bodies.

4.3.3 Northern Ireland Electronic Care Record (NIECR) Northern Ireland Electronic Care Record: The NIECR Project is

implementing and supporting a regional Electronic Care Record system to provide a web-based portal view of health and social care information for each patient or client who has an encounter with the HSCNI in order to improve the quality, safety and efficiency of care. The ECR system is being delivered as a clinical tool in all the HSC Trusts and in GP Practices and Out of Hours Centres in Northern Ireland, and continues to develop data feeds and functionality to support the delivery of care.

4.3.4 Clinical and Secondary Care NIPACS: Implementation of the “Sectra Order Management System”, to

replace the current “Sectra Connections” system. This will provide Results Acknowledgement as well as a more user friendly and intuitive system. Go live of XDSI, which will enable sharing of images and reports between NIPACS, GE and Philips PACS. The associated technical refresh of Diagnostic Workstations used by Radiologists will improve performance.

4.3.5 Infrastructure H+C Number: The new HCN Continuation Contract will allow for a “clean

exit” from the three elements of the contract, (Internet and email; GP Network support and HCN Index Support) as and when required by BSO.

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4.4.1 ITS has made provision for a number of formal opportunities to test the level of satisfaction with its various customers. A summary is provided below:

Customer Survey 2013/14 80% of respondents were either satisfied/very satisfied with the service

provided by the BSO ITS Service Desk. 72% of respondents rated the overall service provided by ITS as either

good/very good. 89% of respondents were either satisfied/very satisfied with the courtesy of

BSO ITS staff.

Customer Forums ITS senior managers participate in regular customer forums with the HSCB,

HSC Trusts and other customers. In addition, ITS Product Managers meet regularly with third party IT providers to ensure contractual commitments are being met and that value for money continue to be achieved.

Data Centre Availability All appropriate mitigation measures will continue to be taken to help ensure

service availability during the interim period prior to the migration of services to a new data centre solution within the next 24-30 months.

4.5 Pressures and Challenges

4.5.1 Legacy Finance Systems: Continued support for the legacy finance systems is required due to the FPL project not replacing the full functionality of the legacy systems. Specific examples include BPR (as well as GL) being still required as the ABS CP solution does not provide the required functionality. SIS is still being used by the Southern Trust to manage their internal stores, with LAPS still being used to process payments such as JAC.

4.5.2 HRPTS/FPL Support: Significant additional effort will continue be required in supporting the HRPTS/FPL Business as Usual processes as these have not been fully defined. Significant support was required from ITS support teams in managing the high volume of Service Incidents experienced during the implementation of these new services. In addition, in the absence of BSTP project funding overtime expenditure in the order of £10K was required to support HRPTS.

4.5.3 24 Hour Support Cover: The out of hours support cover for the technical infrastructure and other key systems will require recurrent funding of approximately £50K - £60K to maintain.

4.5.4 Internal Growth within Customer Organisation: See note at Section 1.3.

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4.6 Summary

Source 2014/15 £k 2014/15 %Cash Releasing - -


Total - 3.0

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Department: Customer Care & Performance, Internal Audit

1. Overview of Service OfferingThe primary role of Internal Audit is to provide the Accounting Officer, in an economical, efficient and timely manner, with an objective evaluation of, and opinion on, the overall adequacy and effectiveness of the organisation’s framework of governance, risk management and control. The Head of Internal Audit’s opinion is a key element of the framework of assurance that the Accounting Officer needs to inform the completion of the annual Governance Statement. The Head of Internal Audit’s overall opinion is based the delivery of an annual audit plan.

Excluding BSO itself, Internal Audit has 15 clients across HSC. Each client has a Service Level Agreement with BSO which includes the provision of a specific number of internal audit days each year. These annual audit days are allocated between individual risk based planned audit assignments, management time, follow up time and contingency (ie, the annual audit plan).

The 2014/15 Service Level Agreements with those HSC organisations transferring transactional activity to BSO shared services will include audit days transferred to BSO shared service. These transferred audit days will be utilised in the internal auditing of the shared service centres.

2. StaffingThe Internal Unit currently has 38 staff, across four offices, delivering an internal audit service to 16 HSC organisations. Fourteen of the 35 auditing staff are qualified accountants / auditors and the unit is currently supporting 7 other staff through their accountancy / auditing studies.

3. BudgetInternal Audit has an operating budget for 2013/14 of £1.3m:


Total £1.3m

4. 2014/15 Offering

4.1 ProductivityInternal Audit will increase SLA days delivered to all HSC clients by 1% on 2013/14 levels, utilising existing staff resources. The detail of how this additional time will be utilised by clients will be discussed and agreed with each HSC organisation during planning meetings.

In addition, Internal Audit will also conduct regional IT audit work in 2014/15 focused on Trusts and BSO as the regional IT centre. This will be funded from the existing Internal Audit budget. The licence fees associated with IDEA software will

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also be absorbed from the existing budget. In total, this will equate to c £26k (ie, 2% of total budget).


During 2014/15, BSO Internal Audit client base may be extended to the NI Fire and Rescue Service. This will require the expansion of the current team and will generate income to cover the costs of the new service.


Customer Survey 2013/14: 86.5% of respondents were satisfied with the quality of advice received from

Internal Audit. 94.6% of respondents were satisfied/very satisfied with the courtesy of Internal

Audit staff 83.8 of respondents were satisfied/very satisfied with the overall service

provided by Internal Audit.

Internal Audit report to clients monthly as part of the BSO Customer report and also quarterly at Audit Committees. The Head of Internal Audit formally provides audit assurance to clients in individual audit assignment reports and in her Annual Report.

The Internal Audit Forum meets twice a year to provide clients an opportunity to discuss and input into the quality and future direction of the service.

The use of Computer Aided Audit Technique software, introduced in 2013/14, will be expanded in 2014/15.

4.4 Summary



Total - 3.0

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Department: Customer Care & Performance, Office of Research and Ethics Northern Ireland (ORECNI)

1. Overview of Service Offering

ORECNI provides an ethical review service to protect the rights, dignity and welfare of research participants within the HSC System / NHS and to protect the rights of researchers to perform ethical research and legitimate investigation. Although the main element of its workload emanates from within Northern Ireland, it also provides a service for the national research projects which occur throughout the UK.

Therefore, it is an essential part of the National Research Ethics Service supported in law and policy by the Departments of Health of all four UK countries. Customer surveys consistently demonstrate a high level of customer satisfaction with the service.

2. StaffingORECNI is a small service comprising 5 staff (3 of whom work on a part time basis) who support the Health and Social care research ethics committees and the UK wide proportionate ethical review rota.

3. Budget ORECNI has an operating budget for 2013/14 of £0.23m: beneficiary


Total £0.23m

4. 2014/15 Offering

4.1 Productivity

For the financial year 2013/14 to date, the ORECNI service has experienced a decrease in its workload to the full HSC REC meetings (this pattern is occurring in other parts of the UK also) but an increase in the proportionate ethical review workstream. This has been due to a number of factors including introduction of proportionate ethical review (review by sub-committee rather than full REC) as business as usual since May 2013, and the impact of revisions of the Governance Arrangements for Research Ethics Committees (GAfREC) which removed the need for ethical review of certain types of research studies which previously have been reviewed by a committee, such as research with HSC staff as sole participants.

The maximum capacity of the ORECNI system prior to introduction of the new Proportionate review work stream was 198 new studies per year. The service has been reconfigured within budget in 2013-14 to provide a maximum capacity review of 240 studies (40% of which will come to the ORECNI service from the UK national proportionate review rota). This additional throughput will be managed within the existing budget and workforce.

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In the 2014/15 year, ORECNI will increase its productivity by 3.4% in respect of managing the Secretariat of Honest Broker Governance Board and also inputting to pilot of Honest Broker Service. This is a minimum estimate based on running the pilot in this financial year and is likely to represent the minimum level of the contribution next financial year.

The Head of the ORECNI will continue to build upon its excellent reputation for customer service by supporting the CC&P delivery of customer service training across the wider HSC organisation.


In 2014/15 ORECNI will generate additional income through the sub-rental of office space to the National Clinical Assessment Service (NCAS) for £5,000. This additional income will effectively be recycled and returned to customers.


Customer Survey 2013/2014: 94% of respondents were either satisfied/very satisfied with the time taken to

speak to ORECNII staff 96% of respondents were either satisfied/very satisfied with time taken to

respond to customer queries 97% of respondents were either satisfied/very satisfied with the courtesy of

ORECNI staff

Customer Forum(s): ORECNI staff meet regularly with customers and clients.

Quality Assessment: ORECNI are accredited, and regularly assessed, by the national Research

Ethics Service.

4.4 Summary


Additional income - -Total - 3.9

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Department: Customer Care & Performance, Customer Relations& Service Improvement

1. Overview of Service OfferingThe Customer Relations and Service Improvement team manages the following on behalf of the Organisation:

Customer Relations through the management of Service Level Agreements, client liaison, establishment and facilitation of customer forums, customer surveys, monitoring arrangements and issue resolution;

Corporate Performance Management reporting through the Corporate Scorecard and monitoring of Directorate Scorecards;

Facilitation of Service Improvement and quality initiatives, including benchmarking;

Aspects of governance and accountability, including co-ordination of Controls Assurance Standards and risk management arrangements and reporting through the Corporate Risk Register; facilitation of the Board Governance Self-Assessment process; supporting the Accountability Review process and liaison with Departmental Sponsor Branch;

Strategic and business planning processes for the Organisation;

Aspects of corporate communications, i.e. production of the monthly Staff Newsletter and Annual Report.

2. StaffingCustomer Relations and Service Improvement has five members of staff, three of whom are permanent. The two temporary members of staff are a Band 6 Planning & Performance Officer and an Intern. A Band 4 recruitment agency member of staff was employed for one month of the 2013-14 year and a Band 3 recruitment agency member for staff for two months to assist with additional duties.

3. BudgetCustomer Relations & Service Improvement has an operating budget for 2013/14 of £0.2m:


Total £0.2m

4. 2013/14 Offering

4.1 Productivity

Customer Relations and Service Improvement was restructured during 2012/13 following the permanent suppression of a Band 8A post.

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The Director of Customer Care and Performance has now permanently taken on additional responsibilities in relation to the management of IT services and the preparation of Service Level Agreements / performance management arrangements for Shared Services. A temporary member of staff (Band 6 Planning and Performance Officer) has been recruited to provide support in carrying out this extra work with the agreement of the Chief Executive. The temporary periods of cover provided by two recruitment agency members of staff during 2013-14 have ceased. Costs for this cover were largely offset by re-charges for temporary management cover provided by Customer Relations and Service Improvement to another department within BSO during a period of staff secondment.

Customer Relations and Service Improvement has responded to increased governance and accountability arrangements and revised business planning processes within tighter timeframes by facilitating the Board Governance Self-Assessment process introduced for completion by April 2013 for the first time. This included the facilitation of a workshop for Board members. Revised business planning processes within tighter timescales has resulted in Customer Relations and Service Improvement driving a number of additional planning workshops, including one for Board members during the year.

With the growth and development of the BSO, additional facilitation work has been carried out in relation to the preparation of Service Level Agreements. The team will endeavour to ensure the agreement and signing of Service Level Agreements with customers within tighter timeframes so they are in place at the beginning of each new financial year. The introduction of Shared Services will bring extra governance arrangements, including the establishment of Shared Services Customer Forums and co-ordination of reporting on risk management and Controls Assurance Standards.

In addition to the planning and governance workshops referred to above, during 2013/14, the Customer Relations and Service Improvement team delivered mandatory Risk Awareness training sessions across the organisation in response to Audit recommendations. Following the roll-out to all staff, they will continue to be delivered during 2014/15 as an integral part of the revised Induction Training sessions. Contribution to Customer Experience Improvement workshops will also continue to be made by the team where required.

Customer Relations and Service Improvement will continue to deal with the demands arising particularly from the factors outlined above. Resources required to deliver will be kept under review and additional activity will be absorbed where possible.

It is not possible to measure productivity for Customer Relations and Service Improvement in the same way as a transactional service. However, it is evident that the additional activity outlined above to be carried out within existing resources should result in a productivity gain in excess of 3% during 2014-15.

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4.2 Summary


Additional income - -Total - 3.0

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Department: Customer Care & Performance, Equality and Human Rights

1. Overview of Service Offering The role of the Equality and Human Rights Department is to support the Business Services Organisation and ten other HSC organisations in mainstreaming equality, diversity and human rights in their work. This includes providing training, support in policy development and implementation (equality screening and equality impact assessments), developing good practice initiatives, preparing equality schemes, action plans and annual reviews of progress and providing information and briefings to staff.

2. StaffingThe Equality and Human Rights Department has four members of staff.

3. BudgetThe Department has an operating budget for 2013/14 of £0.2m:


Total £0.2m

4. 2013/14 Offering

4.1 Productivity

Equality Services were restructured in 2011 to align more closely with customer organisations. Evidence of the ongoing success of restructuring can be demonstrated by the following metrics:

100% of statutory documents approved by Equality Commission with minor or no amendments;

delivery of training programme in accordance with targets agreed with clients;

The Department has introduced SAGE time recording to generate evidence of increased productivity achieved through partnership working.

During 2014-15, the Equality Unit will absorb additional demand from clients in relation to equality screening support and the development of dedicated EQIA training, which will amount to an increased productivity in excess of 3%.

4.2 Additional income generation

Additional revenue of £7k has been generated from the Unit’s HSC clients and recycled in the form of greater efficiency.

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Customer Survey 2013/14: 100% of respondents were satisfied/very satisfied with the quality of service

provided by Equality and Human Rights staff. 80% of respondents strongly agreed that Equality and Human RIghts provide

value for money (20% neither agree nor disagree). 100% of respondents were satisfied/very satisfied with the quality of advice

received from Equality and Human Rights.

Customer Forum(s): Equality staff meet regularly with all customers and have a range of customer

forums in place; Equality scored 100% in the customer survey in the area of face-to-face

facilitation.

Benchmarking/Value for Money: In 2013/14 the Equality Unit continued to explore the potential for and to assess

the benefits of aiming at gaining ISO accreditation.

4.4 Summary


Productivity - 3.0Total - 3.0

Department: Directorate of Legal Services (DLS)

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1. Overview of Service OfferingThe Directorate of Legal Services (DLS) provides a comprehensive range of Legal Services to all HSC Organisations. The services include the following:

• Medical Negligence;• Family Law;• Employment law;• General Litigation;• Conveyancing;• Procurement and contracts;• Administrative law (ie, judicial review).

There is a time recording system in place, so that all activity carried out on behalf of clients is fully recorded: all clients are provided with a monthly printout detailing all time/activity carried out on their behalf, against each file. The performance of DLS is regularly monitored and reviewed by the Legal Senior Management Team.

2. StaffingDLS has a total of 111 staff of whom 47 are qualified Solicitors. The Directorate has four sections, broadly reflecting particular areas of law.

3. BudgetThe Legal Services Department has an operating budget for 2013/14 of £4.43m:


Total £4.3m

4. 2014/15 Offering

4.1 Productivity

DLS will absorb an increase in demand for its services in 2014/15 of 3.0% by increasing productivity levels across its workforce. This efficiency will be delivered through increased activity which is measured by time recording, consistent with the current trend of increasing demand for its services, as outlined overleaf:

Three Year Trend

Productivity Growth

2010/11 2011/12 2012/13 TotalGrowth

%

AnnualGrowth

%Total hours 68,263 71,447 74,352 8.9% 5.4%Increase in Hours 3,184 2,905% Increase 4.7% 4.0%

One Year Growth (part year)

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Productivity Growth

2012/13(to 31 Dec)

2013/14(to 31 Dec)

TotalGrowth %

Total 54,003 60,884 12.7%Increase in Hours 6,881Total 12.7%

Any increase in demand over and above the 3.0% productivity gain will be escalated to client organisations as a matter of urgency and taken forward with a view to the provision of additional supporting resources. DLS will work closely with its customer organisations to manage and monitor demand.

4.2 Additional Information

DLS continues to make significant savings on Counsel’s fees and third party Solicitor’s costs. As at 31st December 2013:

Total savings on fees paid to Counsel year to date amounted to £976k; Total savings on third party costs year to date amounted to £3.7m.


Customer Survey 2013/14: 100% of respondents were satisfied with the courtesy of DLS staff. 94.9% of respondents were satisfied with the quality of advice received

from DLS 94.9% of respondents were satisfied with the overall quality of DLS

customer service Customer Forum(s):Legal staff meet regularly with all customers, including daily advice, regular case review meetings and an annual Legal Service Review Meeting.

Benchmarking:Legal Services participate in a yearly benchmarking exercise. The 2014/15 exercise will take place in January 2015.

4.4 Summary

Source 2014/15 £k 2014/15 %Cash releasing n/a -

Productivity n/a 3.0Additional income - -

Total - 3.0

*Productivity calculations: 2011/12 – 71,447 hours2012/13 - 71,447 hours + 2.5% = 73,233 hours2013/14 - 73,233 hours + 3.0% = 75,430 hours

Department: Finance

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1. Overview of Service OfferingThe primary responsibilities of the Finance Department are to maintain appropriately robust systems of financial accounting, financial management and financial governance within the Organisation and to provide a range of accounting and financial services to HSC client bodies. These services include the provision of full Management Accounting and / or Financial Accounting services, including the production of annual Statutory Accounts.

All transactional processing functions have migrated / will migrate to Shared Services in early 2014.

Operational performance is continually monitored and challenged and all clients are issued with regular assurances on the adequacy, timeliness and completeness of this performance.

2. StaffingThe Accounting and Financial Services Division within the BSO Finance Department has been significantly impacted by the migration to Shared Services. Initially 30 staff (rising to 31 after 12 months) will transfer to Shared Service Centres with their respective functions once Accounts Payable, Accounts Receivable and Payroll Shared Services have gone fully live. The role of the existing Head of Client Accounting and Financial Accounting and Control will be expanded to act as the BSO conduit with each of the three Finance Shared Service Centres on all aspects of operational performance to include monitoring of SLAs and KPIs. It has also been agreed that the Head of Client Accounting and Financial Accounting and Control will also act as a point of Finance Shared Services escalation for all BSO Finance HSC clients to ensure continuous delivery of all BSO financial and management accounting services. All new Shared Service liaison activities arising will be absorbed within the existing Finance resource base.

Post the introduction of Finance Shared Services, the Finance Department will be comprised of 27 staff who will provide support services to BSO, such as, Financial Accounting, Management Accounting, Financial Governance, Banking and Capital Accounting as well as the provision of Financial and Management Accounting and Capital services to seven HSC client organisations.

3. BudgetThe Finance Department has an operating budget for 2013/14 of £1.9m (which includes the budget for the regional Fujitsu contract):


Total £1.9m

4. 2014/15 Offering

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4.1 Productivity

The focus on productivity gains arising from the transactional processing functions of Accounts Payable, Accounts Receivable and Payroll will shift to Shared Services. The Shared Services Department will, through its adherence to the BSTP / Shared Services Outline Business Case, deliver on the planned glide path to ultimate overall efficiency. This "efficiency" glide path is steepest in the earlier years of the BSTP / Shared Services Outline Business Case and, as such, it is expected that the transactional Finance charges in respect of services delivered by BSO to regional HSC organisations will be less than they are now, subject to inflation. This "efficiency" glide path begins once all of the regional shared service centres become fully operational, which is expected to be mid 2014/15.

Within the Retained BSO Finance Department, post migration to Shared Services, the role of the existing Head of Client Accounting and Financial Accounting and Control will be expanded to act as the BSO conduit with each of the three Finance Shared Service Centres on all aspects of operational performance to include monitoring of SLAs and KPIs. It has also been agreed that the Head of Client Accounting and Financial Accounting and Control will also act as a point of Finance Shared Services escalation for all BSO Finance HSC clients to ensure continuous delivery of all BSO financial and management accounting services. Crucially, this proposal does not recommend the injection of additional resources to manage the interface with the new BSO Shared Service Centres – all activities arising will be absorbed within the existing Finance resource base.

The Department provides a full Statutory (year end) Accounting service to four HSC clients and has augmented this service with the production of full accounts for the nine month period. This work is presented to the respective client audit committees annually in February. This additional work (at a notional cost of c £10k) has been absorbed within the Department’s Client Accounting function at no additional cost to the clients concerned.

The post of Head of BSO Financial Services is more than 50% affected by the introduction of Shared Services. The post holder was a Band 8a and accepted redundancy, exiting the Organisation on 31 December 2013. The post holder carried out a number of functions not related to Transactional Services which are not affected by the migration to Shared Services, such as the production of Whole of Government Accounts for BSO, compilation of quarterly National Fraud Initiative returns to NIAO and DHSSPS as well as the management and oversight of all BSO Capital Accounting functions. With effect from 1 January 2014 these duties have been redistributed and absorbed within the existing Accounting and Financial Services Division.

In addition, the Finance Directorate has incurred the cost pressure relating to the Fujitsu annual contract, which has been in excess of pay and price uplifts. Over the last two years this has equated to a required uplift of over 12% above the annual price uplift secured. This increase is equivalent to 2.9% of the Finance budget, however Finance can only commit to efficiencies to enable 1.7% of this cost pressure to be absorbed.

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4.2 Summary


Productivity n/a 3.0*Additional income - -

Total - 3.0

* Productivity saving to be generated of £34k, comprising nine month client accounting work absorbed (c £10k) and BSTP unaffected element, ie 30%, of Head of Financial Services position absorbed (£24k) and partial cost pressure relating to the Fujitsu contract (£50k).

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Department: Human Resources and Corporate Services

1. Overview of Service OfferingThe Human Resources and Corporate Service Directorate provides a range of HR services to HSC client bodies. These services encompass the full range of HR services.

Operational performance is continually monitored and challenged and all clients are provided with relevant information in regard to performance of the SLA and the value for money of the service offering.

The Administrative services department provides a range of administrative support services including the coordination of the facilities management contract for the BSO, management of the Estate and Information Governance.

2. StaffingThe HRCS Directorate comprises nineteen staff in Human Resources while there are four staff in Corporate Services. Three of the Human Resources Staff have effectively transferred to shared services.

3. BudgetTotal HRCS operating budget for 2013/14 is £2.7m. The Human Resources Department has an operating budget of £1.1m, comprised as follows:


Total £1.1m*

The Corporate Service Directorate has an operating budget for 2013/14 of £1.6m (including a number of corporate budgets for utilities, etc.) comprised as follows:

Pay £0.2mGoods and Services £1.4m

Total £1.6m

*This includes budgets for the Recruitment team who moved to shared services during 2013/14.

4. 2013/14 Offering

4.1 Cash releasing saving

The Corporate Services budget has been significantly downsized as a result of its transfer back to HSCB leaving no opportunity for further savings from the salaries budget.

In addition, the reduction of HR staff as a result of a transfer to shared services leaves little room for manoeuvre. In addition the transfer of 400 staff in itself to HR will put further pressure on productivity indices as referred to below.

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4.2 Productivity

The focus on productivity gains arising from the transactional processing functions of Recruitment and Selection will shift to Shared Services. The Shared Services Department will, through its adherence to the BSTP / Shared Services Outline Business Case, deliver on the planned glide path to ultimate overall efficiency. This "efficiency" glide path is steepest in the earlier years of the BSTP / Shared Services Outline Business Case and, as such, it is expected that the transactional Human Resources charges in respect of services delivered by BSO to regional HSC organisations will be less than they are now, subject to inflation. This "efficiency" glide path begins once all of the regional shared service centres become fully operational, which is expected to be mid 2014/15.

The HR Directorate provides a range of services to HSC client organisations. Since BSO’s incorporation in April 2009, the Directorate has experienced consistent, significant growth in volumes of activity across a range of activities both within BSO and on behalf of its client base, as summarised below:

Activity 2009/10 2010/11 2011/12 2012/13 2013/14 (to 31 Dec 13)

Total %Growth

Headcount 1,916 2,069 2,065 2,407 2499 23%

New starts 366 181 628 527 321 -14%*

Leavers n/a** 202 194 298 229 12%

* The reduction in new starts is the resultant of additional intensive work undertaken in 2009/10 as a result of RPA phase 2 implementation. New start figures from 2009/10 are artificially high because of organisational restructuring which took place, i.e. Four organisations merged into two which came onto to BSO payroll.

**Figure not available due to HRMS consolidation in 2010

The forthcoming year will see a number of significant HR initiatives:

The consolidation and the pursuit of benefit realisation arising from HRPTS will require significant work involving both HR and managerial staff.

The introduction of shared services will see a continuing increased demand on Employee relations services;

There is an expectation that there will be an increasing demand for re-evaluations of bandings across a number of customers which will require significant managerial time and organisational investment;

The outputs of the staff surveys will also prompt organisational development opportunities across the customer base which will require more value adding contributions from HR staff supported by colleagues in the HSC;

Customers are already seeking additional input on strategic issues including the development of learning and development plans particularly for PHA and HSCB, which will require a higher level of time spent by HR staff.

An increasing contribution from senior HR staff and the Information team is also expected as a result of TYC.

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A developing and increased demand for involvement of senior HR staff in workplace relationship issues.


Not applicable.


Customer Survey 2013/14: 70.7% of respondents rated the overall service received from HRCS as either

good/very good 75% of respondents were either satisfied/very satisfied with the time taken to

respond to queries. 92.7% of respondents were either satisfied/very satisfied with the quality of

advice received from HRCS

Customer Forum(s): HR hold regular customer forums with a range of customers.

Benchmarking:

HR participates in regular benchmarking exercises. Some key results of the latest exercise (November 2013) are shown below:

The cost of recruitment per post filled is currently £458, against an average of £1,843

The cost of the HR function as a percentage of customers’ running costs is 0.53%, as opposed to the industry average of 1.93%

The cost of the HR function per FTE member of staff is £710 compared to the benchmark average of £1,481 which indicated.

The ratio of employees to HR staff in BSO is 1:112 compared to the benchmark average of 1:71 which represents a upper quartile performance.

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The table below indicates the performance of the HR directorate across a range of measures which demonstrates the following:

Factor best quartile

performance between the median and best quartile

performance between the median and worst quartile

red indicates

performance in the worst quartile

Section 1. Economy and Efficiency

HRP1a Cost of the HR function

HRP1b HR cost per FTE

HRP2 Ratio of employees to HR staff

Section 2. Impact on organisation

HRP3 Average days per fte per year invested in Learning and Development.

HRP4 Leavers in the last year as a percentage of the average total

HRP5 Average working days per employee per year lost through sickness absence

Section 3 no direct comparators as different scaling is used.

Section 4

Management Practice Indicators

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Section 5 – Tabular DataPrimary Indicators BSO Average Lower

QuartileMedian Upper

QuartileHRP1(ai) Cost of the HR function as a %

organisational running costs (including L&D)

0.61% 1.77% 0.79% 1.64% 2.32%

HP1(aii) Cost of the HR function as a % organisational running costs (excluding L&D)

0.43% 1.47% 0.68% 1.31% 2.19%

HRP1(b) Cost of the HR function per fte (including L&D)

£710 £2,533 £1,555 £2,451 £3,024

HRP1(b) Cost of the HR function per fte (excluding L&D)

£506 £1,565 £836 £1,484 £1,815

HRP2 Ratio of employees to HR staff (including L&D)

112 55 38 55 65

HRP2 Ratio of employees to HR staff (excluding L&D)

119 69 52 69 84

HRP2 Rate of employees to L&D staff 1961 412 134 194 439HRP3 Average days per full-time equivalent

employee per year invested in learning and development

0.5 4.7 2.3 4.2 6.3

HRP4 Leavers in the last year as a % of the average total staff

6.0% 11.9% 7.5% 10.7% 16.4%

HRP5 Average working days per employee per year lost through sickness absence

10.3 6.9 4.9 7.1 8.4

Secondary IndicatorsHRS1 Cost of learning and development activity

as % total pay-bill0.5 2.1 1.2 2.0 2.9

HRS2 Cost of agency staff as a % total paybill 3.3% 7.1% 1.4% 4.5% 8.2%HRS3 % posts in the leadership which are filled

by people who are not permanent in that position

4.2% 6.0% 0.5% 2.9% 8.1%

HRS4 Average elapsed time (days) from a vacancy occurring to the acceptance of an offer for the same post

16.6 44.4 31.5 39.9 50.8

HRS5 Cost of recruitment per post filled £606 £4,281 £2,157 £3,730 £6,242HRS6 Reported injuries, diseases and dangerous

occurrences over 1,000 employees4.5 4.5 0.0 0.9 4.0

HRS7 % people that are still in post after 12 months service

96% 84% 82% 87% 92%

HRS8 Cases of disciplinary action per 1,000 employees

7.1 1.7 4.2 8.0

HRS9 % staff who receive (at least fan annual face to face performance appraisal)

61% 95% 94% 100% 100%

HRS10 % leadership posts occupied by women 32% 36% 29% 35% 45%HRS11 % employees who consider themselves to

have a disability2.0% 4.8% 2.1% 3.9% 5.9%

HRS12 % employees aged 50 or over 34% 28% 20% 27% 34%HRS13 %Black and Minority Ethnic (BME)

employees in the workforcena 9.3% 3.4% 7.4% 14.6%

4.5 Summary

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Total - 3.0

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Department: HSC Leadership Centre (LC)

1. Overview of Service OfferingThe HSC Leadership Centre provides Leadership, Management and Organisation Development support across the HSC. Although the main element of its workload emanates from within HSC, it also provides a service for the private, voluntary and community sectors.

2. StaffingThe Leadership Centre employs 36 staff comprising of Training Consultants, IT Consultants and administration staff.

3. BudgetThe HSC Leadership Centre has an operating budget for 2013/14 of £2.7m


Total £2.7m

4. 2014/15 Offering

4.1 Cash Releasing

During the 2014/15 year the Leadership Centre intends to reduce its budget by £10k (0.4%). This saving relates to increased productivity and will be specific to customers based on their SLA performance.

4.2 Productivity

The Leadership Centre contracts with clients through Service Level Agreements which are agreed annually. The agreements are monitored and reported on, on a monthly basis.

The Leadership Centre is proposing an increase of 1.8% in productivity in the consultancy days available to organisations in 2014/2015; these will be allocated in relation to demand. In addition, the Head of the Leadership Centre will continue to develop the unique relationship the Leadership Centre has with the Service.


The HSC Leadership Centre will generate additional income through the sub-rental of office space. Income will also be generated through the establishment of a new SLA with an organisation which has been agreed for 2014/15, and in the delivery of services to the private, voluntary and community sectors

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100% of those responding rated the overall service from HSCLC as either good very good.

100% of those responding indicated they were either satisfied/‘very satisfied with the quality of HSCLC customer service.

100% of those responding said they were either satisfied/very satisfied’ with the quality of advice provided by HSCLC.

Customer Forum(s): Leadership Centre staff meet regularly with customers and clients through the

Service Level Agreement meetings.

Quality Assessment: The Leadership Centre is ISO 9004 and Investors In People accredited, and

regularly assessed, by the British Standards Institute and IiP.

Source 2014/15 £k 2014/15 %Cash releasing - 0.4

Productivity - 1.8Additional Income 0.8

Total - 3.0

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Department: Finance & HR Shared Services

1. Overview of Service OfferingThe BSO Shared Services provides defined corporate services to all HSC organisations for:

Accounts Payable; Accounts Receivable; Payroll, Travel and Subsistence; and Recruitment and Selection.

In addition to the above specialist shared services centres, BSO Shared Services also provides common system and data administration operations for the Finance Procurement and Logistics (FPL) and the HR Payroll Travel and Subsistence (HRPTS) systems.

1.1 Accounts Payable

The Accounts Payable Shared Services Centre (SSC) is based in interim accommodation in Greenmount House, Ballymena and from May 2014 will manage the payments function for all of HSC.

The Accounts Payable SSC processes all supplier invoices and payments arising from HSC Organisations’ procurement activities as well as the processing of supplier invoices and payments raised without Purchase Orders.

Full creditors’ reconciliation including supplier statement reconciliations is also the responsibility of the Accounts Payable SSC.

1.2 Accounts Receivable

The Accounts Receivable Shared Services Centre is based in T&F Hospital, Omagh managing the operational aspects of the accounts receivable services for the HSC.

Accounts Receivable Shared Services (SS) processes all Customer, Product and Invoice requests or amendments which are correctly submitted and authorised by HSC Organisation. The SSC is responsible for the production and despatch of all invoices, including supporting documentation. In the majority of cases, SS will be the first and only point of contact with customers who may have an invoice query. The exception to this process will be where there is a prior agreement with an Organisation to print out and send invoices locally, where confidential patient information needs to be attached to invoices.

Full debtors’ collection and follow up procedures are also the responsibility of SS.

1.3 Payroll, Travel and Subsistence:

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The Payroll Shared Services Centre is based in College Street, Belfast managing the operational aspects of the Payroll, Travel and Subsistence services for the HSC.

The Payroll Shared Service Centre (PSCC) is responsible for the end to end processing of standing employee and pay data to produce the employee’s pay and ensure that the appropriate financial information has been updated within the organisations accounts.

The Payroll Shared Service Centre processes monthly, fortnightly and weekly payrolls, depending upon the organisational needs. In addition to standard processing, the PSSC will also complete a full year end process to produce tax documents such as the P60 and the P11d and support any annual account activity as required by HSC Employers.

In addition to standard periodic processing, the PSSC also produces off cycle payments to enable payment to employees outside of the normal processing timeframes. The processes for these off cycle payments have not yet been finalised. Once employees have access via self-service to their own employee record, it is envisaged that they will be able to update on-line any changes to their personal details i.e. name, address, bank details etc.

Shared services will also manage all travel and subsistence claims from submission of claim to payment via payroll.

1.4 Recruitment & Selection:

The Recruitment & Selection Shared Services Centre is based in St Luke’s Hospital, Armagh.

Recruitment & Selection (R&S) Shared Services manage the recruitment process from approval/authorisation of a post to the issue of the employee contract and creation of the new employee record on the HR system. The Recruitment & Selection Shared Service lead and support recruitment and selection activities across all Health and Social Care organisations and includes activities such as:

Processing all approved E-Requisitions Proactively managing the creation/maintenance and usage of

Regional/Trust Wide Waiting lists/Reserve lists Preparation, tracking and management of advertising activities in line with

agreed protocols Management of all HSC job applications received Management and facilitation of all shortlisting activities Management and facilitation of the full range of selection processes Delivering all pre-employment check activities in line with agreed protocols

& procedures including escalation management Managing the offer process and associated activities

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Ensuring all R&S inputs to FOI/DP/Applicant Feedback/Queries & Complaints are provided on time and in line with guidelines

Delivering against SLAs and standards

1.5 Business Services Team

The common system and data administration operations provided by Business Services Team (BST) are closely aligned with the activities of other BSO support functions based in Belfast including BSO Information Technology Services and BSO Customer Care directorate.

Business Services Team (BST) also provides Supplier Master Data Management services including supplier creation and amendments as well as a dedicated Supplier Enquiry Helpdesk.

2. StaffingBSO Shared Services is still in transition with completion for each SSC as follows:

Accounts Payable scheduled to be fully established in May 2014; Accounts Receivable scheduled to be fully established in May 2014; Payroll scheduled to be fully established by September 2014; and Recruitment & Selection scheduled to be fully established by December

2014

As of February 2014, the four SSCs comprised of 187 staff with an additional 9 staff in the Business Support Team. The final start-up for Shared Services is 417 WTEs with an efficiency target of 333 to be achieved after 3 years. Of the 417, 218 will transfer to BSO from other HSC organisations:

53 will transfer to Accounts Payable, 47 of which have already transferred; 30 will transfer to Accounts Receivable, all 30 have already transferred; 93 will transfer to Payroll, 21 have transferred; and 42 will transfer to Recruitment & Selection, 20 have transferred

The table below outlines the current staffing compliment, start-up staffing and final target:

Current(as of 28 Feb

2014)

Start-up Target

Income 42 47 40Payments 91 124 79Payroll 34 128 107Recruitment 20 86 75Business Services

9 32 32

Totals 196 417 3333. Budget

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The Shared Service Department does not have an operating budget for 2014/15 however BSO and the HSC Trusts/Organisations have an agreed methodology and model for shared services charging arrangements which includes staffing, systems, accommodation and other relevant costs. Charging in 2014-15 will be on a hybrid basis partly reflecting shared services costs and transactional history.

FY 2014-15 Annual Systems

Maintenance Costs

Total Recharg

eR & S

£'000

Payments

£'000

Income

£'000

Payroll

£'000

Total

£'000

Pay 2,061 2,967 1,400 3,208 9,636Non-Pay 108 156 74 169 507

Total 2,169 3,123 1,474 3,377 10,143 2,317 12,460

4. 2014/15 Offering

4.1 Productivity

Although Shared Services is yet to be fully established, the four Shared Service Centres provide a range of services to HSC Trusts and organisations:

4.1.1 Accounts Payable & Accounts Receivable BSO & Regional Organisations NHSCT WHSCT BHSCT NIAS

Please Note: SEHECT, SHSCT & NIMDTA scheduled to transition in May ‘14

4.1.2 Payroll, Travel & Subsistence BSO & Regional Organisations WHSCT (Travel & Subsistence only)

Please Note: WHSCT (Payroll) scheduled to transition from 3 March, BHSCT on 1 May, SEHECT & SHSCT on 1 July and NHSCT, NIAS & NIMDTA on 1 September

4.1.3 Recruitment & Selection

BSO (SSC currently providing a service using legacy system but moving to new e-Recruitment solution on 3rd March)

Regional Organisations (SSC currently providing a service using legacy system but moving to new e-Recruitment solution on 2nd June)

SHSCT (SSC currently providing a service using legacy system, date for move to new e-Recruitment yet to be agreed)

Please Note: The dates for the remaining Organisations transition to Recruitment & Selection SS are yet to be finalised. However, since the launch of the various centres there has been a significant growth in volumes of activity as summarised overleaf:

Shared Service Activity Commencement Total

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Centres of Service (as of 31st Jan 2014)

Accounts Payable

No of invoices paid 1st Oct 2013 34,618Total Amount of invoices paid (£)

1st Oct 2013 71,144,068

Invoices processed by Scanning

1st Oct 2013 185,677

Accounts Receivable

Number of Invoices Raised

1st Nov 2013 1,746

Total Value Invoices Raised (£)

1st Nov 2013 9,352,822

Payroll Total pays issued 1st Sep 2013 22,981Recruitment No. of applicants

processed1st Oct 2013 4,613

Business Services

Number of Supplier Creations

1st Apr 2013 22,275

Number of Supplier Amendments

1st Apr 2013 19,458

Number of INFRAs Received

9th Dec 2013 294

As further services transition from HSC Trusts and Organisations to BSO Shared Services, there will be a substantial increase in activity across all four centres as well as increased demand on the Business Services Team.


Customer Forum(s):

Shared Services has commenced regular customer forums from January 2014. The schedule of dates are:

SS RegionalCustomer

Forum

VendorManagement

(FPL)

FPL Customer Forum

VendorManagement

(HRPTS)

HRPTS Customer

ForumJanuary 14th 15th January

3rd February February 11th February 11th 12th February 12th FebruaryMarch 11th March 11th 12th March 12th March

7th April April 8th April 8th 16th April 16th AprilMay 13th May 13th 14th May 14th May

2nd June June 10th June 10th 11th June 11th JuneJuly 8th July 8th 16th July 16th July

4th August August 12th August 12th 13th August 13th AugustSeptember 9th September 9th 10th September 10th

September6th October October 14th October 14th 15th October 15th October

November 11th November 11th 12th November 12th November

1st December December 9th December 9th 10th December 10th December

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Benchmarking: Shared Services is undertaking benchmarking exercises and planning is

underway to develop an approach to benchmarking for Shared Services. The Chartered Institute of Public Finance and Accountancy (CIPFA) currently offer benchmarking clubs around Payroll, Creditors and Debtors. These are being explored and a plan will be developed in March 2014.

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Directorate2014/15 Efficiencies

Cash Releasing Productivity Additional Income Total£ % £ % £ % £ %

Operations

Pals 0 0.0 n/a 5.9 0 0.0 0 5.9

FPS 85 1.5 n/a 1.5 0 0.0 85 3.0

Pensions 0 0.0 n/a 2.0 20 1.3 20 3.3

CFPS 0 0.0 n/a 4.0 0 0.0 0 4.0

CC&P

ITS 0 0.0 n/a 3.0 0 0.0 0 3.0

Internal Audit 0 0.0 n/a 3.0 0 0.0 0 3.0

ORECNI 0 0.0 n/a 3.9 0 0.0 0 3.9

CR&SI 0 0.0 n/a 3.0 0 0.0 0 3.0

Equality 0 0.0 n/a 3.0 0 0.0 0 3.0

DLS 0 0.0 n/a 3.0 0 0.0 0 3.0

Finance 0 0.0 n/a 3.0 0 0.0 0 3.0

HRCS 0 0.0 n/a 3.0 0 0.0 0 3.0

HSCLC 12 0.4 n/a 1.8 21 0.8 33 3.0

TOTAL 85 0.2 n/a 3.4 20 0.0 105 3.6

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ANNEX 1 – PLANNED 2014/15 EFFICIENCIES

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