Customer Strategy & Planning 2015

Transcription

1 Changing Gear Rise to the Customer Challenge Customer Strategy & Planning th 28 th April, Newcastle Professional Forums Ltd 2015

2 Planning across the Business April 2015

3 NHSBSA What we do The NHS Business Services Authority is a Special Health Authority and an Arms Length Body of the Department of Health which provides a range of critical central services to NHS organisations, NHS contractors, patients and the public. Our service portfolio includes: Management of the NHS Pension Scheme in England and Wales which has over 2.6 million members and receives contributions of over 9 billion per annum. Administration of the European Health Insurance Card (EHIC) scheme (in the UK) processing over 6.6 million EHIC cards this year. 23.5million people in the UK have an active EHIC card. Management of a 10-year outsourced Master Services Agreement (MSA) for the delivery of supply chain services to the NHS, supporting the planned delivery of around 1 billion of savings to the NHS over the life of the Agreement. Payments to pharmacists (in England) for prescriptions dispensed in primary care settings which involves processing approximately 1 billion prescription items and payments totalling over 9 billion each year. Payments to dentists for work undertaken on NHS contracts which involves processing approximately 44 million dental forms and payments totalling over 2.5 billion in England and Wales.

4 NHSBSA What we do Provision of management information to over 25,000 registered NHS and DH users on costs and trends in prescribing and dental care in England and Wales. Compilation, publication and distribution of the NHS Drug Tariff for England and Wales. Approving the list of medical devices and chemical reagents that appear in the Drug Tariff and determining the price of those products. Administration of a range of health related services across the UK, including a Low Income Scheme, Medical and Maternity Exemption Schemes, Tax Credit NHS Exemption Cards (in the UK) and Prescription Pre-payment Certificates (in England). In total we process over 5 million claims per annum. Management of the NHS Student Bursaries (in England) making payments of over 500 million relating to over 82,000 students. Management of the Social Work Bursaries Scheme (in England) making payments of over 82 million to nearly 14,000 students. Provision of a range of hosted employment, human resources and financial services for various DH teams and programmes. Provision of NHS Protect services (in England and Wales).

5 Why Planning across the business? Dedicated planning function in Contact Centre Services created several benefits and on-going savings of 10% The visibility and range of the MI that could be produced centrally would help drive performance gains. It would lead to a more consistent approach across Patient Services that would allow benchmarking and create efficiencies by facilitating managers to use their time smarter and creating a heightened visibility of performance

6 What we did? Briefings to Team Managers and staff Working Parties Visibility of Planning Team working in Patient Services area Low profile approach Assured that Flexible working would not be removed Centralised management of Time Accounts

7 What we did? Implementation of Time Recorder to enable MI production Centralised MI production Hours pledged to work Centralised Annual Leave Created short and long term plans Created and implemented Daily, Weekly and Yearly Forecasts Introduced Weekly and Monthly planning meetings Provided an informed view of the future!

8 Day Ahead Report This provides a detailed view to all management to understand what is planned to happen the next working day. Forecasted Post 1,484 Forecasted Clearance 1,225 Forecasted Days (based upon clearance at the end of the day) 5 Forecast Processing Hours 173 Pre-planned Shrinkage Hours 152 Forecast Processing FTE Pre-planned Shrinkage FTE Pre-planned Shrinkage % 43.32% Forecasted Clearance Rate 7.51

9 Week Ahead Report 02-Feb- 06-Feb- 03-Feb Feb Feb-15 Totals Estimated Post 2,391 1,025 1,708 1,708 1,708 8,538 Clearance per hour Forecasted Forecasted Clearance 1,104 1,524 1,488 1,637 1,443 7,195 Clearance Variance to post +/- -1, ,707 Claims Outstanding 7,034 8,685 8,186 8,406 8,476 Days Outstanding Predicted Hours - Experienced ,026 Pre-Planned Shrinkage 30% 25% 24% 25% 28% On the day Shrinkage 4% 9% 11% 9% 6%

10 Challenges We needed to understand and accept not all data available and never will be. Staff pre-conceptions regarding Workforce Management Move from daily rate to hourly rate Loss of flexi-time Educating managers on Shrinkage management Managers in back office felt losing control removing cottage industries Establishing the importance of a consistent approach with Team Managers Multi-skilling in the back office more difficult Managing expectations ensuring people understand what they are getting.

11 Benefits & Results Savings of 11% from budget identified and should be realised incrementally across with scope for further savings. Production Rate from 7 to 7.7 which equates to an additional 35,000 applications per year LIS Outstanding days reduced from an average of 9 days in 2012/13 to 7 days in 2013/14 Increased visibility of Management Information has increased hourly rate per advisor and is continuing to demonstrate an upward trend.

12 Additional Benefits (1) This centralised approach allows impacting of resource sharing to be completed quickly, accurately and consistently, conservatively this has saved 50K+ 2 hours Administration time saved per day for each Team Manager due to uniformed management information suite now produced by the Planning Team. Complete and comprehensive MI Suite (Attrition, Dashboard, Headcount, Performance Data, Long and Short-Term Plans) Uniformed Forecasting processing combining operational expertise with the skills of a dedicated planning professional. Long-term planning model allows informed decision making at both a tactical and strategic level.

13 Additional Benefits (2) Recruitment and training now proactively planned based on staffing levels against requirements. Team Managers able to spend more time developing their staff and focusing on quality as non value add tasks removed. Shrinkage is now categorized which wasn t the case previously and this has allowed for more efficient management of non-assessing time. Allows scenario planning and ability to impact any potential changes to the service from internal or external influences. Increased Visibility of Management Information The first 3 months of centralised planning showed that the business lost 212 hours due to system issues. This was then fed back to IT who implemented fixes to improve and stabilize performance.

14 Resource & Costs Initial first year costs for Patient Services were as follows:- One off license cost 85 licenses 27,120 Annual Maintenance 5,273 1 * Band 5 Analyst 27,000 1 * Band 3 Admin 18,000 Total 1 st Year Cost 77,393 Ongoing Costs Year 2 onwards Annual Maintenance 5,273 1 * Band 5 Analyst 27,000 1 * Band 3 Admin 18,000 Total 2nd Year Cost 50,273 Over a 5 Year period the ROI and saving conservatively would be 500,000+ Costs Savings ROI Yr 1 77, ,000 92,607 Yr 2 50, , ,727 Yr 3 51, , ,470 Yr 4 52, , ,182 Yr 5 54, , ,861

15 Moving Forward The Future Senior Leadership Team approval to implement centralised Workforce Planning in Student Bursaries area (100 FTE). HR Shared Services? Prescriptions? The future is unknown but bright!

16 Changing Gear Rise to the Customer Challenge Customer Strategy & Planning th 28 th April, Newcastle Professional Forums Ltd 2015