HSC Business Services Organisation Board

Transcription

1 7 May 2009 HSC Business Services Organisation Board CORPORATE OBJECTIVES 1. Purpose of this report The purpose of this report is to brief the Board on the proposed process for the creation of corporate objectives for the first year of the Business Services Organisation. The report also presents an initial set of objectives which are proposed to form the basis of the accountability framework with the DHSSPS. 2. Background In accordance with the DHSSPS requirements the Business Services Organisation is asked to produce a set of Corporate. The BSO proposes to build this years objectives on the work that was undertaken within the Central Services Agency in preparation for the creation of the BSO. To that end the five areas of objectives within the CSA, namely; Customer, Results, Modernisation, Partnerships and Resources provide a strong background to the new BSO objectives. In addition a sixth objective of Developing the Organisation has been introduced. Although the BSO must produce objectives to satisfy the DHSSPS accountability arrangements the main focus of this process, and of the objectives, is to provide clear direction to BSO to ensure that it continuously improves to meets its customer requirements. 3. Recommendation It is recommended that the Board: 1. Consider and comment on the proposed process for the creation of appropriate corporate objectives and subsequent performance management framework. 2. Consider and discuss the proposed draft corporate objectives as the basis of the accountability arrangements with the DHSSPS. 3. Note that the BSO performance management framework, based on the corporate objectives, will come to July board meeting for approval. 1

2 Introduction Paper BSO 6/ The DHSSPS require the Business Services Organisation to produce Key Indicators / Measures that will outline progress against agree objectives. The CSA produced a service delivery plan 2009/10 which articulated key objectives and plans to deliver to the objectives. This was based around the five Strategic, Customer Satisfaction, Results Orientation, Modernisation, Innovation & Service Improvement, Creating, Maintaining and Developing Partnership and Effective Management of Resources. 2. The new senior management team of the Business Services Organisation (BSO) wish to build on the existing structure of the Service Delivery Plan for 2009/10 and base the first year targets and objectives around the same five areas, plus a sixth area of Developing the Corporate Organisation. It is proposed that the six areas, and the assumption that underpin the areas, with be challenged over the first year of the BSO s existence, with a view to building a new planning and performance management framework in line with a new shared vision for the Business Services Organisation. Process for Developing Appropriate 3. The Senior Management Team have reviewed the existing information and have proposed an initial set of corporate objectives based around the six strategic goals. These are presented in appendix If approved by the board the initial objectives will become the basis of an accountability framework for 2009/10. It is expected that board the BSO board and the DHSSPS will require regular progress reporting against the objectives. 5. It is also accepted that the creation of these objectives has been shaped by the timeframe laid out by the DHSSPS, and therefore the process for the creation has not been as inclusive as it could or should have been. 6. To that end it is proposed to use the proposed objectives as the basis of a series of workshops with key stakeholders, including staff and customers, to develop a 2

3 shared vision for the BSO and to develop further a the corporate objectives into complete, shared and understood objectives. 7. This activity will drive the basis of a three year strategic plan for the BSO which will be shared widely throughout the system and will form the basis for the future accountability framework for the organisation from It is also intended that a key output of this process will be to produce a clear performance management framework, based on the agreed objectives. It is proposed that the performance management framework will be presented, for approval, to the board in July

4 Appendix 1 Initial strategic goals and corporate objectives Strategic Goal 1 To develop the organisation By 30 th June to have produced a Board Approved clear BSO from the legacy structures Reconfiguration Plan to cover all aspects of delivering the new organisation. into an effective and efficient By 30 th June 2009 The senior team members to have carried out a total of 30 staff Business Services engagement workshops, across the complete spectrum of the BSO, to develop a Organisation. shared vision and understanding of the values, purpose and objectives of the BSO By 30 th June 2009 To have agreed a clear funding baseline for the effective functioning of the BSO. By 30 th September 2009 To complete all third and fourth line appointments throughout the organisation 4

5 Strategic Goal 2 To become a customer focussed organisation and to drive customer satisfaction By 30 th September 2009 to have carried out a baseline assessment of customer satisfaction of all major service lines By 30 th September 2009 to have developed, and be beginning to implement, a new customer relationship strategy and action plan. By 31 st March 2010 to have in place customer performance improvement plans across the range of BSO services focussed on further improving by on the measured customer satisfaction baseline. The rates of improvement will be set once the baseline is understood. By 30 th June 2009 to have developed, for key services, customer agreed service level agreements and by March 2010 to meet the embedded objectives within the agreements. By September 2009 To develop relevant and appropriate people related strategies to ensure staff are equipped to deliver to this objective. 5

6 Strategic Goal 3 To deliver a successful BSO through a committed focus on Results. By 30 th September 2009 to have developed a corporate performance management framework including a corporate scorecard and directorate dashboards. Ensure sound governance structures exist which include a. By June 2009 to have a board approved assurance framework. b. Both mid year and year end assurances can be given through approved statements of internal control Ensure that by March 2010 key deliverables within each customer service level agreement are agreed as met by our customers. By December To introduce a revised individual performance review process and culture which connects individual contribution and development to organisational performance. Carry out an initial staff satisfaction survey and develop an action plan based on the findings. This will be in line with agreed departmental timeframes. By March 2010 to have an initial Investors in People development plan with view to corporate accreditation within

7 Strategic Goal 4 To modernise, innovate & deliver service Improvements Drive increases in electronic transactions so as; o By March 2010 to have worked in partnership with DHSSPS to develop a strategy for the roll out of EPES to all potential users. o By March 2010 to have increased the volume of electronically received stock requisitions to 50% o By March 2010 to have increased the EMM ward coverage by 115 wards to a total of 325 wards. Increase productivity across all areas to include o By March 2010 within Family Practitioner Services to have increased processing by WTE by an average of 5% on the March 2009 baseline. o By March 2010 within Legal Services to have ensured between 80% and 90% of available solicitor time is used o By March 2010 within Procurement Services to have reduced average processing time per requisition to three days and under. o By March 2010 within Logistic Services to increase the percentage of products supplied on first request to 96% By September 2009 to develop key strategic objectives in relation to other services including Probity, Internal Audit, Superannuation, DIS, Finance and Human 7

8 Resources By March to have carried out a baseline assessment against the European Foundation for Quality Management (EFQM) for the BSO as a Corporate Entity. As a result develop a 3yr continuous improvement plan for the organisation with a view to being recognised as excellent by the Northern Ireland Quality Award process by By March 2010 to have sustained the current ISO9000 accreditation (s) across the organisation with a view to corporate accreditation in

9 Strategic Goal 5 To create, maintain and develop value adding partnerships. By December to have established customer partnership boards with all customers of the BSO. The boards will both reflect on performance whilst providing a forum for partnership development of products and services. By September 2009 to established a regular programme of customer visits by members of the Senior Management Team across the range of key service areas. Work in partnership with the DHSSPS to ensure the successful delivery of the Phase two elements of the BSO to include the development or a sound shared services model and the progression of systems replacement projects. 9

10 Strategic Goal 6 To manage resources effectively By March 2010 to ensure that the BSO delivers effective services from a breakeven position By March 2010 to ensure that the BSO delivers appropriate CSR savings to include o A reduction on total expenditure (level yet to be agreed with the DHSSPS) o A plan to support 7 million savings through improvements driven through procurement and logistic services. By March 2010 to have completed all structural changes so as to ensure that services are in effect merged therefore removing inefficiencies driven from duplication of function. By 31 st March 2010 Ensure that the AFC review process is completed and the KSF process is fully implemented. 10