Electronic Staff Record

Electronic Staff Record John Llewellyn, Group Programme Manager, North Mersey LIS Sue Hodkinson, ESR Account Manager, NHS ESR Project Team

Agenda Introduction and Vision Rollout Plans & Progress to date ESR Principles & Benefits The Implementation Approach & System functionality Project Support Wave 4 Project Implementation Questions

World Class single, national, integrated HR & Payroll Solution Used by all 650 NHS organisations throughout England and Wales One of the world’s largest IT implementations The ESR central team includes NHS and McKesson staff, working together in the design and implementation of the solution. 1.2 million NHS employee records will be stored on ESR – covering 7% of the working population in England and Wales. Delivered by a consortium Contract value c£400m What is the Electronic Staff Record system?

Approved by the Secretary of State Sponsored by the Department of Health Value for Money Contract covers the entire NHS The Taxpayer would pay twice Approval required from Department of Health to withdraw Additionally……. Why should the NHS use it?

…..ESR is a World Class Solution Using HRMS, ESR is a world class application, also used by organisations such as:

ESR Vision 2008 ESR implemented across England and Wales NOW A national integrated HR and Payroll solution, supported by standardised processes providing HR & Payroll with increased strategic & analytical capabilities Employees and Managers benefit from an improved HR & Payroll capability and from having access to information using Self-Service Organisations are able to meet their strategic needs by having access to accurate and timely information Manually intensive, paper driven processes Duplication of effort across departments Fragmented systems Information often inaccurate, conflicting & difficult to obtain ESR supports the achievement of the goals of the NHS Plan

Rollout Plan • 12 waves of Rollout • Approximately 50 sites per wave with c100,000 employees per wave • Go – Live every 2 months • Engagement 14 months • Critical path activities • – training and data ESR

National Rollout Timetable * Cheshire & Merseyside Waves highlighted in Red

Progress to Date • Forward three pilot sites • LIVE! • Agenda for change compliant solution in December 2004 • NHS Jobs Interface in January 2005 • Main pilot sites • LIVE! in five phases Rollout Wave 1 LIVE March 2006 Wave 2 LIVE May 2006 Wave 3 LIVE July 2006 Wave 4 LIVE September 2006 274 Organisations live and 504,736 employees being paid by ESR Rollout complete by early 2008

Agenda Introduction and vision ESR overview ESR benefits & Progress update ESR in Cheshire & Merseyside Next Steps Questions

ESR Principles • Single National Solution • Minimal Customisation • Minimal Local Configuration • Flexibility for future growth/changes • Consolidated set of National Reports • Reduce data duplication / re-keying

Information Modernisation Efficiency Empowerment ESR Benefits

“ESR will support you in meeting the goals of the NHS Plan….” Performance Mgt [Healthcare Commission/ Monitor] HR in the NHS Plan ESR Pay Modernisation Improving Working Lives Supports other national initiatives

Implementation Approach • Prerequisite • phase (3 months) • StHA engagement • Trust/payroll group engagement • Project Board • Project Initiation Document • Training for project team • Readiness to start implementation • Implementation phase(8 months) • Project plan for local customisation • Hands-on support at payroll group/Trust level • Intensive implementation work • Training for operational staff • Testing of localisations and GL interface • Testing of readiness to operate • Go-Live Post go-Live

Ready? Ready? Ready? Ready? Readiness Assessments Prerequisite phase (3 months) Implementation phase(8 months)

PROJECT BOARD • PER GROUP • GROUP PROJECT MGR • PAYROLL LEAD • PER ORGANISATION • HR LEAD • FINANCE LEAD • IT LEAD • TRAINING LEAD Local & National Project Governance ESR ROLLOUT PAYROLL GROUP

ESR Core Solution Training Administration & Career Management Bank Administration Composition of ESR Data Warehouse - Central Reporting Standard Interfaces E-Recruitment NHS Pensions Agency Inland Revenue BACS Occupational Health Time & Attendance NHS National Directory General Ledger Local Reporting Recruitment Core HR Inter-Authority Transfers Employee administration (New Hire-Changes-Termination) Employee Relations Payroll Processing Absence Pensions Travel & Expenses Employee & Manager Self Service Work Structures Security Underpinned by ESR National Business Processes

455 West Midlands Health 455 564 125 564 Eastern Borders Health Care Trust 125 South West PCT Organisational Security 1.2 Million NHS Employees

Agenda Introduction and vision ESR overview ESR benefits & Progress Update ESR in Cheshire & Merseyside Next steps – Data Management Questions

Account Managers Implementation Consultants Full documented guidance Kbase ESR Implementation Toolkit Readiness Assessments E-learning materials and user guides Benefits Pack ESR Central Team specialist resources Training courses Support In Implementing

Design Solution • Central Project Team Build Solution • Project Management • Planning • • Understand the ESR Solution • Co-ordinate across the StHA area • Implement the Solution Local Implementation Team • Advise on local resource and governance requirements Account Manager • Learn from other sites • Escalate issues to StHA and/or ESR central team • Feedback e.g. issues and risks • Ensure sites complete pre-requisite activity on schedule • Ensure/Assure site readiness to commence implementation The Account Manager …

Questions? Sue Hodkinson, NHS ESR Project Team Account Manager – Cheshire & Merseyside Tel: 07815 869153 Email: sue.x.atkinson@dh.gsi.gov.uk www.esrsolution.co.uk

The ESR Experience ESR Roll Out Wave 4 North Mersey Implementation

Liverpool Women’s Hospital Royal & Broadgreen Merseycare NHS Trust Southport & Formby PCT South Sefton PCT North Liverpool PCT Central Liverpool PCT South Liverpool PCT Total employees migrated 1497 5430 4868 439 772 738 1761 669 16174 Wave 4 Trusts

Payroll SPS Delphi HR Delphi Mapis Health Resource Prime Local Legacy Systems

PRINCE2 Methodology Project Plan determined nationally Fixed non-negotiable milestone dates (with financial penalties) Implementation split into discrete work packages 5 Structured gateways (Readiness Assessments) Project Management Approach

Project Management Approach • Transparent routes for escalation of issues • Local issues/risk logs maintained • Regular Status reporting through to Execs / project teams • Programme and Project Management activities required.

Education EFL Education Sys Admin & Payroll Education HR and Disco Policies and Procedures Confirm GL Development GL Update Scope Data Cleanse Corrective Data Cleanse Ongoing Data Maintenance Schematic Localisations Maintain Staging Master Go-live Transform Coding DMD1 DMD2 DMD3 LST UT Monthly Data Submission From Trusts RA1 RA2 RA3 RA4

Local Challenges • Unseen systems • 2 legacy payroll systems • Move of payrolls during implementation • Organisational Change • Merging PCTs • Shared HR Service established • Complexity of Payroll Group • AfC

Issues Faced • Some local project teams under resourced • limited contingency cover for key staff • Part time staff unavailable for quick turnaround of work • Holidays taken during key phases of implementation • Data Cleansing not completed on planned timescales • E-learning packages not completed by project staff • TPLY not fully utilised • Finance staff late in engaging with NHS GL interface team • Shortcomings in technical support

Cost and subjective codes changed in legacy without notification to the project team Relocation of payroll team during key phase of implementation Competing demands on staff time - AfC, rotation of junior doctors etc. Mapping problems from unseen systems Delayed cleansing reports Third Party data extract problems World Cup Issues Faced

Lessons Learned Top-down commitment to providing appropriate levels of resource. Establish clear post go-live vision and communicate widely Manage expectations Early and clear communications to Trust staff Carry out process-mapping exercise early Timely data cleansing. Address FUSE and staging Master reports as soon as received Commence Process review as early as possible

Involve Finance, and Training leads early and throughout the implementation Approach the implementation from the perspective of post go-live view – avoid silo working Ensure clear agreement is reached within the Trust over organisational hierarchy (work structures) Ensure appropriate people receive work structures training. Address change management issues as early as possible Understand unique functionality of ESR e.g. Date Tracking, Retro Pay etc. Lessons Learned

Ensure that correct people attend formal ESR training Fully utilise e-learning and TPLY Undertake e-learning in sequential order i.e. Recruitment, HR,Payroll Develop local training plan to roll out to wider group of users within the Trust. Where possible cross train staff i.e. HR attend payroll training and vice versa. Use KBase resource Lessons Learned - Education

Begin the Communication process early Staff input into data cleansing Potential changes to forms, processes Changes to payslip Changes to paydates? Possible impact on payroll/ hr activities – AfC, Travel expenses etc. Increase the Communications steadily towards Go-live Set up an ESR Help line/helpdesk Lessons Learned

Agree vision and review regularly Start early Resource appropriately – key staff released from “day job”. Understand demands on staff and provide support. Complete all scheduled training and familiarisation Adhere to the project plan Maintain a positive committed approach Keys to a successful implementation

Electronic Staff Record