1. SIP Report – Nov 2017 Overview Headlines Workstream report
High level plan
Progress against benefits
Key risks (over 12)
Key Issue

2. Better Health Research
Overview
Current focus on process improvements and efficiency gains
Deliverables
Benefits
Ambition
Process Improvements
Better service
Reduced Costs
Predictable (quicker) timelines
Increased customer satisfaction
Invest in additional capability
meet challenge of reducing budget
Better Health Research

3. Headlines SIP primarily in process improvement stage
Approach is to pilot, evaluate and roll out (where applicable)
Benefit profiles being finalised (to Programme Board end Nov)
Timeline for benefits being realised dependent on speed of process changes being implemented (most are timetabled for 18/19)
We have clarified with DH which activities have been deferred due to business case decision
Will need to realign programme to ensure compatibility and connectivity with Research Systems development
Lessons from process improvement should be used to inform research systems development

4. RAG Service Improvement Programme Date: 14th November Budget: 97.2k
Forecast outturn:97.2k
RAG
Workstream
Status
Commentary
SIP HRA Approval: All development work linked to improvements to the HRA Approval ‘future state process
- Integrated Process
Joined up validation pilot complete and evaluation report published. ‘Ready for review’ thresholds about to be tested.
- Proportionality
Stakeholder interviews underway and to complete by end of Nov. Initial report on ‘proportionality’ complete by Dec 18 (pushed back from November)
- Get it right first time
IRAS Verification Tool (providing some basic automated checks) to be developed and agreed across 4 Nations by end of Dec. Implementation to follow in 2018 (date tbc).
- Amendments
To be scheduled
PIER: Effective public involvement in the ethical review process leading to more favourable opinions and improved health research
Next stage is to develop further guidance to applicant – specifically linked to the various sections of the IRAS form (outcome of consultative work with REC members and HRA Staff)
Corporate: Development of an effective and efficient corporate support and infrastructure model that results in a business model that secures the best value ‘mix’ of in-house, third party and shared ALB resourcing.
Four efficiency work packages identified; member expenses, information management, facilities management and HR Administration with objective of generating process improvements/financial efficiencies
Customer Support: Delivering an integrated approach to managing the customer relationship, ensuring that all queries are managed effectively and that feedback is effectively used in improving service provision
Initial engagements completed and several ideas generated which are being written up in addition to ideas sharing between current HRA experts. Original timescale for initial phase pushed back from Dec to January
Analytics: Developing options appraisal and then subsequently deliver technical and analytics solution for HRA which has potential to connect with any wider system developments
information gathering is complete, report on findings and next steps due by end of December – potential that this workstream is subsumed within Research Systems Programme

5. Options appraisal Implement
SIP – HIGH LEVEL DELIVERY PLAN
Beg Sep
Beg Oct
Beg Nov
Beg Dec
Beg Jan 18
Beg Feb18
Beg Mar 18
Beg Apr 18
Beg May 18
Verification Tool specification
Verification Tool – Development and Implementation
Approval
Roll – Out Joint Validation
Report
due
Proportionality
Process Improvement (P.IM ) Information Management
P.IM - Member Expenses
Corporate
P.IM - Facilities Management
P.IM – HR Admin .
PIER
Develop applicant guidance as a result of consultative work with REC members
Roll –out applicant guidance
Options appraisal
Decision point
Report
due
Analytics
Implement
Report
due
Options appraisal and recommendations for change
Customer

6. Benefits The following tables represent progress against Benefits
Further work is required in a number of work streams however good progress on Approval SIP
Looking for sign off at Programme Board on 29 Nov
Completed benefit profiles for all W/S due January 2018

7. Benefit realisation SIP APPROVAL Benefit Code Benefit description
Benefit measure
Target date for realisation
Commentary
B01
A process that offers the applicant a more precise timetable to allow them to plan subsequent activity.
Percentage of studies approved within predicted timeline
Categories and timelines to be determined)
Number of negative comments in user satisfaction surveys related to disjointed process and disjoined communication.
Monthly user satisfaction surveys.
B02
Increased turnaround of approval outcome and reduced cost of reworking applications
Reduction in the number of applications received by HRA with missing documentation /information.
From 2018/19
Work on guidance and verification tool may deliver benefits earlier
User satisfaction survey
New- 80% of users rate their experience of our online guidance as either 4 or 5
B03
Shorter elapsed time from application to HRA Approval
Days from submission to HRA Approval being presented with and without clock stopping. Elapsed time taken from HARP.
Target based on 16/17 baseline minus 2 days.
Number of studies completing to planned objectives.
Benefits to be realised within 6 months of integrated process being implemented
Should be noted that timelines have been consistently improving since HRA Approval implementation
B04
High rates of satisfaction will potentially increase attractiveness of UK as place to carry out research
Percentage of applicants scoring the overall service at 4 or 5 on a scale of 1-5 in user satisfaction survey.
B05
A reduction in cost would enable a redeployment of our staff or savings to meet other business priorities
>5% cost reduction on 16/17 baseline.
Measure to be defined

8. Risks

9. Key issue - impact on SIP of unsuccessful business case
Improvements to business analytics on hold – manual processes still being utilised in the meantime, inefficient, time consuming, risk of error 
Improvements to customer relationship management processes and systems deferred
Organisational development to achieve cultural change to support our strategic goals delivered at much smaller scale