1. Electronic Staff Record
John Llewellyn, Group Programme Manager, North Mersey LIS
Sue Hodkinson, ESR Account Manager,
NHS ESR Project Team
Introduce self, role
Questions - as & when or at end?
Agree timing

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

3. What is the Electronic Staff Record system?
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

4. Why should the NHS use it?
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…….

5. …..ESR is a World Class Solution
Using HRMS, ESR is a world class application,
also used by organisations such as:
The main objective of this slide is to reassure the NHS that the Oracle HRMS platform is a proven product across public and private sectors.

6. ESR supports the achievement of the goals
ESR Vision
2008
ESR implemented across England and Wales
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
At present, a few trusts currently have good integrated processes systems but the majority have manually intensive, paper driven processes with many occurrences of duplication of effort in maintaining separate systems. There is widely differing ability to provide consistent management information and as a result many trusts are unable to meet the demands of the NHS Plan.
By 2008 all NHS organisations will be using ESR. Prior to roll out the ESR solution has been designed, built and tested in conjunction with pilot sites. (15 pilot groups = approx 44 sites, representative of all types of NHS organisation).
The goals described for people management in the HR in the NHS plan require an effective HR management system that is fully integrated and used consistently across the whole of the NHS. To support this ESR is underpinned by streamlined national processes.
For HR & Payroll professionals, ESR reduces the manual, administrative, transactional work, and provides timely, accurate information to empower HR & Payroll to become more effective and provide a better service to the organisation.
ESR self-service functionality have access to the system and ensures line managers can spend less time form filling whilst also having access to information (e.g. Sickness absence) to allow them to proactively manage their staff. Employees also have access to their own data (appraisals & PDP’s, wider access to training opportunities etc)
ESR provides access to accurate management information enabling strategic and operational analysis to inform Trust management planning. ESR will offer user friendly and flexible tools to allow data to be extracted more efficiently, and with this information, trusts will be more aware of issues/trends, and can act upon the data to remove issues and reduce risk.
ESR will help achieve the goals of the NHS Plan, redesigning jobs around patient pathways and increasing staff numbers. The ESR solution has been designed to support key national initiatives i.e. becoming a first class employer (by increasing staff skills, knowledge, and morale) to provide first class patient care.
Beyond the roll-out, the NHS will build on this foundation to add more employees (e.g. additional healthcare staff & more functionality – extending the scope of the ESR solution in line with new user requirements and national initiatives
NOW
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

7. Rollout Plan 12 waves of Rollout Go – Live every 2 months
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

8. Prerequisite Start Date Implementation Start Date
National Rollout Timetable
Wave
Prerequisite Start Date
Implementation Start Date
Go-Live Date 1
01-Apr-05
01-Jul-05
01-Mar-06 2
01-Jun-05
01-Sep-05
01-May-06 3
01-Aug-05
01-Nov-05
01-Jul-06 4
01-Oct-05
01-Jan-06
01-Sep-06 LIVE! 5
01-Dec-05
01-Nov-06 6
01-Jun-06
01-Feb-07 7
01-Aug-06
01-Apr-07 8
01-Oct-06
01-Jun-07 9
01-Sep-06
01-Dec-06
01-Aug-07 10
01-Oct-07 11
01-Mar-07
01-Feb-08 12
01-May-07
01-Apr-08
* Cheshire & Merseyside Waves highlighted in Red

9. Progress to Date LIVE! in five phases
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

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

11. 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
Minimal customisation –
To standardise processes on best practice
To minimise charges
To facilitate easier upgrades
Minimal local configuration
To promote knowledge sharing and minimise learning curves for HR/Payroll staff transferring between NHS organisations
National solution
Flexibility
may need to accommodate more records, more/different functionality
National reports
There is a later slide giving more detail on reports
Reduction of rekeying
Data input once and available throughout system

12. ESR Benefits
Modernisation
Efficiency
Information
Empowerment

13. Supports other national initiatives
“ESR will support you in meeting the goals of the NHS Plan….”
Pay
Modernisation
Performance Mgt
[Healthcare Commission/
Monitor]
HR in the
NHS Plan
Improving
Working Lives
ESR
ESR will help achieve the goals of the NHS Plan, redesigning jobs around patient pathways and increasing staff numbers. The ESR solution has been designed to support key national initiatives.
HR in the NHS Plan – ESR provides information to support the achievement of each of the 4 pillars: -
1) Model employer e.g. IWL standards, staffing profiles (demographics)
2) Model career e.g. individuals training records, KSF values, appraisals & PDP’s
3) Improving staff morale – linked to IWL & Agenda for Change
4) Building people management skills – reduced data entry allows move from transactional to strategic HR – adding value; training & development records
Agenda for Change – ESR incorporates
New national pay structures & terms & conditions
Individuals attainment of KSF values and online PDP’s
Information on employment costs & budgets.
Improving Working Lives – ESR can provide management information to support key areas. For example: -
HR Strategy & Management – turnover and vacancy rates
Equality & Diversity – information on age, disability, gender, ethnicity etc in relation to applicants and staff
Healthy working – sickness absence records
Training & Development – records staff applying for & attending training events; records individuals PDP information
Performance Mgt – ESR will provide various employee information Trusts require e.g. IWL standards, sickness and absence rates and junior doctors hours (if using T&A)

14. 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
Each NHS organisation will undergo an 11 month ESR implementation period. In order to contain costs, we are on very tight contractual timescales and it is essential the roll- out wave deadlines are met.
Organisations will work together as payroll groups, i.e. a payroll provider plus its clients. The provider will take a lead role and will obviously provide the payroll information; however, the other organisations will need to be fully engaged and provide HR and other information.
The StHA will need to be engaged first, as they will have a monitoring and performance management role throughout ESR implementation.
There will be 3 months of prerequisite activity to ensure that organisations are geared up and ready to go right from the start of their 8 month intensive implementation period. Prereq activity includes setting up a project governance structure, identifying people to fulfil the key roles, developing a PID, ensuring the project team undergo ESR training, etc.
The 8 month implementation phase includes all the activities (technical and change management) necessary to implement ESR. This includes data preparation, testing, training for operational staff, etc.
Amount of work to be done will depend on starting point and state of current systems, from manual HR and outsourced pay, through to fully integrated HR/Payroll legacy system

15. Readiness Assessments
Prerequisite phase
(3 months)
Implementation phase (8 months)
Throughout the implementation period there will be periodic readiness assessments to check that the organisation is ready to proceed to the next stage.
The first one will be at the end of the prereq stage, followed by further checks for data loading, user testing and final cutover/go live.
It is essential to pass Readiness Assessments to proceed to the next stage
Ready?
Ready?
Ready?
Ready?

16. Local & National Project Governance
ESR ROLLOUT PAYROLL GROUP
PROJECT BOARD
PER GROUP
GROUP PROJECT MGR
PAYROLL LEAD
PER ORGANISATION
HR LEAD
FINANCE LEAD
IT LEAD
TRAINING LEAD
We will be maintaining issue and risk logs which will be closely monitored. This slide illustrates the escalation process for risks and issues that occur during the project (it is not an organisation chart showing line management responsibility).
The key message is that, with such a time critical and intensive prerequisite and implementation period, issues must not be ignored or avoided (prevented wherever possible, certainly, but not ‘avoided’ once they have occurred). They must be identified and addressed as promptly as possible.
You will see that the Account Manager escalation route is to Jim O’Connell, the ESR Programme Director, and yours is the StHA. Any issues that cannot be resolved at this level will be escalated to Nick Greenfield, Deputy Director of HR at the DH, and Senior Responsible Officer (and in this case Single Responsible issue Owner) for the ESR Project.
From a local project governance perspective, the principle is operating at a payroll group level with a project board constituted by representatives of all organisations within the group. Similarly, the payroll lead support may represent all organisations within the group [as the common denominator!].
However, it is essential that each organisation within the group has individual leads - as reflected in the green box in the slide. This will facilitate local ownership of the implementation.

17. Data Warehouse - Central Reporting
Composition of ESR
Data Warehouse - Central Reporting
ESR Core Solution
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
Training Administration
& Career Management
Bank Administration
Employee & Manager Self Service
ESR provides the full range of HR & payroll functionality, from recruitment through employee changes, payroll and training functionality. In addition there is a bank administration module.
Self-service is included in core functionality but trusts can choose when to implement it as it does require IT infrastructure and IT literacy on the part of staff. There are two aspects: Manager Self Service and Employee Self-Service. Both are controlled by workflow, so that changes will usually have to be approved by someone else before being saved to the database.
Basis of ESR is work structures – establishment based, with positions and organisational structure. Will need to agree with Finance how kept in line with General Ledger
Security within the solution is robust with user responsibility profiles determining a users access.
At a local level, ESR provides access to accurate management information via user friendly and flexible tools allowing data to be extracted more efficiently, and in many different formats.
Standard interfaces include those at a national level e.g. E-recruitment & the NHS Pensions Agency as well as local ones e.g. General Ledger. Additionally, there are executable options, with interfaces provided at an additional cost.
The data warehouse will gather trust information for central reporting.
There are national business processes to encourage the standardised use of the ESR and ensure the most effective use of the solution.
Work Structures
Security
Underpinned by ESR National Business Processes

18. Organisational Security
1.2 Million NHS Employees
455
455 West Midlands Health
564
564 Eastern Borders Health Care Trust
125
125 South West PCT
For the main application security is on an Organisational (Trust) basis
All NHS employees will be held on one database (which contains around 1.2 million NHS employees). Organisations will be restricted to information concerning their own employees through a system known as the ‘Virtual Private Database’, or VPD.
Therefore a set of 3 numeric digits are used to prefix the majority of local sets of values. This is the VPD number.
Items of national significance / usage are prefixed with NHS in most cases.
These values have been incorporated into the National Workforce dataset.

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

20. Support In Implementing
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
You will receive significant support from the central team to assist you with your ESR implementation.
First, the services of an Account Manager, particularly in the prereq stage. More details of the AM role follow
Implementation consultants - one per payroll group, who will be on-site during the 8 month implementation phase, and will assist with the day-to-day tasks.
An implementation toolkit that takes you through all the required steps and explains the work that has to be done
Readiness assessments, so that you understand what is required at each assessment checkpoint and, once passed, can proceed with confidence to the next checkpoint.
E-learning materials (as well as training courses) that will allow staff to understand system functionality.
A Benefits Pack that will lead you through the process of identifying the benefits you want to realise, and showing you which processes, activities, and parts of the system will allow you to realise them
Access to technical expertise within the national central team, when required.
As well as e-learning, classroom-based training to cover core aspects of the system

21. The Account Manager … Central Project Team • Design Solution
Build Solution
Project Management
Planning
Implement the Solution
Learn from other sites
Feedback e.g. issues and risks
Local
Implementation
Co-ordinate across the StHA area
Ensure/Assure site readiness to commence implementation
Advise on local resource and governance requirements
Ensure sites complete pre-requisite activity on schedule
Understand the ESR Solution
Account
Manager
Escalate issues to StHA and/or ESR central team
At the prereq stage, the Account Manager is the link between the central team and the local site. Their main deliverable is to hand over to the implementation consultant 8 months before go-live an organisation or group that has completed all its pre-requisite work and is ready to “hit the ground running” from Day 1 of the implementation phase.
The Account Manager function is provided and managed by the NHS.
Implementation Consultants will be introduced to you 9 months from go-live. Their role is to:
Understand the ESR solution
Provide on site support to ESR Payroll Group
Work with the local Project Manager in the planning process
Work to resolve and/or escalate group implementation issues
Ensure implementation milestones are completed
Ensure/Assure site readiness to go live on ESR
The Implementation Consultants are mostly McKesson staff with technical and project management backgrounds.

22. Sue Hodkinson, NHS ESR Project Team
Questions?
Sue Hodkinson, NHS ESR Project Team
Account Manager – Cheshire & Merseyside
Tel:

23. ESR Roll Out Wave 4 North Mersey Implementation
The ESR Experience

24. Wave 4 Trusts 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

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

26. Project Management Approach
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)

27. 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.

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

29. 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

30. 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

31. Issues Faced
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

32. 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

33. Lessons Learned
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.

34. Lessons Learned - Education
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

35. Lessons Learned 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

36. Keys to a successful implementation
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