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

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

6. NOW2008 ESR implemented across England and Wales ESR Vision Manually intensive, paper driven processes Duplication of effort across departments Fragmented systems Information often inaccurate, conflicting & difficult to obtain 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 ESR supports the achievement of the goals of the NHS Plan

7. 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 Rollout Plan ESR

8. WavePrerequisite Start DateImplementation Start DateGo-Live Date 101-Apr-0501-Jul-0501-Mar-06 201-Jun-0501-Sep-0501-May-06 301-Aug-0501-Nov-0501-Jul-06 401-Oct-0501-Jan-06 01-Sep-06 LIVE! 501-Dec-0501-Mar-0601-Nov-06 601-Mar-0601-Jun-0601-Feb-07 701-May-0601-Aug-0601-Apr-07 801-Jul-0601-Oct-0601-Jun-07 901-Sep-0601-Dec-0601-Aug-07 1001-Nov-0601-Feb-0701-Oct-07 1101-Mar-0701-Jun-0701-Feb-08 1201-May-0701-Aug-0701-Apr-08 National Rollout Timetable * Cheshire & Merseyside Waves highlighted in Red

9. 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 Progress to Date

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

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

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

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-LivePostgo-Live

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

16. Local & National Project Governance ESR ROLLOUT PAYROLL GROUP PROJEC T BOARD PER GROUP GROUP PROJECT MGR PAYROLL LEAD PER ORGANISATION HR LEAD FINANCE LEAD IT LEAD TRAINING LEAD

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

18. 1.2 Million NHS Employees 455 455 West Midlands Health 125 125 South West PCT 564 564 Eastern Borders Health Care Trust Organisational Security

19. Agenda 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

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 Team 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

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

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 –SPS –Delphi HR –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. Schematic Maintain Staging Master Localisations Education EFL Education Sys Admin & PayrollEducation HR and Disco Transform CodingDMD1DMD2DMD3 LSTUT GL DevelopmentGL UpdateScope Data CleanseCorrective Data CleanseOngoing Data Maintenance Monthly Data Submission From Trusts RA1RA2RA4RA3 Go-live Policies and ProceduresConfirm

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