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					                                  TRUST BOARD – 1 MARCH 2007


Title of the Paper:                   Electronic Staff Record (ESR) Implementation

Reference No:                         NUH 217

Author/Sponsor:                       Karen Fisher

Trust Objective:                      Objective 3 – To meet the core national health care standards

Key Issues
The Electronic Staff Record (ESR) is an integrated Human Resource Management Information System
(based on the Oracle Human Resources Management System) which the NHS is implementing
throughout England and Wales.
The ESR is being rolled out via payroll groups, this means that Nottingham University Hospitals NHS
Trust (NUHT) is within wave 12 with East Midlands Ambulance Service. The implementation of ESR
takes place within an overall 12 month plan, which is split into 3 main phases:

    Pre-requisite stage to commence 1 May 2007.
    8 month implementation stage which will commence 1 August 2007, with Go Live 1 April 2008.
    3 month stage post ‘go-live’ to cover operation of the new system and post implementation
     activities.
There are a number of benefits in implementing ESR including:

    Availability of information at local and national level.
    Streamlined administrative process.
    Improved employee experience through the provision of significantly enhanced tracking, support
     and analysis tools, which will be able to demonstrate the effectiveness of recruitment campaigns
     and adherence to employment legislation and codes of good practice.

Risk Implications for NUH (including any clinical        Mitigating Actions (Controls):
and financial consequences):
Failure to achieve the implementation of the ESR as      Appointment of the group Project Manager and
per national NHS target.                                 Administrative Support. Executive Chair
                                                         Nominated to Project Board.

Insufficient resources to support the implementation     Appointment of team with dedicated time to
of ESR.                                                  support the implementation.

Insufficient expertise to identify key technical         Appointment of HR, IT and Finance Leads to
requirements when implementing ESR                       provide expert advice to the Project Team.
Level of Assurance that can be given to the Trust Board from the report [significant, sufficient,
limited, none]:

Sufficient


Recommendation to the Trust Board

The Trust Board is asked to:

   Agree the implementation of the ESR locally, as part of the NHS programme, and proposed timetable
    for implementation.
   Agree the proposed project structure including the immediate recruitment of a group Project Manager
    and Administrative Support.
   Agree the indicative project costs.
   Agree the nomination of an Executive Director to Chair the Project Board, and an HR Lead, IT Lead
    and Finance Lead to join the Project team.
                            TRUST BOARD – 1 MARCH 2007

           ELECTRONIC STAFF RECORD (ESR) IMPLEMENTATION

Background

The Electronic Staff Record (ESR) is an integrated Human Resource Management Information
System (based on the Oracle Human Resources Management System) which the NHS is
implementing throughout England and Wales and for which McKesson Information Systems
(UK) is prime contractor.

The objectives of the national implementation of the project are to:

       Enable national and regional HR and payroll comparators
       Facilitate workforce planning on a national and regional scale
       Allow the NHS to address elements of its strategic agenda by making available more
        accurate information.

The core system, which must be implemented, includes more than just HR and Payroll modules.
It also includes the following functionality:

       Recruitment
       Training Administration
       Bank Administration
       Absence
       Career Management
       Employee self service and line manager access interfaces

In addition NHS organisations can utilise other modules according to their needs. These include:

       Time, attendance and rostering
       Occupational Health and Risk Management
       NHS careers / jobs

Benefits

The real power of the ESR project is the integration of data and processes, on a national scale.
This means that employee data will need to be entered just once, but can then be used as part
of any of the processes. All processes within ESR will be compliant with data protection
principles.

Information at all levels

ESR, as with our current HR/ Payroll system, provides comprehensive local reports enabling
better local workforce decision making. What makes ESR different is that is also enables
reporting centrally by the department of health allowing them to access workforce data without
the need for the Trust to complete returns.
Improved employee experience

ESR supports the NHS in its aim to be a ‘model employer’. For example, through the provision of
significantly enhanced tracking, support and analysis tools, the NHS will be able to demonstrate
the effectiveness of recruitment campaigns and adherence to employment legislation and codes
of good practice. ESR provides self-service functionality for maintaining personal information
(such as bank details and home address) and accessing training, thus enabling staff to take
ownership of their personal information.

ESR enables Improving Working Lives (IWL) standards as it facilitates appraisals, provides for
recruitment monitoring and in general allows for better workforce information. It allows managers
to take better informed decisions and enables staff to be more involved in their career
development

Streamlined administration processes

ESR facilitates analysis and optimisation of working practices and organisational design. ESR
can be implemented to support best practice HR and payroll processes, providing local
organisations with the opportunity for cost reduction as well as job enrichment

ESR enables the movement to Shared Services for HR and Payroll transactional work because
all organisations will be on a standard IT system. The common IT platform also supports future
changes in organisational design within the NHS. ESR enables increases in staff productivity
during the employee lifecycle (for example, new starters, maintaining establishment, leavers)
providing significant opportunities to reduce effort for data transcription and quality checking,
and to eliminate manual intervention and data duplication. Duplication of effort is reduced and
ESR therefore takes less time to undertake many of these activities than the old (legacy)
systems.

Modernisation of the NHS

ESR enables Trusts and Payroll groups to benefit from central procurement, development and
management; thus avoiding significant system and project costs locally. It allows local
organisations to concentrate on patient care. ESR enables other NHS initiatives, such as e-
recruitment and the new Pensions Agency System, by offering interfaces so that the customer
receives a seamless service, overall accuracy is improved and duplication of effort is removed.

Implementation

Implementation is being developed at several different levels, nationally there is a team taking
forward the ESR project, and within each SHA there is a project lead. There is also an ESR
Account Manager at SHA level, centrally funded by the ESR National Project Team, to support
local implementation. Below SHA level the ESR is being rolled out via payroll groups, this means
that Nottingham University Hospitals NHS Trust (NUHT) is within wave 12 with East Midlands
Ambulance Service.

The implementation of ESR takes place within an overall 12 month plan, which is split into 3
main phases:

      The first phase is the Pre-requisite stage, which lasts for 3 months and culminates in
       readiness Assessment 1, to commence 1 May 2007.
      The second stage is the 8 month implementation stage which culminates in readiness
       assessment 4, just prior to go-live which will commence 1 August 2007, with Go Live 1
       April 2008.
       Finally there is a 3 month stage post ‘go-live’ to cover operation of the new system and
        post implementation activities.

The key milestones will be achieved by working to a locally tailored generic plan of activities,
which will include risks; the risks will be incorporated into the Trusts risk register.

Project Governance and Reporting Arrangements

It is proposed that there is one Group Project Board for NUHT and EMAS, chaired by an
Executive Director or Non Executive Director. The Group Project Board (GPB) is essential to
enable all decisions to be taken on behalf of the represented organisation. An executive
sponsor from each organisation should have a seat on the board to represent the interest of that
organisation and take responsibility for the successful completion of all implementation activities
overall. This will be supported by a group Project Manager (to be appointed), who will be
responsible for the overall direction of the project and management of the implementation.

The project at NUHT will be established utilising the Prince 2 project management process and
will be supported by the Cranfield Benefits Management Tool.

Project Management Team

The Project Management Team will report to the Group Project Board. There are a number of
key roles in Project Management Team (PMT) that must be in place prior to the commencement
of the formal implementation phase. These include a HR Lead, Payroll Lead, IT Lead, Finance
Lead and administrative support.

Funding

The cost of the proposed arrangements which will be shared across both organisations
apportioned on head count. Outlined below are the proposed total pay costs, inclusive of on
costs. (Non-pay costs will need to be considered in the future.)

       Group Project Manager                £50,000
       Administration Support Band 5        £25,410
       Payroll Lead                         £37,428
       HR Lead (1 per Trust)                £74,856
       IT Lead                              £37,428
       Finance Lead                         £37,428
       Estimated non-pay costs              £10,000

Total                                        £272,550

These costs will be apportioned across both organisations based on headcount, it is anticipated
that EMAS will be responsible for 25% of the above costs (TBA).

Training

Those associated with the project team will receive in –depth training to ensure understanding of
ESR to assist with the implementation process.

				
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