Electronic Staff Record

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 worlds 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 c400m

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.

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..ESR is a World Class Solution
Using HRMS, ESR is a world
class application, also used by organisations
such as
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ESR Vision
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
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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
8
National Rollout Timetable
Cheshire Merseyside Waves highlighted in Red
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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
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Agenda

• Introduction and vision
• ESR overview
• 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

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ESR Benefits
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Supports other national initiatives

• ESR will support you in meeting the goals of the
  NHS Plan.

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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
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Readiness Assessments
Prerequisite phase (3 months)
Implementation phase(8 months)
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Local National Project Governance

ESR ROLLOUT PAYROLL GROUP
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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) Empl
oyee Relations
Payroll Processing Absence Pensions Travel
Expenses
Employee Manager Self Service
Work Structures
Security
Underpinned by ESR National Business Processes
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Organisational Security
1.2 Million NHS Employees
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Agenda

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

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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

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The Account Manager
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Questions?
Sue Hodkinson, NHS ESR Project Team Account
Manager Cheshire Merseyside Tel 07815
869153 Email sue.x.atkinson_at_dh.gsi.gov.uk
www.esrsolution.co.uk
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ESR Roll Out Wave 4 North Mersey Implementation

• The ESR Experience

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Wave 4 Trusts

• Liverpool Womens 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

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Local Legacy Systems

• Payroll
• SPS
• Delphi

• HR
• Delphi
• Mapis
• Health Resource
• Prime

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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)

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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.

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Schematic
Maintain Staging Master
Localisations
Go-live
Transform Coding
DMD1
DMD2
DMD3
LST
UT
Monthly Data Submission From Trusts
RA1
RA2
RA4
RA3
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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

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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

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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

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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
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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.

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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

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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

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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