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Business Services Transformation Programme (BSTP) Overview. Discussion areas. Vision of change BSTP Objectives HSC organisation benefits Governance Implementation structure Programme Overview What is changing? What will change for me? Managers Staff

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business services transformation programme bstp overview

Business Services Transformation Programme (BSTP)Overview

discussion areas
Discussion areas
  • Vision of change
  • BSTP Objectives
  • HSC organisation benefits
  • Governance
  • Implementation structure
  • Programme Overview
  • What is changing?
  • What will change for me?
    • Managers
    • Staff
  • ICT implementation
  • Overview: FPL
  • Overview : HRPTS
  • Training/support
  • Further information

vision for change
Vision for Change

To procure business systems to support

the modernisation of the HSC

and to deliver customer focussed

Shared Services

objectives of the bstp
Objectives of the BSTP
  • To procure and implement new business systems for Finance, Procurement and Logistics, (FPL), Human Resources Payroll, Travel & Subsistence (HRPTS) and Family Practitioner Payments and Information Systems and Services
  • Deliver economic and qualitative benefits to release resources to frontline care and to enhance management in HSC
  • Complete development and implementation of

Shared Services in the HSC

hsc organisation benefits
HSC Organisation benefits
  • Financial benefits with agreed financial measurements
    • Delivering financial savings for release into frontline services
    • Efficiency targets
  • Non financial benefits
    • Clear, visible links for staff of their contribution to organisational objectives
    • Supports wider business transformation, and the efficiency / effectiveness of service delivery through the right people, right job, right skills
    • Improved accuracy of workforce information leading to better workforce control
    • Employee self service – access to specific information
    • Faster transactions through automation
    • Standardised working across organisations, allowing for increased collaboration



Driven centrally

Implementation – New Systems

Procuring and implementation of new HR, Payroll, Travel & Subsistence Systems



Procuring and implementation of new Finance, Procurement & Logistics Systems



Led regionally

Managing the implementation of the new HRPTS and FPL systems and the transformational change within organisations

Implemented locally





South Eastern



what is changing
What is Changing?
  • Replacement of multiple systems - HRMS, TAS, income / payments, GL, Recruit & Monitor – to 2 systems - HRPTS and FPL
  • Manager and Employee Self Service
  • Access to “Just In Time” information from 24/7, 365 system
  • Standardised, streamlined and more automated administrative processes, enabling more efficient working
  • A more clearly defined Organisation framework, with clear lines of authority and automated approval workflows

business areas impacted
Business areas impacted


  • Workforce Information, Planning and Monitoring
  • Employee Relations
  • Recruitment and Selection
  • Learning and Development
  • Payroll
  • Travel and Subsistence


  • Accounts Receivable
  • Accounts Payable
  • Cash Management
  • General Ledger
  • Budgeting
  • Procurement
  • Logistics

the 5 big change impacts
The 5 big Change impacts

Move to Self Service

Self service will Self service will enable Line Managers and Employees to

input information directly onto the system.

Role of the Line Manager

Changes will enable managers access important Management

Information directly- Dashboard Reports

Role of HR / Finance/PaLs

Opportunity to deliver new ways of working for HR, Finance , Pals, Staff

Clear definition of responsibilities

There will be clarity on who is responsible for approving automated transactions, financial & Non-financial

Role of ICT in day to day working

Automated processes means that ICT play an important role in day

to day activities. Move away from paper based


what will it look like
What will it look like?

The new system will operate on three main levels;

  • HR, Finance, Payroll, PaLs as core users
  • Manager Self Service (MSS)
  • Employee Self Service (ESS)
    • employees will be able to personally action some transactions such as a change of address, without the need for a manual form to be completed by line management and forwarded to HR as the case currently

what does it mean for you
What does it mean for you?

Manager Self Service (MSS)

  • Paperless system for many processes which may include change of hours, training enrolment, change of personal details, approving A/L
  • Ability to report on key performance areas e.g. absence, training compliance
  • Local Reports - Can produce reports at a local level - ability to access real time information when required 24 /7 365
  • Ability for more effective workforce planning
  • Full integration between HR and payroll functionality for payment of calculated entitlements
  • Contains all the core employee information used by other components of the system, eliminates multiple data entry that is prone to error and causes much time to be wasted
  • Automatic messaging prompts and support mechanisms to complete administrative tasks more quickly and easily

example 1 processing a staff leaver
Example 1. Processing a staff leaver
  • Different categories of leaver can be processed through either ESS, MSS or will require direct HR authorisation to proceed.

what does it mean for you1
What does it mean for you?

ESS Employee Self Service

  • Allows staff to access personal information and carry out simple transactions
    • Apply for Annual Leave
    • Apply for Transfer and Promotion
    • Submit a timesheet
    • Better control of personal data (changes to personal records e.g. bank details and home address) and business activities that affect your role

what will self service look like
What will Self Service Look Like?

level 3 section navigation
Level 3 – Section Navigation

level 4 sub section navigation
Level 4 – Sub Section Navigation

what will the fpl system look like
What will the FPL system look like?

purchase order processing view
Purchase Order Processing view

basket approval
Basket Approval

ict implications
ICT implications
  • Automation
  • Daily Log on
  • What if I am off?
  • Escalation rules etc
  • Email accounts
  • Access***


Overview timeline: FPL


FPL Activities

  • User Acceptance Testing 26 March -11 May at ATP
  • ABS Sign off UAT 22 May
  • Training Requirements Analysis , April – end June
  • ABS implementation of final hardware and software
  • Local connectivity, capacity and volume testing, June
  • Planning for Training
  • Planning for Go-Live
  • Contribute to Change Impact Assessment
  • Issue Supplier Questionnaire
  • Resolve Voice Picking Issue
  • Finalise Coding
  • Review Data Warehousing options
  • Contribute to Integration meetings

hrpts plan


Final Prep & Go-Live



Dec 11

Mar 12

Apr 12

May 12

Jun 12

Jan 12

Feb 12

Jul 12

Aug 12

Sep 12

Nov 12

Oct 12




Pre-System testing

Customising & Unit Test

Portal Build





Interface &

Enhancements Specs

Interface & Enhancements

Development & Unit Test

BI Spec & build

Develop Content






load 1 & 2

Build & Unit Test Data load routines

Data extraction, template load, Cleansing








Dev. test


Develop test scripts







PP Prep



Desktop roll-out (SAP GUI, Internet explorer etc)







User Training

TNA/ Course catalogue

Develop Material


HRPTS Activities

  • Activities planned in Realisation Phase
  • Data Migration
  • Test Scenarios (UAT)
  • Change Impact Analysis
  • Organisation readiness assessment
  • Training Needs Analysis
  • Training Material
  • Training Delivery
  • Desktop Rollout
  • Support arrangements
  • Final Prep and cutover
  • Training will be provided including classroom training, support and guidance
  • From the outset we encourage staff to check with the line manager
  • .

what training support will there be
What training/support will there be?
    • Training and support will be available to everyone impacted to ensure
      • Staff are equipped with the operational skills and knowledge to undertake the new ways of working required by new systems
      • Know how to get help when they need it
    • Line managers will be equipped with the operational skills and knowledge to
      • enter and approve/reject time, claimable allowances, absence (including leave and sickness) and job related data changes as required.
      • This includes recognition that different line managers will perform different roles in the process, and this may include an approval role
      • Permission levels are currently being clarified as part of detailed design and these will be integrated as appropriate into the business change interventions
    • Staff will be taught about the new systems and processes which BSTP will introduce and invited to training courses based on their role. Information on new ways of working and be provided with materials and guidance packs available online and on the portal
    • Help will be available online, face-to-face and on the telephone
  • Support will be available after go live. Face-to-face support will be provided by dedicated expert(s) in each impacted business area – they will be called ‘Floorwalkers’
    • One month after go live, Floorwalkers will return to their usual day jobs, but will continue to provide support in their secondary role as ‘Super Users’

further information contacts
Further information/contacts

Contacts – Trust Lead details

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