Electronic Staff Record
John Llewellyn, Group Programme Manager,
North Mersey LIS
Sue Hodkinson, ESR Account Manager,
NHS ESR Project Team
Agenda
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Introduction and Vision
•
Rollout Plans & Progress to date
•
ESR Principles & Benefits
•
The Implementation Approach & System functionality
•
Project Support
•
Wave 4 Project Implementation
•
Questions
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
Why should the NHS use it?
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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…….
…..ESR is a World Class Solution
Using
HRMS, ESR is a world class application,
also used by organisations such as:
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
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
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
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-Mar-06
01-Nov-06
6
01-Mar-06
01-Jun-06
01-Feb-07
7
01-May-06
01-Aug-06
01-Apr-07
8
01-Jul-06
01-Oct-06
01-Jun-07
9
01-Sep-06
01-Dec-06
01-Aug-07
10
01-Nov-06
01-Feb-07
01-Oct-07
11
01-Mar-07
01-Jun-07
01-Feb-08
12
01-May-07
01-Aug-07
01-Apr-08
* Cheshire & Merseyside Waves highlighted in Red
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
Agenda
•
Introduction and vision
•
ESR overview
•
ESR benefits & Progress update
•
ESR in Cheshire & Merseyside
•
Next Steps
•
Questions
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
ESR Benefits
Information
Modernisation
Efficiency
Empowerment
Supports other national initiatives
“ESR will support you in meeting the goals of the NHS Plan….”
Performance Mgt
[Healthcare Commission/
Monitor]
HR in the
NHS Plan
ESR
Pay
Modernisation
Improving
Working Lives
Implementation Approach
Prerequisite
phase (3 months)
Implementation phase
(8 months)
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StHA engagement
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Trust/payroll group
engagement
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
•
Project Board
•
Project Initiation
Document
•
Training for project
team
•
Readiness to start
implementation
Post
go-Live
Readiness Assessments
Prerequisite phase
(3 months)
Implementation phase
(8 months)
Ready?
Ready?
Ready?
Ready?
Local & National Project Governance
Single Responsible Owner
ESR
Programme
Director
Account
Manager
Strategic Health Authority
Group Project Board
ESR ROLLOUT
PAYROLL GROUP
PROJEC
T BOARD
PER GROUP
GROUP PROJECT
MGR
PAYROLL LEAD
Implementation
Consultant
Group Project
Manager
Group Project Team Issues
Central Team Issues
PER
ORGANISATION
HR LEAD
FINANCE LEAD
IT LEAD
TRAINING LEAD
Composition of ESR
Data Warehouse - Central Reporting
ESR Core Solution
Standard Interfaces
Local Reporting
Recruitment
Core HR
Payroll
Inter-Authority Transfers
Employee administration
Processing
Absence
Pensions
Travel & Expenses
(New Hire-Changes-Termination)
Employee Relations
Training
Administration
& Career
Management
Bank
Administration
Employee & Manager Self Service
Work Structures
Security
Underpinned by ESR National Business Processes
E-Recruitment
NHS Pensions Agency
Inland Revenue
BACS
Occupational Health
Time & Attendance
NHS National Directory
General Ledger
Organisational Security
455 West
Midlands Health
455
1.2 Million NHS Employees
564
125
125 South West
PCT
564 Eastern
Borders Health
Care Trust
Agenda
•
Introduction and vision
•
ESR overview
•
ESR benefits & Progress Update
•
ESR in Cheshire & Merseyside
•
Next steps – Data Management
•
Questions
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
The Account Manager …
Central
Project
Team
Account
Manager
Local
Implementation
Team
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Design Solution
Build Solution
Project Management
Planning
• Understand the ESR Solution
• Co-ordinate across the StHA area
• Advise on local resource and governance requirements
• Escalate issues to StHA and/or ESR central team
• Ensure sites complete pre-requisite activity on schedule
• Ensure/Assure site readiness to commence implementation
• Implement the Solution
• Learn from other sites
• Feedback e.g. issues and risks
Questions?
Sue Hodkinson, NHS ESR Project Team
Account Manager – Cheshire & Merseyside
Tel: 07815 869153
Email:
sue.x.atkinson@dh.gsi.gov.uk
www.esrsolution.co.uk
ESR Roll Out Wave 4
North Mersey Implementation
The ESR Experience
Wave 4 Trusts
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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
Local Legacy Systems
• Payroll
– SPS
– Delphi
• HR
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Delphi
Mapis
Health Resource
Prime
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)
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.
Schematic
Maintain Staging Master
Localisations
Education EFL
Education Sys Admin & Payroll
Education HR and Disco
Policies and Procedures
Confirm
Transform Coding DMD1 DMD2 DMD3
LST
GL Development
Go-live
UT
GL Update
Scope Data Cleanse Corrective Data Cleanse
Ongoing Data Maintenance
Monthly Data Submission From Trusts
RA1
RA2
RA3
RA4
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
Issues Faced
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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
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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
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
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
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.
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
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
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