Paper BSO 76/2014
FINANCE REPORT TO THE BOARD
1 APRIL 2014 – 31 JULY 2014
Patrick Anderson
Director of Finance
August 2014
Page 1 of 18
Paper BSO 76/2014
CONTENTS
SECTION
DESCRIPTION
PAGE
1.
Introduction
3
2.
Income and Expenditure Performance
4
3.
Capital Position
14
LIST OF TABLES
Table 1
Income and Expenditure Account – Period ended 31 July 2014
Table 2
Summary of Budget versus Actual Out-turn – July 2014
Table 3
Analysis of Core Services – July 2014
Table 4
Operations Directorate – July 2014
Table 5
Customer Care & Performance Directorate – July 2014
Table 6
Other Directorates – July 2014
Page 2 of 18
Paper BSO 76/2014
1.
Introduction
1.1
This report covers the four month period ended 31 July 2014 and presents the
latest income and expenditure and capital positions for the BSO.
1.2
Section 2 of this report provides a summary of the reported income and
expenditure position for the four month period ended 31 July 2014, along with
any relevant commentary on variations from the 2014/15 budget as approved
at the June 2014 Board meeting.
1.3
Section 3 presents the capital position as at 31 July 2014.
Page 3 of 18
Paper BSO 76/2014
2.
Income and Expenditure Performance
2.1
The income and expenditure position for the four month period ended 31 July
2014 for each segment of the Organisation is presented in Table 1 below.
TABLE 1 - INCOME AND EXPENDITURE ACCOUNT – PERIOD ENDED 31 JULY 2014
Core
Services
£'000
BSTP
ITS
Programme
£'000
£'000
Income
18,202
492
5,756
Pay
12,972
363
513
5,046
129
5,243
18,018
492
184
0
Non Pay
Total Expenditure
Surplus / (Deficit)
Trading
Managed
Services
Total
£'000
£'000
£'000
15,005
6,204
45,659
419
14,267
15,019
5,849
31,286
5,756
15,019
6,268
45,553
0
(14)
(64)
106
-
2.2
The overall reported surplus for the Organisation at 31 July 2014 was £106k.
The surplus has primarily been generated by Core Services (£184k), offset by
a deficit within Managed Services (£64k) and Trading (£14k)
2.3
The deficit on Managed Services is due to a higher level of expenditure than
budgeted associated with the Healthy Start Programme. The year to date
deficit on Healthy Start stands at £64k, which constitutes a £80k decrease in
expenditure in comparison to the four months ended 31 July 2013. This has
been described in more detail in paragraph 2.9 below.
2.4
A breakeven position at 31 July 2014 has been reported for BSTP. A level of
external funding has been assumed in order to arrive at this position. This
has been described in more detail in paragraph 2.7 below.
2.5
Table 2, overleaf, provides a summary of budget versus actual out-turn to 31
July 2014 for each segment of the Organisation.
Page 4 of 18
Paper BSO 76/2014
TABLE 2 - SUMMARY OF BUDGET VERSUS ACTUAL OUT-TURN – JULY 2014
Month
YTD
FY
Budget
Actual
Variance
Budget
Actual
Variance
Budget
2013/14
LBE
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
CORE SERVICES
Income
4,789
4,603
(186)
18,468
18,202
(266)
56,960
43,989
Pay
3,449
Non Pay
1,114
3,233
216
13,345
1,252
(138)
4,965
12,972
373
42,035
32,998
5,046
(81)
14,925
10,465
Total Expenditure
4,563
4,485
78
18,310
18,018
292
56,960
43,463
0
Surplus / (Deficit)
226
118
(108)
158
184
26
0
526
0
Income
123
Pay
104
123
0
492
492
0
1,477
3,783
103
1
363
363
0
967
1,416
93
20
73
187
129
58
510
2,398
Total Expenditure
197
123
74
550
492
58
1,477
3,814
0
Surplus / (Deficit)
(74)
0
74
(58)
0
58
0
(31)
0
5,756
1,524
(4,232)
5,756
5,756
0
14,805
14,400
BSTP
Non Pay
ITS PROGRAMME
Income
Pay
513
137
376
513
513
0
1,700
1,398
Non Pay
5,243
1,387
3,856
5,243
5,243
0
13,105
13,000
Total Expenditure
5,756
1,524
4,232
5,756
5,756
0
14,805
14,398
0
Surplus / (Deficit)
0
0
0
0
0
0
0
2
0
3,667
3,811
144
14,667
15,005
338
44,000
43,861
0
0
0
0
0
0
0
0
Non Pay
3,667
3,782
(115)
14,667
15,019
(352)
44,000
43,914
Total Expenditure
3,667
3,782
(115)
14,667
15,019
(352)
44,000
43,914
0
Surplus / (Deficit)
0
29
29
0
(14)
(14)
0
(53)
0
1,594
1,440
(154)
6,372
6,204
(168)
19,115
19,306
104
110
(6)
414
419
(5)
1,242
1,295
Non Pay
1,489
1,372
117
5,958
5,849
109
17,873
18,361
Total Expenditure
1,593
1,482
111
6,372
6,268
104
19,115
19,656
0
Surplus / (Deficit)
1
(42)
(43)
0
(64)
(64)
0
(350)
0
15,929
11,501
(4,428)
45,755
45,659
(96)
136,357
125,339
0
4,170
3,583
587
14,635
14,267
368
45,944
37,107
0
Non Pay
11,606
7,813
3,793
31,020
31,286
(266)
90,413
88,138
0
Total Expenditure
15,776
11,396
4,380
45,655
45,553
102
136,357
125,245
0
Surplus / (Deficit)
153
105
(48)
100
106
6
0
94
0
TRADING
Income
Pay
MANAGED SERVICES
Income
Pay
TOTAL BSO
Income
Pay
Page 5 of 18
Paper BSO 76/2014
2.6
Table 2 indicates that the budgeted income and expenditure position for the
four month period ended 31 July 2014 was a surplus of £100k. The actual
position to 31 July 2014 was a surplus of £106k. This position is set out in
more detail in Tables 3 to 6 overleaf and explained in the supporting narrative.
2.7
A breakeven position has been reported within BSTP. Invoices for the quarter
ended 30 June 2014 have been issued to all HSC bodies in respect of the full
recharge of FPL and HRPTS systems maintenance costs. The break-even
position assumes full recompense of these invoices.
2.8
The current revenue expenditure associated with the regional ITS
Programme, undertaken by BSO on behalf of HSCB, is £4.4m as at 31 July
2014. This expenditure is agreed with HSCB on an ongoing basis and fully
funded. Arrangements are in place to invoice HSCB for expenditure in full
throughout the year.
2.9
As described in paragraph 2.3 above, Managed Services is currently in a £64k
deficit position, due to a deficit within Healthy Start (£64k). This constitutes a
decrease on the deficit recorded at the same stage in the 2012/13 financial
year (£142k). The final outturn for Healthy Start in 2013/14 was a deficit of
£345k. DHSSPS had previously provided an assurance that BSO will not be
financially disadvantaged by administering the Healthy Start scheme and
therefore we expect DHSSPS to provide full financial cover, if required. BSO
will continue to report on the Healthy Start position to DHSSPS.
2.10 Table 3 overleaf sets out a high level summary of income and expenditure for
the period for Core Services.
Page 6 of 18
Paper BSO 76/2014
TABLE 3 - ANALYSIS OF CORE SERVICES – JULY 2014
Month
YTD
FY
Budget
Actual
Variance
Budget
Actual
Variance
Budget
2013/14
LBE
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
OPERATIONS
Income
2,726
2,497
(229)
10,023
9,937
(86)
31,625
20,278
Pay
1,873
1,763
110
7,112
7,037
75
22,867
15,227
Non Pay
723
689
34
2,900
2,874
26
8,758
5,133
Total Expenditure
2,596
2,452
144
10,012
9,911
101
31,625
20,360
0
Surplus / (Deficit)
130
45
(85)
11
26
15
0
(82)
0
(4)
2,916
2,915
(1)
8,750
8,119
CUSTOMER CARE & PERFORMANCE
Income
730
726
Pay
634
588
46
2,515
2,413
102
7,708
7,362
87
107
(20)
347
344
3
1,042
702
Total Expenditure
721
695
26
2,862
2,757
105
8,750
8,064
0
Surplus / (Deficit)
9
31
22
54
158
104
0
55
0
1,333
1,380
47
5,529
5,350
(179)
16,584
15,592
Pay
942
882
60
3,718
3,522
196
11,461
10,409
Non Pay
304
456
(152)
1,718
1,828
(110)
5,123
4,630
Total Expenditure
1,246
1,338
(92)
5,436
5,350
86
16,584
15,039
0
Surplus / (Deficit)
87
42
(45)
93
0
(93)
0
553
0
Income
4,789
4,603
(186)
18,468
18,202
(266)
56,959
43,989
0
Pay
3,449
3,233
216
13,345
12,972
373
42,036
32,998
0
Non Pay
1,114
1,252
(138)
4,965
5,046
(81)
14,923
10,465
0
Total Expenditure
4,563
4,485
78
18,310
18,018
292
56,959
43,463
0
Surplus / (Deficit)
226
118
(108)
158
184
26
0
526
0
Non Pay
OTHER DIRECTORATES
Income
TOTAL CORE SERVICES
2.13 A more detailed analysis of each Core Services Directorate is set out in
Tables 4, 5 and 6 respectively.
Page 7 of 18
Paper BSO 76/2014
TABLE 4 - OPERATIONS DIRECTORATE – JULY 2014
Month
Budget
£'000
YTD
Actual
£'000
Variance
£'000
Budget
£'000
FY
Actual
£'000
Variance
£'000
Budget
£'000
2013/14
£'000
LBE
£'000
PaLS
Income
966
968
2
3,865
3,839
(26)
11,595
11,388
Pay
756
736
20
3,037
2,943
94
9,094
8,961
Non Pay
208
204
4
834
808
26
2,501
2,678
Total Expenditure
964
940
24
3,871
3,751
120
11,595
11,639
0
Surplus / (Deficit)
2
28
26
(6)
88
94
0
(251)
0
145
143
(2)
581
574
(7)
1,743
1,479
75
66
9
297
293
4
898
866
PENSIONS
Income
Pay
Non Pay
70
78
(8)
282
317
(35)
845
770
Total Expenditure
145
144
1
579
610
(31)
1,743
1,636
0
Surplus / (Deficit)
0
(1)
(1)
2
(36)
(38)
0
(157)
0
Income
94
94
0
378
377
(1)
1,133
1,146
Pay
83
86
(3)
351
349
2
1,031
997
COUNTER FRAUD & PROBITY
Non Pay
8
6
2
34
29
5
102
124
Total Expenditure
91
92
(1)
385
378
7
1,133
1,121
0
Surplus / (Deficit)
3
2
(1)
(7)
(1)
6
0
25
0
Income
458
450
(8)
1,860
1,859
(1)
5,578
5,572
Pay
314
334
(20)
1,257
1,244
13
3,799
3,715
Non Pay
148
107
41
593
645
(52)
1,779
1,535
Total Expenditure
462
441
21
1,850
1,889
(39)
5,578
5,250
0
Surplus / (Deficit)
(4)
9
13
10
(30)
(40)
0
322
0
Income
10
10
0
41
41
0
123
139
Pay
11
11
0
26
43
(17)
113
134
1
(1)
2
3
(1)
4
10
26
Total Expenditure
12
10
2
29
42
(13)
123
160
0
Surplus / (Deficit)
(2)
0
2
12
(1)
(13)
0
(21)
0
1,053
832
(221)
3,298
3,247
(51)
11,452
554
Pay
634
530
104
2,144
2,165
(21)
7,931
554
Non Pay
288
295
(7)
1,154
1,076
78
3,521
0
Total Expenditure
922
825
97
3,298
3,241
57
11,452
554
0
Surplus / (Deficit)
131
7
(124)
0
6
6
0
0
0
FPS
OPS DIRECTOR
Non Pay
SHARED SERVICES
Income
TOTAL OPERATIONS DIRECTORATE
Income
2,726
2,497
(229)
10,023
9,937
(86)
31,624
20,278
0
Pay
1,873
1,763
110
7,112
7,037
75
22,866
15,227
0
Non Pay
723
689
34
2,900
2,874
26
8,758
5,133
0
Total Expenditure
2,596
2,452
144
10,012
9,911
101
31,624
20,360
0
Surplus / (Deficit)
130
45
(85)
11
26
15
0
(82)
0
Page 8 of 18
Paper BSO 76/2014
2.14 The Operations Directorate reported a surplus for the period ended 31 July
2014 of £26k (budget surplus £11k). Significant deviations from budget were
as follows:

PaLS – actual surplus of £88k versus budget deficit of £6k. This is
primarily due to slippage in filling vacancies in the Medical Procurement
and Non-Medical Procurement areas (£94k).

Pensions – actual deficit of £36k versus budget surplus of £2k. This is
primarily due to Dial Network charges for Waterside House, which were
not factored into the Pensions budget.

FPS – actual deficit of £30k versus budget surplus of £10k. This is
primarily due to the costs of handling charges for the margin survey which
were not factored into the FPS budget, as well as the budget and profiling
of the costs of exiting the Fujitsu contract.

Shared Services – actual surplus £6k versus budget breakeven position.
This is primarily due to the lower level of non-pay expenditure than
anticipated at the time of setting the budgets, especially in computer
maintenance costs.
Page 9 of 18
Paper BSO 76/2014
TABLE 5 - CUSTOMER CARE & PERFORMANCE DIRECTORATE - JULY 2014
Month
YTD
FY
Budget Actual Variance Budget Actual Variance Budget 2013/14
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
CC&P DIRECTOR
Income
10
10
0
39
39
0
118
109
Pay
9
7
2
36
34
2
107
109
Non Pay
1
0
1
4
2
2
11
6
Total Expenditure
10
7
3
40
36
4
118
115
LBE
£'000
0
Surplus / (Deficit)
0
3
CUSTOMER & SERVICE IMPROVEMENT
Income
17
17
Pay
17
17
Non Pay
1
0
Total Expenditure
18
17
3
(1)
3
4
0
(6)
0
0
0
1
1
70
74
3
77
70
72
1
73
0
2
2
4
210
200
10
210
197
199
7
206
0
Surplus / (Deficit)
ORECNI
Income
Pay
Non Pay
Total Expenditure
(1)
0
1
(7)
(3)
4
0
(9)
0
19
13
5
18
18
11
3
14
(1)
2
2
4
74
53
21
74
78
46
19
65
4
7
2
9
223
159
64
223
230
163
64
227
0
Surplus / (Deficit)
EQUALITY
Income
Pay
Non Pay
Total Expenditure
1
4
3
0
13
13
0
3
0
16
15
1
16
16
12
(1)
11
0
3
2
5
63
57
2
59
63
52
2
54
0
5
0
5
188
181
7
188
203
167
5
172
0
0
5
5
4
9
5
0
31
0
120
114
6
120
117
101
5
106
(3)
13
1
14
480
456
24
480
475
415
17
432
(5)
41
7
48
1,441
1,369
72
1,441
1,310
1,259
52
1,311
0
0
11
11
0
43
43
0
(1)
0
548
466
73
539
548
440
100
540
0
26
(27)
(1)
2,190
1,839
293
2,132
2,190
1,794
303
2,097
0
45
(10)
35
6,571
5,693
878
6,571
6,070
5,465
568
6,033
0
Surplus / (Deficit)
9
8
(1)
TOTAL CUSTOMER CARE & PERFORMANCE
Income
730
726
(4)
Pay
634
588
46
Non Pay
87
107
(20)
Total Expenditure
721
695
26
58
93
35
0
37
0
2,916
2,515
347
2,862
2,915
2,413
344
2,757
(1)
102
3
105
8,751
7,709
1,042
8,751
8,119
7,362
702
8,064
0
0
0
0
54
158
104
0
55
0
Surplus / (Deficit)
INTERNAL AUDIT
Income
Pay
Non Pay
Total Expenditure
Surplus / (Deficit)
ITS
Income
Pay
Non Pay
Total Expenditure
Surplus / (Deficit)
9
31
22
Page 10 of 18
Paper BSO 76/2014
2.15 The Customer Care and Performance (CC&P) Directorate reported a surplus
for the four month period ended 31 July 2014 of £158k, compared with a
budget surplus of £54k. Significant deviations from budget are described
below.

ORECNI – actual surplus of £13k versus a budget breakeven position. This is
primarily due to a favourable pay variance (£7k) caused by slippage in filling
vacancies in Band 5 REC managers.

Internal Audit – actual surplus of £43k versus a budget breakeven position.
This favourable variance is primarily due to the timing of the deployment in the
use of staff substitution.

ITS – actual surplus of £93k versus budget surplus of £58k. This is primarily
due to slippage in filling vacancies, particularly in Bands 4 to 7.
Page 11 of 18
Paper BSO 76/2014
TABLE 6 - OTHER DIRECTORATES - JULY 2014
Month
Budget
£'000
YTD
Actual
£'000
Variance
£'000
Budget
£'000
FY
Actual
£'000
Variance
£'000
Budget
£'000
2013/14
£'000
LBE
£'000
LEGAL
Income
364
390
26
1,525
1,543
18
4,575
4,386
Pay
331
323
8
1,311
1,279
32
4,072
3,792
42
42
0
168
179
(11)
503
574
Total Expenditure
373
365
8
1,479
1,458
21
4,575
4,366
0
Surplus / (Deficit)
(9)
25
34
46
85
39
0
20
0
174
215
41
823
830
7
2,469
2,667
81
71
10
314
289
25
946
989
Non Pay
127
134
(7)
511
492
19
1,523
1,662
Total Expenditure
208
205
3
825
781
44
2,469
2,651
0
Surplus / (Deficit)
(34)
10
44
(2)
49
51
0
16
0
FINANCE
Income
117
117
0
470
467
(3)
1,408
2,627
Pay
Non Pay
97
20
100
12
(3)
8
388
81
378
84
10
(3)
1,165
243
1,874
787
Total Expenditure
117
112
5
469
462
7
1,408
2,661
0
Surplus / (Deficit)
0
5
5
1
5
4
0
(34)
0
Income
Pay
24
21
24
18
0
3
94
87
94
84
0
3
283
248
271
256
Non Pay
Total Expenditure
3
24
3
21
0
3
12
99
10
94
2
5
35
283
41
297
0
Surplus / (Deficit)
0
3
3
(5)
0
5
0
(26)
0
Income
236
223
(13)
943
757
(186)
2,829
2,733
Pay
165
151
14
640
577
63
2,026
1,914
Non Pay
HRCS
Income
Pay
CEO
HSC Leadership Centre
Non Pay
67
1
66
268
264
4
803
794
Total Expenditure
232
152
80
908
841
67
2,829
2,708
0
Surplus / (Deficit)
4
71
67
35
(84)
(119)
0
25
0
Income
Pay
295
247
288
219
(7)
28
1,180
978
1,165
915
(15)
63
3,539
3,004
2,118
1,634
Non Pay
Total Expenditure
45
292
(34)
185
79
107
178
1,156
166
1,081
12
75
535
3,539
471
2,105
0
Surplus / (Deficit)
3
103
100
24
84
60
0
13
0
123
123
0
494
494
0
1,482
790
0
0
0
298
0
(298)
0
500
0
633
0
(133)
0
1,482
(50)
301
HSC Clinical Education Centre
OTHER
Income
Pay
Non Pay
Total Expenditure
0
298
(298)
500
633
(133)
1,482
251
0
Surplus / (Deficit)
123
(175)
(298)
(6)
(139)
(133)
0
539
0
TOTAL OTHER DIRECTORATES
Income
Pay
1,333
942
1,380
882
47
60
5,529
3,718
5,350
3,522
(179)
196
16,585
11,461
15,592
10,409
0
0
Non Pay
Total Expenditure
304
1,246
456
1,338
(152)
(92)
1,718
5,436
1,828
5,350
(110)
86
5,124
16,585
4,630
15,039
0
0
Surplus / (Deficit)
87
42
(45)
93
0
(93)
0
553
0
Page 12 of 18
Paper BSO 76/2014
2.16 Other Directorates within Core Services reported a breakeven position for the
period compared to a budget surplus £93k. Significant deviations from budget
were as follows:

Legal Services – actual surplus of £85k versus a budgeted surplus of
£46k. This favourable variance has been generated by a number of
vacancies in professional DLS staff (due to maternity and sick leave) and a
greater level of income from conveyancing than anticipated, although
these gains have been offset by higher than expected cost of
photocopying.

HRCS – actual surplus of £49k versus a budgeted deficit of £2k. The
favourable pay variance of £25k primarily relates to slippage in filling a
number of vacant posts whilst the favourable non-pay variance of £19k is
primarily due to lower seasonal expenditure compared to flat-lined budget
profile especially in the area of heat, light & power.

HSC Leadership Centre (LC) and Clinical Education Centre (CEC) – taken
together, the Centres show an overall breakeven position for the period
versus a budgeted surplus of £59k. Income received within these areas is
not evenly profiled and tends to be lower in the early part of the financial
year, peaking in the final quarter. The favourable variances within pay are
due to underspends in staff substitution but these should be utilised in the
latter half of the year.

Other – actual deficit of £139k versus a budgeted deficit of £6k. Provision
has been made within non pay to reflect items of expenditure which have
been approved by SMT and other actions which have not yet materialised
within Core Services.
Page 13 of 18
Paper BSO 76/2014
3.
Balance Sheet as at 31 July 2014
3.1
The Balance Sheet for the BSO as at 31 July 2014 is included below for
information along with comments on a number of the key balances.
TABLE 7
Non Current Assets
Land Cost
Buildings Cost
Assets Under Construction
Plant and Machinery
Transport Equipment
Information Technology
Furniture and Fittings
Intangible Software
Intangible Software Licenses
£000's
£000's
31-Jul-14
£000's
Cost
2,339
8,955
4,498
261
1,285
31,258
1,077
49,673
Deprec.
0
(1,206)
0
(109)
(928)
(19,688)
(261)
(22,192)
27,481
3,747
68,382
72,129
(3,524)
(19,195)
(22,719)
49,410
76,891
Current Assets
Inventories
Trade & other receivables
Prepayments and accrued income
Commercial Banks and cash in hand
5,235
26,945
1,032
3,893
37,105
TOTAL ASSETS
113,996
Current Liabilities
Other taxation and social security
Bank overdraft
Trade revenue & capital payables
Payroll payables
Other payables
Accruals and deferred income
2,179
0
22,429
0
0
6,404
31,012
NON CURRENT ASSETS LESS NET CURRENT ASSETS/LIABILITIES
Non Current Liabilities
Other Payables, accruals and deferred income
82,984
0
Provisions
Prov Former Dir
Prov Other Staff
Prov Other
74
558
32
664
ASSETS LESS LIABILITIES
82,320
TAXPAYERS' EQUITY
Revaluation reserve
General reserve B/fwd
Grant In Aid less RRL
Non cash - Depreciation etc
Surplus in Period
3,697
72,507
9,704
(3,697)
109
6,116
82,320
Page 14 of 18
Paper BSO 76/2014
3.2
Inventories
The stock balance at 31 July 2014 was £5.2m (31 May 2014: £5m).
3.3
Trade & other receivables
The balance of trade receivables and prepayments at 31 July 2014 was £28m
(31 May 2014: £32.9m). This balance is comprised of trade debt including
inter-HSC, balances owed by client NDPBs and VAT. The movement in this
balance since 2013/14 year end is due to the timing of the issue of
Management Fee invoices to HSC trusts around the year end and the
payment thereof.
3.4
Bank & cash / overdraft
The balance of £3.9m includes BSO No 1 and No 2 accounts and the Central
accounts which are managed by BSO. Also included is a petty cash balance
of £2k.
3.5
Trade & other payables
The balance of trade and other payables at 31 July 2014 was £31m (31 May
2014: £25.3m). This includes a balance owed to DHSSPS of £12.4m (31 May
2014: £6.7m) and other revenue and capital payables and accruals of £18.6m.
The balance with DHSSPS represents cash drawn from DHSSPS to fund
BSO’s working capital requirements and movements relate in particular to
FPS expenditure and the respective cash drawn.
Page 15 of 18
Paper BSO 76/2014
4.
Capital Position as at 31 July 2014
4.1
Capital sources
The BSO has received capital funding in respect of the following:
4.2

General capital allocation (from DHSSPS);

ITS Programme (from HSCB);

BSTP (from HSCB under ITS Programme);

Shared Services (from DHSSPS); and

CERI (from DHSSPS).
General capital allocation
BSO submitted a list of capital bids for 2014/15 to the DHSSPS on 1 April
2014 categorised as either essential or desirable. Total approved CRL for
2014/15 was £768k with £462k approved under general capital and the
remaining four projects £306k were approved under ITS Programme
allocation. BSO also received a further CRL confirmation of £120k in August
2014 on a business case submitted to DHSSPS on 31 July 2014 for
Replacement Racking at Lissue.
The approved bids along with a current status report are listed in Table 8
below.
Project Name
Description
Planned
Cost(£)
Current Status
eProcurementNI
Implementation
(ITS Programme)
The new NI CoPES eTendering
portal will secure continuity and
efficiencies of online Tendering,
evaluation and contract
management is maintained and
optimised.
£127,000
Expenditure to date £11k.
Estimated completion date
moved from quarter 3 to
quarter 4 due to contractor
issues.
Additional Double
Trailer and vehicle
Additional double trailer and vehicle
required to trunk stock orders
between Campsie and Boucher
Warehouses
£92,000
Order complete. Estimated
completion December 14
Replace 2 current
leased CCA transits
Replace with 2 new BSO longwheel base transits for CCA Lissue.
Recurrent lease cost £22k per
annum
£44,000
Order complete. Estimated
completion October 14
Replace current BSO
CCA vans – Lissue
Replace with long wheel-base vans
increasing the load capacity by 25%
as well as reducing journey
frequency
£66,000
Order complete. Estimated
completion October 14.
Page 16 of 18
Paper BSO 76/2014
4.3
Customer Relationship
Manager (CRM)
Solution
ITS Programme)
The reporting functions will allow
managers within centres to manage
their people resources more
effectively and monitor progress
against KPI and SLA targets.
£96,413
Requisition being
processed
Replacement current
BSO Iveco Daily
Tailgate Transit Boucher Operation
The replacement 7.5 tonne Euro
Cargo will increase the load
capacity by 50% and also reducing
journeys and maximising vehicle
capacity per run
£44,000
Order complete. Estimated
completion December 14
Replacement Counter
Balance - Lissue
operation
Current Counter balance at Lissue
is 15 years old and needs
replacement
£20,000
Order complete. Estimated
completion November 14
Replace current 2 BSO
10 tonne vehicles Boucher Operation
Replace with two new 10 Tonne
Euro 6 vehicles. Euro 6 is the
highest standard compliant with
environmental legislation
£94,000
Order complete. Estimated
December 14
Replacement Reach
Truck - Lissue
operation
Current Counter balance at Lissue
is 15 years old and needs
replacement
£25,000
Order complete. Estimated
completion November 14.
Replace Order Pickers
- Boucher operation
Replacement of 3 electric picker
trucks for Boucher
£30,000
Requistion raised, waiting
for confirmation of order.
Refurbishment Training
Centre - replacements
windows and doors and
installation of shower
room
A number of Training Centre
windows and external doors require
replacement to improve and
installation of Shower Room
£47,000
Developing specification
for Tender. Estimated
contract award in
September, pending price.
EPES – Image
Archiving
(ITS Programme)
Storage of prescription images on
near-line storage on separate server
for immediate retrieval
£79,401
Order complete. Estimated
completion October 14
Dual Screens
(ITS Programme)
Dual screens for new FPS payment
system
£3,450
Order complete. Estimated
completion September 14.
Replacement racking at
Lissue
New space efficient drive-in racking
system increasing capacity for 700
pallet locations
£120,000
CRL approved 20th August
14.
Total confirmed general CRL
£888,264
ITS Programme
Expenditure on ITS Programme was £492k as at 31 July 2014. The full year
budget for this programme is £8.3m.
4.4
BSTP
A separate £1m allocation for BSTP is being managed by HSCB under ITS
programme. Expenditure on BSTP at 31 July 2014 was £610k.
Page 17 of 18
Paper BSO 76/2014
4.5
Shared Services
Expenditure on the Shared Services Project was £32k as at 31 July 2014. The
budget for expenditure on this project is £497k for 2014/15.
4.5
CERI (Carbon Emission Reduction Initiative)
The BSO received confirmation of CRL allocation of £20k in June 2014 for
hand dryers under this initiative. No expenditure has been incurred to date.
Page 18 of 18