NHSBSA Business Plan 2021-22
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NHSBSA
Business Plan
2021-22
NHSBSA Business Plan 2021-22 (V0.2) 03.2021
Contents
Welcome – Michael Brodie …………......................................3
Who we are and what we do……………………….................4
Our Purpose, Vision and Values…………………...................16
How we deliver.........................……….................................22
Our big ambitions and business plan deliverables.................26
People and resources …...................……............................37
2
Welcome – Michael Brodie
Welcome to the NHS Business Services Authority We’ve deepened our collaboration over the last year with NHS England and
Business Plan for 2021/22. The NHSBSA is an Improvement, the Department of Health and Social Care (DHSC), Public
extraordinary organisation with a unique and central Health England, NHSX, NHS Digital and other key organisations within the
role in supporting the NHS to be at its best. This has health and care system to deliver both services and products to support
never been as important as during the coronavirus the national response to coronavirus. It is that level of collaboration which
pandemic. Our work during this time has been is highlighted in the recent Government White Paper, Integration and
described as “mission critical” by the Secretary of State for Health and Innovation: working together to improve health and social care for all, as
Social Care, who praised our “remarkable ingenuity and resilience”, and being critical to creating a truly integrated health and social care system,
telling our people “when you look back at the role you have played during and we have a key role to play.
this important chapter in our national story, you can be rightly proud.”
Our strategy for 2021-2024 ‘On the front foot for the frontline’ sets out
The NHSBSA is the expert national delivery organisation relied upon by our five big ambitions for the period. These ambitions focus on how we
Government and the health and care system to provide a range of high- can support the NHS workforce agenda, population health and prevention,
volume business services and core platforms to support the day-to-day expand our provider assurance services, minimise loss across the NHS from
smooth running of the NHS. We are the NHS supporting the NHS and this fraud, error and waste, and supporting health and care transformation.
is both a privilege and responsibility we hold with care.
This business plan sets out where we will focus our efforts over the next
year to deliver against these ambitions. It sets out a range of actions and
We provide services to support NHS primary care, processing over 1 billion
key deliverables which will help us to deliver high quality services to our
prescription items each year and 50 million dental claim forms. We make
customers, improved patient outcomes and better value to the taxpayer.
payments to pharmacists and dentists of over £10 billion for their essential
services they provide to the public. So, we keep services in primary care To do this we will focus on building relationships and networks across the
flowing. We support the public in gaining access to healthcare services and health and care system, engaging further with stakeholders and tailoring
help with the cost of the medication and dental services they need through our support to where we can have the greatest impact and pushing for
a broad range of schemes we operate. And we support the NHS workforce even greater influence where it matters most. Finally, I hope you find this
– the dedicated doctors, nurses and other health professionals on which an interesting and compelling read and agree that we have set ourselves
the NHS depends – through our NHS Jobs, Electronic Staff Record and NHS stretching, challenging but achievable targets for the year ahead.
Pensions services. The high volume and national nature of our services
provides us with a huge wealth of data and insight, which we manage Michael Brodie, Chief Executive of NHS Business Services Authority,
safely and responsibly and then utilise to amplify our impact. April 2021.
3
Who we are and what we do
Who we are
We are known for delivering, digitising and transforming at scale complex We group our operational services into three main areas. We provide
business services which support the frontline NHS, the people who work services to support the commissioners and providers of primary care,
in the NHS and the public in gaining access to the help with healthcare ensuring pharmacists and dentists are able to provide their vital services
costs to which they are entitled. In doing so we help connect people to to the public. We help citizens in gaining access to healthcare services
the health and care system, we create insight, add value and improve and support through a number of domestic and overseas schemes and
patient outcomes. Building on this success of delivering our core services, we provide a broad range of services to support the NHS workforce – the
which we describe as our brilliant business, we have been asked by dedicated doctors, nurses and other health professionals on which the
Government and the NHS to stand up new services and products to NHS depends.
support the national response to coronavirus. We operate a multi-channel
and multi award winning contact centre, capable of standing up new
services within 24 hours to support key national events and issues. We are
the delivery partner of choice for the health and care system.
Citizen Services
• Health and Community Services – supporting patients and customers to gain help with costs associated with health care through our
exemptions offering and helping eligible families with young children to make healthier food choices so they can get the best start in life.
• Overseas Healthcare Services – administering registrations and claims for visitors, movers and those requiring planned treatment abroad, as
well as managing the Global Health Insurance Card scheme and transforming the service in line with new ways of working following the end
of the transition period.
• Customer and Contact Services – resolving millions of customer queries quickly and first time across a number of call streams.
• England Infected Blood Support Scheme – providing ex-gratia support to people and families affected by infected blood products.
• Exemption Services – helping patients access help with health costs to which they are entitled and reducing loss through fraud and error
through incorrect exemption claims.
• Student Services – providing financial advice and support to healthcare students, whilst supporting the manifesto commitments to deliver
50,000 extra nurses.
4
Citizen Services
Issued over Won at the 2020 NHS
1.6 million
cription
NHS pres
380,000
Buy a ent
prepaym
Sustainability Awards
al details
Person
Check what help you could
get to pay for NHS costs
More than
digital exemption people used our online
certificates for moving prescription prepayment certificates Start
eligibility checker
from plastic cards to digital certificates
Launched a brand new Achieved
online application system readiness
Submit
for the end of the transition
Launched the UK
supported by colleagues in Technology, in Global Health Insurance Card
July 2020 for students applying for NHSLSF period with the Department
in the 2020/21 academic year of Health and Social Care*
Successfully launched a new online portal for individuals entitled to a new UK EHIC and managed more than 237,000 applications through
this process**
Rolled out Real Time Exemption Paid over £75m in Supported over 3,000 England Infected
Checking in nearly 4,200 ex-gratia support payments
Blood Support Scheme (EIBSS) members
pharmacies to EIBSS members
Managed
Almost 100,000 students registered Supported over 18,000
5 million
for an NHSLSF account and 80,000
people through the Immigration Health
contacts to the Surcharge scheme and reimbursed more than
contact centre students are already in payment 6,300 beneficiaries
*(which included implementation of the Citizens Rights Agreement, Northern Ireland Protocol as well as the Trade and Cooperation Agreement) ** figure is since the launch in November to date
5
Primary Care Services
We support NHS Primary Care commissioners and providers and wider care systems.
This includes:
• Policy, clinical and professional expertise – providing support and advice on policy, clinical guidance and regulations to our customers and
sponsors.
• Our operations – processing all the NHS prescriptions in England that are dispensed in Primary Care, providing a range of services to
over 25,000 NHS contracted dentists who deliver NHS dental services across England and Wales, facilitating payments to GPs, delivering
contractual support for primary care ophthalmic services
• Provider assurance – an end-to-end national provider assurance service that facilitates effective management of contracts and activity
delivered under those contracts.
• Scanning services – a solution that delivers monetary savings and reduces the need for physical storage through cloud solutions.
6
Primary Care Services
Over 1 billion prescription items processed
70 million £9 billion paid to 100% of dental
items scanned for 1 NHS
pharmacy contractors for vital drugs claim forms are
Trust, helping to save space Submit
they have dispensed to patients submitted electronically
and increase efficiency
43.6 million dental claims forms are processed
£2 billion per year Over 88% of people
paid to dental contractors for
treatment provided to patients using Electronic Prescribing Service
Engaged with 25,000 primary care contractors to collaboratively provide assurances regarding contract
compliance, quality and value for money, with a financial benefit of £53.4 million in 2020
7
Workforce Services
• NHS Pensions – administering the NHS Pension Scheme for members, employers and pensioners.
• NHS Jobs – managing the online recruitment service for the NHS in England and Wales.
• HR Shared Services – a shared Human Resources and learning service for the NHS and wider health and care system.
• Electronic Staff Record (ESR) – an integrated workforce solution provided to NHS organisations in England and Wales including recruitment,
HR, Payroll and learning capabilities.
• Workforce Service Optimisation – helping our customers to optimise the use of our workforce systems and services, delivering great customer
experience and ensuring efficiencies.
8Workforce Services
1.6 million unique portal users of 4.7 million applications submitted 5,500 NHS recruitment campaigns
Electronic Staff Record (ESR) on NHS Jobs supported by HR Shared Services
Over 300,000 job adverts published on NHS Jobs
£
££
70,000 customer contacts handled by 3.4 million members of £12 billion paid to pensioners
HR Shared Services the NHS Pension Scheme each year
9Our operational business services depend upon colleagues from across the NHSBSA to support them in the delivery of our brilliant business and
big ambitions.
Finance, Commercial & Estates
The Finance, Commercial and Estates directorate plays a vital part in the smooth running of the NHSBSA. Managing over £35 billion
of NHS spend every year, it is essential that we are accountable for that money and our processes are as efficient as possible.
The directorate comprises:
• A finance function that supports and delivers service excellence and value for money for the wider organisation;
• Secure commercial solutions and outcomes that meet the needs of the business; and
• Estates services that create flexible environments which enable agile working.
Digital, Insight & Technology (DIT)
Our Digital, Insight and Technology approach defines how we will use:
• digital services to stay abreast of and keep pace with future change;
• technology to underpin our existing services and deliver our ambitions; and
• insights from our data to make connections, predict outcomes and deliver rapid understanding.
The smart deployment of DIT supports innovation and our ability to take on new activities and opportunities as they arise. We work collaboratively
with our partners, service delivery colleagues and users to deliver design led and insight driven services at national scale.
We use the power of our data to create and to support the enhancement of information and knowledge through ethical and secure management
and processing of data. We will continue to deploy agile and flexible technology, with an anywhere, anytime and any device approach.
Our DIT collaboration will continue to position the NHSBSA as a leader in delivering a good user experience and supporting evidence-based
decision-making.
We are a digital business empowering our customers through easy-to-use digital services.
10People and Corporate Services
The People and Corporate Services directorate provides a wide range of services including Human Resources, Learning and
Organisational Development, Communications and Marketing, Wellbeing and Inclusion, Information Governance and Security,
Safety, Health and Environment, and Change and Project Delivery.
We:
• support the organisation with corporate risk, governance, health and safety and environmental sustainability;
• deliver best in class communications and marketing to support achievement of the NHSBSA’s strategic goals and enable the effective and
efficient operation of our services;
• provide corporate HR services that advise and support our managers and employees through the employee life cycle;
• provide Learning and Organisation Development services that support the organisation as it transforms, utilising talents and bringing about
change through people and improvements to build future capability;
• ensure we are a diverse and inclusive workplace, supporting the wellbeing of our people; and
• are responsible for the information security of the NHSBSA.
11Strategy, Performance, Business Development and Growth
The directorate supports and enables the NHSBSA to deliver on our brilliant business, big ambitions, the NHS Long Term Plan and
Secretary of State priorities. Working together we connect our people and partners to ensure collaboration across the health and
care system in which we operate.
We:
• lead strategy and performance assurance to the Board, Leadership Team and our Sponsors;
• support and enable the delivery of key NHSBSA and wider system activities by providing knowledge and resource across the business;
• will innovate, use new approaches and insights to better understand our customer and stakeholder requirements, as well as being alert to
changes in the wider system redesign;
• lead the development of a supporting Customer Experience Strategy across the NHSBSA;
• lead and coordinate the partnership and opportunities development across the NHSBSA;
• lead due diligence activities across the organisation;
• provide clinical and professional leadership;
• protect the confidentiality of people’s health and care information through our role as Caldicot Guardian, ensuring its appropriate use; and
• proactively look to maintain and build collaborative relationships across the wider system and internationally, making every contact count.
12Developing and enriching the NHSBSA
Best Companies index 2 star accreditation
for outstanding employee engagement
Accreditations
Defence Employer Recognition Established a
68 apprentices
Scheme Silver Award Clinical Network across the business
Declared Climate Emergency Managed reduction in*: Greenhouse gas emissions 81%,
Water consumed 61%, Waste 60%, Paper 75%
and a goal of Net Zero by 2030 *Performance at Q2 2020-21
ISO14001 certified New producer of official statistics, working to the high
organisation wide standards set by the UK Statistics Authority to serve the public good
Our Open Data Portal (ODP) eDEN
Rolled out eDEN to Dental Providers and Practice
is the home of data we release to the public in a Log In
Managers (2,000 new users)
single place
Enhanced organisational-wide governance through providing due diligence and improved
data governance
Responded to 4 consultation documents to support the direction of the health and care system
13National response to coronavirus
The pandemic has been all-encompassing over this last twelve months. It We already work collaboratively, but during COVID-19 this gathered
has impacted upon us as a nation, as organisations and as individuals. We much more momentum. Our networks, partnerships and relationships
have been incredibly proud to play our part in the response. The NHSBSA were strengthened as we worked on many new services and solutions.
stood up nearly 50 new services at pace, and in collaboration with others We worked with NHSE/I, DHSC, NHSX, PHE and other partners to make
to support the NHS frontline and Government’s response. You can read things happen quickly and effectively and in the spirit of organisations
more about these on our website. without walls and boundaries. This collaboration has been recognised by
Government recently in creating a truly integrated health and social care
One noticeable learning from the pandemic was that changes which system.
previously may have taken years to implement have taken just weeks.
Recognising this significant shift, we undertook a discovery programme We set out in our 2020-22 strategy a desire to look at how we could
called New Horizons to better understand the drivers of change, what support social care. COVID-19 brought into sharp focus the needs of this
worked well and what we should retain to inform the future of our particular sector and to support the social care workforce, we worked
working environment. It is clear that our working methods and the ways collaboratively with our partners to develop the COVID-19 Care Workforce
in which our customers access our services has changed, and we know app. This app enabled immediate messaging and communications to be
change will continue. The feedback from New Horizons and ongoing issued to colleagues across social care to ensure they received important
learning have been considered in the development of this strategy and will news and updates and was well received, downloaded by more than
continue to be used by wider groups across the organisation. 50,000 social care colleagues.
14National response to coronavirus
47 new services and projects 60,000 test results by
Pathwaysstood
intoupTechnology
to support the national COVID-19 response
– created 22 opportunities for people to enter aemail per day – and rising
career in
Technology across Veterans, students, apprentices and internal staff
Over 15 million text Over £370 million in payments to support
Customer
messages sentExperience
to vulnerable Strategy
and developed, putting customers, users and
commissioners of our services at the centre of what we do community pharmacies to address unprecedented demand
shielding members of the public
One Drug Database (ODD) – consolidating and creating one source of data to eliminate errors and
Built a website to support Almost 8,000 hours
long-standing organisational risk
the NHS COVID-19 app in spent ensuring our buildings
Over 1 million
less than 7 days are COVID-safe
Due diligence capability and robust framework developed to ensure business and
test results by text
commercial risk is managed or mitigated prior to taking on new services
to enable colleagues to work effectively, including Microsoft Teams, SharePoint,
Achieved Ones to Watch in Best
Yammer and OneDrive Companies
index for staff engagement Stonewall ranking of 51st
In excess of 4 million PPE items being stored, Enabled colleagues to work from home quickly, distributing over
providing a back-up plan for hospitals,Managed
care homes andin greenhouse gas
reduction 3,800 pieces of equipment
Successful
£
including
completion laptops, desktops and
of the 18/19
GP practices emissions (65%), water consumption peripherals accounts for the NHSBSA and the Pensions
£
(31%), waste (42%) and office £ Scheme with no matters of emphasis noted by the
(41%) stood up within
paperhelpline
Dedicated 111 COVID-19 Contact Centre Over 145,000 additional calls
National Audit Office
undertaken by NHSBSA Contact Centre Agents in
12 hours, with over 54,000 calls taken since February 2020 Achieved
response to COVID-19
Employers
50 apprentices
Added functionality Almost
Network
within ESR to enable doctors, nurses and other staff to move seamlessly between
across the organisation
NHS organisations to
for Equality and Inclusion
where they are needed most (enei) Gold Standard
15Our Purpose, Vision and Values
Our Purpose partnerships with key stakeholders to ensure we are best placed to have a
Our purpose is to be a catalyst for better health. This means we work in positive impact on the health and care system.
collaboration with our stakeholders, customers and partners across the
health and care system with the intention to innovate, try new things and Our Values
explore different ways of working, driving efficiency for the taxpayer and Our values have been developed with our people, for our people. They
helping people to live longer, healthier lives. We do this to support the reflect the fact we CARE passionately about what we do. We know that
delivery of the NHS Long Term Plan, Pandemic System Recovery Plans, the way we approach our work contributes to our colleagues’ health,
DHSC priorities and the move towards a Population Health and Care wellbeing and sense of connection to the business, allowing us to
System. transform our vision into reality. We know how important our people and
our culture are to our success and we are continuing to build on being a
Our Vision great, inclusive place to work. We want our people to take pride in their
Our vision is to be the delivery partner of choice for the health and work, understand and feel valued for the role they play in our success and
care system. We work with and through our sponsor team in DHSC the contribution we make to the wider health and care system and society.
and partner with a number of organisations in the Arm’s Length Bodies Our values are embedded across the organisation and guide us in our
sector. To achieve our vision, we have focused on building on our existing decision making and delivery of our services.
relationships, on creating new networks and have established meaningful
Our Values - we care
16Our Leadership Principles
How we behave defines the kind of organisation we are. These six simple principles provide a framework and set expectations for our leaders to role
model:
01 04
Disagree. But don’t be disagreeable. There’s
Align what you say and do. People notice
everything and watch out for this.
safe people feel to speak up.
02 Keep your promises. Small or large. People
expect this. 05 Speak well of people in public and in private.
There are no secrets that do not get shared.
03 06
Be good to be around, especially when Be grateful. Say thank you. Recognise good
things go wrong. This is when you get work, excellent delivery and great
truly measured. behaviours. It matters.
17Our Strategic Goals
Our strategic goals help us bring our purpose and vision to life, and they Our People – we enable our people to be their best by creating a fantastic
focus on the things that are important to us. Our goals underpin how colleague experience, providing ongoing development opportunities
we deliver our business, our strategy and our ambitions. We continue to with an eye to future needs and being a great, inclusive place to work.
make significant progress towards these goals, measurement of which is Achieving an accreditation of being a Two-star company with Best
captured within our Balanced Business Scorecard and quarterly and end of Companies means we have outstanding engagement with our people, of
year reports. which we are truly proud.
For 2021-24 we have introduced a new sixth strategic goal ‘Pandemic People Measures
Support’ which highlights the importance of our contribution to the
COVID-19 response and our intent to do this until we reach the other side 1. Deliver great communications and engagement for our colleagues
of the pandemic. so we work towards an improvement across the eight factors of
engagement as outlined in Best Companies during 2021/22.
Customer – we actively seek feedback from and listen to our customers to 2. We will meet the Government’s recommended target for
enable us to design and deliver brilliant business in a way that best meets apprenticeships of 2.3% whilst setting ourselves an additional stretch
their needs. Our customers are at the heart of what we do. target of achieving 3% during 2021/22.
3. Maintain enei (Employers Network for Equality and Inclusion) Gold
Customer Measures Standard Employer status during 2021/22.
1. We will pay our customers on time and accurately in line with our Social Impact – we work with partners to better understand and respond
annual business plan targets. to growing challenges of health inequality and sustainability, using our
2. We will achieve our annual Net Promoter Score and Net Easy Score systems, services and data insight to have a positive impact and help create
targets for 2021/22. better health and care for the wider population. We also invest in and
3. We will achieve our annual Right First Time and Delivered in Full on support our local communities and local economies as well as working
Time targets for 2021/22. towards minimising our environmental impact.
4. We will develop and implement a customer experience metric
dashboard for all four customer groups by 30 June 2021.
18Social Impact Measures Through delivering new services, we continue to support the health and
care system to have the staff and services it needs and help people to live
1. We will develop our social impact measures during 2021/22 and longer and healthier lives.
report against these in the Balance Business Scorecard.
2. We will establish a baseline and increase citizen take up of help with Ambition Measures
health cost exemptions and other schemes we administer during
2021/22. 1. We will deliver our annual business plan targets for our five Big
3. We will achieve Net Zero by 2030, as well as interim targets published Ambitions during 2021/22.
in our Environment Strategy for 2021/22.
Pandemic Support – we will support national, regional and local
efforts in times of challenge and crisis by using our skills and expertise to
Value – we create value for our customers and stakeholders in the develop and deliver services to meet the needs of our colleagues and the
outcomes we deliver, in helping them to meet their needs and we generate population of the UK.
efficiency across the health and social care system to provide better health
and care outcomes and better taxpayer value. We are the NHS, supporting Pandemic Support Measures
the NHS.
1. We will deliver against each of the agreed service levels for the
Value Measures
COVID-19 services that we continue to deliver throughout 2021/22,
providing quarterly updates and assurance through the DHSC
1. We will operate within Departmental Expenditure Level (DEL), Accountability Review and NHSBSA Board.
delivering against annual financial target during 2021/22.
2. We will generate £84 million of wider system efficiencies during
2021/22. Goals
3. We will include Commissioner Pays in the multi-year spending review
discussions for 2021/22 and then move to Commissioner Pays Model
during 2022/23. £
£
Ambition – we understand the changing landscape and we seek to
innovate to improve our services and make better use of our rich data,
Customer Our Social Value Ambition Pandemic
sharing our expertise and joining up with health and care systems to help People Impact Support
drive the NHS prevention, workforce and population health objectives.
19Brilliant Business
All organisations love to have the opportunity to develop new services To deliver brilliant business we need to really understand our customers,
and undertake exciting transformation work. We’re no different. But their experiences and expectations. As such we put the customer at the
it’s important to always retain a focus on those core services on which centre of everything, we do, and we have segmented them into four
our existing customers rely. Providing these ‘business as usual’ functions groups:
well, delivering great quality services and value for the taxpayer gives us
the permission to develop our big ambitions. Delivering our core services 1. Our Users – anyone who uses our services, from a member of the
well requires all of our people to understand their roles, to value each public to clinical providers
other’s contributions and to support each other through a “One NHSBSA” 2. Our Sponsor – we are accountable to the Department of Health and
approach. This includes all our colleagues whether working in corporate Social Care
services such as finance, commercial, strategy, HR, communications 3. Our Commissioners – anyone who commissions a service from us for
and governance or in our operational services or our digital, data and example NHS England and Improvement, NHSX or the Scottish and
technology areas. Delivering our ‘business as usual’ services efficiently, Welsh Assemblies
effectively and professionally is what we describe as our brilliant business 4. Internal customers – our internal NHSBSA colleagues
in recognition of the hard work our people do every day.
Primary Care NHS Workforce Citizen
Services Services Services
People and
Corporate
Services
Strategy
Performance,
Business One NHSBSA – Our Brilliant Business
Development
and Growth
Technology
Finance,
Digital
Commercial
and Data
and Estates
20Our stakeholders
Blood and
Transplant
Healthcare
providers
ICSs Health
PCNs Education
Regions England
Resolution
x
Social Care
Counter Business
Fraud
Authority Services
Authority
England
and
Improvement
Primary Care
Providers Digital
Health
Research
Authority
National
Institute
for Health
Proctection
21How we deliver
Levers
We pride ourselves on being a catalyst for better health. And we recognise that there are a number of levers that we can pull which give us the
unique formula for our capabilities, capacity and culture that helps us to deliver against this core purpose. It is the combination of these levers that
explains ‘how’ we deliver and has helped us to develop a reputation for agility, flexibility and reliability.
We describe these levers below:
Emerging
Digitisation Data
Technologies
Our Strategic Business Relationships
People Sourcing Innovation and
Networks
22Digitisation – we transform the way we deliver services through Strategic Sourcing – we secure taxpayer value while choosing innovative
increasing digitisation. Our solutions are designed based on customer partners to support our drive and ambitions.
insight and user experience.
Business Innovation – we continue to innovate in all that we do, by
Data – we use our data to accelerate insight and drive innovation across learning and collaborating with others as well as our customers.
the health and care system to improve the health of the UK population.
Relationships and Networks – we use our relationships and networks
Emerging Technologies – we look to use the most effective and up to to ensure our services reflect need and reach across the health and care
date technologies to ensure high quality service delivery, making it easier system to make a positive difference.
for our customers and our people.
Our People – we recognise that our people are critical to the success of
our organisation and we will create a great, inclusive place to work so they
can bring and be their best.
23Supporting Strategies
To support the delivery of the NHSBSA Strategy ‘On the front foot for the frontline’ 2021-24 we have ten supporting and aligned strategies that
will be developed and delivered throughout 2021/22. These are:
Customer Experience: Driving a culture of delivering
Technology: Delivering and supporting successful
strong customer service across our organisation, ensuring
technologies to support the organisation in achieving its
the experiences of our customers are understood and
strategic goals;
that we meet their expectations and needs;
Communications and Marketing: Building our
Commercial: Engaging with suppliers to deliver
reputation as the delivery partner of choice for the
innovative commercial arrangements and effective
health and care system, supporting customers to access
contract management;
our services through behaviour change campaigns and
connecting our people to our organisation;
Data: Building on our core capabilities we will make
People (including Diversity & Inclusion): Enabling our better use of data and predictive analytics to support
people to bring their best while creating a great, inclusive the delivery of our ambitions and create a data driven
place to work; culture;
Workplace: Transforming the workplace and creating Digital: Supporting the organisation to make things
flexible environments that enable agile working, centred easier for our customers through delivering innovative
around our people and connected through technology. digital solutions; and
Like other organisations we will be reviewing our estate
requirements and our ways of working over the next
year, in line with return to work and lease requirements; Environmental Sustainability: Creating a sustainable
healthy environment, which is built into the heart of our
Finance: Delivering greater value through a better operations and services, and embedding sustainability
alignment of incentives through the NHS commissioning within our supply chain, so that we reach our goal of Net
and funding of NHS services for the NHS; Zero by 2030.
24How we are governed
Our Chief Executive Officer is supported by three Executive Directors and We manage a complex range of business activities on behalf of our
five Directors. They are members of four decision-making boards in the Sponsor, the Department of Health and Social Care, to whom we are
organisation which cover Delivery, Strategy, People and Resource, and accountable. We have formal accountability reviews with senior Sponsors
Governance. These also include members who are professional leads of as part of a formal framework agreement. Strategic, policy and operational
strategic functions for example, Finance, People, Communications and issues are reviewed alongside the corporate risk register, assurance
Marketing, and Commercial. arrangements and the latest financial position. Additionally, regular
scheduled meetings are held with the individual service sponsors.
Our Board is responsible for the strategic direction and integrated
governance of the organisation, including the stewardship of its finances. To ensure we are aligned to the work of our partners in the wider health
In fulfilling these responsibilities, the Board reserves certain decision- and care system, members of our Leadership Team meet regularly with
making powers, including on strategy and budgets. Other key duties have other Arm’s Length Bodies of DHSC for example NHS England and
been delegated to our two standing committees: Improvement, NHS Digital, NHSX, NHS Counter Fraud Authority and Public
Health England.
• Audit and Risk Management Committee; and
• Remuneration and Nominations Committee. You can find out more about our corporate governance framework on our
website. Our Annual Report and Accounts are published at the end of each
financial year and you can view those on our website as well.
25Our Big Ambitions and Business Plan Deliverables
We are an ambitious organisation. We are ambitious for our people and what they are capable of, we are ambitious for our customers and the services
they should receive, and we are ambitious for the health and care system and the beneficial impact it can have on people’s lives.
We have identified five key areas of focus which we believe we can develop to support and drive further change within the wider system. These are
known as our Big Ambitions and are set out below:
Workforce Population Provider Fraud, Error
Health Assurance and Waste
Networks Prevention
Supporting Health and Care Transformation
26Supporting the health and care workforce – Our ambition is to support the delivery of the national people agenda through effective recruitment,
retention and workforce planning, building on our national platforms. Through our partnership work with NHS England and Improvement and other key
stakeholders, we will improve and transform our solutions so that they are easier to use, reduce administrative bureaucracy and increase integration with
wider workforce systems. This will support employee and employer journeys, embrace the NHS People Plan and help to make the health and care sector
the best place to work.
We will do this by:
Supporting Increasing
employees ESR usage
via smartphone to improve
access
Engaging
Supporting NHSE/I
Transforming Pension
in delivering
NHS Jobs Scheme
Long Term Plan
members
Using data
Providing value
to support
for money
decision
HR services
making
27Key actions during 2021/22:
• Complete the development of the new NHS Jobs service and transition • In collaboration with DHSC, establish the NHS Pensions McCloud
of all current users to the new platform with no impact to recruitment Programme, set up projects to enable Immediate Detriment Remedy
activity by 31 January 2022; from October 2021, migration of all members to new Scheme from
April 2022 and preparation for Member Choice from October 2023
• Complete discovery phase for a recruitment platform for NHS with associated member communications products; and
Volunteering by 30 June 2021.
• Outcomes of discovery to be agreed by 31 August 2021; • Provision of an online portal for NHS Pensions members.
• Pensioner onboarding from March 2022 including accessing P60s
• First phase of Social Care volunteering recruitment platform to be and payslips, maintaining personal details and secure
complete by 30 September 2021. communications.
• Second phase to begin by 30 November 2021; • Member onboarding from March 2022 including estimates,
modelling, service statements and annual allowance statements.
• Develop a minimum viable product of the NHS Life integration
platform (and additional non-NHSBSA services) by 30 November 2021,
subject to approval by NHSE/I by 30 April 2021;
• Onboard a new client to the HR Shared Service by 31 October 2021;
• Increase the volume of unique users of the Electronic Staff Record
(ESR) Employee Portal by 5%, empowering NHS employees to control
their own data, access online payslips and enable back office efficiency;
• Progress transformation activity for the Electronic Staff Record (ESR)
service including:
• all discovery activity completes by 30 June 2021.
• Data Centre Transformation complete by 31 October 2022;
28Developing our Population Health offering – our ambition is to use our capabilities and expertise in collaboration with our health partners including
the new Integrated Care Systems to improve the health, wellbeing and outcomes for patients and people across the UK, in line with the Government’s
recent White Paper.
We will do this by:
• Maximising the uptake of our citizen services to help to address • Using our data analytics and insights. We seek to utilise the rich
inequalities in access to services. By ensuring everyone gets access breadth and depth of data from our multiple services to support
to the support that they are entitled we can help to address population national and local decision makers to maximise health outcomes,
health outcomes and we will work with policy makers nationally and improve patient safety and deliver best value.
with local health systems to reach those who currently do not access
their entitlements. • Supporting integrated health and care systems. We feel we are
well placed to support Integrated Care Systems to deliver against their
• Maximising the contacts we have with UK citizens to signpost to population health agenda, by utilising our core skills and levers to
further support. With five million contacts with members of the public design and deliver population health interventions and solutions.
annually, we are uniquely placed to support national and local public
health campaigns and messaging, and the Government’s prevention
agenda.
29Service Developments
Each of these service developments will improve take up of services, provide insight and join up organisations and networks to enable NHSBSA to
truly deliver value and efficiency as well as improve the population’s health.
At each stage, valuable system resources can be reassigned to have a positive impact on health and care.
Supporting Health & Care
Integrated systems Support
Make a difference
Improved networks, to health
insight and outcomes
Citizen Contacts
Maximise impact
of contacts
Health Benefits
Increase service
uptake
30Key actions during 2021/22:
• Develop a plan for a series of targeted campaigns to increase the usage of key NHSBSA benefits by 31 March 2022;
• Obtain partners and agree pilots for population health opportunities by 31 October 2021; and
• Deliver enhanced insight and ‘best start in life’ dashboard by 31 July 2021.
31Developing our Provider Assurance Networks – our national Provider Assurance Service manages the effective performance and contracts for
primary care providers on behalf of NHS England and Improvement and other clients. Our ambition is to expand this into other areas for example
integrated care networks, which will help ensure a high-quality service for patients.
We will do this by:
• Working collaboratively with NHSE/I and the NHS Counter Fraud team; • Delivering digitisation of services; and
• Providing clinical and contractual expertise; • Providing robust governance.
NHSEI NHSBSA NHSEI Counter
Commissioning teams Fraud Team
Flexibility
Digitisation to adapt to
Specialised Supporting local needs Investigate
Commissioning local Continuous Standard
systems Improvement Operating
egio nal Team Model
Integrated 7R s Shared
planning
Care Assurance
Fraud &
Central Contract Service: Error NHSEI Counter
Team
Enhanced
Services
Assurance Quality Reduction Fraud Team
Probity
s
Co
am
Case
is t
ns
te
en
cy a
c ro s s re g io n
a l
VFM escalation
STP & CCG
Planning Clinically Robust
Oversight led insight Governance Inform Assurance
Pathways Clinical and interventions
contractual
expertise e
Wh
at N and
En
gag lu at
N H H S En gla n d d o e | E n ble | Eva
S Im pr a
ove m ent
Professional Representative Bodies
32Key actions during 2021/22:
• During 2021/22 the effective relationships that have been created between clinical advisors of NHSBSA and NHSE/I will be built on to enhance the
collaboration that will facilitate increased consistency and improved ways of working;
• Engagement with NHSE/I and other stakeholders will facilitate the defining of roles and responsibilities of the clinical networks for Dentists and
Optometrists during 2021/22; and
• Assurance services to deliver support to ICSs in 2022/23 will be agreed with the appropriate body by 31 March 2022.
33Preventing Fraud, Error and Waste – We are committed to safeguarding public funds and our aim is to design out the risk of loss and fraud within the
NHS and where applicable, the wider health and care system.
We will do this by:
• Identifying and tackling system weaknesses across all NHSBSA services • Designing accessible, customer focused digital systems, with in built
that could lead to loss; controls and fraud and loss analytics.
• Educating our customers through national campaigns to help them to
prevent fraud and loss; and
Key actions during 2021/22:
• Meet the 12 Government Counter Fraud Standards (GovS 013) by 31st March 2022;
• Submit quarterly Consolidated Data Returns (CDRs) to the Cabinet Office reporting on the fraud and loss the NHSBSA have prevented, detected
and recovered during 2021/22;
• Produce Fraud Risk Assessments (FRAs) for all operational services within the NHSBSA and monitor the controls implemented to identify the
benefits / savings during 2021/22;
• Deliver a rolling programme of fraud, bribery, corruption and loss awareness sessions to 10% of staff across the NHSBSA and stakeholders during
2021/22;
• Explore technology, including data analysis and implement across the NHSBSA to enable validation of information and prevent loss and fraud from
occurring by 31 March 2022; and
• Record all referrals of fraud, bribery and corruption on the NHSCFA Case Management System and explore appropriate sanctions such as civil,
criminal, compliance and disciplinary during 2021/22.
34Supporting Health & Care Transformation – This is a new Big Ambition this year. COVID-19 accelerated organisations coming together to address
the critical issues we faced collectively and the NHSBSA was a key organisation in many collaborations. We recognise that we offer a vast range of
services and solutions to individuals, to providers and to the wider workforce and we learnt that we create greater value and efficiencies by sharing our
expertise and knowledge. Whilst we have engaged in this activity on an ad hoc basis, we believe that through offering our skills and capabilities, we can
collaborate further to support the evolution of the whole health and care system for the benefit of the health of the nation as recently outlined in the
White Paper, Integration and Innovation: working together to improve health and social care for all.
Key actions during 2021/22:
• Further development of this fifth ambition to understand where we can align with and support other organisations during 2021-22.
35Other key activities
To enable the organisation to continue to deliver brilliant business we will be undertaking the following activities:
Overseas Healthcare Transformation Dental Services Discovery
We will deliver against the planned transformation of Overseas Healthcare We will undertake a discovery on end-to-end dental services identifying
Services following the UK transition Period by 30 April 2022. improved user experience by 29 March 2022.
Healthy Start Digital Service Technology Refresh
We will design and implement a new digital service for the Healthy Start We will seek to further exploit the range of productivity and collaboration
scheme by 30 November 2021. tools that we access as part of the NHS wide Microsoft Windows and
Learning Support Fund System Transition Office 365 agreements during 2021/22.
We will transition all legacy funding systems into the new Learning Support We will give increased attention to some of our older business application
Fund system by 31 March 2022. products to reduce and remove technical debt where it exists and to
further modernise such applications offering users a better experience,
Contact the NHSBSA allowing better use of data to be made and to eliminate duplication or
Contact the NHSBSA will introduce a customer platform linking all services redundancy where these exist during 2021/22.
and giving a single view of a customer, allowing the business to have NHSBSA Smarter Working
a greater understanding of a customer, streamlining their journey and
enabling easier signposting where required by 31 December 2021. We will fully implement smarter working practices incorporating people,
place and platform across the NHSBSA by 31 March 2024.
Robotic Process Automation
Business Innovation
We will implement process automation as appropriate within the NHSBSA. We will
implement this innovation following controlled pilots delivered by 1 July 2021. We will convert our pipeline of ideas into successful & value-added
initiatives for the business in a ratio of > 1-10 (1 successful launch over 10
eDEN Self Service ideas) during 2021/22.
We will deliver a self-service upgrade to the eDEN reporting system to
Performance and Benefits
allow NHS dentists to build their own content by 30 November 2021.
Dental contract reform We will provide quarterly reports tracking the progress of the commitments
we have made within the 2021/22 Business Plan.
We will continue to collaborate with DHSC, the Welsh Government and
NHS England to deliver reformed mandatory service contracts with a focus We will report quarterly on the realisation of benefits measuring target
on early prevention and engaging with patients to encourage personal against actual in comparison to agreed Business Cases during 2021/22.
ownership of oral health by 31 March 2022.
36People and resources
CEO Finance, Commercial NHS Workforce
Budget: £0.4m and Estates Services
Staff: 5 Budget: £19.7m Budget: £76.1m
Staff: 152 Staff: 900
Citizen Services
Budget: £36.9m Primary Care
Staff: 923 Services
Budget: £31.6m
People and Staff: 781
Corporate Services Total expenditure:
Budget: £10.9m £212.6 million Strategy, Performance,
Staff: 167
Business Development
Total staff: and Growth
Digital
3,401 Budget: £2.4m
Budget: £6.2m Staff: 22
Staff: 136
Insight Technology
Budget: £7.9m Budget: £20.6m
Staff: 111 Staff: 193
37Wellbeing and Inclusion impact not only on social value but also on their own wellbeing. Each
network has nominated a charity to support over the year ahead through
During 2021/22 we will continue to build on our successes in this our fundraising and volunteering programmes, which have also been
area as part of our wider People Strategy. Our aim is to create a great, adapted during the pandemic.
inclusive place to work where all our people can be themselves and are
supported to be physically, mentally and emotionally well so that they The four new lived experience colleague networks; BAME, Disability and
can be their best. Protecting and promoting the health and wellbeing of Neurodiversity, LGBT+ and Women, will actively help us work towards
our people continues to be our foremost priority during the pandemic our aim to have an inclusive workforce and leadership community which
and we will ensure that our wide-ranging wellbeing offer for colleagues are representative of population demographics. Key areas of focus and
continues to evolve to reflect their changing needs. Going forwards, our intervention design in relation to these under-represented groups are
leadership community will be supported to have wellbeing conversations recruitment and selection, career progression, and building knowledge and
with colleagues about these needs. The pandemic has highlighted the understanding amongst leaders and colleagues.
importance of support networks such as our Mental Health First Aiders
and Domestic Abuse Support Network, and work is planned to further We will launch our new Diversity and Inclusion Strategy, underpinned
strengthen and expand these networks and surrounding safeguards, and by development of ‘plans on a page’ for the under-represented areas,
increase leadership understanding of these topics. with the first being the Race Inclusion Plan on a Page. A key element of
this will be the delivery of facilitated race inclusion conversations across
Engaging with and involving our people and providing safe spaces for the organisation. We will continue our work to reduce our gender pay
colleagues with shared experiences to come together, has also been of gap and to measure our performance through participation in external
critical importance this year. Our eight Wellbeing and Inclusion Networks benchmarking standards including the Stonewall Workplace Equality Index,
will continue to play an integral role in this, engaging colleagues through the Employers Network for Equality and Inclusion (enei)’s TIDE evaluation,
their annual programmes of events. We also know how important it is to the NHS Workforce Race and Disability Equality Standards and the Better
enable our people to give something back to society, creating a positive Health at Work Awards.
STEP
INTO
HEALTH
38Environmental sustainability Health and safety
During 2021/22 we will continue to monitor and reduce our impact on the During 2021/22 the health, safety and welfare of our people in relation
environment and drive resource efficiency across our services. In addition to the COVID-19 pandemic will remain our priority and we will work
to delivering the duties placed upon us by environmental law and central collaboratively across the business to ensure risks are assessed and
Government mandates such as the Greening Government Commitments, appropriate arrangements are put in place.
we will also develop our new Environment Strategy which will be centred
around our goal to become Net Zero by 2030. We will continue to achieve high standards of health and safety through
the provision of healthy working environments, safe working practices
Furthermore, we will continue to maintain our externally certified ISO and safe people working therein. This is in addition to ensuring delivery
14001:2015 Environmental Management System (EMS) to support the of the duties placed upon us by health and safety law and any central
delivery of our environmental objectives and targets. government mandates.
Full details of our objectives and targets are available in our Environment
and Resource Efficiency Strategy and Action Plan:
www.nhsbsa.nhs.uk/what-we-do/safety-health-and-environment
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