NHSBSA Strategy 2021-24 - On the front foot to support the frontline
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NHSBSA Strategy 2021-24
On the front foot to support the frontline
NHSBSA Strategy 2021-24 (V1) 04.2021
Contents Foreword from Chief Executive and Chair………….................3 Executive summary……………………………………...............4 Who we are and what we do…………………….....................5 Our purpose, vision and values.........................………..........15 Our strategic goals .........………...........................................16 Our teams …...................…….............................................19 How we deliver………..........................................................22 Our strategy on a page.........................................................27
Foreword
Foreword from Chief Executive and Chair
Last year we introduced our strategy with Our people know how important our work is to
the words: “The NHS is our nation’s greatest support the frontline NHS day-to-day and they
institution. It provides hope, it fixes us at our time have been there every step of the way. We are
of need and helps us to live longer and healthier truly proud of how all our colleagues have worked
lives, creating more memories with those we care tirelessly in the fight against COVID-19, and we
about the most.” We didn’t know then quite would like to pay tribute and thank each and
how much we would rely on the NHS and most every one of them for their care, commitment and
importantly the wonderful people who make it dedication in these difficult times. We could not
the institution it is. When our collective time of have asked for anything more.
need came, the NHS stood up to be counted and
it was a pleasure to stand on our doorsteps each Our work during the pandemic has been described
week during the summer to thank our frontline as “mission critical” by the Secretary of State
colleagues. for Health and Social Care, who praised our
“remarkable ingenuity and resilience”, and telling
To be at its brilliant best, its most efficient and our people “when you look back at the role you
most effective, the frontline NHS needs the right have played during this important chapter in
support, and the NHS Business Services Authority our national story, you can be rightly proud” – a
(NHSBSA) exists to provide that support. sentiment that we of course both share. We’ve
deepened our collaboration with NHS England
We are the expert delivery organisation relied upon and Improvement, the Department of Health and
by Government and the health and care system Social Care, Public Health England, NHSX, NHS
to provide a range of complex and essential high- Digital and other key organisations within the
volume business services to support the day to health and care system during this time to deliver
day running of the NHS. We provide a platform both services and products to support the national
for at scale, national payments for primary care response.
services to dentists and pharmacists. We support
the NHS People Plan providing employment, HR The focus for the NHSBSA in this strategy remains
and payroll platforms, as well as providing financial our unwavering resolve to do all we can to fight
support to NHS students and managing the NHS against COVID-19, to deliver our core services
Pension Scheme. We also provide a wide range efficiently and effectively with our customers in
of services direct to the public to help citizens in mind, and to progress our Big Ambitions as set out
gaining access to the healthcare and support with later. All of this is in pursuit of our core purpose to
costs to which they are entitled. We are the NHS be a catalyst for better health.
supporting the NHS.
It is a profound honour and privilege to lead the
Last year was a challenging year for all NHSBSA, and a responsibility we undertake openly
organisations. At the outset of the pandemic, we and transparently, and with the greatest of care,
set ourselves three priorities: attention and compassion.
• First and always, ensuring the health, safety Watch our short video for an
and wellbeing of our colleagues; introduction from Michael Brodie
• Secondly, keeping our business-critical services
including all payment functions operating
to ensure that NHS colleagues and providers
were paid on time and in full every month;
and
• Thirdly, supporting the national response to
the pandemic, utilising our capacity, capability
and culture to stand up an extensive range of Michael Brodie Silla Maizey
new services. Chief Executive Chair NHSBSA Board
3
Executive Summary
Our 2021-24 strategy outlines the current direction We’re an ambitious organisation too, with a
of travel for the NHSBSA. It sets out our plans to drive to do more to improve the health of the
be “on the front foot to support the frontline” nation. One of our big ambitions will see us use
as we fulfil our purpose of being a catalyst our national reach, data and insights to create a
for better health and our vision of being the population health offering to improve the health
delivery partner of choice for the health and and wellbeing of patients and people across the
care system. UK. We have a key role to play in the recently
outlined Government White Paper, Integration and
The NHSBSA is a forward thinking, innovative Innovation: working together to improve health
organisation. We help the NHS to run efficiently and social care for all. We believe we can make a
by delivering platforms and services to support big difference.
the NHS Workforce, Primary Care and millions of
UK citizens. We are trusted to manage around We hope our strategy inspires you to find out
£35 billion of NHS spend annually. Data analysis, more, whether you are interested in how we can
insight, digitisation and collaboration are at the work with you to help the NHS further or whether
heart of our business so we can improve patient you are interested in working for us. You can see
outcomes, support the NHS workforce and save our vacancies on our website or if you would
money across the wider health and social care like further information about any aspect of our
system. During the COVID-19 pandemic, we’ve strategy please contact us at
stood up almost 50 new services to support the nhsbsa.strategy@nhs.net
frontline NHS and the Government’s response.
We’ve grown our reputation as a trusted delivery
partner and expert in our field. We know what we
do, what we deliver and how we deliver matters.
It matters because we support the NHS frontline. It
matters because we can help people live healthier
lives. It matters because we contribute to patient
safety. It matters because we care.
We’re a passionate organisation with passionate
people. We developed our values with our people
– we’re Collaborative, Adventurous, Reliable
and Energetic – we CARE. Our people are key to
our success alongside the strategic goals we set
ourselves and how we deliver through what we
call our levers.
4
Who we are and what we do
We are an Arm’s Length Body of the Department Our support for the NHS workforce agenda
of Health and Social Care (DHSC), responsible for starts right at the beginning of the career
providing platforms and delivering services which journey, administering the NHS Students Learning
support the priorities of the NHS, Government Support Fund to support people through their
and local health economies, and in doing so we professional training. We help over one and a
manage around £35 billion of NHS spend annually. half million people to find work each year or
progress their careers with the NHS through our
By providing these services once, nationally and national NHS Jobs service. Our Electronic Staff
at scale, and by digitising services and utilising Record (ESR) system, the largest centralised HR
leading-edge technology we deliver great taxpayer and payroll system in the world, with over 1.8
value, providing huge savings for the NHS which million staff records, is the platform on which NHS
can then be reinvested in frontline care. As we organisations record essential workforce, skills and
cement our role right at the heart of the system, training information and pay their staff over £45
the breadth and depth of services that we have billion per annum accurately and on time.
been asked to undertake has grown significantly.
We group them into three operational areas: Once our NHS colleagues have completed their
careers, we support their retirement through
• Workforce Services: platforms and services delivery of the NHS Pension Scheme and where
we provide to the NHS to best support its appropriate support their beneficiaries. NHS
people; Pensions is the largest centrally administrated
pension scheme in Europe. On behalf of all NHS
• Primary Care Services: services we provide to organisations, we manage three million member
support essential primary care functions; and records and run payrolls every working day to pay
over one million pensioners over £12 billion per
• Citizen Services: services direct to the annum accurately and on time.
public to enable people to gain access to the
healthcare and help with health costs to which We also provide HR Shared Services delivering at
they are entitled. scale, efficient, effective and value for money HR
services to other NHS organisations.
What we do in NHS Workforce, Primary Care and
Citizen Services is summarised below along with We are NHS workforce specialists.
the benefits associated with these important areas:
5
Workforce Services
1.6 million unique portal users of 4.7 million applications submitted
Electronic Staff Record (ESR) on NHS Jobs
Over 300,000 job adverts published on NHS Jobs
5,500 70,000
NHS recruitment customer
campaigns contacts handled
supported by HR by HR Shared
Shared Services Services
£
££
3.4 million members of £12 billion paid to pensioners
the NHS Pension Scheme each year
6
Primary Care Services
Primary Care is the cornerstone of NHS service they provide to patients and the public. During
delivery as shown in the roll out of the COVID-19 the pandemic we have seen a significant shift to
vaccine. We are privileged to be able to play electronic prescriptions which saves the NHS time
our part in supporting primary care in the and money, and we have undertaken services such
NHS by helping commissioners undertake as signposting for emergency dental care. We also
assurance activities such as managing contractual provide a high-tech scanning service, which saves
arrangements with NHS providers. We also work NHS organisations money and, as importantly, vital
with pharmacy, dentistry, ophthalmic and GP office and operational space in their buildings.
partners to deliver their essential services to the
NHS. We do this by processing of over one billion We are NHS pharmacy and dentistry services
prescription items each year and over forty million experts.
dental claims, making over £12 billion of accurate
and timely payments for the essential services
7
Primary Care Services
Over 1 billion prescription items processed
Submit
70 million £9 billion paid 100% of dental
items scanned for 1 NHS to pharmacy contractors for claim forms are
Trust, helping to save space vital drugs they have submitted electronically
and increase efficiency dispensed to patients
43.6 million dental claim forms are processed
£2 billion per year paid to Over 88% of people
dental contractors for treatment provided
using Electronic Prescribing Service
to patients
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
8
Citizen Services
COVID-19 has highlighted the stark reality of the to ensure that only those entitled to help with
inequalities in accessing vital services, as well as health costs receive them and we have taken over
provision of healthcare. In Citizen Services we responsibility from DHSC for a range of Healthy
support members of the public in gaining access Foods schemes, helping families on low incomes
to healthcare services and the help with health make healthier choices. All of these are key
costs to which they are entitled. Whether that be preventative and population health interventions,
through the range of exemption schemes that helping to address inequalities and support the
we operate (such as maternity, low income and Government’s levelling up agenda. We operate a
medical exemption schemes), providing free or multi-channel and multi award winning contact
reduced cost prescriptions or dentistry, or through centre, capable of standing up new services within
our work supporting UK residents living or working 24 hours to support key national events and issues.
overseas and the broader reciprocal healthcare
arrangements with other countries following the We are NHS customer experience
UK Transition from the European Union. Each professionals.
year we support around five million citizens in this
way. We provide an exemption checking service
9Citizen Services
Issued over Won at the 2020 NHS
1.6 million
cription
NHS pres
Buy a ent
prepaym
Sustainability Awards
al details
Person
digital exemption
certificates for moving prescription prepayment certificates
from plastic cards to digital certificates
Launched a brand new
Check what help you could
get to pay for NHS costs online application system Submit
supported by colleagues in Technology, in
Start
July 2020 for students applying for NHSLSF
in the 2020/21 academic year
More than 380,000 Achieved readiness
people used our online
for the end of the transition period with the
eligibility checker
Department 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**
Launched the UK Rolled out Real Time Exemption
Global Health Insurance Card Checking in nearly 4,200
pharmacies
Paid over in £75m
ex-gratia support payments Supported over 3,000 England Infected Blood
to EIBSS members Support Scheme (EIBSS) members
Managed
Almost 100,000
students registered for an
5 million NHSLSF account and
contacts to the
contact centre
80,000 students are
already in payment
Supported over 18,000 people through the Immigration Health Surcharge
scheme and reimbursed more than 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
10It isn’t just what we do that matters, what is Because of the national and at scale nature of our
equally important is how we do it. In many ways services, we produce and collate vast amounts
this defines who we are and our sense of purpose: of data. Our first duty is to ensure the safety,
security and accuracy of this data and we then
We take pride in designing our services around apply our analytical skills to produce actionable
the needs and experience of our users and other insight. Understanding the move towards open
customer groups, and wherever appropriate having data, we collaborate and innovate with partners
a digital first mentality, whilst ensuring accessibility and stakeholders to drive improvements in patient
for all. Our multi award winning organisation outcomes, patient safety and taxpayer value.
is testament to our belief in inclusivity and
accessibility of our services by all. We are NHS data scientists.
We are NHS digital designers.
We collaborate with both world leading
organisations and small/medium enterprises
to offer the best solutions and cutting-edge
technology. We collaborate with our NHS partners
in the areas of technology services, solutions and
governance. We’ve quickly enabled our colleagues
to work flexibly and from home, using the latest
platforms so that we can support our people and
continue to make a positive difference to our
customers.
We are NHS technology specialists.
11Developing and enriching the NHSBSA
Best Companies index 2 star accreditation for outstanding employee
engagement
Defence Employer Recognition Established a
Scheme Silver Award Clinical Network
Accreditations
68 apprentices ISO14001 certified
across the business organisation wide
Declared Climate Emergency and a
goal of Net Zero by 2030
Managed reduction in*: Greenhouse gas emissions 81%,
Water consumed 61%, Waste 60%, Paper 75%
*Performance at Q2 2020-21
New producer of official statistics, working to the high
standards set by the UK Statistics Authority to serve the public good
Open Data
Our Rolled out
Portal (ODP) eDEN
eDEN to Dental
is the home of data we Providers and Practice
release to the public in a Log In
Managers
single place (2,000 new users)
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
12The pandemic has been all-encompassing over this We already work collaboratively, but during
last twelve months. It has impacted upon us as COVID-19 this gathered much more momentum.
a nation, as organisations and as individuals. We Our networks, partnerships and relationships were
have been incredibly proud to play our part in the strengthened as we worked on many new services
response. The NHSBSA stood up nearly 50 new and solutions. We worked with NHSE/I, DHSC,
services at pace, and in collaboration with others NHSX, PHE and other partners to make things
to support the NHS frontline and Government’s happen quickly and effectively and in the spirit
response. You can read more about these of organisations without walls and boundaries.
on our website. This level of collaboration has been recognised by
Government in its recent White Paper as vital in
One noticeable learning from the pandemic creating a truly integrated health and social care
was that changes which previously may have system.
taken years to implement have taken just weeks.
Recognising this significant shift, we undertook We set out in our 2020-23 strategy a desire
a discovery programme called New Horizons to to look at how we could support social care.
better understand the drivers of change, what COVID-19 brought into sharp focus the needs of
worked well and what we should retain to inform this particular sector and to support the social care
the future of our working environment. It is clear workforce, we worked collaboratively with our
that our working methods and the ways in which partners to develop the COVID-19 Care Workforce
our customers access our services has changed, app. This app enabled immediate messaging and
and we know change will continue. The feedback communications to be issued to colleagues across
from New Horizons and ongoing learning have social care to ensure they received important news
been considered in the development of this and updates and was well received, downloaded
strategy and will continue to be used by wider by more than 50,000 social care colleagues.
groups across the organisation.
13National response to coronavirus
47 new services and projects
stood up to support the national COVID-19 response
Over 15 million text
messages sent to vulnerable and
shielding members of the public
60,000 test Over £370 million
in payments to support community
results by email per pharmacies to address
day – and rising unprecedented demand
Built a website to support Almost 8,000 hours
the NHS COVID-19 app in spent ensuring our buildings Over 1 million
less than 7 days are COVID-safe test results by text
Roll out of key Office 365 tools to enable colleagues to work effectively,
including Microsoft Teams, SharePoint, Yammer and OneDrive
In excess of4 million PPE items being Dedicated 111 COVID-19
Contact Centre helpline
stored, providing a back-up plan for hospitals,
care homes and GP practices stood up within
Enabled colleagues to
12 hours, with
work from home quickly, over 54,000 calls
distributing over taken since February 2020
3,800 pieces of
equipment including Over 145,000 additional calls
laptops, desktops and undertaken by NHSBSA Contact Centre Agents
peripherals in response to COVID-19
Added functionality within ESR to enable doctors, nurses and other staff to
move seamlessly between NHS organisations to where they are needed most
14Our stakeholders
Social Care
Health
Research
Authority
Healthcare
providers England
and
Improvement
Digital
Health
Education
England
Business
Services
Authority
Blood and
Transplant
ICSs
PCNs x
Regions National
Institute
for Health
Proctection
Resolution Primary Care
Providers
Counter
Fraud
Authority
15Our Purpose, Vision and Values
Our Purpose Our Values
Our purpose is to be a catalyst for better health. Our values have been developed with our people,
This means we work in collaboration with our for our people. They reflect the fact we CARE
stakeholders, customers and partners across the passionately about what we do. We know that
health and care system with the intention to the way we approach our work contributes to
innovate, try new things and explore different our colleagues’ health, wellbeing and sense
ways of working, driving efficiency for the taxpayer of connection to the business, allowing us to
and helping people to live longer, healthier lives. transform our vision into reality. We know how
We do this to support the delivery of the NHS Long important our people and our culture are to our
Term Plan, Pandemic System Recovery Plans, DHSC success and we are continuing to build on being a
priorities and the move towards a Population great, inclusive place to work. We want our people
Health and Care System. to take pride in their work, understand and feel
valued for the role they play in our success and
Watch our short video to learn more the contribution we make to the wider health and
about our purpose. care system and society. Our values are embedded
across the organisation and guide us in our
Our Vision decision making and delivery of our services.
Our vision is to be the delivery partner of choice
for the health and care system. We work with Watch our short video to hear more
and through our sponsor team in DHSC and about our vision and values.
partner with a number of organisations in the
Arm’s Length Bodies sector. To achieve our vision,
we have focused on building on our existing Our colleagues on the front line rely on
relationships, on creating new networks and have you for the deployment and delivery that
established meaningful partnerships with key allows them to do their jobs with
stakeholders to ensure we are best placed to have confidence.
a positive impact on the health and care system. Matt Hancock
Our Values - we care
16Our Strategic Goals
Our strategic goals help us bring our purpose of being a Two-star company with Best Companies
and vision to life, and they focus on the things means we have outstanding engagement with our
that are important to us. Our goals underpin people, of which we are truly proud.
how we deliver our business, our strategy and
our ambitions. We continue to make significant People Measures
progress towards these goals, measurement of
which is captured within our Balanced Business 1. Deliver great communications and
Scorecard and quarterly and end of year reports. engagement for our colleagues so we work
towards an improvement across the eight
For 2021/22 we have introduced a new sixth factors of engagement as outlined in Best
strategic goal ‘Pandemic support’ which highlights Companies during 2021/22.
the importance of our contribution to the 2. We will meet the Government’s
COVID-19 response and our intent to do this until recommended target for apprenticeships of
we reach the other side of the pandemic. 2.3% whilst setting ourselves an additional
stretch target of achieving 3% during
Watch our short video for an 2021/22.
introduction to our strategic goals. 3. Maintain enei (Employers Network for
Equality and Inclusion) Gold Standard
Customer – we actively seek feedback from and Employer status during 2021/22.
listen to our customers to enable us to design and
deliver brilliant business in a way that best meets Social impact – we work with partners to better
their needs. Our customers are at the heart of understand and respond to growing challenges
what we do. of health inequality and sustainability, using
our systems, services and data insight to have
Customer Measures a positive impact and help create better health
and care for the wider population. We also invest
1. We will pay our customers on time and in and support our local communities and local
accurately in line with our annual business economies as well as working towards minimising
plan targets. our environmental impact.
2. We will achieve our annual Net Promoter
Score and Net Easy Score targets for 2021/22. Social Impact Measures
3. We will achieve our annual Right First Time
and Delivered in Full on Time targets for 1. We will develop our social impact measures
2021/22. during 2021/22 and report against these in
4. We will develop and implement a customer the Balance Business Scorecard.
experience metric dashboard for all four 2. We will establish a baseline and increase
customer groups by 30 June 2021. citizen take up of help with health cost
exemptions and other schemes we administer
Our People – we enable our people to be their during 2021/22.
best by creating a fantastic colleague experience, 3. We will achieve Net Zero by 2030, as well as
providing ongoing development opportunities interim targets published in our Environment
with an eye to future needs and being a great, Strategy for 2021/22.
inclusive place to work. Achieving an accreditation
17Value – create value for our customers and
Ambition Measures
stakeholders in the outcomes we deliver, in
helping them to meet their needs and we generate
efficiency across the health and social care system 1. We will deliver our annual business plan
targets for our five Big Ambitions during
to provide better health and care outcomes and
2021/22.
better taxpayer value. We are the NHS, supporting
the NHS. Pandemic Support – we will support national,
regional and local efforts in times of challenge and
Value Measures crisis by using our skills and expertise to develop
and deliver services to meet the needs of our
1. We will operate within Departmental colleagues and the population of the UK.
Expenditure Level (DEL), delivering against
annual financial target during 2021/22. Pandemic Support Measures
2. We will generate £84 million of wider system
efficiencies during 2021/22. 1. We will deliver against each of the agreed
3. We will include Commissioner Pays in the service levels for the COVID-19 services that
multi-year spending review discussions for we continue to deliver throughout 2021/22,
providing quarterly updates and assurance
2021/22 and then move to Commissioner
through the DHSC Accountability Review
Pays Model during 2022/23.
and NHSBSA Board.
Ambition – we understand the changing
landscape and we seek to innovate to improve
our services and make better use of our rich data,
sharing our expertise and joining up with health
and care systems to help drive the NHS prevention,
workforce and population health objectives.
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
longer and healthier lives.
Goals
£
£
Customer Our Social Value Ambition Pandemic
People Impact Support
18Our teams
Our organisation comprises our core operational directorates and a range of enabling services. We work
closely together to ensure we are aligned, making best use of NHS spend and supporting each other in
the delivery of our priorities - we are one NHSBSA.
Our structure is illustrated below:
Primary Care Services NHS Dental Services
NHS Prescription Services
Proving payments, support and assurance
Provider Assurance
across primary care services. Scanning Services
Citizen Services Customer Operations
Exemption Services
Delivering a wide range of contact, support,
Director of Citizen Health & Community Services
signposting and other essential services to the
Services Overseas Healthcare Services
population of the UK. Student Services
NHS Workforce Services NHS Pensions
HR Shared Services
Providing workforce services across the NHS
Director and
of Citizen NHS Jobs
wider system, enabling our customers to maximise
Services Electronic Staff Record (ESR)
the benefits from the use of our workforce solution. Workforce Service Optimisation
Finance, Commercial and Estates
Strategic Finance and Reporting
Financial, Commercial and Estates strategy,
Director of Citizen Financial Operations
planning, management, operations,Services
compliance
Loss and Fraud Prevention
and reporting. Loss and fraud prevention.
Commercial Services
Strategic sourcing including supplier management,
Estates and Facilities Management
procurement and contract management.
Strategy, Performance and Development
Strategy, Planning and Performance
Leading on the strategic direction of theof Citizen
Director Partnership and Opportunity Development
organisation, providing assurance to our Board and Business Innovation and Customer Experience
Services
Sponsors, identifying opportunities for driving and Professional and Clinical Services
improving customer experience and innovation.
People and Corporate Services People
Communications and Marketing
Enabling our people to be their best and
Director ofcreating
Citizena Governance, Risk and Assurance
great inclusive environment. Delivering professional
Services Safety, Health and Environment
services to advise, govern and transform the Information Governance and Security
business as well as manage its reputation. Change and Project Delivery
Technology Technology Applications
Design, specify, deliver, manage and support
Director of Citizen Technology Governance
technology platforms, services and Services
solutions that Technology Operations
empower our business services. Technology Service Integration and Management
Digital Transformation – end to end
User Experience, User Research and service Design
Director of Citizen Digital Application Development and Continuous
Digital and Data Services Improvement
Providing digital transformation based around user Customer Insight
experience, whilst making the most of the data External Information Services
we manage. Business Intelligence and Data Warehousing
Data Science
Official Statistics Producer and Data Provider
Data Strategy and Governance
19Our national and local presence
As an organisation, we are well placed to support the Department of Health and Social Care’s response
to the levelling-up challenge set by Government and to help with building back better as part of the
COVID recovery response. We are proud to have our Head Office in the North East of England and other
sites across the country allowing us to deliver services nationally, regionally and locally.
Over the last 12 months we have been able to support more than three quarters of our people to
work remotely and flexibly to ensure their safety and wellbeing during the pandemic. We’ve also
made all our sites COVID secure, to make sure our colleagues are as safe as they can be to continue to
deliver critical services to support the NHS frontline. 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.
Stella House: Bridge House
- People and Corporate Services - England Infected Blood Support
- Digital, Insight and Technology Scheme (EIBSS)
- Finance, Commercial and Estates - Customer and Contact Services
- Strategy, Performance, Business - Overseas Healthcare Services
Development and Growth - Patient Services
- Change and Project Delivery - NHS Prescription Services
- Healthy Food Schemes - Provider Assurance (Pharmaceutical Greenfinch
- Exemption Checking Services Services and Opthalmic Services)
- NHS Jobs - HR Shared Services
- Scanning
Gateway
- Fraud, Loss & Prevention Benton
Team - Archiving
- NHS Workforce Newcastle - Storage and retrieval
Optimisation Team
of prescriptions
Fleetwood - Hesketh House
Wakefield
- NHS Pensions
- Student Services - Prescription processing
- Customer and Contact Services and scanning
- NHS Workforce Optimisation - Customer and Contact
- Strategic Finance and Reporting Services
- Financial Operations and - NHS Workforce
Estates and Facilities Management Optimisation team
Middlebrook - Ridgeway House Sheffield
- Prescription processing and scanning
- Electronic Staff Record
- NHS Pensions
- Provider Assurance (GP Services)
- Student Services
- Digital Services
Warwick
- NHS Jobs
- Electronic Staff Record
Eastbourne
- NHS Dental Services
- Provider Assurance
(Dental)
20Brilliant Business
All organisations love to have the opportunity expectations. We put the customer at the centre
to develop new services and undertake exciting of everything we do and we have segmented them
transformation work. We’re no different. But it’s into four groups:
important to always retain a focus on those core
services on which our existing customers rely. 1. Our Users – anyone who uses our services,
Providing these ‘business as usual’ functions well, from a member of the public to clinical
delivering great quality services and value for the providers;
taxpayer gives us the permission to develop our 2. Our Sponsor – we are accountable to the
big ambitions. Delivering our core services well Department of Health and Social Care;
requires all of our people to understand their roles, 3. Our Commissioners – anyone who
to value each other’s contributions and to support commissions a service from us for example
each other through a “One NHSBSA” approach. NHS England and Improvement, NHSX or the
Scottish and Welsh Assemblies; and
This includes all our colleagues whether working 4. Internal customers – our internal NHSBSA
in corporate services such as finance, commercial, colleagues.
strategy, HR, communications and governance or
in our operational services or our digital, data and To ensure we are delivering our brilliant business
technology areas. Delivering our ‘business as usual’ throughout the year, we measure key performance
services efficiently, effectively and professionally indicators and produce a monthly Balanced
is what we describe as our brilliant business in Business Scorecard that reports on our progress to
recognition of the hard work our people do our sponsor, to our board and to our people across
every day. each of these customer groups. In addition, we
provide quarterly progress reports and an end of
To deliver brilliant business we need to really year report on the delivery of our commitments.
understand our customers, their experiences and
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
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
Digitisation – we transform the way we deliver Strategic Sourcing – we secure taxpayer value
services through increasing digitisation. Our while choosing innovative partners to support our
solutions are designed based on customer insight drive and ambitions.
and user experience.
Business Innovation – we continue to innovate
Data – we use our data to accelerate insight and in all that we do, by learning and collaborating
drive innovation across the health and care system with others as well as our customers.
to improve the health of the UK population.
Relationships and Networks – we use our
Emerging Technologies – we look to use the relationships and networks to ensure our services
most effective and up to date technologies to reflect need and reach across the health and care
ensure high quality service delivery, making it system to make a positive difference.
easier for our customers and our people.
Watch our short video to learn more
Our People – we recognise that our people are about our levers.
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.
22Our Big Ambitions
We are an ambitious organisation. We are We have identified five key areas of focus which
ambitious for our people and what they are we believe we can develop to support and drive
capable of, we are ambitious for our customers further change within the wider system. These
and the services they should receive, and we are are known as our Big Ambitions and are set out
ambitious for the health and care system and the below:
beneficial impact it can have on people’s lives.
Supporting 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
Watch our short video to learn more.
23Developing 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 • Using our data analytics and insights.
services to help to address inequalities We seek to utilise the rich breadth and
in access to services. By ensuring everyone depth of data from our multiple services to
gets access to the support that they are support national and local decision makers to
entitled we can help to address population maximise health outcomes, improve patient
health outcomes and we will work with safety and deliver best value.
policy makers nationally and with local health
systems to reach those who currently do not • Supporting integrated health and care
access their entitlements. systems. We feel we are well placed to
support Integrated Care Systems to deliver
• Maximising the contacts we have with against their population health agenda, by
UK citizens to signpost to further support. utilising our core skills and levers to design
With five million contacts with members and deliver population health interventions
of the public annually, we are uniquely and solutions.
placed to support national and local public
health campaigns and messaging, and the
Government’s prevention agenda.
24Service 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
Watch our short video to learn more.
Developing 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 • Delivering digitisation of services; and
NHS Counter Fraud team;
• Providing robust governance.
• Providing clinical and contractual expertise;
25NHSEI 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 Assurance Quality Reduction Fraud Team
Services
s Probity
Co
am
Case
is t
ns
te
en
cy a
c ro s s re g i
on
al VFM escalation
STP & CCG
Planning Clinically Robust
Oversight led insight Governance Inform Assurance
Pathways Clinical and interventions
contractual
Wh En expertise te
at N and gag l ua
N H H S En gla n d d o e | E n ble | E v a
S Im pr a
ove m ent
Professional Representative Bodies
Watch our short video to learn more.
Preventing 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 • Designing accessible, customer focused digital
across all NHSBSA services that could lead to systems, with in built controls and fraud and
loss; loss analytics.
• Educating our customers through national
campaigns to help them to prevent fraud and
loss; and
Watch our short video to learn more.
Supporting Health and 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 were 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 in order 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.
Watch our short video to learn more.
If you would like to understand more about our big ambitions, you will find more detail in our
Business Plan for 2021-22.
26Our strategy on a page
Purpose Vision
To be a catalyst for better health To be the delivery partner of choice for the
health and care system
CARE
Values
Collaborative Adventurous Reliable Energetic
Goals
£
£
Customer Our Social Value Ambition Pandemic
People Impact Support
Levers
Emerging Our Strategic Business Relationships
Digitisation Data Technologies People Sourcing Innovation and
Networks
One
Primary Care
NHSBSA Services
NHS Workforce
Services
Citizen
Services
People and
Corporate
Services
Strategy
Performance,
Business One NHSBSA – Our Brilliant Business
Development
and Growth
Technology
Finance,
Digital
Commercial
and Data
and Estates
Our Big
Ambitions
Workforce Population Provider Fraud, Error
Health Assurance and Waste
Networks Prevention
Supporting Health and Care Transformation
27You can also read
