Template Business Case & Benefits Tracking guide v2

1 Crown copyright London Procurement Programme Commercial advantage for the NHS in London 1 Template Business case and Benefits Tracking guide Crown copyright London Procurement Programme Commercial advantage for the NHS in London 2 document Version Control It is envisaged that this document will need to be reviewed and updated on a regular basis throughout the life of the framework. Updates to the document will be tracked here: Created by: Denise Phelan, Demand Management lead, London Procurement Programme (LPP) Reviewed by: Approved by: Mick Corti, Workstream Lead Agency, Temporary Staffing & Professional Services, LPP Release Date: 1st February 2010 Related Projects: LPP Demand Management Project Sponsor: Mario Varela, LPP Programme Director Date of change Description of change made Version 5th March Added ESR interface charges Crown copyright London Procurement Programme Commercial advantage for the NHS in London 3 Table of Contents 1.

2 Introduction .. 4 2. Scope of this document .. 4 3. Aims of this document .. 5 4. Assumptions .. 5 5. Business case Template .. 6 6. Baselining your current position .. 11 7. Measuring your future Benefits .. 12 Appendix 1: Sample Benefits and KPIs .. 14 Appendix 2: Workforce Optimisation supporting documents .. 22 Appendix 3: document sources .. 24 Crown copyright London Procurement Programme Commercial advantage for the NHS in London 4 1. Introduction This document forms part of the London Procurement Programme (LPP) Workforce Optimisation initiative. This initiative aims to reduce spend on agency and bank staff through optimised workforce planning and efficiency.

3 This document is the third in a series of documents to support the Demand Management initiative. See Appendix 2 for the full list of supporting documents. 2. Scope of this document The guidance provided in this document is designed for NHS bodies seeking to implement Electronic Rostering software, Staff Bank software or an externally managed Staff Bank solution. This document is not intended to be exhaustive and should be considered alongside any other project management guidelines used within your trust, as well as guidance from your chosen third party supplier(s). Although much of this document has been sourced from examples of nursing rostering, the principles of the guidance can be applied to all staff groups to ensure common processes and maximum benefit from workforce efficiency.

4 This document provides Business case and Benefits guidelines for all elements of the Workforce Optimisation framework. Since it is unlikely that any trust will implement all elements and all functionality of this framework, it is important that you use only the content that relates to the scope of your project. For example, a trust may choose to implement e-Rostering across its nursing workforce only. Also it may choose not to implement the Time & Attendance functionality, through either swipe cards or biometric devices at each department entrance. Therefore, not all of the e-rostering Benefits and KPIs in Appendix 1 may be relevant to this trust. Such decisions on the scope of the change you wish to undertake and the functionality of the software you wish to implement should be carefully considered as early as possible in your project.

5 Similarly any decisions between an in-house staff bank and a staff bank service managed by a third party equally need to consider the different Benefits and KPIs of each option. It is also recommended that you use the second supporting document from this initiative, Change Management guidelines, before finalising your project scope. This document should raise additional scope considerations, such as the trust s appetite and budget for change, senior level endorsement of such a transformational change and the resources required to deliver a successful project. This document is not intended to be specific to a trust type or geographic location. Crown copyright London Procurement Programme Commercial advantage for the NHS in London 5 3.

6 Aims of this document The document is intended to support the creation of a robust and detailed Business case and provide best practice guidance to trusts on Benefits Tracking within a programme/ project to implement Electronic Rostering or Staff Bank software or solutions. 4. Assumptions This document assumes that your trust has not already implemented an e-rostering or staff bank solution. The process for creating and approving a Business case and Tracking Benefits will vary from trust to trust. Therefore this document is a high level guide to the approach recommended for the specific software/ services in scope to be fed into your trust s standard process and document templates. Crown copyright London Procurement Programme Commercial advantage for the NHS in London 6 5.

7 Business case Template (Sections of text in italics are guidance notes to be removed as headings are populated) Section 1. Executive summary This section should contain a brief summary of the key points of the document , and should address all of the following questions for the reader: - What course of action does this Business case recommend? - Why should this project receive funding? And what funding is being requested for the preferred option? - Why should this project be prioritised at this time? - What are the key financial or operational Benefits that this project will deliver? - Is this project linked to any European, UK or trust level directives, initiatives or strategies? - What are the risks of not doing this project? - What is the scope of this project, : change type and size, staff groups, departments, sites, trusts, etc?

8 - Will this project influence patient care? Section 2. Drivers for change This section should put the project into context for the reader and clarify the high level scope of the project for the reader. This section should then focus on the current situation which this Business case is aimed at changing. This may be best presented as a list of risks, issues, threats and/or opportunities that currently exist or are expected to occur in the short to medium term. It is best practice to link each of these points with Section 5. Scope of the project and Section 8. Expected Benefits of change. A detailed list of typical drivers for change is provided in Appendix 1. Section 3. Options for change This section should present the options being considered under this Business case .

9 A minimum of three options should always be considered, including the option Do nothing/ minimal activity . Each option should provide: - a title for the option - a short summary of the actions required under each option - a short summary of any further decisions required under each option* - a SWOT analysis of each option Crown copyright London Procurement Programme Commercial advantage for the NHS in London 7 * For example, where an option is to implement e-Rostering, options such as the creation of a link to ESR, the use of biometrics for time and attendance Tracking or linking the e-rostering solution to any staff bank solution should be fully listed.

10 Where a decision has yet to be made about any available options, a date should be provided for a decision in relation to each decision. Similarly, where the Business case includes the rationale for external delivery of a managed staff bank solution, then specific consideration needs to be given to the possibility of a solution that is delivered in-house . Even where a staff bank does not currently exist, then the possibility of an internally delivered managed bank should be one of the options considered. Where an internal staff bank exists, then the decision to outsource any element of this needs to be made with the local Procurement and Legal support. Lastly the section should clarify which of the above options is the preferred option of this Business case .