NHSBSA Business Plan 2021-22

NHSBSA Business Plan 2021-22

NHSBSA Business Plan 2021-22 (V0.2) 03.2021

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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

Contents

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Welcome to the NHS Business Services Authority Business Plan for 2021/22. The NHSBSA is an extraordinary organisation with a unique and central role in supporting the NHS to be at its best. This has never been as important as during the coronavirus pandemic. Our work during this time has been

described as “mission critical” by the Secretary of State for Health and Social Care, who praised our “remarkable ingenuity and resilience”, and telling our people “when you look back at the role you have played during this important chapter in our national story, you can be rightly proud.”

The NHSBSA is the expert national delivery organisation relied upon by Government and the health and care system to provide a range of high-volume business services and core platforms to support the day-to-day smooth running of the NHS. We are the NHS supporting the NHS and this is both a privilege and responsibility we hold with care.

We provide services to support NHS primary care, processing over 1 billion prescription items each year and 50 million dental claim forms. We make 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 flowing. We support the public in gaining access to healthcare services and help with the cost of the medication and dental services they need through a broad range of schemes we operate. And we support the NHS workforce – the dedicated doctors, nurses and other health professionals on which the NHS depends – through our NHS Jobs, Electronic Staff Record and NHS Pensions services. The high volume and national nature of our services provides us with a huge wealth of data and insight, which we manage safely and responsibly and then utilise to amplify our impact.

We’ve deepened our collaboration over the last year with NHS England and Improvement, the Department of Health and Social Care (DHSC), Public Health England, NHSX, NHS Digital and other key organisations within the health and care system to deliver both services and products to support the national response to coronavirus. It is that level of collaboration which is highlighted in the recent Government White Paper, Integration and Innovation: working together to improve health and social care for all, as being critical to creating a truly integrated health and social care system, and we have a key role to play.

Our strategy for 2021-2024 ‘On the front foot for the frontline’ sets out our five big ambitions for the period. These ambitions focus on how we can support the NHS workforce agenda, population health and prevention, expand our provider assurance services, minimise loss across the NHS from fraud, error and waste, and supporting health and care transformation.

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 key deliverables which will help us to deliver high quality services to our customers, improved patient outcomes and better value to the taxpayer.

To do this we will focus on building relationships and networks across the health and care system, engaging further with stakeholders and tailoring our support to where we can have the greatest impact and pushing for even greater influence where it matters most. Finally, I hope you find this an interesting and compelling read and agree that we have set ourselves stretching, challenging but achievable targets for the year ahead.

Michael Brodie, Chief Executive of NHS Business Services Authority, April 2021.

Welcome – Michael Brodie

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Who we are

We are known for delivering, digitising and transforming at scale complex business services which support the frontline NHS, the people who work in the NHS and the public in gaining access to the help with healthcare costs to which they are entitled. In doing so we help connect people to the health and care system, we create insight, add value and improve patient outcomes. Building on this success of delivering our core services, which we describe as our brilliant business, we have been asked by Government and the NHS to stand up new services and products to 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.

We group our operational services into three main areas. We provide services to support the commissioners and providers of primary care, ensuring pharmacists and dentists are able to provide their vital services to the public. We help citizens in gaining access to healthcare services and support through a number of domestic and overseas schemes and we provide a broad range of services to support the NHS workforce – the dedicated doctors, nurses and other health professionals on which the NHS depends.

Who we are and what we do

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.

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Citizen Services

Check what help you could get to pay for NHS costs

Start

Won at the 2020 NHS Sustainability Awardsfor moving prescription prepayment certificates from plastic cards to digital certificates

Issued over

1.6 million digital exemption certificates

Rolled out Real Time Exemption

Checking in nearly 4,200pharmacies

More than 380,000people used our online eligibility checker

Launched the UK Global Health Insurance Card

Achieved readinessfor the end of the transition

period with the 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**

*(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

Almost 100,000 students registered

for an NHSLSF account and 80,000students are already in payment

Launched a brand new online application systemsupported by colleagues in Technology, in July 2020 for students applying for NHSLSF in the 2020/21 academic year

Managed

5 millioncontacts to the contact centre

Paid over £75m in

ex-gratia support payments

to EIBSS members

Supported over 3,000 England Infected

Blood Support Scheme (EIBSS) members

Supported over 18,000people through the Immigration Health Surcharge scheme and reimbursed more than 6,300 beneficiaries

Buy a NHS prescription

prepayment

Personal details

Submit

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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.

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Over 1 billion prescription items processed

70 millionitems scanned for 1 NHS Trust, helping to save space and increase efficiency

£9 billion paid to pharmacy contractors for vital drugs they have dispensed to patients

100% of dental claim forms are submitted electronically

Over 88% of peopleusing Electronic Prescribing Service

£2 billion per yearpaid to dental contractors for treatment provided to patients

Submit

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

43.6 million dental claims forms are processed

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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.

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Workforce Services

4.7 million applications submitted on NHS Jobs

70,000 customer contacts handled by HR Shared Services

1.6 million unique portal users of Electronic Staff Record (ESR)

£12 billion paid to pensioners each year

3.4 million members of the NHS Pension Scheme

£££

£

Over 300,000 job adverts published on NHS Jobs

5,500 NHS recruitment campaigns supported by HR Shared Services

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Finance, Commercial & Estates

Digital, Insight & Technology (DIT)

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.

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.

Our operational business services depend upon colleagues from across the NHSBSA to support them in the delivery of our brilliant business and big ambitions.

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People and Corporate Services

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.

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.

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Strategy, 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.

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Developing and enriching the NHSBSA

Best Companies index 2 star accreditation

for outstanding employee engagement

Our Open Data Portal (ODP) is the home of data we release to the public in a single place

Rolled out eDEN to Dental Providers and Practice Managers (2,000 new users)

Defence Employer Recognition Scheme Silver Award

Accreditations

68 apprenticesacross the business

ISO14001 certified

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

Responded to 4 consultation documents to support the direction of the health and care system

Established a

Clinical Network

Enhanced organisational-wide governance through providing due diligence and improved

data governance

Log In

eDEN

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National response to coronavirus

The pandemic has been all-encompassing over this last twelve months. It has impacted upon us as a nation, as organisations and as individuals. We have been incredibly proud to play our part in the response. The NHSBSA stood up nearly 50 new services at pace, and in collaboration with others to support the NHS frontline and Government’s response. You can read more about these on our website.

One noticeable learning from the pandemic was that changes which previously may have taken years to implement have taken just weeks. Recognising this significant shift, we undertook a discovery programme called New Horizons to better understand the drivers of change, what worked well and what we should retain to inform the future of our working environment. It is clear that our working methods and the ways in which our customers access our services has changed, and we know change will continue. The feedback from New Horizons and ongoing learning have been considered in the development of this strategy and will continue to be used by wider groups across the organisation.

We already work collaboratively, but during COVID-19 this gathered much more momentum. Our networks, partnerships and relationships were strengthened as we worked on many new services and solutions. We worked with NHSE/I, DHSC, NHSX, PHE and other partners to make things happen quickly and effectively and in the spirit of organisations without walls and boundaries. This collaboration has been recognised by Government recently in creating a truly integrated health and social care system.

We set out in our 2020-22 strategy a desire to look at how we could support social care. COVID-19 brought into sharp focus the needs of this particular sector and to support the social care workforce, we worked collaboratively with our partners to develop the COVID-19 Care Workforce app. This app enabled immediate messaging and communications to be issued to colleagues across social care to ensure they received important news and updates and was well received, downloaded by more than 50,000 social care colleagues.

https://www.nhsbsa.nhs.uk/our-response-coronavirus-covid-19

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Pathways into Technology – created 22 opportunities for people to enter a career in Technology across Veterans, students, apprentices and internal staff

Customer Experience Strategy developed, putting customers, users and commissioners of our services at the centre of what we do

One Drug Database (ODD) – consolidating and creating one source of data to eliminate errors and long-standing organisational risk

Achieved Ones to Watch in Best Companiesindex for staff engagement

Almost 50 apprenticesacross the organisation

Achieved Employers Networkfor Equality and Inclusion (enei) Gold Standard

Due diligence capability and robust framework developed to ensure business and commercial risk is managed or mitigated prior to taking on new services

Stonewall ranking of 51stManaged reduction in greenhouse gas

emissions (65%), water consumption

(31%), waste (42%) and office

paper (41%)

Successful completion of the 18/19 accounts for the NHSBSA and the Pensions Scheme with no matters of emphasis noted by the National Audit Office

£

££

National response to coronavirus

47 new services and projectsstood 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 results by

email per day – and rising

Built a website to support the NHS COVID-19 app in

less than 7 days

In excess of 4 million PPE items being stored, providing a back-up plan for hospitals, care homes and GP practices

Over £370 million in payments to support

community pharmacies to address unprecedented demand

Added functionality within ESR to enable doctors, nurses and other staff to move seamlessly between NHS organisations to where they are needed most

Over 145,000 additional calls undertaken by NHSBSA Contact Centre Agents in response to COVID-19

Almost 8,000 hoursspent ensuring our buildings are COVID-safe

Enabled colleagues to work from home quickly, distributing over

3,800 pieces of equipment including laptops, desktops and peripherals

Dedicated 111 COVID-19 Contact Centre helpline stood up within

12 hours, with over 54,000 calls taken since February 2020

to enable colleagues to work effectively, including Microsoft Teams, SharePoint,

Yammer and OneDrive

Over 1 milliontest results by text

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Our PurposeOur purpose is to be a catalyst for better health. This means we work in collaboration with our stakeholders, customers and partners across the health and care system with the intention to innovate, try new things and explore different ways of working, driving efficiency for the taxpayer and helping people to live longer, healthier lives. We do this to support the delivery of the NHS Long Term Plan, Pandemic System Recovery Plans, DHSC priorities and the move towards a Population Health and Care System.

Our VisionOur vision is to be the delivery partner of choice for the health and care system. We work with and through our sponsor team in DHSC and 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 relationships, on creating new networks and have established meaningful

partnerships with key stakeholders to ensure we are best placed to have a positive impact on the health and care system.

Our ValuesOur values have been developed with our people, for our people. They reflect the fact we CARE passionately about what we do. We know that the way we approach our work contributes to our colleagues’ health, wellbeing and sense of connection to the business, allowing us to 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 great, inclusive place to work. We want our people to take pride in their work, understand and feel valued for the role they play in our success and the contribution we make to the wider health and care system and society. Our values are embedded across the organisation and guide us in our decision making and delivery of our services.

Our Purpose, Vision and Values

Our Values - we care

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Our 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:

Align what you say and do. People notice everything and watch out for this.01

02 Keep your promises. Small or large. People expect this.

03 Be good to be around, especially when things go wrong. This is when you get truly measured.

04 Disagree. But don’t be disagreeable. There’s

safe people feel to speak up.

05 Speak well of people in public and in private. There are no secrets that do not get shared.

06 Be grateful. Say thank you. Recognise good work, excellent delivery and great behaviours. It matters.

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Our Strategic Goals

Our strategic goals help us bring our purpose and vision to life, and they focus on the things that are important to us. Our goals underpin how we deliver our business, our strategy and our ambitions. We continue to make significant progress towards these goals, measurement of which is captured within our Balanced Business Scorecard and quarterly and end of year reports.

For 2021-24 we have introduced a new sixth strategic goal ‘Pandemic 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 of the pandemic.

Customer – we actively seek feedback from and listen to our customers to enable us to design and deliver brilliant business in a way that best meets their needs. Our customers are at the heart of what we do.

Customer Measures

1. We will pay our customers on time and accurately in line with our annual business plan targets.

2. We will achieve our annual Net Promoter Score and Net Easy Score targets for 2021/22.

3. We will achieve our annual Right First Time and Delivered in Full on Time targets for 2021/22.

4. We will develop and implement a customer experience metric dashboard for all four customer groups by 30 June 2021.

Our People – we enable our people to be their best by creating a fantastic colleague experience, providing ongoing development opportunities with an eye to future needs and being a great, inclusive place to work. Achieving an accreditation of being a Two-star company with Best Companies means we have outstanding engagement with our people, of which we are truly proud.

People Measures

1. Deliver great communications and engagement for our colleagues so we work towards an improvement across the eight factors of engagement as outlined in Best Companies during 2021/22.

2. We will meet the Government’s recommended target for apprenticeships of 2.3% whilst setting ourselves an additional stretch target of achieving 3% during 2021/22.

3. Maintain enei (Employers Network for Equality and Inclusion) Gold Standard Employer status during 2021/22.

Social Impact – we work with partners to better understand and respond to growing challenges of health inequality and sustainability, using our systems, services and data insight to have a positive impact and help create better health and care for the wider population. We also invest in and support our local communities and local economies as well as working towards minimising our environmental impact.

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Social Impact Measures

1. We will develop our social impact measures during 2021/22 and report against these in the Balance Business Scorecard.

2. We will establish a baseline and increase citizen take up of help with health cost exemptions and other schemes we administer during 2021/22.

3. We will achieve Net Zero by 2030, as well as interim targets published in our Environment Strategy for 2021/22.

Value – we create value for our customers and stakeholders in the outcomes we deliver, in helping them to meet their needs and we generate efficiency across the health and social care system to provide better health and care outcomes and better taxpayer value. We are the NHS, supporting the NHS.

Value Measures

1. We will operate within Departmental Expenditure Level (DEL), delivering against annual financial target during 2021/22.

2. We will generate £84 million of wider system efficiencies during 2021/22.

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, 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.

Ambition Measures

1. We will deliver our annual business plan targets for our five Big Ambitions during 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 develop and deliver services to meet the needs of our colleagues and the population of the UK.

Pandemic Support Measures

1. We will deliver against each of the agreed service levels for the COVID-19 services that we continue to deliver throughout 2021/22, providing quarterly updates and assurance through the DHSC Accountability Review and NHSBSA Board.

Goals

Customer Our People

Ambition Pandemic Support

Value

££

Social Impact

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Brilliant Business

All organisations love to have the opportunity to develop new services and undertake exciting transformation work. We’re no different. But it’s important to always retain a focus on those core services on which our existing customers rely. Providing these ‘business as usual’ functions well, delivering great quality services and value for the taxpayer gives us the permission to develop our big ambitions. Delivering our core services well requires all of our people to understand their roles, to value each other’s contributions and to support each other through a “One NHSBSA” approach. This includes all our colleagues whether working in corporate services such as finance, commercial, strategy, HR, communications and governance or in our operational services or our digital, data and technology areas. Delivering our ‘business as usual’ services efficiently, effectively and professionally is what we describe as our brilliant business in recognition of the hard work our people do every day.

To deliver brilliant business we need to really understand our customers, their experiences and expectations. As such we put the customer at the centre of everything, we do, and we have segmented them into four groups:

1. Our Users – anyone who uses our services, from a member of the public to clinical providers

2. Our Sponsor – we are accountable to the Department of Health and Social Care

3. Our Commissioners – anyone who commissions a service from us for example NHS England and Improvement, NHSX or the Scottish and Welsh Assemblies

4. Internal customers – our internal NHSBSA colleagues

Citizen Services


NHS Workforce Services

People andCorporate Services

One NHSBSA – Our Brilliant Business

Technology

Strategy Performance,

Business Development and Growth

Finance, Commercial and Estates

Digitaland Data

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Our stakeholders

Healthcare providers

Social Care

Englandand

Improvement

Digital

BusinessServices

Authority

National Institute

for HealthProctection

HealthResearch

Authority

Primary CareProviders

CounterFraud

Authority

ICSsPCNs

Regions

Resolution

x

HealthEducation

England

Blood andTransplant

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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:

How we deliver

Digitisation Data EmergingTechnologies

StrategicSourcing

Business Innovation

OurPeople

Relationships and

Networks

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Digitisation – we transform the way we deliver services through increasing digitisation. Our solutions are designed based on customer insight and user experience.

Data – we use our data to accelerate insight and drive innovation across the health and care system to improve the health of the UK population. Emerging Technologies – we look to use the most effective and up to date technologies to ensure high quality service delivery, making it easier 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.

Strategic Sourcing – we secure taxpayer value while choosing innovative partners to support our drive and ambitions.

Business Innovation – we continue to innovate in all that we do, by learning and collaborating with others as well as our customers.

Relationships and Networks – we use our relationships and networks to ensure our services reflect need and reach across the health and care system to make a positive difference.

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Supporting 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 strong customer service across our organisation, ensuring the experiences of our customers are understood and that we meet their expectations and needs;

Communications and Marketing: Building our reputation as the delivery partner of choice for the health and care system, supporting customers to access our services through behaviour change campaigns and connecting our people to our organisation;

People (including Diversity & Inclusion): Enabling our people to bring their best while creating a great, inclusive place to work;

Workplace: Transforming the workplace and creating flexible environments that enable agile working, centred around our people and connected through technology. 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;

Finance: Delivering greater value through a better alignment of incentives through the NHS commissioning and funding of NHS services for the NHS;

Technology: Delivering and supporting successful technologies to support the organisation in achieving its strategic goals;

Commercial: Engaging with suppliers to deliver innovative commercial arrangements and effective contract management;

Data: Building on our core capabilities we will make better use of data and predictive analytics to support the delivery of our ambitions and create a data driven culture;

Digital: Supporting the organisation to make things easier for our customers through delivering innovative digital solutions; and

Environmental Sustainability: Creating a sustainable healthy environment, which is built into the heart of our operations and services, and embedding sustainability within our supply chain, so that we reach our goal of Net Zero by 2030.

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How we are governed

Our Chief Executive Officer is supported by three Executive Directors and five Directors. They are members of four decision-making boards in the organisation which cover Delivery, Strategy, People and Resource, and Governance. These also include members who are professional leads of strategic functions for example, Finance, People, Communications and Marketing, and Commercial.

Our Board is responsible for the strategic direction and integrated governance of the organisation, including the stewardship of its finances. In fulfilling these responsibilities, the Board reserves certain decision-making powers, including on strategy and budgets. Other key duties have been delegated to our two standing committees:

• Audit and Risk Management Committee; and• Remuneration and Nominations Committee.

We manage a complex range of business activities on behalf of our Sponsor, the Department of Health and Social Care, to whom we are accountable. We have formal accountability reviews with senior Sponsors as part of a formal framework agreement. Strategic, policy and operational issues are reviewed alongside the corporate risk register, assurance arrangements and the latest financial position. Additionally, regular scheduled meetings are held with the individual service sponsors.

To ensure we are aligned to the work of our partners in the wider health and care system, members of our Leadership Team meet regularly with other Arm’s Length Bodies of DHSC for example NHS England and Improvement, NHS Digital, NHSX, NHS Counter Fraud Authority and Public Health England.

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.

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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:

Our Big Ambitions and Business Plan Deliverables

Workforce Provider Assurance Networks

Population Health

Fraud, Error and Waste Prevention

Supporting Health and Care Transformation

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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 NHSE/I in delivering

Long Term Plan

Supporting employees

via smartphone access

Increasing ESR usageto improve

TransformingNHS Jobs

Providing value for money HR services

Engaging PensionScheme

members

Using data to support

decision making

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• Complete the development of the new NHS Jobs service and transition of all current users to the new platform with no impact to recruitment activity by 31 January 2022;

• Complete discovery phase for a recruitment platform for NHS Volunteering by 30 June 2021. • Outcomes of discovery to be agreed by 31 August 2021;

• First phase of Social Care volunteering recruitment platform to be complete by 30 September 2021. • Second phase to begin by 30 November 2021;

• 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;

• In collaboration with DHSC, establish the NHS Pensions McCloud Programme, set up projects to enable Immediate Detriment Remedy from October 2021, migration of all members to new Scheme from April 2022 and preparation for Member Choice from October 2023 with associated member communications products; and

• Provision of an online portal for NHS Pensions members. • Pensioner onboarding from March 2022 including accessing P60s and payslips, maintaining personal details and secure communications. • Member onboarding from March 2022 including estimates, modelling, service statements and annual allowance statements.

Key actions during 2021/22:

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Developing 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 inequalities in access to services. By ensuring everyone gets access to the support that they are entitled we can help to address population health outcomes and we will work with policy makers nationally and with local health systems to reach those who currently do not access their entitlements.

• Maximising the contacts we have with UK citizens to signpost to further support. With five million contacts with members of the public annually, we are uniquely placed to support national and local public health campaigns and messaging, and the Government’s prevention agenda.

• Using our data analytics and insights. We seek to utilise the rich breadth and depth of data from our multiple services to support national and local decision makers to maximise health outcomes, improve patient safety and deliver best value.

• Supporting integrated health and care systems. We feel we are well placed to support Integrated Care Systems to deliver against their population health agenda, by utilising our core skills and levers to design and deliver population health interventions and solutions.

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Citizen ContactsMaximise impact of contacts

SupportingIntegrated systems

Improved networks, insight and outcomes

Health Benefits

Increase service uptake

Health & Care SupportMake a difference to health

Service 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.

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• 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.


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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 NHS Counter Fraud team;

• Providing clinical and contractual expertise;

• Delivering digitisation of services; and

• Providing robust governance.

Professional Representative Bodies

Integrated Care

SpecialisedCommissioning

Supporting local

systems

Pathways

STP & CCGPlanning

ContractAssurance

Oversight

EnhancedServices

CentralTeam

Consistency across regional

team

s

7 Regional Teams

NHSEI Commissioning teams

What NHS England and

DigitisationFlexibility

to adapt to local needs

Clinicallyled insight

RobustGovernance

Continuous Improvement

Assurance Service:QualityProbityVFM

StandardOperating

Model

NHSBSA

Clinical and contractual expertiseEngage | Enable | Evaluate

Fraud &Error

Reduction

NHSEI Counter Fraud Team

NHSEI Counter Fraud Team

Sharedplanning

Investigate

Case escalation

Inform Assurance interventions

NHS Improvement do

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• 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.


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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 across all NHSBSA services that could lead to loss;

• Educating our customers through national campaigns to help them to prevent fraud and loss; and

• Designing accessible, customer focused digital systems, with in built controls and fraud and loss analytics.

• 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.


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Supporting 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.

• Further development of this fifth ambition to understand where we can align with and support other organisations during 2021-22.


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Overseas Healthcare Transformation

We will deliver against the planned transformation of Overseas Healthcare Services following the UK transition Period by 30 April 2022.

Healthy Start Digital Service

We will design and implement a new digital service for the Healthy Start scheme by 30 November 2021.

Learning Support Fund System Transition

We will transition all legacy funding systems into the new Learning Support Fund system by 31 March 2022.

Contact the NHSBSA

Contact the NHSBSA will introduce a customer platform linking all services and giving a single view of a customer, allowing the business to have a greater understanding of a customer, streamlining their journey and enabling easier signposting where required by 31 December 2021.

Robotic Process Automation

We will implement process automation as appropriate within the NHSBSA. We will implement this innovation following controlled pilots delivered by 1 July 2021.

eDEN Self Service

We will deliver a self-service upgrade to the eDEN reporting system to allow NHS dentists to build their own content by 30 November 2021.

Dental contract reform

We will continue to collaborate with DHSC, the Welsh Government and NHS England to deliver reformed mandatory service contracts with a focus on early prevention and engaging with patients to encourage personal ownership of oral health by 31 March 2022.

Dental Services Discovery

We will undertake a discovery on end-to-end dental services identifying improved user experience by 29 March 2022.

Technology Refresh

We will seek to further exploit the range of productivity and collaboration tools that we access as part of the NHS wide Microsoft Windows and Office 365 agreements during 2021/22.

We will give increased attention to some of our older business application products to reduce and remove technical debt where it exists and to further modernise such applications offering users a better experience, allowing better use of data to be made and to eliminate duplication or redundancy where these exist during 2021/22.

NHSBSA Smarter Working

We will fully implement smarter working practices incorporating people, place and platform across the NHSBSA by 31 March 2024.

Business Innovation

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 ideas) during 2021/22.

Performance and Benefits

We will provide quarterly reports tracking the progress of the commitments we have made within the 2021/22 Business Plan.

We will report quarterly on the realisation of benefits measuring target against actual in comparison to agreed Business Cases during 2021/22.

Other key activities To enable the organisation to continue to deliver brilliant business we will be undertaking the following activities:

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People and resources

CEO

Budget: £0.4mStaff: 5

Citizen Services


People and Corporate Services


Digital


Finance, Commercial and Estates


Insight


NHS Workforce Services




Strategy, Performance, Business Development and Growth


Technology


Total expenditure:

£212.6 million

Total staff:

3,401

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Wellbeing and Inclusion

During 2021/22 we will continue to build on our successes in this area as part of our wider People Strategy. Our aim is to create a great, inclusive place to work where all our people can be themselves and are supported to be physically, mentally and emotionally well so that they can be their best. Protecting and promoting the health and wellbeing of our people continues to be our foremost priority during the pandemic and we will ensure that our wide-ranging wellbeing offer for colleagues continues to evolve to reflect their changing needs. Going forwards, our leadership community will be supported to have wellbeing conversations with colleagues about these needs. The pandemic has highlighted the importance of support networks such as our Mental Health First Aiders and Domestic Abuse Support Network, and work is planned to further strengthen and expand these networks and surrounding safeguards, and increase leadership understanding of these topics.

Engaging with and involving our people and providing safe spaces for colleagues with shared experiences to come together, has also been of critical importance this year. Our eight Wellbeing and Inclusion Networks will continue to play an integral role in this, engaging colleagues through their annual programmes of events. We also know how important it is to enable our people to give something back to society, creating a positive

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 our fundraising and volunteering programmes, which have also been adapted during the pandemic.

The four new lived experience colleague networks; BAME, Disability and Neurodiversity, LGBT+ and Women, will actively help us work towards our aim to have an inclusive workforce and leadership community which are representative of population demographics. Key areas of focus and intervention design in relation to these under-represented groups are recruitment and selection, career progression, and building knowledge and understanding amongst leaders and colleagues.

We will launch our new Diversity and Inclusion Strategy, underpinned by development of ‘plans on a page’ for the under-represented areas, 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 the organisation. We will continue our work to reduce our gender pay gap and to measure our performance through participation in external benchmarking standards including the Stonewall Workplace Equality Index, the Employers Network for Equality and Inclusion (enei)’s TIDE evaluation, the NHS Workforce Race and Disability Equality Standards and the Better Health at Work Awards.

STEPSTEPINTOINTO

HHEEAALLTHTH

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Environmental sustainability

During 2021/22 we will continue to monitor and reduce our impact on the environment and drive resource efficiency across our services. In addition to delivering the duties placed upon us by environmental law and central Government mandates such as the Greening Government Commitments, we will also develop our new Environment Strategy which will be centred around our goal to become Net Zero by 2030.

Furthermore, we will continue to maintain our externally certified ISO 14001:2015 Environmental Management System (EMS) to support the delivery of our environmental objectives and targets.

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

Health and safety

During 2021/22 the health, safety and welfare of our people in relation to the COVID-19 pandemic will remain our priority and we will work collaboratively across the business to ensure risks are assessed and appropriate arrangements are put in place.

We will continue to achieve high standards of health and safety through the provision of healthy working environments, safe working practices and safe people working therein. This is in addition to ensuring delivery of the duties placed upon us by health and safety law and any central government mandates.

Documents

NHSBSA Business Plan 2021-22