50 NHS organisations sign up to shared services as NHS SBS commits to futureproofing back-office systems in drive for digital innovation
A £10m investment by NHS Shared Business Services (NHS SBS), which is aimed at transforming back-office functions across the health service, has led to 48 NHS organisations signing contracts for a range of finance, procurement and employment services.
Since the beginning of this year, a number of leading NHS providers have made the switch to shared services, while more than 40 NHS organisations have renewed or extended their relationship with NHS SBS.
It means that, in total, NHS SBS now provides at least one business service to well over 100 different NHS providers and arm’s-length bodies across the country. In addition, 100% of England’s NHS commissioning organisations use NHS SBS’s finance and accounting service – via NHS England’s Integrated Single Financial Environment (ISFE) – with almost a third of commissioners also benefitting from other business services including employment services and/or procurement also provided by NHS SBS.
Our business services play an important role in supporting our clinicians to deliver world-class patient care by providing them with the best possible platform that ensures they have the right tools and information at the right time
The Future Services Programme – the major investment underpinning the rise in the number of NHS organisations relying on NHS SBS to improve their back offices – was launched last year after NHS SBS carried out a landmark review of the services it provides to the NHS. It is aimed at reducing NHS reliance on time-consuming, expensive, inconsistent, and often error-prone, paper processes by developing new innovative ways of working that befit a modern healthcare system.
By investing in best of breed technologies, like robotics and automation, NHS SBS is providing the means for trusts to meet NHS Improvement (NHSI) spending targets and the efficiency savings identified by Lord Carter, while supporting the delivery of national policy, such as Sustainability and Transformation Partnerships (STPs).
One of the NHS trusts to sign a major new contract with NHS SBS earlier this year was the world-leading specialist heart and lung centre, Papworth Hospital NHS Foundation Trust.
In light of the national efficiency imperatives, and to prepare for its relocation to a new purpose-built hospital, the trust had a pressing need to modernise its finance, accounting and procurement processes. It turned to NHS SBS to replace an almost-entirely-paper-based back office with an innovative systems-led way of working, which has meant better control of expenditure, faster and more accurate financial processes, and far greater transparency.
Roy Clarke, director of finance at Papworth Hospital NHS Foundation Trust, said: “To achieve the back office efficiency savings set out by Lord Carter and ensure robust systems at a time of significant change for the trust – as we move to a new hospital – modernising our business functions through NHS SBS, particularly with its experience of working with so many other parts of the NHS, was seen as a key element to underpin our wider trust strategy.
“Our business services play an important role in supporting our clinicians to deliver world-class patient care by providing them with the best possible platform that ensures they have the right tools and information at the right time. With NHS SBS we’ve seen a leap in the maturity of our systems in a very short space of time.”
Two newly-formed NHS trusts were also among those signing new contracts with NHS SBS in 2017. The Birmingham Women’s and Children’s NHS Foundation Trust and the North West Anglia NHS Foundation Trust both needed a trusted provider of NHS finance and accounting services that could help their respective mergers.
The latter was established after the Peterborough and Stamford Hospitals NHS Foundation Trust and Hinchingbrooke Health Care NHS Trust joined forces to form a single organisation. The new trust required modern systems that would eliminate printing costs and the duplication of effort with previous paper processes, reduce the need for time-consuming manual interventions, and provide a much-clearer overall financial picture for the trust.
The development of a new automated VAT system that is unique to the NHS now means the automatic VAT treatment to over 90% of NHS transactions. This saves time and money as NHS finance teams spend less time reviewing VAT queries and less money on third-party advisers. The better accuracy that automation enables has also helped reduce VAT under claims.
NHS Dudley CCG went live with the new VAT system in the 2016-17 financial year and saved almost £40,000 in under claims alone. The amount of its purchase invoices that now have VAT treatments automatically assigned, meanwhile, has reached 98%, leaving the finance team with more time to focus on more complex areas of work.
The investment we are making into emerging technologies is on behalf of the entire health service, directly supporting transformation and helping to shape how the NHS can get more from its spending
Elsewhere, with its continuing drive for more automation in the back office, NHS SBS has been helping providers to forecast significant efficiency savings in areas that have traditionally relied on paper-based systems.
After recently introducing ePay for around 6,000 employees, for example, The Ipswich Hospital NHS Trust is expecting over £150,000 cost savings in the next five years, through improving the accuracy of staff timesheets and expense claims by eradicating around 1,000 paper forms every month. In addition, the automated system will release countless hours of staff resource previously wasted on time-consuming and often duplicate admin tasks.
Commenting on the ongoing transformation of the NHS back office, David Morris, managing director at NHS SBS, said: “Modernising the back office to ensure the NHS gets best value from the way it spends its finances must be a priority to alleviate rising costs resulting from increased frontline pressures. Exploiting national economies of scale is more important than ever, but shared services must be about more than off-the-shelf outsourcing.
“Our Future Services Programme has been focused on actively listening to our partner NHS organisations, finding new ways to work to make their lives easier, while designing future services around their needs.
The investment we are making into emerging technologies is on behalf of the entire health service, directly supporting transformation and helping to shape how the NHS can get more from its spending.”