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FPPS BRP Post Project Evaluation Report

Document Control

Title / Information
Document Id / FPPS BRP Post Project Evaluation Report
Document Created By / Roisin Hughes
Issue Date / 26th January 2017

Document History

Version / Issue Date / Changes / Revision
DRAFT / 26/01/17 / Draft Document created for review / Roisin Hughes
1.0 / 08.02.17 / Reviewed and approved / Sam Waide
2.0 / 01.03.17 / Benefit 1b. updated / Roisin Hughes

Document Acceptance and Release Notice

This document is Version <n.n> of the FPPS BRP Post Project Evaluation Report. The Report is a managed document. For identification of amendments each page contains a page number. Changes will only be issued as a complete replacement document. Recipients should remove superseded versions from circulation. This document is authorised for release once all signatures have been obtained.

Authorised By / Signature
BRP Project Manager
BSO Operations Manager

Objectives of the FPS Project

The key Objectives of the project were as follows:

  • Implementation of a new fit-for-purpose, payment system(s) ;
  • Elimination of legacy 3rd party fixed charges ;
  • Removal of secondary spread sheets and databases ;
  • To minimise operational risk of significant disruption to or inaccuracy of payments to practitioners. This risk is particularly high in the area of Dental and GMS payments ;
  • Introduction of Contractor “Self Service” which will result in reduced BSO administrative costs (manual processing and validation of claim at time of entry) ;
  • Provision of new Data Warehouse facilities ;
  • A new FPS payment system(s) with robust support arrangements to meet business operational needs and business continuity ;
  • The flexibility/capability for expansion, including new Practitioner contractual arrangements and volume increases and the flexibility to enable both ease of, and cost effective, application modification and development ;
  • Assist in meeting modernisation agenda, including maximising technology advances
  • Reduction/removal on the dependency of legacy systems, e.g. providing “proxy” CHI information ;
  • Improve management, professional and financial information that will contribute to the planning of services and the better allocation of resources, including the ability to record and analyse at individual patient level ;
  • Enhance Governance.
  1. How effective was the FPPS project in achieving its objectives?

Achievement of the objectives is evaluated through the linked Benefit Realisation plans for the project. Several objectives have been achieved (in Phase 1), the remainder are work in progress, and benefits measurement is on-going (in Phase 2).
Benefit / Expected benefit outcome / Achieved?
1a. FPS Staff savings (BSO Users) / Savings of £160k per annum. / Achieved
1b. FPS Staff savings (via Contractor Self Service) / Savings of £189k per annum. / Part Achieved
2017/2018 £172,499 of phase 2 savings have been achieved through VES. The remaining £17k is subject to 100% take-up of the portal. FPS will retain £109k to fund GMS Statistician and EBusiness support team.
2. Software Maintenance/Development/Facilities Management Savings / Reduction in support costs from £527k1 per annum to £176k per annum. / Achieved
3. Removal of Secondary Payments Databases and Spread sheets / Removal of approximately 123 Spread sheets and 8 Databases. / Achieved (Dental Practice Allowance and CAPRAP are on the continuous improvement software road map)
4. Support strategic objectives of HSC Board and NI Assembly / New system meets local Assembly and HSCB requirements for information on resource deployment and aggregate analysis of expenditure and trends. / Achieved
5. Provide better management information to support HSC bodies including commissioning bodies in management of business /
  • Improved accuracy and timeliness of data update;
  • More consistent and accurate expenditure analysis;
  • Improved capability to analyse / interrogate data;
  • Improved functionality;
  • Reduction in paper use;
  • Improved management accountability.
/ Achieved – key reporting outputs delivered to customer. On-going continuous improvement within Business-As-Usual environment, facilitated through ITS / FPS Software Development Road Map, including Business Object reporting for the HSCB
6. Flexibility to adopt future technological advances and support organisation development and change, together with potential contractual changes for Practitioners / Ability of software to accommodate future changes and be adapted for new organisation requirements;
Provision of a development path for the software to accommodate new technologies and other developments including new contractual payment processes to practitioners / Achieved
Rolling scheme of software releases on-going (Road map) Operational group to regularly define, prioritise and schedule future changes during the system life span
7. Robust systems architecture and security with improved accessibility and usability through streamlining / New system is capable of providing a single, common access point to all required information;
Decrease in time taken to access information. / Achieved
New systems have resulted in process improvements however system performance has not been tested.
8. Improve quality and customer satisfaction / Provision of systems with advanced user facilities, including user specific design options;
Minimisation of transaction processing effort through automation of validation, coding etc.;
Better access to information to enable users to perform their jobs more effectively and provide better service both internally and to practitioners. / Achieved
Post go-live issues being addressed through agreed Support mechanisms.
9. Ensure continuity and quality of service to meet the new requirements2 / Capable knowledgeable team in place to manage system from an application and technical perspective;
Increased support coverage;
Effective Change Control procedures in place; / Achieved

1 Current value as stated in FPS Benefits Realisation Highlight Report June 2015. FBC stated costs were £500k p.a. (Yr 0) up to £799k p.a. (Yr 02 onwards).

2 This relates to the requirements as specified in the FBC’s SoURs/Detailed User Requirements.

  1. How and why did the outcome(s) of the project differ (if at all) from those set out in the business case and project plan?

All Expected benefit outcomes are either on-going or have been delivered. The key factors for incomplete outcomes are :
  • Initiation of the rollout of Self Service for Contractors was delayed until all 3 systems had gone live for BSO users and IT system issues had been resolved
  • Resources for report development are very limited and faced competing demands from go live activities;
  • Post go-live issues remain. These are being addressed through the agreed Support mechanisms and software development roadmap for continuous improvement.

  1. FPPS BRP Project Team

This section provides information about who the FPPS BRP project team consisted of. This usually includes names, titles, project role, and contact information. This information is useful when questions may arise on future projects which are similar in nature. It also provides a useful list of points of contact should more information be needed on lessons learned from the project.

The FPPS BRP Team contact details for future reference are noted in the table below.

Please note that some staff may have moved to other parts of the HSC Organisation or have left.

Role / Who
1 / Project Chair and Senior Responsible Officer / Sam Waide, BSO Director of Operations
2 / Project Board member / *Paula Sheils (BSO FPS Assistant Director)
3 / Project Board member / Andrea Henderson (BSO Finance)
4 / Project Board member / Dr. Sloan Harper (HSCB)
5 / Project Board member / Stephen Porter (BSO ITS)
6 / Project Board member / Oonagh Burns (BSO HR)
7 / In Attendance / Peter McGowan (BSO Finance)
8 / In Attendance / **Sandy Fitzpatrick (BSO FPS)
9 / In Attendance / Damien Conway (BSO FPS)
10 / In Attendance / Roisin Hughes (BSO FPS)
11 / In Attendance / Marc Mulholland (BSO FPS)

Note:*Retired from BSO August 2016

**Acting up as FPS Assistant Director from March 2016 until December 2016

Sponsor Acceptance

Approved by the Project Sponsor:

______Date:______

<Project Sponsor>

<Project Sponsor Title>

Version 2.0 Date: 01st March2017