Wednesday, 23 November 2011

Public Service Reform

SouthWestern welcomes the recently announced programme of reform for the Public Service in Ireland.  We welcome in particular the establishment of a Reform and Delivery office within the Department so that the 200+ actions highlighted will be managed and followed-through in a rigorous fashion.

SouthWestern today offers the Public Service a flexible partnership that can be tailored to accommodate surges in activity that can be seasonal, reactive or planned as part of a project or campaign.  We have a long history of supporting Public Sector entities in the delivery of excellent services to Ireland's citizens and look forward to developing further solutions as part of the reform agenda highlighted

Tuesday, 1 November 2011

Value added benefits of a public-private partnership

I was interested to read the views of a NHS director in Family Health Services currently using the Shared Services model as a means to streamline their processes, making them more efficient and cost effective. Read the article below from

Modernising the NHS back office - shared services not just about cutting costs

Director of Family Health Services for NHS SBS Jon Baker joins the debate on transforming the NHS's back office and reducing costs through shared services.

With a budget deficit of over 8%, the government wants the public sector to increase efficiencies, drive down costs and offer greater choice – working with private companies to gain even more value where appropriate. Despite the delays in reform, the NHS is one area in which the government has already experimented with allowing the private sector to run back-office services.

With the changes currently proposed, the emphasis remains on providing an NHS that is focused on patient care, quality and better patient outcomes. Critical to its success is accurate patient data and robust back-office processes to underpin the move to clinical commissioning groups. The shared services model has led the way in demonstrating the transformational change and efficiency savings that can be achieved. However, it is not all about saving money to achieve QIPP targets and the £20bn challenge; it is also about working in partnership to transform and modernise the back office, making it fit to meet the challenges of the future – state-of-the-art technology, governance and data security, and people who really understand the needs of NHS clients.

NHS Shared Business Services (NHS SBS) is jointly owned by the NHS and business services company Steria, and manages Family Health Services, Finance and Accounts, Payroll and HR, and Commercial NHS Procurement for more than 40% of the NHS. The Family Health Services has particularly demonstrated the benefits of the shared services model to really transform the way some back-office primary care services are managed, whilst achieving proven cost savings for the NHS.

There are five core services within Family Health Services, which are:
  • Patient registration;
  • Medical records management;
  • Call and recall for screening;
  • Performers list application;
  • Payments processing.
NHS SBS provides services for 16 primary care trusts (PCTs) in the East Midlands and North East London, supporting a population in excess of 6.1 million. In addition to core services, it provides individual services, such as GP list validation, bulk mailing and printing, as well as physical medical record storage.

Streamlining and modernising services involves at least 30% savings in operational expenditure; enhanced data security and information governance; successful transfer of NHS staff; and consolidation of multiple operational centres – using a shared services model to achieve efficiency savings, quality improvements and better patient data.

Working in partnership

NHS SBS is one example of successful public private partnership working. In addition to achieving efficiency savings and service transformation, there are many value added benefits, enabling NHS clients to share in the continued success of joint ventures – a true NHS public private sector success story.