Going Paperless - NHS Charities Together · Going Paperless. Barts Charity ... East London) and The...
Transcript of Going Paperless - NHS Charities Together · Going Paperless. Barts Charity ... East London) and The...
Going Paperless
Barts CharityBarts Charity is an independent healthcare charity which funds pioneering research
and innovation in patient care working with Barts Health NHS Trust (five hospitals in
East London) and The Barts and The London School of Medicine and Dentistry (part
of Barts Health NHS Trust)
Vision
To be a leading charity promoting extraordinary healthcare
Mission
To grant funds for innovative projects promoting improvements in patient care,
medical research and health education, which falls outside NHS funding
A team of 30 dedicated staff manage multi-year high and low value grants, expense
reimbursement service associated with over 700 restricted funds, fundraising and
investments
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Challenges and Issues• Organically grown systems meant the needs of the Charity and its
beneficiaries were not met.
• Lack of 3600 view due to decentralised systems- 3 separate databases
(Finance/Grants/Fundraising)
• Silo working, duplication and uncoordinated strategic effort
• Bureaucratic with paper-based systems used for applications, procurement,
reimbursement and budget and impact tracking
• A lack of clear data strategy
• All this contributed to a culture that perpetuated the silo based approach
depicted above
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Project Challenges
• Internal and external stakeholder buy-in
• Working with multiple suppliers – Finance systems suppliers, ICT provider,
digital partner, etc.
• Limited resources
• External stakeholders working on archaic operating systems
• Tight timeline for project delivery
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Start of the Journey…Identify keys to success - faced with challenging objectives and a five month delivery
timeline, the planning and delivery decisions were critical to our success
• Executive support
• Day-to-day operational and strategic support was provided by the Finance Director
and Operations.
• CEO contributed with rapid but rigorous issue resolution. This enabled staff to
challenge the status quo and approach change with good humour and openness.
• Partner selection
• Appointment of an external consultant, Anne Nunan, to manage the discovery,
appointment of partner and achievement of objectives.
• The selection of Hyphen8 as the implementation partner.
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Start of the journey (continued)• Bottom-up consultation
A focus on user adoption and the nomination of champions to represent each team,
fostered a culture of collaboration and facilitated input from all staff on all aspects of
the change.
• Project delivery methodology
Requirements workshops that engaged staff and encouraged the adoption of new
working practices.
• External buy in
Stakeholder representatives, including key fund-holders, trustees, hospital and
university staff.
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Next StepsOstensibly, the change was technical infrastructure. The challenges, however,
were seen across the organisation:
• A structured realignment of internal communications, internal culture, role
accountability and development of collaborative frameworks
• Designing an external stakeholder engagement strategy
• Standardising and migrating data to a central database
• Transitioning to online data capture forms for each stage of the grant
management and expense reimbursement process
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Next Steps (continued)• Customising data entry and data import routines to reflect the wide range
of income generation channels
• Designing, implementing and embedding the selected solution, Salesforce
to replace the fundraising and grant management systems
• Bi-directional integration of Salesforce and Access Dimensions, the finance
system, electronic authorisation whilst retaining rigorous financial control
and accountability
• Development of dynamic fund balance tracking solutions and automating
fund statements for the multiple external stakeholders
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Outcomes• Online end-to-end grants process providing visibility of pre-endorsement stages
assisting grantees whilst informing internal capacity and funding planning
• Dynamic role-specific dashboards providing instant visibility of comprehensive and
accurate analytics reducing the time spent producing management reports to just
a few minutes
• Average processing time of large grants reduced from 7 to 2 days improving
applicant experience
• Exponentially improved the accuracy and speed of data entry through online grant
applications
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Outcomes (continued)• Shared data visibility across the organisation and data categorisation
• Improved alignment of potential donors to grant projects
• Improved donor conversions through market segmentation and targeting
• Improved operational effectiveness and productivity with Cloud
technologies, amongst other things, facilitating flexible working for staff
• Fundraising, grants and finance teams working collaboratively.
Champions continue to meet and consider organisational and system
enhancements
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Most Importantly…• Business as usual continued seamlessly throughout with the final migration
taking place over a bank holiday weekend and the project was delivered to
time, scope and budget receiving a glowing reference from KPMG, appointed
to audit the achievement of project objectives
• Delivered fundamental organisational change and a foundation on which to
make a real difference to healthcare, now and in the future
Grant applicant quote…
“I have tested the registration and completion of new forms, trying to ‘mess up’ at every
stage, everything works flawlessly, seems very clear and straightforward from an
applicant’s perspective, and the design (in my humble opinion) is excellent”
Restricted fund-holder quote…
“Thanks a million, this is amazing…”
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