BSO Strategic Objective 1: To Deliver Value for Money Services to our Customers Key Priorities/Targets Key Actions 1. Further develop customer relationship management. By June 2016, further develop a service portfolio/catalogue and supporting materials, presenting BSO as ‘one service provider’ (Responsibility: Director of Customer Care & Performance); By September 2016, review the BSO Customer Relationship Strategy with a focus on improved customer communication. (Responsibility: Director of Customer Care & Performance); By March 2017, develop a consistent Customer Relationship Management (CRM) model for Shared Services (Responsibility: Head of Shared Services); Engage with HSC organisations regarding the implications of HSC restructuring and the impact on BSO funding. This is with a view to initiate work relating to the identification of SLA funding adjustments in respect of any redistribution of services across HSC organisations by March 2017. (Responsibility: Senior Management Team -
Directors of Finance and Customer Care & Performance to co-ordinate) 2. Agree a contracting programme 2016/17 with HSC organisations, recognising service priorities and resource availability to be delivered within the regulations and minimising successful legal challenges. Wherever possible, in conjunction with HSC stakeholders, seek to achieve levels of product/service standardisation with consideration given to Social Clauses and Sustainability. [HSC Strategic Procurement Action Plan issued by DHSSPS – Target 8] Engage with stakeholders to agree an HSC contracting programme for 2016/17 based on available resources (by June 2016); 98% of all contracts managed by PaLS to be compliant with NI public procurement policy; 98% of regional or multi-organisations contracts not subject to legal challenge to be renewed on time; No more than 2% of tenders stood down as a result of a challenge. (all by March 2017) Responsibility: Director of Operations 3. Implement FPL Application Upgrade BSO (Benefits Realisation Programme/ITS/Business Services Team) to agree a project plan with ABS by June 2016; Implementation by November 2016. Responsibility: Directors of Operations/Customer Care & Performance and Head of Shared Services 4. Implement New Framework Agreement on IT (Technology Partnership Agreement). Options for award of new contract to be identified by PaLS/IT/Legal Services by September 2016; Award contract by March 2017.
11. Support implementation of the recommendations of the HSC Task and Finish Group on Social Care Procurement. This includes scoping and implementing service arrangements for BSO PaLS new Social Care Procurement Service (SCPU). [HSC Strategic Procurement Action Plan issued by DHSSPS – Actions 1 and 2]. Prepare proposals/business case for future role of SCPU in line with the recommendations of the Task and Finish Group by June 2016; Secure recurrent funding for SCPU based on model of services accepted in proposal by March 2017. Responsibility: Director of Operations 12. Implement Procurement and Logistics Service developments in: Services and Maintenance Contracts category; Strategic ICT Procurement; EProc Support Service. [HSC Strategic Procurement Action Plan issued by DHSSPS – Actions 9 and 10]. Recruit Service and Maintenance Contracts team, secure accommodation, agree work plan and commence service; Appoint Head of Strategic ICT Procurement (assumes funding from HSCB), develop internal capacity to provide strategic procurement advice in this area and forward procurement plan in conjunction with HSC stakeholders; Implement EProc support service (all by June 2016). Responsibility: Director of Operations