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TMPCommittee/Report/ Page 1 of 25 Version 1.0: 01/08/2018 ProgrammeDelivery
Report No: C/TMPC10-18
Agenda Item: 8
Report To: TRANSFORMATION AND MAJOR PROJECTS COMMITTEE
Meeting Date: 9 AUGUST 2018
Report Title: PROGRAMME DELIVERY
Report Classification: For Noting
Board/Committee Meetings Only
Reason N/A
1 Purpose 1.1 The purpose of this report is to provide the Transformation and Major Projects Committee
(TMPC) with an overview of progress towards programme and project delivery during the period 16 February – 16 June 2018 highlighting any areas which may require attention.
2 Background 2.1 The Programme Office will update the TMPC with key updates and issue relating to
ongoing projects within the programme.
3 Main Report and Discussion 3.1 3.2 3.2.1 3.2.2
The holistic representation of project progress can be found in the revised programme dashboard in appendix A. PROJECTS SHOWING AMBER OR RED for Time & Resources MP0002 Training Facilities-Newbridge – showing amber for time, costs and resources due to Building Warrant application. Originally scheduled for submission at the end of May 2018, this has been delayed whilst Dräger provides design information. Revised timescale is awaited.
a) Milestones scheduled but not met this reporting period:
Building Warrant to be submitted for Stages 4 and 5 now estimated June18.
Temporary accommodation was due to be handed over June18 now July18 (delayed due to Building Warrant approval)
b) Issues/interdependencies:
Compensation Event (CE) to be provided for Training at Height building as this has not been included in CE No 2 as indicated.
MP0004 Business Process Review – showing amber for time. Delay in finalising appointment of temporary resource to cover HR analysis. This may pose a risk to the project timescale.
a) Milestones scheduled but not met this reporting period: None
SCOTTISH FIRE AND RESCUE SERVICE
Transformation and Major Projects Committee
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3.2.3 3.2.4 3.3 3.3.1 3.3.2 3.3.3 3.4 3.4.1 3.4.2
b) Issues/interdependencies: No issues identified.
c) Risks - Red: 15 - There is a risk of the appropriate level of internal resource being unavailable across all relevant business areas.
Mitigation: Resource for Project Management and TED work currently available. HR have now confirmed additional resource available to the project.
ST0002 Rapid Response Units RDS/V Ph1 – showing amber for time. The development and amendment of Control Operating Procedures milestone was not met during this reporting period. Work remains ongoing and is now scheduled to be complete by August 2018. However, on track to commence roll out of Rapid Response Units (RRU’s) from September 2018.
a) Milestones not delivered: Development and amendment of Control Operating Procedures, due June 18 now scheduled for August 18.
b) Risks – See risk register ST0003 Rural full Time Posts – showing red for time. Full time Project Manager (PM) now in post and reviewed and moved milestones after discussion and engagement with stakeholders. Updated dossier attached. UPDATE ON OTHER KEY PROJECTS SA2.1.5 Operational Intelligence System Ph3 - as per project dossier Rev 5, milestones on track.
a) Risk 12: Risks of legacy systems, particularly VMDS in the West Service Delivery Area (SDA), failing prior to introduction and roll out of the new OI system.
Mitigation: Engagement with ICT and SDAs on issues and development of contingency arrangements.
SA4.1.3 Terms & Conditions Harmonisation - as per project dossier Rev 3, milestones on track. MP0003 Soft FM – on track. Soft FM management team appointed. DOSSIER UPDATES/CHANGE REQUESTS MP0001 CCF Futures – dossier for approval. Milestone dates added/ updated. ST0003 Rural Full Time Posts – Change Request and Dossier update for approval. Since the appointment of a dedicated project manager the project has been further developed resulting in required changes to several sections of the dossier.
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4 Recommendation 4.1 The TMPC is asked to consider the progress of the programme with a focus on the
projects highlighting red or amber for time.
5 Key Strategic Implications 5.1 5.1.1
Financial MP0002 Training Facilities- Newbridge. Due to the omission of the Training at Height Building from Compensation Event 01, a cost will be required to carry out this work. There will be no additional monies required as this is contained within the costing model.
5.2 5.2.1
Legal Each project, within the Programme, should be considered individually for its legal impact on the organisation.
5.3 5.3.1
Performance Project Managers are requested to submit quarterly Project Highlight Report; in order to capture the performance of the project in addition to continual monitoring by the Programme Office Team.
5.4 5.4.1
Environmental & Sustainability Each project, within the Programme, should be considered individually for its environmental and sustainability impact and alignment to the environmental impacts of the SFRS Strategic Plan, Environmental Strategy etc.
5.5 5.5.1
Workforce The impact with regards to the overall workforce requirements for the Rural Full Time Posts projects will be advised at a later date.
5.6 5.6.1
Health & Safety The development of Standard Operating Procedures timelines associated within Rapid Response Units project will be developed as the programme matures.
5.7 5.7.1 5.7.2
Timing MP0002 Training Facilities - Building Warrant Originally scheduled for submission at the end of May 2018, this has been delayed whilst Dräger provides design information. Revised timescale is awaited. ST0003 Rural Full Time Posts - Revised milestones are now outlined in the project dossier revision 0.2.
5.8 5.8.1
Equalities The Equality Impact Assessment is being developed for Rapid Response Units for both urban and rural communities.
5.9 5.9.1
Information Governance Each project, within the Programme, should be considered individually for its Information Governance.
5.10 5.10.1
Risk All project risk is owned by the responsible directorate. A verbal update on the Programme Office risk tracker is provided under Agenda item.
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5.11 5.11.1
Communications & Engagement The majority of the projects being supported by the Programme Office will be reflected and considered within this strategy. Regular updates will be presented at the Programme Office Board. As previous report.
5.12 5.12.1
Training A dedicated project is being developed for the Rural Full Time Posts and Rapid Response Unit projects and will be monitored through highlight reports.
6 Core Brief 6.1 Not Applicable
7 Appendices/Further Reading
7.1 Appendix A - Programme Dashboard
Prepared by: Joan Nilsen (Programme Officer)
Sponsored by: DACO Ross Haggart
Presented by: AM Ian McMeekin
Links to Strategy We will continue to ensure that our decision making processes are transparent and evidence led.
We will continue to explore how we maximise efficiency and productivity within our organisation
and partnerships.
Governance Route for Report Meeting Date Comment
Programme Office Board 25/7/18 -
Transformation & Major Projects Committee 9/8/18 For Noting
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APPENDIX A
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PROJECT DOSSIER
Programme Number: MP0001
Agenda Item: 8.2
Project Name: COMMAND AND CONTROL FUTURES (CCF) PHASE 2
Project Start Date: JANUARY 2014
Project Finish Date: JANUARY 2020
Project Manager: AM JOHN JOYCE
Executive Lead: ACO LEWIS RAMSAY
Version: 1.1
Reason for Revision: UPDATED TIMELINE
1 Business Need 1.1
1.2
The creation of the SFRS brought an opportunity to review all areas of service delivery with the goal of realising the expected benefits of reform and ensuring a first class Fire and Rescue Service for Scotland.
In respect to Operations Control (OC) the SFRS inherited a legacy of eight OC’s. These presented a range of limitations which included:
A lack of interoperability between the OC’s.
Limitations in being able to identify and mobilise operational resources consistently across the SFRS area of operations.
Ageing operating systems with an increasing lack of resilience.
Reducing activity levels creating an imbalance in call handling capacity between OC’s.
The Command and Control Futures (CCF) programme is delivering a modern, resilient
and scalable command and control communications system and supporting
infrastructure that meets the priorities of the organisation in terms of improving
Firefighter and community safety. The initial stage of the Programme has been
completed with the integration of eight OC’s into three OC’s. The focus of the
Programme will now be on the delivery of the CCMS Project outcomes.
2 Specific Project Objectives 2.1
2.2
The CCMS Project forms part of the Command and Control Futures Programme (CCF) that is delivering to the SFRS a modern, resilient and scalable command and control communications system and supporting infrastructure that meets the priorities of the organisation in terms of improving firefighter and community safety; and improving the equity of access to resources for all the communities of Scotland.
The initial phase of the Programme has delivered on the stated outcomes of the
SCOTTISH FIRE AND RESCUE SERVICE
Programme Office Board
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2.3
Control Rooms Integration Project with three OC facilities that are now operational in Johnstone, Edinburgh and Dundee. CCMS Project specific outcomes are:
The procurement, delivery and installation of a single, resilient command and control technical platform.
Full interoperability between the SFRS OC’s through the introduction of the latest technology in the field.
Future proofing of the procured solution through technical refresh options built into the contract thus extending the life of the systems.
3 Scope 3.1
3.2
The scope of the Project will include the procurement, detailed implementation plan,
functional design specification, factory testing, user acceptance testing, staff training programme, installation of system, final on-site acceptance testing and then go live of a national integrated Command and Control Mobilising System.
The scope of the Project is to provide a CCMS across the SFRS area of operations that:
Deals with the receipt and answering of emergency calls.
Dispatches resources as part of any emergency response to calls received.
Facilitates incident management.
Facilitates the support of mobilised resources enroute to or at the scene of operational incidents.
4 Exclusions 4.1 A number of functions and systems, while acknowledged to be key dependencies
and mission critical elements within an OC, fall out with the scope of this Project. These include:
Provision of any supporting broadband or interconnecting systems, which
falls within the ICT strategy as a Senior Supplier to the CCMS
Provision of a Mobile Data Solution
Provision of a Retained Availability Management System
5 Requirements 5.1 5.2 5.3
Support from a range of SFRS partners is required in the delivery of the CCMS Project deliverables e.g. IT, Procurement, Finance, Assets, OC staff etc.
The CCMS Project requires significant Capital expenditure. The full level of this will be determined at the award of contract.
The CCMS Project’s fundamental requirements are for the procurement, planned delivery and installation of a resilient Command and Control system for the SFRS. Specific requirements would include but not be limited to:
A proven Command and Control Mobilising Solution, together with software and integrated communications, operating across each FRS for the purposes of development, testing, training and operational working
Functionality for taking and handling emergency calls, mobilising, resource management, incident management and communications
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Functionality that allows storage, maintenance and updating of: risk, premises, risk critical information, site specific information, resource, response, mapping, gazetteer and general information for all geographical areas
Options for all essential infrastructure, hardware and equipment for SFRS
All essential infrastructure, hardware and equipment for NIFRS
All essential software and licenses
Functionality fully integrated with the hardware/software solution proposed
Full data migration and validation services from existing systems
Training needs analysis, train the trainer training and training materials
Provision of training to personnel detailed within Annex D ‘Implementations’
Provision of maintenance in accordance with Service Levels defined by FRS
Supply and stock holding, of spare equipment to be held both locally and remotely as required by the FRS
Comprehensive end to end testing
Provision of (full Prince2 compliance or equivalent) project management interfacing with FRS Programme Management
Provision of a session capture software tool
Provision of a robust fault monitoring, fault reporting and fault management system in line with FRS requirements
Planning and application of transitional operations including the archiving of historical incident data;
Compliance with Airwave and PSNI TETRA security/CoCo requirements
Compliance with existing Airwave and PSNI TETRA radio, mobile data and communications systems
Compliance with FRS solution performance requirements
Compliance with FRS Change Control procedures (ISO 9001/ITIL v3)
Compliance with Direct Electronic Information Transfer (DEIT)
The introduction of the Emergency Services Network (ESN)
Dependent upon options exercised by each FRS, potentially all essential solution/ datacentre hardware, servers, cabinets, PCs, monitors, adjustable monitor arms, keyboards, mouse, network cabling and management, switches, firewalls and power leads, cable routing
A data back-up system with data storage, reporting and retrieval systems
Printing facilities across a variety of locations as required
An incorporated Geographical Information System (GIS)
Remote access functionality providing access to a view of the solution including Real Time Incident Mapping
Interfaces to Automatic Vehicle Location Systems (AVLS) to provide positional information to enable resource management and dynamic mobilising
An incorporated Management Information System (MIS)
A GD92 compliant solution with GD92 protocols for officer, appliance
and fire station mobilising communications
Fallback/failover solutions to a standard to be agreed with the FRS to ensure resilience in the event of solution /network failures
A voice recording system to allow on demand playback of radio and telephony calls
A voice recording system for bulk storage of radio and telephony call recordings Headsets, footswitches, amplification and associated equipment, or equivalent
solution, to allow CROs to make and receive radio and telephony calls where required.
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6 Outputs 6.1
6.2
6.3
6.4
A single CCMS platform with all system operations protocols and staff training required to ensure utilisation of its full functionality.
Installation of the CCMS within the three OC’s. Disaster recovery processes to ensure business continuity and resilience. Centralised data capture and storage.
7 Milestones
7.1
The CCMS milestones have been set out below covering the periods from February 2017 to April 2018 (which covers the procurement process and award of CCMS contract) and from May 2018 to January 2020:
Milestone from February 2017 to April 2018 (set for dead file)
Task Date
Issue ITT to shortlisted suppliers 14 February 2017
Tender Clarification period 14 February 2017 – 14 March 2017
Tender Response Deadline 28 March 2017
Procurement check on tender responses received
28 March 2017 – 7 April 2017
Legal review of Tenderer Assumptions 4 April 2017 – 12 April 2017
Tender Evaluation Period 3 April 2017 – 18 August 2017
Recant Dundee Temporary Control Room Phased approach w/c 28/06/17
Agree tender clarifications 18 August – 15 September 2017
Demonstrations / Presentations 16 October – 27 October 2017
Individual Moderation Process and Final Reports prepared
18 September – 6 October 2017
Procurement Peer Review 9 October – 20 October 2017
Legal Review of Report and Debrief letters 11 December 2017
Accurate Capital Affordability of Project 11 December 2017
Present Tender outcome to Project Board 13 December 2017
Director Sign Off 19 December 2017
10 Day Standstill Commences 21 December 2017
Standstill ends 8 January 2018 (extended following bidder clarifications, total 30 day period possible ends 19 January 2018)
Award Contract 9 January 2018 (date extended to match standstill period per above)
Contract Signing 13 April 2018
Upgrade 1st Control to new CCMS Installation from 16 May to 18
November 2019. Implementation
order subject to final confirmation Upgrade 2nd Control to new CCMS
Upgrade 3rd Control to new CCMS
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Close Project Final Systel actions 7 January 2020 with maintenance arrangements then implemented
Milestones from May 2018
Task Date
Contract Initiation – Systel Introduction 30 January 2018
Functional Analysis Workshops: 13 February – 21 June 2018
CCMS Overview and Contract Discussion 13 February – 15 February 2018
SFRS OC and Data Centre Familiarisation - Systel
20 February – 22 February 2018
CCMS Functional Analysis – Phase 1 27 March – 29 March 2018
Radio and Telephony Workshop 3 April – 4 April 2018
Cross SDA Working Workshop 5 April 2018
Resourcing and Rostering Workshop 1 18 April 2018
Resourcing and Rostering Workshop 2 TBC
CCMS Functional Analysis – Phase 2 24 April – 26 April 2018
CCMS Functional Analysis – Phase 3 15 May – 16 May 2018
Technical Design Workshops 17 April – 24 May 2018
System Maintenance 17 April 2018
Multitone CPP’s and MDT Interfaces 19 April 2018
System Reporting Tools 25 April 2018
Software and Hardware Requirements 23 May 2018
System Security Requirements 25 May 2018
Training Needs Analysis: 15 May – 6 July 2018
Training Needs Analysis Workshop 15 May – 16 May 2018
Training Plan Updates 16 May – 29 May 2018
Training Plan Review Workshop 29 May – 30 May 2018
Preparation of Agreed Training Materials 30 May – 6 July 2018
Data Migration Planning: 25 April – 5 June 2018
Data Migration Workshop 26 April 2018
Systel Prepare Data Migration Plan 27 April – 17 May 2018
Review of Data Migration Plan 17 May 2018
Gazetteer and GIS Workshop 22 May 2018
Data Migration Plan Finalised 22 May - 29 May 2018
Workshop to Review Data Migration Plan 4 June – 5 June 2018
System Specification: 27 May – 7 August 2018
Systel Write Functional Design Specification 27 April – 27 June 2018
Systel Write Technical Design Specification 27 April – 27 June 2018
FDS and TDS Draft Reviewed by SFRS 1 28 June – 18 July 2018
FDS/TDS Review Workshop 18 July 2018
FDS and TDS Draft Reviewed by SFRS 2 19 July – 7 August 2018
FDS and TDS Validation 7 August 2018
Production and Development Phase: 26 April – 27 July 2018
Procurement and Production of Equipment 26 April – 27 July 2018
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Software Development 28 June – 6 August 2018
Certifications and Related Developments 9 July – 13 August
Procurement and Production of Equipment 26 April – 27 July 2018
Data Migration: 5 June – 18 October 2018
Data Available From SFRS 5 June 2018
Validation of Data and Feedback 2 July – 13 July 2018
Data Entry to Platform 10 August – 12 October 2018
SFRS Data Entry Validated 18 October 2018
Factory Acceptance Tests 17 July – 7 September 2018
Key Milestone 1 7 September 2018
Installation of Data Centres 20 September – 3 October 2018
Key Milestone 2 3 October 2018
User Acceptance Tests 3 October – 13 December 2018
Control Room Cutover and Go Live: 27 March - November 2019
SDA1 Training 27 March – 15 May 2019
SDA1 Site Acceptance Tests 22 April – 15 May 2019
SDA1 Go Live 16 May 2019
Key Milestone 3 16 May 2018
SDA2 26 August 2019
Key Milestone 4 26 August 2019 SDA3 18 November 2019
Key Milestone 5 18 November 2019
Final On Site Validation: 18 November 2019 – 7 Jan. 2020
Hyper Care Period 18 November 2019 – 7 Jan. 2020
Key Milestone 6 7 January 2020
Key Milestones (Payment Dates) Anticipated Delivery Date Key Milestone 1 – 20% contract amount 7 September 2018
Key Milestone 2 – 30% contract amount 3 October 2018
Key Milestone 3 – 15% contract amount 16 May 2019
Key Milestone 4 – 15% contract amount 26 August 2019
Key Milestone 5 – 15% contract amount 18 November 2018
Key Milestone 6 – 5% contract amount 7 January 2020
8 Dependencies 8.1 The CCMS Project requires ongoing commitment and input from the Directorates of
the SFRS. This support has been ongoing since the CCF Programme’s inception, through the OC integrations and includes:
ICT resource and personnel support for Lead roles
Asset Management, Property Section resource and personnel support for
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Lead roles
Airwave contract amendments
Northern Ireland Fire and Rescue Service requirements and their integration into the programme alongside the needs of the SFRS
Interface with the SFRS Operational Intelligence Project outcomes
Interface with the Incident Recording System needs
Interface with Emergency Services Network needs
Interface with Mobile Data Systems project
Interface with Retained Availability Management System project
9 Stakeholders 9.1 See table in 10.1
10 Consultation and Engagement 10.1
An ongoing Communications Strategy will be managed by the Project Manager. This will include communications with Internal and External Stakeholders and include:
Internal Stakeholders External Stakeholders
SFRS Board Scottish Government (SG)
Strategic leadership Team (SLT) Northern Ireland FRS (NIFRS)
CCF Project Board ESN
Representative Bodies Members of Public and Communities
Corporate Communications Media
Capital Monitoring Group Scottish Ambulance Service
Transformation and Major Projects Committee
Police Scotland
Other Fire and Rescue Services
11 Risks 11.1 See CCF Risk Register.
12 Acceptance Criteria 12.1 CCMS acceptance criteria will include:
1) Factory Acceptance Tests (FATs) will be carried out within the Supplier’s own
premises, using test scripts prepared by the Supplier. The SFRS will be invited to witness the testing. Any test failures will require a problem resolution and re- testing process to be implemented. On successful completion, the SFRS will sign off the FATs.
2) User Acceptance Tests (UATs) will be conducted within the SFRS test facilities,
using test scripts prepared by the Supplier and agreed with the SFRS. On successful completion, the SFRS will sign off the UATs.
3) Site Acceptance Tests (SATs) will be conducted within the SFRS OCs (end-
state). The SFRS will be responsible for preparing SAT scripts and will sign off the SATs prior to ‘Go Live’.
4) Additionally, there is requirement for the Supplier and SFRS to agree and sign
off the following:
Detailed Implementation Plan
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Functional Design Specification
Data Migration Plan
Training Plan
13 Benefits 13.1 The CCMS will provide the following benefits:
A consistent approach to the mobilisation of resources, which removes all historical boundaries and achieves a high degree of interoperability and resilience. Whilst difficult to measure accurately, comparison between response times and legacy ‘cross-border’ activity will indicate efficiency. Improved call handling and call-challenging
Full implementation of supporting standardised policies, procedures, practices and data gathering/storage.
Consistent staff training and development on a single system.
A fit for purpose mobilising system for the next 10 years with the option for a contract extension of a further 5 years.
Consistent access to and mobilisation of national and strategic SFRS resources across all communities
Improved operational efficiency through use of OC staff groups ability to operate in any Regional OC on delivery of the CCMS
Reduction in ongoing system maintenance costs. Benchmarking against legacy and UK-wide ‘cost per incident’ should also show improvement
A single CCMS platform serving 3 Regional OC’s removing the requirement of standby control rooms, offering interoperability between OC’s and distribution of calls from anywhere in Scotland as necessary
14 Disbenefits 14.1 In achieving the benefits of the Project it is considered that the outcomes will be
positive for the Service. Disbenefits are therefore considered to be negligible.
15 Performance Measures 15.1 The CCMS Project will use PRINCE2 Project Management methodology and be
supported by the SFRS Project Programme Office. Executive management of the Project will be via the Project Board and wider Service scrutiny will be carried out by the Service Transformation Committee. Performance will be measured using various metrics including:
Timely delivery of Project milestones to time, cost and quality against the agreed
delivery programme.
Adherence to Governance obligations as set out by the Project Board.
16 Project Tolerances 16.1 The project has a contingency budget aligned with the capital allocation provision each
financial year. Project Level Tolerances are issued by the Project Board and managed by
the Project Manager.
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17 Project Management Team Structure 17.1 The CCF Project Management Team consists of a Project Manager (Area Manager), a
Group Manager (Control), 2 Station Manager (Control) and are supported by a Project
Support Officer.
18 Project Role Descriptions 18.1 The project Team is made up of the following team roles:
Project Manager – Area Manager John Joyce
Planning, Procurement & Implementation Lead – Group Manager Ian Stewart
Planning, Procurement & Implementation – Station Manager Marie Clare Coyle
Planning, Procurement & Implementation – Station Manager Judith Raitt
Planning & Implementation – Watch Manager Martin Egan
Planning & Implementation – Watch Manager Elizabeth Cairns
Planning & Implementation – Crew Manager Susan McPartlin
Project Support Officer – Andrew McCrory
Senior Clerical Assistant – Vacancy
19 Project Team Meeting Schedule 19.1 The CCF Project Team meet every Thursday in person at WSDA HQ, Hamilton. Where it
is not possible for the whole team to be present, meetings are carried out using Lync video
conferencing. The meeting is chaired by the Project Manager or in his absence the Group
Manager will chair the meetings.
20 Equality Impact Assessment 20.1 No identified implications
21 Privacy Impact Assessment 21.1 To be completed
22 Appendices/Further Reading 22.1 N/A
Prepared by: AM John Joyce
Sponsored by: ACO Lewis Ramsay
Presented by: AM John Joyce
Links to Strategy
This project supports the Strategic Outcome to be a high quality, continuously improving public
service. It also has positive implications for the Strategic Priorities of National and Community
Resilience and Transformation.
Governance Route for Report Meeting Date Comment
Programme Office Board 25/7/18 Approved
Transformation and Major Projects Committee 9/8/17
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PROJECT CHANGE REQUEST
Report No: ST0003
Agenda Item: 8.3
Project Name: RURAL FULL TIME POSTS
Change Category: SCOPE/SCHEDULE/COSTS
Change Number: 0.1
Request Date: 8TH JUNE 2018
Project Manager: GM ANDY GIRRITY
Executive Lead: DACO DAVID FARRIES
1 Justification
1.1 Since the original project dossier was produced a dedicated project manager has now
been appointed.
2 Description of Change
2.1 Amendments or additions have been made to the following sections within the Project
Dossier;
Specific project objectives
Outputs
Milestones
Stakeholders
Engagement
Risks
Performance measures 3 Reason for Change
3.1 Since the appointment of a dedicated project manager the project has been further
developed resulting in required changes to several sections of the dossier. Progress
has also been made in terms of the project planning and engagement so it is important
the dossier reflects this a well as capturing up to date information.
4 Impact Assessment
4.1 Impact on Scope
4.1.1 The initial number of rural full time posts (RFTP) being introduced to the Scottish Fire and
Rescue Service in the first year has increased from three to twenty.
SCOTTISH FIRE AND RESCUE SERVICE
Programme Office
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4.2 Impact on Risk
4.2.1 During the planning phase an additional risk has been identified relating to failure to
rebalance the frontline and subsequent off-setting of costs for RFTP’s. The risk has been
captured in the dossier and will be transferred to the project risk register accordingly.
4.3 Impact on Time
4.3.1 Time lines for year one roll out have been extended with completion scheduled for
February 2019.
4.4 Impact on Resources
4.4.1 Impact on Human Resources to facilitate recruitment process for increased year
one numbers.
Impact for Training and Employee development to facilitate induction course for
increased year one numbers.
Impact on Asset Management to provide transport for year one RFTP holders.
4.5 Other
4.5.1 Extensive engagement is ongoing with staff and Service Delivery areas. This is
being achieved through and internal online survey for RDS/Volunteer members
and those with line management responsibilities for these staff.
Visits are scheduled to each of the three senior Service Delivery Management
teams meetings during June and July 2018.
Members of the project team are visiting Hampshire Fire and Rescue Service in
July to observe how they utilise a similar “RDS Support Manager” role.
5 Options Appraisal
5.1 Long and Short Lists of Options
5.1.1 An option appraisal is not applicable in this instance; a dedicated project manager has
recently been appointed to the project which has allowed for the project to be further
developed as outlined above
5.2 Detailed Options Appraisal
5.2.1 As above, not applicable
5.3 Preferred Option
5.3.1 As above, not applicable
6 Appendices/Further Reading
6.1 As above, not applicable
Prepared by: GM Andrew Girrity
Sponsored by: DACO David Farries
Presented by: GM Andy Girrity
Links to Strategy Links to the SFRS Priority of Transformation, and in particular the strategic objectives that we will explore new ways of working to meet Scotland’s future needs and that we will continue to manage and deploy our assets to meet the different needs of our communities.
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Governance Route for Report Meeting Date Comment
Programme Office Board 25th July 2018 Approved
Transformation and Major Projects Committee 9th August 2018
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PROJECT DOSSIER
Programme Number: ST0003
Agenda Item: 8.3
Project Name: RURAL FULL TIME POSTS
Project Start Date: DECEMBER 2017
Project Finish Date: MARCH 2021
Project Manager: GM ANDREW GIRRITY
Executive Lead: DACO DAVID FARRIES
Version: 0.2
Reason for Revision: NEW EXEC. LEAD AND PROJECT MANAGER. CHANGES HAVE ALSO BEEN MADE TO CONTENT AND TIMELINE
1 Business Need
1.1
1.2
1.3
The Board of the Scottish Fire and Rescue Service (SFRS) recently endorsed a proposal
from the organisation’s Strategic Leadership Team to implement their Vision for Service
Redesign.
The Vision articulates how the SFRS could do more for the people of Scotland by
broadening the role of our firefighters, rewarding them as appropriate for taking on new
responsibilities, and rebalancing frontline resources to better match them with risks now
facing communities.
Following this decision being made by the Board, the first phase of the Service Redesign
journey is progressing. One of the elements of this first phase is the introduction of Rural
Full Time Posts (RFTP) into the SFRS. These are new concept posts that will see full
time personnel working alongside Retained Duty System (RDS) and Volunteer
colleagues, and local communities in the more rural parts of Scotland.
2 Specific Project Objectives
2.1
2.2
The sustainability challenges of the RDS model, not just within Scotland but across the
United Kingdom (UK), have been well recognised. Due to this, the SFRS has
undertaken specific research into the RDS, which has resulted in some improvements
being made. These include the provision of enhanced training facilities in some RDS
areas, and improvements to recruitment processes.
Notwithstanding these improvements, more sustainability will be built into the RDS
model through the introduction of RFTP’s. Although the full responsibilities of these new
posts will be established during this project, it is anticipated that these may include:
Maintaining availability and operational response within RDS/Volunteer areas;
SCOTTISH FIRE AND RESCUE SERVICE
Programme Office
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2.3
2.4
Where appropriate implement and deliver Cadet Schemes in their areas;
Training support for RDS/Volunteer colleagues;
Risk based community safety activities within local communities;
Gathering and management of Operational Intelligence information;
Supporting recruitment of RDS/Volunteer staff where appropriate;
General administrative support within RDS/Volunteer areas.
This project will develop the RFTP concept and with the aim of delivering 50-60 posts
over a three year period into the SFRS. It is anticipated the first year will see 20 initial
posts created.
Years two and three of the project will see roll out of the remaining posts across
Scotland.
3 Scope
3.1 The following is within scope for this project:
Define the role of RFTP;
Engage with representative bodies on these new posts;
Support engagement with local authorities and other key partners in respect of
these posts;
Support engagement with personnel within the locations where these posts will
be deployed;
The designing of a bespoke training programme to support these posts;
The recruitment and selection of suitable post-holders;
The delivery of appropriate training and development for these post-holders;
ICT support for new personnel;
Upgrading of station infrastructure as necessary to support new posts;
Assess impact relating to relevant policies, procedures and practices as
appropriate as a result of these new posts;
Identification of locations across SFRS for further roll of RFTP’s;
Identify suitable transport arrangements for RFTP’s;
The further rollout of RFTP’s across the SFRS after the creation of the initial
twenty posts;
Consider a Performance Management Framework aligned to the role of RFTP’s;
Carry out evaluation of the year one roll out.
4 Exclusions
4.1 Not included within the scope of this project is the wider Service Redesign
Communications and Engagement Strategy. This project will also not include making
any amendments to the current systems for measuring RDS and Volunteer availability.
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5 Requirements
5.1 Oversight and support from the Service Transformation/Programme Office team;
Support of Service Delivery and the People & Organisational Development,
Prevention & Protection, Response & Resilience and Finance and Contractual
Services Directorates in scoping out the requirements of RFTP’s;
Support of Service Delivery and Response and Resilience Directorates to identify
locations for RFTP’s;
Support of People & Organisational Development Directorate in recruiting and
selecting suitable individuals for these posts;
Resource funding to meet the salary and on-costs of these new appointments
and any other associated employment costs;
Support from Service Delivery and the People & Organisational Development,
Prevention & Protection, and Response & Resilience Directorates to develop and
deliver suitable learning and development programmes for new appointees;
Support from the Strategic Planning, Performance & Communications
Directorate in the development and mainstreaming of suitable performance
measures to demonstrate value added of new posts;
Support from Communication & Engagement personnel, specifically in relation
to RFTP’s.
6 Outputs
6.1 Report on Scope of RFTP role;
Person Specification for RFTP;
Job Description/Role Map for RFTP;
Confirmation of locations for RFTP’s
Recruitment of Suitable RFTP Employees;
Learning and Development Programme for RFTP;
Tactical Communication and Engagement Plan for RFTP;
Performance Framework measures for RFTP’s including benefits realisation.
7 Milestones
7.1 The delivery of key milestones within this project are contained within the overarching
Service Redesign timeline, and are listed in the table below.
Milestones Year One Anticipated Delivery Date
Engagement with Local Authorities and Other Key
Partners
Commenced February 2018
and is ongoing
Define Role of RFTP July 2018
Engagement with Representative bodies June - July 2018
Engagement with SFRS staff May – August 2018
Identify and confirm Stations for year one roll out August 2018
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Develop suitable supporting performance measures August 2018
Design bespoke training course for RFTP holders August 2018
Identify vehicle needs, ICT Support and Station
infrastructure needs for posts
August 2018
Engagement with Station Areas identified for RFTP
year one roll out
August 2018 onwards
Recruitment and selection process September – November 2018
Make any necessary amendments to policies and
procedures
September – November 2018
Deliver Staff Training for Role January 2019
Phase one RFTP’s implemented at stations February 2019
Develop Rollout Plan for Further RFTP’s Across the
SFRS
March 2019
Carry out evaluation of year one roll out including
year one, this will include a RFTP holder
engagement forum
February - May 2019
Milestones, Year Two Anticipated Delivery Date
Deliver year two rollout of RFTP’s March 2019 – February 2020
Milestones, Year Three Anticipated Delivery Date
Deliver year three rollout of RFTP’s March 2020 – February 2021
8 Dependencies
8.1 The introduction of RFTP’s into the SFRS will see a wide range of cross-Directorate
dependencies. These include between Service Delivery, Response & Resilience,
Training & Employee Development, Health & Safety, Communications & Engagement,
Finance and Contractual Services and Service Transformation.
9 Stakeholders
9.1 The following are the key stakeholders in respect of this project:
SFRS employees;
SFRS Directorates
Employee representative bodies e.g. trade unions;
SFRS Board;
Scottish Government;
Local and national elected representatives;
Local authorities;
Local communities
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10 Consultation and Engagement
10.1
10.2
10.3
10.4
The introduction of RFTP’s is a key aspect in the implementation of the SFRS Service
Redesign Vision. Public consultation will be taking place in early 2018 on this Vision,
which will include the RFTP principle.
RFTP’s will be high value positions, providing a well-paid, skilled and rewarding role to
people within our rural communities. These will be bespoke to the local area within
which the post-holder is employed and specific to that location. These posts will
therefore be subject to specific engagement and consultation with representative bodies.
In support of the Service Redesign programme, which includes the RFTP concept, in-
depth communications and engagement strategies are being developed and
implemented, covering both SFRS staff and external stakeholders.
Direct engagement with SFRS Service Delivery and Directorate staff will be achieved
through a number of methods including online survey and presentations.
11 Risks
11.1
11.2
11.3
The transformation programme within SFRS is comprehensively covered within the
organisation’s Strategic Risk Register. Service Redesign, including the introduction of
RFTP’s, will fully support this transformation programme, and will be managed within the
associated governance arrangements thereby mitigating risks associated with delivery.
In addition, both the transformation and Service Redesign programmes have their own
risk registers that will be maintained and acted upon on an on-going basis.
The following specific risk for the RFTP project have been identified within the
aforementioned Service Redesign Risk Register.
Risk Probability Impact of event Mitigation to date
Failure to recruit suitable
people into the RFTP role.
Medium (3)
Medium (3)
The scope of the
RFTP’s is being
developed in liaison
with personnel
within the areas
where it is
anticipated these
roles will initially be
deployed. An open
recruitment process
will be developed to
maximise
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opportunities for all
suitable applicants.
Failure to provide funding
for posts due to inability to
rebalance the frontline.
Medium (3) Medium (3) Negotiations are
ongoing regarding
uniformed staff
terms & conditions.
12 Acceptance Criteria
12.1 The following criteria will be used to assess the successful delivery of this project:
RFTP-holders are employed into the SFRS in the selected locations on time and
within budget;
RFTP-holders receive appropriate training to enable them to undertake their full
role safely and competently;
Suitable infrastructure is in place to provide appropriate accommodation and
associated facilities, and transport for RFTP-holders.
Implementation of Performance Framework measures for RFTP’s including
benefits realisation.
13 Benefits
13.1 Improvements to firefighter safety in areas covered by RFTP-holders due to
enhancements in the gathering of operational intelligence;
Improved outcomes for communities covered by RFTP-holders as a result of
increased Community Safety activities;
Improvements in RDS availability and increased resilience within the RDS and
Volunteer model within the areas covered by RFTP-holders (at present Volunteer
availability is not measured, and the development of this capability is not within
the scope of this project);
Enhancement of training provision for RDS and Volunteer personnel within the
areas covered by RFTP-holders;
Where appropriate, improved youth engagement within areas covered by RFTP-
holders through the creation of Cadet Schemes.
14 Disbenefits
14.1 Recruitment of RFTP-holders will be off-set by a rebalancing of existing
wholetime resources;
Increased usage of RDS and Volunteer community fire stations by RFTP-holders
will result in an increase in cost of utilities at these premises;
Investment will be required in SFRS infrastructure to support RFTP-holders,
including property and fleet.
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15 Performance Measures
15.1
15.2
Project-Related
The delivery of the key milestones will be the main indicators in terms of progress
towards the successful delivery of the project;
A project timeline will be developed to capture progress with tasks, actions and
activities that are required to deliver key milestones;
Progress will be monitored and reported upon in quarterly Highlight Reports,
which will be submitted to the Programme Office by the Project Manager, for
onwards scrutiny by the Programme Office Board and Transformation and Major
Projects Committee.
Service Delivery-Related
Specific performance measures will be analysed or developed to assess the success of
RFTP implementation, including:
Impact upon firefighter safety within relevant areas;
Impact upon community safety within relevant areas;
Impact upon RDS availability;
Impact upon resilience within the RDS and Volunteer model.
16 Project Tolerances 16.1 A business case is in the process of being developed. More information on project
tolerances will be contained within the project business case tolerance assurance
statement.
17 Project Management Team Structure
17.1 Executive Lead, DACO David Farries
Project Manager, GM Andrew Girrity
Programme Officer, Leanne Stewart
18 Project Role Descriptions
18.1 Executive Lead
The Executive Lead is ultimately responsible for the project. Their role is to ensure
that the project is focused throughout its life on achieving its objectives and delivering
RFTP’s to fulfil the benefits identified.
Project Manager
The Project Manager has the authority to run the project on a day-to-day basis on
behalf of the Executive Lead and within the constraints laid down by them.
Programme Officer
The Programme Officer will work alongside the Project Management and provide
project governance.
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19 Project Team Meeting Schedule
19.1 Monthly @ Perth Community Fire Station;
20th June 2018
20th July 2018
22nd August 2018
20th September 2018
16th October 2018
20th November 2018
11th December 2018
20 Equality Impact Assessment
20.1 An overarching Equality Impact Assessment is being developed for the Service
Redesign programme; notwithstanding this and individual Equality Impact assessment
is on-going for RFTP project.
It is anticipated that Service Redesign in general, including the introduction of RFTP’s,
will have a positive impact on equality.
21 Privacy Impact Assessment
21.1 To be carried out in consultation with SFRS Data Protection team.
22 Appendices/Further Reading
22.1 Appendix I: Rural Full Time Posts Project, Directorate Organigram
Prepared by: GM Andrew Girrity
Sponsored by: DACO David Farries
Presented by: GM Andrew Girrity
Links to Strategy
This report links to the Scottish Fire and Rescue Service (SFRS) Priority of Transformation, and
in particular the strategic objectives that we will explore new ways of working to meet Scotland’s
future needs and that we will continue to manage and deploy our assets to meet the different
needs of our communities.
Governance Route for Report Meeting Date Comment
Programme Office Board 25th July 2018 Approved
Transformation and Major Projects Committee 9th August 2018