SCOTTISH FIRE AND RESCUE SERVICE · 3.5 3.5.1 3.5.2 Risk MP0001 Command and Control Futures is Amber for cost, quality and resources. following the agreement at CCF Board, POB, TMPC,

TMPC/Report/MajorProjects Page 1 of 2 Version 1.0: 21/01/2020

Report No: C/TMPC/02-20

Agenda Item: 7

Report To: TRANSFORMATION AND MAJOR PROJECTS COMMITTEE

Meeting Date: 6 FEBRUARY 2020

Report Title: MAJOR PROJECTS PROGRAMME DASHBOARD COVER PAPER

Report

Classification: For Decision

Board/Committee Meetings ONLY For Reports to be held in Private

Specify rationale below referring to Board Standing Order 9

A B C D E F G

1 Purpose

1.1 The purpose of this report is to provide the Transformation and Major Projects Committee (TMPC) with a wider overview of the identified following areas – Risk, Interdependencies, Costs and Capacity to Deliver.

2 Background

2.1 The Programme Office will update the TMPC with available information associated with this programme during the reporting period.

3 Main Report and Discussion

3.1 3.1.1 3.2 3.2.1 3.3 3.3.1 3.4 3.4.1 3.5 3.5.1 3.5.2

Risk MP0001 Command and Control Futures is Amber for cost, quality and resources. following the agreement at CCF Board, POB, TMPC, SLT, SFRS Board and SFRS SDC/TMPC Workshop to extend the delivery timeline of the CCF Project delivery; Resources amended to amber subject to a full review of the costings associated with extending the project team (and existing systems) for a further fiscal year. Quality amended to amber to reflect the “go-live” implementation of a CCMS with reduced functionality in order of expedite the switchover. Interdependencies The capacity from TED and ICT across various projects. Cost Nothing out with cost or additional costs from highlight reports. Capacity to Deliver ICT currently have a restricted capacity to support implementation due to absence and competing requirements. Being monitored at CCF Board Level. Other. MP0001 Command & Control Futures - Change Request and Dossier being put forward for noting. MP0002 Newbridge Training Facilities – Closing report being put forward for decision.

SCOTTISH FIRE AND RESCUE SERVICE

Transformation and Major Projects Committee

https://www.firescotland.gov.uk/media/437120/sosmeetingsboardctteesv4.0.pdf

TMPC/Report/MajorProjects Page 2 of 2 Version 1.0: 21/01/2020

3.5.3 3.5.4

MP0009 Protection of Vulnerable Groups (PVG) project has experienced a delay in the return of applications causing a knock-on effect to time and cost, both reporting amber this quarter. Finance are aware and the project is projected to remain on target for overall delivery to time and cost. Consideration of how this delay might impact on overall monthly volumes and resources in year two is currently underway and will be confirmed in Quarter 4. MP0011 People and Training Systems – Brief and Dossier being put forward for decision.

4 Recommendation

4.1 The TMPC are asked to approve the projects for governance under the programme.

5 Appendices/Further Reading

5.1 5.2 5.3 5.4

Appendix A – Major Projects Dashboard Appendix B – Command & Control Futures, Change Request and Dossier Appendix C – Newbridge Training Facilities, Closing Report Appendix D – People and Training Systems, Brief and Dossier

Prepared by: Programme Officers

Sponsored by: Richard Whetton, Head of Corporate Governance

Presented by: Darren Riddell, Programme Manager

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 15 January 2020 Approved

Transformation & Major Projects Committee 6 February 2020 For Decision

Project

Start Date

Project

End DateProject Brief

Project

Dossier

Risk

RegisterTime Cost Quality

Skills &

Resource

Jan-14 Dec-21 O P P

Project

Start Date

Project


Project

Dossier

Risk


Skills &

Resource

Jul-16 Mar-19 P P P

Project

Start Date

Project


Project

Dossier

Risk


Skills &

Resource

Apr-17 Nov-20 O P P

Project

Start Date

Project


Project

Dossier

Risk


Skills &

Resource

May-19 Mar-21 P P P

Project

Start Date

Project


Project

Dossier

Risk


Skills &

Resource

Jun-19 Mar-24 P P - - - - -

MAJOR PROJECTS

Executive Lead Project Manager

The PVG project is currently progressing with a number of areas within scope. The project has experienced a delay in the return of applications causing a knock on effect to time and cost. Finance are aware and theproject is projected to remain on target for overall delivery to time and cost. Consideration of how this delay might impact on overall monthly volumes and resources in year two is currently underway and will be confirmedin Quarter 4. The roll-out of applications to SDAs is ongoing and Directorates will be included early-mid 2020.

Project Name Executive Lead Project Manager

MP0006: McDonald Road Redevelopment_ Museumof Fire

Sarah O'Donnell, Director ofFinance & Contractual Services

Colin Thomson & AndrewMcDermott

Project Update: Work continuing on schedule

MP0002: Training Facilities NewbridgeSarah O'Donnell, Director ofFinance & Contractual Services

Vajera Premadesa, ProjectManager (Property)

Project Update: Closing report submitted for approval at January POB

Project Update:Ongoing monitoring at Project Board level.

Project Update: Updated Brief and Dossier approved at November POB. Market research carried out with Supplier Days on the 11-12th December.


MP0011: People and Training Systems Fiona Munro, Head of HROD AC Jason Sharp

MP0009 Protection of Vulnerable Groups (PVG)Scheme

Liz Barnes, Director of POD Linda Mackenzie, HROD Manager

Project Update:



MP0001 Command & Control Phase 2 Platform ACO John Dickie AC Garry Mackay

Project Governance Project Health

PROGRAMME OFFICE

PROGRAMMES OF WORK

MONTHLY UPDATE REPORT

DATE OF REPORT: 15/01/2020

debbie.haddow

Text Box

Report No: C/TMPC/02-20 Agenda No. 7.1

NOT PROTECTIVELY MARKED

CCF/ Project Change Request Page 1 of 6 Version 1.0 (Date DD/MM/YYYY) Programme Office

PROJECT CHANGE REQUEST

Programme Number: MP0001

Agenda Item: 7.2

Project Name: COMMAND AND CONTROL FUTURES (CCF) PROGRAMME

Change Category: SCHEDULE

Change Number: 5

Request Date: 7 NOVEMBER 2019

Project Manager: AREA COMMANDER GARRY MACKAY

Executive Lead: ASSISTANT CHIEF OFFICER JOHN DICKIE

1 Justification

1.1 1.2

At the Command and Control Futures (CCF) Project Board meeting (April 2019) it was reported by the PM and noted by the Board that a review had been conducted (based on the initial 12 weeks in the role of project manager) that indicated that the CCF programme delivery timeline was subject to potential slippages. Most influential and detrimental of these slippages was the significant overrun (approximately 1 year) in concluding the Functional Design Specification, the interpretive document, produced by the Software Provider detailing how the 680 individual elements of the Specification of Requirements (SOR) will be met. The Board approved the commencement of a comprehensive review, factoring in all relevant dependencies and indicating the potential impact both in terms of finance and delivery of core SFRS services. It was confirmed that this review must conclude and be presented by September 2019 to allow any potential adjustments in the intended capital expenditure to be accommodated within this fiscal year. The need for this review was further endorsed in July 2019, upon the completion of the Digital Assurance Office (DAO) Stop/Go Gate review which proposed 11 recommendations for action; one of these was a comprehensive review of delivery timeline. Consistent with each of these directives and recommendations, a review was conducted taking the following format:

- A series of workshops engaging with key stakeholders and subject matter experts

- Consultation with SFRS ICT, Finance, Contractual Services, OC personnel and other relevant internal stakeholders;

- The establishment of a comprehensive project delivery plan in “Clarizen” Project Management Software. This approach to Project Management allows the identification and linking of key deliverables, actions and interdependencies;

- The establishment of a ‘critical path’ (Appendix 1) that highlights in a simplistic reference format the key simultaneous and successive elements that must be delivered to facilitate “go-live”; and

- An assessment of the financial impact of the proposed timeline for delivery, notably on milestone payments, extended capital costs associated with staffing and the contractual expenditure associated with the extension of the maintenance associated with existing OC systems.


Programme Office



1.3

A report presenting these findings and recommended actions/adjustments identified through this process was presented at the September 20th CCF Board. The Board noted the findings and the extended delivery timeline and, considering the implications of this, instructed the CCF PM to consider the implementation of an earlier software build in order to accelerate the potential go-live dates. This report presents the findings of that subsequent review and development and proposes a refreshed delivery timeline and a recommendation to endorse;

2 Description of Change

2.1 A move of planned delivery dates (specifically for the “Go-live” elements of implementation) from Q4 (2019/20) to Q4 (2020/21).

3 Reason for Change

3.1

3.2

Key dependency – Software release The previously conducted review confirmed the planning assumption that the timeline for delivery effectively commences with the production of a “usable” software-build by Systel SA. Noting the need for specific category “High” criteria to be included in this build (and working from the dates provided in a draft build plan (12th Sept 2019)) the following software releases were/are proposed by the provider:

Software build Release Date Description

117.3 30th September 2019 Limited functionality over existing Systel software, some requisite connectivity to SFRS Systems and communications

117.5 31st January 2020 All category “High” SFRS requirements included

117.6 TBC (potentially Nov 2020)

All remaining SFRS requirements

Noting this, the original planning assumption for delivering the CCMS programme was that the CCF Team will access the “go-live” version of the Software (117.5) on 31st January 2020 and all resultant successive steps in facilitating implementation would follow. Critical Path The release of the software is one of many interdependent elements of project delivery captured and managed through a comprehensive project plan and audited monthly at the SFRS CCF Board. However, to provide an easily interpreted pathway to “go-live”, a critical path highlighting the main essential steps has been developed (provided in Gant-chart format at appendix 1). Utilising the planning assumption that preparatory work can be undertaken on the initial software release (117.3) then (on receipt of the “go-live” version of the software (117.5)) the following critical steps will deliver the new CCMS in all three OCs:

- Training of CCF Systems personnel and CCF testing personnel in the new system environment. This will facilitate the preparation of test scripts and configuration of data required to commence the User Acceptance Testing phase (October/Nov 2019);

- The configuration of the new system and the completion of test scripts (December 2019/January, February March 2020);

- Airwave Code of Connection, certification and approval (March to June 2020); - User Acceptance Testing (March 2020 to August 2020);



3.3

- Regression Testing (August 2020 to September 2020); - Non-Functional Testing (September 2020); - Training of OC Personnel in stable version environment (March 2020 to

September 2020); and - Site Acceptance testing (September 2020 to January 2021).

This would facilitate the following “go-live” dates for the three respective OCs:

- 14th October 2020 (Johnstone OC); - 2nd December 2020 (Dundee OC); and - 27th January 2021 (Edinburgh OC).

However, it was noted, considered and proposed at the CCF Board (17th October 2019) that given the potential impacts on resource and operational demand of several external factors (the most notable of these being Operation Consular, November 2020) the go-live dates be set as follows:

- 11th January 2021 (Johnstone OC); - 15th February 2021 (Dundee OC) and - 29th March 2021 (Edinburgh OC).

These factors, and the impact on the project timescales, have since been considered by the Programme Office Board and will be introduced for discussion.

4 Impact Assessment

4.1 Impact on Scope

4.1.1 There is no change to scope proposed; An amendment to timeline for delivery and progressive release of software (with increasing SFRS specific content) is recommended.

4.2 Impact on Risk

4.2.1 Risk & Impact – Service Delivery Primarily, the CCMS is a key service delivery project focussing on the improvement and enhanced response to emergency incidents by OC personnel and all other linked areas of the SFRS. It is therefore imperative to consider the impact of a delayed project delivery from this regard and the impact on OC end users:

- The revised timeline means that OC personnel decanted at Johnstone to facilitate the refresh of facilities there will be in temporary facilities for a period of around 10 months; and

- Any delay in implementing the replacement CCMS means an extended period of using legacy systems, prone to fragility and intermittent service faults.

In balance and contrast to these potential issues, there is an overwhelming legal, moral and statutory requirement to ensure that the new CCMS is robustly tested, configured, developed and trained-for in advance of implementation. Risk & impact – Reputation Noted and contained within the existing CCF Risk Register, there are ongoing reputational risk issues associated with:

- Failure to deliver the new CCMS; - Failure of the existing systems in the intervening period prior to that delivery;

and - Failure to deliver a robust and reliable version of the new CCMS.

It is proposed that although each of these risks should be spotlighted and reviewed in due course, this timeline review does not materially change any of them.



4.3 Impact on Time

4.3.1 As per timeline proposed at 3.3

4.4 Impact on Resources

4.4.1 Converging & competing demands One caveat to be noted and considered in relation to the implementation dates proposed at (2.1) is the obvious overlap with preparation and implementation of Operation Consular, November 2020. This is an operation that will have significant associated resource, specialist advice, financial and strategic demands that it places on the SFRS; as such, consideration of factoring this into the CCMS delivery timeline is recommended.

4.5 Other

4.5.1

4.5.2 4.5.3

Risk & Impact – Financial There are clear and obvious impacts (financially) in extending the project timeline and these can be considered to primarily be in three areas:

- The delaying of milestone payments resulting in changes to proposed capital expenditure in fiscal years 2019/20, 2020/21 and 2021/22. (These are summarised in Appendix 2);

- The required extension of existing OC Contract provision for maintenance of legacy systems (Costs, locations and expiry dates provided at Appendix 3);

- Increased/extended capital (salary) expenditure associated with the project delivery team. The details and impact of this are now included in the financial section of the updated business case; and

- These costs will be (partially) mitigated through a delay in the implementation of the support/care element of the contract arrangement with Systel SA.

Risk & Impact – Milestones & Technical debt The acceptance of a “go-live” utilising an early version of the CCMS software means that Systel will incur a potential “technical debt” to the SFRS. In this assumption it is important to note that SFRS is not the driver in choosing a less bespoke and Service-specific version of the software, it is a compromise position proposed to Systel to allow the delivery of the CCMS implementation closer to the contracted and intended timescale. There will still be a contractual and financial onus/impetus imposed on the provider to deliver a full and complete version of the Software, which will be linked to a (new) milestone payment accordingly. The existing programme of milestone payments has been re-mapped (draft, proposed for approval by the CCMS Board) to allow this, with the three milestone payments currently associated with go-live each being reduced by 50%. This reduction will allow the diversion of intended payments to create a new final milestone linked exclusively to the delivery of a comprehensive version of the software that meets all 680 requirements, as identified in the Specification of Requirements (SOR). Further Key dependencies Delivery to the proposed timescale still has significant requirements it assumes will be fulfilled by key Stakeholders (in the majority of cases, Systel SA) and these are detailed as follows:

- Airwave functionality in place with Code of Connection certification and Conformance certification signed off;

- A fully functioning Gazetteer search facility that meets SFRS requirements; - All essential interfaces in place and functioning as required; - Technical Design Specification and any associated lower level Detailed Design

Documents signed off (without this, there is a risk that Airwave will not approve the proposed code of connection certification);

- Station End Equipment configured and tested to function with the Systel CCMS



and technical infrastructure; - All resilience elements in place e.g. back up telephony switches, back up

mobilising system; - The required CCMS environments fully functioning e.g. test, configuration,

training, production, pre-sat, sandpit* (*A development and learning environment);

- Data Centres, Wide Area Network (WAN), telephony communications (including fall-back), power supplies (including back up) functioning as required;

- Relevant personnel trained to the required standard; and - Sign-off of User Acceptance and Site Acceptance Tests.

Furthermore, and commensurate with the time-bound nature of this proposed timeline, the following additional project deliverables are expected of Systel (timeously). Any delay or failure to deliver can potentially negatively impact on potential implementation.

- The provision (by Systel SA) of a Dedicated SFRS Project Manager (PM) both through implementation preparations (including testing) and system go-live;

- The provision of a Data Configuration Plan – The CCF Team is attempting to configure a complex mobilising system with very limited guidance from Systel as to how this should be done. It is logically inferred that Systel have a very good understanding of the way that the SFRS wishes to operate the CCMS (this has been discussed in great detail over a very lengthy FDS process);

- The provision of Technical Notes and User Manuals to support understanding of the CCMS and assist with the configuration, testing and training work;

- Detailed Release Notes in advance of any new release to support the SFRS understanding of the CCMS and assist with configuration, testing and training work;

- A signed off Functional Design Specification document; - Training Notes to assist SFRS TED colleagues; and - An agreed Implementation Plan (A pre-requisite established in SOR).

5 Options Appraisal

5.1 Long and Short Lists of Options

5.1.1 Single option proposed following options appraisal completed at CCF Board (September 2019 and October 2019).

5.2 Detailed Options Appraisal

5.2.1 As per 5.1.1.

5.3 Preferred Option

5.3.1 As per 5.1.1

6 Further Reading

6.1 1. Updated Project Dossier 2. CCF Risk Register updated

Prepared by: Garry Mackay, Area Commander

Sponsored by: John Dickie, Assistant Chief Officer

Presented by: Garry Mackay, Area Commander



Links to Strategy

OUTCOME 2 Our flexible operational model provides an effective emergency response to meet diverse community risks across Scotland. Objectives 2.2 We will be more flexible and modernise how we prepare for and respond to emergencies, including working and learning with others and making the most of technology. Objectives 2.4 We will make our frontline service delivery more effective by enhancing our command, control and communications arrangements.


Programme Office Board 28 October 2019 Approved

Transformation and Major Projects Committee 6 February 2020 For Noting


CCF/ Project Dossier Page 1 of 8 Version 1.0 (Date DD/MM/YYYY) Programme Office

PROJECT DOSSIER


Agenda Item: 7.2

Project Name: COMMAND AND CONTROL FUTURES (CCF) PHASE 2

Project Start Date: JANUARY 2014

Project Finish Date: DECEMBER 2021

Project Manager: AM GARY MACKAY

Executive Lead: ACO JOHN DICKIE

Version: 2.1

Reason for Revision: OUTLINE BUSINESS CASE REVIEWED FOLLOWING

COMMENCEMENT OF IMPLEMENTATION PHASE OF NEW

COMMAND AND CONTROL MOBILISING SYSTEM (CCMS).

1 Business Need

1.1 1.2 1.3

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 Control Rooms Integration Project with three OC facilities that are now operational in Johnstone, Edinburgh and Dundee.


Programme Office



2.3

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 includes 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 en-route to or at the scene of operational incidents.

4 Assumptions

4.1 • That the existing Command and Control Systems are approaching end of life.

• That the existing Command and Control Systems are not compatible with multi-site, single-system integration.

• That the implementation of the new CCMS will be done in conjunction with and not to the detriment of existing business processes.

• That the implementation of the new CCMS will enhance resilient and dynamic mobilisation approaches.

• - That the new CCMS will fulfil all identified criteria required by the SFRS, as identified in the Specification of Requirements (SOR).

5 Exclusions

5.1 Several functions and systems, while acknowledged to be key dependencies and 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.

• Provision of an integration layer to allow the interfacing of existing SFRS information systems with the new CCMS. This is a piece of work withheld by SFRS ICT who are responsible for delivering it; it provides the integration from all our existing information systems that will inform the Systel product, examples include HR, payroll, wholetime and RDS Availability. SFRS ICT have procured and are developing the work around a “DELL” product, entitled “Boomi



6 Requirements

6.1 6.2 6.3

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, this is reviewed, monitored and provided governance through the CCF Board and the Capital Monitoring Group. The CCMS Project’s fundamental requirements are for the procurement, planned delivery and installation of a resilient Command and Control system for the SFRS. The CCF Project Specification of Requirements (SOR) has 680 specific and identified system elements.

7 Outputs

7.1 7.2 7.3 7.4

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.

8 Milestones

8.1 Completed Milestones Status / Anticipated Delivery

Date

Key Milestone 1 Complete 9th January 2019

Factory Acceptance Tests

12 October 2018 (Following

validation of successful FAT,

(Paid 9th January 2019)

Milestones Status / Anticipated Delivery

Date

Key Milestone 2A

Installation of Data Centres and

completion of the Detailed Design

Specification (DDS) including functional and

technical versions (TDS & FDS) .

November 2019

Key Milestone 2B

Solution Implementation, Configuration &

Migration including Data Load and

Validation; Pre-User Acceptance Test (UAT)

Training Completion and sign off.

March 2020

Key Milestone 2C



User Acceptance testing of CCMS

completed by Systel and signed-off by SFRS August 2020

Key Milestone 3

Control Room Cutover and Go Live

including, WSDA Training, Johnstone OC Site

Acceptance Tests and JOC go live.

January 2021

Key Milestone 4


including, NSDA Training, Dundee OC Site

Acceptance Tests and DOC go live.

February 2021

Key Milestone 5


including, ESDA Training, Edinburgh OC Site

Acceptance Tests and EOC go live.

March 2021

Key Milestone 6

Successful completion of Extended

Hypercare period for all SDAs after Go Live

ESDA

April 2021

Key Milestone 7 (proposed)

Successful installation of full SFRS build

of software, post go-live and upon successful

testing and configuration of version.

December 2021

9 Dependencies

9.1 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 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 requirements.

• Interface with Emergency Services Network requirements.

• Interface with Mobile Data Systems project.

• Interface with Retained Availability Management System project.

10 Stakeholders

10.1 See table in 11.1



11 Consultation and Engagement

11.1 An ongoing Communications Strategy is managed by the Project Manager in conjunction with identified SFRS Communications business partner. It includes communications with Internal and External Stakeholders as follows:

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

Office of the Chief Information Officer

(OICO)

Other Fire and Rescue Services

12 Communications

12.1 Refer to CCMS Communications Plan (submitted and approved by CCF Board, August 2019).

13 Legal

13.1 Project Governance structure ensures robust review of legal, financial and contractual commitment and risks on a monthly basis by the CCF Project Board, which included the SFRS head of Finance & Procurement and the Director of Finance and Contractual Services.

14 Business Case

14.1

Submission date: Being re submitted November 2019

Approved date:

Approved by:

Comments:

15 Risks

15.1 Risk Probability Impact of event Mitigation to date

See CCF Risk Register.



16 Acceptance Criteria

16.1 CCMS acceptance criteria include:

• Factory Acceptance Tests (FATs), 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.

• 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.

• 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’.

• Additionally, the contractual obligation for the Supplier and SFRS to agree and sign off the following was detailed at tender award:

• Detailed Implementation Plan.

• Functional Design Specification.

• Data Migration Plan.

• Training Plan.

17 Benefits

17.1 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.

18 Disbenefits

18.1 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.



19 Performance Measures

19.1 The CCMS Project will use PRINCE2 Project Management (Lite) 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

• OCIO Stop/Go review

20 Project Tolerances

20.1 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.

21 Project Management Team Structure

21.1 The CCF Project Management Team consists of a Project Manager (Area Manager), a Group Manager (OC), 2 Station Manager (OC) and are supported by a Project Support Officer.

22 Project Role Descriptions

22.1 The project Team is made up of the following team roles:

• Project Manager – Area Manager (Response & Resilience).

• Planning, Procurement & Implementation Lead – Group Manager (OC/CCF Project Team).

• Planning, Procurement & Implementation – Station Manager (OC/CCF Project Team).

• Planning, Procurement & Implementation – Station Manager (OC/CCF Project Team).

• Planning & Implementation – Watch Manager (OC/CCF Project Team).

• Planning & Implementation – Watch Manager (OC/CCF Project Team) .

• Planning & Implementation – Crew Manager (OC/CCF Project Team).

• Project Support Officer – (OC/CCF Project Team).

• Project Support Officer – (OC/CCF Project Team).

• Test Manager – Outsourced consultant (Full time).

23 Project Team Meeting Schedule

23.1 The majority of the CCF team are based at the WSDA HQ, Hamilton and are briefed daily by the Project GM. The CCF Project Team meet informally and through periodic briefing sessions every Friday in person at WSDA HQ, Hamilton. These are chaired by the Area Manager, R&R. The Team and key stakeholders meet monthly for a full review and engagement meeting. The Programme Manager, CCF Group Manager, CCF Station Manager (Systems, Data and Configuration), ICT Project Manager, CCF Project Support Officer, Test Manager and Provider (Systel) PM meet monthly to review the project delivery timeline. The



frequency of these sessions will flex to demand and increase to weekly closer to implementation dates.

24 Equality Impact Assessment

24.1 Equality impact assessment completed for each Edinburgh, Johnstone and Dundee OCs with any identified learning factored into the implementation plan.

25 Privacy Impact Assessment

25.1 Privacy Impact Assessment completed for new data elements and any identified learning factored into the implementation, decommissioning and maintenance phase of project.


26.1

Prepared by: Garry MacKay, Area Commander

Sponsored by: John Dickie, Assistance Chief Officer

Presented by: Garry MacKay, Area Commander

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.


Programme Office Board 28 October 2019 Approved

Transformation and Major Projects Committee 6 February 2020 For Noting


Newbridge Training Centre Project Page 1 of 4 22/10/2019 Project Closing Report: Version 1.1

PROJECT CLOSING REPORT

Report No:

Agenda Item:

Project Name: Newbridge Training Centre

Project Start Date: 12/07/2016

Project End Date: 23/09/2019

Project Manager: Vajira Premadasa

Executive Lead: Sarah O’Donnell

1 Project Delivery Status

1.1 Delivery to Time

1.1.1 The handover date was delayed by approximately 6 months. The original handover date was 18/03/2019 (revised to 26/04/2019), with actual handover on 23/09/2019.

This was primarily due to the unforeseen delay in providing permanent power to the site

because of complex wayleaves issues involving legal negotiation between City of

Edinburgh Council, Scottish Power and SFRS. It was not possible to complete M&E

commissioning or snagging until permanent power was provided on 15/07/2019.

1.2 Delivery to Cost

1.2.1 The total project expenditure of £10,423,272.81 is within the approved overall project

budget of £10.5m including 5% tolerance with a variance of -£76,727.19.

Variance against the overall pre-construction cost plan figure of £10,065,974.14 is

£357,298.67, with all requests for change approved by the Project Board. Some of the

main changes to scope were:

▪ TAH Building: £383,511.00 (omitted from the Delivery Agreement and subsequently

introduced as a compensation event during construction)

▪ Foam tank: £96,482.82 (not part of original project scope but required to comply with

Scottish Water requirements for foam disposal)

▪ Costs associated with delay: £74,753.33 (essential costs incurred for temporary

accommodation, generator and attendance until permanent power was provided)

▪ Dräger extra items: £47,653.63 (e.g. reinforced roof, hoist/hatches, training package –

not part of original scope but approved by Project Board to meet TED operational

requirements)

Savings were made elsewhere to offset additional costs as far as possible to ensure that

the project was delivered to budget, while potential compensation events were value

engineered before being instructed.

1.3 Delivery to Quality

1.3.1 The quality of the completed training centre is overall, very good and supports the key business case objective of promoting firefighter safety through the development of national


Programme Office

debbie.haddow

Text Box

7.3



training and employee development strategies.

Post-completion snagging and rectification work is in progress, with ongoing discussions to

resolve relatively minor outstanding issues. The fire training facilities are operating as

expected and instructor training has now been completed.

2 Benefits

2.1 Cashable

2.1.1 Anticipated From Dossier Achieved Reason/Comment

Reducing reliance on using third party training venues due to decommissioning of local training venues in East SDA

Yes The risk of SFRS having to rely

on third party sites has been

eliminated following completion

of the training centre

2.1.3 Allowing for decommissioning Thornton in accordance with SI Programme

Yes Thornton is expected to be ready

for decommissioning and

disposal by early 2020

2.2 Non-Cashable

2.2.1 Anticipated From Dossier Achieved Reason/Comment

Providing capacity to deliver National Training programmes and risk-critical operational skills.

Yes The training centre provides a

comprehensive range of facilities

and scenarios in a single

location

2.2.2 Supporting the strategic aim of providing National Training facilities within 1-hour travel distance from point of need

Yes The training centre is within 1-

hour travel distance of most East

SDA stations

2.2.3 Providing capacity to deliver National Training and Trainee Induction courses within each of the three SDAs

Yes The training centre complements

the existing facility at

Cambuslang and proposed

facility at Portlethen

2.2.4 Facilitating movement of instructional staff between Cambuslang, Newbridge and Perth on a demand-led basis

Yes The training centre is easily

accessible from the M8 and M90

motorway network

2.2.5 Enabling efficiencies by pooling East National Instructor resources in a single location

Yes As 2.2.1 above

3 Disbenefits

3.1 Cashable

3.1.1 Anticipated From Dossier Realised Reason/Comment

N/A

3.2 Non-Cashable

3.2.1 Anticipated From Dossier Realised Reason/Comment



Potential loss of staff through

resignation due to relocation to a

site with no public transport links

No Disbenefit is unlikely to be

realised immediately

4 Project Interdependencies

4.1 Project Interdependency Impact

Dispose of SFRS Thornton site Decant dates No detrimental impact

Decommission Newcraighall TAH

and USAR facilities

Decant dates No detrimental impact

5 Lessons Identified

5.1 A more comprehensive briefing process is required to ensure that all end-user requirements are captured at an early stage, preferably using standard specifications, as late stage changes cause delays and increased costs. Whilst routine building fabric, finishes and equipment requirements are covered in the SFRS Corporate Specification, it is recommended that similar standard specifications are prepared for common training facilities and scenarios (e.g. CFBT units, petrochemical rigs, USAR areas etc.)

5.2 Adequate time should be allowed before Delivery Agreements are signed to ensure that all aspects of the design are resolved and included in the scope of work.

5.3 The suitability of Design & Build procurement for specialist or non-routine projects should be reconsidered as there is little guarantee that the required quality standards will be achieved. It is recommended that SFRS manage design of specialist elements using a directly appointed design team, with appropriate contractor input as required to advise on buildability. Where Design & Build is adopted it is recommended that SFRS directly appoint consultants to review and advise on the fitness for purpose of contractor’s proposals. This lesson will be adopted on future training centre projects.

5.4 A formal Design Management role is required at all work stages to reduce the incidence of coordination issues between disciplines and associated abortive work and defects. This role can either be delivered by a designated member of the contracting team or by a consultant.

5.5 Consideration should be given to increasing project tolerances, bearing in mind that the industry standard is usually a minimum of 10%. This will facilitate dealing with unforeseen circumstances and issues, especially on specialist or non-routine projects.

5.6 A percentage of the tolerance should rest with the Project Manager (minimum of 1% recommended) to manage and respond to day-to-day contract management matters timeously.

5.7 A robust design review and approvals process involving specialist end-user focus groups should be implemented to reduce the likelihood of miscommunication and fitness-for-purpose issues arising at handover stage. This lesson will be adopted on future capital projects.

5.8 Complex issues such as wayleaves and environmental restrictions should be addressed through an early due diligence exercise and resolved as enabling works outwith main contract works to reduce overall programme risk.

5.9 An industry-standard retention should be applied to interim payments to provide a monetary incentive for the Contractor to return and rectify defects timeously after completion has been certified. It was not possible to apply a retention on the project due to SCAPE Framework conditions and therefore alternative procurement routes may need to



be investigated.

5.10 Continuity in the Project Manager and Client Lead roles should be maintained throughout the project lifecycle to facilitate communication and delivery of end-user requirements.

6 Outstanding Project Risk

6.1 Concern Mitigation Probability Impact

N/A

7 Future Projects

7.1 Title Intended Product/Benefit

N/A

8 Performance Measure

8.1 Performance Indicator Method

Improvement in core and general skills

profiles

▪ Monitored through PDRPro recording of

training

▪ Reduction in H&S events

8.2 Reduction in waiting times ▪ Optimum staffing levels achieved to deliver

courses

▪ Reduction in cancellation of courses

(weather/wind related etc)

▪ Improved planning & scheduling


9.1 Community benefits:

▪ All SCAPE fair payment KPI targets to Tier 2 and Tier 3 contractors were achieved.

▪ All other SCAPE social KPI targets relating to local spend/labour, SME engagement,

apprenticeships/works experience etc. were achieved or exceeded.

Prepared by: Vajira Premadasa

Sponsored by: Iain Morris

Presented by: Vajira Premadasa

Links to Strategy

Working Together for a Safer Scotland


Newbridge Training Centre Project Board 22/10/2019 For approval

Programme Office Board For approval

Transformation and Major Projects Committee For noting

Completed Project Closing Reports should be submitted to the Programme Office at [email protected]

mailto:[email protected]


PEOPLE AND TRAIING SYSTEMS/ Project Brief Page 1 of 7 Version 0.1 (Date 12/10/2019) Project Office

PROJECT BRIEF

Project Number:

Agenda Item: 7.4

Project Name: PEOPLE AND TRAINING SYSTEMS PROJECT


Project Finish Date: 31/3/2024

Project Manager: Area Commander Jason Sharp

Executive Lead: Head of HROD Fiona Munro

1 Purpose

1.1 The ICT Applications Strategy has identified a requirement for a sub group to analyse and make recommendation to replace critical ageing and end of life People and Training Systems (P&TS). This Project will consider the scope, methodology, resources and timeline to achieve this.

2 Background

2.1 P&TS can be categorised as systems of innovation, which have been built by users, such as Excel and SharePoint. And systems of vendor, which are procured systems, such as iTrent, PDRPro, LCMS, Kronos, Gartan, Rappel etc . Essential people information is currently hosted on several mainly unconnected systems which were not designed for a national service. Procured systems are responsible for the management of information in regards Human Resources, Payroll, Operational Availability as well as Training Delivery, Scheduling and Recording. A key risk to the service is the disparate operational availability systems Gartan, Kronos and Rappel, which are all approaching or already at end of life. All existing systems require significant hidden effort by users to maintain accuracy. Human intervention creates errors across systems. Due to the lack of functionality and lack of interface between systems, users are accustomed to creating and maintaining additional systems of innovation such as Excel, SharePoint and eforms, this introduces an additional layer of duplication, hidden cost and error throughout SFRS.

3 Project Objectives

3.1 3.2

As previously referred to and illustrated in Appendix 1, several critical system licences are due for renewal. Significantly, Gartan and Rappel, the Retained Duty System availability systems have no licence. To meet procurement legislation, we must demonstrate we are progressing with the work within this dossier to enable the extension of these and other relevant licences. The overarching objective of this project is to ensure that P&TS are developed or procured to interface or be integrated with each other to reduce duplication of effort and errors. A dual benefit of this work is reduced hidden costs due to economies of scale due to reducing data entry across different solutions.


Programme Office



3.3 3.4 3.5 3.6

Leveraging cloud capability, enables any solution to be available across the internet and via mobile technology, as appropriate, to all employees. Resulting in reduction in volume of people transactions that enables systems to be updated instantly 24/7, including transfers/detached duties etc. P&TS should record personal information for all staff and enable the accessing and management of relevant information by appropriate solutions and enable people to maintain accuracy and currency. Improving HR management, decision making and workforce planning. Provision of a solution that manages and supports the full employee lifecycle from pre-engagement/recruitment to post retirement and what assets are attributable to the employee (mobile technology, vehicle etc). The Command and Control Future (CCF) Project has signalled that it is essential that any replacement operational availability solution includes people information to enable more effective mobilising of operational assets. This project would deliver on this with the development of an operational availability solution that meets the requirements of CCF and the range of projects within the Service Delivery Programme Board Portfolio.

4 Project Scope and Exclusions

4.1 Project Scope

• Identify all systems and develop a strategy and lifecycle plan for current licences;

• Detailed analysis across the business to ascertain current data management/ standards and resource requirement;

• Benchmarking with similar businesses;

• Develop integration / interface models for solutions;

• Recommend approaches to replacement/extension of existing systems;

• Supplier days and user intelligence group to develop specification of solutions

• Procurement of replacement solution/s;

• Implementation strategy; and

• Decommission redundant systems. Exclusions Due to the extensive nature of this project, any other considerations identified that are not directly related to P&TS will be out with the scope of this project and will require to be progressed separately.

5 Constraints and Aspirations

5.1 This is a significant project of work, it is envisaged that it could not be facilitated with business as usual resource and, although savings are possible with consolidation of licences it is probable that significant funding will be required in any transitional period. Dedicated resource to include; dedicated project manager, project team, ICT Business analyst, temporary staff for data processing

6 User(s) and other known Interested Parties

6.1 • Service Delivery Programme Board;

• Service Delivery;

• Strategic Planning Performance and Communications (SPCC);

• Transformation Project Managers;

• Finance;

• Procurement;



• ICT (infrastructure/software/services/support);

• Human Resources and Organisational Development (HROD);

• Health and Safety;

• Training and Employee Development;

• Response & Resilience;

• Internal Communications; and

• Recognised Representative Bodies

7 Outline of Business Case

7.1 Replace current P&TS to enable the efficient recording of personal information for all staff. And enable the effective access and management of relevant information by appropriate systems or services and people. Whilst maintaining accuracy and currency. Improving HR management, payroll, decision making, training scheduling, training delivery and workforce planning and resourcing.

8 Project Approach

8.1 8.2

The full delivery methodology of this project is still to be recommended.to enable this supplier day are scheduled for early November 2019. Following which individual sessions with vendors will be arranged in late November 2019. The project approach will be focused on the Audit Scotland’s principles for success of ICT projects, appendix 2.


9.1 See appendix 3

10 Role Descriptions

10.1 Project Lead The Executive Lead is ultimately responsible for the successful realisation of the project. Their role is to ensure that the project is focused throughout its life on achieving its objectives. The Executive Lead will ensure that SFRS meets its legal and statutory obligations through the development of a Project Board. Project Manager The Project Manager has the authority to run the project on a day-to-day basis on behalf of the Executive Lead within the constraints laid down by them. Ensuring effective engagement with stakeholders and interdependent projects. The Project Manager is also responsible for ensuring effective governance and management of the portfolio. Team Managers Co-ordinate the work of the project manager through the development and co-ordination of team plans, stakeholder engagement. Tactical tasks would include, co-ordination of harvesting and checking technical and functional specifications and development and co-ordination of data migration plans. Team Assistant Team assistants are responsible for carrying out the core tasks of the project. Team assistants will be key in supporting the significant stakeholder engagement and data standardisation required. Short Term Data Processers As signalled earlier in this brief, this project is similar in many ways to the Command and Control Futures Project. One key area of work is the volume and lack of standard



recording of information across disparate systems. It is anticipated that data processers will be necessary throughout key staked of this project. Project Support Officer/Assistant This will be a complex and resource intensive project that will have a high degree of scrutiny therefore it will require detailed and robust governance, requiring dedicated resource. ICT Support To ensure a full understanding of current and future systems, and hardware solutions SFRS ICT will provide a scalable resource at key stages of the project.

11 Core Brief

11.1 This project considers the review, procurement and realisation of effective P&TS, including; payroll, HR, operational availability, training (recording, learning platform and scheduling). SFRS people information is currently managed across a number of disparate and unconnected ICT systems, this creates inefficiencies, inaccuracy and challenges to managing strategic outcomes. It is essential this project is initiated to enable extension of several key licences, including operational availability systems.


12.1 Appendix 1 – Digital Systems Map

Appendix 2 – Audit Scotland’s Principles for Success for ICT Projects

Appendix 3 - Proposed People and Training Systems Project Team

Prepared by: Jason Sharp, Area Commander

Sponsored by: Fiona Munro, Head of HROD

Presented by: Fiona Munro, Head of HROD

Links to Strategy

Strategic Outcome; 2.2, We will be more flexible and modernise how we prepare for and respond to emergencies, including working and learning with others and making the most of technology. Strategic Outcome; 4.3, We will invest in and improve our infrastructure to ensure our resources and systems are fit to deliver modern services. Corporate Risk 1.1a Failure to successfully mobilise to an emergency incident Corporate Risk 1.1b Failure to deploy required/adequate resources to an emergency incident Corporate Risk 3.5 Failure to realise benefits from the transformation programme within required timescales


Project Office Board 28 October 2019 Approved

Transformation and Major Projects Committee 6 February 2020 For Decision

Completed Project Briefs should be submitted to the Project Office at [email protected]




Appendix 1 Digital Systems Map



Appendix 2 Audit Scotland’s Principles for Success for ICT Projects



Appendix 2 People and Training Systems Project Team

Project Support

Officer

Grade 4

Project Support

Assistant

Grade 2

Project Assurance

Procurement

GM Desmond Oaks

Response and Resilience

Key Business partners

ICT, OC, TED, HROD,

Service Delivery, FCS,

Central Staffing, Health

and Safety, Information

Governance.

GM Desmond Oaks


Team Assistant x 2

Grade 4 or

equivalent

Team Managers

Grade 6 or

equivalent

Project Manager

Grade 8 or equivalent

ICT Project Manager

Grade 8

ICT business Analyst

Grade 5

Short term

temporary data

processers X 4

Project Lead

Jason Sharp

Executive Lead

Fiona Munro


Project Dossier P&TS Page 1 of 10 Version 0.4: Date 14/12/2019

PROJECT DOSSIER


Agenda Item: 7.4

Project Name: PEOPLE AND TRAINING SYSTEMS PROGRAMME


Project Finish Date: 31/3/2024

Project Manager: Area Commander Jason Sharp

Executive Lead: Head of HROD Fiona Munro

Version: 1.0

Reason for Revision: N/A

1 Business Need

1.1 The ICT Applications Strategy has identified a requirement for a sub group to analyse and make recommendation to replace critical ageing and end of life People and Training Systems (P&TS) P&TS can be categorised as systems of innovation, which have been built by users, such as Excel and SharePoint. And systems of vendor, which are procured systems, such as iTrent, PDRPro, LCMS, Kronos, Gartan, Rappel etc. Essential people information is currently hosted on several mainly unconnected systems which were not designed for a national service. Procured systems are responsible for the management of information in regards Human Resources, Payroll, Operational Availability as well as Training Delivery, Scheduling and Recording. A key risk to the service is the disparate operational availability systems Gartan, Kronos and Rappel, which are all approaching or already at end of life. It is important to recognise that a previously accepted business case, to create an effective operational staff management structure, which was approved and implemented as a spend to save initiative. Was predicated on the procurement of a single operational availability system integrated/interfaced with other key people systems and Command and Control as further discussed in this dossier. All the procured systems require significant hidden effort by users to maintain accuracy. Human intervention creates known errors across systems. Due to the lack of functionality and lack of interface between systems, users are accustomed to creating and maintaining additional systems of innovation such as Excel, SharePoint and eforms, this introduces an additional layer of duplication, hidden cost and error throughout SFRS.

2 Specific Project Objectives

2.1 As illustrated in Appendix 1, several critical system licences are due for renewal. Notably Gartan and Rappel, the Retained Duty System availability systems have no licence. To meet procurement legislation, we must demonstrate we are progressing with the work within this dossier to enable the extension of these and other relevant licences.


Programme Office



The overarching objective of this programme is to ensure that P&TS are developed or procured to interface or be integrated with each other to reduce duplication of effort and errors. A dual benefit of this work is reduced hidden costs due to economies of scale due to reducing data entry across different solutions. Leveraging cloud capability, enables any solution to be available across the internet and via mobile technology, as appropriate, to all employees. Resulting in reduction in volume of people transactions that enables systems to be updated instantly 24/7, including transfers/detached duties etc. P&TS should record personal information for all staff and enable the accessing and management of relevant information by appropriate solutions and enable people to maintain accuracy and currency. Improving HR management, decision making and workforce planning. Provision of a solution that manages and supports the full employee lifecycle from pre-engagement/recruitment to post retirement and what assets are attributable to the employee (mobile technology, vehicle etc). The Command and Control Future (CCF) Project has signalled that it is essential that replacement operational availability solution includes people information to enable more effective mobilising of operational assets. This project would deliver on this with the development of a single operational availability solution that meets the requirements of CCF and the range of transformation projects.

3 Scope

3.1 • Identify all systems and develop a strategy and lifecycle plan for current licences;

• Detailed analysis across the business to ascertain current data management/standards and resource requirement;

• Benchmarking with similar businesses;

• Develop integration / interface models for solutions;

• Recommend approaches to replacement/extension of existing systems;

• Supplier days and user intelligence group to develop specification of solutions

• Procurement of replacement solution/s;

• Implementation strategy; and

• Decommission redundant systems.

4 Assumptions

4.1 The success of this programme is dependent on and requires support and engagement from all areas of SFRS. It is assumed that deliverables will be extremely challenging if facilitated by Business and Usual Resource (BAU).

5 Exclusions

5.1 Due to the extensive nature of this programme, any other considerations identified that are not directly related to P&TS will be out with the scope of this project and will require to be progressed separately.

6 Requirements

6.1 This is a significant programme of work, it is envisaged that it could not be facilitated with BAU resource and, although savings are possible with consolidation of licences it is probable that significant funding will be required in any transitional period.



Dedicated resource to include; dedicated project manager, project team, ICT Business analyst, temporary staff for data processing, illustrated within Appendix 1.

7 Outputs

7.1 To improve accuracy whilst reducing duplication and economies of scale with system integration / interface, by developing provision of the ability to store, input and access a single version of people information across the SFRS.

8 Milestones

8.1 Milestone Anticipated Delivery Date

Phase 1

Provide a strategic and corporate overview of system

requirements

Q4 2019-2020

Co-ordinate supplier engagement to scope options

available

Q3 2019-2020

Develop a high-level plan, including timeline and

resource requirements

Q3 2019-2020

Identify and propose extension of critical people and

training systems until replacement programme is

realised

Q4 2019-2020

Phase 2

Establish and sequence change process Q1 2020-2021

Develop specification Q2 2020-2021

Procurement process Q2 2020-2021

Data standardisation Q4 2020-2021

Phase 3

• Phased introduction of new systems. 2022-2024

9 Dependencies

9.1 • All staff Groups/Areas are affected in assessing all systems currently in use to manage people information and how this can be introduced into a replacement solution;

• Staff skills and competencies linked to Command and Control System and operational availably systems; and

• Service Delivery Programme Board operational staff related projects.

10 Stakeholders

10.1 • Service Delivery Programme Board;

• Service Delivery;

• Strategic Planning Performance and Communications (SPCC); • Transformation Project Managers;

• Finance;

• Procurement;

• ICT (infrastructure/software/services/support);

• Human Resources and Organisational Development (HROD);

• Health and Safety;



• Training and Employee Development;

• Response & Resilience;

• Internal Communications; and

• Recognised Representative Bodies.

11 Consultation and Engagement

11.1 As previously stated in this dossier a P&TS Sub Group, led by the Head of HROD, has been established, the terms of reference and attendees of this group establishes a forum for consultation and engagement.

12 Communications

12.1 A communications strategy will be developed as an essential element of this project.

13 Legal

13.1 The project will focus on the proper control and management of personal data as this is fundamental to ensure, and to demonstrate, compliance with the GDPR. The project will consider this at each stage will improve records management, staff trust and business opportunities.

14 Business Case

14.1

Submission date: 27/11/19

Approved date: 27/10/19

Approved by: SMT/POB

Comments: Approved pending minor amendments and approval of Business Case

15 Risks

15.1 Risk Probability Impact of

event

Mitigation to date

Please see separate risk register. The risk register is reviewed regularly by the project manager and formally by the Project Board on a monthly basis

16 Acceptance Criteria

16.1 Procurement of a single or multiple ICT solutions to manage the range of people information required by SFRS. A single operational availability solution with the ability to interface with Operations Control Mobilising System.

17 Benefits

17.1 • The consolidation of licences should create cashable benefits; however the end product has not been scoped out at this stage, therefore costs have not been established.

• Phase 1 includes supplier engagement on potential solutions and will enable illustrative cost to be established.

• Efficiencies will be made by Improving accuracy whilst reducing duplication and economies of scale with system integration / interface. And developing provision of the ability to store, input and access a single version of people information across the SFRS; and



18 Disbenefits

18.1 Impact on stakeholders to support project due to capacity and conflicting priorities. To provide a dedicated transitional project team; This Business Case has been developed with the vision that it is likely to be on the same magnitude as the CCF project. Therefore, a similar project team is suggested. Costs are currently unknown as procurement of P&TS solutions are in the process of being scoped out, with a range of supplier engagement days planned. However early research indicates that procurement solutions could be system or software based. This decision will require to be scoped out following market research and development of specifications, but regardless this will have an impact on cost, implementation, integration, interface and ability to amend processes following procurement.

19 Performance Measures

19.1 • The delivery of key milestones will be the main indicators in terms of progress towards the successful delivery of this project;

• A detailed project timeline will be developed to capture progress with tasks, actions and activities that are required to deliver key milestones;

• The project timeline will be monitored by the Project Manager and any identified areas of slippage will be communicated to relevant stakeholders and remedial actions taken; and

• Progress will also be monitored and reported on in quarterly Highlight Reports which will be submitted via the agreed governance channels.

20 Project Tolerances

20.1 It is anticipated that timescales for the completion of planned actions may fluctuate due to the various interdependencies throughout the project. At this point in time there remain a considerable number of unknow factors, this may affect the project scope and timescales.


21.1 Executive Lead – Fiona Munro, Head of Human Resources and Organisational Development Project Manager – Area Commander Jason Sharp

22 Project Role Descriptions

22.1 Project Lead The Executive Lead is ultimately responsible for the successful realisation of the project. Their role is to ensure that the project is focused throughout its life on achieving its objectives. The Executive Lead will ensure that SFRS meets its legal and statutory obligations through the development of a Project Board. Project Manager The Project Manager has the authority to run the project on a day-to-day basis on behalf of the Executive Lead within the constraints laid down by them. Ensuring effective engagement with stakeholders and interdependent projects. The Project Manager is also responsible for ensuring effective governance and management of the portfolio.



Team Managers Co-ordinate the work of the project manager through the development and co-ordination of team plans, stakeholder engagement. Tactical tasks would include, co-ordination of harvesting and checking technical and functional specifications and development and co-ordination of data migration plans. Team Assistant Team assistants are responsible for carrying out the core tasks of the project. Team assistants will be key in supporting the significant stakeholder engagement and data standardisation required. Short Term Data Processers As signalled earlier in this brief, this project is similar in many ways to the Command and Control Futures Project. One key area of work is the volume and lack of standard recording of information across disparate systems. It is anticipated that data processers will be necessary throughout key staked of this project. Project Support Officer/Assistant This will be a complex and resource intensive project that will have a high degree of scrutiny therefore it will require detailed and robust governance, requiring dedicated resource. ICT Support To ensure a full understanding of current and future systems, and hardware solutions SFRS ICT will provide a scalable resource at key stages of the project.

23 Project Team Meeting Schedule

23.1 Monthly Project Board meetings, with full governance will be established.

24 Equality Impact Assessment

24.1 Equality Impact Assessments will be developed as part of the project.

25 Privacy Impact Assessment

25.1 Privacy Impact Assessments will be developed as part of the project


26.1 Appendix 1 – Digital Systems Map Appendix 2 – Proposed People and Training Systems Project Team Appendix 3 - Audit Scotland’s Principles for Success for ICT Projects

Prepared by: Jason Sharp

Sponsored by: Fiona Munro

Presented by: Fiona Munro

Links to Strategy

Strategic Outcome; 2.2, We will be more flexible and modernise how we prepare for and respond to emergencies, including working and learning with others and making the most of technology. Strategic Outcome; 4.3, We will invest in and improve our infrastructure to ensure our resources and systems are fit to deliver modern services. Corporate Risk 1.1a Failure to successfully mobilise to an emergency incident Corporate Risk 1.1b Failure to deploy required/adequate resources to an emergency incident Corporate Risk 3.5 Failure to realise benefits from the transformation programme within required timescales




Programme Office Board 27 November 2019 Approved

Transformation and Major Projects Committee 6 February 2020 For Decision

Completed Project Dossiers should be submitted to the Programme Office at [email protected]




Appendix 1 Digital Systems Map



Appendix 2 People and Training Systems Project Team

Part time/temporary resource

Project Support

Officer

Grade 4

Project Support

Assistant

Grade 2

Project Assurance

Procurement

GM Desmond Oaks


Key Business partners

ICT, OC, TED,

HROD, Service

Delivery, FCS, Central

Staffing, Health and

Safety, Information

Governance.

GM Desmond Oaks


Team Assistant x 2

Grade 4 or

equivalent

Team Managers

Grade 6 or

equivalent

Project Manager

Grade 9 or equivalent

ICT Project

Manager

Grade 8

ICT business

Analyst

Grade 5

Short term

temporary data

processers X 4

Project Lead

Jason Sharp

Executive Lead

Fiona Munro



Appendix 3 Audit Scotland’s Principles for Success for ICT Projects