SERVICE TRANSFORMATION COMMITTEE THURSDAY 5 SEPTEMBER 2013 AT 10.30AM GROUND FLOOR MEETING ROOM, PERTH FIRE STATION AGENDA

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1 SERVICE TRANSFORMATION COMMITTEE THURSDAY 5 SEPTEMBER 2013 AT 10.30AM GROUND FLOOR MEETING ROOM, PERTH FIRE STATION AGENDA 1. WELCOME & APOLOGIES 2. NOTES OF LAST MEETING & ACTIONS Paper 2, attached 3. NOTES & ACTIONS OF PROGRAMME BOARD 22 AUGUST Paper 3, attached 4. PROGRAMME DEFINITION Paper 4, attached Programme Plan 5. PROGRAMME DELIVERY Paper 5, attached Projects Dashboard Critical Milestone Plan SG Project Liaison 6. TRANSITIONAL FUNDING REPORT Paper 6, attached 7. RISK REGISTER Paper 7, attached 8. BENEFITS REALISATION Paper 8, attached 9. ANY OTHER BUSINESS 10. DATE OF NEXT MEETING

2 DRAFT MINUTES: SERVICE TRANSFORMATION COMMITTEE: WEDNESDAY 26 JUNE 2013 PERTH FIRE STATION PRESENT Pat Watters CBE (Chair); Alex Clark (Deputy Chief Officer); Marieke Dwarshuis (Board Member); Michael Foxley (Board Member); Kenny Fraser (Business Support); Ruth MacLeod (Corporate Communications); Sarah O Donnell (Director/Finance & Contractual Services); Alan Paterson (Fire Brigades Union); Neil Pirie (Board Member); Corinne Telford (Programme Contractor); Grant Thoms (Board Member); Martin Togneri (Board Member); Gill Cochrane (Notes) Prior to commencement of the meeting, Members agreed that, in the absence of Jimmy Campbell, Pat Watters would Chair today s meeting. 1. WELCOME Pat Watters welcomed everyone to the meeting. APOLOGIES Jimmy Campbell (Deputy Chair/Fire Board) Lynne Dickson (Policy Adviser) Sarah Duncan (UNITE) 2. SERVICE TRANSFORMATION COMMITTEE: TERMS OF REFERENCE Corinne Telford presented the proposed Terms of Reference for the Service Transformation Committee. She invited members to agree the content, and to recommend their approval to the SFRS Board. During discussion, the following amendments to the Terms of Reference were noted: Membership Change references to Membership to include Rep Bodies; Change review period from 6 months, to annually. Reporting Amend first bullet: delete Local and DraftMinutesSTC Page 1 of 4

3 Meeting: Service Transformation Committee Wednesday 26 June 2013 DRAFT Responsibilities Amend first bullet: insert up after follow. Meetings Amend first bullet: change from bi-monthly to at least quarterly ; Delete the third-last bullet point starting: The STC may ask any or all of those who normally attend. Appendix 1 Committee Membership Amend the list of Members to include the Representative Bodies; Delete 2 x Employee Representative Body Members from Others in Attendance. Appendix 2 Management of Risk Amend Diagram Service Transformation Risk Register to read Service Transformation Programme Risk Register. Notes Ensure Terms of Reference for Committees align with Standing Orders of SFRS Board; As AGENDA and reports are now in one PDF file, ensure pages are numbered sequentially; reports should also be headed up with AGENDA ITEM NUMBER XXX. Clarification was sought in regard to: The distinction between the Service Transformation Committee (STC) and the Service Transformation Programme Board (STPB), and their relationship with the SFRS Board; Corinne explained that the role of the Programme Board was to manage the programme, whilst the STC would act as a sponsorship group with dedicated focus and strategic oversight. The STC also accommodated non-board members and would scrutinise information on behalf of the Board. The number of risk registers; Corinne advised that different risk registers would be held at individual project level, with specific risks escalated to the Corporate Risk Register. Martin Togneri highlighted the need for risk definition in order to identify which risks would be escalated. The Terms of Reference were AGREED subject to amendments discussed. ACTION: Corinne Telford 3. PROGRAMME DEFINITION (i) Service Transformation Programme Board: Terms of Reference Corinne Telford outlined the draft Terms of Reference. During discussion, the following amendments were noted: Senior Responsible Owner As the Chief Officer (CO) was not a member of the Service Transformation Programme Board, the role of Senior Responsible Owner (SRO) would be undertaken substantively by the DCO; the Terms of Reference would be amended to reflect this DraftMinutesSTC Page 2 of 4

4 DRAFT Membership Delete Scottish Government Representative. Meetings Amend the first bullet point to read will meet at least on a quarterly basis. The Terms of Reference were AGREED subject to the amendments discussed. ACTION: Corinne Telford (ii) Programme Design, Programme Plan & Action Plan Corinne Telford gave an update on progress to date, and the core objectives in years 1, 2 and 3. During discussion, the following issues were raised: How the programme was being structured, and Members reflected on the role of the Programme Board; Who would lead on the Stakeholder Engagement Strategy; Further discussion was required in regard to the benefits realisation plan prior to presentation in September; benefits should be aligned to specific projects; Scottish Government-led Gateway Reviews ; as a result of the previous Gateway Review, it was recommended that the SFRS undertake another in the first year, and this would be undertaken by an independent auditor; whilst it was not necessary for the Scottish Government to lead on this, it was noted that there was an independent scrutiny body within SG. Members noted the development towards the Service Transformation Programme Board Plan, and were content with progress to date. It was agreed that the wording of the third bullet point in Section 11 Programme Assurance Management, should be amended to reflect the discussion regarding the SG Gateway Review. ACTION: Corinne Telford 4. PROGRAMME DELIVERY Critical Milestone Plan Corinne Telford highlighted that this was an interim milestone plan, and should be subject to further discussion. It was suggested that benefits should be aligned to projects. Members agreed that a report should be brought forward to the next meeting, to include examples of different formats. ACTION: Corinne Telford DraftMinutesSTC Page 3 of 4

5 DRAFT 5. RISK REGISTER Corinne Telford advised that this included the risks transferred from the Scottish Government, as well as three unscored risks identified during her discussions with Directors. Other risks had been highlighted to her and required further discussion. Once the Risk Register was populated, risks would be reported to the Programme Board in the first instance and by exception to the Service Transformation Committee. The Programme risks would be aligned with the Corporate Risk Register. Members noted that risks would be transferred to individual owners in due course, and that identified risks would be merged with the Corporate Risk Register. ACTION: Corinne Telford 6. TRANSITIONAL FUNDING BIDS Sarah O Donnell outlined the proposed list of transitional funding projects. She explained that the bids in relation to ICT were focused on core infrastructure for this year, and there would further opportunity next year for transitional funding for other projects. She also confirmed that the service retained flexibility in terms of virement between budgets. Members noted the contents of the report. It was agreed that: Future reports should include narrative to explain the reasons for decisions made in regard to project bids; Transitional funding should be aligned to specific projects to allow members to match bids with projects. ACTION: Sarah O Donnell 7. AOCB Benefits Realisation Marieke Dwarshuis proposed that consideration be given to a Board development session in regard to Benefits Realisation. ACTION: Corinne Telford 8. DATES OF FUTURE MEETINGS Thursday 5 September Thursday 12 December Thursday 13 March 2014 Future dates of meetings should fit with the SFRS Board reporting cycle, and Committees should meet 14 days before the SFRS Board. Programme Board development session on 24 July, and next formal session on 22 August DraftMinutesSTC Page 4 of 4

6 Minute Ref Meeting Date: 26 June 2013 SERVICE TRANSFORMATION COMMITTEE MEETING ACTION LOG /14 Action Lead Due Date Action Service transformation Committee - Terms of Reference - amendments Completion Date Position Statement Item 2 Item 3 (i) Membership Change references to Membership to include Rep Bodies; Change review period from 6 months, to annually. Reporting Amend first bullet: delete Local and. Meetings Alter bi-monthly to minimum of quarterly. The Chair of the Service Transformation Committee * may request an additional meeting add in in consultation with members Appendix 2 diagram to reflect Risks and Issues go to Audit and Risk Assurance Committee Service Transformation Programme Board Terms of Reference Amendments Senior Responsible Owner should be changed from CO to DCO as Programme Manager. Membership Delete Scottish Govt Representative Corinne Telford Corinne Telford

7 Item 4 Item 5 Meetings Amend the first bullet point to read will meet at least on a quarterly basis Critical Milestone Plan Report to outline different formats of plan brought forward to next meeting. Risk Register- Service Transformation risks be transferring to individual owners and merging with the SFRS Corporate Risk Register. Corinne Telford Corinne Telford Item 6 Transitional Funding Bids Future reports to include explanations on decisions for projects. Funding should be aligned/matched to particular projects to allow for members scrutiny. Sarah O Donnell

8 Service Transformation Programme Board 22 August 2013 Service Transformation Programme Board Date: 22 August 2013 Start Time: 13:30 End Time: 15:00 Location: Perth fire station Item No. Agenda Type Decision/Action Summary Priority Action by Date A B 1 Welcome/Present. Alex Clark (Chair); David Goodhew; Evie McLaren (Scottish Government); Peter Murray; Lewis Ramsay; Robert Scott; Corinne Telford; Gill Cochrane (Notes) Apologies ACO Boyle; Richard Dennis (Scottish Government); Diane Vincent, Director/People & Organisational Development 2 Notes of Last Meeting & Actions (i) Item 2 Terms of Reference Corinne Telford confirmed that the role of Senior Responsible Officer would be undertaken by Deputy Chief Officer Alex Clark. (ii) (iii) Item 4 Programme Delivery: Transitional Funding Bids Corinne advised that there were four outstanding bids. Item 5: Risk Register The proposed development session was yet to be arranged. (iii) Corinne Telford Key: A Action, I Information, D Discussion, Page 1 of 5

9 Service Transformation Programme Board 22 August 2013 Service Transformation Programme Board Date: 22 August 2013 Start Time: 13:30 End Time: 15:00 Location: Perth fire station Item No. Agenda Type Decision/Action Summary Priority Action by Date A B 3 PROGRAMME DEFINITION Terms of Reference Programme Plan Projects Dossier Corinne Telford outlined the work achieved in this period, and that planned for the next period. There was some discussion regarding resourcing the Programme Office and the development of a role description for 3 x Business Change Analyst role. The Programme Board considered that a 2-stage solution would be appropriate as follows: As an interim measure, the role description required further consideration and modification; thereafter, the role should be advertised across Service Delivery Areas; Longer term a business case would be required with a view to making a transitional funding bid to fund the posts Corinne Telford Key: A Action, I Information, D Discussion, Page 2 of 5

10 Service Transformation Programme Board 22 August 2013 Service Transformation Programme Board Date: 22 August 2013 Start Time: 13:30 End Time: 15:00 Location: Perth fire station Item No. Agenda Type Decision/Action Summary Priority Action by Date A B 4 PROGRAMME DELIVERY Projects Dashboard Critical Milestone Plan Scottish Government Project Liaison Corinne Telford presented a report which provided an update on programme delivery. The group discussed the report, and the following actions were agreed: Future reports to identify the lifecycle stage of all projects Para 3.2: to be amended to reflect the wider scoping issues affecting the Operational Intelligence Gathering System Continued monitoring of the staffing resource issues affecting project delivery. CT CT SRO/Programme Board With regard to the Scottish Government Project Liaison, Evie McLaren highlighted the need for the Scottish Government to be involved at an early stage in discussions, eg VS. 5 TRANSITION FUNDING REPORT The issue of Branding for the SFRS would be raised with the Minister. Key: A Action, I Information, D Discussion, Page 3 of 5

11 Service Transformation Programme Board 22 August 2013 Service Transformation Programme Board Date: 22 August 2013 Start Time: 13:30 End Time: 15:00 Location: Perth fire station Item No. Agenda Type Decision/Action Summary Priority Action by Date A B Evie McLaren confirmed that the Scottish Government was happy with the financial approach to date. 6 RISK REGISTER Corinne advised that this now incorporated the threat of industrial action. 7 BUSINESS CHANGE Service Delivery Area (East) Service Delivery Area (North) Service Delivery Area (West) In regard to Project Status Reports, a risk workshop would be held for Project Managers to assist in their understanding of the risks in more detail, and to undertake a scoring exercise. Peter Murray updated members regarding improved safety, Fire Investigation, and Retained Duty System in both East and North Service Delivery Areas. It was noted that there were some areas of significant achievement. Service Delivery Directors to feed in the facts regarding the positive work that has been achieved, and Corinne Telford to co-ordinate this information and forward to Communications for reporting to stakeholders. Corinne Telford Corinne Telford Key: A Action, I Information, D Discussion, Page 4 of 5

12 Service Transformation Programme Board 22 August 2013 Service Transformation Programme Board Date: 22 August 2013 Start Time: 13:30 End Time: 15:00 Location: Perth fire station Item No. Agenda Type Decision/Action Summary Priority Action by Date A B 8 BENEFITS REALISATION Corinne Telford presented the report. The Programme Board noted progress towards benefits realisation, and that the following work would be completed next period: 9 AOCB None. Benefits Workshop to be arranged; and realignment of the Blueprint. Corinne Telford 10 DATE OF NEXT MEETING Thursday 10 1:30pm Ground floor meeting room, Perth fire station Key: A Action, I Information, D Discussion, Page 5 of 5

13 Page 1 of 15 Paper 4 Report to: SERVICE TRANSFORMATION COMMITTEE Report No: C/STC/2-13 Date: 5 SEPTEMBER 2013 Report By: DCO CLARK Subject: SERVICE TRANSFORMATION - PROGRAMME DEFINITION 1 PURPOSE 1.1 The purpose of this report is to advise the Service Transformation Committee of progress to date on the development of the Service Transformation Programme Plan. 2 RECOMMENDATIONS 2.1 The Service Transformation Committee is asked to note the work in progress and comment as appropriate. 3 BACKGROUND 3.1 The Service Transformation Committee (STC), at its last meeting on 26 June, agreed that the role of Senior Responsible Owner (SRO) of the Service Transformation Programme would be assigned to the Deputy Chief Officer (DCO) and this clarification has been noted in the Terms of Reference for the Programme Board and Service Transformation Committee and the Service Transformation Programme Plan. 3.2 The Audit and Risk Committee, at its meeting on 26 June, requested an amendment to the risk and issue management process; risk to be escalated to the Board via the Audit and Risk Committee and appropriate issues to be escalated directly to the Board. This amendment has been noted in the Terms of Reference for the Programme Board and Service Transformation Committee and the Service Transformation Programme Plan STC Paper 4 Programme Definition Report No: C/STC/2-13

14 Page 2 of 15 Paper Work has progressed on the development of the programme and the Programme Plan has been updated to reflect the full design of the programme. Of note is the removal of a dedicated Firefighter Safety workstream. Improved firefighter safety is a desired outcome of the whole programme and as such will be tracked and managed through benefits realisation. 3.4 The updated Programme Plan is attached at Appendix A 4 WORK THIS PERIOD Programme Management interim staffing structure identified and Programme Manager to progress Project Dossier partially complete requires further alignment with programme design Benefits mapping exercise has been undertaken to identify project outputs, enabling changes, new capabilities and resulting benefits Risk register developed Transition Funding bid has been made for a small budget of 12,000 to fund programme/project management training SRO has initiated plans for a Gateway Review of the Programme to take place in February WORK NEXT PERIOD Development of benefit profiles, a benefits management plan and a benefits realisation strategy Resource management plan and training plan to be developed Development and population of a Programme Information Management site Further investigation of an electronic project tracker tool to be used to manage and track project delivery across the whole programme 6 FINANCIAL IMPLICATIONS 6.1 There are no financial implications identified with this report. 7 EMPLOYEE IMPLICATIONS 7.1 There are no employee implications identified with this report. Prepared by Corinne Telford Service Transformation Programme Manager 26 August STC Paper 4 Programme Definition Report No: C/STC/2-13

15 Page 3 of 15 Paper 4 Scottish Fire and Rescue Service Paper 4, Appendix A Service Transformation Programme Document: Service Transformation Programme Plan Date: 22 August 2013 Author: Owner: Client: Corinne Telford Alex Clark SFRS Service Transformation Committee Version Draft 0.2 Revision History Revision Date Summary of Changes 22 August Update to include amendments to programme design and amendments from STC 26 June Approvals Approval Date Approved by Distribution: SFRS Board Service Transformation Committee Strategic Leadership Team STC Paper 4 Programme Definition Report No: C/STC/2-13

16 Page 4 of 15 Paper 4 1. Introduction The Scottish Fire and Rescue Service (SFRS) was established on 1 April 2013 by the Police and Fire Reform (Scotland) Act A Fire Reform Programme, led by the Scottish Government and managed in partnership with the eight antecedent services, undertook the necessary work to create the Service. The delivery of the Fire Reform Programme and the new Service resulted in the handover of responsibility for continuation of reform to the SFRS, with the Scottish Government maintaining oversight of the new Service through its governance and sponsorship role. The Service will continue the delivery of reform and realisation of benefits through a Service Transformation Programme. The Scottish Government has set the following high level benefits of reform to be realised over the next 3 years: Improved service outcomes and protection of frontline services Strengthened connection between the SFRS and communities More equal access to specialist support and national capacity 2. Service Transformation Programme 2.1 Programme vision and definition The Service Transformation Programme is aligned to the Fire Framework (Scotland) and the SFRS Strategic Plan It will deliver the necessary change and improvement required to achieve the strategic vision to be a world leading Fire and Rescue Service that others look to because our approach to working together for a safer Scotland is delivering real improvements in our communities. The programme has been developed in line with the four strategic aims of the Service: Improved safety of our communities and staff Equal access to fire and rescue services Improved outcomes through partnership Develop a culture of continuous improvement This is a major change initiative which will be led at a senior level to take the Service, its partners, stakeholders and service users on what might be a challenging journey over the next 3 years to deliver significant efficiency savings and service improvements. The following objectives have been identified: To embed an integrated approach to community safety through national and local risk management approaches and involving communities in design, delivery and scrutiny of services To develop an integrated programme for assurance of Firefighter Safety To review and align service delivery resources to meet community risk profile To review and align the SFRS assets to the requirements of the new service 1 Fire Framework (Scotland) Scottish Fire and Rescue Service Strategic Plan STC Paper 4 Programme Definition Report No: C/STC/2-13

17 Page 5 of 15 Paper 4 To develop our capacity in stakeholder engagement for improved outcomes To develop and implement best practice approaches in managing our people To develop a high performing workforce To align and implement best practice approaches in planning and performance management for improved outcomes To develop and implement an improvement capability within the service To develop a unified infrastructure for ICT which supports service delivery To develop best practice financial management systems Management of the transition will be in three phases: Merge eight service into single service Development of single service Adding value through improvement January 14 January 15 January April March 2016 Benefits delivered and value added throughout the lifetime of the programme and beyond 2.2 Programme Design The programme will be delivered through the 9 workstreams and a total of 44 projects outlined in table 1 below. A Projects Dossier will be prepared to provide a description of each project, its objectives, requirements and specific outputs. This will also detail dependencies with other projects and the contribution the project will make to the benefits of reform. In scope are all major change initiatives linked to the harmonisation of the eight antecedent services into one single service and the creation of a single infrastructure of the Scottish Fire and Rescue Service. The following work lies outwith the scope of the programme: Business as usual activities including mainstream service delivery policy development National initiatives where the SFRS is a key supplier or contributor, but where the control and management of the work sits with a higher authority, for example the Joint Emergency Services Interoperability Programme (JESIP) and the Glasgow 2014 Commonweath Games STC Paper 4 Programme Definition Report No: C/STC/2-13

18 Page 6 of 15 Paper STC Paper 4 Programme Definition Report No: C/STC/2-13

19 Page 7 of 15 Paper 4 3. Programme Governance and Organisation A programme and project management environment (PPM) is currently being established to support the programme, including governance arrangements at both programme and project level. 3.1 Programme Governance Board The SFRS Board is accountable to the Scottish Government for the realisation of the benefits of reform and as a result all major decisions to be made relating to Service Transformation will be referred to the Board. Service Transformation Committee The Board has established the Service Transformation Committee to provide Board level governance and direction in the design, set up and delivery of the Programme to realise the stated benefits. Members will provide resource and specific commitment to support the Senior Responsible Owner (SRO). Programme Board A Programme Board has been established to manage the design, set up and delivery of the Programme and to ensure appropriate co-ordination across the projects that comprise the Programme STC Paper 4 Programme Definition Report No: C/STC/2-13

20 Page 8 of 15 Paper 4 Senior Responsible Owner The Deputy Chief Officer is the Senior Responsible Owner, accountable for the success of the programme. He will be accountable for the success of the programme and for enabling the SFRS to exploit its new environment, realising benefits, meeting the new business needs and delivering new levels of performance and service delivery. Programme Manager A Programme Manager has been appointed and is responsible for leading and managing the setting up of the programme through to delivery of new capabilities, benefits realisation strategy and programme closure. The programme manager has primary responsibility for co-ordinating the successful delivery of the new capabilities and establishing governance. This will be done in a proportionate way which is commensurate with the needs of the service. The Programme Manager will have an overarching responsibility for delivery, reporting to the SRO, Programme Board and Service Transformation Committee. Managing the Programme will include direction of work, management of risks and issues, managing and preparing for audit and assurance, managing the iterative process of aligning the target operating model with business objectives, maintaining programme information, managing people and resources, managing procurement and contracts as required, monitoring, reporting and control and management of the review cycle. Programme Office A Programme Office will be established to provide support to the SRO, Programme Manager and Programme Board on a range of areas including: Setting up of the programme, including establishing programme governance documentation, plans & controls and reporting templates Establishing mechanisms for tracking, monitoring and reporting across the programme and projects Introducing mechanisms for risk and issue tracking across the programme and projects Introducing mechanisms for assurance across the programme and projects, such as regular health checks Managing reporting of progress and risk to the Service Transformation Committee Supporting Project Executives and Project Managers in the management of their projects Supporting programme and project communications up, down and across the SFRS 3.2 Project organisation Each project will be assigned a Project Executive lead from the Strategic Leadership Team. A Project Manager will be allocated to each project to ensure successful delivery STC Paper 4 Programme Definition Report No: C/STC/2-13

21 Page 9 of 15 Paper 4 Project Boards will be established by the Project Executive and their configuration will be dependent on the nature of the work to be delivered. A variety of approaches are possible: Multi-disciplinary and cross-cutting the functions of the SFRS to ensure dependencies can be tightly managed within the scope of the project A business partner approach, for example, an HR business partner may be assigned to each functional Directorate and report back to an HR specific project board to progress delivery of the project Project Executives and Project Managers will work closely with the Programme Manager and Programme Office, adhering to the reporting, monitoring and project assurance requirements for the Programme and Programme Board. 4. Blueprint A Blueprint for the development of the Scottish Fire and Rescue Service was developed as part of the Fire Reform Programme. This document outlines the model of operational capability that will need to be in place to realise the required outcomes and benefits. The existing Blueprint depicts the current state of the eight antecedent services, the intermediate state being Day One of the Scottish Fire and Rescue Service on 1 April 2013 and the target end state projected as end March 2015/16. A Strategic Plan and Annual Operating Plan 2013 have been developed to establish the vision, strategic aims and priorities of the Service going forward. The Blueprint will be aligned with the Strategic Plan to detail the overarching journey of the planned Service Transformation Programme through to the target end state. 5. Benefits Realisation Throughout the lifecycle of the projects, the Programme Manager will work closely with the Head of Corporate Portfolio and Performance, the Performance Manager, the Director of Finance and Contractual Services and Project Managers to identify, profile, track and report progress towards the realisation of benefits. Benefits mapping and profiling will establish their contribution to achieving the aims of reform, efficiency savings and other business benefits. Performance baselines will be established through mapping the as is and to be states and progress towards realisation of the benefits will be monitored through the delivery of the projects and by measuring and monitoring performance indicators for improvement. Mechanisms for reporting to the Scottish Government on a quarterly basis are to be established STC Paper 4 Programme Definition Report No: C/STC/2-13

22 Page 10 of 15 Paper 4 6. Business Change Initially, business change requirements will be managed by the Programme Manager through the Programme Office. Consideration will be given to the longer term requirements for business change to realise the benefits of service transformation by embedding the new capability into service operations. This function is likely to become necessary as projects deliver. 7. Resource Management A resource management plan will be produced to consider the resources the programme will need and how they will be managed effectively. This will include: Financial requirements Transitional Funding Bids have already been prepared by the Service. Business cases for transitional funding will be considered by the Strategic Leadership Team and agreed by the SFRS. This process is expected to be complete by end June Specialist skills required Procurement expertise has already been identified as a key requirement. Staff involved in the programme Staff will be aligned to projects as required and a skills gap analysis will be undertaken to identify training and support needs across the programme. This will also include the identification of staff and skills required by the Programme Office. Systems requirements Technology requirements already identified include and Information Management System, an electronic Risk Register and the possible universal use of a project tracker system already in use by the Response and Resilience Directorate. 8. Stakeholder Engagement A Service Transformation Stakeholder Engagement Plan will be developed in support of the SFRS Stakeholder Engagement Strategy. 9. Risks and Issues Programme and project issues deemed to be significant will be reviewed by the Service Transformation Committee and may, by exception, be escalated to the Board. Such issues should be simultaneously escalated to the Audit & Risk Assurance Committee, for articulation on the Corporate Risk Register. Programme risks will be inserted on the Corporate Risk Register for review by the Audit & Risk Assurance Committee. The Audit & Risk Assurance Committee will escalate risks as appropriate to the Board for consideration. Diagram 1 illustrates the process that will be followed by the Service Transformation Committee in relation to the reviewing of risks and issues STC Paper 4 Programme Definition Report No: C/STC/2-13

23 Page 11 of 15 Paper 4 Diagram 1 Risk SFRS Board Issue Programme Risk/Issue Registers will be maintained by the Programme Office. The Programme Risk & Issue Registers will be standard items on the Service Transformation Committee agenda. Audit & Risk Assurance Committee Risk And Issue Service Transformation Committee Programme/Project Issues will be escalated by the STC to the Board as appropriate and simultaneously inserted on the Corporate Risk Register, reviewed by the Audit & Risk Committee. Reporting routes as appropriate to Audit & Risk Committee Risk from other business areas Programme Risks & Issues Service Transformation Programme Risk Register Programme Risks will be escalated by the STC, by exception to the Audit & Risk Committee and inserted on the Corporate Risk Register. Project Risks & Issues Service Transformation Project Risk Registers Risk/issue registers will be maintained at project level high scoring risk or unmitigated risk will be inserted on the Programme Risk Register and escalated by exception to the STC 10. Schedule An overarching programme schedule will be compiled from individual project plans. 11. Progress Monitoring (Critical Milestones) A projects dashboard will be developed for use by the Programme Board to allow accessible monitoring of milestones, financial performance, risks and benefits realisation. A critical milestone plan has been developed to aid monitoring towards delivery of the programme. This plan will allow pressure points in delivery to be highlighted and aid decisions on the management of resources. The critical milestone plan is available at [link to Information Management System when available] STC Paper 4 Programme Definition Report No: C/STC/2-13

24 Page 12 of 15 Paper Programme Assurance Management A Programme Assurance Plan will be developed to put in place the necessary mechanisms through which the SRO and stakeholders can gain confidence that the programme is on track. In line with best practice principles, the approach will be independent of the programme, integrated across the programme, linked to major decision points, risk-based and resulting in action as necessary. Mechanisms will include: Regular assurance reviews across the Programme P3M3 maturity assessments to be carried out towards the end of 2013 Gateway Reviews, to be determined Regular assurance reviews or Health checks carried out by the Programme Office across the projects to monitor performance towards delivery 13. Programme Closure On delivery, the Programme Manager will have a responsibility to support the closure of projects, work with the SRO to wind up the Programme Board and Service Transformation Committee and ultimately close down the Programme in a controlled way, ensuring handover of completed products to service delivery. 14. Action Plan STC Paper 4 Programme Definition Report No: C/STC/2-13

25 SCOTTISH FIRE AND RESCUE SERVICE SERVICE TRANSFORMATION PROGRAMME ACTION PLAN 22 August 2013 Action Responsible Current Completion Comment Status Date 1. Identify Senior Responsible Owner Board/STC Confirmed 26 June 2013 DCO confirmed as SRO 2. Appoint Programme Manager DCO In progress Nov/Dec 2013 Current Interim PM leaves 6 Sep 3. Identify Interim Programme support staff DCO/PM In progress October 2013 Programme Management interim staffing structure identified and PM to progress 4. Establish Programme Governance Arrangements DCO and PM Completed June 2013 Service Transformation Committee established and Terms of Reference developed Programme Board established and Terms of Reference developed (Note: Service Transformation will also be a standing item on the SLT agenda to ensure a connected flow of information) 5. Design Programme and develop Programme Plan Identify priorities Years 1-3 through meetings with SLT and teams Design Programme & develop Programme Plan, aligned to Strategic Plan and Aims of Reform Conduct development sessions with SLT/STC SRO and PM Completed June Develop Projects Dossier with Project Executives PM, Project Executives Commence June 2013 July 2013 Partially complete requires further alignment with programme design 7. Develop Benefits Realisation Plan PM, Performance In progress September 2013 & on- Benefits mapping

26 Page 2 of 15 Paper 4 Benefits profiles to be reviewed and aligned to programme Performance Framework and Performance Indicators to be fully aligned to Aims of Reform, Strategic Aims and Service Transformation Programme Performance baseline developed, gaps identified and PIs to be developed Reporting and tracking arrangements to be developed for internal reporting and reporting to Scottish Government Manager, Finance & Contractual Services and SG Governance and Sponsorship Unit going development exercise has been undertaken to identify project outputs, enabling changes, new capabilities and resulting benefits Next steps will involve the development of benefit profiles, a benefits management plan and a benefits realisation strategy 8. Develop Resource Management Plan Financial Requirements Staff & skills - Sponsorship Training, MSP & Prince 2 Training for relevant Board, Stakeholders, Programme and Project staff Systems - Establish Information Management System (including central repository for Programme/Project Documentation) - Explore possible use of Project Tracker system already in use by R&R PM, Project Executives Commence June 2013 December 2013 PM is currently working with the Head of Training & Employee Development to identify need and suitable training Transition Funding bid has been made for a small budget of 12,000 to fund training An IMS is already available on the interim Sharepoint site. A project tracker system has been developed in Sharepoint for use by R&R. It may be possible to extend its use across the STC Paper 4 Programme Definition Report No: C/STC/2-13

27 Page 3 of 15 Paper 4 9. Develop Programme Risk Register and programme/project risk management processes 10. Develop project schedules and an overarching programme schedule PM & Programme Office Project Executives, Project Managers & PM Completed July 2013 In progress Aug 2013 & ongoing as projects go live programme 11. Develop Programme Assurance Plan 12. Consider arrangements for Business Change SRO, PM & STC In progress February 2014 SRO has put plans in place for a Gateway Review to take place in February 2014 DCO and PM In progress October 2013 Programme Management interim staffing structure identified and PM to progress STC Paper 4 Programme Definition Report No: C/STC/2-13

28 Page 1 of 3 Paper 5 Report to: SERVICE TRANSFORMATION COMMITTEE Report Number: C/STC/3-13 Date: 5 SEPTEMBER 2013 Report By: DCO CLARK Subject: SERVICE TRANSFORMATION - PROGRAMME DELIVERY 1 PURPOSE 1.1 The purpose of this report is to provide the Service Transformation Committee with an overview of progress towards programme and project delivery during the period 14 June 2013 to 9 August 2013, highlighting any areas which may require attention. 2 RECOMMENDATIONS 2.1 The Service Transformation Committee is asked to note project status as outlined in the attached Projects Dashboard and provide any comments. 3 KEY POINTS 3.1 The programme is comprised of 9 workstreams and a total of 44 projects. The 44 projects are at varying stages of the project life cycle as follows: Not yet started/delayed Discovery Initiation Delivery Closing Of the 15 projects which have not yet started or are in the discovery phase, 6 are experiencing delays as follows: The scope of the Operational Intelligence Gathering System project is wider than originally anticipated and will require some key decisions to be taken by the SLT. This STC Paper 5 Programme Delivery Report No: C/STC/3-13

29 Page 2 of 3 Paper 5 may result in an extension of the current interim arrangements beyond the projected delivery date of the new system in March Control room integration, branding, business systems consolidation and HR/Payroll system are likely to experience delays, pending Scottish Government approval of transition funding. The contribution to effective national resilience project is reporting delays as a result of the JESIP consultation on proposals and training programmes, although this is not likely to impact on delivery. 3.3 The 6 projects in the discovery phase are on track to deliver business cases within stated timescales. 3.4 Projects in the initiation phase are not yet reporting any significant issues. 3.5 All projects in the delivery phase are highlighting issues with the availability of staffing resources and this in turn is affecting their ability to deliver fully on time. 3.6 The 4 projects which are delayed pending transition funding approval are reporting a status against cost. No other projects are reporting issues for delivery within budget at the present time. 3.7 The summary RAG status report is as follows: Time 18% of projects are reporting against delivery to time, 9% Cost 9% of projects are reporting against delivery to cost Quality 14% of projects are reporting against delivery to quality, 0% Resources 26% of projects are reporting against resources, 9% Total 77%, 16% and 7% 3.6 There are no projects closing at the moment. A few projects, which are near closure, including new approaches to community safety engagement, business regulation (P&P) and incident command approaches, cannot fully implement end state structures as a result of their dependency on the implementation of the new SFRS structure. 3.7 A high level programme gantt chart is at Appendix A. 3.8 The Service Transformation Projects Dashboard is attached at Appendix B. 3.9 A high level programme critical milestone plan is at Appendix C. 4 WORK THIS PERIOD 4.1 Significant work completed this period includes: Community Safety Engagement Framework and policies presented to SLT on 9 August STC Paper 5 Programme Delivery Report No: C/STC/3-13

30 Page 3 of 3 Paper 5 Directory of specialist resources for Scotland created Review of Flexi Duty Command Officers mobilising arrangements completed July Outline business case for location and capacity of control rooms completed July Review SFRS Civil Contingency arrangements completed Approach to estates management strategy approved, agreeing in scope business requirements Recruitment to vacant SFRS posts authorised and process underway Change management policies authorised by Board in June (Voluntary Severnece/Early Retirement, eployment, Relocation) (VS/ER subject to Scottish Government approval) 19 of 23 Transition Funding bids approved by Scottish Government Suite of ICT infrastructure projects initiated 5 WORK NEXT PERIOD Match and partially recruit local Community Safety Engagement, Fire Investigation and Business Regulation structures and fill final CSE Partnership Unit vacancies National mobilising policy in place by September 2013 Review and recommendations on location of specialist resources to be presented to SLT in October and implementation plan agreed Detailed business case for location and capacity of control rooms to Board, September Civil contingency structure fully implemented by October 2013 Full integration with JESIP, date to be confirmed Estates Management individual business cases to Board for approval Consultation on next suite of core employment policies Progress Transfer and Matching Pay and Reward Strategy project to commence Information Security Policy out to consultation Additional information to Scottish Government for 4 of 23 Transition funding bids Human Resources/Payroll System Business case to Board end September FINANCIAL IMPLICATIONS 6.1 There are no financial implications identified with this report. 7 EMPLOYEE IMPLICATIONS 7.1 There are no employee implications identified with this report. Prepared by Corinne Telford Service Transformation Programme Manager 28 August STC Paper 5 Programme Delivery Report No: C/STC/3-13

31 ID Indicator Stage Task Name Start Finish Service Transformation Programme Mon 02/07/12Thu 31/03/16 2 SA1 Improved safety of communities & staff Mon 02/07/12Tue 31/03/15 3 SA1.1 Community Safety Mon 02/07/12Tue 31/03/15 4 SA1.1.1 Delivery New approaches to Community Safety Engagement Mon 01/04/13Mon 31/03/14 5 SA1.1.2 Delivery P&P Fire Investigation Tue 01/01/13 Mon 31/03/14 6 SA1.1.3 Delivery Business Regulation (inc Fire Engineering) Mon 01/04/13Mon 31/03/14 7 SA1.1.4 Delivery P&P Management Information System Mon 02/07/12Tue 31/03/15 8 SA2 Equitable access to fire and rescue services Tue 22/01/13 Thu 31/03/16 9 SA2.1 Operational Service Delivery Tue 22/01/13 Thu 31/03/16 11 SA2.1.1 Delivery RDS electronic availability Tue 22/01/13 Mon 02/09/13 12 SA2.1.2 Delivery Incident Command Mon 01/04/13Mon 30/09/13 13 SA2.1.3 Delivery Standard Operating Procedures Mon 01/04/13Mon 31/03/14 19 SA2.1.4 Delivery Mobilising arrangements Mon 01/04/13Fri 29/11/13 10 SA2.1.5 Discovery Operational Intelligence System Fri 31/05/13 Mon 31/03/14 14 SA2.1.6 Discovery Specialist Resources Mon 03/06/13Tue 31/03/15 17 SA2.1.7 Discovery Control Room Integration Thu 30/05/13 Thu 31/03/16 23 SA2.1.8 Discovery Effective national resilience Mon 01/04/13Thu 31/10/13 26 SA2.2 Asset Management Phase 1 Mon 03/06/13Mon 31/03/14 34 SA2.2.2 Delayed Start Branding Mon 03/06/13Mon 31/03/14 31 SA2.2.3 Delivery Fleet management Mon 03/06/13Mon 31/03/14 27 SA2.2.1 Discovery Estates strategy Phase 1 Mon 03/06/13Mon 31/03/14 38 SA3 Improved outcomes through partnership Mon 02/09/13Mon 31/03/14 39 SA3.1 Not started Approaches to Stakeholder Engagement Mon 02/09/13Mon 31/03/14 41 SA4 Develop a culture of continuous improvement Fri 01/03/13 Thu 31/03/16 42 SA4.1 Manage people well Mon 01/04/13Mon 01/02/16 Task External Milestone Manual Summary Rollup Split Inactive Task Manual Summary Project: Service Transformation P Date: Thu 29/08/13 Milestone Summary Inactive Milestone Inactive Summary Start-only Finish-only Project Summary Manual Task Deadline External Tasks Duration-only Progress Page 1

32 ID Indicator Stage Task Name Start Finish SA4.1.2 Delivery HR Policies Thu 30/05/13 Tue 01/04/14 45 SA4.1.3 Delivery Implement SFRS Structure Mon 01/04/13Mon 01/02/16 46 SA4.1.4 Initiation Pay & Reward Strategy Thu 01/08/13 Fri 29/11/13 47 SA4.1.5 Initiation Continuous Learning Framework Thu 01/08/13 Fri 31/01/14 43 SA4.1.6 Not started POD Strategy Mon 02/09/13Fri 31/01/14 48 SA4.2 Develop a High Performance Workforce Mon 01/04/13Tue 31/03/15 49 SA4.2.1 Delivery Learning & Development Policy Mon 03/06/13Fri 29/11/13 50 SA4.2.2 Delivery Leadership & Management Development Framework Thu 30/05/13 Tue 31/12/13 54 SA4.2.3 Delivery Best Value Review of OHS&W Mon 01/04/13Mon 31/03/14 51 SA4.2.4 Initiation Performance Development Framework Mon 01/07/13Tue 31/03/15 55 SA4.2.5 Initiation Safer Firefighters Programme Thu 01/08/13 Tue 31/12/13 56 SA4.2.6 Not started Organisational values & cultural audit Tue 01/04/14 Tue 31/03/15 57 SA4.3 Performance & Improvement Fri 01/03/13 Thu 31/03/16 58 SA4.3.1 Develop a Knowledge Management Framework Fri 01/03/13 Tue 31/03/15 60 SA Delivery Information Governance Framework Fri 01/03/13 Tue 31/03/15 59 SA Not started Approaches to National Risk uction Mon 03/03/14Tue 31/03/15 66 SA Not started Implement Planning and Performance Framework Tue 01/10/13 Tue 31/12/13 67 SA4.3.2 Discovery Operational Assurance Framework Mon 03/06/13Tue 31/12/13 68 SA4.3.3 Not started Develop an Improvement Capability Tue 01/04/14 Thu 31/03/16 69 SA4.4 ICT Infrastructure Mon 01/04/13Fri 25/04/14 78 SA4.4.1 Delivery GIS/Gazetteer Mon 01/04/13Mon 31/03/14 79 SA4.4.2 Delivery Business Intelligence/Reporting Fri 17/05/13 Mon 31/03/14 81 SA4.4.3 Delivery archiving Mon 01/04/13Fri 31/01/14 70 SA4.4.4 Initiation Active Directory Thu 01/08/13 Mon 31/03/14 71 SA4.4.5 Initiation Application platform (CRM) Mon 01/07/13Mon 31/03/14 Task External Milestone Manual Summary Rollup Split Inactive Task Manual Summary Project: Service Transformation P Date: Thu 29/08/13 Milestone Summary Inactive Milestone Inactive Summary Start-only Finish-only Project Summary Manual Task Deadline External Tasks Duration-only Progress Page 2

33 ID Indicator Stage Task Name Start Finish SA4.4.6 Initiation Business systems consolidation Fri 31/05/13 Fri 25/04/14 76 SA4.4.7 Initiation Data and secure storage Thu 01/08/13 Mon 31/03/14 77 SA4.4.8 Initiation Data Centre Review Mon 27/05/13Mon 31/03/14 80 SA4.4.9 Initiation Telephony rationalisation Thu 01/08/13 Mon 31/03/14 82 SA4.5 Financial Management Mon 01/07/13Thu 31/12/15 84 SA4.5.1 Delayed start New HR & Payroll System Tue 01/10/13 Thu 31/12/15 83 SA4.5.2 Delivery Finance System Phase 2 Mon 01/07/13Tue 31/12/13 86 SA4.5.3 Not started Pensions Tue 01/10/13 Tue 01/10/13 Task External Milestone Manual Summary Rollup Split Inactive Task Manual Summary Project: Service Transformation P Date: Thu 29/08/13 Milestone Summary Inactive Milestone Inactive Summary Start-only Finish-only Project Summary Manual Task Deadline External Tasks Duration-only Progress Page 3

34 Service Transformation Programme Dashboard 9 August 2013 Overall state 73% Time 9% 18% 91% Cost 9% 0% 86% Quality 14% 65% Resources 9% 26% 77% Overall 7% 16% Time 16% of projects are reporting against delivery to time, 7% Cost 3% of projects are reporting against delivery to cost, 11% Quality 16% of projects are reporting against delivery to quality Resources 21% of projects are reporting against resources, 9% Query cost - transition funding bids have only just been approved for 19 of 23 projects - possible misinterpretation of definition of cost criteria Community Safety Time Cost Quality Resources Overall Staffing issues impeding realisation of budgetary savings and targets for regional and local performance Some LSO areas have little/no CSE resilience eg Aberdeenshire & Moray and work is supported by legacy or interim structures Operations Service Delivery Time Cost Quality Resources Overall ICT workload and prioritisation impacting on consolidation of Operational Intelligence systems - interim arrangements will be extended beyond March 2014 Control Room business case development on track although SG requires more information on West Hub Control transition funding bid before approval of bid Civil contingencies structure is dependent on wider implementation of SFRS structure Delays in integration with JESIP due to national JESIP working group consultation on proposals and training programmes Asset Management Time Cost Quality Resources Overall Estates Strategy business case on track, although training reporting concerns re availability of risk management support to provide quality information to support decision making Fleet management reporting issues around procurement for fleet management system; Upgrade former Fife fleet - staffing issues resulting in backlog of preventative fleet maintenance, 10% overspend predicted due to fleet condition, all vehicles that have been inspected are now meeting set quality criteria SG requires more information on Branding proposal before approval of transition funding bid Managing People Well Time Cost Quality Resources Overall No progress on Training & Development policies to date as a result of resourcing issues Resourcing issues have been identified and recruitment to vacant posts will ensure minimal slippage High Performing Workforce Time Cost Quality Resources Overall Resourcing issues impacting on Managing People Well and Developing a High Performing Workforce Performance & Improvement Time Cost Quality Resources Overall Information Security project reporting resourcing issues Records Management project reporting resourcing issues Local resourcing issues impacting on Operational Assurance and Implementing Performance Management Framework ICT Infrastructure Time Cost Quality Resources Overall The majority of ICT projects are on track at business case development and scoping stages SG requires more information on proposals for Business Systems Consolidation and HR/Payroll before approval of these transition funding bids Financial Management Time Cost Quality Resources Overall New HR/Payroll System delayed pending SG Transitional Funding