Project 21 update FA Scrutiny & Audit Panel 21/05/20 - Webex - - PowerPoint PPT Presentation

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Project 21 update FA Scrutiny & Audit Panel

21/05/20 - Webex

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Reminder of P21 background & purpose

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Background: East Sussex FRS currently operates its control and mobilising function from East Sussex Fire Control (ESFC) at Haywards Heath, formerly know as the Sussex Control Centre (SCC) prior to 4/12/19.

• West Sussex FRS ended the previous Section 16 for joint Control with ESFRS on 4/12/19
• East Sussex FRS contract with its mobilising system supplier, Remsdaq, expires in March 2021
• East Sussex FRS can stay in the SCC building at Haywards Heath until September 2021

Therefore, East Sussex FRS had to consider its options for it’s future control and mobilising service. Purpose: Project 21 exists to determine and deliver the future operating model for Fire Control services for ESFRS from September 2021 onwards. On 9/1/20 the Fire Authority approved the recommendation of the DCFO to partner with Surrey Fire & Rescue Service for Fire Control from September 2021 onwards

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P21 scope

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As currently scoped Project 21 will deliver the following - to be finalised during the Definition & Design phase:

• A new Section 16 partnership agreement with SFRS for Control and Mobilising Services;
• Based at SFRS Salfords Control Centre – creating a tri-service joint control room for SFRS, WSFRS and ESFRS
• Utilising SFRS suit of mobilising systems (the core of which is the Capita Vision CAD)
• Supported by the most appropriate Airwave solution to underpin new control arrangements (evaluate SAN-I / H / N options)
• Implementing a new set of operating policies / processes / procedures aligned with SFRS and WSFRS as far as practicable
• Transfer of relevant ESFRS Control staff to SFRS (TUPE) and establishment of a new internal resource / service management team
• Exit from the current Haywards Heath ESFC building
• Removal of the need for ESFRS Secondary Control at Maresfield
• Ensure ongoing support for ESFRS existing mobilising systems through to Sept. 21, and decommission them post P21 go-live
• Other system and equipment replacement / upgrades as follows:
• Replacement and upgrade of ‘front of cab’ MDTs across ESFRS – including VMDS to SC response migration
• Station End Equipment upgrade Phase 3 (already underway) – including Firecoder replacement
• Integration of Firewatch with the Capita Vision mobilising system
• Integration with the Paging and Alerting solution
• eIRS upgrade and Bluelight Exchange

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Progress since January ’20 has been as follows:

• The ESFRS P21 delivery team is fully established and resourced, including our key SRO role and telent resources
• Surrey still have a small number of P21 related roles to fill, but these are imminent
• Both the internal ESFRS and joint tri-Service Governance meetings and drum beat are fully established
• A full project plan and Work Breakdown Structure has been established – this comprises 35 packages of work
• Informal discussions with Surrey and West Sussex continue at SRO level outside formal governance
• Over 20 no. joint technical design and operational Ways of Working workshops have already taken place
• These workshops are working well virtually and Surrey and West Sussex have acknowledged such at DCFO level
• Options papers are being produced for each work package – these determine the optimum solution for each element of work
• 6 no. options papers are already in draft and a further 9 are due by the end of June ‘20
• A control and monitoring process has been agreed with Surrey to track their transition costs (c. £1m)
• Appropriate financial control and monitoring / forecasting processes are in place for the P21 approved budget as a whole
• Contract extension negotiations with Remsdaq are ongoing
• The Legal framework for P21 and the required component documents have been agreed with Surrey and West
• Confidentiality Agreements (2 no.) are nearing completion

Headlines - May ‘20

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P21 governance principles

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• The P21 Joint Delivery Board is responsible for the day to day programme management and delivery of all aspects of

Project 21 and its associated workstreams.

• The P21 Joint Strategic Board is accountable for the overall strategic direction of Project 21 and approving any

associated joint decisions on operational, technical or financial matters material to the future joint operating model to be delivered by Project 21.

• The agreed tri-service working principles are:
• We will work in an open and transparent way at all times, including with our suppliers
• We will learn lessons from the Surrey / West FC20 experience and seek to improve on that wherever possible
• We will be proactive, raising risks or issues as soon as they emerge along with proposed mitigating action
• We will seek to do things only once, removing duplication wherever possible
• We will seek to align Ways of Working wherever possible across the three Services
• We will explore all opportunities to maximise the value of investment by any / all three Services for mutual benefit
• We will not reinvent the wheel – where relevant material or examples pertinent to Project 21 exist we will reuse them
• We will be mindful of all key stakeholders needs and political stances, including Unions in particular
• We will ensure that all FRS involved continue to deliver their statutory mobilising duties (FRSA 2004) throughout P21

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Workstream

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ESFRS team & governance

BAU role Project role

Key:

Project role (p/t)

IT Lead & PM

Ken Pearce + John Price (telent)

HR Lead

Lucy Birch

• Prog. Manager

Chris Sharp

Finance Lead

Parmjeet Jassal

Ops Lead

Simon Neill

SME

Paula Wheatley

• Prog. Support

Colette Porter

SRO

(chair) Matt Lloyd

IT

Ken Pearce

Finance

Duncan Savage

Senior User

Mark Andrews

People

Hannah Scott-Y

Legal

Alice Rowland

Workstreams

(as required)

Sponsor

(chair) Mark O’Brien Executive

ESFRS Delivery Board Programme team

Internal Strategic Board Internal Delivery Board Programme Workstreams

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Tri-Service team & governance

Key:

Workstream specific workshops / meetings

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East PM

Chris Sharp

Joint Strategic Board Joint Delivery Board Joint Workstreams

ESFRS

DCFO Mark O’Brien

SFRS

DCFO Dan Quin

WSFRS

ACFO Jon Lacey

ESFRS

SRO Matt Lloyd

SFRS

SRO Sally Wilson

WSFRS

SRO Jon Lacey

Workstream specific workshops / meetings

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Workstream specific workshops / meetings

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Joint Strategic Board Finance

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Joint Delivery Board Legal

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Surrey PM

TBC

WSCC IT

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HR

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Programme

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PROJECT 21

Purpose Scale

TIME:

• Target go-

live Sept. ‘21

• 19 months

to delivery

Workload

Some P21 stats

To determine and deliver the future operating model for Fire Control services for ESFRS from Sept. 2021 onwards COST:

• £3.6m ESFRS
• £1.0m SFRS
• £4.6m Total

QUALITY:

• 9 no.

workstreams

• 36 no. work

packages

Team FTE & no. of suppliers

WSFRS: Core: 1 Virtual: 3 Suppliers: 4 SFRS: Core: 3 Virtual: 18 Suppliers: 4 ESFRS: Core: 6 Virtual: 21 Suppliers: 16 Governance Internal: 2 Joint: 3 Total: 5 Workshops Complete: 20 Attendees: 50+ Options papers Complete: 0 Drafted: 3 Planned: 14

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Project 21 lifecycle & phases (financial year)

Discovery

Q3 Q4 Q1 Q2 Q3 Q4 Q2 Q1 Q3 Q4 18/19 19/20 20/21

Realise Deliver Definition & Design Due diligence Pre-Qual.

21/22 Q1 Q2 Q3 We are here FA decision January 2020 Target go-live September 2021

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Definition & design phase process

Define Recommend Decide Consult Agree Deliver

• Info. gathering
• Workshops
• Gap analysis
• Evaluation
• Develop options
• Options paper
• Recommend.
• Internal and

External Stakeholder engagement

• Option approved
• Consult as

appropriate (staff, Trade Unions etc)

• Change to

WoW’s agreed following consultation

• Build new WoWs
• Training
• Go-live

We are here

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P21 comms & engagement framework (draft)

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Item Channel To whom Frequency Content 1 Report Senior Officers Weekly Weekly summary, progress v plan, key risks and issues 2 Governance meetings IDB, ISB, JDB, JSB Monthly Monthly progress update, workstream specifics, decisions and escalations 3 BAU meeting SLT Monthly headlines & quarterly presentation Progress update and any key highlights 4 BAU meeting Ops Committee, GM meetings, Safer Comm. etc Quarterly Progress update and workstream / option specific consultation 5 Service Brief All Monthly P21 article P21 headlines, progress update, highlights, workstream specific features 6 Intranet All Ongoing P21 overview, contacts, FAQ, progress updates, key materials, workstream specific features 6 Design Workshops Workstream stakeholders As required Workstream specific information gather, option development and analysis (tri-service) 7 Meeting & formal consultation Trade Unions Monthly Progress update and any workstream specific consultation 8 1:1’s ESFC staff As required Welfare, progress update, individual Q&As 9 1:1’s Key stakeholders As required Topic specific sessions to ensure all stakeholders are engaged and consulted as appropriate

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Supporting information

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P21 role definitions

Programme Support HR Lead Programme Manager Finance Lead Ops Lead IT Lead

• Ops. SME

Delivery of all programme outcomes to time, cost and quality on behalf of the SRO. Programme financial control and reporting. Supports SRO in stakeholder management. Represents HR interests throughout the programme

• lifecycle. Advises the SRO and Programme Manager on

People matters. Owns the People workstream content. Represents Finance interests throughout the programme

• lifecycle. Advises the SRO & Programme Manager on

Financial matters. Owns the Finance workstream content. Technical project management and delivery of all IT elements of the programme, including supplier management and coordination with Design Authority. Programme administration, document and financial

• control. Maintenance of programme plan, RAID and

benefits register. Supports Programme Manager. Supports the ESFC lead in terms of requirements and

• benefits. Works closely with the programme to develop

and train new WoWs. Testing resource. Change advocate. Represents ES control and Ops P&P interests. Manages SME input to the programme. ESFC SPOC and owns Control

• WoWs. Change advocate. Also responsible for ESFC BAU.

SRO

Overall responsibility for programme Vision, Blueprint, Benefits and Governance on behalf of the Executive Sponsor and whole Service. ESFRS Tri-Service Lead.

Legal

Legal workstream responsible for all legal advice, negotiation and sanction of legal framework documentation (confidentiality, data protection & S16)

BAU role Project role

Key:

Project role (p/t)

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Progress v high level plan

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15 As @ Mar. ‘20

Project 21 - financials

Financial Year 2019/20 2020/21 2021/22 2022/23 Total TOTAL (BASELINE) 305,000 4,305,851 319,550 118,670 5,049,071 TOTAL (FORECAST) 325,000 3,005,043 1,600,358 118,670 5,049,071