scottish fire and rescue service · 2017-08-23 · programme office meeting 15/8/17 approved 1...

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ServiceTransformationCommittee/Report/ of 18 Version 1.0: 15/08/2017 ClosingProjects

Report No: C/STC/11-17

Agenda Item: 9

Report to: SERVICE TRANSFORMATION COMMITTEE

Meeting Date: 29 AUGUST 2017

Report Title: CLOSING PROJECTS

Report Classification:

FOR DECISION

Prepared by: AM Bruce Farquharson

Sponsored by: Mark McAteer – Director SPPC

Presented by: AM Bruce Farquharson

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 Meeting 15/8/17 Approved

1 Purpose

1.1

The purpose of this report is to provide the Service Transformation Committee (STC)

with an overview of progress towards programme and project delivery during the

period 16 March to 16 June 2017 highlighting any areas which may require attention.

2 Background

2.1

The Programme Office continues to monitor and control key projects involved in the

transformation of the Scottish Fire and Rescue Service (SFRS), and present the

closing reports that have been submitted by the project managers to the STC for

consideration.

SCOTTISH FIRE AND RESCUE SERVICE

Service Transformation Committee



3 Main Report and Discussion

3.1

3.2

3.3

3.4

3.5

3.6

3.7

3.8

The closing reports that have been received are attached in Appendix A with a brief

summary of their performance.

SA2.1.3 Standard Operating Procedures

Attached cover paper for proposed closure due to outstanding outputs are being

progressed within SFRS routine business and proposal that this work be subsumed

with the Response and Resilience Functional Plan.

62% complete with SFRS SOPs published, another 32% of documents are in

development. Therefore 94% of SOPS identified are complete or underway.

The Programme Office has discussed this report with the Project Manager to

ascertain what, if any, risk is associated with this move to business as usual. It is

understood that there will be no resulting impact.

SA2.1.8 New Watch Duty System

The original start date for this was the 1st April 2017, however due to legacy

arrangements for annual leave within the 4 watch duty system a decision was taken

to move back 2 weeks to 15th April.

SA2.2.1.5 Office Accommodation

North: The project was delivered on time and milestones were achieved.

The project was not delivered to cost as additional unforeseen works were identified

during the progress of the project

East: Although the facility was available for occupation on time, there was a few

weeks delay due to snagging issues.

The final cost was approximately 14% over budget.

The additional costs were attributed to the provision of a commercial kitchen instead

of a domestic one, new furniture for the open plan office accommodation, new tiling

to the first floor shower and toilet areas, alterations to the main reception area and

AV equipment for meetings.

SA2.1.5 Operational Intelligence Phase 1

The project was delayed due to a number of reasons which included issues within



initial project plan, the global malware cyber attack which prompted a more in depth

security test.

4 Key Strategic Implications

4.1 4.1.1

Financial Not Applicable

4.2 4.2.1

Legal Not Applicable

4.3 4.3.1

Performance Not Applicable

4.4 4.4.1

Environmental & Sustainability Not Applicable

4.5 4.5.1

Workforce Not Applicable

4.6 4.6.1

Health & Safety Not Applicable

4.7 4.7.1

Timing Not Applicable

4.8 4.8.1

Equalities Not Applicable

4.9 4.9.1

Risk Paper 7

4.10 4.10.1

Communications & Engagement Not Applicable

4.11 4.11.1

Training Not Applicable

5 Recommendation

5.1

The STC is asked to consider the projects that is applying for closure with a focus on

the following areas:

The STC are content that the projects have sufficiently delivered to allow them to

close.

The project benefits have been effectively measured.

6 Core Brief

6.1

Not Applicable



7 Appendices/Further Reading

7.1

Appendix A – Closing reports

SCOTTISH FIRE AND RESCUE SERVICE

Programme Office Bard



APPENDIX A

EXECUTIVE COVER SHEET

Report No:

Agenda Item:

Report to: Programme Office Board

Meeting Date: TBC

Report Title: SA2.1.3 Standardisation of Operational Policy, Procedures, Guidance and Information.

Report Classification:

FOR DECISION

Prepared by: AM David Young, Operational Response

Sponsored by: DACO John Dickie, Head of Response and Resilience

Presented by: ACO Lewis Ramsay, Director of Response and Resilience

Links to Strategy

This report supports the SFRS Strategic Plan 2016 – 2019 priority of Modernising Response

and in particular the objective that we will ensure that the way we respond to emergencies

when they occur is tailored to meet the specific needs of communities

Governance Route for Report Meeting Date Comment

None

1 Purpose

1.1 The purpose of this report is to update the Programme Board on the Standardisation

of Operational Policy, Procedures, Guidance and Information (SA2.1.3).

2 Summary Main Report Ref:

2.1 The development of standardised Operational Policies, Procedures,

Guidance and Information has been ongoing since April 2011. This

continuing process, which required actual implementation to commence

from April 2013 when the SFRS first came in to being. The implementation

of these documents has allowed for a consistent and standardised

approach to operational incidents throughout the SFRS and has helped



enhance Firefighter Safety and improve Service Delivery outcomes.

The development, implementation and review of these documents has

become routine business within the Response and Resilience Directorate

with a programme of work scheduled within existing managerial capacity. It

is considered unnecessary that this task remain within the Service

Transformation Programme and as such, it can subsumed with the

Directorate Functional Plan.

3 Recommendation Main Report Ref:

3.1 The Programme Board are asked to agree that these outstanding outputs

are being progressed within SFRS routine business and that this work be

subsumed with the Response and Resilience Functional Plan.

4 Key Strategic Implications Main Report Ref:

4.1

4.1.1

Financial

There are no Financial implications directly associated with this report.

4.2

4.2.1

Legal

There are no Legal implications directly associated with this report.

4.3

4.3.1

Performance

There are no Performance implications directly associated with this report.

4.4

4.4.1

Environmental & Sustainability

There are no Environmental and Sustainability implications directly associated with this report.

4.5

4.5.1

Workforce

There are no Workforce implications directly associated with this report.

4.6

4.6.1

Health & Safety

There are no Health and Safety implications directly associated with this report.

4.7

4.7.1

Engagement

There are no engagement implications directly associated with this report.



4.8

4.8.1

Timing

There are no Timing implications directly associated with this report.

4.9

4.9.1

Equalities

There are no Equality implications directly associated with this report.

4.10

4.10.1.

Risk

There are no Risk implications directly associated with this report.

5 Core Brief

5.1 Not applicable.

6 Appendices

6.1 Not applicable.



Service Transformation Programme

Closing Project Report

Project: SA2.1.3 Standardisation of Operational Policy, Procedures, Guidance

and Information.

Project Start Date: April 2011

Project End Date: December 2017

Project Manager Jim Quinn (John McShane)

Project Manager contact number

07739544040

Date Xx xxxx 2017 –TBC?

Please detail to what extent has the project delivered to Time, Cost and Quality

Deliver to time

The project commenced April 2011 and has delivered a large number of standardised documents for Operational use. The project was originally due to be completed December 2017. The project is seeking to be closed off from the programme and moved into the R&R annual Functional Plan within Business as Usual.

Deliver to cost

This project has not had any financial investment to date.

Deliver to quality

The production of standard documents has brought consistency of operational policy throughout Scotland leading to enhanced firefighter safety. These policies and procedures are monitored through the Operational Assurance process, which highlights issues within Training, Equipment and Procedures.

Please detail the project benefits and the performance measure that will be utilised to confirm to what extent they have been delivered.

Benefit

Cashable N/A

Non cashable N/A

Please detail any realised disbenefits or unintended negative consequences.

Disbenefit

Cashable NOTE: Please differentiate if savings will be a 1 off saving or year on year recurring saving

N/A



Non cashable N/A

Interdependencies with other projects

Project Interdependency Impact

N/A

Lessons identified

Lesson

Level of managerial capacity required to deliver a full suite of documents. Improved consultation is required to ensure that the procedures don’t impact negatively on existing systems and structure. Pacing and timing of publication should be effectively managed to ensure changes can be implemented. Improved monitoring is required to ensure that the Procedures are embedded within the culture and working practice.

Outstanding Project Risks (please highlight the position with any outstanding risks associated with your project

Concern Mitigation Probability Impact Rating

Failure to deliver this project will result in our staff not having effective guidance for operational Safe Systems of Work based upon Generic Risk Assessments.

Project to be developed as part of the R&R annual functional plan and Business as Usual.

1 4 4 = low risk

Future projects (please highlight any potential future projects which need to be considered by the Service Transformation Programme Manager)

Title Intended product/benefit

NA

Performance Measure (please confirm the performance indicators and method of data gathering to be used to measure the success of the project)

Performance indictor Method

N/A



Project Closing Project Report

Project: A2.1.8 New Watch Duty System

Project Start Date: May 2015

Project End Date: 15th April 2017

Project Manager Jim McNeil Area Manager


07890265377

Date 15th June 2017


Deliver to time

The CDS was delivered on the 15th April 2017 at 08:00 across SFRS including the 3 Operation Control Rooms. The original start date was the 1st April 2017, however due to legacy arrangements for annual leave within the 4 watch duty system a decision was taken to move back 2 weeks.

Deliver to cost

The CDS aligns SFRS within its target operating model of 3065 for whole-time station- 6 posts for Livingston Day Duty station and the most recent structure for Operations Control of 175 posts. This was the Budget figure that the Project Team were given to work to.

Deliver to quality

There has been a number of issues relating to staff details from both SFRS internal systems and during the data cleanse of information that was held locally within the SDAs. These issues have been worked through during the first months of the duty system with all data now being continually reviewed and updated by Central Staffing (CS). CS has been working closely with the local areas to confirm each position and post number, along with a systematic review of the skills that is required to ensure appliance or staffing levels are maintained.


Benefit

Cashable The CDS will minimise the costs linked to staffing in respect of overtime for crewing shortfalls across all whole time stations. The main benefit of the annualised hour duty system is that staffing numbers are lower than any other duty system option that was reviewed by the Project Team. SFRS will have the ability to further reduce staffing levels without directly impacting on service delivery. The full efficiency of the duty system will be realised once T and Cs have been agreed for uniformed staff. SFRS will operate with a TOM of 3065 for whole-time stations. A review of line and water rescue stations to operate with 5 and 4 crewing levels results in 50 posts being removed from the original TOM. This will be a year 1 saving. The CDS has the flexibility to be further reviewed in respect of further crewing reduction, or changes due to staff working 1806 hours



across a typical year. The CDS started mid-way through the calendar year, as such the full benefits of the duty system will not be realised until after the 1st Jan 2018. In 2018 all interim arrangements that have been applied during the transitional year will have been concluded. CS will take on the direct management of all staffing matters including all time off requests that staff make.

Non cashable The CDS will ensure, where possible all appliance will be maintained at set minimum crewing levels. Staff will have access to suitable time off using a number of options – all of which is based on minimum crewing levels.


Disbenefit


N/A

Non cashable



NA

Lessons identified

Lesson

The CDS project worked to a detailed implementation plan which linked together a number of key business partners. This worked extremely well as part of the project management arrangements.

The information that the Project Team and CS was presented with was not fully accurate. Even small discrepancies resulted in each and every line of data being confirmed a number of times against different sources. I- Trent and Kronos now has the most up to date and accurate information due to the very detailed information cleansing processes over the last months.


Concern Mitigation Probability Impact

NA



NA





The 5 WDS will realise its full potential in the 2018-2019 year. This will be the first opportunity to review the duty system away from all the interim arrangements that is in place for 2017. CS have developed a reporting suite of performance indicators that will be used to ensure and inform the most efficient operation of the duty system:

During 2018 a full systemic review of the duty system performance will be undertaken. This review will assess the efficiency of the operation of the duty system in line with CS having the sole responsibility for all staff time off requests. Monthly review – problem solving meetings- Quarterly review meetings where SFRS and key stakeholders meet to evaluate the performance of the CDS.

These monthly “SMART” performance indicators will evaluate the following:

1. Appliance availability 2. Sickness Levels 3. Cost of Overtime 4. Number and cost of Detached

Duties 5. Number of hours available within

the duty system

These targets are still to be agreed and set by the Director of Response and Resilience/ Service Delivery on behalf of the SLT. At the time of submitting this document Kronos is still being configured with the system/information that is required to report across the 5 performance indicators. A further update will be provided once Kronos is in full operation. These 5 PI will be used to reflect a RAG reporting suite of information for the SLT.



Service Transformation Programme Closing Project Report

Project: SA 2.2.1.5 Office Accommodation

Project Start Date: April 2016

Project End Date: N: September 2017 E: 19 May 2016

Project Manager Stephen Davies (N) / Colin Thomson(E)

Project Manager contact number 01224 728608 / 0131 344 5019

Date 27/1/17


Deliver to time

North: The project was delivered on time and milestones were achieved. The works to Dyce Fire Station necessitated an issue report for the relocation of the reception area for additional time. This was approved and completed within the new milestone. East: Although the facility was fit for occupation 2 weeks prior to the actual handover date the project was formally handed over 7 weeks late due to snagging and rectification of defects. This delay was due to a number of factors including increased scope to include additional works including reception/elevation alterations and reconfiguration of fleet offices. There was also a delay due to fitting out with furniture which had been omitted from the tender package at the commit to construct stage.

Deliver to cost

North: The project was not delivered to cost. Additional unforeseen works were identified during the progress of the project. (The variance was approved via a change request and was due to moving the reception area to the front of the building from the original plan including costs for reception furniture, access ramp and front car park alterations.

Original order gross order value £996,674.67

Final construction and fit out gross cost £1,234,780.80 East: The final account was approximately 14% over budget amounting to the sum of £350,000.

Deliver to quality

North: The project was delivered to quality and to the Service’s corporate finishes. East: The overall quality of the facility is very good and the objectives that were set out have been met. Staff are positive regarding the office accommodation with the only issue so far being the heating /cooling of the building. This will be overcome when a Facilities Manager is in place and the system is worked on to optimise it to meet the staff requirements. All other facilities are operating as expected and no concerns have been raised. The requirements in the Business Case have generally been met and include the following Business Requirements;



Be affordable in accordance with the funding arrangements of the SFRS

Be lean but sufficient to fully support delivery of services

Be safe secure and fit for purpose

Be accessible

Be fully utilised

Be developed in a sustainable manner

Operate efficiently

Be adaptable to meet changing needs

Positively reflect our corporate image


Benefit

Cashable North: Savings as per the benefit plan. East: The project has met the requirements in that it has provided accommodation for staff at Lauriston, Maddiston and Thornton allowing them to be decanted and the sites freed up for disposal. The approximate increase in cost to include the East SDA HQ at Newbridge for Rates, Utilities and Facilities Management is around £80k per annum. For the same provision the projected savings per annum by disposing of the sites at Lauriston Place, Maddiston and Thornton are as follows;

Lauriston Place £350,000

Thornton £320,000

Maddiston £230,000 SFRS have disposed of Lauriston as of January 2017 with the remaining saving on running costs for Thornton and Maddiston sites taking effect on the disposal of these properties which may for operational reasons not be implemented until later than proposed under Strategic Intent. There will be other costs that have not been captured such as excess fares and travelling costs along with savings in travelling time and costs when visiting to and from other Regional and Headquarters facilities due to the location being outside the city boundaries.

Non cashable North: Enhanced utilisation of SFRS assets which will reduce duplication and pressures on resources. East: The provision of such a facility within the existing estate has proved a valuable asset to the service and has made excellent use of underused existing facilities at Newbridge.


Disbenefit


North: There are disbenefits in terms of revenue costs but these are captured in the property disposal project. East: N/A, part of Strategic Intent Programme

Non cashable East: N/A, part of Strategic Intent Programme



North: Segregate NAD Fire Station & Develop Training Facilities

Relocate staff and equipment

Equipment could affect milestone date



Vacate North Anderson Drive Site

Relocate staff and equipment

Capital receipt

East: Dispose of Lauriston Place

Decant dates Dates for decant met, no detrimental impact on SI

Dispose of Maddiston Decant dates Dates for decant met, no detrimental impact on SI

Dispose of Thornton Decant dates Dates for decant met, no detrimental impact on SI

Lessons identified

Lesson

North: Set tolerances for project time and cost

Set plan stages for greater control

East: A more comprehensive briefing process is required to ensure all requirements are captured at an early stage as changes to projects at a late stage cause delays and increased costs

Adequate time must be allowed before Delivery Agreements are signed off to ensure all aspects of the design are captured and included in the design.



North: None

East: N/A



North: None

East: None


Performance indicator Method

North: Revenue cost Comparison between NAD HQ and this project. It will take 12 months to measure the performance.

Reduced carbon footprint Comparison between NAD HQ and this project. It will take 12 months to measure the performance.

East: KPI’s have not yet been developed for Construction projects at this point.

Not an indicator if we can’t measure it

Cashable savings are measured holistically as part of Strategic Intent.

Captured in the benefits plan

Non Cashable – Reduced portfolio of properties

Captured in the benefits plan

Hand Over Products (in consultation with the management team)

Activity Method

North: Follow on action recommendations

Snagging will be managed by the North Property and ICT Teams

Operational Maintenance is in place Property Asset Manager incorporates into existing



for new equipment contracts

Early life support requirements of new products

Will be managed by North Property and ICT Teams

Project Closing Project Report

Project: SA2.1.5 Operational Intelligence Phase 1

Project Start Date: 1 May 2016

Project End Date: 31 Dec 2016

Project Manager Roddie Keith


07462790020

Date August 2017


Deliver to time

The project did not deliver to time. This was due to a number of issues which were identified after the initial project plan had been drafted. These issues included a decision taken by the SFRS ICT function to move the service to the Windows 10 operating platform. This created a compelling reason to update the application software to be compatible with Windows 10 rather than Windows 7 as had originally been specified, extending the build period. Also, the ‘Wannacry’ malware cyber-attack which caused a global crisis in May 2017 prompted a more in-depth security test to be undertaken by an external testing company which took around a month to complete. The other key issue that resulted in a delay to delivery of Phase 1 of the project was the approach to user acceptance testing (UAT) of the product. There was an under-estimation by the development company as to their capacity to undertake effective UAT and, due to the critical importance of this application working effectively and the impact this has on firefighter safety, the UAT period was extended as required to ensure the quality and resilience needed for our operational crews.

Deliver to cost

There was no cost impact on the project

Deliver to quality

The project delivered to quality although further potential enhancements to the application have been identified that may be pursued in the future.




Benefit

Cashable Cost reduction: Year on year saving from terminating existing OI contracts of approximately £300,000 p.a. will be realised following full national rollout.

Non cashable This regional roll out will be the first stage in providing improved resilience and a consistent standard in the capture and delivery of OI throughout the SFRS.

A common and central platform will allow for more efficient working and improved firefighter safety with OI data for Scotland being available on every rescue pump in the SFRS fleet.

A ‘future proofed’ Operational Intelligence system that uses the most up to date digital platform available on an operating system (Windows 10) that will be the accepted standard for many years to come.

Improved availability and standard of OI, enhancing safety at incidents.

Capability for crews to capture risk information when mobile and on the incident ground where appropriate.

Capability for crews to utilise a mobile device to share OI data around the incident ground.

Capability to access building plans and annotate these digitally at Entry Control Points.


Disbenefit


None

Non cashable There will be a transition period during national rollout when the old and new system will have to work in parallel with additional training and management implications.



ICT Windows 10 rollout

Provides enhanced capabilities on SFRS desktop PCs

Users will be able to access the OI application direct from a desktop PC which was not originally a requirement of the project

Lessons identified

Lesson

Effective User Acceptance Testing takes time to achieve successfully and is not simply dependent on having additional resources available.

IT contracts should be negotiated on a Fixed-Price rather than on a Time and



Materials basis.



Capacity of application to cope with very large amounts of data once in use

Stress testing has been undertaken to artificially load the system with very large numbers of files.

Low High

Amount of work and time required to transfer data from old systems to new.

An agreed approach has been taken to data transfer and agreed by the OI Board.

Low Medium

That errors may occur in transferring data from old systems to new

An agreed approach has been taken to data transfer and agreed by the OI Board

Low High



Phase 2 – Pilot rollout Also initial stage of national rollout. Will prove the concept in operational use.

Phase 3 – National Rollout Is underway (see above) and will ensure a uniform approach to OI across Scotland and ensure all OI is available to all operational crews regardless of their location.



Reliability of the new application from operational point of view

Survey/feedback from operational staff in pilot area

Reliability of the new application from ICT point of view

Survey/feedback from ICT staff involved in rollout and maintenance of application

Feedback from crews involved in the regional rollout in terms of ease of accessibility and number of times the application used for data capture or data retrieval

Survey/feedback and performance reporting in pilot area.

scottish fire and rescue service · 2017-08-23 · programme office meeting 15/8/17 approved 1...

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