scottish fire and rescue service · 2018-08-08 · 5.8 5.8.1 equalities the equality impact...

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TMPCommittee/Report/ of 25 Version 1.0: 01/08/2018 ProgrammeDelivery

Report No: C/TMPC10-18

Agenda Item: 8

Report To: TRANSFORMATION AND MAJOR PROJECTS COMMITTEE

Meeting Date: 9 AUGUST 2018

Report Title: PROGRAMME DELIVERY

Report Classification: For Noting

Board/Committee Meetings Only

Reason N/A

1 Purpose 1.1 The purpose of this report is to provide the Transformation and Major Projects Committee

(TMPC) with an overview of progress towards programme and project delivery during the period 16 February – 16 June 2018 highlighting any areas which may require attention.

2 Background 2.1 The Programme Office will update the TMPC with key updates and issue relating to

ongoing projects within the programme.

3 Main Report and Discussion 3.1 3.2 3.2.1 3.2.2

The holistic representation of project progress can be found in the revised programme dashboard in appendix A. PROJECTS SHOWING AMBER OR RED for Time & Resources MP0002 Training Facilities-Newbridge – showing amber for time, costs and resources due to Building Warrant application. Originally scheduled for submission at the end of May 2018, this has been delayed whilst Dräger provides design information. Revised timescale is awaited.

a) Milestones scheduled but not met this reporting period:

Building Warrant to be submitted for Stages 4 and 5 now estimated June18.

Temporary accommodation was due to be handed over June18 now July18 (delayed due to Building Warrant approval)

b) Issues/interdependencies:

Compensation Event (CE) to be provided for Training at Height building as this has not been included in CE No 2 as indicated.

MP0004 Business Process Review – showing amber for time. Delay in finalising appointment of temporary resource to cover HR analysis. This may pose a risk to the project timescale.

a) Milestones scheduled but not met this reporting period: None

SCOTTISH FIRE AND RESCUE SERVICE

Transformation and Major Projects Committee



3.2.3 3.2.4 3.3 3.3.1 3.3.2 3.3.3 3.4 3.4.1 3.4.2

b) Issues/interdependencies: No issues identified.

c) Risks - Red: 15 - There is a risk of the appropriate level of internal resource being unavailable across all relevant business areas.

Mitigation: Resource for Project Management and TED work currently available. HR have now confirmed additional resource available to the project.

ST0002 Rapid Response Units RDS/V Ph1 – showing amber for time. The development and amendment of Control Operating Procedures milestone was not met during this reporting period. Work remains ongoing and is now scheduled to be complete by August 2018. However, on track to commence roll out of Rapid Response Units (RRU’s) from September 2018.

a) Milestones not delivered: Development and amendment of Control Operating Procedures, due June 18 now scheduled for August 18.

b) Risks – See risk register ST0003 Rural full Time Posts – showing red for time. Full time Project Manager (PM) now in post and reviewed and moved milestones after discussion and engagement with stakeholders. Updated dossier attached. UPDATE ON OTHER KEY PROJECTS SA2.1.5 Operational Intelligence System Ph3 - as per project dossier Rev 5, milestones on track.

a) Risk 12: Risks of legacy systems, particularly VMDS in the West Service Delivery Area (SDA), failing prior to introduction and roll out of the new OI system.

Mitigation: Engagement with ICT and SDAs on issues and development of contingency arrangements.

SA4.1.3 Terms & Conditions Harmonisation - as per project dossier Rev 3, milestones on track. MP0003 Soft FM – on track. Soft FM management team appointed. DOSSIER UPDATES/CHANGE REQUESTS MP0001 CCF Futures – dossier for approval. Milestone dates added/ updated. ST0003 Rural Full Time Posts – Change Request and Dossier update for approval. Since the appointment of a dedicated project manager the project has been further developed resulting in required changes to several sections of the dossier.



4 Recommendation 4.1 The TMPC is asked to consider the progress of the programme with a focus on the

projects highlighting red or amber for time.

5 Key Strategic Implications 5.1 5.1.1

Financial MP0002 Training Facilities- Newbridge. Due to the omission of the Training at Height Building from Compensation Event 01, a cost will be required to carry out this work. There will be no additional monies required as this is contained within the costing model.

5.2 5.2.1

Legal Each project, within the Programme, should be considered individually for its legal impact on the organisation.

5.3 5.3.1

Performance Project Managers are requested to submit quarterly Project Highlight Report; in order to capture the performance of the project in addition to continual monitoring by the Programme Office Team.

5.4 5.4.1

Environmental & Sustainability Each project, within the Programme, should be considered individually for its environmental and sustainability impact and alignment to the environmental impacts of the SFRS Strategic Plan, Environmental Strategy etc.

5.5 5.5.1

Workforce The impact with regards to the overall workforce requirements for the Rural Full Time Posts projects will be advised at a later date.

5.6 5.6.1

Health & Safety The development of Standard Operating Procedures timelines associated within Rapid Response Units project will be developed as the programme matures.

5.7 5.7.1 5.7.2

Timing MP0002 Training Facilities - Building Warrant Originally scheduled for submission at the end of May 2018, this has been delayed whilst Dräger provides design information. Revised timescale is awaited. ST0003 Rural Full Time Posts - Revised milestones are now outlined in the project dossier revision 0.2.

5.8 5.8.1

Equalities The Equality Impact Assessment is being developed for Rapid Response Units for both urban and rural communities.

5.9 5.9.1

Information Governance Each project, within the Programme, should be considered individually for its Information Governance.

5.10 5.10.1

Risk All project risk is owned by the responsible directorate. A verbal update on the Programme Office risk tracker is provided under Agenda item.



5.11 5.11.1

Communications & Engagement The majority of the projects being supported by the Programme Office will be reflected and considered within this strategy. Regular updates will be presented at the Programme Office Board. As previous report.

5.12 5.12.1

Training A dedicated project is being developed for the Rural Full Time Posts and Rapid Response Unit projects and will be monitored through highlight reports.

6 Core Brief 6.1 Not Applicable

7 Appendices/Further Reading

7.1 Appendix A - Programme Dashboard

Prepared by: Joan Nilsen (Programme Officer)

Sponsored by: DACO Ross Haggart

Presented by: AM Ian McMeekin

Links to Strategy We will continue to ensure that our decision making processes are transparent and evidence led.

We will continue to explore how we maximise efficiency and productivity within our organisation

and partnerships.

Governance Route for Report Meeting Date Comment

Programme Office Board 25/7/18 -

Transformation & Major Projects Committee 9/8/18 For Noting



APPENDIX A



PROJECT DOSSIER

Programme Number: MP0001

Agenda Item: 8.2

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

Project Start Date: JANUARY 2014

Project Finish Date: JANUARY 2020

Project Manager: AM JOHN JOYCE

Executive Lead: ACO LEWIS RAMSAY

Version: 1.1

Reason for Revision: UPDATED TIMELINE

1 Business Need 1.1

1.2

The creation of the SFRS brought an opportunity to review all areas of service delivery with the goal of realising the expected benefits of reform and ensuring a first class Fire and Rescue Service for Scotland.

In respect to Operations Control (OC) the SFRS inherited a legacy of eight OC’s. These presented a range of limitations which included:

A lack of interoperability between the OC’s.

Limitations in being able to identify and mobilise operational resources consistently across the SFRS area of operations.

Ageing operating systems with an increasing lack of resilience.

Reducing activity levels creating an imbalance in call handling capacity between OC’s.

The Command and Control Futures (CCF) programme is delivering a modern, resilient

and scalable command and control communications system and supporting

infrastructure that meets the priorities of the organisation in terms of improving

Firefighter and community safety. The initial stage of the Programme has been

completed with the integration of eight OC’s into three OC’s. The focus of the

Programme will now be on the delivery of the CCMS Project outcomes.

2 Specific Project Objectives 2.1

2.2

The CCMS Project forms part of the Command and Control Futures Programme (CCF) that is delivering to the SFRS a modern, resilient and scalable command and control communications system and supporting infrastructure that meets the priorities of the organisation in terms of improving firefighter and community safety; and improving the equity of access to resources for all the communities of Scotland.

The initial phase of the Programme has delivered on the stated outcomes of the


Programme Office Board



2.3

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

The procurement, delivery and installation of a single, resilient command and control technical platform.

Full interoperability between the SFRS OC’s through the introduction of the latest technology in the field.

Future proofing of the procured solution through technical refresh options built into the contract thus extending the life of the systems.

3 Scope 3.1

3.2

The scope of the Project will include the procurement, detailed implementation plan,

functional design specification, factory testing, user acceptance testing, staff training programme, installation of system, final on-site acceptance testing and then go live of a national integrated Command and Control Mobilising System.

The scope of the Project is to provide a CCMS across the SFRS area of operations that:

Deals with the receipt and answering of emergency calls.

Dispatches resources as part of any emergency response to calls received.

Facilitates incident management.

Facilitates the support of mobilised resources enroute to or at the scene of operational incidents.

4 Exclusions 4.1 A number of functions and systems, while acknowledged to be key dependencies

and mission critical elements within an OC, fall out with the scope of this Project. These include:

Provision of any supporting broadband or interconnecting systems, which

falls within the ICT strategy as a Senior Supplier to the CCMS

Provision of a Mobile Data Solution

Provision of a Retained Availability Management System

5 Requirements 5.1 5.2 5.3

Support from a range of SFRS partners is required in the delivery of the CCMS Project deliverables e.g. IT, Procurement, Finance, Assets, OC staff etc.

The CCMS Project requires significant Capital expenditure. The full level of this will be determined at the award of contract.

The CCMS Project’s fundamental requirements are for the procurement, planned delivery and installation of a resilient Command and Control system for the SFRS. Specific requirements would include but not be limited to:

A proven Command and Control Mobilising Solution, together with software and integrated communications, operating across each FRS for the purposes of development, testing, training and operational working

Functionality for taking and handling emergency calls, mobilising, resource management, incident management and communications



Functionality that allows storage, maintenance and updating of: risk, premises, risk critical information, site specific information, resource, response, mapping, gazetteer and general information for all geographical areas

Options for all essential infrastructure, hardware and equipment for SFRS

All essential infrastructure, hardware and equipment for NIFRS

All essential software and licenses

Functionality fully integrated with the hardware/software solution proposed

Full data migration and validation services from existing systems

Training needs analysis, train the trainer training and training materials

Provision of training to personnel detailed within Annex D ‘Implementations’

Provision of maintenance in accordance with Service Levels defined by FRS

Supply and stock holding, of spare equipment to be held both locally and remotely as required by the FRS

Comprehensive end to end testing

Provision of (full Prince2 compliance or equivalent) project management interfacing with FRS Programme Management

Provision of a session capture software tool

Provision of a robust fault monitoring, fault reporting and fault management system in line with FRS requirements

Planning and application of transitional operations including the archiving of historical incident data;

Compliance with Airwave and PSNI TETRA security/CoCo requirements

Compliance with existing Airwave and PSNI TETRA radio, mobile data and communications systems

Compliance with FRS solution performance requirements

Compliance with FRS Change Control procedures (ISO 9001/ITIL v3)

Compliance with Direct Electronic Information Transfer (DEIT)

The introduction of the Emergency Services Network (ESN)

Dependent upon options exercised by each FRS, potentially all essential solution/ datacentre hardware, servers, cabinets, PCs, monitors, adjustable monitor arms, keyboards, mouse, network cabling and management, switches, firewalls and power leads, cable routing

A data back-up system with data storage, reporting and retrieval systems

Printing facilities across a variety of locations as required

An incorporated Geographical Information System (GIS)

Remote access functionality providing access to a view of the solution including Real Time Incident Mapping

Interfaces to Automatic Vehicle Location Systems (AVLS) to provide positional information to enable resource management and dynamic mobilising

An incorporated Management Information System (MIS)

A GD92 compliant solution with GD92 protocols for officer, appliance

and fire station mobilising communications

Fallback/failover solutions to a standard to be agreed with the FRS to ensure resilience in the event of solution /network failures

A voice recording system to allow on demand playback of radio and telephony calls

A voice recording system for bulk storage of radio and telephony call recordings Headsets, footswitches, amplification and associated equipment, or equivalent

solution, to allow CROs to make and receive radio and telephony calls where required.



6 Outputs 6.1

6.2

6.3

6.4

A single CCMS platform with all system operations protocols and staff training required to ensure utilisation of its full functionality.

Installation of the CCMS within the three OC’s. Disaster recovery processes to ensure business continuity and resilience. Centralised data capture and storage.

7 Milestones

7.1

The CCMS milestones have been set out below covering the periods from February 2017 to April 2018 (which covers the procurement process and award of CCMS contract) and from May 2018 to January 2020:

Milestone from February 2017 to April 2018 (set for dead file)

Task Date

Issue ITT to shortlisted suppliers 14 February 2017

Tender Clarification period 14 February 2017 – 14 March 2017

Tender Response Deadline 28 March 2017

Procurement check on tender responses received

28 March 2017 – 7 April 2017

Legal review of Tenderer Assumptions 4 April 2017 – 12 April 2017

Tender Evaluation Period 3 April 2017 – 18 August 2017

Recant Dundee Temporary Control Room Phased approach w/c 28/06/17

Agree tender clarifications 18 August – 15 September 2017

Demonstrations / Presentations 16 October – 27 October 2017

Individual Moderation Process and Final Reports prepared

18 September – 6 October 2017

Procurement Peer Review 9 October – 20 October 2017

Legal Review of Report and Debrief letters 11 December 2017

Accurate Capital Affordability of Project 11 December 2017

Present Tender outcome to Project Board 13 December 2017

Director Sign Off 19 December 2017

10 Day Standstill Commences 21 December 2017

Standstill ends 8 January 2018 (extended following bidder clarifications, total 30 day period possible ends 19 January 2018)

Award Contract 9 January 2018 (date extended to match standstill period per above)

Contract Signing 13 April 2018

Upgrade 1st Control to new CCMS Installation from 16 May to 18

November 2019. Implementation

order subject to final confirmation Upgrade 2nd Control to new CCMS

Upgrade 3rd Control to new CCMS



Close Project Final Systel actions 7 January 2020 with maintenance arrangements then implemented

Milestones from May 2018

Task Date

Contract Initiation – Systel Introduction 30 January 2018

Functional Analysis Workshops: 13 February – 21 June 2018

CCMS Overview and Contract Discussion 13 February – 15 February 2018

SFRS OC and Data Centre Familiarisation - Systel

20 February – 22 February 2018

CCMS Functional Analysis – Phase 1 27 March – 29 March 2018

Radio and Telephony Workshop 3 April – 4 April 2018

Cross SDA Working Workshop 5 April 2018

Resourcing and Rostering Workshop 1 18 April 2018

Resourcing and Rostering Workshop 2 TBC

CCMS Functional Analysis – Phase 2 24 April – 26 April 2018

CCMS Functional Analysis – Phase 3 15 May – 16 May 2018

Technical Design Workshops 17 April – 24 May 2018

System Maintenance 17 April 2018

Multitone CPP’s and MDT Interfaces 19 April 2018

System Reporting Tools 25 April 2018

Software and Hardware Requirements 23 May 2018

System Security Requirements 25 May 2018

Training Needs Analysis: 15 May – 6 July 2018

Training Needs Analysis Workshop 15 May – 16 May 2018

Training Plan Updates 16 May – 29 May 2018

Training Plan Review Workshop 29 May – 30 May 2018

Preparation of Agreed Training Materials 30 May – 6 July 2018

Data Migration Planning: 25 April – 5 June 2018

Data Migration Workshop 26 April 2018

Systel Prepare Data Migration Plan 27 April – 17 May 2018

Review of Data Migration Plan 17 May 2018

Gazetteer and GIS Workshop 22 May 2018

Data Migration Plan Finalised 22 May - 29 May 2018

Workshop to Review Data Migration Plan 4 June – 5 June 2018

System Specification: 27 May – 7 August 2018

Systel Write Functional Design Specification 27 April – 27 June 2018

Systel Write Technical Design Specification 27 April – 27 June 2018

FDS and TDS Draft Reviewed by SFRS 1 28 June – 18 July 2018

FDS/TDS Review Workshop 18 July 2018

FDS and TDS Draft Reviewed by SFRS 2 19 July – 7 August 2018

FDS and TDS Validation 7 August 2018

Production and Development Phase: 26 April – 27 July 2018

Procurement and Production of Equipment 26 April – 27 July 2018



Software Development 28 June – 6 August 2018

Certifications and Related Developments 9 July – 13 August

Procurement and Production of Equipment 26 April – 27 July 2018

Data Migration: 5 June – 18 October 2018

Data Available From SFRS 5 June 2018

Validation of Data and Feedback 2 July – 13 July 2018

Data Entry to Platform 10 August – 12 October 2018

SFRS Data Entry Validated 18 October 2018

Factory Acceptance Tests 17 July – 7 September 2018

Key Milestone 1 7 September 2018

Installation of Data Centres 20 September – 3 October 2018

Key Milestone 2 3 October 2018

User Acceptance Tests 3 October – 13 December 2018

Control Room Cutover and Go Live: 27 March - November 2019

SDA1 Training 27 March – 15 May 2019

SDA1 Site Acceptance Tests 22 April – 15 May 2019

SDA1 Go Live 16 May 2019

Key Milestone 3 16 May 2018

SDA2 26 August 2019

Key Milestone 4 26 August 2019 SDA3 18 November 2019

Key Milestone 5 18 November 2019

Final On Site Validation: 18 November 2019 – 7 Jan. 2020

Hyper Care Period 18 November 2019 – 7 Jan. 2020

Key Milestone 6 7 January 2020

Key Milestones (Payment Dates) Anticipated Delivery Date Key Milestone 1 – 20% contract amount 7 September 2018

Key Milestone 2 – 30% contract amount 3 October 2018

Key Milestone 3 – 15% contract amount 16 May 2019

Key Milestone 4 – 15% contract amount 26 August 2019

Key Milestone 5 – 15% contract amount 18 November 2018

Key Milestone 6 – 5% contract amount 7 January 2020

8 Dependencies 8.1 The CCMS Project requires ongoing commitment and input from the Directorates of

the SFRS. This support has been ongoing since the CCF Programme’s inception, through the OC integrations and includes:

ICT resource and personnel support for Lead roles

Asset Management, Property Section resource and personnel support for



Lead roles

Airwave contract amendments

Northern Ireland Fire and Rescue Service requirements and their integration into the programme alongside the needs of the SFRS

Interface with the SFRS Operational Intelligence Project outcomes

Interface with the Incident Recording System needs

Interface with Emergency Services Network needs

Interface with Mobile Data Systems project

Interface with Retained Availability Management System project

9 Stakeholders 9.1 See table in 10.1

10 Consultation and Engagement 10.1

An ongoing Communications Strategy will be managed by the Project Manager. This will include communications with Internal and External Stakeholders and include:

Internal Stakeholders External Stakeholders

SFRS Board Scottish Government (SG)

Strategic leadership Team (SLT) Northern Ireland FRS (NIFRS)

CCF Project Board ESN

Representative Bodies Members of Public and Communities

Corporate Communications Media

Capital Monitoring Group Scottish Ambulance Service

Transformation and Major Projects Committee

Police Scotland

Other Fire and Rescue Services

11 Risks 11.1 See CCF Risk Register.

12 Acceptance Criteria 12.1 CCMS acceptance criteria will include:

1) Factory Acceptance Tests (FATs) will be carried out within the Supplier’s own

premises, using test scripts prepared by the Supplier. The SFRS will be invited to witness the testing. Any test failures will require a problem resolution and re- testing process to be implemented. On successful completion, the SFRS will sign off the FATs.

2) User Acceptance Tests (UATs) will be conducted within the SFRS test facilities,

using test scripts prepared by the Supplier and agreed with the SFRS. On successful completion, the SFRS will sign off the UATs.

3) Site Acceptance Tests (SATs) will be conducted within the SFRS OCs (end-

state). The SFRS will be responsible for preparing SAT scripts and will sign off the SATs prior to ‘Go Live’.

4) Additionally, there is requirement for the Supplier and SFRS to agree and sign

off the following:

Detailed Implementation Plan



Functional Design Specification

Data Migration Plan

Training Plan

13 Benefits 13.1 The CCMS will provide the following benefits:

A consistent approach to the mobilisation of resources, which removes all historical boundaries and achieves a high degree of interoperability and resilience. Whilst difficult to measure accurately, comparison between response times and legacy ‘cross-border’ activity will indicate efficiency. Improved call handling and call-challenging

Full implementation of supporting standardised policies, procedures, practices and data gathering/storage.

Consistent staff training and development on a single system.

A fit for purpose mobilising system for the next 10 years with the option for a contract extension of a further 5 years.

Consistent access to and mobilisation of national and strategic SFRS resources across all communities

Improved operational efficiency through use of OC staff groups ability to operate in any Regional OC on delivery of the CCMS

Reduction in ongoing system maintenance costs. Benchmarking against legacy and UK-wide ‘cost per incident’ should also show improvement

A single CCMS platform serving 3 Regional OC’s removing the requirement of standby control rooms, offering interoperability between OC’s and distribution of calls from anywhere in Scotland as necessary

14 Disbenefits 14.1 In achieving the benefits of the Project it is considered that the outcomes will be

positive for the Service. Disbenefits are therefore considered to be negligible.

15 Performance Measures 15.1 The CCMS Project will use PRINCE2 Project Management methodology and be

supported by the SFRS Project Programme Office. Executive management of the Project will be via the Project Board and wider Service scrutiny will be carried out by the Service Transformation Committee. Performance will be measured using various metrics including:

Timely delivery of Project milestones to time, cost and quality against the agreed

delivery programme.

Adherence to Governance obligations as set out by the Project Board.

16 Project Tolerances 16.1 The project has a contingency budget aligned with the capital allocation provision each

financial year. Project Level Tolerances are issued by the Project Board and managed by

the Project Manager.



17 Project Management Team Structure 17.1 The CCF Project Management Team consists of a Project Manager (Area Manager), a

Group Manager (Control), 2 Station Manager (Control) and are supported by a Project

Support Officer.

18 Project Role Descriptions 18.1 The project Team is made up of the following team roles:

Project Manager – Area Manager John Joyce

Planning, Procurement & Implementation Lead – Group Manager Ian Stewart

Planning, Procurement & Implementation – Station Manager Marie Clare Coyle

Planning, Procurement & Implementation – Station Manager Judith Raitt

Planning & Implementation – Watch Manager Martin Egan

Planning & Implementation – Watch Manager Elizabeth Cairns

Planning & Implementation – Crew Manager Susan McPartlin

Project Support Officer – Andrew McCrory

Senior Clerical Assistant – Vacancy

19 Project Team Meeting Schedule 19.1 The CCF Project Team meet every Thursday in person at WSDA HQ, Hamilton. Where it

is not possible for the whole team to be present, meetings are carried out using Lync video

conferencing. The meeting is chaired by the Project Manager or in his absence the Group

Manager will chair the meetings.

20 Equality Impact Assessment 20.1 No identified implications

21 Privacy Impact Assessment 21.1 To be completed

22 Appendices/Further Reading 22.1 N/A

Prepared by: AM John Joyce

Sponsored by: ACO Lewis Ramsay

Presented by: AM John Joyce

Links to Strategy

This project supports the Strategic Outcome to be a high quality, continuously improving public

service. It also has positive implications for the Strategic Priorities of National and Community

Resilience and Transformation.


Programme Office Board 25/7/18 Approved

Transformation and Major Projects Committee 9/8/17



PROJECT CHANGE REQUEST

Report No: ST0003

Agenda Item: 8.3

Project Name: RURAL FULL TIME POSTS

Change Category: SCOPE/SCHEDULE/COSTS

Change Number: 0.1

Request Date: 8TH JUNE 2018

Project Manager: GM ANDY GIRRITY

Executive Lead: DACO DAVID FARRIES

1 Justification

1.1 Since the original project dossier was produced a dedicated project manager has now

been appointed.

2 Description of Change

2.1 Amendments or additions have been made to the following sections within the Project

Dossier;

Specific project objectives

Outputs

Milestones

Stakeholders

Engagement

Risks

Performance measures 3 Reason for Change

3.1 Since the appointment of a dedicated project manager the project has been further

developed resulting in required changes to several sections of the dossier. Progress

has also been made in terms of the project planning and engagement so it is important

the dossier reflects this a well as capturing up to date information.

4 Impact Assessment

4.1 Impact on Scope

4.1.1 The initial number of rural full time posts (RFTP) being introduced to the Scottish Fire and

Rescue Service in the first year has increased from three to twenty.


Programme Office



4.2 Impact on Risk

4.2.1 During the planning phase an additional risk has been identified relating to failure to

rebalance the frontline and subsequent off-setting of costs for RFTP’s. The risk has been

captured in the dossier and will be transferred to the project risk register accordingly.

4.3 Impact on Time

4.3.1 Time lines for year one roll out have been extended with completion scheduled for

February 2019.

4.4 Impact on Resources

4.4.1 Impact on Human Resources to facilitate recruitment process for increased year

one numbers.

Impact for Training and Employee development to facilitate induction course for

increased year one numbers.

Impact on Asset Management to provide transport for year one RFTP holders.

4.5 Other

4.5.1 Extensive engagement is ongoing with staff and Service Delivery areas. This is

being achieved through and internal online survey for RDS/Volunteer members

and those with line management responsibilities for these staff.

Visits are scheduled to each of the three senior Service Delivery Management

teams meetings during June and July 2018.

Members of the project team are visiting Hampshire Fire and Rescue Service in

July to observe how they utilise a similar “RDS Support Manager” role.

5 Options Appraisal

5.1 Long and Short Lists of Options

5.1.1 An option appraisal is not applicable in this instance; a dedicated project manager has

recently been appointed to the project which has allowed for the project to be further

developed as outlined above

5.2 Detailed Options Appraisal

5.2.1 As above, not applicable

5.3 Preferred Option

5.3.1 As above, not applicable


6.1 As above, not applicable

Prepared by: GM Andrew Girrity

Sponsored by: DACO David Farries

Presented by: GM Andy Girrity

Links to Strategy Links to the SFRS Priority of Transformation, and in particular the strategic objectives that we will explore new ways of working to meet Scotland’s future needs and that we will continue to manage and deploy our assets to meet the different needs of our communities.




Programme Office Board 25th July 2018 Approved

Transformation and Major Projects Committee 9th August 2018



PROJECT DOSSIER

Programme Number: ST0003

Agenda Item: 8.3

Project Name: RURAL FULL TIME POSTS

Project Start Date: DECEMBER 2017

Project Finish Date: MARCH 2021

Project Manager: GM ANDREW GIRRITY

Executive Lead: DACO DAVID FARRIES

Version: 0.2

Reason for Revision: NEW EXEC. LEAD AND PROJECT MANAGER. CHANGES HAVE ALSO BEEN MADE TO CONTENT AND TIMELINE

1 Business Need

1.1

1.2

1.3

The Board of the Scottish Fire and Rescue Service (SFRS) recently endorsed a proposal

from the organisation’s Strategic Leadership Team to implement their Vision for Service

Redesign.

The Vision articulates how the SFRS could do more for the people of Scotland by

broadening the role of our firefighters, rewarding them as appropriate for taking on new

responsibilities, and rebalancing frontline resources to better match them with risks now

facing communities.

Following this decision being made by the Board, the first phase of the Service Redesign

journey is progressing. One of the elements of this first phase is the introduction of Rural

Full Time Posts (RFTP) into the SFRS. These are new concept posts that will see full

time personnel working alongside Retained Duty System (RDS) and Volunteer

colleagues, and local communities in the more rural parts of Scotland.

2 Specific Project Objectives

2.1

2.2

The sustainability challenges of the RDS model, not just within Scotland but across the

United Kingdom (UK), have been well recognised. Due to this, the SFRS has

undertaken specific research into the RDS, which has resulted in some improvements

being made. These include the provision of enhanced training facilities in some RDS

areas, and improvements to recruitment processes.

Notwithstanding these improvements, more sustainability will be built into the RDS

model through the introduction of RFTP’s. Although the full responsibilities of these new

posts will be established during this project, it is anticipated that these may include:

Maintaining availability and operational response within RDS/Volunteer areas;


Programme Office



2.3

2.4

Where appropriate implement and deliver Cadet Schemes in their areas;

Training support for RDS/Volunteer colleagues;

Risk based community safety activities within local communities;

Gathering and management of Operational Intelligence information;

Supporting recruitment of RDS/Volunteer staff where appropriate;

General administrative support within RDS/Volunteer areas.

This project will develop the RFTP concept and with the aim of delivering 50-60 posts

over a three year period into the SFRS. It is anticipated the first year will see 20 initial

posts created.

Years two and three of the project will see roll out of the remaining posts across

Scotland.

3 Scope

3.1 The following is within scope for this project:

Define the role of RFTP;

Engage with representative bodies on these new posts;

Support engagement with local authorities and other key partners in respect of

these posts;

Support engagement with personnel within the locations where these posts will

be deployed;

The designing of a bespoke training programme to support these posts;

The recruitment and selection of suitable post-holders;

The delivery of appropriate training and development for these post-holders;

ICT support for new personnel;

Upgrading of station infrastructure as necessary to support new posts;

Assess impact relating to relevant policies, procedures and practices as

appropriate as a result of these new posts;

Identification of locations across SFRS for further roll of RFTP’s;

Identify suitable transport arrangements for RFTP’s;

The further rollout of RFTP’s across the SFRS after the creation of the initial

twenty posts;

Consider a Performance Management Framework aligned to the role of RFTP’s;

Carry out evaluation of the year one roll out.

4 Exclusions

4.1 Not included within the scope of this project is the wider Service Redesign

Communications and Engagement Strategy. This project will also not include making

any amendments to the current systems for measuring RDS and Volunteer availability.



5 Requirements

5.1 Oversight and support from the Service Transformation/Programme Office team;

Support of Service Delivery and the People & Organisational Development,

Prevention & Protection, Response & Resilience and Finance and Contractual

Services Directorates in scoping out the requirements of RFTP’s;

Support of Service Delivery and Response and Resilience Directorates to identify

locations for RFTP’s;

Support of People & Organisational Development Directorate in recruiting and

selecting suitable individuals for these posts;

Resource funding to meet the salary and on-costs of these new appointments

and any other associated employment costs;

Support from Service Delivery and the People & Organisational Development,

Prevention & Protection, and Response & Resilience Directorates to develop and

deliver suitable learning and development programmes for new appointees;

Support from the Strategic Planning, Performance & Communications

Directorate in the development and mainstreaming of suitable performance

measures to demonstrate value added of new posts;

Support from Communication & Engagement personnel, specifically in relation

to RFTP’s.

6 Outputs

6.1 Report on Scope of RFTP role;

Person Specification for RFTP;

Job Description/Role Map for RFTP;

Confirmation of locations for RFTP’s

Recruitment of Suitable RFTP Employees;

Learning and Development Programme for RFTP;

Tactical Communication and Engagement Plan for RFTP;

Performance Framework measures for RFTP’s including benefits realisation.

7 Milestones

7.1 The delivery of key milestones within this project are contained within the overarching

Service Redesign timeline, and are listed in the table below.

Milestones Year One Anticipated Delivery Date

Engagement with Local Authorities and Other Key

Partners

Commenced February 2018

and is ongoing

Define Role of RFTP July 2018

Engagement with Representative bodies June - July 2018

Engagement with SFRS staff May – August 2018

Identify and confirm Stations for year one roll out August 2018



Develop suitable supporting performance measures August 2018

Design bespoke training course for RFTP holders August 2018

Identify vehicle needs, ICT Support and Station

infrastructure needs for posts

August 2018

Engagement with Station Areas identified for RFTP

year one roll out

August 2018 onwards

Recruitment and selection process September – November 2018

Make any necessary amendments to policies and

procedures

September – November 2018

Deliver Staff Training for Role January 2019

Phase one RFTP’s implemented at stations February 2019

Develop Rollout Plan for Further RFTP’s Across the

SFRS

March 2019

Carry out evaluation of year one roll out including

year one, this will include a RFTP holder

engagement forum

February - May 2019

Milestones, Year Two Anticipated Delivery Date

Deliver year two rollout of RFTP’s March 2019 – February 2020

Milestones, Year Three Anticipated Delivery Date

Deliver year three rollout of RFTP’s March 2020 – February 2021

8 Dependencies

8.1 The introduction of RFTP’s into the SFRS will see a wide range of cross-Directorate

dependencies. These include between Service Delivery, Response & Resilience,

Training & Employee Development, Health & Safety, Communications & Engagement,

Finance and Contractual Services and Service Transformation.

9 Stakeholders

9.1 The following are the key stakeholders in respect of this project:

SFRS employees;

SFRS Directorates

Employee representative bodies e.g. trade unions;

SFRS Board;

Scottish Government;

Local and national elected representatives;

Local authorities;

Local communities



10 Consultation and Engagement

10.1

10.2

10.3

10.4

The introduction of RFTP’s is a key aspect in the implementation of the SFRS Service

Redesign Vision. Public consultation will be taking place in early 2018 on this Vision,

which will include the RFTP principle.

RFTP’s will be high value positions, providing a well-paid, skilled and rewarding role to

people within our rural communities. These will be bespoke to the local area within

which the post-holder is employed and specific to that location. These posts will

therefore be subject to specific engagement and consultation with representative bodies.

In support of the Service Redesign programme, which includes the RFTP concept, in-

depth communications and engagement strategies are being developed and

implemented, covering both SFRS staff and external stakeholders.

Direct engagement with SFRS Service Delivery and Directorate staff will be achieved

through a number of methods including online survey and presentations.

11 Risks

11.1

11.2

11.3

The transformation programme within SFRS is comprehensively covered within the

organisation’s Strategic Risk Register. Service Redesign, including the introduction of

RFTP’s, will fully support this transformation programme, and will be managed within the

associated governance arrangements thereby mitigating risks associated with delivery.

In addition, both the transformation and Service Redesign programmes have their own

risk registers that will be maintained and acted upon on an on-going basis.

The following specific risk for the RFTP project have been identified within the

aforementioned Service Redesign Risk Register.

Risk Probability Impact of event Mitigation to date

Failure to recruit suitable

people into the RFTP role.

Medium (3)

Medium (3)

The scope of the

RFTP’s is being

developed in liaison

with personnel

within the areas

where it is

anticipated these

roles will initially be

deployed. An open

recruitment process

will be developed to

maximise



opportunities for all

suitable applicants.

Failure to provide funding

for posts due to inability to

rebalance the frontline.

Medium (3) Medium (3) Negotiations are

ongoing regarding

uniformed staff

terms & conditions.

12 Acceptance Criteria

12.1 The following criteria will be used to assess the successful delivery of this project:

RFTP-holders are employed into the SFRS in the selected locations on time and

within budget;

RFTP-holders receive appropriate training to enable them to undertake their full

role safely and competently;

Suitable infrastructure is in place to provide appropriate accommodation and

associated facilities, and transport for RFTP-holders.

Implementation of Performance Framework measures for RFTP’s including

benefits realisation.

13 Benefits

13.1 Improvements to firefighter safety in areas covered by RFTP-holders due to

enhancements in the gathering of operational intelligence;

Improved outcomes for communities covered by RFTP-holders as a result of

increased Community Safety activities;

Improvements in RDS availability and increased resilience within the RDS and

Volunteer model within the areas covered by RFTP-holders (at present Volunteer

availability is not measured, and the development of this capability is not within

the scope of this project);

Enhancement of training provision for RDS and Volunteer personnel within the

areas covered by RFTP-holders;

Where appropriate, improved youth engagement within areas covered by RFTP-

holders through the creation of Cadet Schemes.

14 Disbenefits

14.1 Recruitment of RFTP-holders will be off-set by a rebalancing of existing

wholetime resources;

Increased usage of RDS and Volunteer community fire stations by RFTP-holders

will result in an increase in cost of utilities at these premises;

Investment will be required in SFRS infrastructure to support RFTP-holders,

including property and fleet.



15 Performance Measures

15.1

15.2

Project-Related

The delivery of the key milestones will be the main indicators in terms of progress

towards the successful delivery of the project;

A project timeline will be developed to capture progress with tasks, actions and

activities that are required to deliver key milestones;

Progress will be monitored and reported upon in quarterly Highlight Reports,

which will be submitted to the Programme Office by the Project Manager, for

onwards scrutiny by the Programme Office Board and Transformation and Major

Projects Committee.

Service Delivery-Related

Specific performance measures will be analysed or developed to assess the success of

RFTP implementation, including:

Impact upon firefighter safety within relevant areas;

Impact upon community safety within relevant areas;

Impact upon RDS availability;

Impact upon resilience within the RDS and Volunteer model.

16 Project Tolerances 16.1 A business case is in the process of being developed. More information on project

tolerances will be contained within the project business case tolerance assurance

statement.

17 Project Management Team Structure

17.1 Executive Lead, DACO David Farries

Project Manager, GM Andrew Girrity

Programme Officer, Leanne Stewart

18 Project Role Descriptions

18.1 Executive Lead

The Executive Lead is ultimately responsible for the project. Their role is to ensure

that the project is focused throughout its life on achieving its objectives and delivering

RFTP’s to fulfil the benefits identified.

Project Manager

The Project Manager has the authority to run the project on a day-to-day basis on

behalf of the Executive Lead and within the constraints laid down by them.

Programme Officer

The Programme Officer will work alongside the Project Management and provide

project governance.



19 Project Team Meeting Schedule

19.1 Monthly @ Perth Community Fire Station;

20th June 2018

20th July 2018

22nd August 2018

20th September 2018

16th October 2018

20th November 2018

11th December 2018

20 Equality Impact Assessment

20.1 An overarching Equality Impact Assessment is being developed for the Service

Redesign programme; notwithstanding this and individual Equality Impact assessment

is on-going for RFTP project.

It is anticipated that Service Redesign in general, including the introduction of RFTP’s,

will have a positive impact on equality.

21 Privacy Impact Assessment

21.1 To be carried out in consultation with SFRS Data Protection team.


22.1 Appendix I: Rural Full Time Posts Project, Directorate Organigram

Prepared by: GM Andrew Girrity

Sponsored by: DACO David Farries

Presented by: GM Andrew Girrity

Links to Strategy

This report links to the Scottish Fire and Rescue Service (SFRS) Priority of Transformation, and

in particular the strategic objectives that we will explore new ways of working to meet Scotland’s

future needs and that we will continue to manage and deploy our assets to meet the different

needs of our communities.


Programme Office Board 25th July 2018 Approved

Transformation and Major Projects Committee 9th August 2018

scottish fire and rescue service · 2018-08-08 · 5.8 5.8.1 equalities the equality impact...

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