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Paper 8

STC/Report/ClosingReports of 15 Version: 1.0 11 September 2014

Report To: SERVICE TRANSFORMATION COMMITTEE

Report Number: C/STC/18-14

Date: 11 SEPTEMBER 2014

Report By: DCO CLARK

Subject: SERVICE TRANSFORMATION PROGRAMME CLOSING REPORTS

1 PURPOSE

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

with an overview of the projects that closed during the period 12 April 2014 to 12

July.

2 RECOMMENDATIONS

2.1 The STC is asked to consider the closing reports with a focus on the following areas:

The STC are content that these projects have sufficiently delivered to allow

them to close.

The four projects that closed delivered in line with the requirements of their

project dossier.

The projects intermediate benefits can be effectively measured.

3 KEY POINTS

3.1 Four projects came forward for closure at by the Service Transformation Programme

Board (STPB) August meeting. These projects have been relatively simple in terms of

complexity to measure their success. Evidence has been gathered against each

project to demonstrate their performance and it is pleasing to note we are confident

that all projects have successfully delivered to date. Copies of the closing reports can

be found in appendix A, with supporting evidence available on the sharepoint site at

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https://firescotland.sharepoint.com/sites/PB/Closing%20Reports/Forms/AllItems.aspx

It is therefore requested that the STC confirm if they are content that the following

projects have been closed:

SA 1.1.1 New Approach to Community Safety (Development of national

community safety policies, procedures and supporting arrangements across

Scotland).

SA1.1.2 Fire Investigation (Development of 3 national teams based in the

East, West and North, realising £64023 of savings in staff costs

SA1.1.3 Business Regulation and Fire Engineering (Development national fire

safety enforcement policies, procedures and development of supporting

arrangements across Scotland).

SA4.4.3 Email Archiving (Provides the foundation to deliver a single SFRS by

providing an email archive functionality to aid the integration of the 8 legacy

services. It consists of a centralised SFRS backup solution resulting in the

continuing reduction of overall maintenance and aiding the reduction in the

number of separate teams/personnel carrying-out this function).

3.2 It is worth noting that the project dossiers for Prevention and Protection SA1.1.1 –

SA1.1.3 required the development and population of their departmental structures.

The projects have not realised this to date. As this was the only outstanding outputs

remaining for these projects and progress towards this is captured under SA 4.1.2

Implementing the Structure project it was considered that there was no benefit in

keeping these projects live.

3.3 In addition to the four projects closing there are a further seven that are completed

and are now in the process of gathering the evidence required to submit to the STPB

for approval to close at the next meeting in November:

SA 2.2.2 Branding

SA 4.2.3 Best Value Review of Occupational Health

SA 4.4.1 GIS/Gazetteer

SA 4.4.2 Business Intelligence Reporting

SA4.4.3 Application Platform

SA 4.4.7 Data and Secure Storage

SA 4.5.2 Finance System Phase 1

Prepared by Frank Clayton



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Service Transformation Programme Manager 28 August February 2014

Appendix A

Service Transformation Programme

Closing Project Report

Project: New Approach to Community Safety Engagement

Project Start Date: 01 April 2013

Project End Date: 30 March 2014

Project Manager GM Martin Millar

Project Manager

contact number

07770 823912

Date 21 April 2014

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

Deliver to time

Main objectives within scope of original project plan completed:

CSE Framework (Oct 2013) and Suite of core CSE Policies and Procedures (April 2014) introduced. National ambition for CSE (HFSV) agreed with Regional SDA’s based on qualitative approach, improved targeting of HFSV via increasing risk ratio objectives.

CSE policies

Additional Guidance and Thematic Plans established and introduced throughout 2013/14 (further introductions for 2014/15 expressed within P&P Action Plan) Thematic action plans

National, Regional and Local structures developed to support effective

http://sfrs.verseone.com/documents?media_folder=177&root_folder=Policies%20&%20Procedures

http://sfrs.verseone.com/documents?media_folder=174&root_folder=Seasonal%20Thematic%20Action%20Plans

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community engagement capacity. Structures (Local) established to date subject to interdependency of strategic reviews of Support and Control Room staffing. Some LSO Area’s with resultant limiting of resources (CSA roles).

Training Needs Analysis for CSE completed. P&P Action Plan Objective to commence development of a competency framework during 2014/15.

Deliver to cost

Delivered within existing budgets.

Deliver to quality

National Frameworks, Policies and Procedures, following consultation and

production, approved by LSEC, SLT and/or SFRS Board prior to publication.

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

Benefit

Cashable The reduction in staffing costs is not possible to quanitify accurately

due to the baseline assesment from which to measure from has

proved too onerous to confirm. The 8 antcedent services staffing

figures were difficult to quanitify due to the various staffing and duel

roles undertaken.

Non cashable Model for delivery of CSE activities introduced and functioning

across single SFRS.

Qualitative approach to HFSV ambitions, focusing on high risk

factors LSO targets agreed for 2014/15.

Please detail any realised dis-benefits or unintended negative consequences.

Dis-benefit

Cashable None

Non cashable Time-frame to reach end state structures (P&P) in Year 1 potentially

too ambitious when complicated by interdependency of supporting

projects.

Interdependencies with other projects

Project Interdependency Impact

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Support Staff Review Potential to provide capacity

for redeployment of

personnel into dedicated P&P

Roles (CSA) from existing

following review outcomes.

Review not yet published

(April 14) therefore ability

to populate P&P local

structures reduced

pending outcome.

Control Room Review Potential to provide capacity

for redeployment of


Roles (CSA) from existing

following review outcomes

Review not yet completed

therefore ability to

consider Ops Control

staff for redeployment not

viable at present.

Performance

Management

Framework

Strategic performance

management productions

availability

Performance monitoring

consistency and

appreciation of progress.

Lessons identified

Lesson

Appreciation of interdependent projects and shared impacts of such on project

outcomes.

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

associated with your project

Concern Mitigation Probability Impact

Achieving end state structures

(local staffing levels).

Continued

engagement with

POD(HR) to progress

3 3

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

Title Intended product/benefit

N/A

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

Performance indicator Method

SG Fire and Rescue Framework –

Secondary KPI HFSV/10,000 pop.

Improved ratio 33.4/10,000 pop. averaged

nationally (P&P MIS – CSET)

National, Regional and Local HFSV 70,000+ HFSV completed against a target of

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- agreed targets 2013/14 65,700 (P&P MIS – CSET)

Dwelling house fires & casualties In line with the Framework KPI’s



Project: Prevention & Protection – Fire Investigation

Project Start Date: 1 January 2013


Project Manager AM Ross Haggart

Project Manager

contact number

07921985811

Date 29 April 2014


Deliver to time

The key aspects within the scope of the project have been delivered within the

necessary time, including:

National Fire Investigation Framework 2013 – 2016 has been embedded across Scotland;

Protocol for joint working with Police Scotland and Forensic Services – Scottish Police Authority in relation to Fire Investigation is in place;

Appropriate SFRS governing and procedural documents for Fire Investigation are in place across Scotland;

A Fire Investigation Learning and Development Framework has been developed for the SFRS. (Supporting documentation can be found on the SFRS intranet

http://sfrs.verseone.com/documents?media_folder=118&root_folder=Fire Investigation Fire Investigation documentation

http://sfrs.verseone.com/documents?media_folder=118&root_folder=Fire%20Investigation

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Structures to support the delivery of specialist Fire Investigation services have been developed to ensure this attribute is available on a pan-Scotland basis.

Deliver to cost

The project has been delivered within existing budgets, with the proposed structural

arrangements realising some cashable benefits for the SFRS.

Deliver to quality

The national Fire Investigation Framework, protocol, policy and procedures have

been published following appropriate approval. These documents ensure a

consistent and professional approach by the SFRS to the investigation of fires and

the subsequent reporting processes.


Benefit

Cashable £60k. The duty system for FI teams will be reviewed to confirm the

most effective and efficient duty system to work.

Non cashable In addition to the cashable saving above, there are several non-

cashable benefits to the SFRS that have been realised by this

project. Firstly, more equitable access is available across Scotland

to specialist Fire Investigation Officers. Additionally, those officers

now assigned to Fire Investigation will be able to focus fully on this

discipline without having to work across different functional areas,

which will enable them to become expert within this field. Finally,

capacity has been created for supervisory and middle managers

who no longer have Fire Investigation as part of their areas of

responsibility.

Please detail any realised disbenefits or unintended negative consequences.

Disbenefit

Cashable None

Non cashable None



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Workforce planning Work is still on-going to fully

populate Fire Investigation

structures. This will have to

be balanced with other

structural imperatives within

the SFRS.

May take longer to fully

populate structures,

which may impact on

timing of cashable

benefits being realised.

Lessons identified

Lesson

When dealing with project such as this one that impact directly on personnel,

timescales to achieve key milestones may be more extended than anticipated.




Staffing structures may not be fully

populated in early course.

Existing staffing

structures will be

maintained as

necessary.

2 2



None


Performance indictor Method

SFRS indicators under development NA

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Project: Business Regulation Incorporating Fire Engineering

Project Start Date: 01 April 2013


Project Manager GM Jim Hymas

Project Manager

contact number

07824598521

Date 25 April 2014


Deliver to time

Main objectives within scope of original project plan completed:

National Fire safety Enforcement Framework 2013-2016 incorporating the single audit programme of high risk premises embedded across Scotland.

Suite of national FSE policies and procedures issued to support the FSE Framework ensuring a standardised and consistent approach.

Improved reputation with external partners, building control and building sector due to standardises approach delivered on a pan Scotland basis. (difficult to measure anecdotal evidence only)

National, Regional and Local structures developed to support effective FSE delivery. Local structures established to date subject to interdependency of strategic reviews of Admin and Control Room staffing. Some LSO Area’s with resultant limiting of resources (Auditing Officer roles).

Training Needs Analysis for FSE completed. P&P Action Plan Objective to commence development of a competency framework during 2014/15.

Performance management system and Quality Assurance process in place for monitoring and evaluating performance.

Deliver to cost

Delivered within existing budgets.

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Deliver to quality

National Frameworks, Policies and Procedures, following consultation and

production, scrutinised by LSEC, and approved by SLT and/or SFRS Board prior to

publication where appropriate.


Benefit

Cashable Final cashable benefit not yet determined, P&P end state structures

not yet being achieved due to interdependent project outcomes.

Non cashable Standardised and consistent targeting of high risk premises

introduced across Scotland.


Disbenefit

Cashable None.

Non cashable Time-frame to reach end state structures (P&P) in Year 1 potentially

too ambitious when complicated by interdependency of supporting

projects.



Support Staff Review Potential to provide capacity

for redeployment of


Roles (AO) from existing

roles following review

outcomes.

Review not yet published

(April 14) therefore ability

to populate P&P local

structures reduced

pending outcome.

Control Room Review Potential redeployment

opportunity for personnel into

dedicated P&P Roles (AO)

from existing roles following

review outcomes.

Review not yet completed

therefore ability to

consider Ops Control

staff for redeployment not

viable at present.

Performance

Management

Framework

Strategic performance

management productions

availability

Performance monitoring

consistency and

appreciation of progress.

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Lessons identified

Lesson

Appreciation of interdependent projects and shared impacts on project outcomes.




Achieving end state structures

(local staffing levels).

Continued

engagement with

POD(HR) to progress

3 3



N/A



SG Fire and Rescue Framework –

Secondary KPI FSE.

Targeting audit of high risk premises

(P&P MIS Enforcement database).

National, Regional and Local FSE –

agreed audit targets 2013/14

10,000 audits to be completed in year 1 of

FSE Framework.

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Project: Email Archive SA.4.4.3

Project Start Date: 01/08/13

Project End Date: 31/03/14

Project Manager Paul Wright

Project Manager

contact number

01505 356681 – Project Support Office

Date 01/05/14


Deliver to time

The project has delivered Email Archiving solution to legacy D&G and Central users

as planned, with the remaining ex-services now scheduled as ICT business as usual

(BAU). The project is dependent on the AD Migration project. As soon as each

legacy Service is migrated onto the single SFRS Active Directory, the email archive

solution can be implemented – anticipated to be the end of the 2014 calendar year.

Deliver to cost

This project was delivered to within the agreed tolerance with the Project Board, final

spend was £247,823 with an original budget of £240,000.

Deliver to quality

Product – the project delivered against the acceptance criteria detailed within the

Project Initiation Document (PID).

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Cash – no projected cost savings.

Benefit

Cashable N/A

Non cashable Provides the foundation to deliver a single Scottish Fire and Rescue Service - provides email archive functionality to aid the integration of the 8 legacy services.

Provides the foundation to deliver a single Scottish Fire and Rescue Service - a centralised SFRS backup solution resulting in the continuing reduction of overall maintenance and aiding the reduction in the number of separate teams/personnel carrying-out this function.


Disbenefit

Cashable n/a

Non cashable n/a



AD Migration Each legacy Service must

be migrated onto the new

SFRS AD (Active Directory)

before the email archive

solution can be

implemented.

To date the only areas that have the

email archive solution implemented

are Central and Dumfries & Galloway.

This will prevent a full service-wide roll

out until the AD Migration project is

complete (current projection for the

remainder of the Email Archive roll-out

is the end of the current calendar

year).

Lessons identified

Lesson

After the upgrade of the CommVault software an issue was found. This issue was

raised with CommVault support to investigate. The lesson learned around this is the

vendor who conducted the upgrade should have been the first point of contact to lead

the investigation of the issue.

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It was clearly shown that a pilot phase with feedback was essential to provide good

and clear user documentation. The initial documentation was too technical and

spanned 3 pages, after consultation this was summarised to one page.




There are no outstanding project

risks or issues.



n/a



Provides email archive functionality to

aid the integration of the 8 legacy

services to create a single Scottish

Fire Service.

Access any legacy email from a user based

within the former Central or Dumfries &

Galloway regions. This roll out will continue

behind the AD Migration project which is due

for completion in the autumn of 2014.

Commvault Backup Solution

The CommVault system is being used as the backup and recovery methodology for all

systems being implemented within ICT. This is presently covering file system backup, mail

system backup and database backups. The system is also used for mailbox archiving based

on rules and requirements defined by the business. The solution also rationalises the on-

going maintenance costs of the 8 legacy services to a single maintenance cost going

forwards.

System Management

Implementing this solution has centralised the system monitoring/management through

removing duplicated work tasks that were carried out by the antecedent services. This

centralised solution will now be managed by a team of 3 system technicians (previously this

would have required 1 system technician per service located at each site to carry out these

tasks as part of their daily workloads).

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This solution also enables proactive system administration and management by exception

(as opposed to constant manual monitoring or reactive system administration) based on the

content of daily automatically generated reports.

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