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

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

Reminder of P21 background & purpose 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 2

P21 scope 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 3

Headlines - May ‘20 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

P21 governance principles  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 5

Key : ESFRS team & governance ESFRS Delivery Executive Programme team Board BAU role Project role Project role (p/t) Sponsor Internal Senior User People Finance IT Legal (chair) Strategic Mark Andrews Hannah Scott-Y Duncan Savage Ken Pearce Alice Rowland Mark O’Brien Board SRO (chair) Matt Lloyd IT Lead & PM Internal Ops Lead HR Lead Prog. Manager Finance Lead Workstreams + Ken Pearce + John Delivery Simon Neill Lucy Birch Chris Sharp Parmjeet Jassal (as required) Price (telent) Board SME Prog. Support Paula Wheatley Colette Porter Programme Workstreams Workstream Workstream Workstream Workstreams Workstream Workstreams Workstream Workstream Workstream Workstream Workstreams Workstreams Workstream Workstream Workstream Workstream Workstream Workstream Workstreams Workstreams Workstream Workstream Workstream Workstream Workstream Workstream Workstream Workstream + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers + suppliers

Tri-Service team & governance Key : Joint Strategic Board Joint Delivery Board Joint Workstreams SFRS ESFRS WSFRS Finance Legal + + DCFO DCFO ACFO Joint Dan Quin Mark O’Brien Jon Lacey Strategic Board ESFRS WSFRS SFRS SRO SRO SRO Matt Lloyd Jon Lacey Sally Wilson Joint HR Surrey PM East PM WSCC IT + + Delivery TBC Chris Sharp Board Workstream Workstream Workstream Workstream Workstream specific specific specific specific specific Programme workshops / workshops / workshops / workshops / workshops / meetings meetings meetings meetings meetings + suppliers + suppliers + suppliers + suppliers + suppliers

Some P21 stats PROJECT 21 To determine and deliver the future operating model for Fire Purpose Control services for ESFRS from Sept. 2021 onwards TIME: COST: QUALITY: • Target go- • £3.6m ESFRS • 9 no. live Sept. ‘21 workstreams Scale £1.0m SFRS • • 19 months 36 no. work • to delivery • £4.6m Total packages WSFRS : SFRS : ESFRS : Team FTE Core: 1 Core: 3 Core: 6 & no. of Virtual: 18 Virtual: 3 Virtual: 21 suppliers Suppliers: 4 Suppliers: 4 Suppliers: 16 Workshops Options papers Governance Complete: 0 Internal: 2 Workload Complete: 20 Drafted: 3 Joint: 3 Total: 5 Attendees: 50+ Planned: 14 8

Project 21 lifecycle & phases (financial year) We are here Discovery Pre-Qual. Due diligence Definition & Design Deliver Realise Q1 Q2 Q3 Q3 Q4 Q1 Q2 Q3 Q4 Q4 Q1 Q2 Q3 18/19 19/20 20/21 21/22 FA decision Target go-live January September 2020 2021 9

Definition & design phase process We are here Define Recommend Decide Consult Agree Deliver • Info. gathering • Options paper • Option approved • Consult as • Change to • Build new WoWs • Workshops • Recommend. appropriate WoW’s agreed Training • • Gap analysis • Internal and (staff, Trade following • Go-live • Evaluation External Unions etc) consultation • Develop options Stakeholder engagement 10