8 Conclusions and recommendations
98. In May 2009 the Public Accounts Committee
criticised CLG for poor performance in contracting and managing
the New Dimension project. CLG responded by asserting that it
had learnt lessons and was improving its delivery, citing the
FiReControl project. Our inquiry shows that this is not the case.
99. The FiReControl project has been inadequately
planned, poorly executed, and badly managed. The original contract
was ill-suited to the nature of the project. Relationships both
with the major stakeholders and with contractual partners have
been mishandled. High staff turnover in CLG, especially at a senior
level, has compromised the Department's ability to manage the
project effectively. Costs have escalated and projected savings
plummeted. The history of the project is a catalogue of poor judgement
and mismanagement.
100. There are now considerable doubts about whether
the project can be delivered. CLG needs to take this opportunity
to consider carefully the points and concerns raised in this Report
to review its options and make an informed, clear, open decision
about the future of FiReControl.
101. On balance, given the investment of public
funds already committed, and the benefits that will accrue, we
conclude that CLG should press ahead with the FiReControl project.
However, this recommendation is conditional on the assumption
that CLG addresses the significant concerns and issues raised
in this Report relating to its project management and the relationship
with its main contractor and with its stakeholders. In particular,
it is conditional on the urgent agreement of a viable project
plan, in which the main stakeholders can have confidence, which
will ensure that the target 'go-live' date of mid-2011 will be
met. This project plan must include interim milestones which
will allow progress to be assessed on a regular basis and decisions
to be taken about whether alternatives need to be considered.
102. CLG should also put in place a communications
plan that aims to shift the negative perception of the project
and to influence FRSs to make the positive decision to switch
to the system. Each FRA has the legal right to make the final
decision on whether to accept FiReControl. CLG must respect that
right and must work hard to unite all FRAs in supporting FiReControl.
Any failure to ensure that all FRAs use the new system would be
a significant blow to the ultimate aims of the project.
103. Meanwhile, CLG should urgently draw up and
consult on contingency plans for any further failures. As a priority,
those contingency plans should ensure ongoing safe and effective
fire and rescue cover across the whole country whether or not
FiReControl is implemented. They must also ensure that all regions
involved will have adequate fire and safety measures in place
during the 2012 Olympic and Paralympic Games. The plans should
include provision for the maintenance and, where necessary, upgrading
of existing control room technology, and CLG should meet the full
costs of that to FRAs where it has become necessary as a result
of delays in the FiReControl project.
104. We recommend that CLG inform our successors
in the new Parliament in July 2010 that a viable project plan
has been agreed with EADS, and report on progress against that
plan, in particular the early version of the modified Intergraph
product.
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