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Memorandum from EADS (FIRE 28)
1 SUMMARY
1.1 The primary programme responsibilities for
FiReControl comprise:
§ CLG who is responsible for developing
new operational processes, the new organisation, new buildings, and for
managing the whole programme of change
§ EADS DS UK (EADS) who is contracted to
deliver the IT infrastructure which forms a part of the overall FiReControl solution
§ The FRSs and Regional Control Centres
(RCCs) who are responsible for implementing the solution.
1.2 Progress has been slower than planned primarily
due to:
§ EADS systems supplier issues
§ Other programme-wide dependencies
related to the complexity of developing, implementing and managing new
operational processes for the many user organisations.
1.3 EADS remains passionately committed to
delivering successfully the IT for a solution that will enhance the FRS'
already high reputation and transform national resilience.
1.4 Fundamental improvements
made by CLG and EADS mean that progress is now quickening. A significant proportion of infrastructure is
already installed ready for the final build testing to commence in the second
half of this year.
1.5 The complex interdependencies of the programme
necessitate close collaborative working. EADS has sought to be a genuine partner for
customer and users alike.
FiReControl is complex and challenging, but EADS is committed to
success
2 THE TRANSFORMATIONAL CONTEXT
2.1 Context
of Supply
2.1.1 CLG's role is effectively that of prime contractor
with overall responsibility for the operational transformation that makes up
the FiReControl programme. EADS is the
IT contractor with responsibility for integration supported by a range of
subcontractors providing components and services.
2.1.2 EADS' contract with CLG is for the Design,
Delivery and on going support of the IT element of the FiReControl
Programme. EADS has no contractual
relationship with the Local Authority Control Companies (LACC) or with the
local Fire and Rescue Services (FRS).
CLG delivers the FiReControl transformation with EADS as the IT
supplier
2.1.3 Completion of the development of the
software system build has a fixed milestone date within the contract. The
go-live dates for each RCC and FRS are subject to call-off by CLG and currently
have no fixed contractual dates.
2.1.4 The primary
components of the technical solution to be supplied by EADS are:
§ Resilient telephony - the ICCS (Integrated Communications Control
System)
§ Resilient mobilisation system - the MRMS (Mobilisation and Resource
Management System)
§ Mobile
data systems (including MDT-
Mobile Data Terminal software) and related infrastructure (including WAN - Wide Area Network)
§ RCC audio-visual systems
§ Service management infrastructure.
2.2 Contributor
Orientation
2.2.1 CLG's objectives are to achieve a national
strategic capability through FRSs whilst maintaining best value. For CLG, time is of the essence due to
commitments that have to be made and the connected cost impacts.
2.2.2 The objectives of the 45 FRSs are to
maintain daily operations whilst taking on the new operational solution at
minimum cost and risk to the local service.
Their approach is naturally incremental and to get it right, however
long it takes.
2.2.3 Under the governance of their LACC, the
objective of each RCC is to implement the tools available to deliver a service
solution to meet the operational demands of the FRS and government.
2.2.4 EADS' drivers are reputation and future
opportunities derived from delivering to CLG under a viable business
model. This means successful
delivery. Delays cost us money. FiReControl is critical to EADS' strategic
ambitions in the public security arena where we see significant export opportunities
arising from a successful solution.
Success in FiReControl is fundamental to EADS' global business plan
2.2.5 With CLG as the paying customer and 54
separate organisations as the end-users, this makes for an exceptionally challenging
stakeholder environment in which there is no ultimate authority for all
matters. Ultimate acceptance for live
use will need the buy-in of many parties.
2.2.6 FiReControl in turn needs to be delivered alongside
Firelink and New Dimension which complete the Fire and Resilience Programme.
2.3 FiReControl
Solution Components
2.3.1 The overall solution for FiReControl
comprises the System, the People and the Processes all working with the Data.
The FiReControl SOLUTION =
IT SYSTEMS + ORGANISATION
+ PROCESSES + DATA
2.3.2 In this build process:
§ CLG is responsible for designing,
building and delivering the Organisation and operational Processes
§ EADS is responsible for designing,
building and delivering the IT Systems and Data infrastructure & services,
and
§ CLG is responsible for managing the
whole Solution build programme and for ensuring buy-in from all stakeholders.
2.4 The
FiReControl Journey
2.4.1 In parallel with the overall solution being
built, the FRS and RCC daily operations need to be transformed to use the
Solution.
2.4.2 This is a journey of transformation for the Solution
where:
§ CLG, the FRS and LACCs are responsible
for transitioning the People and Processes (EADS helps with Training)
§ EADS is responsible for deploying and
transitioning the System to live operation, including loading the operational
data
§ FRSs & CLG are responsible for
provision of operational live Data and for transforming their operations to use
the Solution, and
§ CLG is responsible for managing this
whole "business change" journey for stakeholders including ensuring that:
· The Solution is communicated and
understood
· The journey to the Implemented
Solution is communicated and understood
· Hearts and minds are won
· Revised operational approaches are
implemented
· EADS' contribution is managed
within the context of the whole programme.
The IMPLEMENTED FiReControl SOLUTION
=
DEPLOYED SYSTEM +
DEPLOYED ORGANISATION
+ DEPLOYED PROCESSES
+ LIVE DATA
3 EADS PROGRESS AND CHALLENGES
3.1 Our
Contract
3.1.1 The contract originally let to EADS was for
the delivery of the IT elements of FiReControl.
During the tender process, the delivery timescales that would be deemed
acceptable for system build and go-live were tightly constrained. These timescales have since proved unachievable
for many reasons rooted across the whole programme. A delayed announcement to let and start the
contract compounded these pressures.
3.1.2 A particular challenge to our own timescales
has been the changes requested to the original contractual baseline. As an example, the requirement and the
tendered plans were to deploy existing commercial versions of MDT, SEE and the
data toolkit. The baseline version of
the MDT was delivered in December 2007 (ahead of the contracted milestone
date). During testing it was recognised
that there were defects inherent in the commercial product, and EADS undertook
to address these at its own cost. The final
version including further changes was accepted for full deployment in November 2009
and this did result in disruption to other planned activities.
3.1.3 A significant proportion of contract
requirements have needed further work since contract award in order to define the
details sufficiently for implementation.
3.1.4 We have been working closely with CLG on revisions
to the contract to begin to address contractual shortcomings such as this. The ideal contract would need mutual
incentives for the development of IT as part of a larger, joint programme of
transformation with end users.
3.2 FRS
Systems
3.2.1 EADS has had to tackle some internal
technical quality issues which did affect early deliverables to FRSs. Improved processes and control are now in
place to address these.
3.2.2 The initial versions of the mobile data
terminal (MDT) software and station equipment (SEE) for early deployment into
FRS are complete.
3.2.3 129 fire stations in six FRS have been
successfully fitted with the FiReControl equipment and are using this for live
operations with their current mobilisation systems.
3.2.4 1,400 station sites (97%) have been
surveyed for station equipment installation.
3.2.5 40 FRS have taken installation of the initial
data collection toolkit (DCMT1) and are using it to collect and prepare their
gazetteer data for FiReControl.
3.2.6 EADS' standalone mobile data terminal (MDT)
software is being installed into FRS vehicles by Firelink.
3.2.7 The EADS Service Operations Centre is
operational and taking support calls from FRSs with deployed equipment.
3.3 RCC
Infrastructure and Mobilisation System
3.3.1 As a part of its proactive risk management
plan, EADS has now terminated its contract with Ericsson and has appointed
Intergraph as its replacement. EADS is
confident that this new supplier will be able to deliver to a timetable able to
support the revised project schedule.
EADS' contract costs to CLG remain unchanged.
3.3.2 The Intergraph system is already working in
its default state. Joint workshops are underway with end users using the
running system to refine business process and detailed requirements in line
with the product capabilities for function and configuration.
3.3.3 The Intergraph solution has been run and
tested to 300 calls per minute using the FiReControl nine-RCC
architecture. End-to-end integration
completed for key interfaces using Ericsson Coordcom will now be repeated with
Intergraph I/CAD, although these interfaces are fewer for the new solution due
to the broader product functionality available.
3.3.4 EADS has already (at its own cost) upgraded
the system hardware for the transaction servers from HP NonStop to HP Superdome
to ensure the best national-scale flexibility and performance.
3.3.5 The telephony system (ICCS) is
predominantly complete. The Firelink to
ICCS interface is complete.
3.3.6 All furniture and IT infrastructure has
been fitted into the first three RCCs, and the fourth is substantially
complete.
4 OUTLOOK
4.1 Changes
Made Are Bringing Benefits
4.1.1 Both CLG and EADS have appointed new senior
personnel who are continuing to develop relations jointly.
4.1.2 A significant part of the CLG team is now
based at EADS' offices in Newport
and most project governance is undertaken jointly with CLG, EADS and FRS involvement.
4.1.3 The tripartite solution workshops at EADS
in Newport
regularly bring all parties together to work through the whole solution from
end to end (processes, live system, roles and data).
4.1.4 EADS has also established a dedicated
engagement team who work on the ground in FRSs to facilitate relations and
openness.
4.1.5 Significant portions of the solution are
already deployed and being tested in situ- all reducing the impact and risks of
change.
4.2 Supporting
Transformation
4.2.1 Significant programme communications
initiatives are needed to keep so many end users informed in their
transformational journey. The essential
aspects of the end-to-end solution, the benefits, and the journey to be made
are still not yet universally understood.
We are working closely with CLG and FRSs to help with this essential
task of winning hearts and minds.
The programme needs to be done with users, not to users
4.2.2 In order to ensure that the arrangements contracted
with CLG satisfactorily represent the expectations of the FRS and RCC, these users
must be involved at every step of the way.
Close tripartite management is essential to enact this.
4.2.3 We applaud the significant changes that CLG
and FRS have made to the governance of stakeholder engagement and introduction
of collaborative working which is essential to deliver the overall solution
into use.
4.2.4 The new operational processes are still
being evolved by CLG with the FRS and RCC.
Developing the processes alongside the system (as now in the new joint
"SEW" workshops) will give a better result, but it does take significantly longer. This collaborative development will improve
the chances of success, however, in particular for the FRS and RCC who need to
undertake their implementation.
4.3 Flexible
Technology
4.3.1 FRSs are continually evolving new ways of
working and FiReControl is an agent in that ongoing process of renewal and
change. The solution provides opportunities for the FRS to innovate, for
example in terms of interagency collaboration.
The benefits and facilities for an FRS are bigger than any FRS could
achieve alone
4.3.2 EADS understands this
challenge, but must rely on its delivery partners (CLG, FRSs and RCCs) to
succeed. We see significant value to the
UK
in enhanced national security and resilience to deal with man-made threats and
natural disasters. Once live, this
evolution must continue.
4.3.3 External events may even
change the desired usage of the solution before go-live, and both the platforms
and the processes need to be designed to be flexible to
accommodate this. For its part, EADS is
ensuring that the IT platforms will best serve the local FRS needs regardless
of any evolution of national or regional structures that may be arise in the
future.
4.3.4 We want our systems
and services to be flexible and capable of successful provision to other
agencies, and to match the changing needs of the future.
4.4 EADS
Commitment
4.4.1 EADS
is totally committed to success and confident that we can deliver that which is
within our control.
4.4.2 We have strived to maintain good relations
and to keep channels of communication open with all parties. We understand how good relations can maintain
a project through the toughest of challenges.
4.4.3 We understand that big, complex programmes
will have many difficulties along the way.
We are committed to working beyond the basic terms of our contract to
address these and drive through to a successful outcome.
January 2010
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