operational portfolio quarterly report...innovation redweb has generously offered resources to...

OPERATIONAL MANAGEMENT GROUP OMG (2010) Paper 026

5 July 2010

1

Operational Portfolio

Quarterly Report 5

th July 2010


5 July 2010

2

1. Portfolio Status 1.1 The chart below illustrates the status of projects within the Portfolio. 1.2 The overall performance of the Portfolio is slightly improved from the previous portfolio, with 42% of projects in Amber or

Red status compared to 54% in the last quarterly report. Projects in Red have gone from 8% to 17%.

Portfolio Status

Green

58%

Red

17%

Amber

25%

0% 10% 20% 30% 40% 50% 60% 70%

Green

Amber

Red

Jul-10

May-10

09/10


5 July 2010

3

2. Portfolio Report and Analysis 2.1 Below is a summary of the status of the projects in the portfolio.

SRO & PM Project/Programme Update Group Target Status Initiation & Planning

SRO: E. Watson PM: S. Sutherland

Chamber Desk Systems A PID for this project is due at the July Quarterly Portfolio Meeting of OMG

Chamber July 2010

Green

SRO: A. Balharrie PM: A. Earnshaw

Members Contact Management A PID for this project was due for the 5

th July meeting, however it has not been

possible for it to be completed. It is proposed that it will be submitted fro the next OMG meeting. In the meantime BIT will proceed with the project using its own resources to take the project forward.

BIT July 2010

Amber

(due to lack of budget provision and missed date

for PID)

SRO: H. Hales PM: S. Sutherland

E-Logging project The Developer who was due to work on this project has now left, and due to time overruns the OR Project Phase 2 no work was possible on the development of e-logging to enable the pilot to take place. The SRO is recommending closure of this project due to this, and the fact they the likelihood of long term savings seems low.

RIR September 2010

Red

(due to lack of progress)


5 July 2010

4

SRO & PM Project/Programme Update Group Target Status SRO: H. Hales PM: S. Sutherland

Business Intelligence OMG Approved the Proposal at its May Meeting. Results of the investigation with recommendations are due to OMG in October.

RIR PID October 2010

Amber

(due to lack of

budget provision)

Delivery

SRO: A. Balharrie PM: D. Duncan

IT Infrastructure Programme As agreed with both OMG and SLT the Local Office Tech Refresh and Holyrood Tech Refresh projects have been combined into a single programme. Although there remain cost pressures on the Holyrood refresh, this is anticipated top be contained within the overall programme budget. Holyrood - The upgraded software environment has now been rolled out successfully to 107 pilot and early adopter users. There are 955 PC‟s at Holyrood. Key planned activities for the next reporting period are:

Software refresh of SPS staff only is scheduled to start on 26 July.

Software refresh for Members and their staff is scheduled to start in August.

Training will be delivered in the use of the new desktop software. Local Office - The hardware refresh at home office, for Members and SPS staff has started. An options appraisal on how services could be delivered to local offices in the medium term was delivered to the Project Board. The board agreed to take forward a number of areas with the aim of improving the connectivity between Local Offices and Holyrood and implementing Windows 7 In the shorter term, an implementation of Office 2007 will be carried out in Local Offices in the Autumn; this will also include some tactical solutions to improve

working practices.

BIT March 2011 Green


5 July 2010

5

SRO & PM Project/Programme Update Group Target Status

SRO: K. Hughes PM: S. Farrel

E-Petitioning System An Initial prototype of the system has been shown to the project team and comments submitted on this. These comments were incorporated into a further prototype which was used for the first round of user testing involving members of the public. In line with the desire for this new petition system to demonstrate creativity and innovation Redweb has generously offered resources to develop new features (in the form of animation on the site) and improved functionality to it. These resources will be absorbed by Redweb and will not impact on the budget for the project

Committee November 2010

Green

SRO: M. Hegarty PM: R. Connolly

Broadcasting Infrastructure Programme PID for TV and radio systems has been brought forward due to a change of strategy in provision of the service, and the need for that project to have funding this financial year. PID will be taken by OMG at its 5

th July meeting.

Work on all other aspects of the programme is proceeding to plan, with the procurement for the chamber sound and voting system and TV Operations contract about to start.

PAG

Sound and Voting installation Summer Recess 2011. Various others

Green

SRO: H. Hales PM: G. Hobbs

Records Management (RM) Phase 2 RM Champions have been issued with activities for the summer review covering both paper and electronic records. Office Heads have been briefed on the activities and the role of the champion. Meetings with the majority of group/office heads have taken place and plans are in place to meet the remainder prior to summer recess. The Information Manager also met Group Heads to consider external resource factors which may affect the project. As a result of those meetings it has been agreed that in order to provide some offices with the best opportunity to be actively involved, the project completion date should be extended to the end of January 2011.

RIR

January 2011

(moved from November

2010)

Amber

(change of

project completion date)


5 July 2010

6

SRO & PM Project/Programme Update Group Target Status SRO: D. Croll PM: D. Walker & J. Giulianotti

Finance Change Programme - Phase 2 Procurement of the Travel and Expenses system is almost concluded and award of the contract will formally take place in mid July. The Remainder of the project has been split into two projects, with the PID‟s for both being submitted to OMG at its 5

th July meeting.

As a result of the investigations for the PID‟s, the anticipated spend for the programme has reduced from an overall £240k to £174k

Financial resources

Revised PID in July 2010 Completion March 2011

Green

SRO: H. Hales PM: S. Skakle

Enquiries Database The project is continuing to plan, with all agreements now formalised and meetings taken place to put in place the final Design Documents for the project. This is due to be signed off by 2

nd July.

RIR Nov 2010 Green

SRO: H. Hales PM: S. Sutherland

Official Report Phase 2 On 21 May, the search functionality went live and is working. On 24 May, posting directly to the website went live but on 25 May the previous system was because of issues that arose. A project plan outlining the remaining actions, as well as resolving the web posting issues, required to close the project is in place. The target for closure is now September. After agreement a budget of £18k was allocated by OMG for this financial year, however the current projection from Finance is 33k. This has only recently come to light and is being looked at by the project team and Finance. A portion of the overspend is expected to be reduced and the final figures will be confirmed in the next quarterly report.

RIR

September 2010 (previously May)

Red

(project end date missed and

budget overrun)


5 July 2010

7

SRO & PM Project/Programme Update Group Target Status SRO: H. Hales PM: S. Hutchinson

Debate Recording System The PID for this project was approved by OMG at its June Portfolio Update meeting. Work has commenced on detailed planning for the installation of the system. The Contract Change note was due to be agreed by 2

nd July.

Planning work so far indicates that the system should be in use after the October Recess.

RIR End October 2010

Green

Closedown

SRO: D. Croll PM: L. Garvie

Responsible Purchasing Project in closedown – Closure report due to OMG at the first Quarterly meeting after summer recess

FRG September 2010

Completed


5 July 2010

8

3. Portfolio Finance & Prioritisation 3.1 The Overall Financial position taking into account the period 2 financial information is as shown below

Portfolio Previous

Years

YTD Actual £'000's

YTD Budget £'000's

YTD Variance

£'000

10/11 Annual Budget £'000's

10/11 Forecast £,000's

10/11 Variance £,000's

Total Projected Outturn £'000's

Strategic 4,533 101 91 (9) 1,655 1,615 40 6,148

Operational 1,617 138 308 170 2,095 1983 112 3,600

Group 0 (6) 20 26 785 785 0 785

All Projects 6,150 232 420 187 4,535 4,383 152 10,533

3.2 The 10/11 project budgets restated for Capital and Revenue are as follow:-

10/11 Budget £‟000s

10/11 Forecast £‟000s

10/11 Variance £‟000s

Capital 2,575 2,510 65

Revenue 1,960 1,873 87

Totals 4,535 4,383 152

3.3 No transfers from the capital contingency (£425k) have been made at this stage of the year.


5 July 2010

9

. 3.4 The 2010/11 budget figures, totalling £4,535k, represents the original approved budgets. 3.5 The financial position for the Operational Portfolio projects is shown on the table over the page. These figures allow for all

accruals adjustments as a result of the 2009/2010 year end. 3.6 The Debate recording project was approved at the June Portfolio and agreement reached to fund this form the anticipated

under spend on the IT Infrastructure programme. The projected figures have also been adjusted to take into account the revised forecasts for the Finance change programme. Spend on the Operational Portfolio is almost half the forecast, largely down to the under spend on the IT Infrastructure programme.

3.7 Shaded projects do not yet appear on the Portfolio.


5 July 2010

10

Project Description

Previous

Years

YTD Actual £'000's

YTD Budget £'000's

YTD Variance

£'000

10/11 Annual Budget £'000's

10/11 Forecast £,000's

10/11 Variance £,000's

Total Projected Outturn £'000's

Previous Forecast Outturn £'000's

Change on

Quarter £'000's

1 e-petitioning system 0 0 0 0 130 130 0 130 130 0

2 IT Infrastructure Programme 1,100 105 280 175 1,535 1,421 114 2,521 2,605 84

3 Finance Change Programme Phase II 12 0 0 0 240 162 78 174 252 78

4 Chamber Desk systems 0 4 0 (4) 70 70 0 70 70 0

5 Broadcast infrastructure programme 0 0 11 11 65 50 15 50 50 0

6 OR Phase II 464 29 9 (20) 0 33 (33) 497 482 (15)

7 Enquiries Database 41 0 0 0 0 33 (33) 74 74 0

8 Debate Recording system 0 0 0 0 0 84 (84) 84 0 (84)

9 Members Contact management 0 0 0 0 0 0 0 0 0 0

10 Replacement of Multi Function Devices (est. £30k) 0 0 0 0 0 0 0 0 0 0

11 Records management Phase 2 0 0 0 0 0 0 0 0 0 0

12 members Portal (est. 32k) 0 0 0 0 0 0 0 0 0 0

13 Parliamentary Business Intelligence 0 0 0 0 0 0 0 0 0 0

14 OR - Electronic Reporting Pilot 0 0 0 0 0 0 0 0 0 0

15 replacement of Printers (est. 77k) 0 0 0 0 0 0 0 0 0 0

16 Video Conference Equipment upgrade (est. 120k) 0 0 0 0 0 0 0 0 0 0

17 OR Phase III 0 0 9 9 55 0 55 0 0 0

Operation Portfolio 1,617 138 308 170 2,095 1.983 112 3600 3,663 63


5 July 2010

11

Operational Portfolio - Actual against Budget

0 47138

0

500

1,000

1,500

2,000

2,500

Apr

ilM

ayJu

neJu

ly

Aug

ust

Septe

mbe

r

Oct

ober

Nov

embe

r

Dec

embe

r

Janu

ary

Febru

ary

Mar

ch

Forecast Actual


5 July 2010

of 76

4 Project initiation Documents (PIDs) 4.1 There are four PIDs to consider at this meeting. The detailed

information is attached an Annex A. Chamber desk 4.2 This project proposes a development of the systems that support the

Parliamentary Questions and Motions work of the Chamber Office. The same system has been in use since 1999 and substantial savings are expected through both the reduction in staff time involved in the process as well as the ability to introduce improved support to members through improved search functionality.

4.3 The development produces saving that see the initial investment in

terms of capital funding and staff time paid back within 2 years. This assumes that there is a reduction in staff supporting the function as well as the improved online functionality resulting in no printing of the written answers report.

4.4 The savings put forward by this project are part of the proposals for

savings put forward by the chamber office as part of the resource planning exercise.

4.5 The proposed project Budget would be £70,000 of Capital Spending,

which is already provided for in the operational portfolio. The project has a Net Present value (including staff costs) of £19,000 over a 5 year period – paying back during the 2014/15 financial year. (NPV 100k, excluding staff costs, paying back during 2012/13 Financial year))

Improved Financial Reporting 4.7 This project is part of three separate projects that make up the 2nd

phase of the Finance Change Programme. The aim of this project is to provide improved financial reporting from the core finance systems to reduce, or eliminate, the necessity to maintain duplicate information systems in individual business areas. Potential benefits include greater process efficiency, improved data quality and improved budgetary and cash flow management.

4.8 The system will also produce a full summary report to members of their

expenses, including commitment reporting via a members reporting portal

4.9 After investigating the various delivery mechanisms it has been

identified that the external costs of this project can be reduced from the present budget of £80,000 to £25,000, thereby releasing £55,000 of revenue budget back to contingency to be available for other projects.


5 July 2010

of 76

Reporting of Members Expenses 4.10 This project is part of three separate projects that make up the 2nd

phase of the Finance Change Programme. This project aims to ensure continuity of web based members expenses reporting for materials already published through the current contract and for new expenses materials to be published in the future.

4.11 The preferred option is to bring the capability for this service in house,

rather than extending the existing contracted provision. This option has a Net Present Value over 5 years of £18k including staff costs (NPV 38K excluding staff costs), due to the savings incurred by no longer contracting the service out.

4.12 The Capital costs for the project have been reduced from the existing

budget of £35k to £12k, meaning that £23k is being handed back to the portfolio for other projects.


savings put forward by the Financial Resources Group as part of the Resource Planning Exercise.

TV Service 4.14 This project proposes the development of in house technologies to

support the distribution of TV and Radio signals around the Holyrood campus. Originally this part of the Broadcasting Programme was going to be achieved through the re-let of a tender, but on carefully examining the options for provision of the service it is being recommended that this alternative is undertaken. This option also enables a greater number of news channels than is currently provided by the existing arrangements, therefore addressing a key requirement that members raised when consulted on the service.

4.14 As part of the project the number of TV‟s around the campus has been

reviewed and, given the availability and quality of technology on desktops through webcasting, the removal of TV‟s in most office areas is being proposed. This also reduces the number of new TV‟s that are required to be purchased.


savings put forward by the Broadcasting Office as part of the Resource Planning Exercise.


5 July 2010

of 76

4.16 The TV‟s will be installed in the 2011 dissolution period, however all costs will be incurred in the 2010/11 Financial year.

4.17 The proposed project Budget is be £77,000 (Capital), which will have to

be funded from the current portfolio budget or from the Capital contingency.. The project has a Net Present value of £120,000 (including staff costs) over a 5 year period, paying back the initial investment at the end of the 2012/2013 Financial year.

5. Forward look. Resource Commitments 5.1 At the June OMG the PBV manager was asked to compile information

on significant resource pressures resulting from project and other planned activities over the coming year.

5.2 As it was stressed that this should been done with as little additional

work as possible, those leading on these activities were asked to contribute using only information currently available.

5.3 It is presented on the attached Gantt Chart for OMG to review. Where

particular areas that require to be involved in these activities can be identified, this has been shown. In addition a system of „Low‟, „Medium and „High‟ for resource requirement has been used – with the thickness of the lines on the Gantt Chart illustrating this.

5.4 OMG is invited to review the Gantt Chart and consider any implications

either for individual groups or overall. Contract re- Let Monitoring 5.5 At the June OMG it was discussed that a number of critical contract

would start to be monitored as part of the Operational portfolio, in order to mitigate risks in terms of the new Remedies Legislation

5.6 A list of the proposed contracts has been put forward by the Head of

Procurement, the criteria being: contracts and re-lets that, should we receive a legal challenge prior to contract award, the organisation could not be expected to function without the services and the value of any extension to the existing contract would potentially exceed the EU threshold (i.e. result in a "Direct Award" contract)


5 July 2010

of 76

Contract Status Next Re-Let Date

Broadcasting currently being tendered,

due to be let end March 2011

Telecommunication services

project due to commence September 2010

Telecommunication system (and maintenance)

project due to commence August 2010

IT IS new project required 2013 earliest (5 x 1 yr possible extensions)

Cleaning Standstill period commenced

contract due to be awarded imminently

Print & Publishing project commenced, due to be let by end March 2011

Building maintenance & minor works

contract recently awarded,

new project required 2015 earliest (3 x 1 yr possible extensions)

Legal services project commenced, due to be let by end February 2011

Catering Standstill period commenced

contract due to be awarded imminently

Off site Mail Screening

currently being tendered due to be let by end July 2010

5.7 In order to illustrate the present situation with these contracts

information has been include to show those that are already undergoing re-let as well as when each is next due to be re-let.

5.8 OMG is asked to consider the list and confirm if it is content that

information on the letting of these contracts is included as an annex to future Quarterly Portfolio Reports.


5 July 2010

of 76

6. Summary 6.1 OMG is asked to consider the Portfolio report, and in particular

to:-

Note the Individual Status reports and the overall Portfolio status.

Note the Financial provision for the portfolio.

Consider the following PIDs o Chamber desk o Finance – Reporting o Finance – Reporting of members expenses o TV and Radio Services

Consider the Resource Gantt Chart

Agree the contract re lets to be reported on in future portfolio updates.

7. Publication 7.1 This paper should be published. 8. Next Meeting 8.1 The next Quarterly Portfolio will be discussed at the OMG meeting on

25th October. Papers and updates will be required by 11th October.


5 July 2010

of 76

Annex A – Projects PIDs

Chamber Desk PID OMG (2010) Paper 026

5th July 2010

@Scottish Parliament 2009

of 76 Version:1.5

Project Title: Chamber Desk – Parliamentary Questions and Motions

Project Ref No: Sub Analysis 2 Code:

Project Manager: Steven Sutherland

Programme:

Governance Arrangements:

Group X Operational Strategic

SRO: Elizabeth Watson

Date: December 2009

Version No: 1 Authorised

Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy. Please be clear what stages or milestones approval is being sought for in the recommendations section

Context The parliamentary questions and motions IT systems are used by the Chamber Desk staff to process for publication parliamentary questions (PQs), motions and amendments lodged by MSPs and by researchers acting on their behalf. They are also used to process written answers to PQs submitted by the Scottish Government. These systems currently handle around 12,000 PQs and 2,500 motions and amendments per year. The systems are, with a few minor adjustments over the years, essentially those that were commissioned in 1999. They are increasingly inefficient and use outdated technologies which are becoming increasingly difficult to support and run. In particular, the level of manual intervention required to produce information to the standards set for the Parliament is extremely high and the duplication of effort by staff members is both inefficient and demoralising for those involved. A review of Chamber Desk systems undertaken with support from BIT in 2008 recommended the establishment of a parliamentary questions database as a priority for the IMS project. A draft specification was agreed and, following a short project involving Chamber Desk, SPICe and BIT staff, a report was produced. That report highlighted a range of improvements to the data, systems and processes that could be implemented to improve the work of the Chamber Desk and adjustments to working practices have been made in order to allow for a better focus on improvements to IT systems. In summary, the 2008 report highlighted scope for improvements to IT systems in the following areas:

Reference data (MSP names etc) is uncontrolled and manually maintained with no integration to wider parliamentary data sources. For example, any changes to an MSP‟s name involves the submission by Chamber Desk staff of a work request requesting changes to be made


5th July 2010


of 76 Version:1.5

to its databases;

Large amounts of data duplication during the process of handling PQs and motions with a high degree of manual intervention at all stages. In relation to PQs, the current systems rely on three separate applications (Microsoft Word, Excel and Access) with manual migration of data between all three applications for each question processed. In addition, corrections to the text of a question currently require to be made in three separate places, despite the fact that the text and correction are the same;

Systems are currently supported by legacy technologies which rely heavily on acquired knowledge among both Chamber Desk and BIT staff to keep them functioning properly;

Inadequate searchability options for Members, researchers and the public.

It is clear therefore that the current systems used to process and publish PQs and motions – a key part of core parliamentary business – are no longer fit for purpose. Their current use relies on high levels of manual intervention from staff experienced in dealing with the idiosyncrasies of the systems. This knowledge would be lost if staff moved to other posts or left the organisation. Possibly more importantly, BIT is increasingly concerned about its ability to continue to maintain and support the current systems, due to the age of the technologies on which they rely. Recommendation In February 2010, OMG agreed in principle to a project to replace the current Chamber Desk systems being initiated. This PID updates OMG on progress and seeks consent to the budget set out below and in the Financial Assessment Sheet. The three main options that emerged during initial consideration of this project (purchase of relevant software; building new systems from scratch, and entering into an arrangement with the Northern Ireland Assembly (NIA) to acquire its Assembly Information Management System (AIMS)) were reduced to the last on the basis that the first two options did not prove to be viable on the basis of prohibitive costs. A demonstration of AIMS took place in the Scottish Parliament in December 2009. The initial response of the Project Team was very favourable but, as the demonstration was delivered in a sterile environment by IT staff of the Assembly, the Project Team concluded that it required to view the system in a live environment and engage with those Assembly officials who operate the system on a daily basis. The visit was very successful and productive as it confirmed initial positive views in relation to AIMS after detailed discussions with both clerking officials operating AIMS and IT staff supporting it. It provided more information on the


5th July 2010


of 76 Version:1.5

efficiencies delivered by the system and confirmed initial views that these savings would be realised by the Scottish Parliament if AIMS or a similar system was adopted here and opened up earlier options of an exchange involving AIMS and the Scottish Parliament‟s EditOR system. The costs set out below for acquiring AIMS and tailoring it to Scottish Parliament procedures and practices can be contrasted with those for building a new system from scratch. AIMS was five years in development, involving two dedicated full-time developers for all of that time, as well as five other staff supporting its development. Development costs alone can be estimated at around £350k. Two in-house projects which featured systems being built from scratch, EditOR and CAS, cost around £482k and £300k (this is a best estimate) for development work respectively. Discussions with Procurement Services have confirmed that this approach would not require the following of any defined procurement route. Procurement Services will, however, continue to be consulted as the project progresses and may have an input into the construction of any contract drawn up between the Scottish Parliament and the Northern Ireland Assembly. Staff in BIT and the Chamber Office have had access to AIMS software since the middle of May and a technical and functional gap analysis is well advanced. Following on from the gap analysis, high-level requirements have been ascertained and used to estimate the scope and development timescales for the delivery phase of the project. Thus enabling the project to meet new project governance arrangements with OMG. In relation to the attached Financial Assessment Sheet, it is recommended that consideration be given to requesting the project team to reappraise the figures relating to the Delivery and Closure stages once the Planning stage is complete.

Constraints, Assumptions and Dependencies. Any constraints within which the project must operate that are not covered elsewhere. Also cover how any impact to Members services, parliament business will be managed. Any dependencies on other project/programmes. Also include a firm statement on what is in scope and what is out of scope in the project. Include discussion on the impact analysis for the various items appended.

Constraints

Statutory deadlines and current service levels to Members, the Parliament and the public must be maintained throughout the project and met after implementation. Impact on Members and the Parliament will be minimised by the allocation of Chamber Desk staff to support the project with the reallocation of duties among other members of the team. Internal discussions have already identified options for ensuring that day-to-day duties of the team continue to be carried out to current standards while work dedicated to managing and supporting the project


5th July 2010


of 76 Version:1.5

is undertaken simultaneously.

A new system should include improved searchability as requested by Members in the 2008 project.

Assumptions

Sufficient budget will be made available to deliver the aims of the project.

Appropriate resources will be allocated by BIT to support the project.

There will be no diminution of services to Members and their researchers during the development and implementation phases.

Impact Assessment

Business Continuity – the new systems will require to form part of the IT Disaster Recovery plan, but a set of manual or basic word processing procedures will be developed to form part of the Chamber Office Business Continuity Plan.

An Equality Impact Assessment has been carried out and has identified no impact on any of the equalities groups as a result of changes to the IT mechanisms for supporting PQs and motions (Attached as an Annex).

Environmental – impact will be positive as it is anticipated that there will be less need for printed material during the processing of questions and answers.

Health and Safety – there are no new identifiable issues to address.

Information Management – IMS is at the centre of this project, although the project does not create or possess any dependency on other IMS projects. It will conform to all IMS standards and will seek to enhance the control and use of parliamentary data.

Information Technology – Due to the nature of this project, BIT require to be involved at all stages. The extent of that involvement will be determined by the scale of development work required by the identified solution

Political Sensitivity – Members have not formally been made aware of the project. Around a dozen Members or researchers were interviewed as part of the 2008 project and a hand-picked representative sample of researchers were involved in an information-gathering workshop run by Chamber Desk staff in January 2010. It is not considered that the project raises any issues of political sensitivity.

Impact Assessment All of these areas require to be fully assessed at this stage. Use the boxes to indicate that


5th July 2010


of 76 Version:1.5

documents have been appended or consideration included in constraints section

x Business Continuity (see above)

x Equalities EQIA attached as Annex

x Environmental (see above)

x Health and Safety (see above)

x Information Management (see above)

x Information Technology (see above)

x Political Sensitivity (Media Office) (see above)

Project Governance All of these governance documents are required at this stage. Use the boxes to indicate if documents have been appended or consideration included in constraints section

Appended Financial Assessment Sheet

Included above

Options Appraisal – consideration included in business context section

Included above

Outline Procurement Strategy (contact procurement services to complete) see final paragraph in “Business Context” section above

Project Quality Assurance

Appended Risk Register

Attached Stakeholder and Communications plan

Outputs (Products) What tangible products will be created as a result of this project i.e. a new contract, a training programme, goods purchased, a revised policy, new intranet pages etc.

New software for processing and publishing PQs and motions that:

Ensures consistency of approach in processing submissions

Provides clearer and more meaningful web search options

Requires less manual intervention than current systems and removes areas of duplication that are a feature of the current practices

Relies on source data from one central point

Is more robust and is easier for technical support to be provided

Allows automated creation of statistics currently produced by the Chamber Desk

Provides opportunities to enhance the job satisfaction of Chamber Desk staff and increase efficiencies in handling of PQs and motions

Allows efficiencies in deployment of staff

Greater integration with other parliamentary systems

Reduction in environmental impact

A training programme and written desk instructions for current and future members of the Chamber Desk team.

Benefits To be considered a success, the following benefits will have to be delivered by this project.

Benefit Description Measure of success Realisation

http://intranet/organisation/teams/ir

http://intranet/organisation/teams/eo/eqia/default.aspx

http://intranet/organisation/offices-a-i/fm/em-index.aspx

http://intranet/guidance/hs/default.aspx

http://intranet/organisation/corporate/information-management

http://intranet/organisation/offices-a-i/bit

http://intranet/organisation/offices-h-z/media

http://intranet/organisation/corporate/project-management/documents/Financial%20Spreadsheet%20v2.1.xls

http://intranet/organisation/offices-h-z/procurement

http://intranet/organisation/corporate/project-management/documents/Risk%20Register%20v1.1.xls

http://intranet/organisation/corporate/project-management/documents/stakeholder%20and%20communication%20plan%20-%20draft%200.5.doc


5th July 2010


of 76 Version:1.5

Timescales

Improved services to Members through reduction in turnaround times for motions; reduction in risk of manual errors due to processing a single data source

Reduction from one day to half day from submission of draft motion to appearance on the system; reduction in errors caused by transposition from average of approximately 20 manual processing errors per month to 0 and 6 published errors per month to 0.

March 2011

More efficient business processes through improved technology

Improved streamlining of Chamber desk Internal business processes. A reduction of 50% in manual checking of motions. A clearly favourable comparative assessment of current and proposed processes.

March 2011

Effective deployment of staff resources elsewhere, including extending services to members

Amended job descriptions detailing additional member support

March 2011

Data standards improved Data integrated fully with web project and available to future developments

March 2011

Improved web search facility

A more efficient search functionality that enables easier access to information internally and externally – to be checked with sample of Members/researchers

March 2011

An expansion of options and methods for the access and delivery of Written Answers. This would result in the ability to cease to print large volumes of Written Answers, which in turn would save £11,500 per annum from the current LOT3 Print Contract. This

Lower print costs as part of the current LOT3 contract or any new contract. This saving can only be realised, without a dilution of service to members, by the introduction of technology contained within this project.

March 2012


5th July 2010


of 76 Version:1.5

would also require a consultation exercise, with members and researchers, to establish what new options would allow for the removal of the printed report.

Saving of 1.0 FTE Grade 2 member of staff (this will not be realised until project delivery is complete and the new systems have bedded in)

Savings on staff costs for processing PQs and motions by reduction by one fewer staff member

September 2011

Planned Stage/Milestones Enter all known milestones and the project stage that they will be delivered. For each stage entered a corresponding entry must be made on the Financial Assessment sheet that must be submitted with this document. Stages: Proposal, Initiation & Planning, Procurement, Delivery, Closure

Stage

Milestone Description Completion Date

Comments

Project proposal

Agreement to proceed with chamber desk project and to funding

October 2009 Completed

Project initiation and planning

Identification and investigation of possible options

January 2010 Completed


Due diligence on alternative systems

March 2010 Completed


Agree a memorandum of understanding with the NIA for the exchange of software (suggested AIMS in exchange for EditOR)

July 2010 This date has moved out as the draft MOU has not yet been received from NIA.

Project build

Requirements gathering and finalisation: review existing AIMS applications to identify any functional or technical gaps; workshops with stakeholders to capture and agree any additional requirements. Production of a requirements document and a change

August 2010 This date has been revised out to allow for the collation and formulation of the requirements and change control documents.


5th July 2010


of 76 Version:1.5

management process.

Project build

Design, development and build of chamber desk IT systems

December 2010

Project delivery

Parallel running of new and old systems

Feb-Mar 2011

Project delivery

Final testing and sign-off of chamber desk IT systems

Jan-Mar 2011

Project delivery

Go live March 2011

Financial Summary In addition to this summary you must complete and return the Financial Assessment Spreadsheet and submit it with this document.

Internal Costs (£) 80k

External Budget (£) 70k Additional technical/development resource

Total Estimated Cost (£) 150k

Cost certainty assessment

High Certainty (+/- 10%) X Medium Certain (+/- 20%)

Low Certainty (+/- 30%) Very Low cost certainty (+/- 50%)

Ongoing Budget implications post project Please detail any costs that will be incurred post project e.g. ongoing support Please detail any ongoing cost savings.

No contractual requirements expected. It is proposed that support is provided by BIT Production Applications as per other internally developed applications for ongoing support. Saving of 1.0 FTE Grade 2 costs. In shorter term indirect savings due to efficiency gains leading to staff redeployment in other areas. Saving of £11,500 per annum on printing costs by no longer printing the Written Answers Report, in volume, and the availability of other technological methods to access this information. This will require to be investigated for feasibility.

Project Organisation List the members of the Project Board and Project Team

Project Members Role Description of duties

David McGill Clerk, Chamber Desk

Senior User. Represent the views and requirements of the proposed system users.

James Drummond Support Manager, Chamber Desk

Lead on operational requirements

Steven Sutherland Senior Specialist, BIT

Project Manager

Stuart Nicol Head of Senior Supplier. Representing


5th July 2010


of 76 Version:1.5

Development, BIT

the views and requirements of the proposed system suppliers (BIT)

Elizabeth Watson Committee Office Head

Senior Responsible Officer. Champions the project at senior levels and manages the governance of the project throughout its lifespan.

Portfolio Assessment

Purpose Urgency Benefit impact

X Parliamentary Business

Non urgent Little or none

Members Services Desirable Small

Engagement X Important X Medium

Organisational Health Essential/Mandatory Large

Approvals

Group Head Ken Hughes Chamber Office

Date: 20.1.10 Version: 0.2 Decision:

X Accept Reject

Modify

On Hold

Comments/Conditions of approval

I accept this project and recommend its approval. I believe it will achieve significant benefits to Members and to Chamber Office staff and note that projected costs are significantly lower than for a new-build project


5th July 2010


of 76 Version: Draft 0.5

Project Title: Chamber Desk IT Project (Comms Plan)


Project Manager: Steven Sutherland

Programme:

Governance Arrangements: Group X Operational Strategic

SRO: Elizabeth Watson

Date: December 2009

Version No: 0.2

Business Context A brief statement of the need/or problem, what is the objective and vision/goal of the project and what contribution will it make to the corporate strategy.

Due to the age of the IT systems used to process and publish parliamentary questions, motions and amendments, a project is being initiated to replace that technology with newer technology which will radically reduce duplication, manual intervention and inefficiencies with the current systems. It will also allow those systems to be better supported by BIT colleagues.

Purpose of the Plan

This document sets out the project‟s stakeholder management strategy. It provides a stakeholder analysis, identifies possible communication channels and uses this data to develop a communications plan. The objective of this stakeholder management strategy and communication plan is to ensure that all those involved in the project or affected by its outcomes receive the appropriate level of information concerning the project. The stakeholder management strategy identifies stakeholders and defines their interest in, and influence over it.

Stakeholder Analysis

An analysis has been conducted to identify the stakeholders of the Project and their communication needs. The purpose of this is to attempt to identify groups with similar requirements and define what these are, with a view to designing a „communications portfolio‟ which best delivers the information each party requires. The following table provides a summary of the internal and external stakeholders:

Internal Stakeholders External Stakeholders

Chamber Desk staff MSPs

Parliamentary Business Team staff MSP researchers

BIT staff Scottish Government officials

RR Donnelly staff


5th July 2010



This table sets out a stakeholder analysis of internal stakeholders

Internal Stakeholders

Stakeholder Awareness of project

Interest in Project

Influence over project

Comments

Chamber Desk staff

High High High All staff aware of and involved to some extent in taking project forward.

Parliamentary Business Team staff

Low Medium Low Interest limited to publication in the BB of PQs and motions/amendments. Will be informed and given opportunities to contribute

BIT staff High Medium High Have been involved from the outset and regular communications have been established and will be maintained throughout project

SPICe/ IMS panel

Medium Medium Medium Relevant officials will be incorporated into the Project Team once approvals received

The following Table sets of a stakeholder analysis of external stakeholders.

External Stakeholders


Interest in Project


Comments

MSPs None Medium High (if desired) No intention to involved directly. Their interests will be incorporated through involvement of researchers


5th July 2010



MSP researchers

Medium Medium Medium Were involved in information gathering at the outset and will be part of focus groups and induction as the project progresses

Scottish Government officials

Medium Medium Low Were involved in information gathering at the outset and will be involved in focus groups as project progresses

RR Donnelly None Low Low Interest limited to final publication. Will be informed and invited to submit views

Communication

Detailed discussions take place on a regular basis between Chamber Desk clerks and Bit colleagues. Regular contact is also maintained with Scottish Government colleagues, SPICe staff and a focus group of MSP researchers. Communications will be the responsibility of the Chamber Desk team leader who will delegate tasks as appropriate during the project. An initial workshop has been held, involving all stakeholders or representatives thereof and further focus groups and one-to-one meetings are planned at various stages during the project.

Implementing The Communications Plan


5th July 2010



As referred to above, regular contact will be maintained with all stakeholders as the project progresses. As the project requires an initial investigations stage, it is not possible to say at the outset when formal communications methods (such as focus group meetings) will be set up, but these will be a feature at each stage of the project.

A member of the staff of the Chamber Desk will be allocated responsibility for the collation of views submitted and for preparing a proposed action plan for the Project Manager.

Approvals

Group Head Ken Hughes {group}

Date: 20.1.10 Version: 0.1 Decision: X Accept Reject

Modify On Hold


SRO

Date: 20.1.10 Version: 0.1 Decision: X Accept Reject

Modify On Hold


SLT

Date: Version: Decision: Accept Reject

Modify On Hold


Internal TV Service PID OMG (2010) Paper 026

5th July 2010



Project Title: Internal Television Service


Project Manager: Andrew Johnston Programme: Broadcasting Services

Governance Arrangements: Group Operational Strategic

SRO: Ruth Connelly

Date: Version No:


Context As part of its broadcasting service the Parliament transmits all Chamber and committee proceedings together with a package of Free to Air TV and radio channels around the Holyrood campus. This enables Members, staff, resident media and visitors to view business in their offices and public spaces at Holyrood. This internal TV service is currently provided through a contract with Virgin Media. OMG have previously approved the broadcasting services programme which includes the need to tender for a new internal television and radio service. History Throughout the life of the contract the scope and range of the service has gradually reduced (e.g. losing News channels such as Sky NEWS and CNN). VirginMedia as a company has been in a near constant state of flux throughout the contract term and last year decided to stop providing a television service to business customers in the UK while agreeing to see out its current contract with the SPCB. This bespoke television service from Virgin Media (formerly Telewest and NTL:Telewest), packaging the standard UK free to air channels along with 9 Parliament channels, which commenced in July 2004, concludes in August 2011. The approximate total value of this contract at its expiry will be £857,000. Annual costs have been gradually reduced through the life of the contract and it currently costs the Parliament £57.5k per year. In the summer of 2009 Members were consulted about the current service to enable planning for a replacement. The main conclusion was that they would like a greater variety of rolling News Channels. Proposal Currently the television signal is provided via set-top boxes rented from VirginMedia. Television pictures are produced by the Broadcasting Unit, sent back to VirginMedia at South Gyle, packaged there with other channels and then sent back to Holyrood and distributed around the network. The Facilities Management Office provides and is


5th July 2010



responsible for the televisions themselves. These televisions are predominantly old analogue sets which were installed in 2004 when the Holyrood campus opened. Following on site investigations and a proof of concept testing by broadcast engineers it is proposed that by using our existing infrastructure (RF cabling which the SPCB now owns) and the installation of 3 satellite dishes, an improved television and radio service could be run in-house, independent of any commercial supplier thus avoiding ongoing annual costs and making considerable revenue savings . There would however need to be an initial outlay for the following -

Three satellite dishes. For information terrestrial Freeview is not an option due to path obstructions between the main transmitters and the Holyrood site; CastleRock in the case of the Blackhill transmitter and Calton Hill in the case of the Craigkelly transmitter. These 3 satellite dishes can be installed in the garage area and hidden from view. They would not be visible from outside the campus and not protrude above the existing super structure. (The attachment shows their proposed location and tests have proved that they will receive the necessary signals). The satellite dishes will be picking up FreeSat. FreeSsat is a free-to-air digital satellite television joint venture between the BBC and ITV plc, serving the United Kingdom. The service was marketed from 6 May 2008 and offers a satellite alternative to the Freeview service on digital terrestrial television, with a selection of channels available without subscription for users purchasing a receiver. The service also makes use of the additional capacity available on digital satellite broadcasting to offer a selection of high-definition programming from the BBC and ITV. There are currently 152 channels available on FreeSat.

A distribution box and appropriate software This box will be installed in the broadcast central apparatus room in the upper basement.

New digital televisions. The new internal television system is designed around digital television sets and as noted above most of the TV sets on campus are old analogue television sets. However given the current resource allocation exercise it is proposed to drastically reduce the number of TV monitors on campus from 337 to 170. We would intend to provide all MSPs, MSP press offices, the PO and DPOs‟ offices and 1 for staff, the Chief Executive, public areas, Ministers‟ offices and a few essential users. All other current users will still be able to watch parliamentary proceedings and news channels through their PC. Analogue cathode ray tube televisions are an obsolescent technology and Central Scotland is switching exclusively to digital TV by the end of 2011. The sets in the building are approaching ten years old and been extensively used and their life expectancy is shortening. Facilities have already replaced 40 TVs with new digital ones and we shall work with them to reallocate wherever possible. Digital sets also consume half of the energy of old analogue sets (fuller details are provided in the environmental assessment and separate annex to this PID).


5th July 2010



New digital televisions can also be pre-programmed to the Parliament's internal TV service on a bulk basis before install, thus saving engineers‟ time. They are also likely to be more reliable and less likely to require replacing or maintaining. Finally if in the future the Parliament decides to broadcast in High Definition (HD), we would require Digital Televisions to receive and display a High Definition signal around the Parliamentary campus. Removing TV monitors will obviously mean poles and loose cabling but this would need to be a separate project for Facilities to make good. Moreover old TVs could be left in place at present and a rolling programme of removal could be implemented.

A cable run

A cable run will be required from the garage to the central apparatus room, UB97 in the upper basement using an existing duct.. Estimated total cost for all of the above is £77,000.. Fuller details are provided in the options appraisal annex and individual financial assessment templates. Following installation a maintenance agreement would need to be put in place.. It is estimated that this maintenance agreement would cost in the region of £5-£10k per annum. Installation Facilities have suggested that under the Crown Porters contract porters could remove existing TV monitors in a couple of days and replace with new ones over another couple of days. As the service would be down for a few days (at most), the ideal time to do this would be during dissolution 2011 when there is no business and MSP offices are easily accessible.. Any building user needing access to news channels can still pick up a news service from the web. The dissolution period also allows ample time not only for installation but checks and tests etc. A further benefit is cost saving. As there is no parliament business the in house broadcast engineers will have time to do checks and tests during normal working hours. If we were to install in any other recess period we would be charged for their services. Budget The project will require a budget of approx ££77,000 with a small annual maintenance budget of approx £5-£10,000 .Given the current forecasts the project will provide annual ongoing savings of £50k per annum and pay back the capital outlay in approx one and half years. There are also budget savings re electricity usage. Details provided in the financial assessment sheet.


5th July 2010



INTERNAL TV & RADIO SERVICE (preferred option 3)

COST BREAKDOWN

170 new digital TVs £20,400

3 satellite dishes £3,000

Distribution multiplexer and software £35,000

Cables £4,000

Cable installation £2,000

Porters (to remove old Monitors and replace with new ones )

£5,000

Total (with 10% built in for contingency)

£76,400

Recommendation It is recommended that

the television and radio service should be brought in-house

the new installation should take place in the April Dissolution period in 2011

A request for funds for the capital outlay of £77,000 should be made under the contingency budget for this financial year 2010-2011


Constraints The Scottish Government currently receives Scottish Parliament television pictures by virtue of the contract with VirginMedia. Any new solution should provide a means for the Government to continue receive pictures. Solutions for doing this have been explored with BIT and the availability of direct circuits to the Government established. Any costs incurred would be for the Scottish Government to pick up. Members will need a guide to the new channel set up on their TV monitors. It is suggested that the Corporate Publications Board decide whether a leaflet or an online guide should be produced. Facilities Management Office will need to maintain the new TV monitors after installation. Assumptions


5th July 2010



Money for the capital outlay will be available in this financial year The new TV monitors will be bought from the new electrical goods contract. to ensure best value for money. Dependencies Facilities Management will remove the existing analogue televisions and dispose of them. They will also be responsible for installing new ones and maintaining them.

Impact Assessment All of these areas require to be fully assessed at this stage. Use the boxes to indicate that documents have been appended or consideration included in constraints section

Business Continuity A maintenance contract will be put in place to ensure resilience of hardware.

Equalities Equalities Unit will be involved in production of any TV guide for Members and staff

Environmental Environmental Assessment attached. Specification for all hardware including the television monitors will require the contractor to make every effort to minimise the impact on the environment including delivery and transport of equipment and related services, waste management and use of resources. Television monitors procured will be as environmentally and energy friendly as possible. Fuller details included in the Environmental Assessment. Disposal of old TV monitors will be dealt with by Facilities Management.

Health and Safety The installation of a new television service will have to comply with all Health and Safety regulations. Equipment will need to be added to the annual PAT testing regime that FM undertake.

Information Management – N/A

Information Technology A member of BIT has been appointed as liaison officer and will be on the project team.

Political Sensitivity (Media Office) MRO have been consulted on this particular aspect and have supported the development of the comms plan for the overall programme.


Financial Assessment Sheet All attached










5th July 2010



Options Appraisal Options appraisal paper attached

Outline Procurement Strategy (contact procurement services to complete) Attached separately

Project Quality Assurance Using in house broadcast engineers to assure quality

Risk Register To be completed

Stakeholder and Communications plan The Broadcasting Services programme stakeholder and comms. plan includes the internal TV and radio service.


A new internal television service will be created at Holyrood with an increase in the number of TV and radio channels available to MSPs and building users.

TV guide if hard copy published

Maintenance contract in place to ensure resilience of service


Benefit Description Measure of success Realisation Timescales

An improved TV and radio service available to all building users

An increased number of channels, both television and radio

May 2011

A decrease in annual running costs

Decrease from £57,500 per annum to approx £5-£10,000 per annum for maintenance contract

From May 2011

Environmental - Reduced energy use with reduced number of TV monitors and switch to digital.

Reduction in Energy consumption. An old analogue TV monitor consumes 102 kW of power annually compared to 40.8kW for a digital LCD screen. Reduction in number of TV monitors

From May 2011


Stage

Milestone Description Completion Date Comments

Initiation PID approved by Broadcasting Services Board

June 2010 Complete

Proof of Final testing 15 June 2010 Complete

http://www.scotland.gov.uk/Topics/Government/Finance/spfm/appraisal





5th July 2010



Concept

PID to OMG

OMG approve PID and Approval to purchase capital equipment

5 July 2010

Approval to purchase hardware in current financial year using contingency

Approval to go ahead and purchase capital equipment

TBC

Purchase of necessary hardware

All equipment required for service purchased and on-site

March 2011

Installation Installation of TVs and testing of the new system

April 2011 During dissolution


Internal Costs (£)

External Budget (£) 83,000

Total Estimated Cost (£)


X High Certainty (+/- 10%) Medium Certain (+/- 20%)



Annual recurring savings of £50k per year will be realised.



Andrew Johnston Project Manager Manage project through initiation to delivery. Draw up specification, sit on evaluation board and prepare all project governance papers.

Linda Stewart Purchasing Manager

To take forward Procurement exercise to purchase hardware.

BIT Rep Bit Liaison Ensure BIT are suitably involved and consulted

Facilities Representative Liaison Officer CRM Officer

To ensure procurement of new system is consistent with fabric of the building and will link in with the Facilities Responsibility of the televisions themselves.

t


5th July 2010





Parliamentary Business Non urgent Little or none


Engagement Important Medium


Approvals

Group Head Michelle Hegarty PAG


Modify On Hold


With an initial capital outlay of approx £77,000 we shall begin to make year on year savings after one year and half. We shall also have an improved TV service with modern digital technology and a resilient system with in house engineering support.

OMG


Modify On Hold


SLT


Modify On Hold



5th July 2010



Objective

To provide all MSPs and building users with an internal television and radio service which packages all parliament business from the Chamber and 6 committee rooms with commercial TV and radio channels. To be delivered at the latest by summer recess 2011 when the current contract with Virgin Media expires.

Options

Option 1 Stop the internal TV service and let all building users watch parliament business and news channels etc on their PCs. Option 2 Re-let the contract to an external company Option 3 Bring the service in-house using satellite dishes and free-sat. Need to buy hardware and some new digital TVs. The intention is to reduce the number of TV sets on campus from 337 to approx 170. All other users will be able to watch proceedings or get news information using their PCs. Option 4 Use the existing ten year old analogue TVs and bring the service in-house. Need to buy freeview boxes and replace old TVs as and when required.


5th July 2010



Costs

Option 1 BIT would need to confirm any subsequent IT costs as server capacity may be affected. Also ongoing costs re helpdesk support etc. Benefits to Cost Ratio N/A Option 2 Firm costs from external contractor would not be available until tenders received but cost of current contract at its expiry is £857,000 for 7 years. This option would also require full 9 month EU procurement exercise with associated staff costs. Estimated installation costs £100,000 and annual running costs £60,000. Benefits to Cost Ratio 0.05 Option 3 Estimated total costs for capital outlay £77,000 with small annual maintenance contract of approx £7k per annum. Also annual saving on electricity costs. Fuller details in Environment assessment and Financial Assessment sheets. Short procurement process of 3 months. Benefits to Cost Ratio 1.97 Option 4 Estimated total costs for capital outlay £54,000 plus annual maintenance contract for system approx £10,000 per annum. It is also highly likely that new TVs would be required on an annual basis given that current analogue TVs will be ten years old in 2011. Short Procurement process of 3 months. Benefits to Cost Ratio 1.56


5th July 2010



Analysis

Option 1 Pros No capital outlay Cons Likely to be protest from some building users if TVs removed particularly in public areas and in those offices which require TVs on to watch parliament business. Option 2 Pros Benefit of going with external organisation is that accountability and risk passes to them for delivery of service. Cons On past experience commercial organisations in this business sector often in state of flux with mergers and takeovers. Actual service from external supplier has been pretty steady however although subject to reduction in number of channels available for viewing. Option 3 Pros System design has been tested by our own broadcast engineers. Bringing the service in-house will save money year on year and future proof the system for the coming years.


5th July 2010



Benefits are significant with year on year savings following initial capital outlay. Dramatically reducing the number of TV monitors on site reduces the initial capital outlay requirement and also saves on on-going electricity costs.. New digital TVs themselves are also cheaper to run. Annual electricity cost for one old TV with set top box is approx £14.59 compared to £5.30 for a digital TV. (Fuller details in Finance Assessment and Environment templates). There will also be an improved service with access to a wider number of TV and radio channels. At installation stage the digital TVs can be pre-programmed on a bulk basis before install saving engineering time. New TVs will also be more reliable and less likely to require maintenance or replacement. For future years if we go for High Definition cameras the TV will be able to take and display the signal. Cons Sensitivity around the purchase of new TVs in current climate Option 4 Pros Lowest initial capital outlay of all 4 options possibly less sensitivity. Cons The current analogue TV monitors will be ten years old next year 2011. Analogue televisions are an obsolete technology. If we are to build a system around them (nb. we have not tested whether our system design would work with analogue sets and a freeview box), then we are going to launch a new service with a high risk of failure. Apart from old TV sets creating another link in the chain, the freeview box also becomes another possible point of failure and will require maintenance. Higher electricity costs to run with old TV sets and boxes.


5th July 2010



OPTIONS COST RISK QUALITY Benefit to Cost Ratio

Option 1 N/A N/A N/A N/A

Option 2 £100,000 installation costs plus annual running

costs of £60k

Low Medium to High 0.05

Option 3 £77,000 initial capital outlay with approx £7,000 per annum maintenance

contract

Low High 1.97

Option 4 £54,000 initial capital outlay with approx £10,000 per annum maintenance contract plus possible steady replacement of old TV monitors

High (old TVs breaking down)

Med/High 1.56


5th July 2010



Scottish Parliament - Environmental Management System (EMS F006)

Report, Project and Work Request Environmental Check List

Introduction

The SPCB environmental vision “is to becoming a role model for best practice in environmental performance. It is working towards a sustainable future by minimising adverse impacts on the environment and maximising environmental improvement.”

It is the responsibility of all those making or influencing decisions and managing and implementing projects to understand the environmental policy and to minimise the impact of their project on the environment. Projects and organisational changes, where possible, should be used to improve the environment performance of the SPCB. In addition if any procurement will be required the Responsible Procurement Policy should be followed.

The following check list should be used as a starting point to assess the impact of a project or proposal presented in an SLT,OMG or SPCB paper. If the project is assessed to have a negative impact on the environment or conflict with the environmental policy careful thought should be given as to whether:

it is in the organisations best interest to proceed;

the desired outcome can be achieved by a different route;

whether changes can be made to the implementation or management of the project or proposal which will reduce negative environmental impacts.

The Environmental Performance Manager can be consulted at any point for advice.

You may be asked by the Environmental Management Steering Group to present evidence of how you have assessed the environmental impact of your project or paper so it is therefore recommended that you complete and save a copy of this checklist.

http://www.scottish.parliament.uk/corporate/procurement/responsible.htm


5th July 2010



Project / Paper Title or Ref number:

ENVIRONMENTAL ISSUE ENVIRONMENTAL IMPACT (Tick relevant box)

N/A + -

Resource / Materials Use - What physical resources will be required to complete the project? Will implementing the change use significant resources? (building materials, IT equipment etc) Will resource use be effected long term? Can the use of resources be reduced through a different approach? Can sustainably sourced materials be used? e.g second hand or recycled materials, FSC timber. When purchasing the Responsible Procurement Strategy must be followed.

Televisions Infrastructure/Encoders Satellite Dishes Cabling No No Second hand televisions unlikely to have requisite Digital Reception facilities for system to work.

X

X X

Comments

Energy use Will energy use will be affected? Will new appliances be required such as TVs, additional lighting or more IT equipment? The change may replace existing equipment with more efficient ones. Will significant quantities of electricity be used during the implementation phase? If so how can this be reduced?

New digital televisions will be required but the intention is to reduce numbers dramatically. Facilities have agreed to dispose of existing cathode ray tubes via the environmental disposal contract.

Comments Analogue cathode ray tube televisions are an obsolescent technology. Central Scotland will switch exclusively to digital TV by the end of 2011. The sets in the building are approaching ten years old and been extensively used, life expectancy is likely to be




5th July 2010



shortening. An analogue CRT television uses about 102 kW of energy annually plus a freeview set-top box another 10.2 kW. New digital sets consume about 40.8 kW annually. New digital televisions are likely to be more reliable and less likely to require replacing or maintaining.

Travel / Transport Will significant travel or transport be required? Will materials / products be sourced locally or be required to be imported? Will contractors or consultants be required to travel to site? If so within the bounds of procurement rules can local suppliers be used if not can they be encourage to travel sustainably?

It will depend on who wins the contract whether local suppliers can be used. Any successful suppliers will be encouraged to travel sustainably.

Comments

Climate change Will the change result in the release of green houses such as volatile organic compounds or increase the quantity of refrigerants on site? Paints, varnishes and furniture often contain VOCs.

NO

Comments

Water use Will water use be affected? Can borehole water be used? Will significant quantities of water be required during the implementation phase? If so can this be reduced through good practice?

NO

Comments

General waste generation Will implementing the change generate significant quantities of waste? Will waste quantities be effected long term? All contractors are responsible for removing waste generated during works and for ensuring it is disposed of following duty of care regulations and maximising the amount recovered for reuse and recycling..

NO

Comments


5th July 2010



Special waste Will implementing the change generate special waste? Will special waste be generated regularly as a result of the change?

NO

Comments

Noise Will the request result in a permanent change to noise levels across the campus?

NO

Comments

Bio-diversity Will on site bio-diversity (wildlife and plants) be effected as a result of the change?

NO

Comments

Conclusion: Please provide a summary of the environmental impacts both positive and negative of this project and how the project will be implemented and managed to reduce negative impacts. This project will involved the procurement of approximately 250 new televisions and the disposal of 250 old cathode ray televisions. The new televisions will be procured through an existing procurement electrical contract and will be more energy efficient than the old cathode ray tubes (as discussed earlier).


5th July 2010



EQIA Assessment Type of activity: Project

Aims and Objectives

Define the aims and objectives of this activity. Explain the purpose of the activity and what steps will you take to ensure that your aims have been met?

The aim is to bring an existing internal television system, in-house. This will involve the procurement of new televisions and infrastructure.

Taking equality into consideration, what factors could contribute or detract from this activity?

Any new system will have to provide television pictures and sound that are suitable for those who are visually impaired or hard of hearing. Any television guide must conform to all equalities legislation.

Having identified these factors, does this impact on people and if so who?

The installation of the system should not impact as it will be carried out during dissolution. The television pictures will be of the requisite quality to conform to all broadcast safe and equalities legislation

Equality Groups

Use the table below to identify which of these groups are could be affected. Please select whether it is positive, negative or none for each group. (In some circumstances, it could be positive and negative – if so please tick both) If you are unsure about whether there is likely to be any impact, consult with the SPCB equalities team. They will advise you on where to source the relevant information in order to make your assessment. This might involve contacting other offices, equality organisations or gathering further information from other sources.

Equality Group Positive Negative None

Low Medium High

Age ✓

Disability ✓

Gender ✓

Race ✓

Religion & Belief ✓

Sexual Orientation ✓

Transgender ✓

Socio-Economic Status ✓

Maternity and pregnancy ✓

Carers of adults and children ✓

http://intranet/organisation/teams/eo/team.aspx

Improved Financial Reporting PID OMG (2010) Paper 026

5th July 2010



Project Title: Improved Financial Reporting

Project Ref No: Sub Analysis 2 Code: SP712010

Project Manager: Derek Walker Programme: Finance Systems Development

Governance Arrangements: Group √ Operational Strategic

SRO: Derek Croll

Date: 24 June 2010 Version No: 2.0


Context This project forms part of a programme of three projects covering:

1. Replacement of the CASE Travel and Expenses system 2. Development of Financial Reporting 3. The provision of web based reporting to the public for Members‟ expenses

(replacement of existing provision) This PID covers Item 2 the development of reporting. The issues around CASE and web based reporting of Members‟ expenses will be covered separately although they are linked projects with dependencies. This project breaks down into three main areas:

Reporting of relevant data from source, including determining the appropriate format for the report

Storing the data in a suitable database

Acquisition and/or deployment of suitable reporting tools to meet reporting needs To provide improved financial reporting from the core finance systems to reduce, or eliminate, the necessity to maintain duplicate information systems in individual business areas. Potential benefits include greater process efficiency, improved data quality and improved budgetary and cash flow management. The current budget for this project for 2010-11 is £80,000. Options The intention is to have all reporting made available via the Corporate reporting Portal. Initial thought was that this should be populated from one central database with SEAS being the primary source for financial data. This would be achieved through accumulation of the various data into a „Data Warehouse‟. Early indicative costs suggested that use of a Data Warehouse would cost in the region of £50k - £100k. After consideration of alternative options it has been established that reporting to the


5th July 2010



Corporate Reporting Portal can be achieved without the need to purchase an additional data warehouse. This can be achieved by enabling data transfer from the various core source systems (Travel and Expenses, HR & Payroll, FM management) to SEAS. Where it is not possible to transfer full detailed information into SEAS the core systems will make use of their reporting tools and the SharePoint site to enable access to those reports. All detailed reports will reconcile with financial data held on SEAS at summary level. With agreed configuration of SEAS and the new Travel and Expenses system data interface between the systems could take place prior to payment stage and remove the need for cost of a BACSTEL-IP application and associated bank account. In summary, the project will see development of consolidated Commitment reports for Members, and through discussion with the Scottish Government and use of an Oracle Consultant, the import of data into SEAS from the Travel and Expenses system and development of its tool, and in conjunction with BIT, implementation of the SharePoint database for reporting certain details, on the Corporate Reporting Portal. Recommendation To approve development of systems and reporting as above.


Constraints –

1. The relationship of this project with other elements of the Finance Change Programme and

2. Implementation of the new HR & Payroll system (Payroll reporting). 3. Completion date of 1 April 2011 to tie in with implementation of the new Travel and

Expenses system. 4. Scottish Government, SEAS functionality and BIT resource. 5. Dissolution and Election at the end of the project.

Assumptions –Expenses reporting to members will be maintained at no less than the current level of service and the requirement to publish members‟ expenses transaction data on the web at an equivalent level of detail will continue. Dependencies – on BIT and Scottish Government and linkage to CASE replacement and web publishing of members expenses. Scope - This project brings together five areas of development.


5th July 2010



1. SEAS as the primary source of all financial data. 2. The replacement Travel and Expenses system. 3. The new HR & Payroll system

these are the main systems that will interface with SEAS to provide appropriate levels of detail

4. FM management records for Members capped postage and stationery. 5. Further development of the Corporate Reporting Portal where all reports will be

published and accessed.


√ Impact on members services, parliament business – This will link into the project on members‟ expenses reporting and will result in a more joined up format for reporting the various elements of members‟ expenses and expenditure. This is especially important in the current financial climate whether greater scrutiny of our own budget management is likely.

√ Business Continuity - A common reporting system will improve the resilience of financial reporting across the organisation and reduce reliance on duplicate systems maintained by individual business areas. The proposed reporting will be a read only facility and will be capable of being repopulated from the core financial data held externally by the CASE replacement system and SEAS in the event of any incident affecting business at Holyrood, thereby providing improved business continuity resilience

√ Equalities - It will impact on all who use financial data including potentially reach a wider range of decision makers as data more readily available. All users should be able to readily access standard and consistent financial information. Reports need to be easily available and in formats which can be varied to suit the user e.g. font size. Technical jargon or terms need to be avoided e.g. on SEAS ”encumbrances " and ability to replace with terms more readily understood by all. EQIA completed.

√ Environmental - There will be a reduced requirement for different reporting systems by use of standard systems which should have a positive effect. May be some reduction in printing or reports if good quality information is available in clear reports for users. Any input by consultants or contractors will only have minimal travel requirements. Environmental Impact Assessment completed.

√ Health and Safety - no impact

√ Information Management - The project should provide greater flexibility in reporting financial data allowing greater detail and reports against different areas.

√ Information Technology - This project is expected to reduce reliance on the Scottish Government for development of financial reporting. While we incur no direct costs for our use of SEAS, the current arrangements limit our ability to develop and meet our own requirements. Any database will require maintenance as will any new reporting tool. Until the project progresses it is not possible to quantify these accurately.

√ Political Sensitivity (Media Office) – Any change to the method of reporting will take into account. Interaction with Members will be addressed in Communication Plan and liaison with MRO as required.









5th July 2010




√ Financial Assessment Sheet - Completed. Project costs are indicative at this stage, pending further scoping work and will be updated as the project progresses through each stage.

N/A Options Appraisal – N/A

√ Outline Procurement Strategy - The Oracle consultant work can be sourced through existing SG contracts.

√ Project Quality Assurance – SRO to review reports. The Oracle consultant will provide expertise on use of applications. Regular reporting to OMG through the operational portfolio will provide quality assurance.

√ Risk Register – Completed.

√ Stakeholder and Communications plan – Completed.


A suite of reports made available via the Web, Corporate Reporting Portal and e-mail:

Report Frequency Audience Proposed Source

Viewing Format

Current Access

Proposed Access

MSP Expenses Summary Report (incl. commitment) Monthly Members SEAS Excel

Not Available

Reporting Portal

MSP Travel & Expenses Expenditure Report Monthly Members

New Travel and Expenses system PDF email

Reporting Portal

MSP Staff Cost Provision Report

Monthly (in line with payroll schedule) Members

New HR system PDF email

Reporting Portal

MSP Capped Postage and Headed Stationery Report Monthly Members Sharepoint

SQL Reporting email

Reporting Portal

MSP General Stationery Report Monthly Members Sharepoint

SQL Reporting email

Reporting Portal

Report Frequency Audience Proposed Source

Viewing Format

Current Access

Proposed Access

Publication of MSP Expenses Quarterly Public

New Travel and Expenses system web pages Web Site Web Site


http://www.scotland.gov.uk/Topics/Government/Finance/spfm/appraisal




5th July 2010



MSP Ad Hoc Expenditure Summary On-demand Members

New Travel and Expenses system

System screenshot/ report email email

Office Expenses Report Monthly SPS

New Travel and Expenses system PDF

Reporting Portal

Reporting Portal

Cost Statement Monthly SPS SEAS Excel

Reporting Portal

Reporting Portal

Transaction Details Monthly SPS SEAS Excel

Reporting Portal

Reporting Portal

Commitment Details Monthly SPS SEAS Excel

Reporting Portal

Reporting Portal

Forecast Outturn Monthly SPS SEAS Excel

Reporting Portal

Reporting Portal

Open Purchase Details Monthly SPS SEAS Excel

Reporting Portal

Reporting Portal

Payroll Report

Monthly (in line with payroll schedule) SPS Sharepoint

SQL Reporting

Reporting Portal

Reporting Portal



Improved Information / Reporting Improved availability and access to suite of financial reports.

1 April 2011

Improved capability to develop new financial reports

Less reliance on SG for report writing

1 April 2011

Robust information flow through SPCB‟s systems to support reporting

Seamless transfer to new reporting once new expenses system in place from 1/4/2011

1 April 2011

More efficient use of systems for reporting

Reduction in use of duplicate systems held in individual business areas to record financial information. Systems identified include, but are not limited to: BIT - Bit database; Committee - COBS linked spreadsheets;

1 April 2011


5th July 2010



FM - Extensive macro driven linked MS Excel and MS Outlook system; and SPICe - Horizon Library Management system with purchasing functionality.


Stage


Initiation & Planning

Review options and methods for import/extracting data to/from SEAS including format.

31 May 2010 Suitable sources mean that data warehouse application not required.


Meeting with Scottish Government to discuss SEAS options.

30 June 2010 Meeting arranged.


Agree reporting from appropriate source in particular SEAS as primary source, including investigation by Oracle consultant.

30 September 2010

Delivery Develop Sharepoint for reporting FM costs to Members via Corporate Reporting Portal.

30 July 2010

Delivery Develop CASE replacement and HR System interfaces with SEAS

30 October 2010

Delivery Develop Sharepoint for reporting all costs via Corporate Reporting Portal.

30 December 2010

Delivery Test reports and Reporting Portal 28 February 2011

Delivery Go Live 1 April 2011

Closure Project closure and handover 30 April 2011


Internal Costs (£) 21,000


Total Estimated Cost (£) 46,000


High Certainty (+/- 10%) Medium Certain (+/- 20%)

√ Low Certainty (+/- 30%) Very Low cost certainty (+/- 50%)

Ongoing Budget implications post project


5th July 2010



Please detail any costs that will be incurred post project e.g. ongoing support Please detail any ongoing cost savings.

On going support costs for database and reporting tools. Likely to be offset by reduced internal costs of running duplicate financial reporting systems in individual business areas.


Project Board Role Description of duties

Derek Croll Head of Financial Resources

SRO

Lis Craig Financial Controller Senior user

Huw Williams Head of Officeholder Services and Allowances Policy

Senior Supplier

Project Team Role Description of duties

Derek Walker Customer Services Manager

Project Manager

Andrew Earnshaw BIT Project Manager Technical Adviser

Linda James Development Officer Project Support and Administration





Engagement Important √ Medium

√ Organisational Health √ Essential/Mandatory Large

Approvals

Group Head Derek Croll Financial Resources

Date: June 2010

Version: 2.0 Decision: Accept Reject

Modify On Hold


OMG


Modify On Hold



5th July 2010



Project Title: Improved Financial Reporting – Comms Plan

Project Ref No: Sub Analysis 2 Code: SP712010

Project Manager: Derek Walker Programme: Finance Systems Development

Governance Arrangements: Group √ Operational Strategic

SRO: Derek Croll



Context This project forms part of a programme of three projects covering:

4. Replacement of the CASE Travel and Expenses system 5. Development of Financial Reporting 6. The provision of web based reporting to the public for Members‟ expenses

(replacement of existing provision) This project breaks down into three main areas:

Reporting of relevant data from source, including determining the appropriate format for the report

Storing the data in a suitable database

Acquisition and/or deployment of suitable reporting tools to meet reporting needs To provide improved financial reporting from the core finance systems to reduce, or eliminate, the necessity to maintain duplicate information systems in individual business areas. Potential benefits include greater process efficiency, improved data quality and improved budgetary and cash flow management.

Purpose of the Plan

This document sets out the Projects stakeholder management strategy. It provides a stakeholder analysis, identifies possible communication channels and uses this data to develop a communications plan. The objective of this stakeholder management strategy and communication plan is to ensure that all those involved in the Project or affected by its outcomes receive the appropriate level of information concerning the Review. The stakeholder management strategy identifies the Review‟s stakeholders and defines their interest in, and influence over it.


5th July 2010






Members Scottish Government

Business Areas Oracle

Logica




Interest in Project


Comments

Members Unaware Available Reports

Feedback on format

Will engage Members at earliest opportunity.

Business Areas Aware Available Reports

Feedback on format

Reporting changes fed through FLO network. Business areas involved with provision of data directly involved with the project.

BIT Aware Development of Corporate Reporting Portal

Involved directly with project.


5th July 2010






Interest in Project


Comments

Scottish Government

Aware Provision of SEAS

Determine interface with SEAS

Meeting arranged for 30 June.

Oracle Unaware SEAS Functionality

Determine interface with and reporting from SEAS

Will be called upon if agreed with SG.

Logica Unaware Technical Expertise

Development of Corporate Reporting Portal

Involvement will be determined by BIT as necessary.

Communication

Principles 10.The following principles will underpin the communications plan:

Overall responsibility for leading communications will rest with the SRO.

The Project Manager will provide regular status reports to SRO.

Project team communication will be documented and signed off.

Finance Liaison Network, selection of Members and Pilot users will act as champions for change.



5th July 2010



Detail the timescales etc of how the plan will be implemented. Cover any other issues on the practicalities of implementing the plan.

Communications will be scheduled alongside key milestones in the Project.

Feedback mechanisms will be put in place to measure the effectiveness of communication.

Approvals

Group Head {Name} {group}


Modify On Hold


SRO


Modify On Hold


SLT


Modify On Hold



5th July 2010



Scottish Parliament - Environmental Management System (EMS F006)

Report, Project and Work Request Environmental Check List

Introduction

The SPCB environmental vision “is to becoming a role model for best practice in environmental performance. It is working towards a sustainable future by minimising adverse impacts on the environment and maximising environmental improvement.”

It is the responsibility of all those making or influencing decisions and managing and implementing projects to understand the environmental policy and to minimise the impact of their project on the environment. Projects and organisational changes, where possible, should be used to improve the environment performance of the SPCB. In addition if any procurement will be required the Responsible Procurement Policy should be followed.

The following check list should be used as a starting point to assess the impact of a project or proposal presented in an SLT,OMG or SPCB paper. If the project is assessed to have a negative impact on the environment or conflict with the environmental policy careful thought should be given as to whether:

it is in the organisations best interest to proceed;

the desired outcome can be achieved by a different route;

whether changes can be made to the implementation or management of the project or proposal which will reduce negative environmental impacts.

The Environmental Performance Manager can be consulted at any point for advice.

You may be asked by the Environmental Management Steering Group to present evidence of how you have assessed the environmental impact of your project or paper so it is therefore recommended that you complete and save a copy of this checklist.



5th July 2010



Project / Paper Title or Ref number: Development of improved financial reporting

ENVIRONMENTAL ISSUE ENVIRONMENTAL IMPACT

(Tick relevant box)

N/A + -

Resource / Materials Use - What physical resources will be required to complete the project? Will implementing the change use significant resources? (building materials, IT equipment etc) Will resource use be effected long term? Can the use of resources be reduced through a different approach? Can sustainably sourced materials be used? e.g second hand or recycled materials, FSC timber. When purchasing the Responsible Procurement Strategy must be followed.

Comments Hardware requirement may be restricted depending on existing server capacity. The software will run on existing PCs. There will be a reduced requirement for different reporting systems by use of the standard system which should have a positive effect.

√

Energy use Will energy use will be affected? Will new appliances be required such as TVs, additional lighting or more IT equipment? The change may replace existing equipment with more efficient ones. Will significant quantities of electricity be used during the implementation phase? If so how can this be reduced?

Comments There may be additional hardware but should have only a very marginal impact on any energy requirement being run through existing pcs and replacing reporting already carried out.

√

Travel / Transport Will significant travel or transport be required? Will materials / products be sourced locally or be required to be imported? Will contractors or consultants be required to travel to site? If so within the bounds of procurement rules can local suppliers be used if not can they be encourage to travel sustainably?

Comments Any input by consultants or contractors will only have minimal travel requirements.

√

Climate change Will the change result in the release of green houses such as volatile organic compounds or increase the quantity of refrigerants on site? Paints, varnishes and furniture often contain VOCs.



5th July 2010



Comments No

√

Water use Will water use be affected? Can borehole water be used? Will significant quantities of water be required during the implementation phase? If so can this be reduced through good practice?

Comments No

√

General waste generation Will implementing the change generate significant quantities of waste? Will waste quantities be effected long term? All contractors are responsible for removing waste generated during works and for ensuring it is disposed of following duty of care regulations and maximising the amount recovered for reuse and recycling.

Comments May be some reduction in printing or reports if good quality information is available in clear reports for users.

√

Special waste Will implementing the change generate special waste? Will special waste be generated regularly as a result of the change?

Comments No

√

Noise Will the request result in a permanent change to noise levels across the campus?

Comments No

√

Bio-diversity Will on site bio-diversity (wildlife and plants) be effected as a result of the change?

Comments No

√

Conclusion: Please provide a summary of the environmental impacts both positive and negative of this project and how the project will be implemented and managed to reduce negative impacts. Nothing to add to the above.


5th July 2010



EQALITIES IMPACT ASSESSMENT Type of activity:

Project

Aims and Objectives


To replace the current IT systems used by clerks in the Chamber Desk to process parliamentary questions, motions and amendments. The purpose of this project is to make the process more efficient, less labour intensive and more robust by eliminating duplication and multiple sources of the same data. Constant contact with Chamber Desk customers and users - MSPs/MSP assistants, Chamber Desk staff, Parliamentary Clerks office of the Government - to seek their views/advice on how we are reaching our project objectives. Proper project management should also be good practice to set deadlines and ensure these are being reached. This will be aided through guidance from the Projects and Best Value manager.


Factors which could detract from the Project: Insufficient consultation and communication with the three main customers of the Chamber Desk and its systems and processes - MSPs/MSP assistants, Chamber Desk staff, Parliamentary Clerks office of the Government. Any failure to suitably liaise with these customers could mean that certain functionalities of what the Chamber Desk produces and how it is produced and displayed could mean that key requirements are not factored into the project.


Yes. Impacted groups would be the three main customers - MSPs/MSP assistants, Chamber Desk staff, Parliamentary Clerks office of the Government.

Equality Groups




5th July 2010




Low Medium High

Age ✓

Disability ✓

Gender ✓

Race ✓

Religion & Belief ✓

Sexual Orientation ✓

Transgender ✓

Socio-Economic Status ✓

Maternity and pregnancy ✓

Carers of adults and children ✓

Members Expenses Reporting PID OMG (2010) Paper 026

5th July 2010



Project Title: Members’ Expenses Reporting


Project Manager: Andrew Earnshaw

Programme: Finance Systems Development


SRO: Derek Croll



Context This project aims to ensure continuity of web based members expenses reporting for materials already published through the current contract and for new expenses materials to be published in the future. It follows 2 other projects as part of a programme of three projects in the Finance Change Programme (phase 2):-

7. Replacement of the Travel & Expenses system (CASE Plus) 8. Development of reporting from SEAS 9. Provision of Members’ Expenses Reporting

There are dependencies between all projects and the timeline of the 3 projects reflects these dependencies. Members‟ Expenses have been reported to the public via the MSP Allowances Database http://mspallowances.scottish.parliament.uk/MSPAllowances/ since June 2006 when the service went live. It is provided by a 3rd party provider over the web and is openly accessible to the public or media. The hosting and support contract for the publishing service ends in March 2011 and a solution to ensure the service is continued is required.. Options There are a number of options available to SPCB at this time in order to continue the provision of the reporting, these are defined below with pros and cons and the recommendation to take forward. Option 1 – Extend the contract with Folding Space This option would aim to continue the hosting of the legacy expenses information and new information on the Folding Space web service. It would require an extension to the existing contract which would need to be realised through a non competitive action (NCA). The total cost of the current contract is £33K, even if the contract were extended for 5 years the total value of the contract would still be under the EU procurement threshold. As such there

http://mspallowances.scottish.parliament.uk/MSPAllowances/


5th July 2010



would be a case for extending the contract with a NCA. Advantages – This would remove the need for developing a database and web application assuming that the new information could be hosted on the folding space site. Disadvantages/Risks – A cost of around £11,000 per year would be incurred to provide this service, over 5 years this would total £55,000 An NCA would be required and there is no guarantee that this would be agreed to. Option 2 – Develop a solution in house and host the information on our website using the content management system This option would develop a database to host legacy information to be migrated from the Folding Space site as well as the new information stored in the new T&E system. The information would be held on the Parliament‟s website and to this end a web application would be developed which would integrate with the Content Management System. Some technical contract resource would be used to support internal BIT developers to manage the import of data from the new Travel and Expenses system. This option could also incorporate the re-use of the code and database developed by Folding Space which they may be willing to provide to us licence free for a nominal fee. Advantages – There would be no ongoing spend associated with this project as the current web architecture would be used to host it. The expenses information would be held on the Parliament website so users would not be redirected to another sites improving the user experience. Disadvantages/Risks – There may be a considerable amount of resource required to develop this solution and this would be competing with other projects also underway, e.g. the election.

BIT Project Manager 34

BIT Developer 39

BIT Analyst 7 Overall the costs over 5 years of doing this would be £31,205 including internal resource, and would save £11k per year against the current provision.

Option 5 Year cost (including internal resources)

Annual saving on Running costs

Cost certainty

1 – NCA for folding Space

£55k 0 High

2 – Develop new system £31k £11k Med


5th July 2010



in house

Recommendation Based on the analysis above it is recommended that OMG approve option 2, to develop an in house solution to ensure the continuation of the publication of expenses information.


Constraints – A budget of £35K has been secured for this project. The existing contract with Folding Space will end in March 201. Assumptions – There is an assumption that SPCB need to continue providing the current level of service of established by the Folding Space system as a minimum standard. A second assumption is that the CASE Plus system can be used beyond the end of contract (March 2011), as the Allowances office plan to use this system to process all 2010/2011 claims. If a decision is made to process 2010/2011 claims in the new T&E system then this may lessen the number of solutions required for the project. This risk is currently being addressed as part of the Replacement of the Travel & Expenses system project. Dependencies – There is a significant dependency on BIT resource to deliver this project as it is a largely technical project. Secondly there is a dependency on the implementation of the new Travel & Expenses system, for the reason that until the system is established then we will not know its full reporting capability, implementation of this system will commence in August 2010. The third significant dependency is on the implementation of the Content Management System (CMS), it is likely that this system will be required to publish the information to the web, the implementation of this will commence in November 2010 and as yet we do not know if the expenses information can be directly imported into the CMS or if we will need to create a separate database.


5th July 2010



Scope - This project can be divided into three main requirements

1. Publishing existing expenses information already published through the Folding Space system, this could be described as the Legacy information.

2. Publishing new Expenses information processed by the new Travel & Expenses system.

3. Publishing expenses information for 2010/2011 information held in CASE Plus and added after the end of that financial year.


Business Continuity - Business continuity will be considered when assessing which option to go with to deliver the continuation of the existing service. When developing any technical elements, disaster recovery considerations will feature high on the requirements specification

Equalities - An Equality Impact Assessment has been completed and has been lodged with the equalities team. Equalities issues are not considered as having a large impact on this project, however web accessibility issues will be considered when designing the web interface.

Environmental - Environmental considerations will be considered as part of the planning for this project an EQIA has been completed which considers some of these issues, but as it is an IT project and will require no additional hardware, software or increased energy consumption it is not an important factor.

Health and Safety - Health and safety considerations are not relevant to this project outwith the normal considerations any SPCB staff must make in their day to day duties.

Information Management - A key aspect of this project is information management, however the focus is on the reporting and dissemination of information rather than the manipulation of the information. As such SPCB information principles will be considered but are not likely to affect any project decisions.

Information Technology - Technology is at the heart of this project and as such will be a major consideration in all decisions. As the solution will be developed in house it will conform with our technical architecture.

Political Sensitivity (Media Office) - Given that the aim is to provide a seamless continuation of the existing service there is unlikely to be significant media interest in this project. Media Office will be consulted as part of the overall communications plan{?}


http://intranet/organisation/teams/eo/default.aspx







5th July 2010




Financial Assessment Sheet

Options Appraisal - Development of an options appraisal will be a product of the initiation phase of this project and as such is resourced within this PID.

Outline Procurement Strategy (contact procurement services to complete) - This project will not involve a procurement exercise, procurement staff will be consulted if this position changes.

Project Quality Assurance - A strong project board and regular reporting to the board will provide sufficient quality assurance to the project

Risk Register - Attached

Stakeholder and Communications plan – A draft plan has been created and is attached.


A dump of data from the Folding Space solution or from the CASE Plus System

Development of the reporting functionality from the new Travel & Expenses system to provide the information in the required format to import into SPCB databases.

A Database to serve the information to the web through the Content Management System. The database must be able to import information from

CASE Plus for FY 2010/11

The new T&E system

The data dump of legacy information

A web application to be embedded in the Scottish Parliament website and integrated with the Content Management System to provide search and browse functionality over the MSP expenses data. The functionality delivered should be broadly similar to that provided by the Folding Space solution.



A seamless continuation of service for the provision of members expenses data information on the web

Switchover of systems results in no downtime of the service being available

Immediate

Reduced expenditure by bringing service in-house

No additional spend on Folding Space contract This equates to £11K per year.

On termination of the existing contract {Date}

http://intranet.scottish.parliament.uk/organisation/corporate/project-management/documents/Financial%20Spreadsheet%20v2.1.xls


http://intranet.scottish.parliament.uk/organisation/corporate/project-management/documents/Risk%20Register%20v1.1.xls

http://projects/projectsites/mspreporting/Management%20Files/stakeholderandcommunicationplan-draft0.5.doc


5th July 2010




Stage


Initiation Project planning including discussions with current supplier, discussions to ascertain requirements for new system and discussions with procurement

30 September 2010

Planning Requirements gathering and system design

31 October 2010

Delivery Delivery of a data dump from CASE Plus or the Folding Space database. Development of a database to host the data from the various data sources. Development of reporting functionality from the new T&E system for import of data into our database. Development of a web application to expose the information held in the database to the website.

18 February 2010

Delivery Testing of system 18 March 2010

Delivery Deployment of system 31 March 2010

Closure Project closure and hand over 30 April 2010


Internal Costs (£) 19,000


Total Estimated Cost (£) 31,000


High Certainty (+/- 10%) Medium Certain (+/- 20%)



There may be a marginal increased BIT resource requirement for support but this would be more than offset by the £11k decrease in spend on support and maintenance of the externally hosted service. Over the 5 year period the project will have a Net Present value as shown Below:-


5th July 2010



Net Present Value (inc staff costs) £ 18,283

Net Preset value (ex staff costs) £14,488



Derek Croll Head of Financial Resources

SRO

Jackie Giulianotti Head of Allowances

Senior User

Stuart Nicol Head of BIT Development

Senior Supplier





Engagement Important Medium


Approvals

Group Head Derek Croll Financial Resources


Modify On Hold



5th July 2010



Project Title: Members’ Expenses Reporting


Project Manager: Andrew Earnshaw

Programme: Finance Systems Development


SRO: Derek Croll



This project aims to ensure continuity of web based members expenses reporting for materials already published through the current contract and for new expenses materials to be published in the future. It follows 2 other projects as part of a programme of three projects in the Finance Change Programme (phase 2):-

10. Replacement of the Travel & Expenses system (CASE Plus) 11. Development of reporting from SEAS 12. Provision of Members’ Expenses Reporting

There are dependencies between all projects and the timeline of the 3 projects reflects these dependencies.

Purpose of the Plan

This document sets out the Projects stakeholder management strategy. It provides a stakeholder analysis, identifies possible communication channels and uses this data to develop a communications plan. The objective of this stakeholder management strategy and communication plan is to ensure that all those involved in the Project or affected by its outcomes receive the appropriate level of information concerning the Review. The stakeholder management strategy identifies the Review‟s stakeholders and defines their interest in, and influence over it.





5th July 2010



Derek Croll

Finance

Media Office

Members

Allowances Office

BIT Development




Interest in Project


Comments

Derek Croll High High High

Finance High Medium Medium

Media Office Low Medium Low

Members Low Low Medium

Allowances Office

Medium High High

BIT Development

Medium Low High




Interest in Project


Comments


5th July 2010



Communication

Principles 10.The following principles will underpin the communications plan:

Overall responsibility for leading communications will rest with the SRO, Describe any other communications responsibilities

Ensure how communications inside the project team is covered.

Describe the use of consultation exercises, focus groups, project champions etc

An analysis of the various methods of communication was undertaken as displayed in the table below..

Stakeholder Grouping Communications Channels Timing


Detail the timescales etc of how the plan will be implemented. Cover any other issues on the practicalities of implementing the plan.

Detail how communications will be scheduled. Ensure this is done alongside key milestones in the Project

Detail what feedback mechanisms will be put in place to measure the effectiveness of communication.

.


5th July 2010



EQIA Preview

Type of activity: Project

Aims and Objectives


To continue to publish MSP expenses to the web to allow members of the public to view MSP expenses and fulfil our FOI commitments and support our values of openness and transparency.


As this information will be published to the web an important equality consideration would be the ease of access to view the information.


This activity may impact on people who are partially sighted or blind people, as such these considerations need to be factored into the design of the web interface.

Equality Groups



Low Medium High

Age

✓

Disability ✓

✓

Gender

✓

Race

✓

Religion & Belief

✓

Sexual Orientation

✓

Transgender

✓

Socio-Economic Status

✓

Maternity and pregnancy

✓

Carers of adults and children

✓

Positive Impact

If you have identified a positive impact, who should benefit from this activity and in what way? (for example, how will this promote equality or make a positive difference to an equality group)

There seem to be no positive impacts as this is largely a continuation of a service.

Low / Medium Impact

If you have identified a low or medium negative impact, you do not need to carry out a full equality impact assessment. Continue to keep this under review and explain what actions you will take to remove any adverse impact.

The impact of web accessibility will be reviewed when the time comes to develop the web application to host the data. The CMS system is expected to ensure high compatibility with web accessibility standards.


Annex B – Resource Gantt Chart OMG (2010) Paper 026

5th July 2010

