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Sub-Postmaster Improvements &
Mediations
Weekly Steering Group
8" August 2013
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Agenda
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oN oa F OD D>
Actions from previous meetings
Achieved and key upcoming milestones
High level plan
Improvements project TOR
Options regarding Second Sight
Roles and Responsibilities
Legal Update
Risks
Decisions for this meeting:
1.Agree how to move forward on funding categorisation (from actions)
2.Approve changed/added milestones
3.Agree to sign off the improvements project TOR by next meeting
4.Agree Second Sight approach
5.Agree Roles and Responsibilities of this board
Cs)
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Actions from previous meetings Qe
Action Who Due Update Status
Define process for subpostmasters Susan/
to appeal outside the line Angela 07-Aug eeem
Find an independent Chair for the
7 Monthly Oversight Board Mark 08-Aug open
Prepare a strategy paper for MP Mark 08-Aug open
engagement
1 Produce a TOR for the Susan 15-Aug new
independent Chair
2 Find out why Fujitsu are funding Simon 02-Aug closed
the £100k horizon changes
3 Contents of Horizon changes to be Simon 30-Aug new
shared with this group once
agreed with the business units
4 Obtain a cost centre for project Simon 02-Aug closed
costs
5 Ensure working party have as part Susan 15-Aug new
of their remit the obligation to
ensure funds are used responsibly
Determine if costs can be classified .. answer was for
6 : Simon 08-Aug,, , .
as exceptional no discussion
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Actions Q
Milestones Completed (since last meeting)
Sign off TOR for Process Improvement projects [may not be possible in Gayle Peacock 2/8
Angela’s absence]
Create a mediation agreement — explaining the mediation process and Andy Parsons 2/8
the obligations on all parties
Key upcoming milestones
Working party agrees mediation pack Susan 08/08
Create Branch User Forum TOR Angela / Lesley 12/08
Select independent Mediator(s) Susan 22/08
Prepare paper on pros and cons of continuing to bring prosecutions Susan 28/08
Appoint independent Chair Susan 10/09
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Changes to the plan Qe
¢ Legal activities have been added for the QC to advise POL on strategy and
process for reviewing past/current criminal prosecutions given the findings of
the Second Sight interim report dated
¢ Improvements project plan has been restructured to reflect an end to end
approach rather than an analysis per sub group
* Communication plan still needs more detail.
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Public Commitments- High level Plan
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Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Collaboratively 22/07 JA meeting} to agree investigation scope and approach
complete cases . , ;
A 25/07 First Working Party Workshop tp define Ways of Working
Angela VDB A 08/08 Working Party sign off ways pf working, mediation pack and comms}
Angela VDB nomination . P
BD and Paralegal A 12/08 New ways of working fully implemented
Second Sight A\I 22/08 Mediafor(s) appointed
Al 24/08 TOR fpr Monthly Oversight Boarfi agreed
A) 30/10 complete first case 28/02 All high priority
A Gases completed
Monthly Qversight Boatds A A A A A A A A
Adjudication of future
cases
A 10/09 A
A 224/08 Define prpcess for appealing cases
joutside the line
ppoint an independent figure to determine how an independent g
jafety net might be introduced
Tasks added since last version in red.
Angela VDB to adjudicate in disputed cases in the future
Susan Crichton A 15/09 Independent review commences
A 19/10 Independent review makes recommendations
A_I 25/10 PostIOffice Implements recommendations
BranchiVeenzcein ‘A. 12108 Create Draft TOR
Angela VDB A 15/08 Start engagement with stakeholders
Lesley Sewell .
\& 06/09 complete engagement with stakeholders,
A 13//99 Issue final TOR and send out invitatigns to first forum
A 95//10 First Branch User Forum
Brangh User Forurn meets regularly A A A A A A
it (frequency agreed in TOR))
Notes:
Version 006 20130808
A On Track
\Achieved Milestone
{J Names of critical resources
A Original Date (not achieved)
>> Dependency
A Delayed (no impact)
At Risk/ Delayed
(potential impact)
Allssue / Delayed
(material impact)
Ww
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Legal - High level Plan ae)
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Legal
{A05/07 Tactical ways of working implemented, dll cases revipwed individually
Susan Crichton /\26/07 Agree Response to Criminal cases review commission
Hugh Flemington
Rodric Williams i.
BD Support A 01/08 Define route for prosecuted chses post di¢closure
17/97 Initial Sift of cases completed and disclosure provided to defence, up to January 2010 by CK (cartwrightking)
A30/08 CK review of cases complete
428/08 prepate paper on pros and conk of continuing to bring prosecutions
I—A 19/09 Present papel to ARC
A 30/07 Appoint QC to advise POL on strategy and process for reviewing pagt/current criminal prosequtions
given the findings of theISecond Sight interim report dated
£\02/08 Initial findings flom QC shared with PostIOffice
A09/08 fnitial findings from QC discussed with CK
A3$0/08 TOR fof full QC report agreed
A3)/09 Full QC feport complete
rN A A A A A ‘i a A
Monthly Reporting to Programme Board
Notes: . . . Version 006 20130808
Tasks added since last version in red.
a2 Track Achieved Milestone Briginal Date (not achieved) [Delayed (no impact) x Risk/ Delayed 7 awe Delayed WY)
>> Dependency potential impact) jaterial impact)
{J Names of critical resources
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Improvements - High level Plan &
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
All Streams A\I 24/07 Agre¢ Terms of Reference withI Sponsor (Angela)
Z\ 96/08 Agree approacl) to mapping as-is process, scope, andjhow it will be documented
A 08/08 Agree Terms bf ReferenceIwith steering group
A 09/08 Identify resource from ¢ach area to support the mapping of the "as-is"
A 09/08 Identify process for capturing quick wins
A 30/08 Start to identify quick wins (from the mappirjg exercise)
A 05/09 Agree which Iquick wins should be implemented with Programm¢ Board
A 96/09 Begin implementing qui¢k wins
30/09 Complete “as-is" subpostmaster journey/experience wit POL
30/09 Complete "as-is" Crown colleague r journewexperience with POL
30/09 Complete “as-is” Multiple partmer r journey/experience with POL
A 95/10 AllI“Quick Winsj’ Implemented
A I20/10 Compipte “to-be" siibpostmastef journey/expprience with POL
A I20/10 Complpte " to-be " Crown colleague r journey} some a POL
A I20/10 Complete " to-be” multiple partner r journey/¢xperience with POL
A 15/11 Funding for proposal approved
A1//11 Commence implementation projects
15/4 implement mechanism]to ensure all] processes afe regularly
reviewed and continue to be fit for purpose
Culture Change
Note:I Milestones to} be pravided by Gayle/Angela by 15/08
Notes: Version 006 20130808
Tasks added since last version in red. I~
NJ
A On Track \Achieved Milestone 4 Original Date (not achieved) /\ Delayed (no impact) 4 At Risk/ Delayed Allssue / Delayed
{J Names of critical resources >> Dependency (potential impact) (material impact)
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Technology improvements- High level Plan C2)
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Technology
mpees 230/07 Draft improved Subpostmaster guidance for Horizon communication ling failure
be A15/08IReview guidance with NF$P
30/08 Issue guidance to branches
Pa becccohl 30/08 Agree contents for IHorizon release 10
4. 30/09 Commercials agreed for HorizonIrelease 10 A 15/03 release 10 live
Reporting
improvements 02/08 raise CR with Fujitsu 15/09 new rey
. F 7 ports
4 30/09 AgreeIcommercial terms with Fujitsu availhble
Improvements delivered N30107 DefineIchanges
ven ter de A(30/08 DeliverI/changes
Draft status.
A On Track A\Achieved Milestone 4 Original Date (not achieved) /\ Delayed (no impact) —_ At Risk/ Delayed Allssue / Delayed NZ
{J Names of critical resources
>> Dependency (potential impact) (material impact)
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Communications - High level Plan C2)
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Communications and
MP engagement \22)07 Agree Approach with JA
£\30/07 JA to communicate process to MP:
Angela VDB A01/08 Start engagement with MPs —Iindividually explaining how we will review their cases
Mark Davies A 01/10 Stayt taking MPs/through there actual cases — highest priority first
Alwen Lyons . .
Second Sight 31/10 JointI MP update meeting
15/03 Engagement with MPs for 25 investigation cases complete 4
Notes: . Version 006 20130808
Unclear if JA has communicated the process to MPs
A On Track A\Achieved Milestone 4 Original Date (not achieved) /\ Delayed (no impact) —_ At Risk/ Delayed Allssue / Delayed V7
{J Names of critical resources > Dependency (potential impact) (material impact)
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Branch Support Programme - Terms of Reference Qe
The Weekly Steering Board needs to approve the improvements project TOR, by next
meeting. Summary of the TOR below. Any questions comments should be directed to
Angela or Gayle:
«Scope of the programme will be to focus on the key issues within the report —
* POL’s attitude to subpostmasters,
* Inadequate support from help-desks
* Lack of accurate and timely information to help spmrs with issue resolution
* Inexperienced trainers and gaps in training coverage
* Lack of centralised data to investigate specific cases
*Approach will be to organised the deliverables against mapping the entrance to exit journey for
subpostmasters, colleagues and multiple partners
«Key Deliverables required to address the issues within the report are:
* Completing the mapping of the “as-is” journey by the end September
* Identifying, agreeing and implementing the quick wins from 5" September
* Defining the “as-is” entrance to exit journeys by the 20" September
*Stakeholders from all areas of the business who have an interaction will be represented within the
Programme
*KPlIs have been identified and include agent/colleague engagement, quality of training and support
provided, Branch losses and debt, costs, structure, systems
“Risks, issues and dependencies have been identified
(411)
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Second Sight Proposal C2)
Objectives:
*Second Sight exit the investigation in the medium term
*Retain the confidence of key stakeholders (JFSA, JA, other MPs and SS)
*Reduce our investigation costs
*Create an enduring capability for independent investigation
*Keep aligned to the Parliamentary Statements
Proposal:
«Augment Second Sight with Post Office employees who will work under the oversight of Second Sight
*Propose that at first this is Angela and two assistants, with the view to grow the team to meet demand
*Second Sight step back from the detailed work (hence less cost) and play an oversight role
*The POL team establish a reputation for independence of mind, integrity, and thoroughness in their
investigations
*Once credibility of the POL team is established Second Sight give them the seal of approval and pass
the baton on to them.
As a reminder some of The continued input of Second Sight is.
the comments from the incredibly important, given its familiarity ee
i . with the case so far and the fact that it Is Important that any
Parliamentary debate : enjoys the confidence of many of those further work is not only
involved. independent, but seen to
be independent, and
clearly the role of Second
...Will set up a working party to complete the review of cases Sight in that is important
started by Second Sight, and will consider all 47 cases brought
forward by the Justice for Subpostmasters Alliance
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Roles and Responsibilities
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The table is designed to facilitate a discussion to clarify our responsibilities going forward
Responsibility
Paula Vennells
Chris Day
Susan Crichton
Angela Van den Borgerd
Lesley Sewell
Andy Holt
Mark Davies
Steer the overall programme
Final point of issue escalation
Keep the Board informed
Delegate for Paula, in Paula’s absence
Financial approval/oversight
Single Exco POC for the overall programme
Directly responsible for all related Legal activities, including case reviews,
process, QC review of prosecution process and creating and independent
adjudication process (2"? commitment)
Complete the mediation process for all agreed cases
Establish a new investigation team, grow the team, gain credibility
Sponsor the improvement programme
Set up and run the branch user forum (3'? commitment)
Deliver Technology improvements
Support the improvement programme when required
Support the Branch User Forum
Day to day programme management (eg tracking programme level
milestones, risks, reporting etc)
Preparation of Weekly Steering Board Pack
Chairing Weekly Steering Board
Defining the comms strategy
Delivering against the comms strategy, including MP engagement
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Who is responsible for — our public commitments? Q
eminent ere
1. The creation of a working party to work collaboratively to complete Angela
the review of cases started by Second Sight last year. This would
examine the themes identified by Second Sight and consider all cases
brought forward by the JFSA and MPs, together with any new themes
which emerge from these cases. The JFSA have been invited to join
this working party.
2. A review chaired by an independent figure to determine how an Susan
independent safety net might be introduced to adjudicate in disputed
cases in the future. Again the JFSA and other stakeholders will be
invited to take part in this process.
3. A new Branch User Forum to provide a way for sub-postmasters Angela
and others to raise issues and insights around business processes,
training and support, directly feeding into the organisation’s thinking at
the highest level. A key task for this forum will be to review support
processes and training to ensure they meet the standards expected of
the Post Office.
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Legal Update - Case Review C2)
Update from CK has been delayed this week. Will be sent out separately
via email.
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Risks eS
A risk workshop is scheduled for 15" August. At the workshop we will
identity the key risks, their potential impact and mitigation plans. They
will be tracked each week at the weekly steering board.
Below are the risks highlighted in the board paper 26" July 2013:
*the reputational and brand risks that could emerge if we don’t handle the overall
resolution process carefully;
the risk to NTP if concerns around how we treat sub-postmasters leads to lower take-up
of the new models;
* the opportunity cost arising from the significant amount of senior management time that
will be taken up in handling this process;
* the potential destabilising impact on the NFSP, who are feeling exposed to the whole
issue because of accusations from some sup-postmasters that they failed to represent
their interests; and
« the process re-engineering that may be required for our IT, training and support
systems will add further complexity and risk to the existing transformation programme.
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