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Sub-Postmaster Improvements &
Mediations
Weekly Steering Group
15 August 2013
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Agenda
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ceed
oN Oa F WN >
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.Approve changed/added milestones
2.Agree to sign off the Working Party TOR
3.Communication strategy
4.Agree Roles and Responsibilities of this board
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Actions from previous meetings
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Action Who Due Update Status
Define process for subpostmasters Susan/
to appeal outside the line Angela
07-Aug open
Find an independent Chair for the ;
Monthly Oversight Board
Mark 08-Aug open
Prepare a strategy paper for MP
engagement Mark 08-Aug open
Produce a TOR for the
Susan
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
5 Simon 08-Aug,, —,, fe ;
as exceptional no’ discussion
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Actions &
Milestones Completed (since last meeting)
Sign off TOR for Process Improvement projects [may not be possible Gayle Peacock 2/8
in 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 &
* 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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StakeholderResponsibilities
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The table is designed to facilitate a discussion to clarify our responsibilities going forward
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"4 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
Legal Update — Case Review
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Initial Sift Fully Reviewed I Disclosure Discontinued Comments
to date recommended
To date
Remaining
155 2793 The
cases of
Brown, Wylie
and
Knight have
been
terminated.
Samra
has yet to be
terminated.
155 27 93 The
cases of
Brown, Wylie
and
Knight have
been
terminated.
Samra
has yet to be
terminated.
155 27 93 The
cases of
Brown, Wylie
and
Knight have
been
terminated.
Samra
has yet to be
terminated.
155 27 93 The
cases of
Brown, Wylie
and
Knight have
been
terminated.
Samra
has yet to be
terminated,
155 27.93, The
cases of
Brown, Wylie
and
Knight have
been
terminated.
Samra
has yet to be
terminated.
@)
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Risks Ce
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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