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Sparrow
Weekly Steering Group
18" September 2013
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Agenda &
1. Programme update:
1. Work streams highlights
2. Budget (no updates since last meeting)
3. Risks (no updates since last meeting)
2. Next Meeting tbc.
Decisions for this meeting
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Public Commitments - work stream updates
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Workstream [Update status]
Initial Complaint
Review and
Mediation Scheme
(Complete Cases)
Adjudication of
future cases
Branch User
forum
°
Common agreement reached on majority of Working Party TOR, the
voting right issue will be resolved after the appointment of the
independent chair.
e Meeting held yesterday to review/agree ways of working with SS.
Agreements have been sent to the Panel Advisors to sign and return,
the final list of advisors will be provided to SPMR’s who can choose
one of these advisors or select a firm of their choice.
Mediation Pack Funding agreements to be sent to SPMR’s this week.
As at 11 September 2012 SS had received 20 cases. The WG agreed
© 16 should go into the mediation scheme
o 2 should go into the scheme following PO checks
o 1 would be returned to the subpostmaster for further
information.
© 1 would progress internally (not exhausted PO process)
The group will meet weekly to review new cases and ensure
progress on actions.
Following the positive meeting between Alice Perkins and JA. JA’s
office are drafting a letter to MPs suggesting that a meeting in October
would not be required and pushing this out until the new year.
Once the Independent Chair is on board we will review the future
process — this work stream will then be re-planned.
Following the meeting with JA and discussion at the steering board we
have focused on Sir Antony Hooper. Paula Vennells and Alasdair
Marnoch will meet him on September 24".
After this meeting we will try to get Sir Anthony Hooper to agree a fixed
fee for the work to take us up until the end of March 2014.
No updates but following the Steering board on 11" September we will
return to the original plan and hold the first forum in October.
Amber
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Other work stream updates
—e— hl
We have agreed the TOR for Brian Altman QC to review. His work Amber
Legal (criminal should be complete towards the end of October and will include advice i
cases) on whether Post Office should bring prosecutions.
e Meeting on 18'" Sept with Fujitsu about evidence they have provided
and further support they can give (including discussion about IT expert
witness role)
» Issue re appointment of academic as IT expert: Criminal lawyers
progressing, approval from PO Board will be required. View of QC and
criminal lawyer was that this was necessary to deal with challenges in
criminal court.
» Current plan will updating following QC steer.
Improvements & e Defining the “As is” process work is on track to deliver by 30" Sept. Green
¢ Quick wins implementations progressing.
Culture change e Stakeholder input/engagement continues with the project on track to
complete the recommended future state by 20" Oct.
Communications e No updates since last week.
e Further analysis work underway to understand impact and get
Technology required clarifications on changes — these will then be scheduled.
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Legal Update — Case Review C2)
Statistics Fully Disclosure Discon I Comments
as at Reviewed I recommend I tinued
14/8/2013 ed
To date 168 - The cases of J Patel, Brown, Wylie and
Knight have been terminated.
Decided that Samra should not be
terminated at this time.
Remaining 40 18 It is estimated that there are 40+ sift
reviews left to carry out. This includes
37 RMG files from archive and it is
understood that there may be an
unknown number of RMG files yet to
come from Scotland and Northern
Ireland.
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Active cases &
Currently there are no active cases
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Appendices &
¢ High level milestones
¢ Public commitments — slide 8
¢ Legal — slide 9
¢ Improvement — slide 10
* Communications — slide 11
¢ Technology — slide 12
« Budget
* Overview — slide 13
¢ Actual to August 2013 — slide 14
¢ Planned to Mar 2014 — slide 15
« Risk
¢ Risk map and descriptions — slides 17 to 18
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Public Commitments- High level Plan &
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Mediation Scheme A\22107 JA meeting to lagree in’ /estigation stope and approach
(Collaboratively A\ 25/07 FirstWorking Parly Wdrkshop fo define Ways of Workin
complete cases)
Ly 15/08 W rking Party sign off ways of working, mediation pack and
Abie ve nomination comms I _ 20/09 New ways of workingIfully implemented
BD and Paralegal Al 22/08 Mediator(s) appginted
Second Sight fe Ig 24108 ITORI for Monthly Working Group
ea AI 30/10 complete first cas¢
A 18/11 All applicatigns submitte
Mohthly Workin Group Boatds I as A A A A A A A
Adjudication of future “a Define process for appealing cases outside the ling
cases , dependent figure to determine how anjindependent safety net might be introduced
Angela VDB uted cases in the future
Susan Crichton it review cornmences
/10 Independent review i. recommendations
25/10 Post Office Impl
ents recommendations
Branch User Forum A 12/08 Crea
‘Angela VDB Ad 14/08
Lesley Sewell
stakeholdets
omplete engagement with stakeholdefs,
//09 Issue final TOR and send out invitations to first
‘um 4 10//11 First Branch User Forum
Branch vane mer regularly A A A A A
Notes:
Tasks added/amended since last version in red.
Version 007 20130815
Aon Track J\Achieved Milestone A Original Date (not achieved) L \\ Delayed (no impact) A At Risk/ Delayed A Issue / Delayed
[-_] Names of critical resources > Dependency (potential impact) (material impact)
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Legal - High level Plan @
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Legal ; fi
/\05/07 Tactical ways df vj forking injplemented, jall cases reviewed individually
Susan Crichton \26/07 Agree Response toI Criminal cabes review commission
Hugh Flemington
Rodric Williams I i:
BD Support Z\ 01/08 Defihe honest prosecuted ¢ases post disclosure
17/07 Initial SiftlofIcases co pleted andIdisclosure provided to defence, up tp January 2010 by CK (cartwrightkinig)
I
So
08 CK initial review of cases complete
A\\28/08 prepal ‘@ paper for ARC on progress to date with input from QC
Ug 19/09 Hresent papef to ARC
ZN 30/07 Appoint/Qc to adyiseIPOL on Strategy and process for reviewing past/current ¢riminal
prosecutions given the findings of the Second Sight interim Ireport dated
\02/08 Init}al findings a QC shared with Pogt Office
L\ 99/08 Jnitial findin is from QC discussed with CK
A} 09/09 TOR for full QC report agfeed
A3)/09I Full QCIreport complete
A A “IN A A A A A A
: i Monthly Reporting to Programme Board
I Notes: . oo, Version 007 20130815
I Tasks added since last version in red.
Riiginal Date (not achieved) /Yelayed (no impact) a Risk/ Delayed Agsue / Delayed (material \9)
Achieved Milestone
(potential impact) impact)
a Track
> Dependency
{-__] Names of critical resources
Improvements - High level Plan
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Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
All Streams Bo ; .
A\I 24/07 Agreb Tetms of Reference with Sponsor (Angela)
Z\ 96/08 Agree approach to mapping as-is procegs, scope, anf how it will pe documented
L\08/08 Nd TermsIof Referenc¢ with steering group
A 99/08 1 ntify resource fromjeach area toI/support the mapping of the "as-is"
A\ 09/08 Identify process for capturing quick wins
AN 30408 Start ito id ntify quick wins (from the mappjng exercise
A\ 05/09 \Agree whichI quick wins should be implemented with Programme Board
/\ 96/09 Begin implementing quick wins
: 30/09 Complete “as-is Isubpostmaster journey/ekperience with POL
_ 30/09 Complete "as-is"ICrown colleague r journey/experience with POL
30/09 Complete "as-is”Imultiple partner r journey/experience with POL
A 95/10 All “Quick Wing” Implemented
A I20/10 Complete “to-be" Lee journey/experience with POL
A I20/10 Complete " to-be "ICrown colleague r journey/experienceI with POL.
A I20/10 Complete " to-be” multiple parther r journeyfexperience with POL
A 15/11 Funding for proposal approved
A17/11 Commefhce implemehtation projects
15/4 implement mechanism {o ensure all processes ale regularly A
reviewed and continue to be fit for purpose
Culture Change H .
SIGNS fAtol revie ith Output fror
I Notes:
I Tasks added since last version in red.
I Version 007 20130815
AOn Track
{-__] Names of critical resources
ncy
Z\Achieved Milestone A Original Date (not achieved) _/\ Delayed (no impact)
> Dependet
A At Risk/ Delayed
(potential impact)
A Issue / Delayed
(material impact)
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Communications - High level Plan G2)
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Communications and 222107 Agree Approagh with JA
MP engagement
L JA] NSA, POL and SS to communicate process to MP$ and SPMRs
Angela VDB
Mark Davies Prpactive laundh Mediation process (pres release)
Alwen Lyons. A
Second Sight Reactive to IMedia As cases are mediated press and public affairs team to be updated (for proacti
management)
2
L\ {01/09 Post of ice start er}gagement with MPs — individually expjaining medigtion process
11/09 Alice P and A meeting
A01/10 Start taking Ms through thpir actual cages
A31/10 JointIMP update njeeting (follow on from JA meeting)
Datp TBC A
Engagement
witht MPs for 25
investigation
cases complete
[ Notes:
I - ; Version 007 20130815
I Unclear if JA has communicated the process to MPs
Aon Track Z\Achieved Milestone A Original Date (not achieved) \\ Delayed (no impact) At Risk/ Delayed A Issue / Delayed YD
[-_] Names of critical resources > Dependency (potential impact) (material impact)
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Technology improvements- High level Plan G2)
Work Stream 2013 2014
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr
Technology
improved Z\30/07 Draft improved Sub postmaster uidance for Horizon communication line failure
3 A\ 15/08IReview guidpnce with NFBP
____}& 30/09 issue guidantce to branches
impovcrents ‘4 09/09 Agree contentsI for Horizon felease 10
__ & 30/08 Commercials agreed for Horizoh release 10 A15/03 release 10 five
Reporting N ae Ee
improvements 02/08 raise CR with Fujitsu 4.15/04 new re
Has . S oe port:
ae A010 AgreeIcommercial farms with Fujitsu availhble
Improvements delivered A 30/07 Definel changes _
through ref data : i A 311/40 Deliver dhanges (release 9 dependant)
I Notes: Version 007 20130815 I
I Draft status. aN
Aon Track Z\Achieved Milestone A Original Date (not achieved) \\ Delayed (no impact) At Risk/ Delayed A Issue / Delayed Use)
[-_] Names of critical resources > Dependency (potential impact) (material impact)
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Budget - Summary G2)
i Budgeting assumptions/notes
_ 1. Does not include cost for Post Office employees, unless backfill is required
_ 2. Does not include any compensation costs, which is a potential outcome of mediation
_ 3. Mediation costs are sensitive to the number of cases. Budgeting assumption is 75 cases.
4. Does not include the £310k spent from April 2012-July 2013 (incl VAT)
_ 5. VAT costs are at 20%
_ 6. All actuals include VAT
7. Does not include the cost of implementing the recommendations of the improvements projects
Programme Forecast August 2013 - March 2014
Item £k incl VAT Comments
Complete Cases (using Mediation) 962 1154 Costs associated with completing the cases. Assumption = 75 cases
Legal and Governance 334 401 _ Legal costs not specific to mediation, & governance costs (eg working party)
Improvement project 42 50 Cost for quick wins and gap analysis
Technology 50 60 Funding anticipated beyond the £100k Fujitsu funded costs
Total 1388 1665
Total Project costs April 2012 - March 2014 (incl VAT)
2012/13 April-March Actual 184]
2013/14 April - July Actual 126I
2013/14 Aug-March Forecast 1,665
Total 1,976]
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Budget — Costs to Date (last FY and this FY to 1%t August) &
2012/13 Invoices received
Total 163.98 Total 14.00 ‘Total 183.98}
[Month Invoice amount _ I [Month Invoice amount I [Month Invoice cmon I
July 65 12.00 Jan 12566/900772 3.7 Jan 811 2.4
Aug 66 14.00 Nov 12141 7.2 April 842 2.4
sep 67 11.00 July 13000/900772 3.1 July 874 1.2
oct 69 6.00
Nov 72 17.40
Dec 73 25.00
Jan 74 26.88
feb 75 25.90
mar 76 25.80
2013/14 Invoiced to 1st August 2013
Total 119.59 Total 3.10 Total 126.29)
[Month Invoice amount I [Month Invoice amount I [Month Invoice _ amount I
April 77 25.39 July 13000/900772 3.1 April 842 2.4
May 78 26.35 July 874 1.2
June 80 24.97
July 81 42.88
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Budget — Forecast (Aug 2013 — March 2014)
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Complete Cases (using Mediation) Assumed number of cases: 75
Second Sight 125 Second Sight at 25k per month (Aug-December) 100 ~—-150
Back fill for internal resources & 90 15k per month, 6 months
external assistance
Mediator(s) 225 Assumed 3k per case - will use a national company
Mediator Expenses 50 travel, meeting rooms, training etc
Legal support case preparation - BD 56 £750 per case assume all cases
Legal support - case advice 28 £400 per case. assume all cases. £400is their estimate for
simple cases, but if we assume some will drop out this
should average out.
Legal support - mediation meeting 150 £2k per case - assume all cases - could recruit internal
staff to reduce costs?
Independent advisor for 238 Per case: £1.5k case prep + £1k mediation meeting.
Subpostmasters Plus £50k contingency for more complex cases 350 sso
Total: Complete Cases (using Mediation) 962 450 700)
Legal and Governance
General External Legal Advice-BD 120 Advice on: preparing and agreeing mediation process and
packs of information for SPMRs. Engaging and briefing
mediators, attending working group meetings (ie.
advising on rejecting cases; revising mediation process).
Advising on Fujitsu related matters. £15K per month
Case Review - CK 175 Includes QC, Bond Dickinson and Cartwright King 100 300}
Kay Linnell/ Alan Bates 14 £2k per month (up to)
Independant Chair 25 i) 10)
Total Legal and Governance 334 100 310)
Improvement project
Back Fill for Gayle Peacock and Ann 42 Back fill for S people to conduct the gap analysis across 200 200)
Allaker the business groups
Contact Centre i) assumed this can be done with current resources 40 40
FSC i} assumed this can be done with current resources 100 100]
Total: Improvement project 42 340 340)
‘Technology
Horizon improvements 50 Funding needed beyond the £100k Fujitsu funded costs 0 t
Total: Technology 50. i} iy
Total 1388 890] 1350
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Risk map Q
£50m
Impact if Risk Realised
£10m
Low
Unlikely Possible Probable
Likelihood of Risk Realising
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Risks
een Risk description
a Risk description
Risk description
t2 Risk that subsequent cases could question the 3 The mediation process is independent and may 4 » Risk that there are more cases in the pipeline
validity and reliability of one t make decisions with which we are uncomfortable - ce ee : i
. system/processes : : ae “ .
aot * ¥ 5 Risk that the integrity of the brand is damaged
6 Making decisions outside of ‘policy 4 Risk that resolution not achievable because and clients/customer trust damaged
‘stakeholder interests in conflict with POL 4
objectives 8 Risk that we are not co-ordinated in our oli
£ Risk that relationship with BIS is impacted, : a » to subpostmasters ete i
affecting future funding 9 Risk the relationship with Fujitsu is damaged
— : ¥ ere Bees 10 Loss of confidence with existing/future ‘dents
20 Risk that potential franchisees lack confidence in i ‘
system and are reluctant to engage in CTR 44 Risk of compensation claims or re-opening of old . axyerutu e
Soe : cases 13. Adverse impact to the relationship with NFSP-
26 Risk of media ‘bandwagon’ : t ee Y i
8 oS 12. Risk of dissatisfied stakeholders even at the end _
oor process: : 4 14 Risk that MPs may call for further action e.g.
public inquiry
15 Key person reliance ‘ , 6
ie isk that court can overturn previous cases
16 Risk of increased fraud/theft : aE : —
: S i 21 Risk that POL can't afford fo complete this
: process (conflict with cost savings agenda)
18 Risk that engagement for NTP is lower i
23 Risk that customers question frensaction ioe in
i Piaen i
19 Risk that general engagement of employees i: is : :
damaged and results it in people leaving 24 tack of canndence I in SPMRs that POL
me commitment to sort out issues
22 Risk that ancillary systems & processes have r
related or similar issues as yet unquantified 25 Risk that problems are exaggerated before
- _ fesearching them :
27. Risk of increased bad debt/write-off 2 5 5 : 5 :
} } Peay i an 28 Risk that SPMRs with dnewlened losses will
refuse to provide service until investigation
N complete
ote : . . . th "29 Risk of pressure on network support teams
These will be updated following a session booked for 17" Sept. ee : ne
This will document how we will monitor and mitigate these risks. 30 __Risk that weaknesses in “as is” processes leads
Key risks will be tracked and presented at the weekly steering
board.
to increased pressure/cost on network
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