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Initial Complaint Review and Mediation
Scheme
ExCo Update
13 February 2014
v0.2
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Agenda
1. Context
2. Programme Governance
3. Programme Plan
4. Performance Dashboard
5. Key Risks and Issues
6. Second Sight Engagement
7. Scope of the Working Group
8. Timeline of Key Events
9. Stakeholder Engagement
Decisions for this meeting
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Context @
Programme \ Programme\ Performance\ Key ss Stakeholder
Governance / Plan Dashboard / & Issues Engagemer Engagemer
+ Programme is at a critical juncture
* 147 cases with large potential financial exposure with a very large
expectation gap
* Post Office has no hard power and minimal influence and are paying the
bills
+ Hostile stakeholders including those directly engaged by Post Office
+ Working Group asserting itself and seeking to re-engineer scope
+ Process design driven by vested interests
+ Resourcing challenge
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2. Programme Governance
me
Mediation Independent PO Ltd Communic-
Scheme resolution of I Prosecution ations
future cases
Belinda Ben Rodric Sophie
Crowe Maddison Williams Bialaszewski
Programme\ Performance\ Key Risks \ SS _o
e/ Plan Dashboard / &lssues / Engagemen Engagemer
PO Ltd Boa
Executive Committee
Programme Board
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e Projects Governance I
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2.1 Programme Board ToR
Programme
Programm
Frequency
‘Objectives
Responsibilities & A
Ge nce / Plan
e\ Performance
Dashboard / &
Chair & Secretariat
+ Chris Aujard, Chair
+ Nicky Mal, Secretariat
Fortnightly
To provide the overall direction and management of the programme
untabilities
‘Agree key programme artefacts including the programme plan and comms
an
Ensure the appropriate coordination across the projects that comprise the
programme
Reviewing/signing-otf deliverables
To design the permanent solution for handling future cases
Review civil and criminal cases
Define acceptable risk profile and risk thresholds forthe programme & its
projects
Resolve issues between projects, which need the input and agreement of
‘senior stakeholders to ensure the progress of the programme
(Own the resolution of risks and issues that the programme faces
Ensure resource availabilty for programme activities & resolve conflicts
Resolve dependencies across programmes
Define the success criteria for the programme
Review programme budget every month
Ensure the programme complies with Post Office data security policies
Ensure suggestions for improvementithemes arising out of the programme
are fed into the Business Improvement programme and vice versa
(Oversight of programme communications /PR
Manage Second Sights role in the programme
ues
Key Risks \ SS
8 Engagemer
Core Membership
Fay Healey (NED) Belinda Crowe, Angela Van-Den-Bogerd, Charles
Colquhoun, Andy Holt, Rodric Wiliams, Andy Parsons, Sophie Bialaszewski
J
Inputs
jess Barker, Layla Wildon, Nicky Mal, David Oliver
Programme Board reporting pack
Key management information from case tracker
Escalated risks or issues for review
Draft deliverables for sign-off
Outputs
‘Agreed programme artefacts
Signed-off programme deliverables
‘Agreed mitigating actions for risks /resolution to issues
‘Agreed escalations to ExCo
‘Success criteria forthe programme
Minutes and actions
Stakeholde:
Engagemer
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Programme.
ogramme\ Performance\ Key Ri ss _2
Governance / Plan Dashboard / &lssues / Engagemen Engagemer
Initial C
acase Plan 2013-14
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3.1 Programme Plan: Resources @
Programme nme\ Performance ss Stakeholder
Governance n Dashboard ues Engagemen Engagemer
* Overall cost of the programme - estimate £5m due to:
+ Practicalities of manually managing 140+ cases through a scheme
+ Commitments to pay applicants to have advice
+ Process and timelines dictated by Working Group which meets weekly
+ Internal staff - impact on NT
+ Investigators
+ Mediators
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4. Sule Dashboard _@
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+ The Performance Dashboard has been developed
* Data cleansing/administration activities continue to improve the data quality
(@)
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5. Key Risks & ISSUES - extracted trom programme register
There is a risk that the JFSA
&/or Second Sight disengage
from the Working Group over
the scope of Second Sight's
role or the terms of reference
for the Working Group
Second Sight and JFSA
consider the scope of Second
Sight work to extend beyond
the Scheme and in any event,
have taken a very wide view of
Second Sight's investigatory
role within the Scheme
Programme \ Programme\ Performance K
Governance / Plan Dashboard / &
Risk/Issue Action(s) / Update Owner
PV will be engaging AH directly before the next face-to-face
Working Group.
Post Office have reviewed all published materials; so far
there are no grounds to justify increasing the scope of the
Working Group.
Aletter of engagement has been drafted. Second Sight
have declined to sign the current draft and have asked for a
number of amendments to be made. Post Office is
considering these.
CA has opened discussions to consider engaging an
alternative accountancy firm.
Apaper will be drafted for ExCo, for onward transmission to
the Board on the Scheme in general, covering the
heightened risk and contractual relationship with Second
Sight.
ss Stakeholder
i= me Engagemer
CA
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6. Second Sight Engagement @
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Programme \ Programme\ Performance, Key
Governance / Plan Dashboard / & Iss
Second Sight engagement has been challenging and looks to be reaching
a decision point.
* Second Sight have refused to sign the terms of engagement that Post Office
have proposed including the Board condition that they will not act against
Post Office in the future
* Post Office is spending approximately £30,000 per month (£0.5M to date)
and has only had one product — the interim report
+ Four initial case reports originally due in January have not be delivered
delaying the progression of these cases through the Scheme
+ Second Sight continue to seek to widen the scope of their engagement
across Post Office and will not agree to focus solely on the Scheme
+ Second Sight capacity is limited (3 members of staff) and we have no
assurance that they can cope with the coming workload.
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Stakeholde:
y Engagemer
‘Onn
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7. Scope of the Working Group
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Post Office has always been clear that the Working Group's role is to
ensure the Scheme is run in a fair and efficient manner. It will also be
involved in making decisions on how particular cases should be managed
through the Scheme only
Working Group (at the suggestion of JFSA and Second Sight) is seeking a
much wider scope allowing it to examine any issues that it sees as
relevant across Horizon and Post Office’s business
The wider scope carries increased risk for Post Office as any attempt to
restrict the scope will be met with hostility and accusations of attempting to
fetter the independence of the process
Post Office cannot allow the scope creep particularly given the challenges
around controlling the engagement with Second Sight
This is likely to lead to confrontation.
Programme \ Programme\ Performance ss Stakeholde:
Governance / Plan Dashboard ues Engagemen Engagemer
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8. Timeline of Key Events @
Programme \ Programme\ Performance ss Stakeholder
Governance / Plan Dashboard Engagemen Engagemer
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9. Stakeholder Engagement
)ccvarann) Pa” )Bavinarep Seve) Eroaena) Soe) Even) Ema
Govemance / Plan Dashboard Engagemer
In addition to our focus on Second Sight and JFSA we are taking
forward two other key strands of engagement:
James Arbuthnot and other interested MPs — Paula and Alice held a
positive meeting with James Arbuthnot. A follow up meeting is being
arranged for Mid March with James and other interested MPs.
Anthony Hooper (Chair of the Working Group) — Given the challenges
posed by the other members of the Working Group maintaining strong
relations with Tony will be critical. Paula is going to meet with him in the next
few weeks to ensure we are well placed should relations with JFSA or
Second Sight deteriorate further
On
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