POST
OFFICE
CHANGE
EXCELLENCE
FRAMEWORK
Horizon Improvements
Programme
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POL00337647
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Innovate, Prove, Deliver: Prove Plan &
Advice on completing this template can be found here.
1. NAME AND SPONSORSHIP
Initiative Name
Horizon Improvements Programme
Business Sponsor
Jeff Smyth
2.VALUE STATEMENT
There have major historical failings in the Horizon system which significantly
impacted Postmasters and these failings are now the subject of a public enquiry.
As a result, postmasters currently have extremely low confidence and trust in
the Horizon system and in POL as a whole. The purpose of this programme is to
address the issues, improve the Horizon user experience and Postmaster
service, by re-establishing a level of trust and confidence in Horizon —
specifically with regards to platform security, data integrity and supplier
management.
3.POTENTIAL IMPACT ON POSTMASTERS
Please describe both the positive and negative potential impact on Postmasters regarding such things as
remuneration, costs, footfall, changes to services from POL, etc
Historically the failings in the Horizon system have led to prosecutions and
convictions of Postmasters for offences such as theft and false accounting.
The changes detailed below fall into 3 main areas and are all targeted at
improving Postmaster trust, confidence and user experience.
Address the past: Implement changes required to address HIJ findings and to
provide a greater level of assurance over Horizon management.
Deal with the present: Fix the foundations. Improve the management of
Horizon and adjacent infrastructure, better engaging with Postmasters.
Prepare for the future: Improve Horizon service levels and prepare for the
evolution of the platform.
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@
An extract from the Programme Case for Change, highlighting the positive
impact of the programme on Postmasters, is below:
POSTMASTERS
& BETTER USER EXPERIENCE AND PRODUCTIVITY
* Horizon interface is updated to address pain points
* Easier to navigate and a reduction in user errors
H * Less time spent on navigating ‘workarounds’ and more time spent on serving
customers
(a3) VISIBILITY OF DATA AND MI TO SUPPORT SELF-DIAGNOSIS
* Postmasters will feel better supported and equipped to self-diagnose sources
(I of discrepancies through the provision of appropriate information and MI
{ * Postmaster to resolve issues rather than raise a dispute.
i) IMPROVED TRUST THAT WE ARE DOING THE RIGHT THING
* Our processes and tooling is improved, allowing us to better
serve Postmasters and regain their confidence in Horizon.
* Postmasters are involved in the decision making process and
are consulted on key changes.
* We co-ordinate the changes we push to Horizon, informed by
a better understanding of the impact on Postmasters.
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4. INVESTMENT
TYPE ITEM FULL COST IMMEDIATE
ESTIMATE REQUEST
CapEx £0; £0
Exceptional £0 = 20)
OpEx £0 £0
Client £.0 £.0
Funded
TOTAL I£0 £0
Investment t
system.
pe: Legal & Regulato:
WHAT IS DELIVERED WHEN - FOR THE IMMEDIATE REQUEST?
For example; “Enough for 1 PI’, “Enough for MVP” the Business Case etc by October 2020
Investment is required to engage the services of a third party (KPMG) under
an existing contract in order to deliver a programme of change over the next 2
years to address the HIJs and re-establish Postmaster trust in the Horizon
5.OPPORTUNITIES, THREATS & DEADLINES
Key Information
Size of the ‘How significant an opportunity is this initiative for POL or how big a threat does POL
i face - provide metrics.
opportunity I This is a ‘must-do’ programme within POL in order to
or threat comply with the Group Litigation Order and the Public
Inquiry.
Deadline(s) __I Js there a particular deadline that we should aim to achieve if POL Is to maximise the
opportunity? E.g. Rival market launch, regulatory deadline or contract renewal date.
Phase 1: Immediate ‘fast fix’ activity has been underway since
February and is due to complete in May. This will be reviewed
by the inquiry during May and June. The Horizon
Improvements Programme Phase 2-4 is kicking off now and
contains the longer term activity to rectify issues ona
permanent basis. Delivery timescales vary depending on the
activity but is expected to complete by the end of 2022.
6.DRIVERS, OBJECTIVES AND OUTCOMES
Identify the Business Outcomes that will indicate if the change initiative is a success.
Use Benefits Management Workbook to copy & paste the red columns from the BusOutcomes Success
Criteria tab
Driver
Business Objective Business Outcome
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A high level summary of the
problems or Opportunities that this
activity is supporting
eg.
The current on boarding process for
new agents is very complex and
The Business Objective this activity is
supporting.
eg.
To simplify the Agent On-boarding
process,
The economic or other benefit
outcomes POL can anticipate if the
hypothesis is proven to be correct
eg.
Reduce on-barding lead-time from X to
¥
complete.
lengthy so some applicants fail to
Insert text here
Insert text here
Insert text here
Postmaster 1. Re-establish trust and
Trust confidence
Address the 2. Address the HU and
Past KPMG Horizon Review
Report findings
Deal with the 3. Reduce financial
present discrepancy
and
Prepare for .
diane 4. Use information
intelligently
5, Secure Horizon from
interference
6, Improve service
delivery and operations
7. Effective Horizon risk
management and
internal audit
Embed a culture in the IT organisation that
focusses on the Postmaster experience, putting
Postmasters at the heart of everything we do.
Implement the changes required to address HU
conformance and assure Postmasters over
Horizon management.
Reduce financial discrepancies and should they
occur provide an effective, transparent and
auditable outcome for Postmasters.
Provide actionable information to Postmasters
and POL to allow timely querying of transactions.
Implement robust controls that provide
confidence that Horizon is secure & data integrity
maintained.
Provide an effective Horizon IT function that can
control and prioritise Horizon change, improve
Horizon operation, and manage and positively
influence the Postmaster experience
Deliver joined up Horizon risk management and
internal audit capabilities.
Non-Functional Requirements
Identify any Non-functional requirements the solution must adhere to.
e.g.
1. 99.9% availability
2. Self-sustaining — no service support
3. Compatible with all popular VR headsets
4
Made of environmentally sustainable pixels.”
Insert Text Here.
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7.KEY DATES
Project Start Key Milestone
Prove Plan approved Milestone 31 May 2021
Business Case Approved Milestone 30 Jun 2021
First GoLive (first deliverable) Wa Micceelaicm Nov 2021
Final GoLive (if multiple deliverables) Wa ilai-me Dec 2022
Closure Approved
VAM elem Jan 2023
The above information IS A BEST GUESS and should be used to build your initial plan in SNow. Milestones will
be re-set at Gate to Deliver once your plans are clearer.
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8.REFINEMENT PLAN
In this section describe how you will prove your proposed solutions will deliver the business outcome and business objectives described above.
Use your Benefits Management Workbook to copy and paste the columns for the LI Prove
Prove the i Methodology Frequency
Business Outcome is valid
fow will you prove that the business IWhat metrics will you collect? IWhat targets are you aiming to jow are you intending to source
outcome is valid and the benefits will be Lchieve with your metrics for them to four leading indicators?
ealised is true. For example; be considered acceptable? For example;
IFor example; Prototype works For example; lone off
Produce mock-up/prototype Processing times pp is stable in most scenarios ‘or example; jonthly
[Demonstrate new process is quicker _ Error rates [50% quicker unning website statistic report eekly
and/or has fewer errors 10% fewer errors Record keeping
nsert Text Here -work stats from spreadsheet
Insert Text Here. nsert Text Here.
nsert Text
Here.
[Insert Text Here.
Prove key assump i Target Outcomes Methodology Frequency
valid
What tests/experiments will the team — IWhat metrics will you collect to IWhat targets are you aiming to jow are you intending to source
omplete to prove you assumption(s) is evidence the assumption is Lchieve with your metrics for them to four leading indicators?
\valid ‘ight? be considered acceptable?
[For example; For example; For example;
urvey show product is wanted Qualitative feedback 140% of people express an interest For example; For example;
Market analysis shows customers value Net Promoter scores lover 50% success rate Running website statistic report [One off
liess paper
Insert Text Here. nsert Text Here. nsert Text Here.
‘ocus Groups eekly
nsert Text
[Insert Text Here. Here.
The programme team has carried out extensive mapping of the Workstream deliverables to the detailed outcomes required
to meet the HIJs and also the recommendations in the Horizon Review Report. This mapping exercise has enabled the
programme to validate that the activities and deliverables will deliver the programme objectives, there are no gaps and any
overlaps and dependencies have been identified. Show high level mapping view?
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The next step is to identify any additional KPIs required to meet the programme objectives and implement a benefits
tracking mechanism. Initial thinking around the measures is shown below:
Postmaster 1. Re-establish trust and
Trust confidence
Address the 2. Address the HU and
Past KPMG Horizon Review
Report findings
Dealwith the 3. Reduce financial
present discrepancy
a 4. Use information
Preparefor _i"teligently
the future 5. Secure Horizon from
interference
6. Improve service
delivery and operations
7. Effective Horizon risk
management and
internal audit
Embed a culture in the IT organisation that
focusses on the Postmaster experience, putting
Postmasters at the heart of everything we do.
Implement the changes required to address Hid
conformance and assure Postmasters over
Horizon management
Reduce financial discrepancies and should they
occur provide an effective, transparent and
auditable outcome for Postmasters.
Provide actionable information to Postmasters
and POL to allow timely querying of transactions
Implement robust controls that provide
confidence that Horizon is secure & data
integrity maintained.
Provide an effective Horizon IT function that can
control and prioritise Horizon change, improve
Horizon operation, and manage and positively
influence the Postmaster experience.
Deliver joined up Horizon risk management and
internal audit capabilities.
How we will measure suc
* Ameasurable improvement in Postmaster trust and confidence in Horizon
+ Deliver the Horizon Review Report
* Group exec sign-off that the HJ and KPMG Horizon Review Report findings have been
addressed
* Areduction in financial discrepancies from £150m to an acceptable industry standard
* Aprocess in place to manage financial discrepancies when they occur
* Relevant information is available for use by Postmasters, POL and auditors
+ Ameasurable reduction in disputes as a result of improved data quality and availability
* AHorizon system landscape secure from unauthorised interference
* A fully resourced IT Controls function, working to defined processes and tools
* Controlled & effective design, build, test and deployment of IT change, with a measurable
reduction in defects post go-live
+ Ameasurable improvement in the identification and resolution time of Incidents and
Problems
* A fully resourced Horizon /GLO IT function, working to a leading practice op model,
processes and tools
* A fully resourced riskand internal audit capability working to leading practice processes
and tools, and audited as being effective
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9,ORGANISATIONAL IMPACT
Provide overview of the main changes to the organisation e.g. Teams structures, new suppliers, applications
being retired, new contracts, process changes.
Any changes to team structure MUST be discussed with you Head of Portfolio Transformation.
A Change Impact Assessment by Workstream is currently underway. In
summary we expect the changes to impact the following stakeholder groups:
POSTMASTERS & ENABLING TEAMS SERVICE & SUPPORT TEAMS BUSINESS CUSTOMERS & LEADERS
‘Posinster enaing teams perenne’
ENTERPRISE IT THIRD PARTIES ———y ETAL LADERSAP TOM
eusns eoertip
HORIZON TEAM
Thr pert reotonstip maogement vemos
We expect the types of changes to be in the following categories, with an initial
impact rating as shown (Red=high, Amber=medium, Green=low):
foes responses and skits @ structure & governance
New responsibilities and skis
{Including but not limiting to data
handling, testing and governance)
ill be required for POL
colleagues and Postmaster.
Emphasis willbe on resklling POL
colleagues to better serve
Postmasters
Postmasters will need to be
upskiled and trained to effectively
use new processes and
technologies (eg. ServiceNow,
Data platform)
‘There sa signifcant amount of
change leadership required across
the organisation to deliver on a
programme of this size
New roles (including but not
limited to Security, Testing
Controls willbe required to
support the future Hortzon IT
Tom.
‘A governance model refresh in
relation to Fujitsu willbe rolled
fut to improve decision making,
accountability and contro
Governance structures relating to
the change engagement process
willbe astessed and refined to
improve accountability for those.
requesting and making changes to
the Horizon platform.
© Technology,
‘The Horizon platform willbe
Improved inorder to create
ostmaster-centric user inference.
Gortive of specific Horizon
improvements will need to be
communicated to Postmasters.
‘New tooling, particularly
ServiceNow, and testing tools wil
need to be adopted to better
support Postmasters.
There s@ requirement to
priontise change inorder to keep
slisruptionsto the Horizon
planform to @ minimum wilst
improving securtty around data
usage and accoss.
‘Anew data platform wil provide
POL colleagues and Postmasters
vith more data which will help
drive smarter decisions. Education
and upsklling is required to
support good data integrity.
anddata = @ Policies,
ITTOM workstream ts reviewing
38 inscope processes and
“gnalling improvements to enable
the Horizon IT to better serve
Postmasters
and.
[Anew information Asset Register
will be created to better control
POL's information asets and key
risks.
Hb will be revised and
‘updated to provide Postmasters
with greater visbiity and access
topolices and processes.
{selection of testing activities will
be rolled out ta improve
regression testing and the
documentation of non-functional
testing
Culture &
‘data driven culture fs needed to
accelerate the use of information
fan evidence in decision making.
‘Moreover, a culture underpinned
bby compliance is needed whereby
colleagues commit tothe
compliance of controls and new
policies.
‘Above alla culture of trust will be
needed where all POL colleagues
must act with accountability and
take a Postmaster-centeic
‘approach to decision making.
is acknowledged that an overall
behavioural change is required
across the business to adjust to a
new way of working and to drive a
cultural shift that puts
Postmasters at the heart of
decision-making
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10. MAIN RISKS
Provide details of the main risk to progressing THE PROJECT (during Prove or Delver) that have been identified
so far, NOT a risk to the business that has triggered this initiative. That should be articulated in the Drivers,
Objectives and Outcomes section.
Risk Description
Risk Impact
Risk Mitigation
There is a risk that the people
change aspects of the
programme are not fully
considered.
Changes are not successfully
adopted within POL.
Develop a detailed comms plan
that covers all change delivered
by workstreams.
There is a risk that POL
resources are not available to
engage and input into activity
across the programme, which
could impact quality and
timelines.
Programme quality and timeline
is negatively impacted.
Develop a clear view of
programme resourcing in the
workstream tracker, and
confirm that POL vacancies are
filled.
There is a risk that the Horizon
Improvements programme
overlaps with wider POL teams
and initiatives.
The programme has unintended
impacts on other teams (e.g.
wider IT) or duplicates work
underway elsewhere (e.g. data
strategy).
Develop a stakeholder plan, and
agree how each stakeholder
group will be engaged by
whom.
There is a risk that the Horizon
Improvements programme
identifies additional work not
included in the budget as
strategy and design work is
undertaken in Phase 2.
The programme requires
additional funding to address
the Hs and HRR
recommendations.
Identify assumptions in the
programme resource plan, and
capture known risks regarding
unplanned effort.
There is a risk that activities are
prioritised differently in each
workstream
Programme is delayed due to
unforeseen dependencies.
WS Leads to align their plans
(happening w/c 10 May). RMO
to pull WS plans into MS Project
w/c 17 May which will allow
dependency review
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11. APPENDIX A
APPROVALS
First, obtain IT approval of the solution, then Finance can accurately cost the solution and approve. Finally
obtain Portfolio Lead approval that the project is ready to move forward.
IT APPROVAL:
Assuring the IT supply chain is aware and ready for this case:
Please contact Ajay Patel! GRO for IT approvers.
Guidelines can be found here. :
Function Role Name Date
IT Service Insert Text Here Insert Text Here Insert Text Here
IT CTO Insert Text Here Insert Text Here _I Insert Text Here
IT DPO Insert Text Here Insert Text Here Insert Text Here
IT Security Insert Text Here Insert Text Here _I Insert Text Here
IT Finance Insert Text Here Insert Text Here _I Insert Text Here
Procurement _I Insert Text Here Insert Text Here _I Insert Text Here
IT Contract Insert Text Here Insert Text Here I Insert Text Here
Vendor Mgt
Any other
Additional Comments
If appropriate, please insert link to IT approvals SharePoint site to provide details.
Insert Text Here
FINANCE APPROVAL:
Assuring the quality of the finances in this case and the sign-off of Central
Finance in respect of accounting treatment (cost categorisation) and impact on
financial controls:
Function Role Name Date
nance Technical ance Insert Text Here Insert Text Here
Additional Comments
PORTFOLIO APPROVAL:
Assuring this case has been reviewed and the project is set up correctly:
Function Role Name Date
Portfolio Lead Graham Hemingway* __I Insert Text Here
Additional Comments
* Approval to be gained at HM Governance Committee
All submissions must be sent to HM PMO.
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12. APPENDIX B
ADDITIONAL INFORMATION
Provide any additional information that supports the Prove Plan
Do not embed any files but supply separately.
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13. APPENDIX C
ADMINISTRATIVE INFORMATION
The following information is mandated. Failure to supply it will cause delay.
Information Response
Official name Insert Text Here
40 characters max including spaces
Business Sponsor Insert Text Here
Should be GE-1
Project Manager Insert Text Here
If unknown, use Portfolio PMO name
Is NEW Snow Licence required I YES/NO
Finance Business Partner Insert Text Here
Delivery Date Insert text here
DELIVERY DATE: It is Key you state what your Final Go Live or End of Early Life Support (whichever is the
later) date is estimated to be. This information is input to the Delivery Date field in Snow. Six weeks after
this date the project should have obtained approval to close from PRB/IC. You must update this information
at Business Case submission.
Select ONE
Banking, Payments & other OMHistorical Matters DIT Platform Enablement 0
Mails, Travel, FS & other OOrganisational Effectiveness O
Postmaster & Network CShared Services OSupply Chain 0
Business Unit
Your Finance Business Partner will advise
Banking, Payments and Transactional products, CentralO,
Central Commercial, ClION, Commercial Planning & Strategy,
Communications, COOL, Customer Experience, Finance,
FS, IDS and POIO, Historical Matters, HRD, LCGO,
Mails, PUDO, Retail and Branch Identity ServicesO, PropertyO,
Supply ChainO, Telephony
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14. APPENDIX D
MANDATED SUPPORTING DOCUMENTS
The following documents are required to be submitted to SPO as part of our
project assurance process and for record retention policy requirements:
Document Check by Supplied
IT Impact Assessment Architect [a
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