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Initial Complaint Review and Mediation
Scheme
ExCo Update
13 February 2014
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Agenda
1. Background/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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1. Background/Context - DAVID 2)
Governance / Plan Dashboard / & Issues Engagemer Engagemer
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2. Programme Governance (2)
PO Ltd Board
Executive Committee
Programme Board
Mediation Independent PO Ltd Communic-
Scheme resolution of I Prosecution ations
future cases
Projects Governance
Belinda Ben Rodric Sophie
Crowe Maddison Williams Bialaszewski
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2.1 Programme Board ToR
mme\ Performance\ Key Risk: ss Stakeholder!
Dashboard / & Issues Engagemer Engagemen
Chair & Secretariat Core Membership
+ Chris Aujard, Chair Fay Healey (NED) Belinda Crowe, Angela Van-Den-Bogerd, Charles
+ Nicky Mal, Secretariat Colquhoun, Andy Hott, Rodric Wiliams, Andy Parsons, Sophie Bialaszewski
Jess Barker, Layla Wildon, Nicky Mal, David Oliver
Frequency
+ Fortnightly
Objectives Inputs
+ To provide the overall direction and management of the programme + Programme Board reporting pack
+ Key management information from case tracker
+ Escalated risks or issues for review
+__Draft deliverables for sign-off
Responsibilities & Accountabilities Outputs:
+ Agree key programme artefacts including the programme planand comms I = Agreed programme artefacts
plan + Signed-off programme deliverables
+ Ensure the appropriate coordination across the projects that comprise the I » Agreed mitigating actions for risks /resolution to issues
programme ‘Agreed escalations to ExCo
Reviewing/signing-off deliverables ‘Success criteria for the programme
To design the permanent solution for handling future cases. Minutes and actions
Review civil and criminal cases
Define acceptable risk profile and risk thresholds for the 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
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3. Programme Plan (2)
B an Programme \ Programme\ Performance\ Key Risks \ SS Stakeholde
Con Governance / Plan Dashboard / & Issues Engagemer Engagemen
ia co 8 Case Me Programme Plan 2013-14
=
"= = = Sas = = = eee a ee
6
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4. Performance Dashboard (2)
y \ Programme \ Programme\ Performanc& Key Risks \ SS Stakeholdet
Governance / Pla Dashboard / & Issues Engagemer Engagemer;
I
of 8 6 of BE ol
Oo 8 @ oO a 8B a = =
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a oa 8-8 oc mg I=
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; BI I = (2
* 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 from programme re (2)
Background’ \\ Programme \ Programme\ Performanc SS Stakeholde!
Conte: Governance / Plan Dashboard Engageme! Engagemen
Risk/Issue n(s) / Update a
There is a substantial We will be producing a paper on how we will manage the
expectation gap - the difference expectation gap for ExCo to consider.
between the amount claimed by
applicants and BD's Bond Dickinson are keeping the expected liability of cases BD
assessment of the realistic under regular review and are leading on identifying suitable
value of the claims. 25 cases for early settlement.
applicants have sought £14M (5
of those are over £1M anda Early engagement with Professional Advisors and MPs are SB
further 7 over £100K). If this is I required to manage expectations and minimise reputational
continued for the rest of the damage to POL/negative perceptions of the Scheme. Initial
applications we would expect to drop-in sessions for MPs are arranged in March.
see a gap of ~£47M.
Second Sight and JFSA Aletter of engagement has been drafted. Second Sight CA
consider the scope of Second have declined to sign the current draft and have asked for a
Sight work to extend beyond number of amendments to be made. Post Office is
the Scheme and in any event, considering these.
have taken a very wide view of
Second Sight's investigatory Apaper will be drafted for ExCo for onward transmission to
role within the Scheme the Board on the Scheme in general, covering the
heightened risk and contractual relationship with Second
Sight
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6. Second Sight Engagement (2)
Second Sight engagement has been challenging; in particular the
following are of concern:
y \ Programme \ Programme\ Performance\ Key Risks Stakeholde!
Govemance / Plan Dashboard ) & Issues e Engagemen,
Second Sight have disagreed to the terms of engagement the
Post Office have proposed
4 initial case reports originally due in January have not be
delivered delaying the progression of these cases through the
Scheme
Lack administrative control on cases
Billing on an hourly rate yet the Post Office have no visibility of
their work
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7. Scope of the Working Group - BEN (22)
Programme \ Programme\ Performance Key Ris! ss Stakeholdet
Governance / Plar Dashboard / & Issues Engagemery Engagemery
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.
Scope
* Providing a forum for the resolution of Subpostmasters’ complaints®
* Continuously developing and monitoring the mediation scheme24
* Ensuring the Mediation Scheme is run in a fair and efficient manner*
* Confirm suitability of a case submitted by a Subpostmaster for further
investigation?
* Ensuring all cases are fully investigated®
* Final decision on any cases that may not be suitable for mediation*
* Make decisions on how cases should be managed through the mediation scheme*
* Nomination of the mediation administrator and the panel of mediators*
0)
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‘1 http://media.postoffice.co.uk/News-Releases/Post-Office-statement-on-findings-of-interim-report-into-Horizon-computer-
system-a0.aspx
2http://media.postoffice.co.uk/News-Releases/Post-Office-announces-independent-mediation-scheme-for-subpostmasters-
8d.aspx
3http://media.postoffice.co.uk/News-Releases/Sir-Anthony-Hooper-appointed-as-independent-chair-of-working-group-
overseeing-initial-mediation-sche-72.aspx
ACase Review Mediation Pack(1).pdf
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8. Timeline of Key Events
B un Programme \ Programme\ Performanca\ Key Risks \ SS
Con! Governance / Plan Dashboard / & Issues Engagemet
JAN FEB MAR APR MAY
Stakeholde:
Engagemer
BD Facetotacewe Qf
é oad I OD ° o Oo Oo
I oes
3 Board I ARCH Boars poac @
Fo @D 85 feports due
we Fifst mediation
Iss papers distributed First mediation case
2
3 @ Pv- industry & Hartiament Trust dinner
6
g
Es
Pv WAmigs @ ry Yeynee Qrovsames mig
mtg
bz PV /AHISS mtg
ba 227: session forLorton
Be MPS ap oy
4 rop-in segsion
RS for NEMPd
oa ‘Dippsin session for MPs
Est of England
2 @ Front otc Application procurement endgr
5
fa PO Advisdry Council
a ° @ sero Ftsu Sence deskto Atos
3
11
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9. Stakeholder Engagement - DAVID @e
nt Governance / Plan Dashboard / & Issues Engagemer Engagemen
12
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AOB
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