EMERGENCY SERVICES MOBILE COMMUNICATIONS PROGRAMME (ESMCP):FORMAL COMMITMENT FOR RBFRS TO ENGAGE

Transcription

1 EMERGENCY SERVICES MOBILE COMMUNICATIONS PROGRAMME (ESMCP):FORMAL COMMITMENT FOR RBFRS TO ENGAGE PRESENTED TO: FIRE AUTHORITY DATE OF MEETING: 17 FEBRUARY 2016 OFFICER PRESENTING REPORT: ASSISTANT CHIEF FIRE OFFICER; PAUL SOUTHERN 1. PURPOSE AND SUMMARY OF REPORT 1.1. The purpose of this report is to advise Fire Authority members of the Chief Fire Officer s intention to formally commit Royal Berkshire Fire and Rescue Service to the Emergency Services Mobile Communications Programme (ESMCP), subject to a number of qualifying conditions being met as the programme proceeds In summary, the report: Sets out background information associated with the ESMCP Explains that the Department for Communities and Local Goverment Government (DCLG) have requested that Chief Fire Officer s formally commit to engagement in the programme in order that funding can be released to fire and rescue services in support of its delivery Summarises the risks and/or benefits of ESMCP and other options available to RBFRS for maintaining or replacing its existing mobile communications infrastructure, as presented in an information pack prepared by DCLG Confirms that, having reviewed the available options, the Chief Fire Officer intends to formally commit to engaging RBFRS in the ESMCP Details the qualifying conditions that the Chief Fire Officer will be attaching to the commitment in question. 2. RECOMMENDATIONS That the Fire Authority: NOTE the intention of the Chief Fire Officer to formally commit Royal Berkshire Fire and Rescue Service to the ESMCP; and 2.2. NOTE the qualifying conditions that the Chief Fire Officer will be attaching to the commitment in question in a letter to DCLG.

2 3. BACKGROUND AND SUPPORTING INFORMATION 3.1. The ESMCP is a cross government programme to replace the existing mobile communications service for the three emergency services (Firelink for the fire and rescue services) with a new commercial system based on 4G, which is a mobile communications standard allowing wireless internet access at much higher speeds. The Emergency Services Network (ESN) will provide the next generation integrated critical voice and broadband data services for the 3 emergency services (Fire, Police and Ambulance) The main objectives of the ESMCP are to be: Better with integrated broadband services, public functionality, national coverage and high availability. Smarter by being more flexible, to evolve and improve over time and pay for features required by users. Cheaper to address budget pressures, re-competed regularly to leverage market forces. 3.3 RBFRS received an ESMCP Sign Off Pack from DCLG in late Dec 2015, which is attached as Appendix A. The Pack outlined their commitment to provide reasonable transition funding for FRS s moving to the ESN. As a condition of releasing the funds there is a requirement for the Chief Fire Officer to confirm the intention to commit to the ESMCP. 3.4 The Pack provides summary information about the Programme rationale and its benefits for the fire service from both an operational and financial perspective. In particular the pack: - Provides an explanation of the Programme s transition, steady state and financial implications involved - Provides an indication about the likely costs for RBFRS of the ESN through its steady state up to Highlights where there may be scope for additional efficiencies by FRS s - Demonstrates that the potential alternatives to participation in ESMCP carry significant risks for FRS s both from a financial and operational perspective - Asks FRS s to provide the Department for Communities and Local Government (DCLG) with a decision about whether the FRS intends to participate in the ESMCP. 3.5 In order to reduce project management costs associated with the ESMCP delivery, a South Central Task Group (SCTG) has been established. The SCTG includes RBFRS, Oxfordshire FRS, Buckinghamshire FRS, Hampshire FRS, Isle Of Wight FRS, Thames Valley Police, Hampshire Police and South Central Ambulance Service. 3.6 The SCTG will work through the two main phases of the ESMCP, which are mobilisation and transition. 3.7 The Mobilisation phase involves the design, build and testing of the systems, which is due to conclude July The Transition stage for the SCTG area

3 is scheduled for Jan A significant amount of work however will have to be undertaken in preparation for the transition period. 3.8 The table below highlights a variety of alternatives to ESMCP and an explanation regarding why the Government believes they are not viable when compared to the benefits that ESCMP will bring. Option Do Nothing (Continuation of Airwave) Procure own 4G Network for your FRS Become a Tier 2 User within the Programme* Procure your own Radio (Tetra) System or Revert to Existing Legacy System Potential Issues DCLG s current contract with Airwave runs out at the end of 2019 (with a possible extension to end of 2020) As such the Fire Service will need to re-procure a communications service whether or not they are part of ESMCP. Even if we could continue with Airwave, we would have to incur the higher costs associated with a monopoly provider. In addition the Airwave system is becoming increasingly outdated as it is based on voice rather than data communications which are increasingly used by Fire Services. Likely to be more expensive than joining ESMCP which provides a 4G network and has gained cost efficiencies by negotiating on behalf of a wide range of users. If provided by an organisation that is different to the ESMCP provider, the network is unlikely to be interoperable with other ESMCP users The FRS would be responsible for its own procurement and delivery. This risks not having completed the transition to a new system by the time Airwave Firelink contacts end in 2019 or 2020 Likely to be more expensive for the FRS over the long term as connection and costs will be higher for Tier 2 users. There will be no DCLG financial support available for undertaking this option Will have no influence over Control Rooms going forward Will need to assess the impact of the relationship with other FRAs with whom they have a formal relationship. There is no guarantee that the procurement and delivery of a new system will be cheaper for an FRA than ESMCP participation These systems will not be interoperable with other fire services or organisations other using the Emergency Service Network (ESN) There may be resilience issues if coverage is not as

4 good as the new ESN (which will be at least as good as Airwave) There will be no financial support from DCLG either for transition or steady state Broadband provision will be included. This is increasingly being used for fire services and so an alternative solution will need to be found. This system will not be future proofed to take advantage of a developing commercial 4G market. The impact on formal Relationships with other FRAs that are using ESN will need to be addressed. * Apart from the 3 emergency services, there are a significant number of government and other public safety users totalling over 300 organisations all with individual ASL contracts, known as sharers. Under the current ESMCP model these organisations will be known as Tier 2 organisations. 3.9 Officers have reviewed the available options and the Chief Fire Officer (CFO) intends to formally commit to engaging RBFRS in the ESMCP Attached as Appendix B, is the CFO s letter to DCLG in response to the sign off pack, with associated qualifying conditions. 4. FINANCIAL, LEGAL, RISK MANAGEMENT, ENVIRONMENTAL AND EQUALITY IMPLICATIONS 4.1. DCLG have indicated funding will be provided for areas of the programme, which are referenced within the report and Appendix A. However these are only predicted costs and there are a number of assumptions that are included in these figures, as the additional detail is not currently available. It does show that the switch to ESN will be cheaper than the existing net cost of the airwave system DCLG requires a commitment from fire and rescue services, prior to providing transition funding. It should be noted funding is not available if a FRS wishes to choose an alternative option to the ESMCP It is not currently clear what the whole associated costs of this programme are to RBFRS, hence the qualifying letter to DCLG from the CFO The ESMCP presents a significant risk and is on the RBFRS Strategic Risk Register, which is monitored by Officers and The Audit and Governance Committee At this stage the risks are primarily related to financial matters, delays in programme delivery, availability/functionality/coverage of the hardware and systems, along with industry capability to deliver the programme. Other risks will be assessed and considered as the programme progresses The Home Office programme team are engaging with suppliers to ensure readiness, the risk therefore will sit at a central programme level until such time as RBFRS are assured the risks are reasonably addressed.

5 4.7. The mobile network provider (E&E) have provided predicted coverage maps, but these are only predicted and RBFRS will need assurance that the coverage is compliant with the user requirements. The SCTG FRS s will work with TVP and SCAS, as their need for local coverage is in excess of the FRS user requirements. RBFRS will not cutover until the cutover criteria have been met. The criteria will be set by the individual Fire and Rescue Services. 5. COMPLIANCE WITH STANDING ORDERS / FINANCIAL REGULATIONS 5.1. This report complies with both standing orders and the Financial Regulations of The Fire Authority. 6. CONTRIBUTION TO STRATEGIC COMMITMENTS 6.1 Commitment 2 We will ensure a swift and effective response when called to emergencies 6.2 Commitment 5 We will ensure that Royal Berkshire Fire and Rescue Service provides good value for money. 7. ASSESSMENT AGAINST THE PARTNERSHIP FOR COMMON SENSE 7.1. At this stage there are no impacts on the partnership for common sense. 8. BACKGROUND PAPERS 8.1. Papers and Minutes of the Audit and Governance Committee. 9. CONSULTATION WITH STATUTORY OFFICERS 9.1. Chief Fire Officer The Chief Fire Officer was consulted during the process of drafting this report and contributed to its content, as well as that of the letter attached as Appendix B Chief Finance Officer The Chief Finance Officer was consulted in the production of this report Monitoring Officer The Monitoring Officer was consulted in the production of this report. Author: Sponsored by: Paul Maynard Area Manager Response Paul Southern Assistant Chief Fire Officer Date of report: 5 February 2016