Emergency Services Mobile Communications Programme. Promoting Collaboration with Key Programme Suppliers Steve Whatson & Mantas Bolys 19 October 2016

Transcription

1 Emergency Services Mobile Communications Programme Promoting Collaboration with Key Programme Suppliers Steve Whatson & Mantas Bolys 19 October

2 What is Emergency Services Network (ESN)? A new innovative voice & data service Will provide enhanced 4G LTE Network Deliver critical voice & data for priority use by the 3ES For police, fire and ambulance Will also benefit 300+ other organisations More capable provides broadband data as standard Will improve public safety Nationwide coverage reaching remote areas Providing enhanced functionality keeping public safety features Access to specialist operations & more choice 2

3 Programme Scope Emergency Services Users: 44 Police forces 50 FRS 13 Ambulance Trusts Others Non ES User Organisations: non-home Office police forces other government departments local authorities Transport agencies and utility companies Control rooms: c200 Vehicles: c50,000 Aircraft: c115 Users: c300,000 3

4 Key Programme Suppliers Lot 1 (Delivery Partner) - KBR A Delivery Partner to oversee build out of the network; programme manage transition; provide cross-lot integration; training support services; vehicle installation design and assurance, and delivery support Lot 2 (User Services) - Motorola An service provider to provide end-to-end systems integration; public safety functionality; account management; network and IT infrastructure; technical interfaces to all other lots and services user device management; application hosting; customer support; and service management Lot 3 (Mobile Services) - EE A mobile network operator to provide an enhanced radio access service with highly available full national coverage using the Extended Area Services; and technical interface to Lot 2 4

5 Collaboration Definition: The Operating Level Agreement (OLA) Aim of the OLA document: Scope of Collaborative Working team: Describe the collaborative working practices and behaviours desired for the delivery of the programme. Detail the commitments each Party has made to one another by signing up to the OLA Define a collaborative working culture across the programme Service provided by Delivery Partner, but neutral approach taken Business psychology skillset and expertise Assurance and reporting, developing into promoting and championing collaborative working methods 5

6 Stakeholder map Delivery Partner 3ES User Organisations Home Office ESMCP OLA signatories EE Motorola 6

7 Collaborative Working Team Activities Programme challenges Contractual parameters Leadership development through psychometric assessment Collaboration Events Team Charter Collaborative Working Groups Monthly Collaboration Reports Collaboration Outcomes Deliverables approved (quality) Milestones met (time) Time pressure Delivery uncertainty & complex interdependency ESMCP Behavioural Framework Cost management (price) Reduced time to approve change requests All Parties seeking to avoid and protect against blame Vision and mission not felt equally across suppliers and team Action plan review Behavioural observations 360-degree collaboration assessment & feedback Early warnings and issue resolution Collaboration Diagnostics & Recommendations Programme Team motivated towards collective goals Positive value stories of behavioural change More trust

8 Behavioural Framework Required Behaviours Avoid dwelling on the past issues and conflicts of delivery methods. Ensuring that lessons are learnt in order to maximise the effective delivery of end-to-end services across ESN as a while Acting in good faith towards each other in a non-defensive stance and build mutually successful relationships. Demonstrating innovation and best practice, being forthcoming in initiating proposals that could deliver improved value in the programme. Using problem solving methods that promote collaborative atmosphere and avoids conflict. Understanding their own organizations and issues, and appreciating other Parties concerns, intentions and motivations. Being honest, open to feedback and creating a culture of openness that encourages discussing concerns, solving problems and dealing with issues directly. Taking responsibility for actions and inactions and prioritising achieving solutions over blaming others.

9 Required Behaviours Framework development Sources of information OLA Required Behaviours Launch Event Data ( ) BS11000 Critical Collaborative Behaviours Civil Service competency framework KBR, EE and Motorola Frameworks Arup Highways England Collaboration Framework Stakeholder Engagement and Consultation Collaborative Behavioural Framework Collaboration Assessment Tool Assessed & Interpreted against Active & iterative co-consultation and review 9

10 OLA Required Behaviours Team Leaders The framework recognises the key role of Leaders in guiding and demonstrating collaborative behaviour, as well as holding others to account for their behaviours Team Members Therefore, the framework includes behavioural descriptions of Leaders, distinct from Team Members, across all seven Required Behaviours. 10

11 An Example: Openness Openness means Parties must be honest in their dealings with each other and open to honest feedback and must commit to creating a culture of openness that encourages all Parties to raise and discuss concerns, solve problems and deal directly with any issues, including difficult issues. Team Members TM Seeks and provides constructive feedback Accepts feedback and acts on it Communicates openly and honestly Deals with difficult issues directly and appropriately Team Leaders TL Routinely encourages team members to exchange feedback across organisational boundaries Explicitly challenges any lack of openness Builds transparency into process and decision making when dealing with difficult issues Enables others to solve issues directly, where appropriately Negative indicators (Avoid ) Hide concerns Withhold information or feedback for no reason Avoid confronting difficult issues Deal with issues in a roundabout way Act defensively or being unduly protective about information exchange 11

12 Survey Model: Multi-source feedback mechanism Authority EAS EE Self- Assessment Partner- Assessment DP Motorola 12

13 Learnings so far Cultural differences between public and private sector organisations subtly underpin many behaviours. It is important to find safe ways to acknowledge these openly and to agree ways to work with them. Simple things matter (organisational charts, networking opportunities, access to information sharing systems, communication). Co-location challenge communication, relationships and trust. Leadership challenge: linking self-awareness to implementation of better collaborative behaviour. Any Questions? 13