Fraud and Cyber Crime Reporting Analysis Service (FCCRAS) project: SRO appointment letter (accessible version)

Matthew Rycroft

Permanent Secretary, Home Office

2 Marsham Street

London SW1P 4DF

Nick Smallwood

Chief Executive, Infrastructure and Projects Authority

1 Horse Guards

London SW1A 2HQ

06 August 2021

Commissioner Ian Dyson
SRO: Next Generation Fraud and Cyber Crime Reporting Analysis Service (FCCRAS) Project
City of London Police (CoLP)

By email

Role as Senior Responsible Owner – Fraud and Cyber Crime Reporting Analysis Service (FCCRAS) Project

We are writing to confirm your appointment as Senior Responsible Owner (SRO) for the Next Generation Fraud and Cyber Crime Reporting Analysis Service (FCCRAS) Project, which forms part of the Government Major Project Portfolio (GMPP). You will be accountable to the Home Office Owner (Director for Economic Crime) and under the oversight of the Home Office Permanent Secretary and the Security Minister.

Your experience with the systems which FCCRAS will be replacing is appreciated and welcomed. In order to ensure the SRO expertise is continued following your retirement in 2022, Angela McLaren, Assistant Commissioner Economic Crime, the Deputy SRO for the FCCRAS project is currently undertaking the MPLA (Major Projects Leadership Academy) course, which will provide her with the skills and tools to fulfil the SRO responsibilities in the future. Her transition to the SRO role is expected to commence in the Autumn of 2021 to ensure continuity at which point she will dedicate 50% of her time as per the SRO guidance.

Until the transition, you will undertake this SRO role alongside your other responsibilities and must ensure that you allocate 20% of your time to fulfil the responsibilities that being an SRO entails – as set out in the Annex. This will be periodically reviewed to ensure that an appropriate balance is maintained across the full range of your responsibilities. To ensure the project receives the level of active ownership you will be assisted in your SRO duties by Angela McLaren, Assistant Commissioner Economic Crime, who will devote 50% of her time to the project and Chris Bell, the full time Programme Director.

Angela and Chris’ assistance does not dilute your sole accountability for the project. As SRO, you will have personal responsibility for delivery of the FCCRAS Project and will be held accountable for:

  • the delivery of its objectives and policy intent
  • securing and protecting its vision
  • ensuring that it is governed responsibly, reported honestly, and issues escalated appropriately
  • influencing constructively the context, culture and operating environment

Key decisions on GMPP level projects and anything which is otherwise novel, contentious or commercially sensitive, or which ministers have asked to see, must be submitted in a timely manner via the HO Owner to the Permanent Secretary and ministers as appropriate.

In addition to your internal accountabilities, you should also be aware that SROs are held personally accountable to Parliamentary Select Committees. You will be expected to account for and explain the decisions and actions you have taken to deliver this programme (or specific milestones). Your accountability for the delivery of the FCCRAS Project commenced in June 2020, when the decision was taken that CoLP would procure the new service.

It is important to be clear that your accountability relates only to implementation, it will remain for the minister to account for any relevant policy decisions and their development.

You should follow the guidance in the document at the Annex which sets out in detail SRO roles and responsibilities. You should also make sure you understand the Giving Evidence to Select Committees – Guidance for Civil Servants.

You should also make yourself aware of the Infrastructure and Projects Authority (IPA) guidance on management of major projects.

Tenure of position

You are required to undertake this role until the completion of transition to your replacement which is scheduled for early 2022. This date will be refined when the programme plans its closure stage.

Should it be the case that your tenure in post comes to conclusion prior to the project completion date it is expected a suitable replacement SRO is identified, and a handover and transition period completed to ensure minimum impact to the project occurs.

Extent and limit of accountability

The FCCRAS project is funded by the Home Office and the City of London Corporation and the total investment is approved by the Home Office Finance and Investment Committee (F&IC). It is assured by FIC, the Home Office Commercial Approval Board (CAB) and in the City of London Corporation by the Members FCCRAS Sub-Committee and Police Authority Board (PAB).

You will be expected to progress the FCCRAS project in line with:

  • spending review and Home Office allocations, and as agreed by the (F&IC) and set out in a Grant Agreement. F&IC funding authorisations will be confirmed separately and will be kept under review in the light of delivery progress
  • funding agreements from City of London Corporation, regularly monitored and scrutinised by the City of London Police Authority Board

You are authorised to approve expenditure within the funding envelope. Appropriate authority should be sought for expenditure which breaches this. In the case of the Home Office funding, the HO Owner, the HO Chief Portfolio Officer (CPO) and the HO Corporate Finance Director should be involved in such discussions along with the HO Director General of Capability and Resources (DG-C&R).

You should always operate within the rules set out in ‘Managing Public Money’.
Additionally, if relevant, you must be mindful of, and act in accordance with, the specific HM Treasury and Cabinet Office spending controls relevant to the FCCRAS Project. Funding, especially underspends, must not be flexed within or between allocations without reference back to F&IC.

You must escalate to HO F&IC and HO DG-Delivery:

  • proposed changes to the project scope which impact on the intent or its expected benefits realisation, or which have wider impacts for other programmes or projects, or for Home Office transformation more generally
  • slippage or any proposed change which materially impacts on wider Home Office objectives, including ministerial objectives, or adversely affects completion of any of the project’s tranches or its funding
  • issues which you are unable to resolve, including the need to either pause or terminate the project where necessary

For City of London Corporation funding, the chair of the Police Authority Board should be involved in discussions and escalations and the Police Authority Board (or relevant sub-committees) be informed of any proposed service changes or project issues.

Corporate responsibility

Your role as SRO is a corporate responsibility and you are expected to:

  • establish and progress the project in line with the City of London Police’s standard operating procedures for projects. Including ensuring the effectiveness of its governance, assurance and programme management arrangements, including:

    • appointing, chairing and setting priorities for the Project Board
    • ensuring the effectiveness and performance of the project organisation
    • ensuring appropriate first line assurance is in place backed up by the commissioning of timely assurance and audit reviews
  • submit the project’s business cases and other reports as appropriate to F&IC, PAB, the IPA and HM Treasury. In doing so, you will:

    • monitor the project’s status, its forecast timescales, costs and benefits and key risks and dependencies
    • report issues openly and transparently
    • ensure that the project’s business case makes specific funding allocations for networks, infrastructure and cyber security. Should your project need work performed on any of these areas, base these allocations on estimates agreed with the appropriate leads in Enterprise Services (part of Government Digital Data and Technology Profession (DDaT)), and provide the funds identified for these purposes to those leads to deliver on your behalf
  • ensure that the project’s anticipated impacts upon business as usual operations are informing forecasts of those operations, including workforce planning and running costs
  • lead the project in a way which maximises delivery of shared corporate capabilities, for use across the Home Office, CoLP, NCA, NCSC, UK Police Forces and wider government
  • ensure that National Police Chief’s Council (NPCC) data management principles are adopted in taking forward the FCCRAS Project to ensure that data is collected and stored in such a way as to enable sharing and reuse where appropriate, that it is protected in line with GDPR requirements
  • take account of Home Office, CoLP, NCA and wider government initiatives
  • ensure that any legacy systems replaced by the project are decommissioned as appropriate

Objectives and performance criteria

To visibly and actively lead the FCCRAS Project through to a structured closure, ensuring that all appropriate steps are taken to ensure that the benefits forecast by the project are realised.

In particular:

  • monitoring and controlling the progress of the project at a strategic level, being honest and frank about its progress, risks and issues
  • communicating effectively with senior stakeholders regarding project progress and providing clear, appropriate and delivery focused decisions and advice to the project director
  • escalating serious issues quickly and with confidence to senior management, including in Home Office and City of London Corporation
  • ensuring a plan for both long term benefits realisation and ongoing sustainability is agreed with key stakeholders as part of the process of transitioning the project to ‘business as usual’

Description of the project

The Next Generation FCCRAS Project supports the Home Office’s objective to provide an accessible service for the public and organisations to report fraud and cyber crime, improving the flow of crime, information and intelligence reports through the ecosystem, so criminals are disrupted and the public is better protected.

CoLP, as National Lead Force for Fraud and Cyber Crime, will deliver this next generation reporting analysis solution, with the following strategic objectives.

Criminal justice outcomes

  • to improve the efficacy of processes to capture, link and collate data gathered through public reports and private sector data into cases, increasing the number of crimes disseminated
  • improve use of data and technology to identify serious and organised
  • disseminate cases in an actionable form to police forces promptly (at an improved speed and quality compared to the current system)

Improved victim experience and satisfaction

  • facilitate the public and businesses being able to report fraud and cybercrime quickly, easily and accurately
  • reduce call waiting times and abandonment rates
  • improve communication with victims on the progress and outcomes of their report
  • reduce the gap between reported and unreported fraud and cyber crime

Prevent crime and reduce harm

  • ensure all victims receive targeted and timely crime prevention advice to reduce repeat victimisation and emotional harm
  • automate sharing of data with the banking sector and other partners to prevent crime and victim losses
  • educate the public about how to protect themselves from fraud and cyber crime based
    upon the latest crime trends
  • contribute to an improved understanding of the threat from serious and organised crime by carrying out analysis of key trends, gathering insightful intelligence and sharing insights with partners
  • improve systems inter-operability to align with national programmes, integrate with other reporting systems, improve management information and share data with partners. This will see the service data sharing with government, law enforcement, key industry partners in areas such as finance, banking and telecoms which will widen the user base in the detection and prevention of crime

The service will be operated by CoLP, who will have a blend of police officers, police staff and outsourced supplier resources managing and operating the day to day service with the wider user base including the forces of England and Wales, ROCUs, the NECC and NCA to maximise the impact of this national service.

The commercial model reflects this blend of resource, with funding supporting officers and police staff as well as third party outsourced resource that will be contracted, managed and monitored by the City of London Police’s service and contract management team.

Project status

We note the status of the project as recorded in the report of the July 2021 IPA Assurance of Action Plan Review.

Personal Development

We note your experience as SRO, including Police SRO for the National 101 non-emergency number implementation, subsequently Force SRO for Action Fraud (AF), National Fraud Investigation Bureau (NFIB) and the City First Change Programme.

You are currently SRO of two national programmes: National Enabling Programmes (NEP) and National Identity Access Management (NIAM) Programme.

In the longer term, we would also encourage you to share your learning and experience with colleagues within CoLP to support the wider development of the project delivery profession.

We would like to take this opportunity to wish you every success in your role as SRO.

Yours sincerely,

Matthew Rycroft
Permanent Secretary, Home Office

Nick Smallwood
Chief Executive, Infrastructure and Projects Authority

I confirm that I accept the appointment including my personal accountability for delivery of the FCCRAS Project as detailed in the letter above.

Name of SRO: Ian Dyson, Commissioner, City of London Police
Date: 12 August 2021

Annex: SRO role and responsibilities

The role of the senior responsible owner

You are personally accountable for ensuring the ongoing delivery of the FCCRAS Project. You are responsible for securing the resources necessary for the success of the project and for ensuring that the related implementation and transition
activities realise the agreed objectives and benefits.

You will be personally accountable to parliamentary select committees and be expected to explain the decisions and actions you have taken. This could include where a Minister has intervened to change the project during the implementation phase in a way which has implications for the cost and/or timeline of implementation.

You will be able to input your advice about any such changes to the HO Owner, who provides advice to ministers. You must ensure the effectiveness of the governance, assurance and programme management arrangements and maintain them throughout the life of the project.

You should adopt best practice and be prepared to justify any deviation from it, in line with the Government Functional Standard for Project Delivery and other guidance published by the Cabinet Office.

You will:

  • be a visible, engaged and active project leader, not a figurehead
  • deliver the agreed outcomes and benefits
  • create an open, honest and positive culture committed to delivering at pace
  • challenge senior officers in HO and ministers, via HO Owner, when appropriate and escalate quickly
  • provide appropriate support, steer and strategic focus to the Project Director and ensure that they have a clear and current letter of appointment
  • have sufficient time, experience and the right skills to carry the full responsibilities of the role

Specific SRO accountabilities

You will ensure that the project is set up for success:

  • ensure that the project is set up to make an unambiguous and demonstrable link to strategic policy
  • translate this policy intent into clear deliverables which are established and agreed with senior stakeholders
  • carry out a robust and commercially viable options appraisal, which balances risk with opportunity, as part of initial project feasibility
  • establish a firm business case for the project during the initiation/definition phase and ensure that any planned change continues to be aligned with the business
  • identify and secure the necessary investment for the project’s business case (this includes both budget and operational resource
  • design and implement robust, appropriate and transparent project governance
  • build strong and effective relationships with key stakeholders, justifying their trust and retaining their confidence, and obtain their commitment to benefits realisation

You will ensure that the project meets its objectives and delivers the projected benefits:

  • gain agreement to the project objectives and benefits amongst stakeholders, including ministers where appropriate
  • ensure that the project’s anticipated impacts upon business as usual operations are informing forecasts of those operations, including workforce planning and running costs
  • understand the broader government perspective and its impact on the project
  • ensure the strategic fit of the project objectives and benefits
  • agree a clear and simple approach to performance management and monitor delivery of the objectives and benefits, taking appropriate action where necessary to ensure their successful delivery
  • develop the project organisation structure and plan
  • ensure that there is a coherent organisation structure and appropriately detailed project plan
  • build the right team, securing necessary resources and skills and providing clear lines of accountability
  • provide appropriate support, steer and strategic focus to the project director

You will monitor and take control of progress:

  • monitor and control the progress of the project at a strategic level, being honest and frank about its progress, risks and issues
  • ensure that any changes to agreed project benefits are flagged appropriately within project governance and that the business case is updated accordingly (throughout project life cycle)
  • ensure that the integrity of the project is maintained and speak truth to power – including to parliamentary select committees
  • communicate effectively with senior stakeholders regarding project progress and provide clear, appropriate and delivery focused decisions and advice to the project director

You will ensure problem resolution and referral processes are appropriate and effective:

  • identify, understand and drive the successful mitigation of project risks
  • escalate serious issues quickly and with confidence to senior management and/or ministers (via ho owner)
  • develop strong and effective engagement between the project team and its stakeholders and sponsors
  • ensure that communication processes are effective, and that the project’s objectives and deliverables continue to be consistent with the strategic direction of the organisation, hmg economic crime reform and fraud reform
  • ensure that the project is subject to suitable assurance arrangements, including reviews at appropriate stages, and that these are captured in an integrated assurance and approval plan (IAAP) that includes commercial, technical, financial and other assurance
  • recognise the value of robust project review and ensure it occurs at key points in the project lifecycle, particularly at the pre-initiation (feasibility) and initiation stages
  • make certain that any recommendations or concerns from reviews are met or addressed in a timely manner
  • in the event of a ‘red’ or ’amber-red’ review or a ‘red’ or ‘amber-red’ quarterly GMPP review rating, provide relevant information to the ho owner to ensure that the permanent secretary (copying in the chief portfolio officer) has been made aware of the situation and has been briefed accordingly

You will manage formal project closure:

  • formally close the project and ensure that the lessons learned are documented within the final evaluation report and disseminated to key stakeholders
  • ensure that the post implementation review takes place and that the output is communicated to appropriate stakeholders
  • ensure that arrangements for a return on investment report, including benefits realisation plans are agreed with the portfolio and project delivery directorate (PPD)
  • ensure a plan for both long term benefits realisation and ongoing sustainability is agreed with key stakeholders as part of the process of transitioning the project to ‘business as usual’

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