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IDENTITY CARDS FOR FOREIGN
NATIONALS
Commercial Strategy
on
Future Biometric Enrolment
Accommodation and Services
***Redacted version for
release***
Final 1.0
Prepared by:
The Home Office
Commercial Directorate - Major Programmes
Level 2 Seacole Building
2 Marsham Street
London
SW1P 4DF
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Version Control
Version Number
Author(s)
Date
Comments
Draft v0.1
Jim Williamson
17 Oct 08
Draft contents for initial review
Jim Williamson/Andrew
Draft v0.2
27 Oct 08
Draft contents for initial review
Pestell
Jim Williamson/Andrew
Draft v0.3
28 Nov 08
Draft contents for initial review
Pestell
Jim Williamson/Andrew
Issued for work stream lead
Draft v0.4
2 Dec 08
Pestell
review
Jim Williamson/Andrew
Updated with LAB comments
Draft v0.5
11 Dec 08
Pestell
and A Pestel comments
Jim Williamson/Andrew
Draft v0.6
16 Dec 08
Updated with IPS comments
Pestell
Jim Williamson/Andrew
Final v1.0
18 Dec 08
Final comments from A Pestell
Pestell
Document Approval
Name
Date
Business Title
Signature
Andrew Pestell
18 Dec 08
Commercial Lead
Andrew Pestell
Document Location
Path and File Name
\\poise.homeoffice.local\data\lun\domgroup\icfn 2009\a pmo\a50 communications
management\foi\pol document disclosure\possible docs and extracts\brp po accom -
consultation report (1 0) 08 12 18a1 redacted.doc
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1
INTRODUCTION
1.1
Securing UK Borders through the National Identity
Scheme
1.1.1 The Government’s National Identity Scheme (NIS) gives people for the
first time the ability to prove who they are in a secure and convenient way,
protecting themselves and their families against identity fraud, crime,
il egal immigration, il egal working and terrorism.
1.1.2 We wil continue to welcome newcomers who come here to work hard and
play by the rules and enrich our country culturally and economically.
1.1.3 We wil continue to refine these plans in liaison with stakeholders in the
education sector and elsewhere. Parliament wil be asked to approve the
regulations required for each stage of the implementation.
1.1.4 The UK is now leading the world in the successful delivery of this
technology. Our first line of defence against il egal immigration at the
offshore border (fingerprint visas) is now in place. We have now issued
over 3 mil ion fingerprint visas. So far more than 45,000 individuals have
been matched to those who have been fingerprinted in the UK in
connection with previous asylum applications or other immigration matters
using this new technology.
1.1.5 The Identity Card for Foreign Nationals is the first part of the NIS and wil
be rolled out on an incremental basis over the next three years to all
foreign nationals. The roll out wil build on the existing safeguards which
strengthen our borders like fingerprint visa checks mentioned above. This
wil help keep our borders strong, and wil provide additional protection
against il egal immigration and il egal employment.
1.1.6 From 25th November 2008 biometric fingerprints and facial images wil be
captured at seven sites nationwide as part of the process for making a
decision about an individual’s right to be in the country.
1.1.7 Each site wil become available for biometric enrolment at different times
for those foreign nationals who apply for further leave to remain in the UK
within certain categories (student and marriages/civil partnerships).
1.1.8 The roll out date for each site is listed in the table below:
Site
Rollout Date
Croydon 25th November 2008
Sheffield 28th November 2008
Liverpool 4th December 2008
Solihull 8th December 2008
Cardiff 10th December 2008
Glasgow 12th December 2008
Armagh 12th December 2008
Figure 1 ICFN Site Roll Out Dates
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1.1.9 Under our current assumptions our aims are to increase volumes as
fol ows:
% of foreign nationals issued
By the end of:
with an identity card
2009/10 10%
2010/11 30%
2011/12 60%
2013/14 80%
2014/15 90%
Figure 2 Percentage of Foreign Nationals Issued with an Identity Card over Time
1.1.10 Under these plans 100% of successful applicants coming to or staying in
the UK wil have an Identity Card within three years of the start of the roll
out.
1.2 Scope
Figure 3 Scope of Biometric Enrolment over the Next Decade
1.2.1 In the widest context the scope for biometric enrolment accommodation is
considerable over the next decade as il ustrated by the enrolment diagram
taken from the National Identity Scheme Deliver Plan1. It is, therefore, self
evident that the UKBA enrolment facilities, currently at seven sites across
the UK, wil need to be augmented with additional identity management
gathering facilities as the number of identity cards increases.
1 The full document is available at www.ips.gov.uk/passport/downloads/national-identity-scheme-
delivery-2008.pdf
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1.2.2 The following immigration application categories have been prioritised in
the ICFN roll-out strategy:
students;
discretionary leave;
marriage, civil and common law partnerships;
children of parents already settled in the UK; and
work permits.
1.2.3 Therefore, for the purposes of the ICFN requirements the scope is limited
over the next two years for biometric enrolment accommodation
requirements.
1.2.4 During this time other enrolment accommodation initiatives wil be
pursued, see Section 3, STRATEGIC POSITION.
1.3 This
Document
1.3.1 The objective of this document is to set out the commercial options for the
provision of biometric enrolment accommodation and services over the
next few years. It concludes that this accommodation and the associated
services would best be provided through the Post Office network.
1.3.2 The requirements for biometric enrolment accommodation and services
are explained briefly in Section 2 and the strategic position explained in
section 3.
1.3.3 Section 4 presents an analysis of the options while Section 5 is an
embryonic cost benefit analysis.
1.3.4 Section 6 is a summary of the legal advice concerning the use of the Post
Office facilities which are currently used to support check and send
passport services and driving vehicle licence applications for IPS and
DVLA.
1.3.5 Section 7 sets out the strategic procurement recommendation and section
8 lists the next steps required to support a commercial conclusion.
1.3.6 In addition there are a number of appendices containing supporting
material.
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2
REQUIREMENTS
2.1 Stakeholder
Dependencies
2.1.1 Many of the cross cutting strategic programmes that UKBA is introducing
have touch points and dependencies on one another.
2.1.2 In order to address this in the context of biometric enrolment
accommodation there have been discussions with DVLA, HMT, DWP and
IPS to ensure we are joined up strategically. These discussions wil
continue.
2.1.3 It is also important to recognise that the new Immigration Case Work
(ICW) programme wil replace legacy systems across UKBA. Business
processes wil be at the heart of a change management programme as the
vision is to radically transform the way that immigration cases wil be
handled by the system.
2.1.4 DVLA, UKBA and IPS are all looking for provider(s) of identity gathering
facilities. Meetings have already taken place between the Post Office and
senior representatives of UKBA, IPS, DVLA and DWP and discussions
held on:
The potential for sharing benefits through a single solution to meet the
common requirements of these Government Departments;
The biometric enrolment capability that the Post Office is currently
developing;
The common requirements and potential for benefits share which
were well received and understood;
The challenges around the timing for the various organisations and
the different commercial approaches.
2.2 Volume
Predictions
2.2.1 Currently, the approximate card volume predictions are predicted to grow
as shown in the table below:
Year Volume
2008/09
50,000
2009/10
271,698
2010/11
540,826
2011/12
899,007
2012/13
909,735
2013/14
909,735
2014/15
909,735
Total 4,490,736
Figure 4 Biometric Volume Predictions
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2.2.2 These volumes are re-assessed periodically and significant changes will
be monitored for any impact on the biometric enrolment accommodation
requirements.
2.3
Capacity vs Volume Predictions
2.3.1 There wil be 7 sites in operation that have a declared capacity for
processing card applications that currently stands at:
PEO
Capacity / Month
Capacity / Year
Croydon
9,680 116,160
Sheffield
1,008 12,096
Liverpool
1,200 14,400
Birmingham
600 7,200
Cardiff
848 10,176
Glasgow
848 10,176
Armagh
40 **
480
14,224 170,688
Figure 5 Site Enrolment Capacity
** Estimated
2.3.2 Capacity at each site is a function of:
The footfall capacity through the security scanners;
The number of enrolment booths;
The number of case workers.
2.3.3 While volumes are manageable at each of the sites in the short term this is
not a sustainable situation.
2.3.4 Some flexibility in site capacity may be possible by increasing these
limiting constrictions but there wil also be a demand for greater
geographical coverage. Coverage at present is biased to the south east of
the UK.
2.3.5 It is clear that at some point in 2009 /2010 an increase in biometric
enrolment capacity is required. Current assumptions are that this point wil
be April / May 2009.
2.4
Key Functional Requirements
2.4.1 As the volumes increase, the need for a greater capacity for biometric
enrolment wil increase proportionally. Additional enrolment facilities wil
be required that offer a good geographical spread across the UK and can
deliver biometric data in a standard form with suitable secure data
transmission to UKBA databases.
2.4.2 Consequently, any biometric enrolment partner must be able to offer:
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A large, national network of outlets to collect biometric enrolment
data, augmented by mobile facilities for special needs and remote
areas;
Wel trained and experienced staff;
The capability to deliver a consistent script to applicants and to guide
applicants through the biometric enrolment process;
Ten fingerprint capture and a full facial digital photograph, checked
against ICAO standards and NIST criteria before case work is
assessed;
Capture of an applicants signature electronically (where required);
A facility to scan documents during the enrolment process;
Facilities to maintain Customers privacy;
Secure facilities to enrol and transmit biometric data to assessment
centres;
Payment collection and verification facilities before sending applicants
biometric details;
The ability to capture additional applicant data required for the
application;
The ability to “check and send” to eliminate form completion errors;
An efficient process that can capture up to 10 individual applicants’
details per hour per booth;
A secure fulfilment channel, potentially involving UKBA sending cards
for collection by applicants;
A process to issue identity cards from an applicant nominated outlet
with a check to ensure the biometric on the card matches the
biometric of the applicant;
IT experience and technical facilities to exchange data with UKBA in
the biometric enrolment and fulfilment processes;
The proven ability to design, implement and maintain the IT
infrastructure required.
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2.5
Timeline Overview
ID
Task Name
Duration
Start
November 2008
December 2008
January 2009
February 2009
March 2009
April 2009
May 2009
June 2009
July 2009
August 2009
27 03 10 17 24 01 08 15 22 29 05 12 19 26 02 09 16 23 02 09 16 23 30 06 13 20 27 04 11 18 25 01 08 15 22 29 06 13 20 27 03 10 17 24
1
Start
0 days
Mon 24 Nov '08
24/11
2
COMMERCIALACTIVITIES
62 days
Mon 27 Oct '08
3
High level scopingpapre fromPO
8 days
Mon 27Oct '08
05/11
4
Sign-off Non Disclosure Agreements
10 days
Thu06 Nov '08
19/11
5
Write Commercial Strategy
15 days
Mon 24Nov '08
12/12
6
Reviews
5 days
Mon 15Dec '08
19/12
7
UKBA Board decision
0 days
Fri 19Dec '08
19/12
8
Rework Commercial Strategy
2 days
Mon 05Jan'09
06/01
9
Sign off Commercial Strategy
0 days
Tue 06Jan '09
06/01
10
Write Contract and Schedules
10 days
Wed 07 Jan '09
20/01
11
Reviews
5 days
Wed 21 Jan '09
27/01
12
Rework Contract andSchedules
5 days
Wed 28 Jan '09
03/02
13
Sign off Contract and Schedules
0 days
Tue 03Feb '09
03/02
14
STATEMENT OFREQUIREMENTS
45 days
Mon 08 Dec '08
15
Capacity Planning
5 days
Mon 08Dec '08
12/12
16
Geographical Planning
5 days
Mon 08Dec '08
12/12
17
Write Draft SoR
20 days
Mon 15Dec '08
23/01
18
Reviews
10 days
Mon 26Jan'09
06/02
19
Rework SoR
10 days
Mon 09Feb'09
20/02
20
Sign of SoR
0 days
Fri 20Feb '09
20/02
21
SOLUTION PROPOSAL AGREED
35 days
Mon 26 Jan '09
22
Draft PO SolutionProposal
10 days
Mon 26Jan'09
06/02
23
Draft UKBAIT Solution
10 days
Mon 26Jan'09
06/02
24
Draft UKBABusiness Solution
10 days
Mon 26Jan'09
06/02
25
Reviews
5 days
Mon 09Feb'09
13/02
26
Final solutions proposals
15 days
Mon 23Feb'09
13/03
27
Sign off All Solution Proposals
0 days
Fri 13Mar '09
13/03
28
IMPLEMENTATIONACTIVITIES
75 days
Mon 16 Mar '09
29
Build
20 days
Mon 16Mar '09
14/04
30
Test
15 days
Wed 15 Apr '09
05/05
31
Integrate
20 days
Wed 06 May '09
03/06
32
Security accreditation
15 days
Wed 06 May '09
27/05
33
UAT
20 days
Thu04 Jun '09
01/07
34
Rework
20 days
Thu04 Jun '09
01/07
35
Acceptance
0 days
Wed 01 Jul '09
01/07
36
ROLLOUT PLANNING
87 days?
Mon 16 Mar '09
37
Roll out schedule
12 days
Mon 16Mar '09
31/03
38
Outlet TTT
12 days
Wed 01 Apr '09
20/04
39
Outlet training
12 days
Tue21 Apr '09
06/05
40
Communication
1 day?
Thu07 May '09
07/05
41
Business Transition
12 days
Fri 08 May '09
26/05
42
UKBABusiness Training
12 days
Thu02 Jul '09
17/07
43
COMMUNICATION
75 days
Mon 16 Mar '09
44
CommunicationPlanning
15 days
Mon 16Mar '09
03/04
45
Materials
20 days
Mon 06Apr '09
05/05
46
CommunicationDelivery
40 days
Wed 06 May '09
01/07
47
OUTLET ROLLOUT
30 days
Fri 17Jul '09
48
Pilot Start
0 days
Fri 17Jul '09
17/07
49
Back office facilities
30 days
Mon 20Jul '09
50
Rollout 20Outlets
30 days
Mon 20Jul '09
Figure 6 Pilot Outlet Timeline Overview
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Page 9 of 18
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The plan above is designed merely as a one page overview to il ustrate the compressed timelines that have to be achieved.
In practice much more work is required that has to be brought into plans, e.g.
Project governance set up, PID, detailed plans, dependencies, resource requirements, JAC, budget setting / tracking,
reporting, risk and CR management, key staff, documentation management, Gateway reviews, release management,
Workshops to get early business and technical understanding between UKBA and PO
Commercial management of contract, schedules etc
Ful requirements specification, including e.g. business processes and roles, volumes, timings, biometric standards, security,
Service Management, SLAs, technical impacts on existing systems, network capacity, etc
Business impacts of existing and new processes
Business continuity / disaster recovery
Training requirements and delivery for enrolment and case working
Policy and communications
Staff roles and recruitment of additional staff
Review of biometric enrolment station, (at each point of build, test etc)
Interfaces (UKBA and PO), specification, build, unit test
Integration, system test, UAT, e2e test
Security implication in design, implementation, staff clearances, system health checks and accreditation etc
Rol out, Acceptance and Handover to Business as Usual
Ongoing Service Delivery, Relationship management, and Contract Administration.
The is not an exhaustive list but serves to il ustrate the complexity of the work required.
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3
STRATEGIC POSITION
3.1 Current
Situation
3.1.1 The current position is that all accommodation for ICFN biometric
enrolment services is provided in government Public Enquiry Offices as
shown in Figure 5 Site Enrolment Capacity.
3.1.2 However, this is not sustainable because of the growth in volumes
predicted.
3.1.3 The previous proposal of using Mapely Accommodation via IPS has been
rejected on the grounds of cost2.
3.1.4 Moreover, the National Identity Scheme Deliver Plan3 published in 2008
states that:
“We wil look at new ways of recording fingerprints and photographs to
make it easy and convenient for individuals. For example, we are looking
to a future where the market would provide biometric enrolment services,
giving citizens a choice of competing services which should maximise
convenience and drive down price.”
3.1.5 So while the ICFN biometric enrolment wil begin in government offices,
the intention is to move to an outsourced commercial arrangement.
3.2 Interim
Position
3.2.1 The ICFN strategy for Biometric Enrolment Accommodation has focused
on finding a commercial partner(s) who can provide sufficient Biometric
Enrolment Accommodation space that is geographically spread across the
UK, over the next two to three years as volumes ramp up to 2012.
3.2.2 The interim strategy is for a three year arrangement for ICFN Biometric
Enrolment Accommodation.
2 Ref Biometric Residence Permit (BRP) Enrolment Accommodation paper 9 May 2008
3 The full document is available at www.ips.gov.uk/passport/downloads/national-identity-scheme-
delivery-2008.pdf
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3.3
Impact on ICFN Projects
3.3.1 Clearly, the level of business and technical project resources required for
the implementation of additional interim ICFN biometric enrolment services
wil be substantial and wil require adequate funding, planning etc.
3.3.2 As other projects compete for the same business and technical resources
a strategic view across all ICFN project requirements must determine
resource prioritisation and deployment.
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4
OPTIONS ANALYSIS
4.1 Options
Considered
4.1.1 A number of options for the provision of biometric enrolment
accommodation and services were considered. These are set out below.
The options considered include:
Home Office facilities;
Post Offices;
Open Competition; and
Other public sector bodies.
4.1.2 The key criteria for the options analysis were:
Firstly timing, which is critical as a solution to additional biometric
capture facilities is required by mid 2009.
Secondly, UK wide flexible geographic coverage with minimal set up
costs.
4.1.3 For the Post Office option, the Post Office is already in a procurement
competition for a biometric enrolment solution. They already have DVLA
as a customer and are in discussion with other government departments,
UKBA included.
4.1.4 The Post Office is considered to be the optimum choice; no other option
that can meet the timescale and geographical flexibility is this far
advanced in commercial and practical terms. Consequently, cost benefit
analyses have not been done for any of the other options.
4.2
Option 1 – Home Office Facilities
4.2.1 We have considered using IPS (which is part of the Home Office anyway)
to provide these services.
4.2.2 IPS offices would have the benefit of a good strategic fit, but they provide
scant geographical coverage, and have limited space for processing the
additional footfall of enrolment applications.
4.3
Option 2 - Post Office
4.3.1 Post Office Limited provides the best and most flexible geographical
coverage.
4.3.2 There are longer-term plans to give the Post Office more commercial
freedoms. However, it is currently seen by many of its users as a public
service. It provides functions which are valued by the community, such as
passport applications, tax discs and driving licences.
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4.3.3 Any commercial arrangement would be entered into with Post Office
Limited, which is part of the Royal Mail group. Royal Mail PLC is wholly
owned by the Government and “postal business of the Post Office” is listed
in Schedule 1 of the Public Contracts Regulations 2006. This makes it a
“Contracting Authority,” which is obliged to follow the public procurement
rules.
4.3.4 Post Office has vast experience with the public:
Checking documents for completeness and conformance;
Handling payment;
Additional Data Capture;
Postal Address File validation; and
4.3.5 In addition, it recently had its contract to run the PO Account Card
extended.
4.3.6 Horizon is the Post Office Point Of Sale system that is in place at every
serving position in every Post Office Branch. It is a computerised on-line
system connecting into a pair of resilient and redundant data centres to
ensure data security and storage. Horizon feeds the Post Office back end
systems as well as feeding Clients transactional data.
4.3.7 This means UKBA would not need to handle, keep, replenish and remove
cash at their sites, set up and maintain debit card acceptance or cheque
clearing systems and would ensure the correct amount was tendered.
4.3.8 Post Office already undertakes check and send services for various
Clients, including Local Authorities, DVLA and IPS; checking photographs
for compliance and forms of up to 4 pages which have been designed to
assist the Clerk in identifying a limited number of fields for completeness.
In undertaking these checks, rejects are under 1% compared to nearly
20% for forms sent direct to Clients
4.3.9 This means that UKBA could benefit from fewer staff dealing with
incomplete and incorrectly fil ed forms that may not have a return address,
correct payment, compliant photographs etc.
4.3.10 The Post Office has targeted up to 1000 branches for a phase 1 biometric
data collection. Some of the larger branches might have more than one
booth, further increasing capacity. The initial 1000 branches wil be
chosen from a shortlist of approx 1600, see attached spreadsheet in
Error! Reference source not found. Error! Reference source not
found..
4.3.11 It wil be the Post Office’s own decision as to which of the possible 1000
branches are to be used and at this stage there is the opportunity to be
heavily involved in the selection process.
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4.4
Option 3 - Competition
4.4.1 It is LAB’s view that the provision of biometric enrolment accommodation
and services would count as “Part B” services for the purposes of the
public procurement rules (see Section 6 for more detail). This means that
a full OJEU Procurement process is not required. Therefore, in theory, a
relatively short procurement process could be run.
4.4.2 In October 2008 IPS issued a ‘Front Office Service Prospectus’ to facilitate
market engagement. From 2012 the vision is for application and
enrolment services to be provided by a competitive open market. UKBA
would therefore align any contract with the Post Office so as to not rule out
an engagement with any organisation who may respond positively to this
market prospectus. See
Error! Reference source not found..
4.5
Option 4 – Other Public Sector Bodies
4.5.1 Local Authorities
The problem with using local authorities is that each local authority is a
legal entity in its own right. There is no “overarching” organisation
which is able to place a single contract on their behalf.
Therefore, UKBA would have to negotiate separate arrangements with
each local authority. This would be a time-consuming exercise which
is unlikely to provide UKBA with value for money
4.5.2 General Registrars Offices
The General Registrars Offices are now part of the Home Office and
there is about one registrar per local authority;
However, there appears to be no system integration between them
leading to system integration complexities with UKBA;
It is not clear whether the accommodation estate is flexible enough;
Therefore, this solution may require significant and individual design
and implementation.
4.5.3 IPS Estates
The IPS Interview Office Network has a secure network and cleared
staff. It is the option used for Armargh;
The application checking function and fee handing would be more
difficult;
Consideration should be given to this option as a fallback to the PO
option.
4.5.4 Department of Work and Pensions
Job Centres (which are part of “Job Centre Plus”, an agency of the
Department of Work and Pensions) are a potential option. However,
they have worse geographical coverage than the Post Office.
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There is also less of a strategic fit between their functions and the
biometric enrolment services.
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5
Option 2 COST BENEFIT ANALYSIS
5.1 Business
Case
5.1.1 A full cost / benefit analysis is the subject of current work by the Project.
5.1.2 The following is an il ustration of costs as far as they are understood:
5.2 Development
/
Implementation
Costs
5.2.1 For the purposes of the pilot the Post Office wil absorb the development
costs.
5.2.2 This assumption may need to be revisited and the commercial discussions
between UKBA and the Post Office wil monitor this closely.
5.2.3 In addition, there wil be costs for:
Project staff and Contingent Contract Labour;
ATOS Origin technical staff and hardware;
Security advice and accreditation;
T&S for roll out.
5.3 Operational
Costs
5.3.1 Biometric capture service costs proposed by Post Office are: £7.50 for a
UKBA handling charge plus a £5.00 handling charge to the applicant.
5.3.2 Check and Send costs proposed by Post Office are: £7.50 for a UKBA
handling charge plus a £10.00 handling charge to the applicant;
5.3.3 As an il ustration: 450 applications per day across 10-15 PO outlets for 80
days of a pilot would cost £270,000.
5.3.4 Volume price breaks wil be part of the commercial discussion with the
Post Office.
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6
RECOMMENDATION
6.1
Choose Option 2 – Post Office
6.1.1 Option 2 - Post Office Ltd is recommended because:
It meets our geographical requirements fully;
The timescales of the Post Office and their other customers for
biometric enrolment facilities are broadly aligned with ourselves;
The Post Office is already about 12 months into programme
delivery which reduces lead time and risk for UKBA;
The Post Office solution is scalable into the future if required;
We can have influence over the design and implementation if we
act now;
The Legal advice provides grounds for a single tender procurement
route;
The transactional costs can be reduced across several government
departments / agencies who need biometric data;
It demonstrates joined up government between Post Office, UKBA,
DVLA and potentially IPS;
Check and send facilities are available in the future adding value for
the customer;
The pilot solution could be flexible enough to manage the longer
term volumes and medium term peaks of expected biometric
enrolments;
The Post Office pilot is not a long term commitment and can run in
parallel with the IPS market assessment of front office space
solutions for biometric enrolment;
Interim checks can be made to extend the pilot if required;
If the pilot was extended then the ICFN and IPS front office space
solutions could be aligned to achieve a common front office space
for all biometric enrolment.
6.2
Run a Pilot
6.2.1 The Post Office have submitted a value added proposition to the ICFN
SRO (Tony Mercer) for setting up a pilot in early 2009.
6.2.2 Up to 15 outlets are currently envisaged to begin in July 2009.
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7
NEXT STEPS
7.1 Business
Activities
7.1.1 Arrange workshops for business requirements discussions for all parties
i.e. Post Office, Project Teams and ATOS Origin.
7.1.2 Arrange workshops for business / technical discussions and outline design
for all parties.
7.2 Project
Activities
7.2.1 Complete PID, project set up, planning etc.
7.2.2 Hold joint planning workshop with all parties.
7.2.3 Hold joint risk identification and management workshop.
7.2.4 Complete business case, costs and benefits.
7.2.5 Gain management / JAC approval.
7.2.6 Set budget.
7.3 Commercial
Activities
7.3.1 Complete commercial activities to ensure project can go ahead into design
stage.
7.3.2 Prepare contractual documents to allow the pilot work to proceed past
deign into implementation, roll out and Business As Usual operations.
