Transparency data
GMPP Government Major Projects Portfolio AR Data March 2024
Updated 17 January 2025
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| GMPP ID Number | Project Name | Department | Annual Report Category | Description / Aims | IPA Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a three-point scale, Red – Amber – Green; definitions in the IPA Annual Report on Major Projects) | SRO Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a three-point scale, Red – Amber – Green; definitions in the IPA Annual Report on Major Projects) | Departmental commentary on actions planned or taken on the IPA RAG rating. | Project - Start Date (Latest Approved Start Date) | Project - End Date (Latest Approved End Date) | Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | Financial Year Baseline (£m) (including Non-Government Costs) | Financial Year Forecast (£m) (including Non-Government Costs) | Financial Year Variance (%) | Departmental narrative on budget/forecast variance for 2023/24 (if variance is more than 5%) | TOTAL Baseline Whole Life Costs (£m) (including Non-Government Costs) | Departmental Narrative on Budgeted Whole Life Costs | TOTAL Baseline Benefits (£m) | Departmental Narrative on Budgeted Benefits |
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| DCMS_0013_1819-Q3 | 4th National Lottery Licence Competition | DCMS | Government Transformation and Service Delivery | The 4th National Lottery Competition Programme is responsible for ensuring the continuation of the National Lottery on the current expiry of the current 3rd Licence at the end of January 2024. This involves designing a new licence fit for the future and selecting an operator via a competitive application process who is able to continue to develop the National Lottery as a public asset in order to maximise the returns to good causes whilst also ensuring the highest standards of propriety and player protection. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Infrastructure and Projects Authority (IPA) conducted its Gate 4a review in October 2023 and all recommendations have been addressed by the Programme, As agreed, Gate 4 was split into Part a and Part b with Part b due to take place in Autumn 2024 and focusing on Fully Implemented Commencement. The Programme is also undertaking an ongoing review by the Government Internal Audit Agency and the Programme's DCA rating remains Amber and in March 2024 underwent a DCMS Delivery and Risk Committee Audit. | 2018-11-16 | 2025-02-28 00:00:00 | The project's end-date at 23/24-Q4 is 2025-02-28. This is primarily due to the following factors. The Full Implementation Commencement date of 28th February 2025 reflects the main delivery deadline. The GC's 4NL Programme end date is set as May 2025, to ensure closure after FIC. | 15.59 | 12.56 | -19.0 | The budget variance exceeds 5%. The baseline figures have been revised as per the FBC Addendum v2 due to a reprofiling process. The year in under spend of -3m will be used in contingency. The variance is due to litigation costs reducing due to in house work. Cross charges from the Gambling commission reduced as estimates were replaced by actual figures. | 177 | Compared to financial year 22/23-Q4, the project's departmental-agreed Whole Life Cost at 23/24-Q4 remained at 177m. | 20643 | Compared to financial year 22/23-Q4, the project's departmental-agreed monetised benefits at 23/24-Q4 decreased from 22284m. to 20643m. The decrease between 22/23 and 23/24 in monetised benefits noted above is due to revised assumptions over the period to reflect the passage of time, and are set out in the Business Case Addendum v2. Specifically these relate to changes in the prevailing macro-economic environment, leading to a revised assumed baseline figure for the exit point of the preceding 3rd Licence, and updated forecast sales assumptions over the Incoming Licensee's tenure, among other factors. |
| DCMS_0008_1516-Q4 | Blythe House Programme | DCMS | Infrastructure and Construction | The two main objectives of the Blythe House Programme are to ensure that: 1) Blythe House is put to its most efficient and effective use in order to deliver maximum value for money 2) The Blythe House museums are able to care for their collections in the most efficient and effective way | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This is primarily due to the impact of COVID-19 and the delay in the V&A's Practical Completion of the V&A East Storehouse which impacted on the decant timetable. The British Museum and the Science Museum Group completed the move of their collections to their newly constructed storage facilities in 23/24. The V&A is making good progress with its decant to the V&A Storehouse which will be finalised over the Summer. The sale of the Blythe House site is underway. DCMS remains confident that the programme's aims of protecting the museum collections and maximising the sale value of Blythe House will still be met. | 2015-04-01 | 2024-06-28 | The project's end-date at 23/24-Q4 is 2024-06-28. This is primarily due to the following factors. The change in end date is due to adding contingency to the V&A's decant schedule to ensure vacation of Blythe House in time for sale completion. | 54.28 | 77.43 | 43.0 | The budget variance exceeds 5%. The in-year variance reflects the management of grant in aid drawdown from year to year. The in-year forecast spend represents anticipated expenditure on the Blythe House project, while the baseline represents what is being drawn down in grant in aid funding. There is an arrangement whereby the museums can draw down the grant in aid funding for non-Blythe House project expenditure, and 'repay' it to the project in future years. | 240 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 240m. This is primarily due to the following factors: The very small variance is due to rounding off. Also to note the programme WLC remains at 240m with no additional funding as the programme is coming to an end. | 915 | Compared to financial year 22/23-Q4, the project's departmental-agreed monetised benefits at 23/24-Q4 remained at 915m. |
| DCMS_0254_2324-Q1 | British Museum Energy Centre Programme (ECP) | DCMS | Infrastructure and Construction | Develop a coherent, site-wide approach to infrastructure, powered by a new state of the art energy transition hub. with the objectives to: Reduce carbon emissions To reduce and mitigate critical risks of harm to people, buildings and collection, and of service failure leading to localised or complete closure of the Museum. To enable future phases of the masterplan, e.g. by unlocking planning permission, creating essential space and enabling access. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The project's IPA DCA rating is Amber. This is primarily due to the following factors: the Full Business Case was not approved by HMT at the time of the rating. Due to the nature of the programme's staged procurement, the main contacts have not yet been tendered. Since the issue of IPA's Amber DCA, the programme has received HMT approval for the Full Business Case. The programme team continue to develop changes in response to the IPA review recommendations from January 2024. | 2022-04-01 | 2029-12-31 | The project's end-date at 23/24-Q4 is 2029-12-31. This is primarily due to the following factors: the programme remains on schedule to deliver its objectives by 31 December 2029. | Not set | Not set | Not set | The budget variance is inferior or equal to 5%. Flexibility to apply funding temporarily to other projects has been utilised and reported accordingly here. | 209 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 209m. This is primarily due to the following factors: the budgeted whole life costs are from the HMT approved Full Business Case. | 351 | The project's departmental-agree monetised benefits at 23/24-Q4 is 351m. |
| DCMS_0321_2324-Q3 | UEFA EURO 2028 | DCMS | Government Transformation and Service Delivery | On 10 October, UEFA officially announced the UK and Ireland as the hosts of the 2028 men's European Championships. It will be the biggest sporting event the UK and Ireland have jointly hosted. The UEFA European Championships (EUROs) are globally the second largest football tournament. They are held every four years and last fully hosted in the UK (England) in 1996. | Amber | Not set | The Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The UK and Ireland were officially announced as the hosts of UEFA EURO 2028 in October 2023. The tournament will be delivered primarily by football partners (UEFA and the five Football Associations), working together with government partners across the UK and Ireland. The programme is now in a transition phase (October 2023 - December 2024), with a focus on putting in place firm foundations for tournament delivery. Successful delivery of the tournament is dependent on a range of public and private partners across the UK and Ireland. Robust governance, programme management and assurance measures are being put in place to coordinate delivery and ensure value for money. The tournament is largely reliant on existing stadium, transport and accommodation infrastructure. The hosting of matches at Casement Park in Northern Ireland is dependent on a separate project led by the Northern Ireland Executive. | 2023-10-11 | 2030-03-31 | The project's end-date at 23/24-Q4 is 2030-03-31. This is primarily due to the following factors. EURO 2028 will be delivered in June/July 2028. The evaluation of the programme is expected to conclude by 31 March 2030. | Not set | Not set | Not set | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | 2362 | The project's departmental-agree monetised benefits at 23/24-Q4 is 2362m. |
| DCMS_0018_2021-Q3 | Natural History Museum Unlocked | DCMS | Infrastructure and Construction | NHM Unlocked is an ambitious programme to secure the future of our irreplaceable collection, accelerate scientific research and innovation, and enhance our public offer. Underpinned by a 201 million government investment, we are looking to: build a sustainable new centre at Thames Valley Science Park, equipped with purpose-built collections storage, laboratories and 160 Museum scientists; relocate 38 million natural history specimens, of which 28 million will be housed in the new centre; and capture digital specimen data for use by partners around the world. The programme will not only enhance the UK's leading role in tackling urgent global challenges, but also unlock the redevelopment of our historic South Kensington site - transforming our public offer and mission to create advocates for the planet. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Rating remains at amber. This follows an IPA Gate 0 review in February 2024 which saw the programme given a delivery confidence assessment of amber, noting that work was continuing at pace across the various projects and that there has been significant positive progress since the approval of the Outline Business Case. Following the review, three actions are being implemented ahead of Full Business Case submission over the summer: 1. Modelling the direct and indirect costs of delay in FBC approval and determining optimum timing for FBC submission. 2. Providing a greater emphasis on the more immediate benefits of the programme in the FBC. 3. Developing a critical path and dependencies map for the collections move project, given its complexity and length. | 2019-05-15 | 2031-09-30 | The project's end-date at 23/24-Q4 is 2031-09-30. This is primarily due to the following factors. Currently, there is no deviation from the planned schedule. | 5.71 | 6.75 | 18.0 | For 23/24, the forecast is 6.75m against a baseline of 5.71m, amounting to a variance of 18%. This change is as a result of reprofiling of professional fees for the construction of the new centre (which are to be accrued earlier than previously expected). The overspend is partly offset by 300k underspend from previous years. Predicted and known costs between reporting quarters have been updated in line with forecasted/estimated fees to the end of the project. Work is ongoing regarding tenders for non-professional fee elements of the programme, and this information will be updated as tenders are awarded. It was originally believed this would impact mostly future years' predicted costs. However, it has also now impacted the last quarter of 23/24, with the hope this will have cost benefits later on within the project. | 228 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 229m. to 228m. This is primarily due to the following factors: As of 23/24 Q4, the total project forecast is 230.12m, amounting to a variance of 0.7%. Forecasts for FY 23/24 have been reviewed in detail for known and probable variances, with subsequent financial years being updated to reflect predicted costs and possible inflation at that time. We are currently forecasting an overspend for 2023/24. This is lower than our agreed 20% flexibility and predominantly due to reprofiling of professional fees related to the construction of the new centre from 24/25. | 1698 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 1985m. to 1698m. This change is due to the benefits being updated after OBC approval to reflect the latest economic analysis conducted for the OBC. The previous £1985m estimate was from the SOC stage in March 2020. |
| DCMS_0118_2223-Q1 | Youth Investment Fund | DCMS | Infrastructure and Construction | We are investing over 300 million to provide youth facilities, including small community youth spaces, youth centres and activity centres in some of the most underprivileged areas across the country. This comprises 288 million capital funding (CDEL) and 80 million revenue funding (RDEL). Our spending objectives are to: - Build/preserve youth facilities that are fit for purpose - Develop environmentally sustainable youth facilities - Drive improvements in youth sector capability - Improve access, participation and short-term wellbeing of young people - Improve the evidence base for the youth sector | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This is primarily due to YIF’s spend profile and timescales being too compressed to deliver all of its projects. However, to address this we are revising our Full Business Case (FBC) to seek a limited amount of funding beyond this date to support the forecast of a small number of projects extending into 2025/26. Quantifying this is work in progress. | 2022-04-01 | 2025-03-31 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. The fund's progress has diverged from the original spend profile which was agreed in 2022. This is due to a combination of factors, including that the original spend profile was misaligned with the usual profile of a large capital portfolio, a lack of shovel-ready projects available to bid into the fund at the onset, delays in the planning system, the capacity and capability of some grantees to manage their projects, and the amount of legal diligence needed to assure the projects before construction could commence. The latest FBC applies adjustments to forecasts to learn from the previous experience of managing the fund, allow for risk and inherent optimism, and provide an appropriate level of contingency. This, together with an enhanced level of centrally-provided professional project management support to grantees, and the fact that the vast majority of projects will shortly have started on site, gives significantly greater confidence in the revised timescales. | Not set | Not set | Not set | The construction programme is driven by grantees applying for and managing the funding. The budget is under constant review to ensure funding is available in the fiscal year it is required. | 310 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 341m. to 310m. This is primarily due to the following factors: The whole life costs are under constant review. With up to 300 individual projects the costs are demand led and monitored by the intermediary grant maker. | 4094 | Compared to financial year 22/23-Q4, the project's departmental-agreed monetised benefits at 23/24-Q4 decreased from 5318m. to 4094m. The decrease in monetised benefits is due to the programme being able to view a project pipeline of real projects and a £30m net reduction in budget. Prior to this the estimations were based on hypothetical projects and a higher level of investment. |
| BEIS_0241_2324-Q1 | BEPPS2 | DESNZ | Infrastructure and Construction | The Box Encapsulation Plant Product Store (BEPPS2) is a critical enabler for Sellafield Ltd to allow high hazard retrieval operations from Magnox Swarf Storage Silo (MSSS) and Pile Fuel Cladding Silo (PFCS). The BEPPS2 project will provide the capacity to store 7470 packages of legacy Intermediate Level Waste (ILW), safely and securely in a modern facility with a design life of 100 years. | Not set | Green | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Green. This is primarily due to the following factors. This is a nuclear project on an operational nuclear site. The Project is in the define stage. The BEPPS2 project is being delivered by the Programme and Project Partnership (PPP). The SRO DCA is a RAG rating of GREEN representing delivery against the Outline Business Case (OBC) approved by HMG in September 2023. The project is showing no significant threat to the overall P80 schedule and continues to proactively manage opportunities whilst mitigating and balancing current and future threats, keeping the forecast completion of the BEPPS2 project within the strategic tolerances of the Programme. | 2017-11-01 00:00:00 | 2035-06-30 00:00:00 | The project's end-date at 23/24-Q4 is 2035-06-30. This is primarily due to the following factors. The Project remains on schedule and there is no change to the date of 30 June 2035. | 27.7 | 14.81 | -47 | The budget variance exceeds 5%. This is primarily due to the following factors. The in year spend is less than the budget (baseline) for 2023/24 due to intentionally not taking over the site as initially planned as there was no project requirement yet, efficiencies achieved on Site Preparation and Surveys and non utilisation of contingency/estimating uncertainty. This shows that the project is not spending money ahead of demand whilst not affecting the overall spend position or having any impact on the project schedule. This better aligns to the current delivery strategy. | 727 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 727m. This is primarily due to the following factors. The BEPPS2 budgeted cost (baseline) has increased, this is due to escalation in line with the agreed indices. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Contribution towards NDA's strategic outcome 33: All Intermediate Level Waste in interim storage. The project does this by providing additional storage on the Sellafield site. |
| BEIS_0018_2122-Q1 | CCUS | DESNZ | Infrastructure and Construction | CCUS is essential in meeting net zero target and we have committed to supporting the deployment of CCUS in two industrial clusters by the mid-2020s and a further two clusters by 2030, as announced in the Prime Minister’s Ten Point Plan. As set out in the Net Zero Strategy we have an ambition to capture 20-30 million tonnes of CO2 per annum and, as per the Energy Security Strategy, will enable 10 GW of low carbon hydrogen capacity by 2030 with at least half from electrolytic hydrogen, subject to affordability and value for money. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 2020-04-01 00:00:00 | 2030-12-31 00:00:00 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. N/A |
| DECC_0005_1112-Q1 | Geological Disposal Facility Programme (GDF) | DESNZ | Infrastructure and Construction | The primary objective of the programme is to site and construct a permanent geological disposal facility (GDF) as the safe, secure and environmentally responsible solution to the long term management of higher activity radioactive waste in the UK excluding Scotland. A GDF is the internationally agreed and only viable permanent answer to the UK's existing legacy of Highly radioactive waste. As a nationally significant infrastructure programme a GDF will also provide an opportunity to sustainably boost the economy of the host region and local community to transform itself for many generations. The programme also supports the delivery of the UK's nuclear new build programme as the Government needs to be satisfied that effective arrangements exist or will exist to manage and dispose of the wastes they will produce before development consents for new nuclear power stations are granted. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The DCA of amber reflects the uncertainty in the project at this time. There is still considerable uncertainty with the site locations, associated geology and technical feasibility as the programme moves towards the next phase as communities are selected to move to detailed site investigations or exited from the process. The programme continues to make good progress within this phase of community engagement and site evaluation across the main factors of willing community, suitable site and programme deliverability, in line with the Working With Communities Policy with the 3 existing Community Partnerships. | 2008-06-30 00:00:00 | 2050-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2050-03-31. This is primarily due to the following factors. The indicative project end date is that given for the First Waste Emplacement of legacy radioactive waste in the facility, aligned to the Tranche 3 sub programme business case; this includes updated timescales in the securing of willing communities, a better understanding of the full scope of work to characterise the sites through the drilling of deep geological boreholes and associated consents and permissions and a level of schedule risk and uncertainty. It should be noted that the programme continues to face considerable uncertainties at this stage due to the site selection process; confidence will increase as the potential site locations are down selected and fully characterised. The schedule remains on target for the first key decision point - selection of preferred site(s) in 2026. | 52.12 | 52.12 | 0 | The budget variance is inferior or equal to 5%. | 20300 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 20300m. This is primarily due to the following factors. The whole life costs align with those approved in the Programme Level Business Case (at 17/18 money values). The WLCs presented in the GMPP report cover both the HMG & non-HMG costs to the programme and are the lower bound estimate within the business case. The lower bound 20.3bn covers the lower possible technical complexity of the GDF site construction and includes provision for legacy waste, waste from new nuclear (16GWe) and other potential materials. The upper bound of the business case 53.3bn includes for higher technical complexity in the GDF construction site, contingency, optimism bias and uncertainty. As we move to preferred sites the level of uncertainty will significantly reduce. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. As a nationally significant infrastructure project which will span decades, a GDF will also provide a unique opportunity to sustainably boost the economy of the host region and local community to transform itself for many generations. The benefits of a GDF are wide-ranging and will span many future generations, they fall into four main categories: 1. It is an essential environmental protection project - finally disposing of legacy radioactive waste and providing a safe, permanent solution. 2. Enabling the completion of the NDA decommissioning mission across the NDA Group and in particular Sellafield - avoiding the very significant costs and risks of keeping the waste safe and secure in storage facilities above ground for many thousands of years. 3. A key enabler for nuclear new build - contributing to the British Energy Security Strategy and net-zero 2050 . 4. Significant host community benefits - a transformational opportunity by creating thousands of jobs, a highly skilled local workforce, and business opportunities for more than 100 years as presented in the GDF - Creating Jobs & Skills report as well infrastructure investment and community support. |
| BEIS_0233_2223-Q4 | Great British Nuclear | DESNZ | Infrastructure and Construction | Great British Nuclear (GBN) was set-up as HMG's new nuclear delivery body. GBN's first mandate is to take forward the SMR programme, launched in July 2023. The PBC is forecast to be approved in 2024. The SMR Programme is building block to support the wider nuclear programme - up to 24GW by 2050. The first phase of the SMR Programme focuses on enabling projects, which will be initiated through the following workstreams; Technology Selection: To run a competitive tender and down select to one or more potential technology partners - OBC approved in Feb 2024. Siting: To identify and secure access to sites for the allocation of selected technologies. SMR Programme Development: To set up GBN as an intelligent customer to oversee the management and delivery of the SMR Programme, including procurement and establishment of Devcos. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 2023-07-01 00:00:00 | 2029-12-21 00:00:00 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| BEIS_0115_2223-Q1 | Green Heat Network Fund | DESNZ | Infrastructure and Construction | The vision for the GHNF scheme is to incentivise the transition of the heat network market to low-carbon heat sources via targeted financial support, that will help stimulate the increased deployment of low-carbon technologies at scale to support governments Net Zero agenda. The GHNF objectives are as follows:(i) Achieve carbon savings and decreases in carbon intensity of heat supplied. (ii) Increase the total amount of low-carbon heat utilisation in heat networks (both retrofitted and new heat networks). (iii) Contribute towards market transformations across the investment landscape and supply chain that will better prepare the heat network sector for further decarbonisation. | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. GHNF opened to applicants in March 2022 as a 288m capital grant fund. Further capital was secured for the scheme in 2023. This enabled us to extend the scheme and allocate additional funding in line with a strong pipeline and high demand. Having implemented an extension to Delivery Partner contract, the overall delivery confidence is high. | 2022-03-07 00:00:00 | 2028-06-30 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-03-30 to 2028-06-30. This is primarily due to the following factors. Additional capital allocation was made to GHNF in 2023. As a result, GHNF capital funding is spread over six years - from FY 2022/23 to FY 2027/28. GHNF Delivery Partner contract was extended in light of this. The revised Project End Date is 30/06/2028. | 94 | 69.7 | -26 | The budget variance exceeds 5%. This is primarily due to the following factors. GHNF budget for FY2023/24 was reduced from the original Spending Review allocation of 90m to fund other departmental priorities. GHNF capital spend in this FY was 66.6m against the reduced budget of 73.5m. The same year, the underspend on GHNF resource budget of 4m was of c. 870,000. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | GHNF Whole Life Cost was re-baselined to reflect additional capital and resource allocation made in 2023. | 3344 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 2267m. to 3344m. The GHNF is tracking the following primary benefits: 1. An increased volume of thermal energy supplied through low-carbon sources 2. Decreased carbon intensity of heat delivered by GHNF supported heat networks 3. Monetised carbon savings and air quality improvements 4. Increased use of recovered heat in heat networks funded via GHNF is being tracked as a secondary benefit. This change was approved in the updated GHNF FBC in Oct-Nov 2023. 5. Increased investment in the UK heat network market |
| DESNZ_0295_2324-Q3 | Home Upgrade Grant and Local Authority Delivery (HULA) schemes | DESNZ | Government Transformation and Service Delivery | HULA aims to deliver progress towards the fuel poverty target to improve as many D, E, F or G rated fuel poor homes as practicable to a minimum energy efficiency rating of C by end 2030. HULA also aims to deliver progress towards the UK's statutory target for net zero by 2050 and enable the delivery of the wider policy package to phase out high-carbon home heating by growing supply chains and ensuring policies do not negatively affect fuel poor households. HULA comprises Home Upgrade Grant (HUG) and Local Authority Delivery Scheme (LAD). HUG provides energy efficiency upgrades and low-carbon heating measures to low-income households in the worst-performing, off-gas-grid homes in England and is due to complete by March 2025. LAD (which completed in 2023) provided energy efficiency upgrades and low-carbon heating to low-income households in the worst-performing homes in England whilst supporting economic resilience and a green recovery. " | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This project is amber because of under-delivery of LAD and HUG schemes. LAD Phase 1&2, which completed September 2022, spent 331m of its 500m budget (66%) and treated 38,646 homes of its 55,000 target. LAD Phase 3 allocated 286.8m in grants to Local Authorities and forecasts to spend 221m (77%). HUG Phase 1 allocated 218.6m to Local Authorities and forecasts to spend 61m (27%). HUG Phase 2 has 415m to allocate to Local Authorities and forecasts to spend 225m (54%). Under delivery has been due to the high degree of optimism bias in LA forecasts, challenges identifying a sufficient pipeline of eligible homes, drop-out rates and cost-cap limitations. A Delivery Agent/ Delivery Partner is now in place to support LAs in line with lessons learned. Policy revisions (including increasing the income threshold and simplifying cost caps) which come into effect on 2 April, will also help to unlock delivery. | 2020-03-01 00:00:00 | 2025-03-31 00:00:00 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. This project end date is 31st March 2025 because, under the current scope of the HULA programme, delivery of all energy efficiency upgrades undertaken by Local Authorities and Local Net Zero Hubs using grant funding from HUG and LAD schemes will be complete by this date. | 177.05 | 102.29 | -42 | The budget variance exceeds 5%. This is primarily due to the following factors. This project is amber because of under-delivery of LAD and HUG schemes. LAD Phase 1&2, which completed September 2022, spent 331m of its 500m budget (66%) and treated 38,646 homes of its 55,000 target. LAD Phase 3 allocated 286.8m in grants to Local Authorities and forecasts to spend 221m (77%). HUG Phase 1 allocated 218.6m to Local Authorities and forecasts to spend 61m (27%). HUG Phase 2 forecasts to spend 225m against its baseline of 315m (71%)_x000D_ Under delivery has been due to the high degree of optimism bias in LA forecasts, challenges identifying a sufficient pipeline of eligible homes, drop-out rates and cost-cap limitations. A Delivery Agent/ Delivery Partner is now in place to support LAs in line with lessons learned. Policy revisions (including increasing the income threshold and simplifying cost caps) which come into effect on 2 April, will also help to unlock delivery. | 1307 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1307m. This is primarily due to the following factors. The project's baseline Whole Life Cost is 1307m. The project issues capital grant funding to Local Authorities and Local Net Zero Hubs via Section 31 of the Local Government Act of 2003. Grant recipients then use these funds to upgrade the worst energy inefficient homes in England, for low-income households, to contribute to the Government's fuel poverty target, the net zero ambition and support green jobs. Funding allocation methods used have included: competition (LAD Phase 1 and 3 and HUG Phase 1), direct allocation (LAD Phase 2) and a challenge fund model (HUG Phase 2). The project's resource budgets are used to fund the DESNZ teams setting up and delivering the project as well as contracts with suppliers providing delivery, monitoring and evaluation services (e.g. Delivery Agent, Delivery Partner, Technical Assistance Facility). | 4782 | The project's departmental-agree monetised benefits at 23/24-Q4 is 4782m. The project's baseline Whole Life monetised benefits is 4782m. Benefits are realised because homes will operate more efficiently and use less energy if the fabric and heating system of the homes are upgraded. Occupiers will therefore be spending less money on heating their homes (with an expected annual bill saving of 200-700 based on current energy prices). In most cases, this will also mean lower carbon emissions. There are also wider societal benefits including improved air quality and reduced costs on the energy supply grids, from reduced energy use and carbon emissions. There are health benefits, as cold homes impact health. A side effect of reduced energy demand may be that because occupiers are saving money, they are happy to use some of those savings to make their homes warmer. For example, turning the heating up from 18 to 21 degrees. This is called Comfort Savings. |
| DESNZ_0334_2324-Q3 | Hydrogen Allocation Round 1 (HAR1) | DESNZ | Infrastructure and Construction | The first joint electrolytic hydrogen allocation round (HAR1) offers both Hydrogen Production Business Model (HPBM) and Net Zero Hydrogen Fund (NZHF) support to first-of-a-kind electrolytic hydrogen projects. The HPBM is designed to provide a subsidy to low carbon hydrogen producers, helping them to overcome the operating cost gap between low carbon hydrogen and high carbon fossil fuels otherwise consumed. HAR1 is the first opportunity for Government to demonstrate that it is delivering on the ambition for up to 10GW of hydrogen production capacity by 2030. If the UK loses this opportunity to signal support to the hydrogen economy, it will be difficult to meet the investment levels needed to reach our deployment ambitions and build a UK supply chain of skills and components ready for global export. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. All 11 projects announced in Dec-23 remain in the process. The counterparty - Low Carbon Contracts Company (LCCC) is expected to offer contracts to successful projects from Summer 2024. The HAR1 scheme was published on the subsidy control transparency database on 13/02, detailing the whole life costs, and maximum amount given under this scheme. One month challenge window passed on 13/03 with no challenges being raised. Lessons learnt sessions have been completed across the last quarter on the key project phases to inform future allocation rounds and HAR1 delivery phase. | 2022-07-20 00:00:00 | 2042-06-30 00:00:00 | The project's end-date at 23/24-Q4 is 2042-06-30. This is primarily due to the following factors. All 11 successful projects remain in the process and contracts are expected to be signed from Summer 2024. | 15.5 | 15.5 | 0 | The budget variance is inferior or equal to 5%. | 2366 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 2366m. This is primarily due to the following factors. HAR1 is on track to deliver the outcomes, costs profile and benefits as agreed through the Full Business Case in Nov-23 which includes: HPBM lifetime costs, NZHF lifetime Capital Expenditure, LCCC counterparty costs from FY 22/23 - 24/25. Future counterparty spend is subject to DESNZ business planning process. | 1285 | The project's departmental-agree monetised benefits at 23/24-Q4 is 1285m. No deviation from approved monetised benefits position in Full Business Case. The monetised benefits are i) Carbon benefit - the value of the carbon emissions abated as a result of offtakers switching away from fossil fuel use, net of the emissions incurred in the production process (indirect emissions from electricity sourced from the grid). ii) Air quality benefit - the value of reduced air pollution as a result of offtakers switching away from fossil fuel use, net of pollution incurred in the production process (indirect emissions from electricity sourced from the grid). iii) Value of displaced fuels - the monetised benefit of not having to produce and use the fossil fuels that are being displaced by the hydrogen produced from HAR1 projects. iv) Productivity increases - the wage premium associated with creation of jobs to support the construction and operation of the HAR1 projects and associated indirect jobs in the supply chain. |
| BEIS_0001_2122-Q2 | Low Cost Nuclear Programme (Rolls Royce SMRs Challenge) | DESNZ | Infrastructure and Construction | The Low Cost Nuclear Programme Phase 2 is a 468m (210 grant + 258 match funding) Research and Development (R&D) and innovation project aiming to further develop the UK small modular reactor power station concept, to enable the design to successfully pass the key regulatory milestone of Generic Design Assessment (GDA) Step 2 completion by 31/03/2025. The grant recipient, and lead on the project is Rolls Royce SMR Ltd. DESNZ is responsible for the project, and have contracted UKRI as delivery partner,providing programme management and assurance of the grant. | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. Implementation of the re-profiled project plan (v7) was executed well with some additional small corrections to resourcing in Q3. Investor confidence and the flow of matched funding has improved with RR SMR Ltd interaction with the Great British Nuclear Technology Selection Process. High-level milestones have been met across the year with mitigation plans in place for secondary milestone movement. Risks remain in regards to transition from this project to full delivery but further clarity on their impacts will not crystallise until Q1 24/25. | 2021-05-01 00:00:00 | 2025-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The overall timelines are driven by the desired outcome of completion of Step 2 of the Generic Design Assessment regulatory process by 31/03/2025. Progression from Step 1 of GDA to Step 2 undertaken in Q1 23/24. | 200 | 145.9 | -27 | The budget variance exceeds 5%. This is primarily due to the following factors. The budget variance exceeds 5% due to in-year re-phasing of the project plan and its requisite payment forecasts. The timings of some milestones have been adjusted as a result. | 468 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 468m. This is primarily due to the following factors. The project is currently on track to deliver the desired outcome within the timeframe, with costs driven by the key innovation and work to complete Step 2 of GDA. | 280 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 280m. As this is an R&D innovation project the majority of benefits are non-monetised. Direct monetised benefits will be realised through co-investment in this phase of R&D provided by RR SMR Ltd. The wider NPV of the programme, should the design progress beyond the current scope of Phase 2 to deployment will be between 1.3bn and 8.2bn (dependent on the range of SMR capacity employed) |
| BEIS_0002_2122-Q2 | NZHF | DESNZ | Infrastructure and Construction | The Net Zero Hydrogen Fund (NZHF) is a 240m fund that was announced in Government's Ten Point Plan; it will be delivered between 2022 and 2026. The aim of the NZHF is to support the commercial deployment of new low carbon hydrogen production projects during the 2020s, ensuring the UK has a diverse and secure decarbonised energy system fit for meeting our ambition of up to 10GW low carbon hydrogen production in construction or operation by 2030, and our commitment to reach net zero by 2050. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(IPA rating). This is primarily due to the following factors. NZHF Strands 1 and 2 projects have up to date claimed significantly less funding than envisaged by initial project plans. Out of 15 projects that have been offered funding in the first competition round, 4 subsequently withdrew and most ongoing projects are experiencing minor to major delays. This is not uncommon with First of a Kind (FOAK) projects in nascent sectors. 3 projects have been completed. The department is closely engaging with ongoing projects to minimise and manage these delays. The successful projects from round 2 were announced in February 2024, and we are currently working with the projects to sign Grant Offer Letters (GOLs). There has already been a significant delay to the project start dates, so we are working with the relevant parties to speed up the GOL signing and manage the delays. | 2020-11-18 00:00:00 | 2025-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. All NZHF Strands 1 and 2 projects were due to end in March 2025 at the latest. Projects from the first competition round have experienced delays in delivery by default rather than by exception, which appears to be characteristic of a nascent sector, and the round 2 projects are already seeing significant delays to their start dates, which will have a knock on effect on the end dates. We are putting in place appropriate mechanisms to manage the delays and spend to the projects post March 2025, as appropriate. | 87.28 | 87.28 | 0 | The budget variance is inferior or equal to 5%. | 242 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 242m. This is primarily due to the following factors. The NZHF is worth 240m of CDEL. This spend is now forecast up to financial year end 2025/26. The CDEL estimate reflects the expected spend on grants to support the deployment of UK Low Carbon Hydrogen. These have been forecast using the expected production costs within the BEIS Hydrogen Production Costs Report. The RDEL estimates reflect the forecasted delivery costs of the fund. | 4390 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 4390m. The benefits data has been obtained from the FBC Economic Case. Therefore, we have not broken it down by year to year. The monetised benefits figures has been obtained from the Economic Case OBC with the Displacement of high carbon fuels valued at 1400m, Carbon savings valued at 2820m and Air quality benefits valued at 170m. |
| BEIS_0013_2021-Q4 | Public Sector Decarbonisation Scheme (PSDS) | DESNZ | Infrastructure and Construction | The Public Sector Decarbonisation Scheme has been running since September 2020. It provides capital funding for heat decarbonisation and energy efficiency projects in public sector buildings in England. The PSDS's primary objective is to reduce direct carbon emissions from the public sector. These non-traded emissions savings will contribute to Carbon Budgets 4, 5 and 6, and will help the UK meet its Net Zero targets. Funding for phases 1 and 2 of the scheme ended on 31 March 2022. Phase 3 is currently in delivery and funding for Phase 4 has been secured following the government's announcement of 6bn for energy efficiency policies making available funding for public sector decarbonisation for 25/26 to 27/28. Phase 4 is subject to business case approval. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Although the key milestones for year 1 and 2 of PSDS Phase 3 have been successfully delivered, the outcome in terms of spend and technology deployed remains uncertain. We know that projects are experiencing headwinds from higher than expected costs due to inflation. | 2020-07-08 00:00:00 | 2025-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The project is due to conclude on 31/03/2025 in line with our latest approved business case. The project end date will shift by a year (to March 2026) when we receive approval via the business case process for the next Phase of the scheme. | 461.04 | 461.04 | 0 | The budget variance is inferior or equal to 5%. | 2565 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 2598m. to 2565m. This is primarily due to the following factors. The Whole Life Costs decreased due to readjustment of baseline following PSDS budget reductions and departmental budget transfers. | 5076 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 5324m. to 5076m. The scheme benefits are monetised as far as possible. The monetised benefits are i) reductions in carbon emissions as a result of changes to fuel consumption, ii) air quality improvements through decreased burning of fossil fuels, and iii) changes to energy consumption. The benefits are monetised using the most recent available Green Book Assumptions. The benefits associated with the scheme continue beyond delivery as projects delivered under the PSDS result in continued carbon emission reductions. |
| BEIS_0007_2021-Q3 | Replacement Analytical Project | DESNZ | Infrastructure and Construction | The Replacement Analytical Project is a key component of the Analytical Services Programme, which provides essential services to operations on the Sellafield Site supporting multiple Programmes & Operational Facilities. The existing facility is 60 years old and cannot provide long-term capability so new analytical facilities need to be established. The Replacement Analytical Project has therefore been initiated to deliver future analytical capability to the Sellafield site, through a major modification of the National Nuclear Laboratory Central Laboratory. Key modifications are provision of standalone Highly Active (HA), Medium Active (MA) and Special Nuclear Material (SNM) analytical capability. A key part of the scope is the delivery of 135 Analytical Instruments which will perform the ongoing analysis required by facilities at Sellafield. Analytical Services remains essential to the delivery of high hazard reduction and remediation until the completion of the Sellafield Ltd mission. | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. The red IPA RAG rating was based upon the inability of the project to fall within the OBC cost and schedule range, and that the current range is assessed at a most likely outturn of 1,100-1,300m (FY22/23 mv) when compared to the OBC P50 of 680m. | 2016-09-26 00:00:00 | 2028-07-10 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-07-10. This is primarily due to the following factors. There has been no movement to the projects end date. | 127.57 | 65.08 | -49 | The budget variance exceeds 5%. This is primarily due to the following factors. The variance between the 23/24 baseline (127.57m) and actuals (65.08m) is due to The intended CCR to align the baseline to the KPI 19 estimate to provide a more contemporaneous baseline was not implemented. As such, the baseline is significantly removed from reality, as the project is running approximately 2 years behind the OBC baseline schedule - having experienced multiple delays including COVID impact, contractor performance, delays in recruitment, increased complexity & maturity in design. These schedule delays have contributed to the overall increase in cost of the project from a lifetime perspective - due to prolongation to the end date - the consequence of impacts including additional design hours required and increased management and overhead costs. | 735 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 712m. to 735m. This is primarily due to the following factors. The RAP budgeted cost (baseline) has increased by 24m. This is due to escalation in line with the agreed indices. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are no monetised benefits defined within the Replacement Analytical Project (RAP) OBC. The project will provide improved accuracy, reliability and throughput in support of the Sellafield mission for accelerated high hazard risk reduction. Additionally, RAP will enable the removal of analysis from the existing facility, itself a high hazard facility demanding increasingly costly facility and asset care to maintain its safe operational status. In addition to the primary Sellafield mission requirements, RAP will also provide the National Nuclear Laboratory with the research and development capabilities to support the HMG New Nuclear agenda. |
| DESNZ_0333_2324-Q4 | Review of Electricity Market Arrangements (REMA) | DESNZ | Government Transformation and Service Delivery | Reforming electricity markets through the Review of Electricity Market Arrangements (REMA) programme is vital to the delivery of the government's plan to deliver a fully decarbonised electricity system by 2035, subject to security of supply.The aim of the Programme is to identify and implement the necessary reforms for electricity market arrangements. This is aimed at driving the required investment and ensuring the efficient operation of a secure, low-carbon electricity system by 2035. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Programme Plan up to December 2024 was approved by the Programme Board on 27th March 2024 and the Integrated Assurance and Approvals Plans (IAAP) and Risk Potential Assessment (RPA) were approved. A Gateway 1 Review Assessment meeting took place on the 25th March 2024, which set the scope of the review. Keyholders still to be allocated to support development of the Strategic Outline Business Case (SOBC), however required documentation has been shared with (Portfolio and Investment Committee) PIC. | 2024-02-05 00:00:00 | 2035-12-31 00:00:00 | The project's end-date at 23/24-Q4 is 2035-12-31. This is primarily due to the following factors. Reforming electricity markets through the Review of Electricity Market Arrangements (REMA) programme is vital to the delivery of the government's plan to deliver a fully decarbonised electricity system by 2035 | 4.63 | 4.19 | -10 | The budget variance exceeds 5%. This is primarily due to the following factors. REMAs budget settlement details are still to be defined for this financial year 24/25, pending conclusion of the departmental business planning process. | 11 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 11m. This is primarily due to the following factors. This WLC Covers Programme (Resource) Costs to 2035. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are a range of underlying market failures and limitations of existing interventions which mean that the current electricity market framework will not deliver the investment in the kinds of technologies at the capacity that we need. The intended REMA outcomes for 2035 are to Achieve Net Zero, Securing Energy Supply and delivering Reasonable Price to Consumers. However, intended outcomes and benefits to consumers and industry will be dependent on policy options the REMA Programme takes taken to implementation which will be unknown until Summer 2025. Without market reform, system costs over the period 2030-2050 could be around 35bn higher (2023 prices) with carbon emissions that exceed our CB6 and Net Zero commitments. Around half of these additional costs stem from capacity building in sub-optimal locations, and the remainder from having to build unabated gas in order to meet the demand for flexible supply in the absence of low carbon flexible technologies. The Programme offers several benefits, including reducing carbon emissions, enhancing energy security, ensuring greater cost-effectiveness of the electricity system, and delivering fair consumer deals. Additionally, it facilitates the decarbonisation of heat and transport through electrification. |
| BEIS_0008_2021-Q3 | Sellafield Product and Residue Store Retreatment Plant | DESNZ | Infrastructure and Construction | To provide a facility that will receive special nuclear material from existing stores on the Sellafield site and process into a form suitable for safe and secure storage until 2120. | Green | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Green(IPA rating). This is primarily due to the following factors. This is a complex, "first of a kind" nuclear project, and as such has a high degree of delivery risk. Earlier this financial year the IPA completed their annual independent 'Gate 0' review affording the SRP Project a DCA Rating of Green. | 2012-03-01 00:00:00 | 2029-10-09 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2029-10-09. This is primarily due to the following factors. There has been no movement to the projects end date. | 239.15 | 198.45 | -17 | The budget variance exceeds 5%. This is primarily due to the following factors. The variance between the 23/24 baseline (239.15m) and actuals (198.45m) is due to the impact of delays on site with construction activities and prolongation of offsite manufacturing packages of work. | 1433 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1380m. to 1433m. This is primarily due to the following factors. The SRP budgeted cost (baseline) has increased by 52m. This is due to escalation in line with the agreed indices. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are no monetised benefits defined within the Sellafield Product & Residue Store Retreatment Plant (SRP) FBC. SRP will provide key capabilities which will enable the delivery of benefits to the 'Special Nuclear Materials (SNM) Future State Programme' at Sellafield. The retreatment and repackaging capability provided will reduce the risk associated with current plutonium storage conditions at Sellafield. The UK has the largest inventory of separated civil plutonium in the world, most of which is stored at Sellafield, safe and secure management of this material is a priority. SNM has identified three long term benefits that will be fully realised once all plutonium packages have been retreated or repackaged and consolidated within modern storage facilities. . Enhanced nuclear Safety & Security. . Improved high security resilience and a reduction in the number of Category-1 facilities. . Value for money by reducing the size of the delivery organisation required for managing future plutonium stocks. |
| BEIS_0009_2021-Q3 | SIXEP Continuity Plant | DESNZ | Infrastructure and Construction | SIXEP Continuity Plant (SCP) is required to deliver a continued site effluent capability in support of high hazard reduction projects and the overall NDA mission. It is a key enabler for the safe and reliable retrieval and treatment of legacy waste at Sellafield, in support of government and Nuclear Decommissioning Authority strategic objectives. | Not set | Green | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Green(SRO rating). This is primarily due to the following factors. This is a complex nuclear project on an operational nuclear site. The Project is in the execution stage with manufacturing and construction activities ongoing. The SCP project is being delivered by the Programme and Project Partnership (PPP). The IPA afforded this project a RAG rating of GREEN. | 2013-05-25 00:00:00 | 2031-01-23 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2031-01-23. This is primarily due to the following factors. The Project remains on schedule and there is no change to the date of 23 January 2031. | 142.16 | 163.45 | 15 | The budget variance exceeds 5%. This is primarily due to the following factors. The in year spend is greater than the budget (baseline) for 2023/24 due to realignment to PPP Multi Project Procurements and the Category Management approach. The project is showing recovery against the cumulative baseline position. This does not affect the overall spend position for the project and better aligns key procurements to the current construction delivery strategy. The decision maintains the equipment 'required on site dates'. | 1076 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1034m. to 1076m. This is primarily due to the following factors. The SCP budgeted cost (baseline) has increased by 42m, this is due to escalation in line with the agreed indices. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are no monetised benefits within the SCP project however, it will provide key capabilities which in enables the following benefits: . Allows the Site Licence owner to meet its requirements in the regulatory permit. . Provides effluent abatement to 2060 in support of site missions. . Provides an opportunity to deploy an Alternative Ion Exchange (IX) media that improves abatement performance, following the consideration of best available technique (BAT). . Maintaining unconstrained Site Ion Exchange Effluent Plant (SIXEP) waste material storage capacity. |
| BEIS_0019_2122-Q1 | Sizewell C | DESNZ | Infrastructure and Construction | The Sizewell C (SZC) project team will lead on negotiations with SZC and EDF (joint shareholder in the project with Government) and will have responsibility for designing a viable funding/financing model that delivers the Government objectives of value for money, fiscal responsibility, and decarbonisation. The Sizewell C project in Suffolk is considered the most advanced new nuclear project in the UK and is likely to be the only project capable of delivering the Energy White Paper objective for at least one large scale nuclear project to reach Final Investment Decision (FID) this Parliament. Please note that Sizewell C Project has requested an exemption due to commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| DECC_0010_1112-Q1 | Smart Metering Implementation Programme | DESNZ | Infrastructure and Construction | The Programme aims to replace existing traditional gas and electricity meters across Great Britain with smart gas and electricity meters resulting in a cleaner, cheaper and more reliable energy system. Smart meters are a key enabler of technologies such as electric vehicles, smart tariffs and microgeneration to be efficiently integrated with renewable energy sources, underpinning the cost-effective delivery of Government's net zero commitment. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The IPA and SRO DCA rating has continued to be Amber, based on the following: - There were 35.5 million smart and advanced meters operating across Great Britain at the end of March 2024. - Continuing implementation of a 4-year regulatory framework to the end of 2025 which sets minimum annual installation targets for energy suppliers. This ensures that suppliers continue to deliver new installations at scale, bringing smart metering benefits to consumers, such as feedback on energy consumption (evaluation shows this leads to reductions in energy use), accurate energy bills and improved customer service. - Continued collaboration with energy suppliers to recruit, train and maintain the installer workforce required for delivering smart meters and the supporting consumer engagement (e.g. energy efficiency advice). - Driving the 4G Transition including operational planning, to enable an efficient transition to 4G installs and completion of the 4G upgrade for 2G/3G Communication Hubs by 2033. | 2009-12-02 00:00:00 | 2025-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-12-31. This is primarily due to the following factors. The new four-year installation Targets Framework commenced on 1 January 2022 and will end on 31 December 2025. | 1320.98 | 1320.98 | 0 | The budget variance is inferior or equal to 5%. | 20177 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 20177m. This is primarily due to the following factors. The whole life cost figure now reflecting the baseline budgets that were confirmed as part of the Spending Review 2021. | 34130 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 34130m. Benefits arise to a number of different groups - to energy consumers in the form of bill savings through reduced consumption and time savings through reduced need to interact with the metering system, to energy suppliers in the form of operational efficiencies (e.g. no more site visits for meter reads, fewer calls to complain about inaccurate / estimated bills), to distribution network operators (e.g. in the form of more targeted investment decisions) and to society as a whole (e.g. in the form of reduced carbon emissions). Benefits break down into around 39% directly to consumers, around 50% to the energy industry (which we expect will be passed through to consumers in the form of lower energy prices) and around 10% in societal benefits to the UK. |
| BEIS_0014_2021-Q4 | Social Housing Decarbonisation Fund | DESNZ | Infrastructure and Construction | The programme originates from a 3.8 bn pledge in the 2019 Manifesto to help decarbonise social housing in England over the period to 2030. SHDF intends to raise up to 900 k of the circa 1.4 m social homes below EPC band C to that level of energy efficiency, as a positive step on the pathway to the achievement of Net Zero for all 4 m social homes by 2050. The Programme is to be delivered over a series of Waves, providing the necessary flexibility of scheme design and delivery method over a decade of unpredictable policy and regulation. A 60 m Demonstrator Project has been delivered over FYs 21/22 and 22/23, with the 179m Wave 1 being delivered over FY22/23 and into 23/24. Following the SR21 settlement, a further 800m up to FY 24/25 has been secured for Wave 2, with future Waves subject to funding being allocated in future fiscal events. On Wave 2, 778m of funding was announced on 22/03/23 to fund 107 projects under 'Wave 2.1', with a further 1.1bn committed as match funding. Wave 2.2 was announced in October 2023, with successful projects awarded funding in March 2024. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The SHDF Programme is progressing well with projects at different points of the project life cycle. As at end of March 2024, SHDF Wave 1 is on course to conclude all closure activity during Q1 of 24/25, and is anticipated to achieve all of its benefits, including carbon reduction and treating a significant number of homes, thus contributing to the goal of reducing fuel poverty. The final evaluation of Wave 1's impact is due in Autumn 2025. Wave 2.1 has seen an increase in measures installed in households, however there is still work to do to ensure delivery reaches the necessary trajectory in year 2 of delivery to achieve scheme benefits. Successful applicants to SHDF Wave 2.2 were announced in March 2024, with grant funding payments due to commence in Q1 of 24/25. A GIAA Audit of the Programme's Lessons Learned approach took place in Q4 and returned a good or 'substantive' marking, demonstrating the success of the programme to date in learning and implementing lessons. SHDF Wave 3 is anticipated to progress to final approvals to commence delivery in 24/25, and received an Amber rating in March 2024 from an IPA Gateway 2 review. | 2020-09-09 00:00:00 | 2030-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-03-31. This is primarily due to the following factors. Significant progress on the SHDF Programme included commencing project closure for Wave 1, delivery of Wave 2.1 and successful applicants into Wave 2.2. SHDF Is reasonably placed to deliver despite resourcing challenges. Wave 1 formally closed on 31 December 2023, with grant recipients closing projects through Jan-March 2024. By January 2024, there were c.27,000 measures installed in c.14,100 households under Wave 1. Wave 2.1, are working with finance and HMT to ensure accuracy on grant spend accounts. c.4,500 measures installed in c.2,500 households by January 2024. Following closure of the Wave 2.2 competition, 42 successful projects were announced, totalling 75.5m in grant funding. Wave 3 funding for 2025-28 was announced on 18 December 2023. Salix manage the Delivery Partner to enable delivery across Wave 2 and procurement of a delivery partner to support Wave 3. The Technical Assistance Facility contract was awarded to Turner and Townsend, signed in February 2024. | 320.04 | 270.66 | -15 | The budget variance exceeds 5%. This is primarily due to the following factors. Known underspends and clawbacks from projects have contributed to the variance - however end of year finance reconcilliation activity will not conclude until May - so figures included in the cost will be amended in May 2024 and should not be used until DESNZ has confirmed a final figure for public use. The commencement of SHDF Wave 2.1 has seen a signficiant scale up in delivery and changes to our approach to accounting - lessons will be taken forward to ensure accurate financial reporting. _x000D_ DN: DESNZ have advised of issue with OSCAR Portal meaning incorrect costs will be recorded on the system | 4558 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 4721m. to 4558m. This is primarily due to the following factors. Whole Life Costs for SHDF have been updated to account for the addition of SHDF Wave 2.2 (4558.82) | 9619 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 10326m. to 9619m. This benefit is estimated using the same methodology as in tab 10. The baseline monetised benefits have increased since the last GMPP return due to GDP deflator updates and the inclusion of the DESNZ PIC-approved Wave 2.2 FBC impacts. Once Wave 1 closure activities have completed, the final benefits position, and lessons learned throughout delivery will be disseminated across the programme. |
| BEIS_0153_2223-Q2 | Spherical Tokamak for Energy Production | DESNZ | Infrastructure and Construction | Spherical Tokamak for Energy Production (STEP) is a staged programme to design and build, targetting 2040, a prototype fusion energy plant capable of delivering net-energy and, through that, developing a UK fusion supply chain. STEP will demonstrate the technical and commercial viability of fusion through a design that would be cheaper than other approaches to fusion and through developing a supply chain for this embryonic technology. This will extend the existing UK lead in this field, placing the UK in the international lead of design and manufacture of fusion plant and systems, supporting a global fusion market worth Tns. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. This reflects the intrinsically high ambition and accepted risk of STEP in driving a new strategic technology with potentially global benefits, balanced with good early progress but increasing delivery challenging over time. IPA gate 0/2 review completed 24/03. Delivery Confidence Assessment - Amber with 12 recommendations. Action plan put in place to support Outline Business Case with second IPA review was conducted in June ahead of Business case Review in July. The Delivery confidence Assessment was retained as Amber with 7 of the 12 recommendations from March closed and 5 acknowledged as 'In-Progress'. Outline Business Case was approved Aug 23 and Full Business Case will be submitted autumn 24. Key areas to address to support this level of ambition were identified by IPA as: -Increase fidelity of reporting to understand progress to plan and risk impacts (on track - new reporting in place through Programme Board). -Implementation of Review, Check, Assure to enable agile response to emerging information (on track) -Increase in capability commensurate with the increasing scale of the programme going into Tranche 2 (on track; new delivery body - UKIFS - planned to assume programme control from Nov 24) -Increased clarity on cross government sponsorship responsibilities (addressed via DESNZ sponsorship and new Fusion Strategy Delivery Board) | 2018-07-16 00:00:00 | 2045-04-01 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-03-31 to 2045-04-01. This is primarily due to the following factors. This Project End date relates to the full programme rather than the current approved Phase. Year 2045, is an early estimate of the Spherical Tokamak plant's handover date to ongoing operations and will be revised as the programme plan is matured. The baseline date was erroneously referring to Tranche 1 completion of March 2024. Tranche 1 is now completed on time. | 51.84 | 70.22 | 35 | The budget variance exceeds 5%. This is primarily due to the following factors. Underspend in previous financial years was reallocated in last spending review. Variance is against original business case spend profile. In year spend including this variance is within the overall envelope of the original business case. | 238 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 218m. to 238m. This is primarily due to the following factors. The change in budgeted cost is due additional 20m funding approved in March 2023 for Tranche 1. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Benefit will be identified as part of Tranche 2A which starts in FY 25-26 |
| DFE_0272_2324-Q2 | Early Years Childcare Reform Programme | DFE | Government Transformation and Service Delivery | The Programme comprises of four overarching projects; Families, Providers, Local Authorities and Wraparound, led by SCS SROs and supported by a dedicated Project Manager and PMO resource who collaborate with the central PMO. The aim of the programme is to increase parental employment and progression of earnings by increasing childcare access for eligible working parents. We have had the programme business case agreed and signed off by InvestCo. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. An IPA Gate 0 review in Mar 24 gave the programme an amber rating. This was broken down as green for the first stage of roll out (Apr 24), amber for Sep 24 expansion and red for the Sep 25 expansion. The review recognised the hard work of staff to achieve several challenging milestones. Relationship management with local authorities and stakeholders internally and externally was praised. There were also some clear recommendations on the resource and capability needed in key aspects of the programme including the PMO, Insights Unit and Communications. We continue the work to strengthen these areas with focus on skilled resources and refreshing the governance. Our delivery has remained on track since the first 'live' milestone in Apr 24. We have continued to progress key activities across the programme including system development, operational infrastructure, and legislation to ensure the sector is ready for the expansion. | 2023-03-16 | 2028-12-01 | The project's end-date at 23/24-Q4 is 2028-12-01. This is primarily due to the following factors. The programme end data is Dec 2028 this is primarily due to the plan to transform reforms to childcare for parents, children, the economy and women. By 2027-28, this Government will expect to be spending in excess of 8bn every year on free hours and early education, helping working families with their childcare costs. This represents the single biggest investment in childcare in England ever. The programme is on track to complete by its stated end date. | 342.8 | 342.8 | 0.0 | The budget variance is inferior or equal to 5%. | 15135 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 15135m. This is primarily due to the following factors. The whole-life programme cost is 15.1bn (which extends to financial year 2027-28) including both the delivery of the expansion (565.2m) and the additional entitlement funding (14.6bn). This overall funding envelope and specific project budgets are based on a pre-announcement estimation of likely delivery costs. As the programme matures, planning and policy is developed, and individual business cases prepared, more accurate budget needs and financial year profiles will be agreed. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The project's departmental-agreed monetised benefits at Q4 FY23/24 is 0m. Benefits are currently being defined. |
| DFE_0015_2021-Q3 | FE Capital Transformation | DFE | Infrastructure and Construction | The FE capital transformation fund was launched in 2020 to upgrade and transform college estates and create modern, fit-for-purpose spaces that meet the needs of students and communities they serve which was part of the government's manifesto commitment. Delivery was split into three phases: phase 1 gave grant allocations to all eligible FE colleges for urgent repairs and improvements; phase 2 is a DfE centrally delivered rebuilding programme to tackle 16 of the sites in worst condition; phase 3 uses grant funding to support colleges procuring rebuilding and improvement works on their existing estates. The scope of building works across the projects delivered varies greatly, some requiring full rebuilds and some smaller projects carrying out much needed refurbishments and renewal of life-expired building components. Some projects are integral to wider local regeneration initiatives. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Delivery Confidence Assessment is Amber. Delivery is split into 3 phases, Phase 1 is complete and Phase 2 and 3 are progressing well albeit slightly delayed compared to original forecasts. Managing cost pressure is a key challenge across the programme due to inflationary and market pressures, however active engagement with key stakeholders is supporting the programme affordability challenges and enabling positive progress. | 2020-04-01 | 2026-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-06-30 to 2026-03-31. This is primarily due to the following factors. The programme comprises multiple rebuilding projects across college campus sites nationwide. We anticipate nearly all projects will be in construction by June 2025, with the new and improved facilities becoming operational by March 2027, to support the government's commitment to level up skills and training opportunities for people across the country. | 0.0 | 0.0 | Not set | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| DFE_0173_2223-Q2 | Higher Technical Education | DFE | Government Transformation and Service Delivery | The Higher Technical Education reform programme aim to raise the quality and uptake of Level 4/5 technical courses, with Higher Technical Qualifications (HTQs) as a flagship offer and credible alternative to traditional three-year degrees. These reforms are underpinned by the findings of the independent Sainsbury Review and form part of a wider suite of technical education reforms, including T Levels and Apprenticeships. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. There has been significant progress across the programme. However, this is a long-term endeavour to reform the Level 4/5 market and change entrenched perceptions and behaviours over a decade. | 2019-10-01 | 2027-09-01 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-09-01. This is primarily due to the following factors. The programme schedule remains achievable. | 56.4 | 47.8 | -15.0 | The budget variance exceeds 5%. The budget variance exceeds 5% | 176 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 176m. This is primarily due to the following factors. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. As our reforms go through the early stages of delivery, with the first teaching of HTQs this academic year, we've updated our monitoring & evaluation and benefits realisation strategies. The benefit of HTE reforms is greater uptake of high-quality HTE generally and HTQs specifically. In April, we will be agreeing learner number trajectories for L4/5 and HTQ uptake with Ministers, as well as further developing or leading indicators. |
| DFE_0051_2122-Q3 | Initial Teacher Training Market Review (ITT) | DFE | Government Transformation and Service Delivery | The government commissioned an Expert Advisory Group to review the Initial Teacher Training (ITT) market to address issues around quality and inconsistency. The review's recommendations, which the government has accepted, aim to increase the quality and consistency of ITT in a more effective market. The ITT Reform programme has been set up to implement the recommendations. The programme will ensure that ITT providers adopt a series of new 'Quality Requirements', which were assessed during a market-wide re-accreditation process that started in February 2022. This was followed by improvement support and readiness checks beginning in November 2022, with the aim of ensuring the market delivers reformed ITT to trainees from September 2024. The reform is also designed to complement ongoing reforms to improve teaching quality, including the new Core Content Framework, Early Career Framework and National Professional Qualifications. The programme is on track to deliver the reformed ITT from September 2024. | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. The ITT Reform programme is on track to deliver reformed ITT for trainees from September 2024. The Stage 1 accreditation process is complete with 179 providers accredited to deliver ITT from September 2024. In February 2024, ITT census data and intelligence from providers and the sector showed an estimate of 97% of ITT provision retained overall compared to 2021/22 levels, across both primary and secondary ITT. The curriculum check concluded in October 2023. the final assessment of readiness of providers to deliver key elements of the reforms completed in March 2024 with the analysis to be available in April 2024. Additional time is being considered to be given to selected providers until June to finalise their readiness. Analytical resource has begun to develop evaluation plan in March 2024, to receive ministerial approval in April-May 2024. Programme has been de-escalated from Amber to Green in February. IPA have reclassified programme as a Tier B GMPP programme given progress made and the reduced risk agreed in the latest potential assessment | 2021-11-10 | 2024-09-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-09-30. This is primarily due to the following factors. The programme is on track for completion in Sep 24. A Gate 5 closure review is scheduled for Jul 24 and a target Operating Model has been developed as part of the formal closure for the transition and handover to business-as-usual teams. | 11.36 | 7.88 | -31.0 | Key factors for variance are: _x000D_ - the budget has an element of demand-led costs through grants, with actual spend being 192k lower than the baseline._x000D_ - External User Research team that originally was planned to deliver work over 2 financial years, has delivered and concluded work in one year (finishing last FY) and therefore causing a variance of c. 1.3m underspend._x000D_ - Associate support to providers that played a key role in market interventions, support to providers and intel gathering have not been included in the baseline._x000D_ Capital spending originally delayed until FY 24/25 has been brought forward to FY 23/24 to allow onboarding of resource to build track and pay system in FY 24/25 and subsequent roll out in AY 24/25. | 56 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 56m. This is primarily due to the following factors. Programme costs are made up of a combination of projected grant costs, capital costs and programme funded staff. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to FY22/23, the programme's departmental-agreed monetised benefits at FYY23/24 remained at 0m. |
| DFE_0016_2021-Q3 | Institutes of Technology (IoT) 2 | DFE | Government Transformation and Service Delivery | IoTs are collaborations between FE providers, HE providers and employers, harnessing the strengths of each to help boost productivity and economic growth and widen participation from learners of all backgrounds. The focus is the delivery of higher-level technical skills with a focus on subjects such as STEM (e.g., Science, Technology, Engineering, Mathematics) at levels 4 and 5 and extending to level 6+, tailored to the skills needs of their local areas. IoTs will anticipate future workplace skills needs and effectively leverage research and innovation bases, in both the provider base and industry. There were two waves of IoTs, the competition was in 2018, with the first IoTs licenced in academic year 2019/20. The second wave competition was launched in 2020 and the first wave 2 IoTs opened in September 2023. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. We are in delivery phrase and are working with successful wave 2 bidders to complete the rollout and be open to learners by September 2024. Wave 2 capital funding totalled 130m and projects are ongoing. We are on budget, and this is being monitored closely. | 2020-01-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2026-01-01 to 2025-03-31. This is primarily due to the following factors. This end date is a correction from an error in previous returns which gave a project end date in 2026. | 60.53 | 60.53 | 0.0 | The budget variance is inferior or equal to 5%. | 138 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 6m. to 138m. This is primarily due to the following factors. This corrects an error in previous returns which incorrectly gave a Whole Life Cost figure of 6m. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to FY22/2, the project's departmental-agreed monetised benefits at FY23/24 remained at 130m. |
| DFE_0109_2223-Q1 | Lifelong Learning Entitlement | DFE | Government Transformation and Service Delivery | The Lifelong Learning Entitlement (LLE) proposed to introduce a new student finance system from 2025, co-designed with the Student Loans Company (SLC). The LLE will provide individuals with a loan entitlement to the equivalent of 4 years of post-18 education to use over their working lives (e.g. 37,000 in today's fees) up until the age of 60. It will be available for both full years of study at higher technical and degree levels, as well as, for the first time, for modules of high-value courses, regardless of whether they are provided in colleges or universities. Under this flexible skills system, people will be able to space out their studies and learn at a pace that is right for them, including choosing to build up their qualifications over time, within both FE and HE providers. They will have a real choice in how and when they study to acquire new life-changing skills. The LLE also aims to create a more streamlined funding system and make it easier for students to navigate the options available | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. An IPA assurance review in Feb 24 recognised the journey towards the LLE's introduction is ambitious and the programme must ensure all of its constituent parts are functional and operational upon launch. In recognition of the complexity of the programme and the challenges of launching a new system impacting hundreds of thousands of learners, the Conservative Government opted to move to a phased rollout of the LLE from Sep 25, with courses starting from Jan 26. | 2020-09-30 | 2027-12-31 | The project's end-date at 23/24-Q4 is 2027-12-31. This is primarily due to the following factors. Compared to 22/23-Q4, the project's end-date changed from 31 December 2025 to 31 December 2027. This is primarily due to the government allowing providers longer to prepare for registration with OfS, which they need to do to access the LLE. In the LLE consultation response, published in March 2023, the Government asked OfS to develop a third category of registration to provide an appropriate approach for smaller providers typically offering level 4 and 5 qualifications. Subject to consultation, this would have included transitional arrangements for providers from 2025 to 2027. To support this, the government is extending existing advanced learner loan funding for a further 2 years, until 2027, for providers who have not registered with OfS under either of the 2 existing categories. The programme end date has therefore moved out. Overall the programme is making good progress on the schedule, moving at pace to lay the required secondary legislation and develop the LLE systems. Students will be able to apply for LLE courses from September 2025, for courses starting from January 2026. | 0.0 | 17.59 | inf | The GMPP project did not provide data | 0 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 0m. This is primarily due to the following factors. The project's Whole Life Costs have not yet been agreed by the department. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The project's monetised benefits have not yet been agreed by the department. |
| DFE_0020_2021-Q4 | National Tutoring programme | DFE | Government Transformation and Service Delivery | The National Tutoring Programme (NTP) is a multi-year programme, with the key objective of sustaining a high-quality tutoring market and embedding a culture of schools using tutoring support for their pupils. The programme was established as part of the Department for Education's Recovery Strategy which aimed to reduce the extent of lost learning caused by disruption from COVID-19. | Not set | Green | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Green. This is primarily due to the following factors. This delivery confidence is based on structured closure plans and planned risk mitigations monitored monthly via the NTP Programme board. Significant progress has been made across the programme since the IPA assurance review to support schools with planning and delivering tutoring in future. Provisional data from the AY23/24 Spring School Census shows around 660,500 courses started as of Jan 24. This puts the programme ahead of its Year 4 trajectory (+35%). It also means the programme has now exceeded its lifetime target of 5 million courses, having already delivered 4.6 million in the first three years. | 2020-07-01 | 2024-07-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-07-31. This is primarily due to the following factors. The programme is on track for completion in Aug 24. Programme closure has started and will continue until Mar 25, to allow for the clawback (recovery) of funding which will take place from Autumn Term 24 to Spring term 25. Planning is underway for the final Gate 5 IPA review, scheduled for Sep 24. The NTP Programme Board has agreed a post-closure plan to conclude all delivery and formally close the programme. | 250.2 | 110.2 | -56.0 | The budget variance exceeds 5%. The budget variance exceeds 5%. _x000D_ _x000D_ NTP's variance to baseline is 56% and is primarily due to the clawback mechanism. The funding conditions set by HMT dictate that any funding not spent by schools should be recovered by the Department for Education. Funding may be unspent as a result of schools not making full use of money provided to them, which has occurred despite the delivery target having been met. Schools have delivered the targeted number of courses at lower cost by making use of the flexibilities built into the programme's funding arrangements There are also smaller underspends realised in the programme's delivery costs. | 1125 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1125m. This is primarily due to the following factors. We are now projecting the Whole Life Cost of the project will be 655m. The underspend against the originally allocated budget is mainly a result of schools not making full use of funding provided to them across the lifetime of the programme. The figure provided takes account of expected funding recovery for the final year of the programme, which will take place in Jan 25. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programmes monetised benefits for FY23/24 remain at 0m. |
| DFE_0018_2021-Q3 | School Rebuilding Programme | DFE | Infrastructure and Construction | The School Rebuilding Programme (SRP) is undertaking major rebuilding and refurbishment projects targeted at school and sixth form college buildings in the worst condition across England. The programme was announced by the PM in June 2020. The number of projects in the 10-year programme was confirmed at SR 2020, with a commitment to 500 projects (50 per year). An initial programme budget was agreed with HMT in May 2021 (HMT confirmation letter was received in July 2021) as part of the programme's clearance through the Treasury Approval Process (TAP), with funding up to FY2024-25 confirmed at SR21. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. On 8 February, we announced the funding route for all schools and colleges with RAAC confirmed in their buildings - meaning we currently have 513 schools in the programme. There is a possibility that the number of RAAC cases increases but we expect the number of any further cases to be low. We now have 218 projects in delivery for the programme and at the beginning of April, we have entered into contract on 54 and handed over 10 projects. This means we met our targets for the number of projects to enter into contract award for the financial spend forecasts for the 2023/24 financial year. We are currently reviewing the prioritisation of the remaining 295 projects, including those that joined the programme on the 8 February, these remaining projects being previously selected schools and RAAC schools, as well schools facing serious structural safety issues, entering SRP. | 2020-11-01 | 2036-03-31 | The project's end-date at 23/24-Q4 is 2036-03-31. This is primarily due to the following factors. The programme scheduled end date was updated to reflect the programme financial forecasts. | 0.0 | 0.0 | Not set | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule |
| DFE_0017_2021-Q3 | Skills Bootcamps | DFE | Government Transformation and Service Delivery | Skills Bootcamps are free training courses for adults typically lasting up to 16 weeks, available across a range of sectors. They help people develop priority skills that are in demand at both local and national level. They are developed by training providers in partnership with employers. Significant investment has been committed by the government to scale up Skills Bootcamps from 2022 to 2025. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Infrastructure Project Authority has not yet communicated a Delivery Confidence Assessment to the project. (We expect to schedule an IPA Gateway review in summer 2024.) The SRO's DCA is Amber. The Skills Bootcamps programme remains broadly on schedule, with learner starts continuing to exceed targets, though volatility in the supplier market creates risk. Work is underway both to improve the programme's underlying data architecture to support delivery at greater scale, and to work with suppliers to drive up quality of provision. | 2020-04-01 | 2026-05-29 | The project's end-date at 23/24-Q4 is 2026-05-29. This is primarily due to the following factors. Compared to 2223-Q4, the scheduled project end-date has changed from 31 MAR 2024 to 29 MAY 2026. This is primarily due to: gaining approval and funding for a further round of Skills Bootcamps delivery commencing 1 FEB 2024 and expected to conclude 28 FEB 2026; work to improve the programme's underlying data architecture underway and scheduled to conclude 30 APR 2025. The data architecture work is expected to deliver a more stable, longer-term delivery solution for Skills Bootcamps that will enable the programme to offboard from the GMPP, subject to further approval. | 200.0 | 154.7 | -23.0 | The budget variance exceeds 5%. The budget variance exceeds 5%. The delivery profile for the programme in FY 2023-24 was based on initial estimates that have now been revised in our latest forecasts. | 640 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 640m. This is primarily due to the following factors. 00 (m) to 640.25 (m). This is primarily due to the following factors: 1) the whole-life cost reported last year was based on initial estimates that have now been revised in our latest forecasts and revised in the latest business case. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme's departmental-agreed monetised benefits at FY23/24 is 0m. |
| DFE_0010_1819-Q1 | T Level Programme | DFE | Government Transformation and Service Delivery | The current IPA Delivery Confidence Assessment for the T Level programme is AMBER, following the Gate 0 review of the programme in March 2024. The review team was impressed with the leadership and management of the T Levels programme, while noting that challenges remain in terms of growing the programme. To address these challenges and to support the programme to scale up, the programme team will: - continue to review and revise its approach to supporting the growing number and variety of providers - continue to focus on increasing employer awareness and engagement with T Levels - ensure a clear route from T Levels to the Advanced British Standard. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red to Amber. This is primarily due to the following factors. The current Infrastructure Project Authority's Delivery Confidence Assessment rating for the T Level Programme is amber following a Gate 0 review in Mar 24. T While the review team was impressed with the leadership and management of the T Levels programme, they noted that challenges remain in terms of scaling up the programme. To address these challenges, the programme team was advised to review and revise its approach to supporting the growing number and variety of providers and continue to focus on increasing employer awareness and engagement with T Levels. The programme team has engaged stakeholders to review these recommendations and to develop a comprehensive action plan to address them. | 2016-10-25 | 2023-09-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2023-09-30. This is primarily due to the following factors. The change in date from 30 September 2023 to 01 September 2028 is a result of the updated Business Case (December 2023). The change reflects when the programme will move to business as usual, once all planned T Levels have been delivered to at least one cohort of students. | 342.0 | 249.2 | -27.0 | The budget variance exceeds 5%. Variance of -92.8m (-27%)._x000D_ CDEL - Underspend of 66.1m due to lower spend than estimated for Specialist Equipment Allocation (SEA) and Building & Facilities Improvement Grant (BFIG)._x000D_ RDEL - Underspend of 26.7m due to lower spend than estimated for 16-19 Funding, Industry Placements Employer Support Fund (ESF), and Professional Development (TLPD). | 1653 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 1754m. to 1653m. This is primarily due to the following factors. This is primarily due to rebaselining the costs in line with the new programme business case. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to FY22/23, the programme's departmental-agreed monetised benefits at FY23/24 remained at 0m. |
| DFE_0014_2021-Q2 | Teacher Development Reform Programme | DFE | Government Transformation and Service Delivery | The Teacher Development Reform (TDR) Programme is part of the DfE Teacher Recruitment and Retention Strategy, referenced in the DfE White Paper published in March 2022, 'Opportunity for all: strong schools with great teachers for your child'. The TDR Programme includes, the Early Career Framework (ECF), National Professional Qualifications (NPQ) and National Institute of Teaching (IoT) projects. These exciting innovations are part of the investment in our teachers and leaders which include; a new two year induction for Early Career Teachers (ECT), with mentors trained and provided to support those new teachers and; new Specialist NPQs and reforms to our existing Leadership NPQs. Alongside this, the National Institute of Teaching (NIoT) has started delivery of ITT, the ECF and NPQs and is making strong progress in the delivery of its research and best practice programme. | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. The Teacher Development Reform Programme delivery confidence assessment is rated Green. This reflects all TDR sub-programmes and projects: Early Career Framework (ECF), National Professional Qualifications (NPQ) and the National Institute of Teaching. This delivery confidence is based on a recent IPA gateway review and approved business cases, structured delivery plans and planned risk mitigations monitored in line with a clear TDR risk management strategy. Significant progress has been made across the programme, with the successful publication of the Initial Teacher Training and Early Career Framework (ITTECF) review and new NPQs delivered. Leading Primary Maths launched in February 2024, and a SENCo NPQ will launch in Autumn 2024. | 2018-11-01 | 2026-02-12 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2026-02-12. This is primarily due to the following factors. Project schedule remains on track for delivery in line with the current plan. | 242.29 | 219.91 | -9.0 | The budget variance exceeds 5%. The programme is recording a -9% variance primarily due to the variance occuring within variable budgets reliant on recruitment figures. Measures however have been used to minimise possible variations from the previous financial year and will continue to be implemented as the programme behins to mature. | 750 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 761m. to 750m. This is primarily due to the following factors. At Q4 FY23/24 the programme expects Whole Life Costs to be c.627.79m. This is a variance of -17% compared to the baseline Whole Life Costs. This is primarily due to the demand led nature of the programme and an end of year accrual not meeting tightened assurance requirements that resulted in a significant programme underspend in FY23/24 as all grant budgets were delayed by a year compared to baseline. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 8m. to 0m. In FY23/24 we reported a total of 24.13m as a cash releasing monetisable benefit for Teaching School Hubs, and 72m as a non-cash releasing monetised benefit for the Early Career Framework. This is an increase on the previous FY 22/23 where we reported monetised benefits of 8m. We report benefits on an annual basis through our benefits report using data from the Teacher Workforce Census and other sources with the next report due in Q3 24/25 The Early Career Framework features a monetisable non-cash releasing measure: 1%age point reduction in the proportion of teachers leaving at the end of Year 2 by end 2026 (2 yrs post ECF induction). Based on data collected through the Schools Workforce Census, we have seen a 2% decrease in teacher wastage, and therefore will need to train less teachers in future. Training less teachers leads to the saving of 72m. Data reported here is 'working-towards' data to give an indication of future direction - we expect the benefit to be fully realised in 2024. |
| DWP_0008_2122-Q2 | Building Safety Regulator | DWP | Government Transformation and Service Delivery | The Building Safety Regulator, under One HSE, will lead the regulatory regime to protect people and places in all forms of buildings. The Building Safety Regulator will have three key functions: a) leading the implementation of the new, more stringent regulatory regime for higher risk residential buildings in scope; b) promoting competence among industry professionals and regulators who have key roles in delivering safe, high-performing buildings; c) oversight of the building safety and performance system. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Successful delivery and operationalisation of the Building Safety Regulator from April 2024 is certain, with further significant progress made in this quarter to March 2024. In addition to previous critical milestones achieved in the prior quarter, 'Mandatory Occurence Reporting', 'Make a complaint' (as defined in legislation) services were launched, along with registration services for building inspectors and building control bodies in Wales. Operational recruitment improved over the quarter, securing staff required to operate into Q1 2024 and beyond. The final series of services launched between April 4-8th, comprising; Building Assessment Certification for existing buildings, publication of the registers of Buildings Inspectors and building control bodies, regulation of the Building Control profession, aswell as the enabling arrangements for transitional buildings. | 2021-03-01 00:00:00 | 2025-03-31 00:00:00 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. Over the last quarter the Programme has delivered on plan to support the secondary legislation programme, launching new regulatory services as expected. The programme has also delivered the people, process and digital requirements to enable the regulator to operate from the final legislative 'coming into force' of April 6th. Scheduled end date of the programme remains March 2025 | 58.01 | 46.58 | -20 | The budget variance exceeds 5%. The bulk of the underspend against baseline is activity related. Building Control Applications have been lower than expected requiring lower than planned effort across the Multi-Disciplinary Teams made up of BSR and partner regulators (Local Authorities, Fire & Rescue Services and specialists) with resulting savings across payroll and third-party costs. Linked expenditure savings across travel, training, recruitment and overhead costs with some delayed communications and Insight activity. Challenging labour market conditions have led to minor delays in filling specialist roles which contributes to lower than planned staff costs - but recruitment is on track and a reserve list of candidates for future tranches of recruitment identified. Capital expenditure was underspent due to lower than planned IT hardware investment and delays to the delivery of capitalised research projects and programme Evaluation activity. | 910 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 1023m. to 910m. This is primarily due to the following factors. Whole life costs have reduced as a result of the baseline now reflecting the expenditure figures as per the approved FBC which reflects the BSR target operating model which is based upon revised assumptions to the volume, phasing and delivery of work across BSR and it's partner regulators. Also impacting is the significant reduction in optimism bias from OBC to FBC (RDEL 25% to 10%, CDEL 35% to 10%) reflecting the comparative maturity of the programme which provides for increased confidence in the underlying baseline financial forecast. | 3601 | The project's departmental-agree monetised benefits at 23/24-Q4 is 3601m. |
| DWP_0028_1819-Q3 | Health Transformation Programme | DWP | Government Transformation and Service Delivery | The Health Transformation Programme is a critical part of the department's disability strategy. It will procure new functional assessment service contracts, modernise our service and be a key enabler for reform proposals detailed in the forthcoming White Paper. The Health Transformation Programme aims to deliver: . A vastly improved claimant experience: including reduced journey times and improved claimant choice in terms of channel to claim. . A more effective and efficient service for the taxpayer: reducing reliance on paper and integrating service delivery, reducing demand for health assessments by triaging. . Greater capability to innovate and deliver change: including White Paper reform. . All devolved benefits in Scotland, including Personal Independence Payment (PIP), are out of scope for the Health Transformation Programme. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The overall Programme rating is Amber due to the level of complexity and the current level of aggregate risk. | 2018-03-28 00:00:00 | 2029-09-28 00:00:00 | The project's end-date at 23/24-Q4 is 2029-09-28. This is primarily due to the following factors. The changed programme end-date reflects the end date of the Functional Assessment Service contracts, which run to this point. Due to delays in the procurement of the new contracts and the need to retain a sufficient implementation period, the start date of the new five-year contracts was delayed from March 2024 to September 2024. | 141.88 | 93.72 | -34 | The budget variance exceeds 5%. In-year actual variance to baseline results in the main from the fact that the Transformation baseline is still derived from the SOBC. Once the business case refresh has completed its full governance journey (Treasury Approval Point is awaited), it is expected that baselines and forecasts will be more closely aligned, with the variance reducing to -5% -10%, with the main cause being the delay in the FAS procurement. | 3165 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 3158m. to 3165m. This is primarily due to the following factors. FAS FBC refresh resulted in relatively minor increase to baselines costs. | 5458 | The project's departmental-agree monetised benefits at 23/24-Q4 is 5458m. |
| DWP_0029_2021-Q4 | Pensions Dashboard Programme | DWP | ICT | Pensions dashboards will enable individuals to access their pensions information online, securely and all in one place, thereby supporting better planning for retirement and growing financial wellbeing. Dashboards will provide clear and simple information about an individual's multiple pension savings, including their State Pension. They will also help them to reconnect with any lost pots. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This has since been confirmed by an IPA assessment in mid-April 2024, that reviewed Programme delivery confidence against the recommendations made in the two assurance reviews from early 2023. The Amber rating reflects the progress made over the year in a number of key areas including: - delivering a revised baselined delivery plan - strengthening the senior leadership including the appointment of a full-time SRO - improved ways of working with the supplier - more effective governance arrangements - significant progress made against previous assurance review recommendations - progress made in addressing capability gaps These measures have placed the Programme back on a viable footing and equipped it to meet the new single deadline in legislation of October 2026. There remain a number of risks to delivery that are being actively managed and tracked by the Programme Board. | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | 18.61 | 15.88 | -15 | The budget variance exceeds 5%. In-year spend total for FY 2023/24 has reduced by 2.7m from baseline of 18.61m to the revised forecast of 15.88m. The variance is largely driven by reprofiled activities from current to future years following reset. | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule |
| DWP_0217_2223-Q4 | Service Modernisation Programme | DWP | Government Transformation and Service Delivery | The Service Modernisation Programme (SMP) is a bold, cross-cutting transformation programme that supports DWP's policy and delivery aims by: . modernising key products making them digital with a human touch . joining up our services based on customer need, and . creating services that don't stand still by investing in our colleagues to unlock a culture of continuous transformation. By modernising in this way we will deliver better, cost effective services that our customers can rely on. Over 20 million customers rely on our services every day, at some of the most difficult and important times. The Programme will transform 11 service areas end to end whilst implementing improvements across DWP to common service areas such as telephony. Using this work we will create a future design for how we deliver services, bringing organisational change and digital transformation to create modern services fit for the future. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Infrastructure Project Authority (IPA) Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to: 1) SMP's ambitious programme can only be confirmed as GREEN as it nears the end of its overarching delivery plan. 2) The rating reflects the medium to longer term outlook for the Programme success against its Programme Business Case (PBC) due to its complexities and dependencies on the wider operating environment. 3) SMP is progressing well and there are good indications that the PBC benefits can be delivered. We agree with the IPA commentary on the Programme Delivery Confidence Assessment. The Programme continues to manage the risks arising from the dependencies around the wider operating environment. These risks are managed in line with government risk management methodology. Successful implementation will enable DWP to operate in a streamlined, optimised, more efficient and effective manner, supported by a culture of continuous improvement and incremental change. Legacy IT systems can be decommissioned once replaced with new Digital systems | 2022-04-01 00:00:00 | 2033-03-31 00:00:00 | The project's end-date at 23/24-Q4 is 2033-03-31. This is primarily due to the following factors. Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained on schedule. This is due to the following factors: Over the past 12 months the Programme has delivered to plan and remains on track to realise the benefits documented in its business case. Where there has been some slight variance in key deliverables, the variance has been actively managed and there have been no tolerance breaches to report during financial year 23/24. Our Programme of cultural change across the organisation continues and whilst progressing well we are mindful of the associated risks and complexities in this area. PBC2 for 24/25 funding is due for HMT approval in May 2024. The Programme will then seek further funding for the next SR period to allow us to continue our modernisation aspirations and delivery of further benefits. | 98.76 | 107.4 | 9 | Since the PBC was signed off SMP have transferred costs that were funded elsewhere within the Department to the programme. This is the cause of the variance between Baseline and Forecast._x000D_ _x000D_ The transferred costs include staff costs previously funded via the department's baseline and Digital staff that are deployed on the programme are now recharged. _x000D_ _x000D_ Budgets were transferred into the programme to match this spend._x000D_ _x000D_ During the financial year an additional 17.3m RDEL in 24/25 relating to additional productivity funding was agreed with HMT, which has been allocated to SMP | 449 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 449m. This is primarily due to the following factors. The budgeted whole life costs remain the same at 448.7m, as what was approved in May 2023 for the Programmes Business Case. | 1026 | The project's departmental-agree monetised benefits at 23/24-Q4 is 1026m. |
| DWP_0042_2122-Q3 | Synergy Programme | DWP | Government Transformation and Service Delivery | The Department for Environment, Food and Rural Affairs (DEFRA), Department for Work and Pensions, Home Office (HO) and Ministry of Justice (MOJ) are collaborating together in a cluster to achieve the Government's Shared Services Strategy by transforming shared services to make them smarter, swifter and more streamlined. Synergy is a business transformation programme to replace the current services provided by Shared Services Connected Limited (SSCL) and focusing simplifying and aligning processes, data systems and services, to transform our users' experiences and drive interoperability between departments, resulting in increased productivity and value for money, provided through a single Software as a Service (SaaS) Enterprise Resource Planning (ERP) platform and business process service. The four departments have committed to working as a single cluster with departments responsible for their departmental transformations. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Delivery confidence for Syngery remains Amber, reflecting the significant challenge involved in delivering a business transformation change programme to circa 220,000 civil servants across the Department for Work and Pensions, the Ministry of Justice, the Home Office and the Department for Food, Environment and Rural Affairs. IPA Gate 3 review is due in June 2024 and the Programme will respond to any recommendations arising from that and are currently responding to recommendations from GIAA to strenghten the Programme governance which will be key as we move into the delivery stage of the Programme. | 2021-04-01 00:00:00 | 2028-12-29 00:00:00 | The project's end-date at 23/24-Q4 is 2028-12-29. This is primarily due to the following factors. The Synergy Programme Full Business Case is on track for HMT approval by July 2024 with SI/ERP procurement on track for contract award once FBC approval is in place. BPS ITT is now been prepared ready for publication. | 55.0 | 39.8 | -28 | In Financial year 23/24 Synergy expenditure (39.8m), was below the 65m drawdown. This is largely due to timing of expenditure on staffing and consultancy in departments. HMT agreed flexibility to allow the carry forward of 17.6m of the anticipated underspend in 23/24 to support the Full Business Case approval into Q1 of financial year 24/25, through a date only extension._x000D_ The Programme is strengthening its financial management through a resource integrated plan and greater understanding of the cost elements making up the full business case. This will underpin managing expenditure in 2024/25. | 2488 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2488m. This is primarily due to the following factors. The programme extends beyond the SR period (2024) that it is funded for. Further funding for the next SR period will need to be agreed with HMT for this cross department transformation programme | 1089 | The project's departmental-agree monetised benefits at 23/24-Q4 is 1089m. |
| DWP_0009_1112-Q1 | Universal Credit Programme | DWP | Government Transformation and Service Delivery | Universal Credit replaces six separate benefits and tax credits for working age people, bringing together in and out of work systems into one, to make work pay. When fully rolled out it is expected that around 6.5 million households will benefit from Universal Credit. Legislated for in 2012-13, it has now entered delivery phase. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The overall Delivery Confidence Assessment Rating remains AMBER. The migration of the remaining in scope Legacy claimants commenced as planned from April 2024, whilst achieving the significant milestone of issuing over 500,000 Tax Credit only notifications six weeks early. The latest IPA (Gate 4) review reported an AMBER delivery confidence with work now focussed on delivering against our plan, ensuring claimants are moved safely and securely alongside preparing for the next few months as we quickly start migrating additional legacy benefit groups claimants. | 2011-11-17 00:00:00 | 2025-03-31 00:00:00 | The project's end-date at 23/24-Q4 is 31/03/2025. This is primarily due to the following factors. Plan for 2024/25 confirmed and delivery remains on track including successfully commencing the migration of remaining in scope Legacy benefit claimants, as planned, from April 2024. It should be noted that following this reporting period’s conclusion, the Prime Minister announced the acceleration of the Move to UC timeline. The impact of this will be reflected in the 2025/2026 report. | 1798.12 | 1693.3 | -6 | The budget variance exceeds 5%. Since the UC FBC refresh 23/24 outturn has been impacted by underlying changes to the UC caseload, the policy change of increase in the Administrative Earnings Threshold (AET) to 15 hours and then 18 hours. Additionally changes to the Employment Support Allowance migration timetable, the adoption of a new Move To UC migration cost model and the additional Autumn Statement 22 funding for the increased Targeted Case Review activity has contributed to variance vs the baseline | 17305 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 17305m. This is primarily due to the following factors. Policy decisions have led to an increase in operating costs by putting more claimants into full conditionality which is more expensive to run, however, as a consequence benefits of the programme are now over 70bn, more than offsetting any increase in investment costs. | 70638 | The project's departmental-agree monetised benefits at 23/24-Q4 is 70638m. |
| DWP_0013_2122-Q2 | Workplace Transformation | DWP | Government Transformation and Service Delivery | The Workplace Transformation Programme (WTP) is a 10-year programme focusing on future locations and working practices. Investment will deliver flexible, affordable and inclusive workplaces through a smaller, better and greener estate, delivering efficiencies and enabling genuine modernisation and transformation within DWP. WTP sits alongside a schedule of essential works delivered through our Estates function ensuring our ageing buildings remain safe and functional for claimants and colleagues. This supports the Government's Property Strategy and Places for Growth objectives - making DWP a great place to work. WTP will also invest in our ways of working, changing the way our people use buildings and delivering on the Department's obligations to embed Smarter Working and PAS 3000 standards. WTP requires significant capital investment but delivers significant financial savings as well as wider social benefits each following year, consolidating and improving our workplace with a direct positive impact on customer experience and outcomes. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The latest IPA RAG rating is Amber. All the recommendations from the last IPA review have been actioned and closure of these were approved by Programme Board. The rating recognises the transformation journey the department is on - with a dependency on other transformation programmes and the department's evolving departmental operating model in terms of understanding the size of the estate, particularly beyond 2030.These are out with the programme's control, although strong relationships have been built with those, including roles within our governance and a delivery plan has been developed to make sure progress in the shorter term can be made. | 2020-07-01 00:00:00 | 2030-03-31 00:00:00 | The project's end-date at 23/24-Q4 is 2030-03-31. This is primarily due to the following factors. WTP is a complex Programme with a number of key dependencies including future size and deployment of the workforce and the future operating model. WTP achieved the majority of planned deliverables to 'right size' and improve the quality of the estate in 23/24 actively managing the few where delivery slipped due to external influences. Deliverables achieved included: . closure of selected sites . site investment work to improve building standards . reduce redundant space based on occupancy levels . Feasibility work to inform future investment levels The People Strategy supporting WTP, to 'retain, retrain and redeploy' colleagues was successfully implemented, resulting in lower people exit costs than forecasted with no compulsory redundancies. Four Cabinet Office Places for Growth targets were met or exceeded ahead of 2025 deadlines, including relocating DWP roles from London. WTP are now developing its future plans aligned to the next Spending Review and scheduled lease expiry dates in 2028. | 172.83 | 133.72 | -23 | The budget variance exceeds 5%. The financial Year 2324 outturn reflects changes since the completion of Programme Business Case 2 (PBC2 May 23), resulting in c39m lower outturn than PBC2. This is mainly due to the impact of changes to latest site delivery plans following feasibility studies and a series of deep dive scrutiny sessions which have informed cost assumptions versus those used in PBC2. Some projects have been aborted whilst there are others that have been included in the latest outturn that were approved after the PBC2 was submitted. _x000D_ The outturn also reflects lower people costs associated with building consolidations and closures. Further variances relate to Programme resources, where recruitment plans were lower than original PBC2. _x000D_ Internal budget allocations were revised to c153m during 23/24 to reflect some of known changes described above. Further movement within the programme has resulted in an underspend against budget of c19m (Budget c153m v Outturn c134m - Var c19m). | 830 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 862m. to 830m. This is primarily due to the following factors. 2223 Q4 whole life baseline was based on Programme Business Case (PBC1) signed off by HMT in March 22 with whole life baseline costs at 862.3m. This has since been revised at Q3 to reflect historic actual costs for FY21/22 and FY22/23 and the approved PBC2 for FY23/24 onwards. The revised whole life baseline costs are 829.79m, a decrease of 33m since PBC1. This is a net cost reduction due to changes in some assumptions from original PBC1. | 2969 | The project's departmental-agree monetised benefits at 23/24-Q4 is 2969m. |
| FCO_0010_1617-Q3 | Echo 2 Programme | FCDO | ICT | The Echo 2 Programme is delivering the next generation global communication network for the FCDO, British Council and Partners across Government and replaces the current Echo 1 Service. Transitioning to the Echo 2 Service will enhance users global connectivity, deliver greater resilience and improved security. In addition, Echo 2 provides run cost savings for all users by using regional providers to provide the network of internet connections, with a network service organisation managing the Service | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Following the Gate 4 Review in January 2024 the Programme obtained an AMBER RAG status and a range of actions were agreed which have been taken forward by the Programme. A further Gate 5 review is planned for around November 2024, towards the end of deployment. | 2015-09-01 00:00:00 | 2025-01-23 00:00:00 | The current forecast end date for the Programme is Q4 23/24 following the re-baselining in January 2024 as a result of significant delays to the design, build and test phase. The authority has been working closely with the suppliers to increase confidence in this revised delivery timeline. Despite the delays the Programme remains within the FBC approved spend envelope despite the delayed profile for benefits realisation. | 26.99 | 33.48 | 24.0 | The budget variance exceeds 5%. The baseline of 26.99m was set at FBC at that time Transition had an anticipated end date of March 24. The Actual figures for 23/24 of 33.48m reflect the delay to transition and the continued costs of the legacy service. | 265 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 313m. to 265m. This is primarily due to the following factors. The Programme re-baselined from OBC to FBC data (including sunk costs) of 265.37m. The Programme is forecasting against the current baseline with an expectation that further cost reductions may be possible if transition is delivered against the current plan. | 119 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 103m. to 119m. |
| FCO_0216_2223-Q4 | Tokyo Compound | FCDO | Infrastructure and Construction | The Tokyo project will refurbish and upgrade key buildings on the British Embassy compound. It is of strategic and political importance to the UK's foreign policy objectives that these buildings function in the most efficient and cost-effective manner. The buildings currently fail to fully meet health and safety requirements and the need for essential repairs has become urgent. Part of the work will prevent further deterioration and the increasing danger of structural damage to the historic building fabric of both the Residence and Chancery buildings. This significant investment will deliver a fit for purpose and sustainable 21st century working environment and future proof our ability to deliver diplomatic and operational solutions in one of our most important global posts. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The project has recently achieved a key milestone - the delivery of the RIBA 3 Design Report (Royal Institute of British Architects plan of work identifies Stage 3 as Developed Design). FCDO has procured a Peer Review - this work has commenced and will review the design proposals to ensure that they meet the brief and offer value for money and that the tender documentation is ready to go out to the construction market. FCDO has undertaken market engagement exercises and has interest in the project. We are currently reviewing the resources and team structure to ensure that we are well prepared for the next phase of the project. | 2022-06-01 00:00:00 | 2031-12-01 00:00:00 | The project's end-date at 23/24-Q4 is 2031-12-01. This is primarily due to the following factors. The schedule allows for the tender of a design and build contract(s), development of detailed design and the delivery of the construction work over several phases to ensure that that the Embassy can continue to function. | Not set | Not set | Not set | The GMPP project did not provide data | 100 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 100m. This is primarily due to the following factors. The project has secured OBC approval for 100m to cover the works to refurbish and upgrade the key buildings on the British Embassy Tokyo compound. These buildings fail to fully meet health and safety requirements and are not fit for purpose for a modern and sustainable 21st century office working environment. This significant investment will future proof our ability to deliver diplomatic and operational solutions in one of our most important global posts. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| FCO_0011_1718-Q3 | Washington Embassy Refurbishment | FCDO | Infrastructure and Construction | Repair and refurbishment of key buildings in Washington (USA) compound. Buildings failed health & safety requirements | Not set | Green | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Green. This is primarily due to the following factors. Project has now completed | 2017-01-01 00:00:00 | 2024-09-30 00:00:00 | The project's end-date at 23/24-Q4 is 2024-09-30. This is primarily due to the following factors. Original programme set pre-Covid and revised to take account of subsequent delays/supply chain issues | 13.0 | 13.0 | 0.0 | Original budget revised post-Covid and project completed within this | 160 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 122m. to 160m. This is primarily due to the following factors. Whole Life Cost revised post Covid. Project completed on track | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOJ_0050_2021-Q1 | 10k Additional Prison Places - New Build | MOJ | Infrastructure and Construction | The New Build project supports our 20,000 additional prison places commitment; its scope is to build four new prisons. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. One of the four new prisons, HMP Millsike is on track to deliver as expected. Outline planning permission has been received for two sites and the final site remains to secure planning permission. | 2020-03-02 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | 805.3 | 309.86 | -62 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to delays in receiving planning permission at three sites. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. This programme's primary benefit relates to increasing capacity due to the projected rise in prison population as opposed to monetised benefits.The programme's other benefits are defined in the current baseline as: construction benefits and outcomes (capacity, modern methods of construction and sustainability); to enable an improvement in prisoner rehabilitation outcomes; and, during its construction, deliver local community benefits. |
| MOJ_0111_2122-Q2 | 10K Additional Prison Places Estate Expansion Category D | MOJ | Infrastructure and Construction | The Category D Programme supports our 20,000 additional prison places commitment; its scope is to deliver 1,320 permanent places across the Category D open prison estate. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Risks to timelines and inflation risks contributing to the increasing cost estimate, which is greater than that estimated previously. | 2020-01-24 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | 88.63 | 47.15 | -47 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to costs for the two phases having been re-profiled into future financial years, following delays stemming from planning issues and challenging site conditions, and the rescoping of certain elements of the programme. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. Due to the projected increasing prisons population, this project focusses on increasing capacity and there are no monetised benefits to be claimed. The programme's other benefits are defined in the current baseline as: construction benefits and outcomes (capacity, modern methods of construction and sustainability); to enable an improvement in prisoner rehabilitation outcomes; and, during its construction, deliver local community benefits. |
| MOJ_0113_2122-Q2 | 10k additional prison places Estate Expansion Houseblocks and Refurbishments | MOJ | Infrastructure and Construction | The Houseblocks and Refurbishments Programme supports our 20,000 additional prison places commitment; its scope is to deliver around 2000 additional prison places, primarily in the closed male category B and C estate. This includes modern, purpose-built houseblocks which will provide improved living space for prisoners and a safer working environment for staff. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Ongoing construction issues. | 2019-08-15 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | 139.13 | 98.99 | -29 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to delays stemming from challenging site conditions, requiring some costs to be re-profiled into future financial years. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. Due to the projected increasing prisons population, this project focusses on increasing capacity and there are no monetised benefits to be claimed. The programme's other benefits are defined in the current baseline as: construction benefits and outcomes (capacity, modern methods of construction and sustainability); to enable an improvement in prisoner rehabilitation outcomes; and, during its construction, deliver local community benefits. |
| MOJ_0053_2021-Q4 | Accelerated Houseblocks | MOJ | Infrastructure and Construction | The Accelerated Houseblocks Programme supports our 20,000 additional prison places commitment; its scope is to deliver around 2,400 places. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Inflation risks contributing to the increasing cost estimate, which is greater than that estimated previously. | 2020-09-28 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | 326.72 | 148.46 | -55 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to delays following complexity of build and challenging site conditions, requiring some costs to be re-profiled into future financial years. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. Due to the projected increasing prisons population, this project focusses on increasing capacity and there are no monetised benefits to be claimed. The programme's other benefits are defined in the current baseline as: construction benefits and outcomes (capacity, modern methods of construction and sustainability); to enable an improvement in prisoner rehabilitation outcomes; and, during its construction, deliver local community benefits. |
| MOJ_0061_2122-Q3 | Decommission and Legacy Risk Mitigation (DLRM) | MOJ | ICT | The Decommission and Legacy Risk Mitigation (DLRM) Programme has been established to mitigate the risks presented by HMCTS legacy technology. The DLRM Programme will retire aged and unused applications where possible and for those applications still required it will update the application and migrate it to supported hosting environments. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Data migration issues impacting timelines. | 2021-07-01 | 2028-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-03-31. This is primarily due to the following factors. The project is on track to deliver against the baseline schedule. | 55.39 | 48.63 | -12 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to the project not needing to call on cost contingency included in the baseline budgets. | 199 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 198m. to 199m. This is primarily due to the following factors. The Whole Life Cost has remained largely static, and the budget remains aligned to the current baseline business case. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits focus on reducing the risk of legacy technology through decommission, transition and replacement. |
| MOJ_0073_2122-Q4 | Drug Testing Services | MOJ | Government Transformation and Service Delivery | The project objective is to successfully procure and implement a service for the drug testing of offenders in prisons and under supervision in the community. It aims to procure services that are future-proof and support delivery of the drug testing strategy. Two contracts are to be procured 1) urine and oral fluid based laboratory analysis services, and (2) oral fluid point of care drug testing kits. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Whilst the Invitation to Tender (ITT) has been published, timetable risks remain. | 2021-04-01 | 2025-10-08 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-07-12 to 2025-10-08. This is primarily due to the following factors. The project has been rebaselined and the Invitation to Tender (ITT) published. | 1.1 | 1.1 | 0 | The budget variance is inferior or equal to 5%. | 184 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 184m. This is primarily due to the following factors. The Whole Life Cost has remained static, and the budget remains aligned to the current baseline business case. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits are related to the successful onward operation of the Drug Testing service. |
| MOJ_0058_2122-Q1 | Electronic Monitoring Expansion | MOJ | Government Transformation and Service Delivery | The Electronic Monitoring Expansion Programme seeks to expand the impact, use and efficiency of electronic monitoring as a tool for the management of offenders in the community, helping reduce re-offending and protecting the public. The programme's aims include - effectively retendering the current service, increasing the scope and reach of electronic monitoring, building a more comprehensive evidence base, and more closely embedding the electronic monitoring service within the Probation Service. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. New contracts have been awarded, however there is limited mobilisation schedule contingency. | 2021-01-01 | 2024-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-12-31. This is primarily due to the following factors. The project remains on track for completion in line with the current baseline schedule. | 117.67 | 108.36 | -8 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to unspent Optimism Bias and reduced in-year activities requiring costs to be re-profiled into future years. | 858 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 1214m. to 858m. This is primarily due to the following factors. The decrease is due to contract savings. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits are related to the successful operation of Electronic Monitoring. |
| MOJ_0062_2122-Q3 | Evolve: End User Computer Service | MOJ | ICT | Ensure the continuation of critical End User Compute Services (EUCS) used by MoJ staff every day, and Implement an EUCS Future State model, which is crucial to achieving the strategic objective of a single technology ecosystem to all 110k MoJ users. In order to achieve the future state, there are 3 EUCS streams 1) The management of 3 re-procurements of EUCS suitable for the current and future needs of the Authority covering EUCS Platform & Legacy services, Hardware Sourcing and Hardware Support Services, 2) EUCS Insourcing to bring certain capabilities in-house, 3) Converge & Accelerate focuses on the migrating users on the legacy Future IT Services to the organisations service MoJ Official. | Not set | Amber | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Green to Amber. This is primarily due to the following factors. Timetable risks due to the complexity of multiple procurements. | 2021-09-27 | 2025-11-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-04-30 to 2025-11-30. This is primarily due to the following factors. The programme has rebaselined its schedule following realignment of the delivery. | 56.58 | 29.49 | -48 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to reduced in-year activities requiring costs to be re-profiled into future years. | 340 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 340m. This is primarily due to the following factors. The Whole Life Cost has remained static, and the budget remains aligned to the current baseline business case. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits focus on the continued quality of operation of End User Compute Services Contracts. |
| MOJ_0049_2122-Q3 | Evolve: Voice & Video | MOJ | ICT | Re-procurement of Voice and Video Services suitable for the current and future needs of the Authority, to replace the existing Future IT Services Voice and Video contracts. The project includes requirements gathering, Procurement preparation, competitive procurement and an increase in internal capability followed by the transition of services and exit of the existing contracts. | Not set | Green | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Green. This is primarily due to the following factors. The programme remains on track to deliver. | 2021-09-27 | 2027-10-29 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2027-04-30 to 2027-10-29. This is primarily due to the following factors. The programme has rebaselined its schedule to allow for effective exit and decommissioning activities during project closure. | 15.1 | 9.5 | -37 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to reduced in-year activities requiring costs to be re-profiled into future years. | 206 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 206m. This is primarily due to the following factors. The Whole Life Cost has remained static, and the budget remains aligned to the current baseline business cases. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits focus on the continued quality of operation of Voice and Video Services Contracts |
| MOJ_0050_2122-Q3 | Evolve: WAN/LAN (Networks) | MOJ | ICT | Re-procurement of WAN and LAN Services suitable for the current and future needs of the Authority, to replace the existing Future IT Services WAN/ LAN. The project includes requirements gathering, Procurement preparation and competitive procurement followed by the transition of services and exit of the existing contracts. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Timetable risks due to the complexity of multiple procurements. | 2021-09-27 | 2028-02-24 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2026-08-30 to 2028-02-24. This is primarily due to the following factors. The programme has rebaselined its schedule following a change of procurement approach. | 43.5 | 13.09 | -70 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to the delay in procurement timelines, which has required costs to be re-profiled to future years | 253 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 253m. This is primarily due to the following factors. The Whole Life Cost has remained static, and the budget remains aligned to the current baseline business case. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits focus on the continued quality of operation of Network Services Contracts |
| MOJ_0028_1314-Q2 | HMCTS Reform | MOJ | Government Transformation and Service Delivery | The HMCTS Reform Programme aims to improve the accessibility and efficiency of the justice system. The programme is centred on the principle that the system should be designed around its users, the programme will make our courts much better to use, easier to run, and cheaper to operate. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(IPA rating). This is primarily due to the following factors. Inherent risk in the project's timelines. | 2016-12-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-03-31 to 2025-03-31. This is primarily due to the following factors. The programme has rebaselined its schedule, the programme was extended to March 2025 to ease pressure on the business and focus on a deliverable and affordable plan for the remainder of the programme. | 208.41 | 217.84 | 5 | The budget variance is inferior or equal to 5%. | 2789 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2789m. This is primarily due to the following factors. The Whole Life Cost has remained static, and the budget remains aligned to the current baseline business case. This figure includes the total recurring costs of HMCTS's reformed operating model (baseline value 1,498m). These costs are also separately counted as a disbenefit in the valuation of net monetised programme benefits. | 2899 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 2899m. Monetised benefits have remained static, and the forecasts remains aligned to the current baseline business case. The benefits are focussed on ensuring the right outcomes and impacts for end-users, in terms of the ease of access and quality of services and reduced steady-state running costs. This is a net monetised benefit figure includes the total recurring costs of HMCTS's reformed operating model (baseline value 1,498m). These costs are also separately counted within the Whole Life Costs of the programme. |
| MOJ_0060_2122-Q3 | PFI Prison Expiry and Transfer Tranche 2 | MOJ | Government Transformation and Service Delivery | The aim of this project is to carry out the exit and transfer of services at HMP Ashfield, Forest Bank and Rye Hill in a safe, effective and efficient manner following the expiry of their PFI contracts. HMPPS needs to undertake essential work to ensure it is able to manage the expiry of the Project Agreements and transfer the service, while maintaining continuity so there is no disruption to the regime or capacity at the prisons and also ensure opportunities to modernise the sites and align service provision to future need is fully considered. Following a change in 23/24-Q4 the project scope also includes the expansion of HMP Rye Hill through the construction of an additional houseblock at the prison. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The limited contingency and complexity of the expiry and transfer activities still to be delivered. | 2022-01-22 | 2026-07-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2026-07-31. This is primarily due to the following factors. The project is on track to deliver against the baseline schedule. | 16.46 | 48.66 | 196 | The budget variance exceeds 5%. This is primarily due to the following factors. The overspend is due to previous changes in the delivery plan, requiring some costs to be re-profiled into this financial year. | 4347 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1544m. to 4347m. This is primarily due to the following factors. The expansion of the project scope following the addition of the Rye Hill Houseblock Expansion from the Houseblocks and Refurbishments Programme. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project seeks to realise efficiencies in future operating costs following the transfer of service to new operator contracts when compared to the PFI contracts. The project benefits also include the focus on the continued quality of service across the PFI contracts until expiry, and following the transfer of service, improvements in service quality in the new contract in line with the key priorities set out in the Prison Strategy White Paper and MoJ Outcome Delivery Plan. |
| MOJ_0054_2021-Q4 | Print Recompete | MOJ | ICT | This project is renewing the departments print contract establishing an open framework competition to ensure value for money and the delivery of a high-quality service. The new print contract will deliver an improved contract and the new devices across MOJ estate. | Not set | Amber | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red to Amber. This is primarily due to the following factors. An extension to the project end date and delivery challenges during roll-out. | 2019-02-01 | 2024-11-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2023-12-30 to 2024-11-30. This is primarily due to the following factors. The project has rebaselined its schedule following delays to device deployment. | 12.01 | 11.47 | -4 | The budget variance is inferior or equal to 5%. | 80 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 80m. This is primarily due to the following factors. The Whole Life Cost has remained static, and the budget remains aligned to the current baseline business case. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 7m. to 0m. Monetised benefits have reduced following an uplift in contract costs to ensure continued availability of the managed print service. The project's other benefits reflect a rationalised print fleet and new print and scan services that will reduce manual printing and handling across some MoJ business areas. |
| MOJ_0055_2021-Q4 | Prison Retail | MOJ | Government Transformation and Service Delivery | Re-competition of the Prison Retail contract, which delivers a service to all public sector prisons and 4 private prisons in England and Wales. This service is a critical operational function within the prison estate, providing prisoners with the opportunity for choice and contributes to a more safe, decent, and secure environment within prisons. The service also supports rehabilitation by providing prisoner employment positions; prisoners have an opportunity to learn vocational skills and gain real-world experience and prepare and secure employment on release. | Not set | Green | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Green. This is primarily due to the following factors. The project is approaching the end of digital delivery. The project remains within budget and is achieving all project milestones and will close on time. | 2017-04-03 | 2024-06-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2023-06-30 to 2024-06-30. This is primarily due to the following factors. The project has rebaselined its schedule mainly due to delays in supplier delivery. | 72.43 | 72.43 | 0 | The budget variance is inferior or equal to 5%. | 656 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 660m. to 656m. This is primarily due to the following factors. The decrease is due to a reduction in project scope. The retail contract is a self-financing service contract, where the income generated from sales of goods/items to prisoners is used to cover the cost of operating the service and costs of goods purchased. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits are related to the successful operation of the Prison Retail Service. |
| MOJ_0064_2122-Q3 | Prisoner Education Services | MOJ | Government Transformation and Service Delivery | The Prisoner Education Service is part of the Rehabilitation Directorate within His Majesty's Prison and Probation Service. The programme has three main objectives: 1. Improve the numeracy and literacy of all prisoners who need it 2. Incentivise prisoners to improve their qualifications and skills to increase prospects of finding work/integrating back into society 3. Ensure Governors and their teams have the knowledge, tools and support they need to lead this work. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. Inflation risks contributing to increasing estimated cost of delivery, offset by a reduction in delivery. | 2021-04-01 | 2025-06-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-06-30. This is primarily due to the following factors. The project is on track to deliver against the baseline schedule. | 190.6 | 190.6 | 0 | The budget variance is inferior or equal to 5%. | 1581 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 1884m. to 1581m. This is primarily due to the following factors. The decrease reflects the updated Outline Business Case costs. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits are related to the successful onward operation of the Prisoner Education Service. |
| MOJ_0060_2122-Q1 | Probation Workforce Reform | MOJ | Government Transformation and Service Delivery | The aim is to build a strengthened, innovative and professional Probation workforce which leads the criminal justice system, protects the public and reduces re-offending now and in the future. The Programme aims to create a modernised, diverse and open workforce culture that enables our people to be their best. This will ultimately reduce re-offending, protect the public and deliver change in a way which achieves value for money. | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. Reduction in risk associated with recruitment and training of operational resources. The programme is progressing in its transition to business as usual and preparation for closure. | 2020-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-03-25 to 2025-03-31. This is primarily due to the following factors. The project is on track to deliver against the baseline schedule. | 33.16 | 16.69 | -50 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to the reallocation of budgets to business as usual, in addition to scope/delivery changes and resource recruitment and retention challenges. | 200 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 241m. to 200m. This is primarily due to the following factors. The decrease is due to the use of existing systems to deliver the Professional Register, and the Learning and Development model delivering core training products internally rather than via outsourcing. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project's benefits are focussed on the improvement of the Probation Workforce and associated services. |
| MOJ_0220_2223-Q4 | Property Transformation Programme | MOJ | Government Transformation and Service Delivery | The programme aims to transform property services through the procurement of new contracts that align to Government Facilities Management (FM) Strategy, meet statutory minimum and operational requirements and lay the foundation for wider transformation. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This is the first time data has been published for this programme, which has been added to GMPP over the last year. The Amber Delivery Confidence Assessment is driven by inherent risk in the project's procurement timelines. | 2022-10-03 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. The programme is on track to deliver against the baseline schedule. | 10.4 | 10.4 | 0 | The budget variance is inferior or equal to 5%. | 7358 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 7358m. This is primarily due to the following factors. The Whole Life Cost has been calculated to include the option for four Service Level Options for future contracts and is subject to future decisions on scope which will have a material impact on cost. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This programme currently reports no monetised benefits. The programme's benefits are related to the safe maintenance and operation of the relevant parts of the MoJ Estate. |
| MOJ_0057_2122-Q1 | Rapid Deployment Cells Project | MOJ | Infrastructure and Construction | The Rapid Deployment Cells Programme supports our 20,000 additional prison places commitment; its scope is to offer a flexible capacity solution across the prison estate. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Delays to the delivery of Tranche 2 sites mainly driven by planning permission delays and challenging site conditions. Twelve sites have been fully delivered. | 2020-08-17 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | 129.59 | 147.45 | 14 | The budget variance exceeds 5%. This is primarily due to the following factors. The overspend is due to increased construction costs due to inflation following planning permission delays and challenging site conditions. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. Due to the projected increasing prisons population, this project focusses on increasing capacity and there are no monetised benefits to be claimed. |
| MOJ_0259_2324-Q1 | Secure Children's Homes Commissioning | MOJ | Government Transformation and Service Delivery | The project aims to improve children's experiences in custody and their life outcomes by ensuring that there is an aligned cross government approach to Secure Children's Homes and that justice provision is commissioned to deliver consistently optimal care. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This is the first time data has been published for this project, which has been added to GMPP over the last year. The Amber Delivery Confidence Assessment is driven by inflation risks contributing to the increasing cost estimate, which is greater than that estimated previously. | 2022-07-28 | 2026-04-01 | The project's end-date at 23/24-Q4 is 2026-04-01. This is primarily due to the following factors. The project is on track to deliver against the baselined schedule. | 31.4 | 30.8 | -2 | The budget variance is inferior or equal to 5%. | 390 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 390m. This is primarily due to the following factors. The Whole Life Costs are based on the most recent business case and include optimism bias. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. The project benefits focus on the quality of services contracts. |
| MOJ_0313_2324-Q3 | Secure School | MOJ | Government Transformation and Service Delivery | The secure school will be a 'school with security' rather than a 'prison with education'. Secure schools will be run by child-focused operators, with strong leaders who will have freedom and autonomy, and a specialised workforce; putting education, healthcare and purposeful activity at the heart of youth custody. To achieve this innovative approach, secure schools will be dual registered as Secure Children's Homes and 16-19 academies, combining the best ethos and practice from both sectors and the site at Medway transformed to meet children's homes standards. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This is the first time data has been published for this project, which has been added to GMPP over the last year. The Amber Delivery Confidence Assessment is driven by risks, due to the innovative nature of the secure school, and site challenges. | 2016-12-12 | 2024-10-01 | The project's end-date at 23/24-Q4 is 2024-10-01. This is primarily due to the following factors. The project is on track to deliver against the baseline schedule. | 24.07 | 23.46 | -3 | The budget variance is inferior or equal to 5%. | 746 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 746m. This is primarily due to the following factors. The Whole Life Costs are based on the most recent business case and include optimism bias. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The project currently reports no monetised benefits. The project's benefits are related to the successful operation of the Secure School. |
| MOJ_0144_2223-Q2 | Small Secure Houseblocks | MOJ | Infrastructure and Construction | The Small Secure Houseblock project supports our 20,000 additional prison places commitment; its scope is to create units that will provide secure, permanent accommodation within the closed estate. The project provides a new style of accommodation for deployment in existing prison sites. Small Secure Houseblock units meet the technical needs and security standards required for Category C prisons. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Challenging site conditions. | 2021-11-15 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | 125.4 | 22.08 | -82 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend is due to schedule delays following complexities with delivering a first-generation design and challenging site conditions. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. This project currently reports no monetised benefits. Due to the projected increasing prisons population, this project focusses on increasing capacity and there are no monetised benefits to be claimed. The programme's other benefits are defined in the current baseline as: construction benefits and outcomes (capacity, modern methods of construction and sustainability); to enable an improvement in prisoner rehabilitation outcomes; and, during its construction, deliver local community benefits. |
| HMRC_0291_2324-Q3 | VOA Business Systems Transformation | VOA | Government Transformation and Service Delivery | VOA Business Systems Transformation Programme is the VOA's pivotal digital transformation programme, which aims to re-design the VOA's core business processes and replace its outdated and end-of-life core valuation and data IT platforms. It will transform the VOA into a more flexible, efficient, and agile organisation able to respond to policy initiatives and deliver sustainable 3 yearly non-domestic rating revaluations. | Red | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The overall SRO Delivery Confidence Assessment for the BST Programme is Red. The IPA assessed the Programme as Red in the most recent IPA Gate Review. At the time of the IPA assessment, BST Council Tax delivery was deemed viable, but BST Non-Domestic Rating (NDR) was undergoing a substantial reset. Completion of NDR reset will provide greater confidence around longer term delivery. Significant progress has been made in addressing all of the findings identified. | 2019-11-11 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. The Programme's release of the Geospatial platform in 2023 is due to be followed by the delivery of the Council Tax value stream in 2024, which remains on track. Council Tax covers a taxbase of 26.5 million properties equating to 95% of properties and data. Delivery of Council Tax into the business is Q3 FY24-25 including the migration of all relevant business data and integrated technology. The delivery of the Non-Domestic Rating value stream is currently expected to be delivered and rolled out by the end of FY25-26. The detailed delivery schedule will be confirmed in due course. | 41.56 | 41.56 | 0 | The budget variance is inferior or equal to 5%. | 236 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 236m. This is primarily due to the following factors. Whole life costs have been reviewed and revised at Full Business Case (FBC) stage. | 274 | The project's departmental-agree monetised benefits at 23/24-Q4 is 274m. |
| HMRC_0143_2223-Q2 | VOA Non - Domestic Rating Reforms Programme | VOA | Government Transformation and Service Delivery | The Non-Domestic Rating Reforms Programme (NDRR) continues to make good progress. It concluded its Alpha phase in April 2024 with a successful GDS assessment and has now moved into Beta. Improvement Relief, a headline measure from the Government's Business Rates Review and the Non-Domestic Rating Act (NDR) 2023, was delivered on 1 April 2024. The NDR Act has successfully completed its Parliamentary passage, gaining Royal Assent in autumn 2023. The Programme's Outline Business Case (OBC) has received internal approvals and is undergoing Treasury approval. An AO assessment has been completed, confirming that the programme meets the requirements of Managing Public Money. A summary will be published by the end of April. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The overall Delivery Confidence Assessment for the NDR Reforms Programme is Amber. Work is ongoing to address risks in relation to long-term funding certainty, programme capability and capacity, and dependence on technology change in other programmes. | 2022-04-01 | 2029-03-31 00:00:00 | The project's end-date at 23/24-Q4 is 2029-03-31. This is primarily due to the following factors. The Programme has developed its plan based on the preferred option in the business case. The schedule remains on track. Dates for the introduction of new customer requirements and the disclosure of additional information on valuations will be confirmed in due course. | - | - | - | Not set | 286 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 110m. to 286m. This is primarily due to the following factors. Whole life costs have been reviewed and revised at Outline Business Case (OBC) stage. | 333 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 0m. to 333m. |
| MOD_0001_1112-Q1 | A400M | MOD | Military Capability | To deliver into RAF Service a worldwide, protected Tactical Air Transport capability that is able to rapidly project, sustain and recover Air and Joint Forces, in order to meet UK standing commitments and support enduring and contingent operations in the most demanding timescales. A400M refers to the overarching programme, the aircraft operated by the RAF is named the ‘Atlas’. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The continued workforce capacity challenges faced by the Programme. The highest priority Tactical capabilities, as defined by Defence Security Policy and Operations, are being graduated to the Front Line squadrons as quickly as practical and the graduation of further important capabilities will continue. | 2000-05-17 00:00:00 | 2025-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 has increased from 2024-03-31 to 2025-03-31. This is primarily due to the following factors. Programme end-date now reflects the forecast date for delivery of the Full Operating Capability (FOC) milestone. Once FOC is achieved, the Programme will transfer to Business as Usual and facilitate graduation from the GMPP. | 228.69 | 260.52 | 13.91840483 | The budget variance exceeds 5%. This is primarily due to the following factors. Although the Programme overall shows an underspend against its approved costs, the overspend in-year is the result of an increase in support, training, and production resource costs, offset in part by a capital underspend. | 3764 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 3817m. to 3764m. This is primarily due to the following factors. Reflects a change in the Programme’s Approved Budgetary Level. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0007_2122-Q2 | Submersible Ship Nuclear AUKUS | MOD | Military Capability | SSN-AUKUS is a new class of nuclear-powered, conventionally armed attack submarine being developed in partnership with the US and Australia for the Royal Navy and Royal Australian Navy. The design and manufacturing process will be a complex, multi-decade undertaking, creating thousands of jobs across the UK. SSN-AUKUS will enable deeper information and technology sharing and closer integration of security and defence-related science and technology, including propulsion plant systems, common vertical launch systems and conventional weapons from the US. They will be operational from the late 2030s, replacing the current SSN Astute Class. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. A degree of risk relating to the ability of the Defence Nuclear Enterprise and the wider UK supply chain to resource the programme with the necessary skills, experience and infrastructure to deliver against a demanding schedule, without adversely impacting the delivery of the Dreadnought (SSBN) programme. | 2014-04-01 00:00:00 | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | The SSN-AUKUS programme is in its early stages and is working to a schedule developed in conjunction with Industrial Partners. | 463.64 | 494.67 | 6.692692606 | The budget variance exceeds 5%. This is primarily due to the following factors. A result of unanticipated costs due to the insertion of US Technology. This opportunity arose as a result of the AUKUS agreement at the start of the financial year. | Exempt under Section 27 of the Freedom of Information Act 2000 (International Relations) | Exempt under Section 27 of the Freedom of Information Act 2000 (International Relations) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0009_2122-Q2 | CHINOOK CAPABILITY SUSTAINMENT PROGRAMME (CSP) | MOD | Military Capability | Chinook Capability Sustainment Programme Tranche 1 will provide a modern and cost effective transformational change to the UK Special User's vertical heavy lift capability with the procurement of 14 new-build Extended Range Chinook aircraft (H-47(ER)). The aircraft will be able to operate and survive in a multitude of environments, conducting high-tempo missions with minimal logistics footprint and high-levels of interoperability with key allies, to beyond 2050. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors, recorded in the Infrastructure and Projects Authority Gateway 0/3 Review. Aircraft certification risk (information sharing between the US and the UK) and workforce capability shortfalls. Despite the increased costs to the programme following the 3-year deferral, the programme remains affordable, subject to HM Treasury approval. | 2017-03-31 00:00:00 | 2030-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-12-31. This is primarily due to the following factors. A recent Scheduled Risk Analysis was conducted by the Delivery Team, which subsequently formed the basis of the Review Note submitted to the Investments Approvals Committee to re-baseline the programme following the 3-year deferral. Targeted efforts to reconcile programme schedules, assumptions and risks into a programme-wide integrated Master Schedule are due to be completed in April 2024. | 148.56 | 145.97 | -1.743403339 | The budget variance is less than or equal to 5% | 1861 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1602m to 1861m. This is primarily due to the following factors. The UK decision in 2021 to defer H-47(ER) aircraft production by 3 years, compounded by adverse inflation and Forex cost increases, resulted in significant cost growth. However, negotiations with the US Government and other measures taken since June 2023 have reduced the growth to an affordable level without reducing the scope of the Programme or impacting capability. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0011_2122-Q2 | Submarine Waterfront Infrastructure Future | MOD | Infrastructure and Construction | The Submarine Waterfront Infrastructure Future project is investing £2Bn+ in infrastructure at Devonport to support the maintenance of the Royal Navy’s Astute Class nuclear-powered submarines. The facilities being provided include a new non-tidal maintenance berth, a repurposed dry dock, and associated buildings and services. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remains at Amber. This is primarily due to the following factors. Designs have matured, demolition and site preparation have continued, and all contracts for the main construction works have been placed. Timely completion now depends on achieving the required pace in construction, which remains exposed to significant risks in the delivery environment. 2024 is a critical year for SWIF. | 2016-12-31 00:00:00 | 2027-10-31 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remained scheduled to finish on 2027-10-31. | 330 | 330 | 0 | The budget variance is less than or equal to 5% | 1428 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1428m. This is primarily due to the following factors. Final construction contracts awarded and a maturing view on costs informed by design development and engagement with the wider supply chain. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0017_1112-Q1 | Crowsnest Programme | MOD | Military Capability | The CROWSNEST programme is a firm price contract to deliver an organic Airborne Surveillance and Control capability as role fit to the Merlin Mark 2 helicopter. By delivering concurrent Land, Sea and Air surveillance and control for Carrier Strike, Littoral Manoeuvre and Land, it will provide force protection, intelligence and support to strike assets. It is part of the Carrier Enabled Power Projection programme with Queen Elizabeth Class Carriers and the F-35B Lightning II. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme has held to time for the last 2 years and overall confidence has improved by achieving Initial Operating Capability in 2023. However, the programme is still managing delivery risks that require constant attention, but doing this very closely with the Prime, Delivery Agent and End User. | 2013-03-31 00:00:00 | 2025-08-06 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 has increased from 2023-06-30 to 2025-08-06. This is primarily due to the following factors. The programme was reapproved in Q1 23/24 to incorporate widely reported earlier delays caused by supplier performance which have been addressed. This end date includes the achievement of Full Operating Capability in 2025 and the final delivery of the software configuration which allows the process of acceptance against contract requirements. The modification of the required number of aircraft has completed. | 8.21 | 4.48 | -45.43239951 | The budget variance exceeds 5%. This is primarily due the following factors. Deferral of the purchase of the final tranche of Initial Provisioning spares until the next financial year, as the data was not available from the suppliers to make the investment decision. The high percentage is the result of having only a relatively small amount of remaining uncommitted funding and in-year forecast spend, which is appropriate at this mature stage of the programme. | 504 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 503m to 504m. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0033_1112-Q1 | MARSHALL | MOD | Military Capability | Marshall enables military terminal air traffic management services in the UK and abroad. This is achieved through a service provision contract, which also involves a significant update of obsolete equipment across the estate. Marshall combines some seventy previous equipment and support contracts into a single service delivery contract. It is delivered through fifteen technical services; supporting hub and satellite geographically clustered services. Marshall provides cost and workforce savings, significant equipment upgrades, and ensures compliance with the latest civil and military aviation regulatory requirements. Legacy technical services were transferred in April 2015. The new services are principally delivered, maturing and typically performing above target. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Programme Delivery Confidence Assessment remains Amber although with an improving trend. Work continues to address the known risks and issues which appear resolvable at this stage. Elsewhere, Hub and Satellite operations from the Terminal Air Traffic Control Centre (TATCC) (East) at Marham began in Apr 23 with the transfer of Wittering radar services. The first Hub and Satellite operations from TATCC (South) commenced in Jun 23 when Benson radar services relocated to Brize Norton. | 2006-04-03 00:00:00 | 2026-10-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-12-31 to 2026-10-31. This is primarily due to the following factors. Adjustments in the delivery of new equipment to some Programme outliers has necessitated a slip in the Programme’s Full Operating Capability (FOC) and Programme Closure milestones. These changes will not result in any cost increase nor operational impact. Potential mitigating options are being explored to bring forward equipment delivery against the revised FOC date. | 100.06 | 92.16 | -7.895262842 | The budget variance exceeds 5%. This is primarily due to the following factors. Contractor resourcing issues, meaning that some new equipment roll-out milestones have slipped beyond this FY but with no impact to the achievement of FOC by October 26 at this time. | 1774 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1573m to 1774m. This uplift reflects the increase in programme scope to include safety critical and operationally essential change required by the Front Line Commands. The programme remains affordable. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0047_1112-Q1 | Spearfish Upgrade Programme | MOD | Military Capability | To deliver in-service an upgraded submarine launched heavy-weight Torpedo that is safe, sustainable and capable of defeating modern Anti-Submarine Warfare and Anti-Surface Warfare threats in order to retain the UK’s dominance of the Underwater Battlespace. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remains at Amber. This is primarily due to the following factors. Delivery progress made to date balanced against the technical complexity of the programme and its dependencies on the submarine upkeep programme. On advice from the recent Infrastructure and Projects Authority Gateway Review, the Spearfish Upgrade Programme End-date milestone has been amended to reflect the Delivery Confidence Assessment of the entire programme rather than that of only one of the three projects which the Spearfish Upgrade Programme is dependent upon. | 2008-04-01 00:00:00 | 2025-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-03-31 to 2025-03-31. This is primarily due to the following factors. Following advice from a recent IPA Gateway Review, the Spearfish Upgrade Programme End-date milestone has been amended so that it now reflects the closure of the Spearfish Upgrade Programme through delivery by the constituent three projects, rather than being limited to just the Spearfish Upgrade Programme Weapon project. Adjustment of this milestone is purely administrative to ensure reporting is aligned with the previous and most recent Infrastructure and Projects Authority Gateway Review. | 86.84 | 68.46 | -21.16536158 | The budget variance exceeds 5%. This is primarily due to the following factors. In year variance to budget due to delays within subcontractors delivery. The Spearfish Upgrade project milestone payment has moved into next FY reflecting delays in delivery of the Spearfish Upgrade Programme Mod Kits. Since the previous Transparency report, the Programme has been directed to include the financial details for Weapon Thread and Whitehead to encompass the full programme, which is also reflected in the variance. | 1402 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 405m to 1402m. This is primarily due to the following factors. The inclusion of Weapon Thread project and Torpedo In-Service Support costs in this quarter's report as directed by the Infrastructure and Projects Authority Gateway Review. These additional projects have their own centrally approved business cases and Approved Budgetary Levels and are managed accordingly. The Torpedo In-Service Support costs reported are indicative owing to the commercial arrangements involved and include disposal costs for Spearfish Mod 0 until 2028. Through Life costs for Spearfish Mod 1 past 2028 are a planning assumption for a commercial programme currently in the `Identify` stage. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0055_1112-Q1 | Type 26 Global Combat Ship Programme | MOD | Military Capability | Type 26 Global Combat Ship Programme will procure eight Anti Submarine Warfare (ASW) ships and associated support. The ships will deliver an interoperable, survivable, available and adaptable capability, that is operable globally within the maritime battle space, to contribute to sea control for the Joint Force and contribute to maritime force projection and Joint Force command and control, with the flexibility to operate across and within the range and scale of Contingent and non-Contingent operations. This eight ship programme will deliver Anti-Submarine Warfare capability to protect strategic assets, sustain national shipbuilding capability and increase the resilience of the Naval Service. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Delay caused by a combination of outstanding engineering design volume; supply chain performance and COVID19 related slowdown resulted in a schedule re-baseline to programme Initial Operating Capability. Importantly, quality has not been compromised and T26 Frigates will be world class ships delivered in time to replace their T23 counterparts. | 2008-07-21 00:00:00 | 2035-05-01 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained on schedule to finish on 2035-05-01. | 677.21 | 693.57 | 2.415794214 | The budget variance is less than or equal to 5%. | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0056_2122-Q3 | Land Intelligence, Surveillance, Target Acquisition and Reconnaissance (ISTAR) | MOD | Military Capability | The Land Intelligence, Surveillance, Target Acquisition and Reconnaissance (ISTAR) Programme will deliver an adaptable, robust and agile system that will enable the Army to find the enemy at range in all operational environments. The bedrock of the system will be an open system architecture; designed to be fully integrated with current and future communications and information systems to enable digital integration across the Army, wider Defence, and our primary allies. This will enable a fully networked ISTAR system consisting of multiple sensors, that can be centrally commanded and coordinated. Automation will be used to speed up decision-making and reduce electronic emissions between component parts. The architecture, platforms and sensors required for the system will be developed and acquired separately, with a series of common standards ensuring that they remain compatible with the network. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The lack of sufficient workforce is the single largest factor affecting delivery confidence. Additionally, industrial capacity and complex dependencies have added time and cost, affecting the ability to synchronise outcomes across the programme. | 2019-01-25 00:00:00 | 2027-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2027-12-31. This is primarily due to the following factors. Though other sub-programme schedules within the overall programme have been delayed, ZODIAC, the core element, remains on track for delivery. The factors behind delays for other sub-programmes include delay to approvals and subsequent re-planning activities, complexity and sequencing of dependencies with other programmes, and the wider resource capacity issues in Army, delivery agents and the MOD. | 69.9 | 48.61 | -30.45779685 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme did not spend its allocated budget due to delays in all four major sub-programmes. Key external factors were approvals delays (notably with SERPENS), industrial capacity and a dynamic requirement set. Internally, under-resourcing of workforce limited the pace of work and the ability to respond to change. | 1800 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1598m to 1800m. This is primarily due to the following factors. Schedule slips have increased costs due to inflation and longer duration of standing programme delivery costs. Further cost growth is a result of additional clarity on costs as sub-programmes have matured. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0076_1213-Q1 | Astute Boats 1-7 | MOD | Military Capability | To deliver the seven Boat Astute Class within approved performance, cost and time parameters, while actively contributing to the sustainment of the UK submarine design and manufacturing capability. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Projects Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Astute build programme has achieved the majority of its build and commissioning milestones in this financial year. However, the programme remains Amber because of potential delays based on current productivity rates, and the possibility of delay during the in-water phase for Boat 6. | 1997-03-17 00:00:00 | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | The programme remains committed to building seven Astute Class submarines. Boats one to five have been delivered to the Royal Navy while the remaining two vessels are at an advanced stage of build at the BAES Shipyard. | 389.52 | 411.52 | 5.647976997 | The budget variance exceeds 5%. This is primarily due to the following factors. Increased supplier pay settlement and rates. | 11256 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 10827m. to 11256m. This is primarily due to the following factors. A revised cost estimate for completion of the programme, factoring in inflation and delivery cadence within the Shipyard. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0078_1213-Q1 | Core Production Capability | MOD | Military Capability | The Core Production Capability programme delivers safe nuclear reactor cores to meet the Royal Navy's submarine programme, now and for the long term. At closure, the programme will have provided the Royal Navy with the means to propel a renewed Deterrent submarine fleet, and will have provided the UK with a modern, safe, and Sovereign capability to manufacture further cores for a fleet of flexible and adaptable attack submarines delivered under the AUKUS agreement. | Red | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Projects Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. Ongoing challenges associated with achieving the required delivery date for the first Dreadnought submarine nuclear core and the importance of that milestone to sustaining the Continuous at Sea Deterrent. The programme is working closely with the supplier to address the risks involved to ensure core delivery remains aligned to Dreadnought Boat 1 delivery progress, whilst delivering the last core for the Astute-class of submarines. | 2012-04-23 00:00:00 | 2028-04-30 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2028-04-30. This will need to be revised to reflect scope changes later this year as a result of core requirements for AUKUS, the revised scope will likely be approved in mid 2024. | 255.8 | 249.18 | -2.587959343 | The budget variance is less than or equal to 5%. | 4051 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 3772m to 4051m. This is primarily due to the following factors. Inflation cost increases. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0079_1213-Q1 | Lightning Programme | MOD | Military Capability | F-35B Lightning is a key element of Combat Air, a 5th Generation combat air vehicle with advanced sensors, mission systems and low observable technology. The F-35B provides real strategic opportunity, and its impressive capability has already been demonstrated and is recognised. It is jointly operated by the RAF and RN from both land and sea, with a main operating base at RAF Marham which currently houses 617 Squadron and 207 Squadron, the Operational Conversion Unit (OCU). The Lightning Force growth through delivering the second squadron, 809 NAS, at RAF Marham is a key dependency for the successful delivery of a critical Defence milestone of Carrier Strike capability. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The biggest ongoing risk to Full Operating Capability (FOC) is the provision of suitably qualified and experienced engineers to meet the operational workforce requirements. Successful delivery of FOC to time, cost and quality appears feasible but issues exist requiring management attention. These appear resolvable at this stage and, if addressed promptly, should not present a cost/schedule overrun. | 2001-10-01 00:00:00 | 2025-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2069-03-31 to 2025-12-31. This is primarily due to the following factors. The programme previously reported the Out of Service Date of the aircraft in 2069 as the project end date. In accordance with IPA guidance, the end date now reflects the end of the Initial Procurement Phase. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0080_1213-Q1 | DREADNOUGHT | MOD | Military Capability | The Dreadnought Programme will maintain the UK's sovereign ability to deliver a deterrent effect by means of a submarine-launched, inter-continental ballistic missile nuclear weapon capability. The programme will achieve this by replacing in-service the current Vanguard Class SSBNs with four Dreadnought Class SSBNs. The programme requirement was detailed in the Government White Paper 2006. The Future of the UK's Nuclear Deterrent, and subsequently endorsed in both the 2015 Strategic Defence and Security Review and the 2021 Integrated Review of Security, Defence, Development and Foreign Policy. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Projects Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Dreadnought submarine programme remains on track for the First of Class HMS Dreadnought to enter service in the early 2030s. Staged investments have delivered good progress on the whole boat design, production and supporting infrastructure development. However it should be recognised for a programme of this complexity, scale and duration, there is real risk, not least from interfacing programmes of work, and it is therefore appropriate to assess as Amber in Delivery Confidence. | 2011-04-14 00:00:00 | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | The Dreadnought submarine programme remains on track for the first of Class, HMS Dreadnought, to enter service in the early 2030s. | 2552.81 | 2676.7 | 4.853083465 | The budget variance is less than or equal to 5%. | 36706 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 33989m to 36706m. This is primarily due to the following factors. Inflation costs increases. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0091_1415-Q3 | Armoured Cavalry 2025 | MOD | Military Capability | The Armoured Cavalry programme is central to the Army’s Integrated Review and Future Soldier. It will deliver a multi-role Ground Mounted Reconnaissance capability, centred on the Ajax family of vehicles and their training and support systems, into service with the British Army. The six Ajax variants will deliver a step change in capabilities compared to current in-service vehicles in the areas of Intelligence, Surveillance, Target Acquisition and Reconnaissance sensors, multi-domain integration, lethality, protection, and mobility. Ajax will equip units in both Armour and Deep Reconnaissance Strike Brigade Combat Teams in 3rd (United Kingdom) Division. 589 vehicles will be delivered through a firm-price contract with General Dynamics Land Systems (United Kingdom). | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The impact of noise and vibration upon the overall programme schedule to Full Operating Capability has been substantial. Significant effort has been made between the Army, DE&S and General Dynamics Land Systems UK (GDLS-UK) to produce a jointly agreed, risk adjusted schedule, which is being progressed to reset programme approvals against increased confidence in deliverability, compliance, and value for money. | 2014-12-04 00:00:00 | 2025-04-30 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2025-04-30. This is primarily due to the following factors. A jointly agreed, risk adjusted reset schedule is in place out to Full Operating Capability; the programme is operating to this pending formal approval of the schedule by the department and HM Treasury. | 314.42 | 231.33 | -26.42643598 | The budget variance exceeds 5%. This is primarily due to the following factors. The in-year variance (circa 83m underspent) is mainly due to the transition to the revised General Dynamic Land Systems (UK) (GD) Milestone Payment Plan that incentivises vehicle delivery and so moves 57m out of the current FY and in to future years. The remaining 26m reduction is driven by a slower ramp-up of Capability Drop 3 Production and Retrofit activities that was originally assumed. GD are currently operating 2 production lines and are working to resolve labour and supply chain issues that will enable them to expand to 4 production lines as planned. | 6979 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 6854m to 6979m. This is primarily due to the following factors. Most of the cost variances experienced over the past 12 months are re-profiling activity that affect the timing of costs rather than increases/decreases to the Whole Life Cost (WLC) total. For this reason there will have only been minor WLC changes (c.30m). The figure in the Budget WLC field reflects a 10yr budget figure, not the total WLC. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0100_1516-Q1 | Skynet 6 (aka FBLOS) | MOD | ICT | SKYNET has provided Satellite Communications to Defence and other Government Departments since the 1960s. The SKYNET 6 Programme will provide a continuity of services to all military satellite requirements. This includes a new Service Delivery contract to take on existing core services and procurement of the next generation of space-based SATCOM capability. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 has remained at Amber. This is primarily due to the following factors. Transition to a new Skynet Service Continuity Contract was successfully completed in February 2024. However, supply chain issues will delay Satellite delivery. The Programme continues to be impacted by people resource shortfalls exacerbated by civil service recruitment restrictions imposed in 2023. | 2011-01-01 00:00:00 | 2041-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2041-12-31. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0104_1617-Q1 | Armour MBT | MOD | Military Capability | The Armour Main Battle Tank (MBT) Programme will deliver the Challenger 3 (CR3) capability. Challenger 3 will be Defence’s only guaranteed, 24 hr, all weather, mobile anti-tank capability. This programme will modernise and improve the British Army’s MBTs to the standard needed on today’s battlefield. Key elements include enhanced survivability, greater lethality, improved surveillance and target acquisition as well as removing obsolescence. The currently forecasted out of service date is 2040. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. 1. Global supply chain risks and key supplier issues that could impact delivery. 2. Resource shortfalls and challenges to recruit the required skill and experience levels in the Army Programme Management Office; DE and S and key suppliers. 3. Delivery of broader capabilities required to transition the Challenger 3 (CR3) platform into service; these currently have unresourced gaps which could impact delivery within the required timeline. 4. Ability to obtain approvals and contract at pace to deliver the remaining scope of the programme in an acceptable timeframe. This mainly pertains to the Active Protection System. | 2014-12-04 00:00:00 | 2030-06-30 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2030-06-30. This is primarily due to the following factors. The programme remains on track to achieve its key milestones. These are. Initial Operating Capability (1 Squadron of tanks with crews trained to the appropriate standard and held at readiness) – November 2027. Full Operating Capability (148 tanks delivered and all Key User Requirements met subject to subsequent approvals). November 2030. The platform Critical Design Review was achieved in January 2023 providing confidence in the design and readiness for the next phases of delivery. | 217.46 | 106.86 | -50.85992826 | The budget variance exceeds 5%. This is primarily due to the following factors. The main causes of the underspend are: The alignment of the Rheinmetall BAE Land Systems (RBSL) contract to the latest pre-series vehicle delivery dates, placement of the EPSOM Design and Manufacture (D&M) contract, confirmation of Government Furnished Equipment (GFE), alignment to the German Government plans for the Enhanced Kinetic Solution, the Active Protection System (APS) de-risking activity being removed, and FOREX volatility. | 1986 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1435m to 1987m. This is primarily due to the following factors. At Q4 22/23 the Baseline Whole Life cost was 1435m. Following completion of EPSOM (New Armour System) negotiations this decreased by 13m to 1422m. As at March 2024 the new WLC of 1985m includes the costings for the full EPSOM 148 Inert sets and Active Protection System D&M. The review note agreeing this uplift is still subject to approval by the Treasury. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| MOD_0105_1617-Q1 | Land Environment Tactical Communication and Information Systems | MOD | Military Capability | The LETacCIS programme consists of multiple projects with the aim of delivering the next generation of tactical military communications in the Land Environment, and providing the means to make informed and timely decisions, enabled by agile Communication Information Systems (CIS). The LETacCIS programme is delivered by a partnership of Army Headquarters and Defence Digital’s Tactical Systems (TacSys) Service Executive, working as one team in collaboration with key industry partners. | Amber | Not Applicable | Compared to Financial Year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors: Following a review of requirements under Project IRIS of the Land Domain Deployed Digital Ecosystem, and a reprofiling of the MORPHEUS Control Total, there is now an associated pause to realign MORPHEUS. This will require further capability enhancement to Bowman Combat Infrastructure and Platform (BCIP) to mitigate the delay to MORPHEUS, in addition to BCIP security and operating system obsolescence. The wider programme funding remains unaltered, with no impact to the other major change projects (ie. BCIP 5.7, DSA and TRINITY). | 2013-10-16 00:00:00 | 2035-12-31 00:00:00 | Compared to Financial Year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2035-12-31. This is primarily due to the following factors: Whilst the Balance of Investment (BoI) decision made in Q3 will delay MORPEHUS, and there has been slippage in DSA and TRINITY, the schedule for the programme overall remains on track. Regaining momentum on TRINITY (now on contract) is achievable and work is underway. DSA will be subject to a thorough review of its delivery strategy and timeline, with a re-baselined schedule to follow in 2024/25 once the analysis is complete. | 174.8 | 136.18 | -22.09382151 | The budget variance exceeds 5%. This is primarily due to the following factors. The Programme forecast currently shows an underspend against Control Total of £39M, related to prioritisation decisions related to MORPHEUS and Dismounted Situational Awareness (DSA). | 13431 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 13523m to 13431m. This is primarily due to the following factors. The main cost driver to the reduction in WLC has been the termination of project NIOBE and subsequent removal of In Year and future Control Totals. Previous Balance of Investment (BoI) decisions resulted in a reprofiling to Project MORPHEUS (a major LETacCIS Cat A project). The Budget Whole Life Cost (WLC) does not currently reflect the BoI reprofile. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0107_1617-Q1 | PROTECTOR | MOD | Military Capability | Protector will provide a certified remotely piloted air system with enhanced capabilities (to 2040) over those currently provided by the inservice Reaper air system. Protector will provide armed, long range, persistent wide area surveillance with various sensors and be based at RAF Waddington in Lincolnshire. | Red | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Red. This is primarily due to the following factors. Despite significant challenges, particularly relating to Equipment, Infrastructure and Information Defence Lines of Development, the Protector programme maintained its Amber Delivery Confidence Assessment and continued to manage risks and work through mitigations to progress towards the key milestones. Following the December 23 Gateway 0/4 (Strategic Assessment/Readiness for Service) Review, the Delivery Confidence has been moved to Red in response to a delay in receiving approval to re-baseline the Programme’s milestones and provides the route to Green. | 2009-04-30 00:00:00 | 2026-06-30 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2038-03-30 to 2026-06-30. This is primarily due to the following factors. The programme previously reported the Out of Service Date as the project end date. In accordance with IPA guidance, the end date now reflects the point after Full Operating Capability (FOC) has been achieved and the Programme transferred to Business as Usual and graduated from the GMPP. | 222.82 | 153.43 | -31.14172875 | The budget variance exceeds 5%. This is primarily due to the following factors. Slippage in both the Protector Main and Enhance Protector Programmes partially offset by FOREX adjustments against the main programme. | 1463 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1345m to 1463m. This is primarily due to the following factors. This is primarily due to the following factors. The Review Note has captured and fairly attributed cost growth as appropriate, to programmatic and macro-economic factors that have affected the delivery and affordability of the Programme. Foreign Exchange Rate increases are a significant factor for the cost growth. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0109_1617-Q2 | New Style of Information Technology Deployed | MOD | Military Capability | The Programme aims to deliver an MOD-owned; highly secure; technologically advanced and evolutionary communications and information service that connects war-fighters and enables information advantage across the operational landscape. It will provide operational commanders in the Maritime and Land environments with a modern; enduring mission configurable command and control IT system that will deliver the operational services that they require at OFFICIAL; SECRET and Mission SECRET classifications. The in-house delivery of this new system; known as OpNET; will replace multiple deployable IT systems and will allow the MOD to extract itself from expensive; monolithic support contracts. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 22/23-Q4 remained at Amber. This is primarily due to the following factors. Delivery to the Maritime Environment remains complex and is regularly impacted by changes to platform availability. There are also ongoing concerns relating to resourcing in the face of centrally driven reductions in headcount. | 2015-04-01 00:00:00 | 2029-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2028-03-31 to 2029-03-31. This is primarily due to the following factors. Project End Date adjusted to align with Full Business Case 3 which was approved in December 2023. Full Operating Capability is now forecast to be declared in April 2030 primarily due to ship availability beyond the current approval caused by changes in operational deployments. | 113.69 | 93.61 | -17.66206351 | The budget variance exceeds 5%. This is primarily due to the following factors. The key factors are in year unspent risk inside costing, efficiencies mainly against material purchases, changed costing and further deferred costings. Further increases in the following year will be dependant on funding uplifts for deferred measures. | 1397 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 835m. to 1397m. This is primarily due to the following factors. Approval of Full Business Case 3 covering the next 5 years was received in December 2023. The in year variance resulted in a net 17m reduction in the Whole Life Costs. Further offsets against the in year deferrals will be dependant on funding uplifts in FY24/25. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0110_1718-Q1 | MODnet Evolve | MOD | ICT | MODNET Evolve provides the essential base IT infrastructure needed by the MOD at OFFICIAL and SECRET on exit from the current contract with the ATLAS consortium. It achieves independence from major monolithic IT contracts by disaggregating them into components; and driving better value for money by exploiting the increasing commoditisation of modern IT services. Additionally; the associated ‘in-housing’ of key IT management capabilities enables MOD to regain control of its IT design; providing the basis for a single enterprise architecture that will meet the MOD's evolving business needs. | Red | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The IPA’s review, conducted ten months previously in May 23, assessed that while there is greater delivery confidence with the MODNet Official project there remains uncertainty with the strategic alignment of the Future SECRET project which may, as a result, encounter delays with the Outline Business Case submission. The SROs 23/24-Q4 Delivery Confidence Assessment of Amber was confirmed by the IPA the following month, in April 2024 when an Assurance Review recognised the significant progress made against the Action Plan. | 2016-02-29 00:00:00 | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0111_1718-Q1 | Joint Crypt Key Programme | MOD | Military Capability | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | Exempt under Section 26 of Freedom of Information Act 2000 (Exempt under Section 26 of the Freedom of Information Act 2000 (Defence)). | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0112_1718-Q1 | Type 31e | MOD | Military Capability | The Type 31 (T31) general purpose frigate programme is designed to deliver a general-purpose frigate capability and act as the pathfinder programme for the Government's National Shipbuilding Strategy. From the mid-2020s, T31 will be at the heart of the Royal Navy’s surface fleet, deterring aggression and maintaining the security of the UK’s interests. They will work alongside our Allies to deliver a credible UK-warship presence across the globe. Flexible and adaptable by design, T31 frigates will undertake missions such as interception and disruption of those using the sea for unlawful purposes, collecting intelligence, conducting defence engagement and assisting those in need. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remain at Amber. This is primarily due to the following factors. Successful delivery appears feasible but significant issues remain, requiring sustained management attention and mitigation. A commercial dispute with the Shipbuilder has been settled and the impact of inflation and a shortage of shipbuilding skills have been partially mitigated. Challenges also remain in proving the first of Class against an ambitious build timeline, a new combat system for the Royal Navy and the complex integration challenge. | 2016-04-01 00:00:00 | 2030-05-31 00:00:00 | Compared to financial year 22/23-Q4 the project's end-date at 23/24-Q4 increased from 2029-03-31 to 2030-05-31. This is primarily due to the following factors. Pressure to the schedule following dispute settlement is being assessed through schedule risk analysis and identification of opportunities between the MOD and Contractor. Any identified impact to Approved Dates will be subject to GMPP governance processes with the appropriate Approval Authorities. | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0114_1718-Q1 | Defence Estate Optimisation | MOD | Military Capability | Defence Estate Optimisation (DEO) Portfolio is a long-term investment of 5.1bn to modernise the defence estate. It is an ambitious portfolio of construction activity, unit and personnel moves; and site disposals that will deliver a better structured, modern, and more sustainable estate to support military capability. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Projects Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. An IPA review in January 2024 confirmed the Review Team were “satisfied with the close monitoring of Portfolio activities underway, continued monitoring of external events affecting the Portfolio and the adoption of previous recommendations.â€. It was recognised that the “governance structure based around central management was clearly working well and supports strong working relationships while providing a defence wide perspective and is a key driver for the current and future successâ€. The Portfolio is now in the delivery phase, successfully implementing the Contract Permissioning Group (CPG), designed to improve the efficiency and pace of approvals, and reduce procurement timeline for projects by up to 18 months. | 2016-09-30 00:00:00 | 2041-03-31 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remained scheduled to finish on 2041-03-31. The portfolio has been re-baselined but the overall completion date has not been impacted. | 159.316 | 105.757 | -33.61809234 | The budget variance exceeds 5%. This is primarily due to the following factors. The adoption and refinement of project delivery under the new Delivery Commercial Procurement Strategy throughout Defence Estate Optimisation has resulted in in-year funding being allocated into future years, in line with the new approach to design and build. Additionally there have been legal, commercial and security challenges leading to delays due to changes in procurement strategy and design scope. Resulting in a reprofile of spend into future years. | 5208 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 5438m to 5208m. This is primarily due to the following factors. Last year’s budget was set against Portfolio Baseline Version 11. The Defence Estate Optimisation budgets have been realigned to Version 12, which now includes the adoption of the new Delivery Commercial Procurement Strategy and endorsed by the Portfolio Board. As such programme schedules have been updated to align with this framework. The outcome has been the reprofiling of projects across the portfolio, culminating in reduced costs overall. | 17656 | At financial year 23/24-Q4, the projected departmental benefits were 17656m. This is primarily due to the following factors. Disposal receipts received from disposed sites, reduced infrastructure running costs and avoidance of lifecycle replacement costs at vacated sites together with the removal of projects from the portfolio. |
| MOD_0115_1718-Q2 | Mechanised Infantry Programme | MOD | Military Capability | The Mechanised Infantry Programme will deliver modern wheeled Armoured Personnel Carriers that can perform a range of roles to support the Infantry, Combat Support, and Combat Service Support elements across new Brigade Combat Teams - a new concept emerging from the Integrated Review. The vehicles will be a significant contribution to enabling a highly deployable, networked force to operate differently from conventional industrial age combat forces, offering unique competitive advantage whether fighting, peacekeeping or delivering humanitarian aid. | Not Applicable | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme still forecasts to meet its approved Initial Operating Capability in October 2025 but there are increased risks requiring strong management action. The lead contractors of ARTEC (a supplier), Rheinmetall, and Krauss Maffei Wegmann Nexter Defence Systems (KNDS) have not yet stabilised or fully resolved their ongoing supply chain delays to vehicle production, which is also impacting other areas including training. Further remedial work is also required on Technical Documentation currently being drafted to enable acceptance and safety case work. Similar supply chain issues are also impacting the supply of Bowman communications equipment for Boxer also compounded by obsolescence and global supply chain impacts following the war in Ukraine. | 2017-10-27 00:00:00 | 2033-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2033-03-31. This is primarily due to the following factors. The programme has maintained its overall schedule forecast since Q4 2023 against the approved Initial Operating Capability of October 2025, which allowed for risk and contingency in its delivery activities. Industry delays to equipment delivery have consumed contingent float and impacted other programmes aspects, but revised delivery plans are mitigating impacts, including some joint rather than sequential trials between industry and MOD. Early training of driver and operator/maintainer instructors have been undertaken collaborative with Dutch and German allies to de-risk training design, whilst industry are switching supply chains and identifying interim or alternate components to progress trials and manufacture. | 337.18 | 144.39 | -57.1771754 | The budget variance exceeds 5%. This is primarily due to the following factors. This variance was largely due to delays to equipment delivery and Bowman Government Furnished Equipment with the remainder a combination of reprofiling for training aids, specialist tools and test equipment, and technical publications. | 6967 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 6741m. to 6967m. This is primarily due to the following factors. The Programme Whole Life Cost (WLC) Budget (not cost) to Full Operating Capability has increased by 227m since Q4 22/23 as a consequence of re-profiling from prior years into future years. As prior year control totals are not reset as a result of forecast reprofiling, this gives an artificial picture of an increase in cost. This was a direct consequence of equipment and Bowman delays and prudent risk-adjustment. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0116_1718-Q2 | Fleet Solid Support | MOD | Military Capability | Auxiliary Shipping to provide stores, ammunition and food sustainment to Naval Forces at Sea. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Projects Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Green to Amber. This is primarily due to the following factors. Since contract award in January 23, the project has been mobilising at pace to maintain the tight schedule to delivery. The prime contractor with the other members of Team Resolute are actively recruiting to build capability and capacity, with physical delivery focused on infrastructure investment and competing major sub-contracts for ship equipment. The reduction in DCA reflects the challenges recognised in maintaining a tight schedule against a difficult supply chain picture, post contract safety regulatory driven change and internal and external workforce retention and growth issues. | 2016-03-14 00:00:00 | 2033-03-31 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remained on schedule to finish 2033-03-31. | 248.95 | 227.92 | -8.447479414 | The budget variance exceeds 5%. This is primarily due to the following factors. Reprofiling across the programme which reflects the latest forecasting, factoring in a slight delay in achieving sub-contracting milestones and an adjustment to delivery of Government Furnished Equipment to align with the prime contract schedule. | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0118_1718-Q3 | Clyde Infrastructure | MOD | Military Capability | The HMNB Clyde Infrastructure Programme has been established to manage the design, delivery and transition into operational use of new build and updated infrastructure facilities at HMNB Clyde in order to enable the continued safe and secure operation of submarines, support the arrival of the next generation Dreadnought SSBNs, and create a single submarine centre of specialisation. With an estimated budget of £1.8Bn, it is a programme of strategic national importance that is critical to sustaining Continuous At Sea Deterrence (CASD), and the safe, sustainable and cost effective operation of the Submarine Force. The end state of the programme will be “An integrated submarine operating base at Clyde, supporting a Submarine Force that is safe, secure, sustainable, resilient and ready to excel in operations out to 2067.†| Amber | Not Applicable | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Sustaining delivery to plan will take significant effort (people and funds) over the next 4 years as CIP delivers the most complex phase of the programme in close proximity to submarine operations. The two main issues affecting delivery confidence are, delivery planning for recapitalisation of existing facilities while they continue to be used for submarine operations, and attracting and retaining skilled staff, particularly with nuclear skills but also with programme/project skills, to a remote site in a very tight labour market in western Scotland. | 2015-09-07 00:00:00 | 2032-04-01 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remained scheduled to finish on 2032-04-01 | 109.45 | 97.61 | -10.81772499 | The budget variance exceeds 5%. This is primarily due to the following factors. Rebaseline exercises across the Coulport Portfolio and Northern Engineering Building Value Engineering exercise, resulting in delay in placing contract and slippage into next FY. | 1870 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1869m. to 1870m. This is primarily due to the following factors. The programme has been subject to Reference Class Forecasting (RCF) analysis, focused on the Faslane and Coulport portfolios and the challenges in delivering in a nuclear and operational environment. From this RCF analysis a revised forecast has been introduced which has increased the WLC of the programme. This considers the impacts of operational constraints, resource availability, extraordinary inflation and material availability. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0119_1920-Q2 | Armed Forces Recruiting Programme | MOD | Military Capability | The Armed Forces Recruiting Programme is the Tri-Service programme responsible for delivering a single, common Tri-Service Recruiting Operating Model for the Armed Forces. The Programme seeks to bring the three single Service recruiting activities together under one future recruiting service with a commercial partner and a single digital platform. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The most recent IPA review (October 2023) resulted in an Amber rating. Progress against required actions related to governance and confirming delivery timescales was achieved in advance of this review and enabled a focus on business readiness to transition to the new service from Contract Award, April 2025. All recommended actions are now being undertaken by the programme team ahead of a provisional Gateway 3 Review in September 2024. | 2018-03-15 00:00:00 | 2028-04-30 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2028-04-30. This is primarily due to the following factors. AFRP gained approval (June 2023) during the assessment phase through Review Note 2 to extend competitive dialogue, subsequent to this, the programme has established an updated plan that includes a phased contract transition from Contract Award (CA) in April 2025 through to October 2027. The programme is on track against this revised baseline, with key future activities being evaluation and moderation of final bids, leading into Full Business Case Approvals ahead of CA in April 2025. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0120_2021-Q2 | E7 Wedgetail | MOD | Military Capability | The E-7 Wedgetail programme will provide a 5th generation Airborne Early Warning and Control (AEW and C) capability, with a Multi-role Electronically Scanned Array radar, that is interoperable and interchangeable with key allies to an anticipated Out-of-Service date of at least 2042. | Red | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Red. This is primarily due to the following factors. There are affordability and equipment delivery schedule risks and issues. These will be addressed in the Full Business Case that is planned for submission to the Approving Authority in the first half of Financial Year 24/25. | 2018-05-08 00:00:00 | 2027-06-01 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained scheduled to finish on 2027-06-01. This is primarily due to the following factors. Although unchanged from last year, the Programme’s scheduled end date is currently seeking revision as challenges within the global supply chain, retention of an appropriately skilled workforce at the modification facility and an increase in certification complexity in the aviation sector has caused delays to the In Service Date. | 247.51 | 248.5 | 0.399983839 | The budget variance is less than or equal to 5%. | 2053 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1877m to 2053m. This is primarily due to the following factors. The result of more budget being released to match the forecast costs of the Programme. The WLC figure presented at Q4 23/24 is within the current Approved Budgetary Level for the Programme which remains unchanged from Q4 22/23. The final WLC will be included in the Programme’s Full Business Case. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0121_2021-Q4 | Collective Training Transformation Programme | MOD | Military Capability | The Collective Training Transformation Programme (CTTP) will deliver the Future Collective Training System (FCTS) to transform collective training for the Army. Through a long-term, collaborative relationship with industry the FCTS will deliver increased training system flexibility to allow the Army to train when, where and how it needs in order to meet Defence outputs. Through improved access to data analytics and a more flexible blend of live, virtual, and constructive training, the FCTS will improve the training enterprise and experience for soldiers and commanders at all levels. | Red | Not Applicable | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. Chronic under-resourcing of the programme team and the impact of delays to the commercial process. | 2018-10-12 00:00:00 | 2032-03-31 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remained scheduled to finish on 2032-03-31. | 19.7 | 9.87 | -49.89847716 | The budget variance exceeds 5%. This is primarily due to the following factors. Underspend due to delays in the build programme for some training infrastructure works which are being funded as pathfinders for CTTP. The delays will not affect the programme overall. | 1981 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 974m. to 1981m. This is primarily due to the following factors. Due to a change to the way the programme has reported in the past, the previous WLC provided was the 10 year cost profile. The current WLC is the true cost of the programme, hence the reported increase since last year's report. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0122_2021-Q4 | Future Combat Air System | MOD | Military Capability | The Future Combat Air System Acquisition Programme will identify the combat air system to replace Typhoon, which will retire from service from the mid-2030s. FCAS will be primarily responsible for delivering Control of the Air, and contribute to Attack and Information, Surveillance and Reconnaissance. Military advantage in Combat Air will require a System of highly adaptable and networked capabilities, that together deliver military effects greater than the sum of the parts. Able to operate inside a multi-domain information environment or in isolation, the system will exploit open mission architectures to allow freedom of modification and rapid technology insertion. The System will be enabled through a combination of core platforms, uncrewed additives and complex weapons with the optimal force mix to be determined during the Concept and Assessment Phase. An international programme by design, the UK is working with several international partners to define the longer-term partnership construct for the Enterprise | Red | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. This is a reflection of the Programme’s relative maturity, its scale, pace and the complex challenges involved in the successful long-term delivery of a 6th generation fighter jet. The IPA have reported that a RED DCA would be expected at this stage. Significant achievements have already been made, having recently signed a treaty with tri-lateral Global Combat Air Programme (GCAP) partners Italy and Japan in December 2023, but the Programme remains in the early stages of development and we recognise the scale of challenges to stand up a programme of this nature. We are taking actions to address this at the start of the Programme, by learning the lessons of the past and from similarly large and complex projects. | 2019-04-26 00:00:00 | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | 402.59 | 504.05 | 25.20181823 | The budget variance exceeds 5%. This is primarily due to the following factors. MOD approved uplift to maintain pace with the required Trilateral Global Combat Air Programme (GCAP) schedule, especially on Product Definition and critical enabling activity (such as Secure Infrastructure and Digital Infrastructure)’. | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0123_2021-Q4 | Maritime Electronic Warfare Programme | MOD | Military Capability | Maritime Electronic Warfare Programme consists of two projects, the Maritime Electronic Warfare System Integrated Capability and the Electronic Warfare Countermeasures project. The Maritime Electronic Warfare System Integrated Capability will deliver a digital system able to detect, locate and identify Radio Frequency emitters and assist in decision making at the accelerated speeds that modern Anti-Ship Missiles defence requires. The Electronic Warfare Countermeasures project will deliver a trainable decoy launcher and an off-board decoy which, when combined with the existing suite of Electronic Warfare Countermeasures, will deliver a system fit for the modern era to defend individual Royal Navy surface ships and Task Groups against Anti-Ship Missiles threats likely be to be encountered out to 2040. The programme will deliver improved operational effectiveness through better force protection and a greater contribution to intelligence collection and will reduce through life costs by utilising an open architecture design. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remains at Amber. This is primarily due to the following factors. Delivery confidence for Maritime Electronic Warfare System Integrated Capability Increment 1 continues to improve as the Demonstration phase proceeds to Factory Acceptance Test in January 2025. The Electronic Warfare Countermeasures 1a contract was awarded which will deliver a trainable decoy launcher. Electronic Warfare Countermeasures 1b remains in the concept phase with options for delivery being considered. Maritime Electronic Warfare Programme remains Amber due to the inter-dependency with the Type 26/Type 31 shipbuilding programmes. Integration activity will need to take place concurrently across platform classes and equipment fitting opportunities are subject to ship availability and build schedules. | 2016-09-30 00:00:00 | 2035-10-29 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remained scheduled to complete on 2035-10-29. This is primarily due to the following factors. This is dependent on the programme end date being linked to the Type 26/Type 31 shipbuilding programmes, specifically the In-Service Date of the last Type 26 frigate. | 31.22 | 19.56 | -37.34785394 | The budget variance exceeds 5%. This is primarily due to the following factors. Maritime Electronic Warfare System Integrated Capability Increment 1 Critical Design Review was extended to ensure the maturity of the solution was sufficient to safeguard the manufacture phase of the programme. The Electronic Warfare Countermeasures 1a contract award was placed 2 months later to allow for final maturation and contract placement. Variance has been treated through reprofiling . | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0124_2021-Q4 | Mine Hunting Capability | MOD | Military Capability | The Mine Hunting Programme will provide an agile, interoperable, and survivable capability using emerging Maritime Autonomous Systems. This will enable strategic, operational and tactical freedom of manoeuvre and exploitation of the battle space, in order to assure and sustain the delivery of Maritime Force Projection and Maritime Security capabilities, at the time and place of the UK’s choosing across the range of Standing Commitments and Operations, by defeating static underwater threats. The aim is to deliver a managed transition from current Mine Counter Measures Vessels to future Maritime Autonomous Systems capabilities whilst sustaining and, where possible, improving capability delivery. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remains at Amber. This is primarily due to the following factors. Historical poor supplier performance on Block 1. | 2014-10-01 00:00:00 | 2034-03-31 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remains at 2034-03-31. This is primarily due to the following factors. Operational Evaluation Unit has deployed to the Gulf and Offshore Support Vessel has delivered to Devonport in accordance with the schedule. Despite challenges, Block 1 remains on scheduled to conclude within approval. | 44.3 | 30.4 | -31.37697517 | The budget variance exceeds 5% this is primarily due to the following factors. Contractor performance and reprioritisation on MHC Block 1, which has required some re-profiling after prioritisation of Autonomous Underwater Vehicle re-role activity. This has been reprofiled into future years as part of a Programme Cost Review. | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0125_2021-Q4 | New Medium Helicopter | MOD | Military Capability | The New Medium Helicopter programme intends to rationalise up to five rotary wing requirements under one aircraft-type. This approach will maximise commonality allowing improvements in efficiency and operational flexibility. The user requires a multi-role platform to operate in all environments in support of Defence tasks and across a spectrum of threats. An open systems architecture is required to allow for rapid employment of different role-fits and carry-on equipment. This will enable efficient future development to meet the demands of a changing threat environment. | Green | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber to Green. This is primarily due to the following factors. Invitation to Negotiate release on 27/02/24, meaning the three candidate suppliers will now compile their bids to be evaluated by the Ministry of Defence to determine the winning bidder. | 2021-04-30 00:00:00 | 2032-09-30 00:00:00 | Compared to financial year 22/23-Q4, the programme's end-date at 23/24-Q4 remained scheduled to finish on 2032-09-30. | 4.23 | 1.85 | -56.26477541 | The budget variance exceeds 5%. This is primarily due to the following factors. At this stage funds are required for critical project management and capability analysis work. The underspend is the result of the significant delay to securing Outline Business Case approval and Invitation-to-Negotiate release which faded several activities into Financial Year 24/25. | 1329 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1329m. This is primarily due to the following factors. Programme expenditure has been largely stable, with a small adjustment to account for an infrastructure study costing less than originally anticipated. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0126_2021-Q4 | Next Generation (fixed) Communication Network | MOD | ICT | The intent of the Next Generation (fixed) Communications Network (NGCN) Programme is to develop a secure; singular; modern enterprise network which connects sensors; effectors; and deciders across military and business domains. NGCN will form a key part of the Digital Backbone for Defence; delivering network services and technical components that are essential to the delivery of the Digital Strategy for Defence. | Red | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Red. This is primarily due to the following factors. The risk, complexity and cost to migrating existing services are greater than previously anticipated. A new schedule to time and cost is currently awaiting approval. Once approved the programme can proceed with market engagement. Due to sector wide shortages in highly skilled areas recruitment continues to threaten the delivery schedule. | 2021-04-28 00:00:00 | 2030-12-11 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained on schedule to finish on 2030-12-11. This primarily due to the following factors. The programme schedule has been revised to take into account further understanding of the complexity of transitioning to new services without compromising current capability. This has not impacted the overall schedule. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0128_2021-Q4 | Project Bramley | MOD | ICT | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (Exempt under Section 24 of the Freedom of Information Act 2000 (National security)) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0132_2122-Q1 | MENSA | MOD | Military Capability | MENSA is the replacement capability for assembly and disassembly of current and future nuclear warheads in support of HMG's strategic deterrent. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The project has been challenged to maintain pace whilst managing a complex schedule and a testing supply chain environment. The project continues to make progress and is nearing finishing construction. | 2011-08-31 00:00:00 | Exempt under Sections 24 and 26 of the Freedom of Information Act 2000 | The project has been challenged to maintain pace whilst managing a complex schedule and a testing supply chain environment. The project continues to make progress and is nearing the completion of construction. | 268.6 | 230.41 | -14.21816828 | The budget variance exceeds 5%. This is primarily due to the following factors. Completing a commercial reset to address supply chain performance took longer than anticipated due to legal and commercial complexities, with schedule adherence still an issue for the project. | 2744 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 2161m to 2744m. This is primarily due to the following factors. Prolongation associated with the projects complexity and interdependencies between supply chain partners, as well as supply chain performance, capability and capacity. The project remains affordable and within its Whole Life Costs budget. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0134_2122-Q1 | TEUTATES | MOD | Military Capability | As part of the 2010 Lancaster House Agreements; a Treaty was established on a joint radiographic/hydrodynamics capability with France known as Teutates. The programme covers the joint construction; funding; and operation of a new hydrodynamics facility in France; at Epure; near Dijon; and a technology development centre and interim firing point in the UK at the Atomic Weapons Establishment; at Aldermaston. These facilities will enable each country to undertake hydrodynamic experiments in a secure environment. The trials will be in a jointly operated facility but conducted on a national basis and are needed to underwrite the safety and performance of our nuclear weapon stockpile. | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | 2013-04-01 00:00:00 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | Exempt under Sections 24, 26 and 27 of the Freedom of Information Act 2000 | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0135_2122-Q1 | Submarine Dismantling Project | MOD | Military Capability | The Submarine Dismantling Project covers the preparation and execution of safely and securely dismantling the first defueled and decommissioned Royal Navy submarine, in Rosyth, by 2026. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The project is continuing to progress in line with its maturing schedule, however, this is a novel and complex project and learning by doing encounters difficulty and challenge that cannot necessarily be planned for. | 2013-03-29 00:00:00 | 2027-03-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 is scheduled to finish on 2027-03-31. The date is based on a maturing schedule and its achievability. This date represents the formal closure of the project and is separate from the milestone to complete the dismantling of Swiftsure by 2026. | 48.49 | 42.31 | -12.74489585 | The budget variance exceeds 5%. This is primarily due to the following factors. Labour and materials cost reprofiling. | 362 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 298m. to 362m. This is primarily due to the following factors. An increase in the number of employees required to complete the work and the impact of inflation e.g. the rising cost of materials. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0136_2122-Q1 | Naval Support Integrated Global Network (NSIGN) | MOD | Military Capability | The Naval Support Integrated Global Network is the re-provision of the services contracted through Future Maritime Support Programme. Whilst The Naval Support Integrated Global Network will continue to develop the market facing transformation (a combination of single source and competition) it will also utilise Defence frameworks wherever possible, expand the scope for Ships to align the complex and non-complex, provide choice for how the Royal Navy will operate in the future and look at scope boundaries/opportunities where The Naval Support Integrated Global Network could deliver more effectively. The Strategic Outline Case was approved in March 2024 and the Programme is now in the Concept Phase. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. This reflects the significant progress made by the Programme through the difficult early phase of mobilisation and accurately reflects the challenges of mobilisation, scope definition, solution design and alignment. | 2021-12-01 00:00:00 | 2030-03-22 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2029-03-22 to 2029-09-25. This is primarily due to the following factors. Changes in key milestones reflect the delay on transition to the Concept Phase, as a result of a protracted Strategic Outline Case approval and the reality of a Programme early in the scoping and solution design phase. | Not Available | Not Available | 0 | With scope and solution design still to be finalised in May 2024, the full cost model and analysis of affordability has not been completed. | Not Available | With scope and solution design still to be finalised in May 2024, the full cost model and analysis of affordability has not been completed. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| MOD_0137_2122-Q1 | European Common Radar System Mk 2 | MOD | Military Capability | The Phase 4 Enhancement (P4E) to the Typhoon aircraft includes upgrades to mission management systems, GPS resilience and navigational precision. It also provides the vehicle for the integration of the European Common Radar System (ECRS) Mk2 onto the aircraft. The radar is being developed to enable the aircraft to simultaneously detect, identify and track various targets on land and in the air and is vital to maintain Typhoon’s control of the air. It also provides a new Electronic Warfare capability and sustains Typhoon capability to operate in contested and congested Electromagnetic environments. The programme is being delivered via multiple interdependent contracts. Radar development is being led nationally by the UK, whereas the wider P4E changes to the aircraft systems are being developed with the other Typhoon Partner Nations as part of the international Eurofighter Programme. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Despite delayed completion of the System Critical Design Review from September 21 to November 23, closure of outstanding action is expected in April 24. This has not impacted on the critical path development activities towards the Initial Operating Capability which are centred around antenna development which is progressing in parallel. With the earlier placement of the Phase 1 contract with industry partners, allocation of sub-contracts with suppliers to secure long-lead and high value materials within the terms of the Instruction to Proceed is ongoing. | 2021-07-01 00:00:00 | 2032-08-01 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2023-01-20 to 2032-08-01. This is primarily due to the following factors. The Q4 22/23 end date of 2023-01-20 was incorrect. It should have read 2032-08-01 and so is unchanged at Q4 23/24. Initial Operating Capability (IOC) and Full Operating Capability dates remain unchanged despite the delay to the System Critical Design Review. The establishment of a joint programme governance structure has allowed MOD and Industry to share information effectively and prioritise resources to maintain the schedule. The agreement of a proposal to complete radar development up to IOC has decreased the risk of schedule slippage in this area. Although progress has been made with the other Typhoon Partner Nations and their industries in fixing the scope and schedule of the development of the wider aircraft changes needed to integrate the radar and introduce other P4E capabilities, risk remains. | 140.09 | 221.93 | 58.41958741 | The budget variance exceeds 5%. This is primarily due to the following factors. An intentional bring forward of spend by reprofiling costs from future years. | 2904 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 2740m to 2904m. This is primarily due to the following factors. Reflects release of further budget to the Programme including the allocation of a budget for FY 32/33. The Programme’s Full Business Case was approved in March 2022 securing an Approved Budgetary Level (ABL) funding envelope which covers the equipment’s design and manufacture through to its Full Operating Capability and subsequent likely out of service date. There has been no change to the programmes requirements and the increase in Budgeted WLC is contained within the extant ABL. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0138_2122-Q1 | Sea Venom | MOD | Military Capability | The Future Anti-Surface Guided Weapon (FASGW) is required to enable the Wildcat Helicopter to deliver kinetic effect against, and defeat difficult targets in the complex littoral and maritime environments, that lie outside the capabilities of other anti-ship weapon systems. Sea Venom delivers an element of the overall anti-surface combatant lethality required by the Royal Navy. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Programme remains operational within the rebaselined schedule and costs. The Delivery Confidence Assessment of AMBER was endorsed by an IPA Review in July 2023. Positive progress is being made towards the first live firing of the weapon from the Wildcat helicopter but a number of integration risks need to be resolved before the assessment could improve to Green. | 2014-03-03 00:00:00 | 2029-12-21 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2047-12-31 to 2029-12-21. This is primarily due to the following factors. The programme end date was previously aligned with the Wildcat helicopter's planned out of service date in 2045 but has now been defined as the point at which the military capability has been delivered to the Royal Navy and the programme team has disbanded. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0139_2122-Q1 | Future Cruise Anti Ship Weapon (FCASW) | MOD | Military Capability | This programme aims to achieve delivery of a next generation complex weapon for the UK to meet the RAF’s Selective Precision Effect At Range Capability 5 (SPEAR 5) and the Navy’s Future Offensive Surface Warfare requirements. In doing so it is the cornerstone of UK / French bilateral cooperation as part of the ‘Lancaster House Treaty’ and supports UK Freedom of Action, Operational Advantage, prosperity and critical UK industrial capability in the complex weapons arena. | Amber | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme is two thirds of the way through the Assessment Phase with evaluation of all the potential options available on track. The programme remains on course to deliver this phase to within the current approvals envelope regarding cost and time. The Delivery Confidence Assessment of AMBER was also endorsed by an IPA Assurance Review in December 2023. | 2017-07-01 00:00:00 | 2037-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2070-03-01 to 2037-12-31. This is primarily due to the following factors. The previous date provided was the Out of Service Date. To achieve consistency with all other performance reporting the project end data has been used for this year. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0140_2122-Q1 | Spearcap 3 | MOD | Military Capability | This programme aims to achieve delivery and integration of Spear Cap 3; which will deliver the principal air-to-ground weapon for UK F-35 and is critical to the aircraft's Attack and Control of the Air capabilities in contested environments. | Red | Not Applicable | Compared to financial year 22/23-Q4, the Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. Compounded delays and issues have led to a requirement to re-baseline the programme. There are challenges with resourcing sufficient suitably qualified and experienced people across defence, the programme and delivery teams; and within industry. Programme governance and the availability management information is also being refreshed alongside a plan to improve Programme performance. Opportunities to spiral capability developments to ensure capability is delivered at the earliest opportunity are being considered by the SRO. | 2020-09-30 00:00:00 | 2030-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2047-12-31 to 2030-12-31. This is primarily due to the following factors. The previous programme end date provided was the Out of Service date, but now reflects the date at which the capability has been delivered and the programme team will no longer be required. The programme is currently undergoing a rebaselining which may further affect the programme end date. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0141_2122-Q1 | Brimstone 3 | MOD | Military Capability | Brimstone 3 (B3) sustains the precise, low-collateral air-to-surface Brimstone capability on the Typhoon platform, it is also planned to be integrated onto the Protector platform. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Red to Amber. This is primarily due to the following factors. The Delivery Confidence Assessment of AMBER was endorsed by an IPA Review in February 2024. There are still concerns in relation to people capability and capacity, programme management information and partnering culture which are negatively impacting the programme. There are challenges with resourcing sufficient suitably qualified and experienced people across the programme and delivery teams, and within industry. Programme Governance and the availability of Management Information is also being refreshed alongside a plan to improve Programme performance. Opportunities to spiral capability developments to ensure capability is delivered at the earliest opportunity are being considered by the SRO. | 2017-03-23 00:00:00 | 2028-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 has decreased from 2029-12-30 to 2028-12-31. This is primarily due to the following factors. The previous date provided was the OSD (Out of Service Date). The programme is also undergoing a rebaselining activity which may alter the end date again. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0142_2122-Q1 | Martlet | MOD | Military Capability | The Future Anti-Surface Guided Weapon (FASGW) is required to enable Wildcat helicopter to deliver kinetic effect against and defeat difficult targets in the complex littoral and maritime environments, that lie outside the capabilities of other anti-ship weapon systems. Martlet provides MOD with capability against close-in and fast-moving threats, as a critical part of the layered defence of a Maritime Task Group. | Not Applicable | Green | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Green. This is primarily due to the following factors. Martlet has achieved its Initial Operating Capability. It has moved into regular use with contracted in-service support and achievement of Full Operating Capability is on target to be achieved in 2025. | 2011-04-30 00:00:00 | 2025-12-19 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2045-03-30 to 2025-12-19. This is primarily due to the following factors. The programme end date was previously aligned with the Wildcat helicopter's planned out of service date in 2045 but has now been defined as the point at which the military capability has been delivered to the Royal Navy and the programme team has disbanded. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0143_2122-Q1 | Meteor | MOD | Military Capability | This programme aims to achieve sustainment of a world beating Beyond Visual Range Air to Air Missile (BVRAAM) capability with our Meteor Partners (FRA, GE, SP, IT and SWE) to share cost and reap the benefits from competing in the global BVRAAM export market. | Not Applicable | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. There is uncertainty regarding the scale and shape of any future Meteor development and challenges in reaching consensus on the development path for Meteor across all six Partner Nations. Timescales for Meteor Lightning II integration remains uncertain due to the dependency on the Lightning II programme's timeline. Improvements are being made with In-Service Support and missile availability. | 2002-07-15 00:00:00 | 2033-12-31 00:00:00 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2048-12-31 to 2033-12-31. This is primarily due to the following factors. The previous programme end date provided was aligned with the platform end of service date. The revised date is when the first upgraded Meteor missiles will be delivered to the UK and enter into service. The programme schedule, and end date, are subject to change during 2024 (and potentially 2025) as Partner Nations aim to reach a consensus on the development path for Meteor. | Exempt under Section 27 of the Freedom of Information Act 2000 (International Relations) | Exempt under Section 27 of the Freedom of Information Act 2000 (International Relations) | Exempt under Section 27 of the Freedom of Information Act 2000 (International Relations) | Exempt under Section 27 of the Freedom of Information Act 2000 (International relations) | Exempt under Section 27 of the Freedom of Information Act 2000 (International relations) | Exempt under Section 27 of the Freedom of Information Act 2000 (International relations) | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0144_2122-Q1 | Ground Based Air Defence (GBAD) | MOD | Military Capability | The Land Ground Based Air Defence programme is striving to modernise Defence’s ground based air defence capabilities in the face of rapidly developing threats, and is very high priority for the Army. This includes the development of an integrated layered air defence system comprising countering Small Air Targets, Short and Medium Range Air Defence. | Not Applicable | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme has sustained progress in addressing recommendations of its IPA strategic review, including the resourcing of more programme staff, and the adoption of a more holistic approach to programme delivery, and a more realistic programme roadmap. | 2018-07-02 00:00:00 | 2033-12-31 00:00:00 | The project's end-date at 23/24-Q4 is scheduled to finish on 2033-12-30. | 61.77 | 69.37 | 12.3037073 | The budget variance exceeds 5%. This is primarily due to the following factors. The perceived underspend for the GBAD programme is the result of significant delay in securing approval of Business Case 1 as submitted in November 2023. | 2237 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 2303m. to 2237m. This is primarily due to the following factors. Financial reconciliation and refinement of the first two capability uplift packages (CUPs) during financial year 23/24 has resulted in a decrease to the programme’s WLC at Q4. Future CUPs were discussed as part of the Autumn 2023 Balance of Investment process where Army Headquarters agreed in principle to increase the funding for the overall programme, specifically to increase volumes of medium range and short range air defence systems, counter small Unmanned Aircraft Systems. The Army continues to review the programme’s funding profile in conjunction with the MOD Complex Weapons elements of the programme pending the MOD munition strategy and updated costs. | 0 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MOD_0247_2324-Q1 | Future Materials Campus | MOD | Military Capability | The Future Materials Campus (FMC) programme will renew existing facilities for the manufacture and storage of nuclear materials, improve science and analysis capabilities, and invest in renewed capability for material recovery. | Amber | Not Applicable | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Scale, complexity and challenge of the Programme. In 2023 the FMC programme was established that draws together a number of infrastructure facilities into a single programme of activity that when completed will deliver the manufacture and storage of nuclear materials. The projects have interconnected schedules, common activities and overlapping requirements for resources. The change in approach to that of an integrated programme is the most effective means of maximising efficiencies. | 2023-08-16 00:00:00 | Exempt under Sections 24 and 26 of the Freedom of Information Act 2000 | Exempt under Sections 24 and 26 of the Freedom of Information Act 2000 | 673.47 | 327.57 | -51.3608624 | The budget variance exceeds 5%. This is primarily due to the following factors. The budget for the Future Material Campus Programme was reduced following a holistic review of the wider warhead portfolio costed plan and in conjunction with forecast estimates from the Future Materials Campus Programme. | Exempt under Section 22 of the Freedom of Information Act 2000. | FMC is bringing together a range of projects at differing levels of maturity, with elements of concept development still ongoing. As such the whole life cost modelling and subsequent analysis remains under development. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| MOD_0320_2324-Q3 | Multi Role Support Ship | MOD | Military Capability | The Multi-Role Support Ship (MRSS) programme will replace the current ageing mixed fleet of amphibious vessels in the early 2030s, as well as potentially performing additional roles currently conducted by other warships and auxiliaries. These vessels will enable the projection of littoral strike capability worldwide and ensure that a modernised amphibious capability is available to the Commando Force. The MRSS capability will be persistently engaged as Littoral Response Groups operating in both the Indo Pacific and Euro Atlantic regions, and will be ready to aggregate to form a larger Littoral Strike Group or be combined with a Carrier Task Group to form an Expeditionary Strike Force. | Not Applicable | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The scale, complexity and challenge of the Programme. The Programme was established in 2023 and is currently moving from the concept to assessment phase. The programme team are undertaking evidence gathering in order to make decisions around the route to commercial competition. | 2023-07-01 00:00:00 | 2040-01-31 00:00:00 | The project's end-date at 23/24-Q4 is 2040-01-31. This is primarily due to the following factors. With scope and solution design still to be finalised, the full cost model and schedule is still to be finalised. | 1 | 1 | 0 | The budget variance is less than or equal to 5%. | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | Exempt under Section 43 of the Freedom of Information Act 2000 (Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests.) | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| CO_0281_2324-Q2 | ATS Replacement | CO | Government Transformation and Service Delivery | The ATS Replacement programme will replace the existing CS Jobs recruitment platform with a new system that can drive increased efficiencies, reduce overall costs of recruitment and improve the service through the potential standardisation of services and having consistent approaches to vacancies. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Delivery confidence is amber due to two key challenges:_x000D_ 1) recruitment pause in CO since late February is impacting on the ability for the programme to recruit and onboard programme resources in readiness for the Design, Build and Test phase (August 2024); this is further complicated by a CO headcount reduction challenge. Latest update is that this should be lifted once HR reconciliation in GPGconcludes._x000D_ _x000D_ 2) The programme operates a cost recovery model. A significant price increase to departments only recently circulated for Shared Services (of which the ATS is one) is impacting n the ability of the programme to confirm commitment to use the service; an HMT condition from the OBC. The full business case is being submitted into the assurance and approvals process for May COAB with the programme taking steps to try to ensure the FBC remains on track for final approval at HMT by July 2024. | 2022-01-01 | 2027-09-30 | The project's end-date at 23/24-Q4 is 2027-09-30. This is primarily due to the following factors. The programme plan is fully achievable if the FBC due into assurance and approvals on 17 April does navigate first time through the various Boards to be finally approved by HMT on 8 July 2024 leading to a contract signature 26 July 2024. | 2.61 | 2.62 | 0 | The budget variance is inferior or equal to 5%. | 43 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 43m. This is primarily due to the following factors. The FBC is broadly in line with the OBC forecast (OBC was approved by HMT August 2023) but the programme cannot at this point in time provide a final WLC for this Q4 submission; the preferred supplier following an open tender procurement was only identified on 2 April and work to finalise the FBC incorporating these costs is still underway. | 167 | The project's departmental-agree monetised benefits at 23/24-Q4 is 167m. Benefits no change - we are not realising any. Currently we are still on track as per submission 166.62m but work is about to conclude on a re-forecast which will accompany the FBC and amended as part of Q1 24/25 return |
| CO_0024_2021-Q2 | Civil Service Pensions 2015 Remedy | CO | Government Transformation and Service Delivery | The 2015 Remedy Programme was created to end discrimination within the Civil Service Pension Schemes and also creating solutions to remediate any affected members | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. We received an AMBER rating following our IPA in January 2024. We have fully implemented all of the recommendations. _x000D_ _x000D_ We have delivered against target to return active and deferred member's accounts to their pre-2015 position (Rollback). We have established a process to enable these members to have a choice at the point of retirement as to how they wish their Remedy period (1 April 2015 - 31 March 2022) to be calculated (DCU)._x000D_ _x000D_ We are on track to deliver the retired member group a similar pension choice exercise by the 31 March 2025 via a Remedial Service Statement (RSS) | 2020-05-20 | 2024-09-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-09-30. This is primarily due to the following factors. We are on track but running at risk on rollout of the Remedial Service Statements (RSS) by the 31 March 2025. | 11.5 | 13.5 | 17 | The budget variance exceeds 5%. This is primarily due to the following factors. There is no variance for the 23/24 financial year | 34 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 34m. This is primarily due to the following factors. We have undertaken our final year forecasting which shows us on track to spend to budget of 33.5M | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. 2015 Remedy has no benefits associated with it as it is a rectification programme to remove unlawful discrimination |
| CO_0176_2223-Q3 | Falcon IT Platform Refresh and Migration | CO | Government Transformation and Service Delivery | Falcon is a business change programme that will fundamentally underpin the digital transformation of the Cabinet Office.The Transformation will be achieved through two key areas of investment. First we will update the OFFICIAL IT platforms within the Cabinet Office, which will contribute to reducing cyber-security risk, address legacy systems and automate underlying infrastructure. The second work stream the Cabinet Office we will invest in, will enable the implementation of the Central Digital Data Office (CDDO) interoperability policy standards and guidance through the migration of the department to Microsoft Office M365. This will enable better interoperability across government as we move both our people and data from Google Workspace to Microsoft 365. The Cabinet Office is at the heart of Government and a common productivity suite will enable more efficient and effective ways of working. | Not set | Red | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber to Red. This is primarily due to the following factors. The programme is currently rated at Red as it does not have an agreed strategic direction, investment and funding available. If there continues to be misalignment between the strategic intent and funding availability then the programme will almost certainly fail to deliver the scope and benefits set out in the business case. _x000D_ _x000D_ The programme's route to Green is through the submission of a Programme Business Case (PBC) with defined options for the migration and technical delivery. | 2022-05-01 | 2026-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-03-31 to 2026-03-31. This is primarily due to the following factors. The original profiling was delayed by 12 months due to procurement delays. The original profile was a 3 year spend profile from Apr 23 to March 26. The anticipated spend profile expects an end date of April 27, 12 months after the original baseline end date. | 21.75 | 10.05 | -54 | The budget variance exceeds 5%. This is primarily due to the following factors. The original profiling 21.8 m was delayed by 12 months due to procurement delays. This has had the impact of moving the original spend profile out by 12 months. The 23/24 financial year was intended to be a more expensive migration and roll out period in the original baseline plan, however due to procurement delays the discovery period and proof of concept have been completed in 23/24 and design phase has commenced. The overall costs are therefore significantly lower (11.7 m) reducing the profile to 10 m in 23/24 against the baseline plan as migration and roll out has not yet commenced. | 51 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 52m. to 51m. This is primarily due to the following factors. The Whole Life Cost 51.4 m remains within the GMPP approval. There is a slight reduction in WLC 50.6 m due to in year savings in 23/24 against budget profile. The profiling over future years will be reviewed as part of the May Programme Business Case Submission. Profiles have used business planning options for the remaining years whilst the business case preparation is ongoing. | 60 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 60m. Benefits were re-baselined in March 2023. The benefits value remains consistent with the baseline. Benefits review is ongoing as part of the May Programme Business Case Submission. |
| CO_0027_2021-Q4 | Future Service Programme | CO | Government Transformation and Service Delivery | End of Year position - CSPS contract awarded 17/11/23. Transition commenced 08/12/23. RMSPS - going through approvals process. Contract expected to be awarded end of May 2024. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Findings from the IPA Gate review (June 2023) surrounded programme resourcing. Including the continuity of the Programme Director, recruiting an Exit Manager to support exit of the incumbent supplier for the CS Pensions Scheme and implementation of succession planning. The programme has since secured the incumbent Programme Director until October 2025. An appointment was made for the Exit Manager but resigned a few days after their start date. Contingent Labour is being pursued to fulfil this role. On succession planning the Programme team is working with the wider Pension Directorate to develop a new Target Operating Model to support the ongoing delivery of the contract, including the definition of the capability requirement of staff and detailed plans on how to achieve this. A component of this model will be a detailed succession plan, utilising the capability model to identify talent and ensure processes are in place to develop these individuals. | 2020-10-01 | 2024-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2025-12-31 to 2024-12-31. This is primarily due to the following factors. N/A | 6.4 | 1.6 | -75 | The budget variance exceeds 5%. This is primarily due to the following factors. The GMPP project did not provide narrative | 239 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 239m. This is primarily due to the following factors. | 11 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 11m. Benefits identified at the OBC stage have been assessed and deemed to still be relevant. The potential cost savings are based upon the current contract costs and services performance, and present the potential opportunity to realise 82,585,174 over the life of the contract. However they will not be realised until Service Commencement, after the Transition has been completed. The establishment of the benefits realisation process will be a core part of transition activities. The Authority will work with Capita to develop and implement the detailed benefits delivery plan. This will include accurate baselines of the identified benefits, proposed targets and a supporting a delivery profile. Appropriate governance will be established within the Cabinet Office, including the utilisation of Gate 4 and Gate 5 IPA reviews to effectively monitor the delivery of benefits, and use appropriate levers within the contract to hold suppliers to account where this falls short. A key enabler to realising these benefits is the development of a Target Operating Model for the Authority which will define the operating structure and develop the capability to become a truly Intelligent Client. For maximum success this new TOM needs to be fully operational on Service Commencement date in Sept 2025 |
| CO_0033_2122-Q1 | GOV.UK One Login | CO | ICT | The programme has continued to scale-up; 30 government services are now live, including the HM Armed Forces Veteran Card; we remain on track to onboard 145 services by the end of 2024/25. More than 4.1 million people have so far proven their identity through One Login, with over 5 million downloads of the One Login identity checking app._x000D_ _x000D_ One Login's phased onboarding of HMRC users began, as planned, on 29 February; since then, internal users have successfully been testing the end-to-end journey. Other key developments include:_x000D_ _x000D_ * New data sharing legislation under the Digital Economy Act 2017 came into force on 8 February 2024, enabling One Login to access a wider range of data held by departments, and thus improve its identity verification options._x000D_ * The programme has developed an additional identity checking route for users without photographic documentation_x000D_ * The Chief Secretary to HMT approved One Login's Full Business Case. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Delivery confidence remains at AMBER. A combination of headcount restrictions and no corresponding budget increase in 2024/25 would leave GOV.UK One Login with insufficient capacity to complete all of the work originally planned for this financial year. The programme is taking a number of steps to mitigate the risks including engaging with senior Cabinet Office risk governance groups. | 2021-01-04 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The programme remains on track to achieve its core deliverables: to onboard 145 services - and their users - by the end of 2024/25; to operate an increasingly resilient, secure and inclusive live system, with multiple ways for people to prove their identity; to provide effective customer support; and to realise significant financial benefits for government_x000D_ _x000D_ The programme is rated Amber at the end of 2023/24 due to complexity of delivery; One Login is a multi-faceted technical solution, with a wide range of stakeholders and a challenging pace of delivery. The programme is, therefore, understandably managing a number of significant risks and issues. The programme has continued to strengthen its risk management processes over the past 12 months to ensure clearer escalation routes and implementation of treatments, as recognised in the IPA's Gate 4 review in November 2023. | 127.53 | 127.61 | 0 | The budget variance is inferior or equal to 5%. | 329 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 305m. to 329m. This is primarily due to the following factors. The 305m covers the 3 year SR21 period for which funding has been agreed in the financial case of the current business case. | 1981 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 1752m. to 1981m. The GOV.UK One Login programme's Full Business Case, which has been approved by Cabinet Office and HM Treasury ministers, forecasted significant financial benefits. These include: reduced user authentication and identity verification costs to government; savings due to increased online accessibility and reduced reliance on more expensive offline routes; avoided duplicative spend across government on systems; and avoided fraud. |
| CO_0133_2223-Q1 | Government Hubs and Whitehall Campus Programme | CO | Government Transformation and Service Delivery | The Government Hubs and Whitehall Campus (WHC) programme is transformative, delivering the Government's priorities: _x000D_ - Providing a smaller, better value and greener public estate _x000D_ - Strengthening the UK's economic recovery from Covid-19 _x000D_ - Levelling up economic opportunity, maximising productivity and improving value _x000D_ - Supporting the government's ambition to reach net zero carbon emissions by 2050 _x000D_ - Strengthening the Union of the United Kingdom _x000D_ The programme supports the Places for Growth (PfG) initiative which encourages the movement and creation of jobs outside London and contributes to the levelling up agenda; as well as supporting pursuit of the Government's Industrial Strategy and the transformation of the Civil Service, . | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. Programme remains Amber, in line with IPA rating given in April 2023. In the period the Programme has delivered a full refurbishment of 3-8 Whitehall Place and 55 Whitehall; a partial refurbishment of York Kingspool; refurbished 10 South Colonnade 5th floor and delivered interim accommodation in Stoke-on-Trent. Since the last IPA Review the Programme has successfully addressed recommendations including introducing a coordinated approach across GPA and Places for Growth; enhanced the culture of systemic high performance in sustainability and reviewed ways of working across the Integrated Delivery Team. _x000D_ Since the current Hubs Programme funding envelope was approved as part of SR21, there has been considerable change, which means that it is now necessary to amend programme plans. The programme is committed to providing an updated Business Case to CO Ministers and HMTfollowing CST direction on the affordability of the London Plan | 2015-05-01 | 2030-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-03-31. This is primarily due to the following factors. The GPA Government Hubs and Whitehall Campus Programme will support the Government's Strategic requirements to relocate 22,000 Civil Servants out of London and into regional Hubs, and consolidate 53,400 FTE in the Regions by 2030 to promote economic growth | 209.5 | 167.1 | -20 | The budget variance exceeds 5%. This is primarily due to the following factors. There are projects that are not progressing as initially expected due to a review of strategy between leasehold and freehold. The outcome of that review is still awaited but other non-impacted work is continuing. This has had a significant impact on what could be achieved in year. | 558 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 558m. This is primarily due to the following factors. Although the projects baseline whole life cost has remained at the original SR21 settlement PBC figure of 558.00(m) there has been significant change of scope to the programme this year due to a review of strategy between leasehold and freehold and following guidance from CST, which has resulted in a change to the funding profile required to deliver the programme. A revised Programme Business Case is currently progressing through the GPA approval process prior to submission to HMT which will result in an uplift to this WLC figure | 2546 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 2630m. to 2546m. The current benefts are calcuated based on cost savings the programme produces over it's lifecycle. Capital Projects are working with GPA Finance to develop a new benefits calculator, and with a cross-GPA Working Group we are exploring how best to measure and report on Social Value. The Social Value Portal company have been contracted to support definition of new social value KPIs |
| CO_0280_2324-Q2 | Learning Frameworks 2.0 | CO | Government Transformation and Service Delivery | Learning Frameworks 2.0 is the project to identify replacement centralised training services when current arrangements end in October 2025 | Not set | Green | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Green. This is primarily due to the following factors. LF2.0 completed GMPP Gate 0 review in October 2023 with an amber/green rating. We have addressed the 13 recommendations and presented this as an annexe in OBC | 2022-04-01 | 2026-10-01 | The project's end-date at 23/24-Q4 is 2026-10-01. This is primarily due to the following factors. Learning Frameworks 2.0 is currently on track to deliver replacement centralised training services when current arrangements end in October 2025 . The project is still due to formally close in Jan 2026 | 0.9 | 0.9 | 0 | The budget variance is inferior or equal to 5%. | 2335 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 2335m. This is primarily due to the following factors. 17,608,147 to implement the project and to manage the contracts once they are in place (FY22-34); and _x000D_ an estimated 2,316,937,056 which is based on projections from current spend (met by the Civil Service organisations buying the training - FY 2025-34) _x000D_ Total cost: 2,334,545,203 (FY22-34) | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Under direction of our cross-civil service Project Board, and in consultation with the learning and development community, we have identified 6 areas for Learning Frameworks 2.0 to address: _x000D_ _x000D_ 1) We want civil servants doing the right training to develop essential skills in support of a leaner, smarter Civil Service, to deliver Government priorities._x000D_ 2) As the Civil Service gets leaner, we need to improve efficiencies in how government resources are used to procure and provide training._x000D_ 3) As resources get tighter, we need to drive cross-system value for money._x000D_ 4) We require high quality, purposeful data and evaluation that evidences skills development and supports our evaluation strategy_x000D_ 5) We need flexible contracts to respond to changes in government priorities and workforce locations; and how and when people learn, as a result of external factors such as changing technology and workforce demographics._x000D_ 6) There is a government desire to develop capability in the wider public service and local authorities, making efficiencies and improving public services. |
| CO_0210_2223-Q4 | Rosa Renewal Project | CO | ICT | The Rosa Renewal Project will ensure that HMG continues to provide a pan-departmental secure IT service specifically designed for working at SECRET. Project outcomes will deliver much improved service resilience, a modest increase in capacity, new capabilities to meet emerging needs, improvements to usability and effective management of obsolescence. In doing so it will ensure continued VFM from the original case that underpinned the delivery of Rosa and lay foundations for future service growth. | Not set | Green | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Green. This is primarily due to the following factors. The project is current tracking as a GREEN status. This status reflects the project having in place the people, plans and means to deliver the remaining scope as detailed in FBC in its final year. Delivery plans have been fully baselined. . | 2022-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The project is currently on track to delivery to time, cost and quality. | 13.6 | 13.6 | 0 | The budget variance is inferior or equal to 5%. | 51 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 51m. This is primarily due to the following factors. The 51m Rosa Renewal Project (RRP) funding covers the essential improvements detailed in the Business Case. RRP Funding is provided by those departments that use the Rosa service, in addition to their ongoing annual running costs for the service itself. Those departments are satisfied that the project as funded continues to meet their principal priorities, delivers the intended benefits, and represents VFM as detailed in the RRP Business Case. | 205 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 205m. In addition to monetised benefits, this project will enable significant non-monetised benefits that will flow from the levels of cyber security provided to key areas of HMG business. |
| CO_0120_2223-Q1 | Transforming Public Procurement | CO | Government Transformation and Service Delivery | The cabinet office started mobilisation of the programme in 2021/22 which will deliver:_x000D_ . Introduction and delivery of a procurement reform bill, delivery of the implementing secondary legislation and a new oversight unit to monitor compliance_x000D_ . Comprehensive training package to embed the new procurement procedures and national priorities for public procurement_x000D_ . New digital systems for commercial data that will bring commercial insight together across the 300bn Public procurement spend_x000D_ With the benefits from the programme being:_x000D_ . Simpler, faster procurement procedure_x000D_ . Streamlined process back up by relevant training for user_x000D_ . Greater transparency surrounding procurement procedures | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. 2023-24 witnessed significant milestones in the programme with the Royal Assent of the Procurement Act, launch of first training and guidance products, releases of digital notices to key stakeholders, and engagement and communications activities to support the launch of the new regime. The programme remains on track to deliver the new regime in October 2024. The laying of the secondary legislation on the 25th March ensured that the six month implementation period has been maintained. The Programme underwent an assurance review in November, resulting in an Amber appraisal and confidence from the reviewers that delivery to the original stated outcomes would be achieved. | 2021-01-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. Royal Assent of the Procurement Act was later than anticipated, pushing back the launch of the new regime to October 2024 and project end date to 31.03.2026 | 7.1 | 6.5 | -8 | The budget variance exceeds 5%. This is primarily due to the following factors. Royal Assent of the Procurement Act was later than anticipated, pushing back recruitment to some L&D roles and leading to a reduction to the forecast L&D delivery costs for 23/24 (moving them to 24/25), leading to an underspend in 2023/24. This has not affected the launch of L&D products and the new public procurement regime is on track to launch in October 2024 | 35 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 35m. This is primarily due to the following factors. The project's baseline WLC remains at 35m. The project business case is being refreshed as we prepare for entering the next phase of the project lifecycle with go live of the new procurement regime in October 2024 and the subsequent development phases to follow. | 205 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 205m. The project's best estimate net benefits remains at 205m over 10 years. We expect the non-quantifiable benefits to be significantly greater than this. This is as set out in the Impact Assessment published in April 2022 https://bills.parliament.uk/publications/46429/documents/1767 |
| CO_0028_2021-Q4 | Vetting Transformation Programme | CO | Government Transformation and Service Delivery | The Vetting Transformation Programme is building a workforce with the right skills, fully exploiting technology and implementing a new Vetting standard._x000D_ _x000D_ The programme has the following aims: faster clearances, processing times will be reduced by implementing a new single joined-up process eliminating duplication, enabling individuals to be recruited into roles quicker. Provide a far better user experience, facilitated by frictionless HR, security data sharing and record management. Clearances will be portable and individuals will move seamlessly between departments. Ongoing assurance of our people through a cross functional approach to managing employee risk throughout the employee lifecycle, to better ensure the integrity of individuals with privileged access. Aligning to these outcomes will provide Government departments with a trusted Vetting service adhering to its customers needs and strengthening our international reputation. | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. The UKSV Board, agreed that the programme should enter into a Infrastructure and Project Authority lead reset to ensure the programme has the right leadership, resources and cross government support._x000D_ _x000D_ A new Transformation Director has been recruited and has been appointed as Senior Responsible Owner for the programme as of January 2024, he is now leading the programme through the reset and into the mobilisation phase. | 2019-03-01 | 2023-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2023-03-31. This is primarily due to the following factors. The Programmes delivery confidence remains RED and continues to be baselined against the Future Vetting System, that effectively closed down in 2021. An Outline Business Case was due to be submitted in September 2023, but did not proceed through internal governance. The UKSV Board, chaired by the Minister of State, Baroness Neville-Rolfe, agreed that the programme should enter into a Infrastructure and Project Authority lead reset to ensure the programme has the right leadership, resources and cross government support. | 5.5 | 20 | 264 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme has exceed the anticipated budget as it has been unable to meet the initial timescales for delivery | 20 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 14m. to 20m. This is primarily due to the following factors. The whole life cost of the Vetting Transformation Programme has not been re-baselined since it was established in the programme approved SOC. This work is currently underway. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. We do not anticipate any monetised Benefits until early 2025. _x000D_ _x000D_ We anticipate the following benefits - an increased robustness of vetting, productivity improvements and economic benefits from reducing "street to seat" times and reducing attrition. Increasing the technological capabilities will reduce the time spent by vetting officers accessing disparate data sources. In creating additional capacity through increased efficiency, we will create a continuous improvement fund which will be used to build a deeper quality of capability across vetting. |
| CO_0029_2021-Q4 | Workplace Services Transformation Programme | CO | Government Transformation and Service Delivery | The Workplace Services Transformation Programme has been established to realise the ambition of a transformed workplace experience for all Government Property Agency (GPA) customers (end users) and to ensure better value for our clients (Departments). The IPA Gate 0-4 Review in Nov 23 provided the SRO with five key recommendations. Work has commenced to deliver on all of these and is being tracked with IPA and COPO. An IPA Gate 0-5 Review is being scheduled for Nov 24. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. The programme moves towards closure andthe IPA Gate 5 Review laterin Q3 2024/25._x000D_ - following a recommendation from the IPA Gate 4 Review team in 2023, work has been undertaken to ensure that a programme wide benefits management-framework is now in place and benefits-realisation can be tracked and reported_x000D_ - Procurement 1 (The Performance Partner) and Procurement 3 (Operational Security Services) remain liveand operational._x000D_ - Procurement 5 and Procurement 4 (The Customer Comfort & Safety Community & Support) went live and mobilisation is nearing completion_x000D_ - Communications Strategy remains in place with our Performance Partners, ensuring on-going communications are developed and then issued through appropriate channels to all relevant audiences (internal and external)._x000D_ - Scoping and engagement is continuing with partners/clients for the Supply Chain Project Procurement 2 (TechnicalSecurity)._x000D_ - The Programme team has continued preparation for the programme's closure including the transition of appropriate activity into GPA's BAU and completion of lessons-learned reporting | 2020-07-01 | 2024-07-01 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-07-01. This is primarily due to the following factors. The Programme has delivered as per the agreed schedule, with the Technical Security procurement moving into BAU functionality, given its low value and low priority. The baseline end date 1-July-24 remains active. | 82.06 | 81.84 | 0 | The budget variance is inferior or equal to 5%. | 1059 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1059m. This is primarily due to the following factors. The Whole Life Costs reflect the annual contract values in the preferred bids for the 4 procurements which are now complete, covering the Performance Partner, Operational Security and Hard and Soft FM. These costs also reflect the anticipated growth in the GPA through the regional hubs programme. The forecasted 994m Whole Life Costs represents a steady annual saving through the outcomes of the preferred bids. | -31 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at -31m. Overall the WSTP preferred option was expected to increase costs by 30.6m. However, this results from the investment in GPA staffing which is common to all of the considered options to adequately manage the growing estate and supply chain; and the introduction of the Performance Partner as the critical factor in driving enhanced customer and client benefit. The Baseline used is the OBC preferred option._x000D_ The latest forecast is a benefit of 35.71m as a result of the preferred bids received during the award process, where the bids were below the anticipated rates based on GPA's Should Cost model. |
| BEIS_0090_2122-Q4 | Automotive Transformation Fund | DBT | Infrastructure and Construction | The Automotive Transformation Fund (ATF) aims to support the creation of an internationally competitive electric vehicle supply chain in the UK. It provides support to late-stage R&D and capital investments in strategically important technologies. This includes unlocking strategic investments in gigafactories, motors and drives, power electronics, and fuel cell systems. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. As of March 2024, the total value of in principle and final offers made under the ATF is over 550 million. Our approach has already attracted landmark projects across the country including Tata's investment of over 4 billion in a new 40GWh gigafactory and Ford's investment of 380m in the production of electric power units at Halewood. In FY23/24 the ATF surrendered programme budget. Alongside this, significant resourcing challenges impacted the programme's ability to meet its objectives including a lack of capacity to onboard new ATF cases.The current programme will end-March 2025 but as part of the Advanced Manufacturing Plan, DBT has announced 2bn of capital and R&D funding to 2030, building on the work of the Automotive Transformation Fund and the Advanced Propulsion Centre R&D programmes. Furthermore, the ATF is currently in the process of implementing streamlining proposals to improve the efficiency of the ATF process. | 2020-07-31 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The Automotive Transformation Fund is funded until March 2025. However, as part of the Advanced Manufacturing Plan, we have announced over 2bn of capital and R&D funding to 2030, boosting the UK's competitiveness and unlocking strategic investments in our automotive industry. This funding will be delivered via Auto2030, an ambitious programme building on the work of the Automotive Transformation Fund and the Advanced Propulsion Centre R&D programmes, ensuring continuity in HMG support. | 260 | 162.14 | -38 | The budget variance exceeds 5%. This is primarily due to the following factors. The Automotive Transformation Fund has surrendered some programme budget in the past year. The ATF team are in the process of assessing the impact of this on benefits realisation. Furthermore, the programme is looking to streamline the capital grants process to significantly improve the speed with which government responds to all full and complete applications for capital grants, in line with the headline recommendations from the Harrington Review into the government's approach to attracting foreign direct investment. | 671 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 747m. to 671m. This is primarily due to the following factors. The baseline costs have been updated to reflect the funding awarded to the Automotive Transformation Fund until March 2025. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The ATF will deliver monetised benefits. These are direct employment in the automotive and electrical equipment (i.e. battery) sectors, indirect employment in their supply chains, and R&D spillover returns. The ATF analysts are in the process of reviewing/updating the ATF business case to produce an updated benefits section according to best practice principles which is with HMT for approval. It will ensure alignment of the identified benefits with the GMPP's format and will address reductions in the ATF budget which have occurred to date. Furthermore, there are significant wider benefits such as global CO2 emissions savings and a contribution to reducing regional inequalities in the UK, which will not be included in the monetised appraisal. |
| DEFRA_0040_2122-Q3 | Collection and Packaging Reforms | DEFRA | Government Transformation and Service Delivery | CPR is a programme of five projects included within the Collection and Packaging reforms programme - Extended Producer Responsibility for packaging (EPR), Deposit Return Scheme for Drinks Containers (DRS), Simpler Recycling, Waste Tracking, and Disposable Cups that will deliver significant changes to the waste collection and recycling sector including bringing benefits such as the creation of green jobs and significant carbon savings, contributing to Net Zero. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red to Amber. This is primarily due to the following factors. The Infrastructure Project Authority's Delivery Confidence Assessment rating at 2324 Q4 has improved to Amber. DEFRA agrees with this rating. Detailed plans are in place to address all of the IPA recommendations within the agreed timeline. | 2018-04-02 | 2027-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-03-31. This is primarily due to the following factors. The programme was successfully reset in 2023. With meticulous management of our legislation and delivery, delivery is feasible, though highly challenging. There is limited contingency in CPR plans and key ministerial decisions remain outstanding; a late autumn general election could further impact. In response the team have identified and escalated priority decisions to safeguard key milestones. The programme will continue to review the planned schedule and escalate any decisions required around meeting or changing key milestones via the appropriate escalation routes. | 338.8 | 341.71 | 1 | The budget variance is inferior or equal to 5%. | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | 11611 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 11611m. 1) this estimate is based only on the economic transfer of packaging recycling and waste management costs from Local Authorities to producers over the 10 year appraisal period - making obligated producers responsible for the disposal cost of their packaging is a key outcome of the programme 2) qualitatively, we understand there are significant additional benefits and the modelled values of these are currently undergoing review; we will be in a position to update on these by 30/04/2025. |
| DEFRA_0016_2122-Q1 | Defra Biosecurity, Borders and Trade Programme (BBTP) | DEFRA | Government Transformation and Service Delivery | The Defra Biosecurity, Borders and Trade Programme (BBTP) vision is to deliver world-class biosecurity capability which protects health, encourages prosperity and enables security for a global UK. The programme is delivering the key infrastructure, systems, services, operations, capabilities, and legislative changes required to enable the introduction of new controls for goods to and from the EU. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Final Rating is AMBER from March 2024 assurance review. Several recommendations stemmed from the review to support the implementation of new import controls in April 24 and these have been accepted and actions are well underway. The report also included some recommendations linked to longer term border delivery and join-up cross government and these are being considered as part of programme transition to business as usual planning. | 2021-01-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. Delivery of the Border Target Operating Model is well advanced and the programme remains on track to ramp down in March 2025 with a plan to transition the core service and move into Business as Usual. A smaller residual programme will remain to deliver longer term digital service changes to align with Single Trade Window (STW). | 129.95 | 157.59 | 21 | The budget variance exceeds 5%. This is primarily due to the following factors. Programme variance is at 21% compared with the baseline that was complied in September 2021. This variance is largely due to the adjustments that were required to be made following ministerial decisions to delay introducing the Border Target Operating Model (BTOM). Consequently there was a rescoping of deliverables which impacted the cost profile._x000D_ _x000D_ Digital Delivery reprioritisation work has been delayed which has impacted the spend profile for FY 23/24 and FY 24/25. | 902 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 902m. This is primarily due to the following factors. Whole life costs have varied since the September 2021 baseline cost profile was submitted. This is due to several factors including the decision to delay the delivery of the BTOM as well as a greater understanding of the costs following refinement of requirements, deliverables, and expected associated costs. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The Biosecurity, Borders and Trade Programme (BBTP) End Benefits are being revised in accordance with updates to the Target Operating Model. This includes a full review of the benefits (by end of May 2024) to include updates to the benefits profiles and realisation plan. Resource issues have delayed this work which has been rebaselined across the programme. |
| DEFRA_0008_2021-Q1 | Farming and Countryside Programme | DEFRA | Government Transformation and Service Delivery | By 2028, the Farming and Countryside Programme aims to deliver: 1) A renewed agricultural sector, producing healthy food for consumption at home and abroad, where farms can be profitable and economically sustainable without subsidy 2) Farming and the countryside contributing significantly to environmental goals including addressing climate change | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Programme remains deliverable with majority of critical outcomes on track and expected challenges being managed._x000D_ We've:_x000D_ _x000D_ . Opened Countryside Stewardship 2024 Mid-tier scheme for agreements starting in January 2024 and the CS Facilitation Fund opened in October._x000D_ . Invited 374 projects to submit Slurry Infrastructure Grant full applications and funding approved for Phase II of the Slurry Investment fund._x000D_ . Launched Water Management grants round 2 scheme._x000D_ . 22 projects in Landscape Recovery Round 1 had grant agreements and moved into the 2-year Project Development phase. Round 2 was launched with 34 successful applications._x000D_ . Since opening for applications, the Sustainable Farming Incentive (SFI) has received 17,466 applications and issued 16,160 agreement offers. We have exceeded our central scenario for the number and value of applications during the financial year. | 2017-05-01 | 2028-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-12-31. This is primarily due to the following factors. The department continues to deliver the planned reforms and although some changes to plans have been made as part of our test and learn approach, delivery is on track for the critical path milestones, costs and benefits. | 2788.03 | 2529.67 | -9 | The budget variance exceeds 5%. This is primarily due to the following factors. The costs of the Farming and Countryside Programme include amounts that are paid to beneficiaries and the associated delivery of the programme. The original baseline for 23/24 of 2,788m is comprised of 2,116m RDEL and 672m CDEL. The forecast of 2,529m is comprised of 2,152m RDEL and 377m CDEL. This represents an overall variance of 259m._x000D_ _x000D_ The programme has an aspiration to deliver on the manifesto commitment to spend on average 2.4bn a year across this Parliament on payments to beneficiaries and agreed flexibility between years to do this. 248m of payments to beneficiaries has been re-profiled from 23/24 to 24/25 to ensure that the programme continues to deliver its intended outcomes._x000D_ _x000D_ This has seen the forecast for 24/25 being 3,060m, comprised of 2,279m RDEL and 781m CDEL, compared to the original baseline of 2,824m, comprised of 2,085m RDEL and 739m CDEL. This represents an overall variance of 236m. | 24875 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 24875m. This is primarily due to the following factors. The costs are split into two main sections, payments to beneficiaries (scheme costs) and the costs of delivering those schemes together with policy and programme support (administrative costs).The value of the scheme costs will be linked to the definition of the manifesto commitment to guarantee the current annual budget to farmers in every year of this Parliament. | 58865 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 58865m. The total project Baseline Monetised Benefits are 58.86bn. These benefits are from the approved Phase 2 Business Case from September 2021 - these figures do not reflect changes in the programme since then, however, updated figures will be provided going forwards. The benefits presented here have been calculated bottom-up by scheme and totalled across the programme. This is a cautious estimate as not all schemes have monetised benefits and, for some schemes, benefits have been calculated from the year of spend but do not necessarily materialise in that year of spend. |
| DEFRA_0236_2324-Q1 | Flood and Coastal Erosion Risk Management 6-year Capital Programme | DEFRA | Infrastructure and Construction | A comprehensive flood and coastal resilience investment programme to upgrade and revitalise England's flood defence infrastructure. The programme aims to reduce the harm and damage caused by flooding, protect peoples' lives and minimise disruption to livelihoods. This is a strategic programme comprising several thousand individual flood and coastal defence projects delivered by the Environment Agency and other Risk Management Authorities. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The investment programme had a challenging start arising from the combined impact of COVID-19, a shortage of skills in the infrastructure sector, and higher than forecast inflation and increased material costs. As a result, the Environment Agency and Defra have produced a revised business case and spending profile that takes into account these impacts, while still maintaining focus on better protecting properties from flooding and coastal erosion. The amber rating reflects ongoing risks associated with: securing partnership funding from other public and private organisations; reliance on other risk management authorities to deliver 40% of the programme; and the impact of revised accounting rules that require approval from HM Treasury to reclassify a portion of existing CDEL funding as RDEL. The Environment Agency has been improving other risk management authority access to its frameworks; simplifying business cases and assurance; and improving access to information and training and guidance. | 2020-04-01 | 2027-03-31 | The project's end-date at 23/24-Q4 is 2027-03-31. This is primarily due to the following factors. Defra and HM Treasury have agreed a 6-year funding settlement for the Flood and Coastal Erosion Risk Management Investment Programme between April 2021 to March 2027. | 854 | 854 | 0 | The budget variance is inferior or equal to 5%. | 5664 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 5664m. This is primarily due to the following factors. The programme has been impacted by capacity and capability issues and increased cost of delivery, primarily through high levels of inflation. This slowed down delivery resulting in lower expenditure than originally planned in the early years of the programme. A revised programme business case has been agreed with Defra with a revised spending profile, but this does not alter the total funding allocation to the programme. | 37292 | The project's departmental-agree monetised benefits at 23/24-Q4 is 37292m. Benefits of flood and coastal risk management projects are based on the reducing the damages caused by flooding and erosion. They are informed by physical models of flood and erosion risks that assess impacts under a range of scenarios, factoring in climate change. The monetised values are based on data on the economic costs of flooding. |
| DEFRA_0013_2021-Q4 | Nature for Climate Fund | DEFRA | Infrastructure and Construction | The Nature for Climate Fund Programme has been established to significantly increase tree planting, woodland creation and management, and peatland restoration in England to support the delivery of Net Zero and 25-Year Environment Plan commitments. The programme is also designed to deliver wider social, economic and environmental benefits. | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. The Nature for Climate Fund is increasing tree planting rates year on year, with 22/23 planting rates the highest in nearly a decade. Our work to transform the forestry sector is also starting to take effect. The Nature for Climate Peatland Grant is delivering increasing hectares of peatland restoration in England each year. Successive IPA reviews confirm that the Programme structure is broadly fit-for-purpose, with several notable strengths. However, whilst technically possible, reaching our tree planting and peatland restoration targets remains extremely challenging. Several external factors are delaying the progress of projects, including weather, sector capacity constraints, future funding uncertainty and the availability of private finance. Given this challenge, the delivery confidence for the Nature for Climate Fund is currently Red. Plans are in place to maximise delivery in Year 5 of the programme and prepare for the next phase of work. We continue to welcome support from the IPA. | 2020-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The NCF Programme is now well into its delivery phase, with a range of initiatives scheduled to deliver tree planting and peatland restoration. The programme's trajectories are showing an upward trend through the remaining years of the programme, but there are several key enablers required to match the planned delivery trajectory, which steepens over that period, and these are not certain. These key enablers include landowner demand for the schemes put forward through the NCF and the ability of the wider sector to respond to that demand. There has been a significant effort to implement these enablers and improve delivery confidence for years 4-5, and for woodland creation and peatland restoration beyond NCF. | 265.11 | 265.11 | 0 | The budget variance is inferior or equal to 5%. | 928 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 928m. This is primarily due to the following factors. The overall Programme budget and scope was approved through an updated business case in 2022. | 48468 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 54302m. to 48468m. The total monetized benefits figure is based on the cumulative benefits arising from tree planting and peatland restoration over the course of the NCF programme. Measured over a 50-year appraisal period, these benefits include: carbon sequestration, biodiversity, recreation, flood regulation, air quality and landscape. |
| DEFRA_0014_2021-Q4 | NO2 Programme | DEFRA | Infrastructure and Construction | The NO2 reduction programme is a joint programme with the Department for Transport to deliver the 2017 UK Plan for Tackling Roadside Nitrogen Dioxide Concentrations. The Plan outlines how councils with NO2 levels exceeding legal limits must develop and implement local plans to deliver legal levels of NO2 in the shortest time possible. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. Good progress has made against all previous IPA recommendations. The most recent IPA review of the programme was in March 2023 and actions against each recommendation from this review are being taken forward. The next IPA review will take place in April 2024. Overall the NO2 Programme continues to deliver mitigations alongside Local Authorities and remains at Amber. | 2016-01-01 | 2027-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-12-31. This is primarily due to the following factors. The NO2 programme is legally mandated to deliver compliance with NO2 legal limits in the shortest time possible. The programme team works with local authorities across England who have exceedances to develop and implement local NO2 reduction plans through a variety of interventions. Seven Clean Air Zones have been launched as part of the programme to help reduce NO2 levels. In February 2022, Ministers granted permission for Greater Manchester to pause implementation of their Clean Air Zone and revised plans were submitted to Government in December 2023. The programme team will respond to Greater Manchester in due course. Comprehensive monitoring and evaluation arrangements are in place to assess whether local authorities are on track to reduce NO2 levels in the timeframe expected and consider appropriate remedial action if they are not. The programme team also continues to work closely with National Highways to address NO2 exceedances on the Strategic Road Network. | 43.5 | 20.3 | -53 | The budget variance exceeds 5%. This is primarily due to the following factors. The NO2 programme is supporting local authorities to develop and implement measures to address NO2 roadside exceedances. Funding has been provided to local authorities to deliver the necessary reductions to tackle NO2 over the lifetime of the programme. There have continued to be delays in agreeing local authority plans resulting in reprofiling of spend across years and a budget variance exceeding 5%. This has been managed in year with DfT and Defra finance teams. The programme remains within its overall budget envelope . | 883 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 883m. This is primarily due to the following factors. The projects Baseline Whole Life Cost remains at 883.00 (m). | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The primary benefit of the NO2 programme is reduced NO2 levels leading to a positive impact on public health. There is comprehensive monitoring and evaluation in place to track and manage the realisation of benefits from the programme. |
| DEFRA_0015_2122-Q1 | Northern Ireland Programme | DEFRA | Government Transformation and Service Delivery | The Defra Northern Ireland Programme was formed in January 2021 and is led by the NI Directorate. It aims to ensure an enduring, operable NI/GB boundary for all Defra stakeholders, and the ongoing integrity and efficacy of Defra's regulatory regimes in the context of the Windsor Framework, working collaboratively with the devolved administrations. _x000D_ The high-level strategic objectives of the programme are to: _x000D_ Ensure compliance with the Windsor Framework_x000D_ Mitigate the impacts of the WF implementation for businesses trading into and out of Northern Ireland _x000D_ Minimise the impact of WF implementation on consumers | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Whilst the programme successfully delivered Phase 1 deliverables on schedule enabling the 1st October launch of NI Retail Movement Scheme (NIRMS) and NI Plant Health Label scheme (NIPHL); our overall delivery confidence for the rest of the programme remains at AMBER. Current work to prepare and baseline plans for Phase 2 was completed on 22/02/2024, with the exception of Post & Parcels project (project 6), draft plan due to be validated in April. Pets will also need to review and baseline its plans. | 2021-01-01 | 2025-06-01 | The project's end-date at 23/24-Q4 is 2025-06-01. This is primarily due to the following factors. Programme still on track to deliver as planned | 167.69 | 101.37 | -40 | The budget variance exceeds 5%. This is primarily due to the following factors. The NI Programme has permission to spend to 40m in 23/24 for the Labelling Grant Scheme. Business uptake has been less than originally anticipated and totalling 1.7m; underspend will be surrendered at main estimates. The 23/24 approved position for NI SPS Infrastructure has been revised down (from 58.1m in the business case - capital costs were covered from underspends elsewhere in Defra so did not form a part of the Departments overall Supplementary Estimates bid to HMT. | 467 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 467m. This is primarily due to the following factors. The budgeted whole life cost for the Programme has increased as a result of inclusion of SPS Infrastructure (192.3m) and Labelling (40m). | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Previous updates were based on two business cases covering MAS and DAS projects. These cases will be superseded by the consolidated Windsor Framework programme business case for Investment Committee consideration in May 2024. Project benefit workshops facilitated by business analysts gather benefit information to make programme level decisions about the availability and robustness of the data/evidence to help determine the confidence level in the realisation of project and programme benefits. Analysts are also leading on refreshing the Theory of Change to integrate Defra's new strategic goals and further consider alignment with new programme outcomes and benefits. _x000D_ _x000D_ The WF Business Case benefit realisation plan and benefit map will include selected project end benefits to be treated as 'intermediary' benefits at programme-level, These intermediary benefits will be used to monitor NID programme end benefits. The development of programme end benefits remain in pursuit of the primary economic benefits of trade continuity between GB and NI and the secondary objective to ensure compliance needed to uphold the Belfast (Good Friday) Agreement. |
| DEFRA_0007_2021-Q1 | Science Capability in Animal Health Programme | DEFRA | Infrastructure and Construction | The SCAH Programme sets out the Department for Environment, Food and Rural Affairs' (Defra) plans for long-term investment in the Government's main animal health science facility. The re-development of the site infrastructure and associated transformation programme will secure and safeguard the critical animal health science capability, protecting the nation from the impacts of animal diseases in a cost effective way. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Programme has continued to make good progress through 23/24 to settle it's scope and progress works to clear the site in readiness for construction of new science buildings. The Programme has updated it's operating model to reflect the onboarding of Technical and Delivery Partners, and subsequent restructuring of the Intelligent Client Function. Designs have been developed in line with refined requirements, and a preferred scheme has been selected. Work is on track to submit the next Programme Business Case in 2024 to secure the scope and funding for the Programme. Delivery Confidence remains Amber pending approval. | 2021-04-01 | 2036-09-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2036-09-30. This is primarily due to the following factors. The forecast completion date for the Programme remains September 2036. The Programme schedule will be re-validated through Programme Business Case V2.0 for which approval will be sought in FY24/25. | 79.62 | 38.6 | -52 | The budget variance exceeds 5%. This is primarily due to the following factors. FY23/24 spend has been lower than budgeted as a result of changes to the Programme operating model and delivery plans which has resulted in some activities being deferred to future years. Delays to enabling works and not spending SRO-owned contingency has also contributed to the underspend. | 2820 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2820m. This is primarily due to the following factors. The Whole Life Costs for the Programme remain unchanged as the Programme continues to refine its delivery strategy. The WLC will be re-validated through Programme Business Case V2.0 for which approval will be sought in FY24/25. | 208 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 208m. Work continues to identify and refine benefits for inclusion within Programme Business Case V2.0. |
| DEFRA_0190_2223-Q3 | Terrestrial Natural Capital Ecosystem Assessment | DEFRA | Government Transformation and Service Delivery | The tNCEA programme delivers a nationwide survey of our terrestrial, freshwater and coastal environments, providing the location, extent and condition of all natural capital assets to the same timescale, the same quality and, where possible, the same spatial scale. Through comprehensive monitoring, innovative measurement and the development of tools and guidance, tNCEA will help deliver cross-government priorities, including: the 25 Year Environment Plan, Biodiversity Net Gain, Environmental Land Management schemes, Local Nature Recovery Schemes and Net Zero commitments. The programme also incorporates development of systems modelling approaches to efficiently and reliably quantify how assets and flows of natural capital inter-relate, depend on ecosystem health, and how that health is altered by pressures and interventions, and will transform decision making in England. The outputs will be used by a wide range of public and private sector organisations, including those interested in biodiversity, nature positive development, and green finance. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. This rating reflects that while the Programme has made good progress, including achieving a number of deliverables, embedding delivery and governance structures and taking steps to develop the digital infrastructure necessary to deliver datasets to customers there has been under delivery in some key areas. The Programme is actively managing all known challenges, and most are considered to be improving, and have shown no major cause for concern at this stage. Following the IPA Gate 0 review in September 2023, the programme was rated amber and we have taken positive measures to action the recommendations in their action plan and increase the likelihood of successful delivery. | 2021-04-01 | 2025-04-01 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-04-01. This is primarily due to the following factors. The Programme end date is 31/03/2025 and is based on the SR-2021 funding settlement. The current programme will deliver national and some regional scale estimates of ecosystem and natural capital asset extent, location and condition. To obtain the finer granularity that customers seek for their decisions and evaluations, additional capital funding will be required to extend the programme for 3 years. Stopping at the end of the FY 24/25 would leave additional benefits unrealised. Hence, we are working with partners and stakeholders to prepare an SR-24 bid to enable the programme to continue for a further 3 years, and evaluate business-as-usual options post-2028. | 44.8 | 36.76 | -18 | The budget variance exceeds 5%. This is primarily due to the following factors. The HMT approved an allocation of 44.80 million. Defra's Investment Committee provided funding of 40.06 million. This reduces the budget variance to 8%. The variance was due to under delivery within the main collection projects, various unfilled vacancies and commercial delays across the year and slippage of work into 2024/25. | 125 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 125m. This is primarily due to the following factors. The programme's approved budget for 2024/25 is 56.86 million. 2024/25 work is planned on an over programmed approach equating to 3.75 million (60.61 million) above the 2024/25 budget. The programme has a range of implementable measures to control and monitor spend, and R&D programmes have a history of underspend across the Defra group. We are therefore confident expenditure will not exceed available funds. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. N/a - no monetised benefits |
| DEFRA_0012_2122-Q2 | Workplace and Facilities Management | DEFRA | Government Transformation and Service Delivery | Not set | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. The Project is reporting a green delivery confidence, following the successful Phase 1 Go Live on February 1st and remains on track to meet the Phase 2 Go Live milestone on April 1st. _x000D_ _x000D_ Focus, remains on addressing challenges and optimizing operational processes with ISS to ensure the complex requirements of the estate are understood, reducing the likelihood of risk on day one. Through implementing a range of engagement methodologies individual stakeholder and ALB requirements are understood in full, helping to ensure a seamless transition into the new contract. Work continues on the Soft Landings phase for stabilization and transformation activities. | 2021-06-01 | 2024-10-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-10-31. This is primarily due to the following factors. The Project remains on track to go live with the new contract in full for April 1st 2024. Once this milestone has been achieved, the Project will commence its Soft Landings Phase. This phase is expected to conclude in Autumn 2024, with the final closure review by Investment Committee - currently scheduled for the start of October 24. | 83.25 | 83.25 | 0 | The budget variance is inferior or equal to 5%. | 855 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 866m. to 855m. This is primarily due to the following factors. The baseline whole life cost figure is reported as the Full Business Case setting out a position of 855.02, which sets out preferred supplier cost. It is suspected that through the reconciliation, and true up processes subsequent to the Projects go live this may change as provisions become actualised. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The assessments of benefits was refined as part of the final business case submission. This was based on actual data collected through the procurement process as well as refined data provided by Defra in terms of workforce numbers. _x000D_ The project expects to deliver benefits which include:_x000D_ . Legal and health and safety requirements including minimising estate-related incidents and health and safety regulatory compliance; _x000D_ . Direct monetary savings (cash releasing benefits), such as the avoidance of unexpected repair and breakdown costs;_x000D_ . Indirect monetary savings (non-cash releasing benefits), such as improvements in colleague productivity and reductions in colleague turnover; and _x000D_ _x000D_ We have also only reported forecasted benefits as the project is still in its initial stage and the baseline is yet to be confirmed. |
| DFT_0048_2021-Q3 | 2nd Generation UK Search and Rescue Aviation | DFT | Government Transformation and Service Delivery | The UK Search and Rescue Second Generation (ULSAR2G) programme is the UK's replacement aviation Search & Rescue (SAR) and Ariel Surveillance (ASV) services that will continue to save lives, protect the UK's economic interests and maintain aeronautical compliance with International Conventions beyond 2024. | Not set | Green | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Green. This is primarily due to the following factors. The programme is now in the mobilisation phase prior to transition. This is going well with regular meetings between MCA and BHL. Internal workstreams are established and preparing for the transition phase between the old and new contracts._x000D_ _x000D_ The recent Government Internal Assurance Assessment and IPA Gate 4 (Readiness for Service) have found that the programme is well led with well established governance. | 2019-12-16 | 2026-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2026-12-31. This is primarily due to the following factors. The contracted schedule has been reviewed on a regular basis and remains on track for the projected end date. | Not set | Not set | Not set | The project did not report yearly cost | 1959 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1959m. This is primarily due to the following factors. The whole Life Cost remains as published in the Full Business Case. Milestone payments will be made as each base transitions into service. | 24475 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 24475m. The project departmental-agree Benefits at 22/23-Q4 is 24.5b. _x000D_ _x000D_ The project is in its mobilisation phase. The Search and Recue bases will transition to the new service between October 2024 and January 2027, during which, the benefits will start to be realised as the assets respond to incidents. The actual benefits annual benefits will progressively increase as each base transitions to this new contract. The majority of the benefit value is derived from the lives saved by the service. |
| DFT_0034_1920-Q2 | A12 Chelmsford to A120 Widening | DFT | Infrastructure and Construction | As announced in the Roads Investment Strategy 2, the scope includes: Widening the A12 to three lanes between junction 19 (north of Chelmsford) and junction 25 (A120 interchange) | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. SRO DCA remains AMBER following recent governance outcome, Development Consent Order decision and subsequent legal challenge. | 2015-04-01 | 2028-07-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-07-31. This is primarily due to the following factors. The project schedule has an approved baseline position of July 2028 for the project end date. The project has achieved all development stage milestones to date, including Development Consent Order decision. However, the Development Consent Order is being challenged and so until this is resolved there is uncertainty about our future milestones. | 72.1 | 58.9 | -18 | The budget variance exceeds 5%. This is primarily due to the following factors. Forecast spend reduced due to reprofiling of advanced works programme | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| DFT_0024_1516-Q4 | A303 Amesbury to Berwick Down | DFT | Infrastructure and Construction | This is a road upgrade scheme to construct a free-flowing dual carriageway replacing the current single lane on the A303 between Amesbury and Berwick Down including a twin bore tunnel under the majority of the World Heritage Site and a bypass and viaduct to the north of Winterbourne Stoke. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The project still awaits the conclusion of legal proceedings. The expected costs and schedule would be confirmed dependent on the outcome of the legal processes. | 2014-12-01 | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | 47.1 | 19.24 | -59 | The budget variance exceeds 5%. This is primarily due to the following factors. The budget variance reflects changes to the schedule since the baseline was set. | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | 1486 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 1486m. Benefit figures will be finalised once the outcome of legal proceedings is known. |
| DFT_0044_2021-Q2 | A417 Air Balloon | DFT | Infrastructure and Construction | As announced in the Roads Investment Strategy 2, the scope includes: A417 Air Balloon- connecting the two dual carriageway sections of the A417 near Birdlip in Gloucestershire, taking account of both the environmental sensitivity of the site and the importance of the route to local economy. | Not set | Green | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Green. This is primarily due to the following factors. An Independent Assurance Review (IAR) 3B was undertaken in October 2022 with a Green Outcome. Project received 5 recommendations of which 2 were recommendations and 3 were essential. An action plan was put in place and all recommendations have been completed. | 2015-04-01 | 2027-08-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-08-31. This is primarily due to the following factors. Start of Works (SoW) was achieved on 17 February 2023, one month ahead of the Department for Transport approved forecast date, and seven months ahead of National Highways Delivery Plan committed date. Project is still on target to achieve commitment dates. The Notice to proceed was issued to National Highways delivery partner on 28 December 2023, to commence the next phase of the construction works. | 80.6 | 47.07 | -42 | The budget variance exceeds 5%. This is primarily due to the following factors. The project has re-phased the construction programme, there is no change to the outturn cost. | 535 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 482m. to 535m. This is primarily due to the following factors. The increase is due to cost inflation being higher than anticipated when the previous estimate was set. | 424 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 424m. There has been no change. |
| DFT_0031_1819-Q1 | A428 Black Cat to Caxton Gibbet | DFT | Infrastructure and Construction | The scheme provides a new off-line two lane dual carriageway between Black Cat roundabout on the A1 in Bedfordshire and Caxton Gibbet roundabout on the A428 in Cambridgeshire. | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. The A428 Black Cat to Caxton Gibbet is in the construction phase, achieving Start of Works milestone in November 2023. Chief Secretary to the Treasury approval of the updated Full Business Case and release full funding for the scheme was received in October 2023. | 2015-04-01 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 57.1 | 60 | 5 | The budget variance is inferior or equal to 5%. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| DFT_0047_2021-Q3 | A66 Northern Trans-Pennine | DFT | Infrastructure and Construction | Upgrading the remaining six single carriageway sections of the A66 between the A1(M) at Scotch Corner and the M6 at Penrith, creating a continuous dual carriageway across the Pennines, including key junction upgrades | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Actions arising from the last Assurance Review have been completed. The next IPA Assurance Review will be to support the Full Business Case ahead of Start of Works and will formally review progress against the actions. | 2017-07-05 | 2030-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-03-31. This is primarily due to the following factors. Over the course of Financial Year 23/24, the project has achieved the important milestone of receiving Secretary of State approval to the Development Consent Order (DCO) on the 7 March 2024. | 112.47 | 112.47 | 0 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 692 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 692m. The project's departmental-agree monetised benefits at 22/23-Q4 is 692m. The baseline monetised benefits reflect the June 2022 DfT Investment Committee (IPDC) approved position. The Full Business Case will include confirmation of the project's value for money. |
| DFT_0038_1920-Q4 | East Coast Digital Programme | DFT | Infrastructure and Construction | The East Coast Digital Programme will introduce European Train Control System signalling technology, also known as digital signalling, to the East Coast Mainline southern section between Kings Cross & Stoke Tunnel just south of Grantham. This will involve the removal of conventional line-side traffic light signals and their replacement with digital signalling which will display safety information in the driver's cab. _x000D_ _x000D_ As well as being cheaper on a whole-life basis, implementing the technology will provide a number of additional benefits unavailable under convention signals such as improved safety and efficiency as it provides drivers with more information through the continuous communication between the train and track. This is the first implementation of this technology on a UK mainline route and as well as being a significant engineering challenge, it will also involve a major change in working practices for industry. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme received an AMBER rating at its annual review held in September 2023. The reviewers praised the unique and innovative approach to delivery used on the programme and the engagement of delivery partners in its output. In addition, they also highlighted several risks to delivery which required attention by the team. This included for example improved communication with stakeholders over delivery plans and ensuring key personnel and skills are retained. In order to address these challenges the review team provided 12 recommendations for ECDP to implement ahead of the next planned review in October 2024. Since the review 8 of the 12 recommendations have been implemented on the programme with a clear plan for the delivery of the remaining 4 ahead of the next review. Notable changes delivered via these recommendations include an update to the programme delivery model, improved ED&I monitoring as well as changes to reporting. | 2017-05-01 | 2030-10-14 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-10-14. This is primarily due to the following factors. Final programme completion remains on schedule as at the end of the reporting year. Since the last annual report a number of Tier 1 milestones have been achieved by the programme including the entry into service of the ETCS testing facility at the Rail Innovation and Development Centre where all ETCS fitted trains will be tested and the commissioning of ETCS infrastructure on the Welwyn to Hitchin Overlay Area, where conventional signals will be retained to allow the progressive training of drivers. In addition to these Tier 1 milestones, the 2023-24 reporting year also saw both the running of ETCS trains and the start of mass-driver training for the first time on the Northern City Line. However, despite overall programme completion remaining on schedule there has been delays to several intermediate milestones over this reporting year. This includes for example milestones related to vehicle fitment and infrastructure commissioning. These delays have primarily been driven by loss of access to the railway to complete infrastructure works and constraints in the supply chain | 352.34 | 297.99 | -15 | The budget variance exceeds 5%. This is primarily due to the following factors. The variance from the forecast of costs is broadly down to three factors which has moved spend into later years. Firstly, the impact of industrial action in 2022 led to delays in infrastructure delivery between Welwyn and Hitchin the first area on the mainline to have digital signalling infrastructure fitted, causing a consequential delay to the Key Outcome 1 milestone which covers the removal of signals on this stretch of line resulting in costs slipping to the right. In addition, delays to freight fitment and approvals caused by the complexity of the engineering challenge have also pushed spend to later in the programme. The final factor moving spend to the right has been delays to agreeing the contract for the fitment of the Class 80X fleet, which delayed the start of this project and hence moving costs to later in the programme lifecycle. | 3477 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 3477m. This is primarily due to the following factors. At the end of the reporting year, programme whole life costs have remained stable since the last annual report. Despite inflation remaining a key risk to the programme this has not yet materialised into higher whole life costs through use of contingency and leveraging commercial tools such as bulk purchase of materials to gain cost savings. As we move in the 2024-25 reporting cycle, the key risk to maintaining overall programme cost will be the affordability of fleet fitment within the freight and OTM sectors. The programme is actively looking at how it can reduce cost in these sectors through working with the sector. | 824 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 826m. to 824m. The programme's benefits profile has remained static compared to last reporting period. As the benefits of digital signalling start to materialise on the Northern City Line, the first area to transition to ETCS, the programme will begin monitoring there accrual in earnest over the coming year. Please note that the benefits reported here are in present value at 2010 prices, whereas whole lifecycle costs are in cash prices, so are not directly comparable. |
| DFT_0033_1819-Q1 | East Coast Mainline Programme | DFT | Infrastructure and Construction | The East Coast Main Line Enhancements Programme is a collection of track and power upgrade schemes between London King's Cross and Edinburgh to increase capacity and reduce journey times. The Programme has enabled the East Coast franchise to introduce a new fleet of Intercity Express trains. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Although all of the infrastructure upgrades required to operate the new East Coast Main Line timetable have now been delivered, the Programme's Amber rating reflects the challenging schedule for agreeing and finalising the timetable specification. This activity is being led by the Department's Passenger Services team, and, as of 31/03/24, implementation will not be before December 2024. | 2014-04-01 | 2025-06-02 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-12-01 to 2025-06-02. This is primarily due to the following factors. Whilst the power supply upgrades required to operate the new timetable have now been delivered, the remaining interventions (required for route resilience purposes) are now forecast for completion in June 2025. | 0 | 68.94 | Not set | Programme costs in 2023/24 were significantly higher than the baseline because delays to the power supply upgrades led to costs moving from earlier years; total Programme costs remain within the approved budget. | 1040 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1040m. This is primarily due to the following factors. The baseline whole life cost for the project has not changed and forecast costs remain within the funding range agreed with HM Treasury for the delivery of the Programme. | 2953 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 2953m. The benefits baseline assumed that the new East Coast Main Line timetable would be introduced in May 2021 but, due to the impact of the pandemic on the rail industry's finances, its implementation has been deferred until December 2024 at the earliest. When the content of the new timetable and its date of introduction have been agreed, the passenger benefits achieved by the Programme will be reforecast. |
| DFT_0046_2021-Q2 | East West Rail Configuration State 1 | DFT | Infrastructure and Construction | The East West Rail (EWR) scheme will create a rail link from Oxford to Cambridge, and is a key part of the government's ambition for the Oxford to Cambridge Arc. EWR is being delivered as a single integrated programme, structured around the phased introduction of services (Connection Stages). East West Rail Connection Stage 1 (CS1) delivers services between Oxford and Bletchley/Milton Keynes._x000D_ _x000D_ CS1 will re-construct and upgrade a partly disused railway between Bicester and Bletchley. This will allow for the introduction of new passenger services, improving connectivity and journey times along the corridor to support transport and economic growth needs. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The project is progressing well and is largely on budget and schedule to deliver services by 2025. Infrastructure works have been completed and the Heads of Terms with the operator have been agreed and signed off. There are risks around delivery of rolling stock, mode of operation and ensuring there are enough drivers trained for the start of services. Operational readiness planning is a priority focus for the project. | 2011-11-30 | 2025-09-01 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-09-01. This is primarily due to the following factors. Overall the schedule remains ambitious but achieveable. Good progress has been made against important infrastructure milestones, including the completion of all Earthworks and completion of track laying. Imporant progress is being made to ensure operational readiness for entry into service by 2025. | 124.82 | 117.86 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. In year variance driven by risk funding that has been brought forward to cover the cost of mitigating industrial action (which impacted track delays) and HS2 costs | 1353 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1353m. This is primarily due to the following factors. The whole life costs for the project have been adjusted slightly to align with the approved business case. These figures represent scheme delivery costs, rather than whole life costs. Project spend largely represents the capital expenditure to deliver infrastructure, through the East West Rail Alliance. | 2649 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 2649m. The programme has developed the appropriate benefits management documentation and processes. However, the final benefits realisation position is uncertain and dependent on post-Covid travel patterns, housing and job creation; as well as the realisation of later connection stages extending services to Bedford and Cambridge. Please note the 2,654m is a nominal value and has been uplifted for each year across the appraisal period. The 574m/740m are appraisal values in 2010 prices |
| DFT_0052_2122-Q1 | East West Rail Connection Stage 2 & 3 | DFT | Infrastructure and Construction | The East West Rail (EWR) scheme will create a rail link from Oxford to Cambridge. The project is structured around the phased introduction of services (Connection Stages). _x000D_ East West Rail Connection Stage 2 (CS2) predominantly upgrade existing infrastructure (between Bletchley and Bedford) to allow services between Oxford and Bedford. East West Rail CS3 involves building a new line, between Bedford and Cambridge, to extend the railway and facilitate services from Oxford to Cambridge. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The project is currently being re-baselined following the recommitment to the programme and the route update announcement. _x000D_ EWR Co is now planning for two Statutory Consultations for CS2/3 ahead of an OBC and DCO application. _x000D_ Cross-government discussions are being led by HMT through a new EWR economic growth board on how to maximise the opportunities EWR can unlock. The Budget announced up to 15m of funding for local authorities for this and the first stage of work is progressing on developing local visions for growth around stations. _x000D_ As part of the Spring Budget on 6 March 2024, the Chancellor announced delivery of works on the Marston Vale Line of East West Rail will be bought forward, supported by 240m. These works will enable the service between Oxford and Bedford to commence by the end of the decade. | 2014-08-01 | 2030-10-09 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-10-09. This is primarily due to the following factors. This project is still in the concept and design stage. There remains a degree of uncertainty around the overall project schedule, until further work has been completed to refine delivery options and the project's scope and a funding profile agreed with HMT. More detailed information will be provided in subsequent iterations of the IPA's annual report and via project led public engagement in due course. | 175.29 | 90.15 | -49 | The budget variance exceeds 5%. This is primarily due to the following factors. Variance of anticipated spend is primarily due to a review of the scheme's priority leading to slower progress than originally anticipated. | 3970 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 3970m. This is primarily due to the following factors. This project is still in the concept and design stage with important scope decisions yet to be made. The cost range is estimated at 4-7bn. More detailed information will be provided in subsequent iterations of the IPA's annual report, and the funding required will be determined via business case processes. | 10961 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 10961m. No annual return benefits provided. EWR can unlock wider benefits (economic growth, jobs, housing). Final benefits realisation remains uncertain. |
| DFT_0039_2122-Q3 | Further Electrification of Midland Main Line (MML3) | DFT | Infrastructure and Construction | Electrification of the Midland Main Line from Wigston to Sheffield and Nottingham that will enable the replacement of diesel traction with electric or bimode electric trains delivering environmental improvements and operational cost savings. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The progression of the electrification will be dependent on the development of a robust business case that sets out a clear narrative on the rationale to progress the project and establishes an efficient delivery methodology and associated procurement strategy. It is intended to consider the investment decision on the project in the summer of 2024. | 2022-01-21 | 2032-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2030-12-31 to 2032-12-31. This is primarily due to the following factors. Network Rail have provided updated a programme schedule, that forecasts completion by early 2031, this is similar to the previous schedule, and now benefits from the use of a QSRA. This assessment assumes that supply chain contracts are awarded in March 2025, which will be subject to business case approvals in the later part of 2024. | 108 | 32 | -70 | The budget variance exceeds 5%. This is primarily due to the following factors. DfT and Network Rail agreed a slowing of spend to align with Spending Review priorities, however, Network Rail progressed as planned design work and route clearance on the route, together with developing the procurement strategy for the delivery of the remainder of the route. | 1468 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1468m. This is primarily due to the following factors. Economic case has now been refreshed that includes a revised cost plan and updated whole life costs. | 2599 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 2591m. to 2599m. Economic case has now been refreshed that includes a revised assessment of benefits |
| DFT_0040_2021-Q1 | HS2 Phase 1 | DFT | Infrastructure and Construction | A new high-capacity, high-speed railway connecting London and the West Midlands with onward services to other cities, via the existing West Coast Main Line. | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. HS2 Ltd has been asked to update its cost estimate to consider the revised scope of Phase 1 and the cancellation of the wider scheme reflecting reduced scope and the costs of any changes. The Department and HS2 Ltd continue to work collaboratively to develop a joint plan setting out an enhanced approach to governance and controls on the project, alongside planned internal changes to accountabilities and leadership structures within HS2 Ltd. Parliament will be updated once a revised cost estimate has been agreed and new targets provided to HS2 Ltd._x000D_ _x000D_ Work has also commenced on an updated Business Case for the revised programme, following the Network North announcement. This will be published in due course and provide an economic assessment following decisions being made on the HS2 train services running to and from Euston. | 2009-01-14 | ARMP adjustments - Project not yet in a position to give cost/schedule | The project's end-date at 23/24-Q4 is ARMP adjustments - Project not yet in a position to give cost/schedule. This is primarily due to the following factors. The forecast date for initial HS2 services between Birmingham Curzon Street and Old Oak Common remains within the range of 2029 to 2033._x000D_ _x000D_ An updated delivery-into-service range for services to Euston will be provided in due course. | 5118.3 | 5118.3 | 0 | The budget variance is inferior or equal to 5%. | ARMP adjustments - Project not yet in a position to give cost/schedule | The project's departmental-agree Whole Life Cost at 23/24-Q4 is ARMP adjustments - Project not yet in a position to give cost/schedulem. This is primarily due to the following factors. The Department does not report on Whole Life Cost (WLC) as it does not reflect the true up-front cost for building HS2. Work on managing cost pressures continues, and HS2 Ltd has undertaken a review of Phase 1's estimate at completion (EAC), advising that the updated EAC for the Phase 1 is 49 billion to 57 billion (2019 prices). However, the Department considers that the outturn cost of Phase 1 (pre-Network North changes) should lie between 45 billion and 54 billion and has been clear that HS2 Ltd should deliver at the lower end of this range even if that entails difficult choices. The Department has now also instructed HS2 Ltd to update its EAC to consider the revised scope of Phase 1 in light of the Network North announcement. Parliament will be updated on a new cost range once the revised EAC has been agreed | ARMP adjustments - Project not yet in a position to give cost/schedule | NA The HS2 programme tracks progress against its benefits baseline through quarterly benefits reporting (QBR). This reporting is not monetised but uses natural measures to reflect whether the outcomes are being achieved. For benefits being reported on during design and construction the performance RAG rating for the QBR for 2023/24 Q4 is green overall. Following the Network North announcement, work on the re-baselining of benefits is ongoing as part of the programme reset. |
| DFT_0022_1415-Q4 | Lower Thames Crossing | DFT | Infrastructure and Construction | The Lower Thames Crossing (LTC) is a proposed new expressway connecting Kent, Thurrock and Essex through twin-bored tunnels under the Thames. It will almost double the road capacity across the River Thames east of London and is the largest single road investment project in the UK since the M25 was completed more than 30 years ago. As a vital part of the UKs transport infrastructure, it will act as a catalyst for national and local economic growth. Building a reliable, modern new road that is fit for the future will help connect the nation's busiest ports to the distribution hubs in the North, Midlands and beyond. It will improve network resilience and the performance of the existing crossings at Dartford, transforming the regional and national road network. LTC will open up new markets for businesses and create tens of thousands of new jobs and hundreds of apprenticeships during its construction. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The key strategic risks remain mainly the consenting process and loss of momentum. The project will be updating its overall cost and schedule in line with the Written Ministerial Statement as the project manages the Written Ministerial Statement, plus the pressures on capital investment from inflation, the continuing Development Consent Order process, and the complexity of the activity needed to enable a funding investment decision. | 2014-05-30 | 2034-04-20 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2032-03-10 to 2034-04-20. This is primarily due to the following factors. The Written Ministerial Statement issued on the 9 March 2023 confirmed government commitment to the Programme and that construction would be rephased by two years, against the current approved baseline. This was to allow more time to take into account stakeholder views and prepare an effective and deliverable plan, while helping to meet wider inflationary pressures. The project has now re-baselined to reflect the March 2023 Written Ministerial Statement. | 148 | 148 | 0 | The budget variance is inferior or equal to 5%. | 8950 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 8309m. to 8950m. This is primarily due to the following factors. This is primarily due to the following factors, inflation, and prolongation costs. This figure is the Most Likely capex cost in outturn prices. | 3009 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 4313m. to 3009m. The project's departmental-agree monetised benefits at 23/24-Q4 is 3009m._x000D_ The programme has produced an early draft of the Full Business Case (FBC) Strategic, Economic, Commercial and Management Dimensions. _x000D_ The economic analysis has been updated for revised Transport Analysis Guidance (TAG) guidelines, carbon costs/benefits and strategic benefits. Additional analysis on freight valuations and sensitivity tests has been undertaken. The analysis has used the existing approved cost profile of 8095m. |
| DFT_0027_1617-Q1 | Midland Main Line Programme | DFT | Infrastructure and Construction | The Midland Main Line (MML) Programme was a package of works to provide new track and electrification between Bedford, Kettering and Corby, along with journey time improvements across the MML. This package was completed for the May 2021 timetable. Further work to extend new electrification from Kettering to Wigston and enhance the existing electrifcation from London to Bedford and provide addtional power to allow new hybrid trains to run electrically from London to Wigston inclusive is underway. | Not set | Green | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Green. This is primarily due to the following factors. MML Key Output 1 is now essentially complete and is going through a formal close out process. MML Key Output 1a will not be reported as a GMPP project and so the rating is Green as a complete project. | 2011-01-01 | 2024-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-12-31. This is primarily due to the following factors. The project is essentially complete with formal close out currently underway. MML Key Output 1a will be reported seperately Tier 2 project. | 0.18 | 1.5 | 733 | The budget variance exceeds 5%. This is primarily due to the following factors. The project remains within budget with a small amount remaining for final close out activities. | 1421 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1421m. This is primarily due to the following factors. MML Key Output 1 of the project reflects the c1.4bn cost and has been completed within budget. The reduction from the higher number reflects the removal of MML Key Output 1a from the report as this gained new authority and scope with approvals in 2022 and will be reported seperately as a Tier 2 project. | 1299 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 1299m. Benefits have been realised in full |
| DFT_0043_2021-Q2 | Midlands Rail Hub | DFT | Infrastructure and Construction | The Midlands Rail Hub programme will improve connectivity between South Wales, the South-west of England, the West and East Midlands, by delivering additional rail capacity into central Birmingham, to promote growth in the regional Midlands economies. At its heart is the provision of new connections into Moor Street station and relieving the congested New Street station. The programme will be progressed in multiple phases, with the first (the West and Central scope, for improved services between Birmingham, Bristol, Cardiff, and Worcester) currently in detailed design, and later phases (between the West and East Midlands, and extending Worcester services to Hereford) in earlier stages of development. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The design of the West to Worcester, and Central, scope has now been remitted to Network Rail, who are well advanced in procuring a contractor for the detailed design work. We are working towards a programme-wide OBC which will further develop the proposals for the rest of the programme, including improvements between the East and West Midlands, and between Worcester and Hereford. | 2017-04-01 | 2040-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2033-06-30 to 2040-12-31. This is primarily due to the following factors. The West to Worcester, and Central, scope remains on track and could be complete by the early 2030s, while other scope is at an earlier stage of development and subject to future decisions. | 7.3 | 7.31 | 0 | The budget variance is inferior or equal to 5%. | 1569 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1563m. to 1569m. This is primarily due to the following factors. The Whole Life Costs will be reviewed as part of the programme-wide OBC. | 1817 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 1817m. |
| DFT_0141_2223-Q1 | Northern Powerhouse Rail (NPR) | DFT | Infrastructure and Construction | Northern Powerhouse Rail (NPR) is the government's vision to transform east - west rail connectivity in the North of England by providing faster and more frequent services between its key economic centres. The scope of NPR is set out in Network North and the Integrated Rail Plan. It will deliver improvements to rail capacity and journey times via fully electrified, upgraded, and new railway lines between Liverpool, Manchester, Bradford, Leeds, Sheffield, Rotherham, York, Hull, and Newcastle. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Following the Network North announcement in October 2023, the programme will need to fully revise the Strategic Outline Business Case (SOBC) to reflect the expanded scope of Northern Powerhouse Rail (NPR). Delivery of the SOBC is dependent on a new funding profile for NPR being agreed across government and will encompass a re-assessment of NPR's value for money proposition. In March 2024, ministers set out the proposed next steps for the NPR route between Liverpool and Manchester, with the primary option to include new stations at Warrington and Manchester Airport, and the ambition to adapt the HS2 Phase 2b hybrid Bill for NPR. | 2016-06-01 | 2045-12-29 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2045-01-01 to 2045-12-29. This is primarily due to the following factors. End date aligns with Integrated Rail Plan (IRP) target year of 2045. The project end date will be reassessed as part of the revision of the SOBC to reflect the additional Network North scope. | 35.89 | 33.52 | -7 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend was caused by:_x000D_ 1. The early completion of the feasibility stage of work on the NPR core (pre-Network North announcement) route._x000D_ 2. Re-planning and changes to work plans that were required to reflect the changes in scope following the Network North announcement. | 30600 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 17265m. to 30600m. This is primarily due to the following factors. This is due to the scope of NPR being expanded by the Network North announcement, including NPR becoming responsbile for a section of route between Liverpool and Manchester that would previously have been delivered by HS2 Phase 2b. | 8007 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 19453m. to 8007m. Benefits have remained broafly flat since last reported, whilst the expansion in the geography and scope of NPR as part of Network North increased benefits, this has been offset by the removal of HS2 Phase 2b from the do-minimum scenario as well as the impact of long-term travel behaviour changes as a result of the Covid-19 pandemic, which was not included in previous forecasts. |
| DFT_0020_2122-Q2 | Rail Transformation Programme | DFT | Government Transformation and Service Delivery | Not set | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) |
| DFT_0054_2122-Q1 | Rapid Charging Fund | DFT | Infrastructure and Construction | The Rapid Charging Fund will upgrade power capacity on the Strategic Road Network where it is not commercially viable to do so, in order to allow the private sector to expand ultra rapid electric vehicle charging ahead of need. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Senior Responsible Owner's Delivery Confidence Assessment for this project is Amber. This is primarily due to the complexity surrounding outstanding key policy decisions, tight timeframes for delivery, and resource requirements. Significant progress has been made with the Rapid Charging Fund (RCF) Pilot, which opened for applications in December 2023. The Pilot will allow for an iterate and learn approach which will inform the design and delivery of the main fund. A consultation on the proposed scope, design, and delivery of the main fund was also published in December 2023. The consultation closed in February 2024 and officials are analysing responses, ahead of issuing a response to the consultation. The design of the main fund continues informed by learning from the pilot and responses to the consultation. | 2020-11-25 | 2028-04-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-04-30. This is primarily due to the following factors. Further work is required to rebaseline the end date following previous delays to launching the Pilot fund (owing to a need to take into account previously unseen market data, and ensure the most effective intervention), and, to reflect ongoing policy development work to support the main fund. | 223.9 | 5.9 | -97 | The budget variance exceeds 5%. This is primarily due to the following factors. We re-forecast FY23/24 spend to reflect changes to the timing and payment profile for the RCF Pilot. All changes were agreed with DfT Finance and Pilot costs are budgeted for in later financial years | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | Exempt under Section 35 of the Freedom of Information Act 2000 (Exempt under Section 35 of the Freedom of Information Act 2000 (Formulation of government policy,etc.)) | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule |
| DFT_0037_1920-Q3 | Transpennine Route Upgrade | DFT | Infrastructure and Construction | TRU is a major multi-billion-pound programme of railway improvements between Manchester, Huddersfield, Leeds and York. TRU will bring passengers more frequent, faster, greener trains, running on a better, cleaner, and more reliable railway. TRU will transform East-West travel across the North of England.It will include full electrification of the route, additional tracks, new digital signalling, and more capability to allow greater freight use. To date, 6.9bn has been committed to the programme, against an Anticipated Final Cost of 10.4bn - 11.6bn. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The complexity of the regional timetable has the potential to place pressure on benefits. Timetable modelling due to conclude later this year expected to alleviate this. TRU is also dependent on adjacent projects in Manchester and Leeds to deliver its full benefits, but doesn't control their approvals and funding. Governance has been implemented to ensure regional integration. | 2017-07-01 | 2041-10-17 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2041-10-17. This is primarily due to the following factors. TRU's Programme Business Case 2 (PBC2) funding approval was announced in December 2023. PBC2 has led to some replanning but with Entry into Service dates remaining as per the baseline (which will see full passenger benefit realisation by the mid 2030s). Negotiations between Network Rail and the supply chain to formally place into contract two of the largest sub-projects in the programme (W34 - Huddersfield to Leeds, and E234 - Church Fenton to Leeds) are on track to conclude by Summer 2024. | 647.56 | 698.07 | 8 | The budget variance exceeds 5%. This is primarily due to the following factors. Network Rail took the initiative to bring forward infrastructure spend previously forecast in future years to deliver it early. This is considered efficient, as it releases it from the forecast and therefore will not be subject to risk and inflation within the programme. A programme change control was approved by the Rail Network Enhancements Pipeline (RNEP) Portfolio Board. | 11104 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 11453m. to 11104m. This is primarily due to the following factors. The previous 11.453bn figure was stated at TRU Programme Business Case Update 1 (May 2021). Since then, we have received approval for TRU Programme Business Case Update 2 (May 2023) - 11.183bn. In the intervening two years, the programme has experienced headwinds in project costs and has been re-stated using March 2023 OBR inflation forecasts, but offset by efficiencies totalling 1.6bn. The 11.103bn figure was set following at DfT Rail Network Enhancements Pipeline (RNEP) Portfolio Re-baselining exercise in the summer of 2023. | 2978 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 3088m. to 2978m. Benefits of the programme are wider public and economic benefits from faster and more reliable journeys, more journey opportunities and an improved environment from a shift of passenger and freight transport to rail, plus decarbonisation, including from electrification. |
| DHSC_0068_2021-Q4 | AI Labs | DHSC | Government Transformation and Service Delivery | The NHS AI Lab was set up as a research and development focused programme to accelerate the adoption of AI in health and social care. Aiming towards the UK becoming a world leader for the development of technologies to improve people's health and wellbeing, delivering the most impactful technology to support our health and care system. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Substantial progress has been made against the recommendations of the latest Assurance Action Plan Review._x000D_ - The latest business case addendum has now had internal approval._x000D_ - Benefits Realisation work has progressed significantly._x000D_ - work to define the future AI function beyond the programme lifecycle and a BAU Operating model has been developed and is under review by senior leadership. _x000D_ - Commercial management of contracts has been brought in-house _x000D_ - Risks associated with staff churn are being mitigated through the extension of current FTC/Secondment staff contracts and interim recruitment activities. | 2020-07-01 | 2024-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-03-31. This is primarily due to the following factors. The current baseline end-date remains unchanged. However a business case is undergoing approvals to support a 12-month extension to complete delivery and evaluation work. | 28 | 28 | 0 | The budget variance is inferior or equal to 5%. | 160 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 160m. This is primarily due to the following factors. The baseline Whole Life Costs has been reduced due to Departmental funding re-prioritisation (Spending Review). | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. AI Lab Evaluation work, which will incorporate Benefits Realisation work, will commence in QI 24/25 and has a completion date of 31 March 2025. |
| DHSC_0253_2324-Q1 | Data for Research and Development (R&D) | DHSC | Government Transformation and Service Delivery | The Programme's vision is to by 2025, have a world leading NHS-wide health data research infrastructure that enhances patient care, sustains the NHS and supports innovation, while benefiting the economy through attracting life sciences to work in the UK | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The financial year concluded with a successful Assurance of Action Plan (AAP) Review leading to Amber status. This is primarily due to increased resourcing, executive sponsorship, formalised Path to Green Plan and improved capacity to engage external stakeholders. | 2022-01-01 | 2025-03-31 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. No deviation from planned schedule | 78.3 | 78.75 | 1 | The budget variance is inferior or equal to 5%. | 191 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 191m. This is primarily due to the following factors. The Programme's budget reduction from Programme Business Case level has resulted in a re-prioritisation exercise. NHS Research SDE Network is the largest area of spend. | 1485 | The project's departmental-agree monetised benefits at 23/24-Q4 is 1485m. The Data for R&D Programme will primarily delivery benefits through the research and innovation which will be made possible or improved with the infrastructure. These are benefits to patients, NHS and clinical trials through the mix of cash-releasing, non-cash releasing and societal benefits._x000D_ January 2024: Benefits reprofiled based on delivery of the Programme to date, raising total benefits to 1.6m. _x000D_ . The creation of the multi-modal genomics dataset, which exceeds what was anticipated when the benefits were reduced (September 2022: Funding reallocated leading to an 1.4m reduction)_x000D_ . The above-target clinical trial recruitment activity._x000D_ . The high volume of investment into UK life sciences over the last 12 months._x000D_ . Benefits from income generation from the SDE Network (in 22/23 & 23/24 only for now). Additional benefit is expected after March 2024 following the creation of a single operating model._x000D_ . No substantial revisions have been made to the national or sub-national SDE profiles. |
| DHSC_0069_2021-Q4 | Digital Transformation of Screening_old | DHSC | Government Transformation and Service Delivery | The Digital Transformation of Screening Programme (DToS), covers work required to design, develop and deliver new shared screening services and supporting digital products and assisted digital support, and the associated change delivery. _x000D_ _x000D_ Our vision aims to implement key recommendations in Professor Sir Mike Richards 2019 review which set out the need to improve IT systems to support the safe and effective delivery of screening services. | Not set | Red | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The programme continues to report Red although significant progress has been made, transitioning the programme into its delivery phase. The initial Statement of Work with the screening delivery partner was approved and has begun. From the end of January 2024, teams have been onboarding and teams are now fully mobilised._x000D_ _x000D_ _x000D_ Over the coming months the following actions are planned to further improve the RAG rating:_x000D_ -Confirmation of 2024/25 budget for the programme_x000D_ -Development of the Release 0 detailed delivery plan completed and pilot locations agreed_x000D_ -Design and build of CaaS Integration Service to transition the cohorting service for Breast Screening and Diabetic Eye Screening_x000D_ -Plan and scope outlined to utilise Breast Screening Select to support DToS Releases_x000D_ -Continue to monitor the progress of SoW approvals and push for prompt sign off at each stage | 2022-04-01 | 2033-03-30 | The project's end-date at 23/24-Q4 is 2033-03-30. This is primarily due to the following factors. The project's end-date at 23/24-Q4 is schedule to finish on 30-MAR-2033. This is the date of the programme lifetime, the programme is a 10 year planned programme to deliver digital transformation to other screening services, not just the Breast and Diabetic eye that is mentioned in the current reporting. As per the options discussed in the current PBC there is remaining services that will benefit from Digital Transformation, AAA, Bowel, Lung, Grail, AN + NB, Cervical) and prioritisation of these will take place in further options appraisals in the following PBC's that will be presented to HMT | 31.2 | 7.72 | -75 | The budget variance exceeds 5%. This is primarily due to the following factors. The budget variance exceeds 5%. This is primarily due to the delay in onboarding of external suppliers costs have been pushed into following years. However, Costs are now refined to reflect actual year end position for the year after bringing in IBM back on board in Jan 24. _x000D_ The main increase since last submission in M09 is due to continuation of Cohorting as a Service Live Services recharge for Cohort Manager running from FY24/25-FY25/26 (2m)_x000D_ There maybe a further tweak over the next 2 months to March 24 as we continue to finalise spending. | 113 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 113m. This is primarily due to the following factors. Baseline whole life costs remain in line with the latest approved business case | 610 | The project's departmental-agree monetised benefits at 23/24-Q4 is 610m. The project departmental-agree Benefits at 23/24-Q4 is 0. This is primarily due to NHS England has been slower than envisaged in the business case to start the project. |
| DHSC_0096_2122-Q4 | Digitising Social Care | DHSC | Government Transformation and Service Delivery | The Digitising Social Care Programme has the objective of 80% of adult social care providers, and 80% of people receiving adult social care services, having a digital social care record by March 2025 - rebaselined from March 2024. The programme is also supporting the testing of other types of care technologies that can improve the quality, safety and efficiency of care delivery to build a clearer evidence base for their benefits. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. 63% of CQC registered adult social care providers have a digital social care record - covering 70% of people receiving adult social care services (as of Feb 24). This is an uplift of more than 20 percentage points on the baselined position reported in December 2021. There are 7 assured digital social care record solutions who are fully compliant with the effective standards - this is subject to change as new standards are introduced and new suppliers become compliant. The programme is considering how it can maximise the support it provided to adult social care providers in its final year. | 2021-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The programme objectives are scheduled for completion in March 2025 - with a further year scheduled for programme closure activities. 63% of CQC registered adult social care providers have a digital social care record - covering 70% of people receiving adult social care services (as of Feb 24). This programme objective remains ambitious - and the programme will be refining its programme forecasts over the coming quarter when systems submit their baselined plans. | 160.72 | 150.62 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. Spend in previous years has been within a 5% variance. This spend has been reviewed as part of the National Audit Office report into Adult Social Care Reform. Forecasted spend in this financial year has been less than baselined - with a forecasted underspend of 10m driven by funding fewer than anticipated care technology projects and slower than anticipated progress scaling digital social care records in some geographic areas. | 598 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 2698m. to 598m. This is primarily due to the following factors. These forecast totals include the whole life costs to the wider system associated with the adoption of care technologies. This includes the costs associated with implementation - such as dual running, releasing staff time for training and the time spent converting paper records to digital records. These costs also include the license and hardware costs for ten years which is beyond the lifecycle of the programme. These costs are reflected in our programme business case and programme cost model. | 2952 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 12646m. to 2952m. Confidence in the programmes benefits assumption has increased through a combination of system reporting and intensive benefits studies with a cohort of adult social care providers (pre and post implementation). The benefits scale in line with the increase in the adoption of digital social care records. 63% of CQC registered adult social care providers now have a digital social care record (as of Feb 24). |
| DHSC_0041_2122-Q3 | ESR Transformation Programme | DHSC | ICT | The Electronic Staff Record is a single workforce management tool for the NHS offering an "end to end" solution during NHS employment. ESR provides salary payments and other pay related remuneration to 1.8 million employees, circa 5% of the working population in England and Wales. The Programme will define and deliver the future transformation roadmap for the ESR service from Spring 2026 including technology, application and service design. _x000D_ The primary drivers are:_x000D_ - Expiry of the current contract for the provision of ESR in August 2026 (extension from August 2025 - August 2026 to facilitate an appropriate transition window; enabling the safe take on of the existing service by the supplier of the new agreement);_x000D_ - The end of premium support for the Oracle eBS software in 2034;_x000D_ - The need to transform the existing solution to provide a modernised digital service to end users coupled with the accurate and timely provision of workforce data. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(IPA rating). This is primarily due to the following factors. The SRO has accepted the recommendations received as part of the IPA Annual Assurance Review held in February 2024. An action plan has been put in place to address the recommendations as required with updates provided to Programme Board on a monthly basis. | 2020-01-02 | 2031-02-28 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2031-02-28. This is primarily due to the following factors. The main driver for the project end date remains aligned with the need to complete transformation and migration to the new workforce solution across all in-scope organisations before the expiry of the existing legacy product. | 7.13 | 6.46 | -9 | The budget variance exceeds 5%. This is primarily due to the following factors. On 26th February 2024, notification was formally received from the DHSC Investment Team that the OBC Addendum in relation to the incumbent supplier contract extension for the ESR Transformation Programme had been approved by DHSC Investment Committee, Ministers and HMT. Due to previously reported delays, securing an incumbent extension option was progressed as a mitigation to ensure there is an appropriate transition window for the selected supplier to safely take on the running of the existing service. Following the OBC addendum approval, the baseline and forecast figures have been reprofiled. A minimal underspend is forecast, with Q4 figures in the process of being finalised. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 3373 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 3449m. to 3373m. Both cash releasing and non-cash releasing benefits are realised by user organisations and are broadly related to user experience, interoperability, and data insights. These are incremental benefits on top of the established benefits from the existing ESR service solution. |
| DHSC_0252_2324-Q1 | Federated Data Platform | DHSC | Government Transformation and Service Delivery | The NHS Federated Data Platform (FDP) is software that will sit across NHS trusts and integrated care systems enabling NHS organisations to bring together operational data - currently stored in separate systems - to support staff to access the information they need in one safe and secure environment. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. NHS England is pleased with progress made to date with the Federated Data Platform Programme. To date, the programme has been delivered to time and within budget. We look forward to the benefits that will be realised for patients through adoption of the platform over the coming years, and believe that work to date has provided solid foundation for the programme. _x000D_ _x000D_ The benefits delivered through the pilot programmes are significant and demonstrate the true potential of the FDP and the impact that this technology will have for patients and NHS staff. | 2022-04-01 | 2032-03-31 | The project's end-date at 23/24-Q4 is 2032-03-31. This is primarily due to the following factors. The FDP Programme is currently delivering to plan. _x000D_ A full business case was approved in November 2023. _x000D_ The Federated Data Platform and Associated Services (FDP-AS) contract was awarded 22 November. The Privacy Enhancing Technology (PET) contract was awarded on 22 November. The first users were onboarded to the platform on 21 March for two National products. The programme is focused on preparations for local organisations to join the FDP, and transition of further products. | 122.3 | 100.9 | -17 | The budget variance exceeds 5%. This is primarily due to the following factors. The FDP programme receieved FBC approval in November 2023, therefore anticipated 2023/24 costs and benefits were reduced. The Variance is due tounderspend on both programme team and operational costs resulting from delayed FBC approval resulting in a delay to programme delivery plans and associated contractual costs. | 1042 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1042m. This is primarily due to the following factors. The OBC recommended to procure a central Software as a Service (SaaS) platform with ICS linkages. The whole life budget includes licences and cloud costs for the software and support. Costs for internal staffing to reflect work that would be undertaken in developing and deploying the platform, its use case implementation, and delivery that would happen at greater pace. The Federated Data Platform will dock into existing ICS infrastructure where possible, according to the different integration patterns (which are based on system maturity and capability). | 777 | The project's departmental-agree monetised benefits at 23/24-Q4 is 777m. The benefits figure outlined is an economic estimate of the total benefits the FDP programme will achieve over the life time of the project; these are cash and non-cash releasing to the NHS as well as wider societal benefits. The FDP programme will for example deliver the following benefits:_x000D_ . An increase in the utilisation of operating theatres, meaning more procedures can be carried out each year and patients should have a shorter waiting time for their procedures_x000D_ . A reduction in unnecessary delay days for patients awaiting discharge from hospital_x000D_ . A reduction in the costs of reporting and IT for Trusts and ICSs |
| DHSC_0071_2122-Q1 | Frontline Digitisation | DHSC | ICT | Our vision is a digitally-enabled health and care system, where the health service and its users have the digital services and access to the data they need to effectively manage and improve health and wellbeing._x000D_ The Frontline Digitisation programme is supporting this vision by levelling up ICSs and providers to a baseline level of digital capability, set out in our Digital Capability Framework, which enables frontline clinical and operational staff to make the best use of digital technology to deliver care efficiently, effectively and safely, reducing variations and improving quality and outcomes. The EPR programme is focussed on Coverage, ensuring all trusts have an EPR, Capability, ensuring that trusts with an EPR meet our standard and Convergence, making decisions about coverage and capability with the aim of having fewer more integrated EPRs serving larger populations. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red to Amber. This is primarily due to the following factors. Programme delivery confidence is AMBER as agreement has been reached to extend the programme into FY25/26 to enable continued central support for trust EPR implementations in that year. | 2021-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. A revised business case to reflect the new programme end date of 31 March 2026 is in the process of being approved | 738.5 | 470.8 | -36 | The budget variance exceeds 5%. This is primarily due to the following factors. Costs reflect the approved programme business case. An addendum with a revised funding profile is currently moving through approvals. | 1982 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1982m. This is primarily due to the following factors. While we await sign off of the addendum, the current forecast WLC remains as set out in the approved case. This will be updated once approval has been reached to reflect the movement of funding into 25/26" | 29814 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 29814m. Benefits will be realised through local projects via FD programme investment. Systems and trusts undertaking these projects will be expected to undertake local 'As Is' and 'To Be' mapping to clearly articulate the expected benefits and the change management steps needed to access and realise those benefits. Investments will only be made when a project is able to demonstrate a robust return on investment with an appropriate Management approach that ensures realisation. Investment will typically occur over the life of the Programme with benefit returns modelled over 10 years. Systems and trusts will be expected to report actual benefits, referenced against forecasts stated within their business case, these returns will be aggregated to produce overall programme benefit returns. |
| DHSC_0067_2021-Q3 | Integrated Single Financial Environment | DHSC | ICT | The objective of the project is to procure and implement the next generation of the NHS England Group Integrated Single Financial Environment (ISFE) and associated financial services. Due to the expiry of the existing service provision contract. The procurement is for a managed service provision which must include a Financial and Accounting system as part of the service._x000D_ The service is for the NHS England Group of organisations which consists of 42 Integrated Care Boards (ICBs) 4 Commissioning Support Units (CSUs), NHS England and a provider organisation. The annual funding for NHS England Group is 170 billion. This funding is managed through the financial and accounting system resulting in payments being made between the NHS England Group to Provider organisation (Trusts & FTs), commercial suppliers, General Practitioners (GPs), Opticians, Dentists, Pharmacists, Public Health, as well as the general running costs of an organisation e.g. payroll payments. | Red | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber(SRO rating) to Red(IPA rating). This is primarily due to the following factors. Following recommendations from a Red Gate 0 report in February 2024, an action plan is under development and the programme is undergoing a re-planning exercise to determine a new go-live date._x000D_ Progress against the action plan will be assessed in an Assurance of Action Plan (AAP) review scheduled for May 2024. | 2018-08-01 | 2024-10-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-10-31. This is primarily due to the following factors. Go-live of the new service will be delayed beyond 1 April 2024,which will impact on project end date. A re-planning exercise is underway to determine new go-live and project end dates. | 9.8 | 7.3 | -26 | The budget variance exceeds 5%. This is primarily due to the following factors. Due to the delay in go live the expected costs related to implementation support resource and milestone payments are lower than budgeted for. However the costs have effectively been deferred to 2024/25. | 218 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 301m. to 218m. This is primarily due to the following factors. Baseline Whole Life Costs have been updated to reflect the 7 year contract period as approved by HMT. Optional extension costs are not included and remain subject to HMT approval. | 37 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 37m. Monetised benefits have been updated to reflect the succesful bid submission. |
| DHSC_0243_2324-Q1 | Moderna Strategic Partnership Programme | DHSC | Government Transformation and Service Delivery | Moderna/UK Strategic Partnership (MSP) is a short-medium term GMPP change programme, with the aim of creating the conditions for success across HM Government in which the 10-year partnership with Moderna can deliver benefits across the UK. This Moderna/UK Strategic Partnership enables: _x000D_ 1) Moderna's build of a UK mRNA manufacturing facility to supply mRNA vaccines _x000D_ 2) managing the UK health ecosystem to enable and maximise Moderna's investment in Research & Development _x000D_ 3) provision of greater vaccine resilience for the UK in the event of a pandemic or UK health emergency. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| DHSC_0066_2021-Q2 | New Hospital Programme | DHSC | Infrastructure and Construction | In May 2023, the Government confirmed that the New Hospital Programme was expected to be backed by over 20 billion of investment in hospital infrastructure to transform how critical national health infrastructure is delivered . This included a commitment to rebuilding five additional NHS hospitals constructed mostly using Reinforced Autoclaved Aerated Concrete and a future rolling programme of capital investment in hospital infrastructure to secure the building of new hospitals beyond 2030. | Red | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The IPA PAR review was held in April 2024, prior to approval of the Programme Business Case, 5 recommendations were issued along with the red Rating. Despite the rating, NHP were supported in proceeding to MPRG, which was held on 30 April 2024, in recognition of the enormous effort from the programme team and the criticality of the programme and the need to maintain delivery momentum. This is a complex programme with a number of external pressures related to it. We recognise and are taking action to address concerns raised and engaging proactively both within the programme and across Government, the stakeholder landscape, supplier base, to identify, build in best practice and embed the broad support for this work. NHP have a further IPA review in July where the delivery confidence rating will be reassessed. | 2021-01-01 | 2030-12-31 | The project's end-date at 23/24-Q4 is 2030-12-31. This is primarily due to the following factors. | 870 | 411 | -53 | The budget variance exceeds 5%. This is primarily due to the following factors. The GMPP project did not provide narrative | 3690 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 3690m. This is primarily due to the following factors. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| DOH_0017_1112-Q1 | PHE Science Hub | DHSC | Infrastructure and Construction | The UKHSA Health Security Campus Programme aims to create the UKs leading science centre of excellence. It will replace the ageing facilities at Porton and Colindale and bring together expertise from world-leading academic and commercial institutions to protect the public's health security and reduce health inequalities. | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. The future plans for the Science Hub will be confirmed by Ministers after the election, and funding confirmed in the subsequent Spending Review | 2013-06-28 | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | 0 | 0 | Not set | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule |
| DLUHC_0138_2223-Q1 | Affordable Homes Programme | DLUHC | Infrastructure and Construction | The Affordable Homes Programme (AHP) allocates grant funding to Local Authorities and Housing Associations to help support the capital costs of developing affordable housing for rent or sale. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber. _x000D_ _x000D_ The programme continues to implement flexibilities to address cost pressures facing the sector. | 2021-01-03 | 2029-04-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2029-04-30. This is primarily due to the following factors. As at March 24: The project's end-date is April 2029. | 2792.17 | 2252.65 | -19 | The budget variance exceeds 5%. This is primarily due to the following factors. The cost profile was re-baselined in 2023. | 11609 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 11583m. to 11609m. This is primarily due to the following factors. The whole life cost increased from 11583m to 11609m as a result of a small increase in resource costs due to increased commercial and legal fees. Capital costs have remained fixed. | 20796 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 20796m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 20796m. |
| DLUHC_0181_2223-Q3 | Digital Planning Programme | DLUHC | Government Transformation and Service Delivery | The Digital Planning Programme will enable a modern and efficient 21st century planning system. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber. _x000D_ _x000D_ The programme continued to focus on IPA recommendations relating to programme wide adoption, engagement and innovation strategies. | 2020-09-01 | 2027-03-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2027-12-31 to 2027-03-30. This is primarily due to the following factors. As at March 24: The project's end-date is March 2027. This has changed to align with the agreed funding period. | 31.05 | 31.9 | 3 | The budget variance is inferior or equal to 5%. | 151 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 150m. to 151m. This is primarily due to the following factors. Project Baseline Whole Life Cost remians at 150.01 (m) as reoported in 22-23. WLC included expected programme budget to continue delivery beyond the spending review period (25-26 and beyond). _x000D_ _x000D_ Future year funding adjusted to reflect increased focus on software adoption and development (largest proportion of the digital planning budget) to better align budget with programme delivery plans. 17.9m of 24-25 budget is allocated to for LPAs to deliver software adoption. _x000D_ _x000D_ Programme optimism bias has been reallocated to fund increased workforce and PropTech adoption work. | 232 | The project's departmental-agree monetised benefits at 23/24-Q4 is 232m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 0m to 232m. |
| CO_0025_2021-Q3 | Electoral Integrity | DLUHC | Government Transformation and Service Delivery | The Electoral Integrity Programme (EIP) seeks to implement the changes arising from the Elections Act 2022, which sets the provisions for the administration and conduct of elections. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber. _x000D_ _x000D_ The programme continued to focus on IPA recommendations, including those related to successful delivery of May 2024 elections and the next General Election. | 2017-01-11 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. As at March 24: The project's end-date is April 2025. | 57.3 | 39.17 | -32 | The budget variance exceeds 5%. This is primarily due to the following factors. Some costs have moved into the following financial year. | 420 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 417m. to 420m. This is primarily due to the following factors. The whole life cost increased from 417m to 420m due to confirmed costs in the Full Business Case. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MHCLG_0008_2122-Q1 | Freeports | DLUHC | Infrastructure and Construction | This programme supports economic growth through the creation of new Freeports across the UK. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. "As at March 24: We continue to assess the delivery confidence of the programme as amber. _x000D_ _x000D_ The programme continues to focus on IPA recommendations to maximise the success of individual Freeports. " | 2019-02-08 | 2027-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-12-31. This is primarily due to the following factors. As at March 24: The project's end-date is December 2027. | 38.04 | 38.04 | 0 | The budget variance is inferior or equal to 5%. | 229 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 226m. to 229m. This is primarily due to the following factors. Whole life costs have increased from 226m to 229m due to technical support required in the Devolved Administrations. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MHCLG_0001_1920-Q3 | Grenfell Site and Programme | DLUHC | Infrastructure and Construction | The Grenfell Site and Programme aims to deliver the vision of the Grenfell Tower Memorial Commission for a fitting memorial to be built on the Grenfell Tower site and working towards a Ministerial decision on the future of the Tower. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber._x000D_ _x000D_ The programme continues to focus on the IPA recommendations focussed on supporting the Grenfell Tower Memorial Commission (GTMC) to launch the design competition. | 2019-07-15 | 2030-01-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2029-03-30 to 2030-01-31. This is primarily due to the following factors. As at March 24: The project's end-date is January 2030. This is an extension of one year due to the timing of the decision being made on the future of the tower. | 22.31 | 16.1 | -28 | The budget variance exceeds 5%. This is primarily due to the following factors. Some costs have moved into future financial years to accommodate the revised memorial timeline. | 290 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 291m. to 290m. This is primarily due to the following factors. The cost profile was rebaselined. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| MHCLG_0004_2021-Q4 | Housing Infrastructure Fund | DLUHC | Infrastructure and Construction | The Housing Infrastructure Fund (HIF) provides funding for infrastructure projects, which once built, will unlock housing capacity in areas of high demand. The programme is expected to unlock the construction of circa 260k homes. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red to Amber. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber._x000D_ _x000D_ To maintain delivery confidence, the programme continues to embed new processes developed through the business case reset, along with implementing IPA recommendations. | 2016-12-30 | 2028-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-03-31. This is primarily due to the following factors. As at March 24: The project's end-date is March 2028. This is an extension from March 2026 as agreed in a revised business case in 2023. | 499.4 | 543.3 | 9 | The budget variance exceeds 5%. This is primarily due to the following factors. The 2023 refreshed HIF business case re-baselined the cost profile and unlocked delivery for a number of projects that had been stalled, enabling some local authorities to deliver faster than forecast. | 4257 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 4334m. to 4257m. This is primarily due to the following factors. Whole life cost decreased from 4334m to 4257m due to a re-baseline in 2023. | 11600 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 18400m. to 11600m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 18400m. to 11600m. This is due to projects descoping or withdrawing from the programme on deliverability grounds. |
| MHCLG_0017_2122-Q2 | Levelling Up Fund | DLUHC | Infrastructure and Construction | The Levelling Up Fund (LUF) brings together the Department for Transport, the Department for Levelling Up, Housing and Communities, and HMT to allocate funding in local infrastructure projects across the three investment themes of transport; town centre regeneration; and culture. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber._x000D_ _x000D_ The programme continues to focus on the IPA recommendations to maintain delivery confidence of allocated grant funding and local authority delivery. | 2021-03-03 | 2026-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2026-03-31. This is primarily due to the following factors. As at March 24: The project's end-date is March 2026. | 1064 | 1064 | 0 | The budget variance is inferior or equal to 5%. | 4800 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 4800m. This is primarily due to the following factors. Whole Life Costs have not changed | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| DLUHC_0135_2223-Q1 | Levelling Up Home Building Fund | DLUHC | Infrastructure and Construction | The Levelling Up Home Building Fund allocates funding to small and medium sized housebuilders and residential development lenders to diversify and build resilience in the housing market as well as foster innovation including Modern Methods of Construction. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber. | 2020-11-25 | 2031-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2031-03-31. This is primarily due to the following factors. As at March 24: The project's end-date is March 2031. | 507 | 191.17 | -62 | The budget variance exceeds 5%. This is primarily due to the following factors. Some costs have moved into future financial years. | 2206 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2206m. This is primarily due to the following factors. Whole Life Costs have not changed | 842 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 842m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 842m. |
| DLUHC_0250_2324-Q1 | Remediation Portfolio | DLUHC | Infrastructure and Construction | The overarching aim of the portfolio is to oversee the remediation of residential buildings 11 metres and over in height with unsafe external wall systems through five building safety programmes, and to bring them up to the minimum life-safety standard. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber._x000D_ _x000D_ The programme continues to focus on the IPA recommendations to maintain delivery confidence in addressing unsafe cladding remediation. | 2023-06-26 | 2036-03-31 | The project's end-date at 23/24-Q4 is 2036-03-31. This is primarily due to the following factors. As at March 24: The project's end-date is March 2036. | 732 | 676.49 | -8 | The budget variance exceeds 5%. This is primarily due to the following factors. The variance relates to lower than expected RDEL costs due to delays in recruitment. | 9915 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 9915m. This is primarily due to the following factors. Whole Life Costs have not changed. | 6748 | The project's departmental-agree monetised benefits at 23/24-Q4 is 6748m. The project's departmental-agree monetised benefits at 23/24-Q4 is 6748m. |
| MHCLG_0007_2122-Q1 | Towns Fund | DLUHC | Infrastructure and Construction | The Towns Fund aims to regenerate towns and high streets through long-term economic and productivity growth. This investment focuses on urban regeneration, digital and physical connectivity, skills, heritage, and enterprise infrastructure. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as amber. | 2018-12-01 | 2026-03-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2026-03-30. This is primarily due to the following factors. As at March 24: The project's end-date is March 2026. | 761.76 | 806.3 | 6 | The budget variance exceeds 5%. This is primarily due to the following factors. Some costs have moved into future financial years. | 3106 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 3104m. to 3106m. This is primarily due to the following factors. Whole Life Costs increased from 3104m to 3106m. | 9878 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 9878m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 9878m. |
| MHCLG_0005_2021-Q4 | UK Holocaust Memorial and Learning Centre | DLUHC | Infrastructure and Construction | The objective of the UK Holocaust Memorial and Learning Centre programme is to build a new memorial to the Holocaust in Victoria Tower Gardens in Westminster to honour the six million Jewish men, women and children that were murdered during the Holocaust. A learning centre will also be located with the memorial to explore the British relationship to the Holocaust, including the role of the British Parliament and democratic institutions. | Not set | Red | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. As at March 24: We continue to assess the delivery confidence of the programme as red. This is because the programme does not yet have planning consent. The Holocaust Memorial Bill was introduced in the House of Commons on the 23 February 2023 remove the obstacle to planning consent, and passed Second Reading unopposed in June 2023. When the Bill is passed, this status is expected to change. | 2015-01-27 | 2029-01-31 | The project's end-date at 23/24-Q4 is 2029-01-31. This is primarily due to the following factors. As at March 24: The project's end-date is January 2029. | 8 | 1.45 | -82 | The budget variance exceeds 5%. This is primarily due to the following factors. Some costs have moved into future financial years. | 138 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 124m. to 138m. This is primarily due to the following factors. Whole Life Costs increased from 124m to 138m as agreed in a revised business case, due to programme delays and inflation. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 0m. |
| BEIS_0079_2122-Q4 | Matrix Cluster Transformation Programme | DSIT | Government Transformation and Service Delivery | Not set | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| BEIS_0005_1920-Q4 | Met Office Supercomputing 2020+ Programme | DSIT | ICT | Delivering our future Supercomputing capability through the procurement and installation of a replacement and increased Supercomputing Capacity. This includes storage, observation networks, post processing systems and services, tooling for data exploitation delivery and support resources throughout the investment lifetime, data centre hosting, networking security services and decommissioning. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. IPA Gate 4 took place in February with a Green Rating. Four recommendations were made all of which are underway. | 2018-01-01 | 2032-07-11 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2032-08-11 to 2032-07-11. This is primarily due to the following factors. We have experienced substantial supplier delays which has delayed key implementation milestones. These delays have been due to supply chain issues and supplier performance. A re planning exercise is underway and we expect to have newly formalised plan by the end of April. The project end date remains the same. | 100.94 | 47.53 | -53 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme is underspent due to due to substantial supplier delays that have caused milestones and subsequent payments to move into later years. | 1242 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1242m. This is primarily due to the following factors. Whole life baseline costs remain unchanged, but due to significant supplier delays we are showing a reduction in the forecast as the costs are re profiled. | 16802 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 17874m. to 16802m. Benefits forecast has been amended primarily based on the delays to implementation. |
| CO_0014_2122-Q2 | National Underground Asset Register | DSIT | Government Transformation and Service Delivery | NUAR is a new digital map of the pipes and cables beneath our feet. The service will improve the efficiency and safety of works, delivering an expected 5bn of economic growth over 10 years._x000D_ _x000D_ The NUAR MVP is now live across England and Wales and provides access to data from 192 organisations , including all major energy and water providers, such as Welsh Water, Cadent Gas and UK Power Networks, several major telecommunications companies, including CityFibre and Virgin Media O2, as well as smaller providers of these services, transport organisations and local authorities. The programme remains on track to roll out the MVP across Northern Ireland by spring 2024, and be fully operational by the end of 2025._x000D_ _x000D_ The legislative updates required to achieve the benefits of NUAR - giving users the data they need, when they need it - are being progressed through the Data Protection & Digital Information Bill. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The SRO's Delivery Confidence Assessment rating at 23/24-Q4 remains Amber due to delays in securing Parliamentary time to progress necessary legislative reforms to operationalise the service and realise the envisaged 490m pa benefits. The required legislative updates are now being progressed through the Data Protection & Digital Information Bill, and Royal Assent is expected in summer 2024. _x000D_ _x000D_ Despite this, overall development and roll out of the NUAR MVP is progressing, with it now live across England and Wales, and on track to be live in Northern Ireland by spring 2024, and meeting all service standards in a recent Private Beta service assessment. Engagement has focused on those asset owners whose assets are more critical to planning and executing excavations, as identified by asset owners. Requirements gathering and transitional arrangements for the programme are progressing well. | 2021-09-01 | 2024-09-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-09-30. This is primarily due to the following factors. The programme has previously reported against completion of the build phase, which is on track to complete by 30/09/24 as per the previously reported end date. The programme is now reporting it's end date as 31/03/25, which is the point by which activities to transfer the day to day running of the service from the existing commercial supplier to the long-term operator are expected to be complete. _x000D_ _x000D_ The development and roll out of the NUAR MVP remains on schedule and now provides access to data from almost 200 organisations across the whole of England and Wales, including all of the major energy and water providers, several major telecommunications companies, as well as smaller providers of these services, transport organisations and local authorities. _x000D_ _x000D_ The NUAR MVP now covers England and Wales, and is on track to complete coverage with the inclusion of Northern Ireland by spring 2024. | 8.96 | 8.41 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme underspend is only just above the tolerance threshold and is primarily due to the release of management reserve funds, less legal support services required than originally anticipated (i.e. a cost saving), and the Welsh Government grant not being required. Some underspend is due to a slower rate of onboarding than originally forecast. As part of the Supplementary Estimates process, the programme reprofiled budget and costs from FY23/24 into FY24/25 to ensure asset owners continue to be supported with onboarding in the short term, to build the technical capability to allow self-service of data supply in future, and for the transition of services to the long-term operator in a safe and controlled manner. | 33 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 33m. This is primarily due to the following factors. During the Supplementary Estimates process the programme reprofiled budget and costs from 23/24 to 24/25. Forecast expenditure has been reprofiled into Q4 to support the transitional activities of the 'Run phase' of the programme between October 24 and March 25. | 4914 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 3474m. to 4914m. In FY23/24-Q1 we concluded the development of a robust evaluation framework, which was delivered by an external consultancy as per our FBC commitment to HMT, under a commission to understand how best to carry out a future impact evaluation of NUAR. The framework defines the benefits measurement methodology and it has been since applied to capture the required data to define the baseline against which benefits will be calculated._x000D_ _x000D_ In November 2023, NUAR published an Impact Assessment which updated the assumptions made in the final business case and published economic case, and increased the expected benefits from 347m p/a to 491m p/a. The difference in these figures is largely driven by a change in profiling assumptions. Simply, we now expect benefits to be realised more quickly than we did in 2021. This is due to two main factors: (1) significant progress already made in delivering the platform and onboarding asset owners with the highest value data; and (2) securing Parliamentary time to progress the necessary legislative reforms to ensure workers have complete and up to date data through the service. |
| DCMS_0107_2223-Q1 | Open Networks Programme | DSIT | Infrastructure and Construction | The Open Networks Research & development (R&D) fund is the 325 million government supported Programme to deliver upon the UK's 5G Supply Chain Diversification Strategy. The Open Networks R&D Fund aims to accelerate the development and deployment of open interface architectures, such as Open radio access network (RAN). Central to the Open Networks R&D fund is our ambition to:_x000D_ accelerate open-interface products and solutions - ensuring they are truly interoperable, performant, and sustainable - to support our long term vision for a more open and innovative telecoms market._x000D_ Incentivise and de-risk accelerated deployment in the UK - to encourage and accelerate network operators to adopt and deploy open network solutions_x000D_ Develop an internationally recognised UK telecoms ecosystem - positioning the UK as a leading global market and focus point for research into open network technology. | Not set | Green | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. Overall performance on the programme is positive. Small remaining issues have clear mitigation plans in place and will not materially impact the achievement of benefits expected from the programme. UKTL is an enduring facility within this Programme and it has encountered difficulty in transferring to NPL, this was completed in November '23 and additional funding for completion of the lab build has been approved from ONP underspend. There remain issues around recruitment of leadership within UKTL which remain an area of focus and cause for concern for the programme. | 2021-09-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The Open Networks Programme is scheduled to run until 31 March 2025 with all projects scheduled to close on or before this date. The team is working to mitigate the risk around retaining resource to this date, acknowledging that the 'hard stop' date for the end of the Programme also requires careful planning to ensure all closure activities are carried out in a controlled, timely manner. | 96.1 | 96.7 | 1 | The budget variance is inferior or equal to 5%. | 325 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 325m. This is primarily due to the following factors. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The Open Radio Access Network (RAN) specific benefits relate to the direct benefit of increasing the adoption of Open RAN technology and number of Open RAN vendors, including competition benefits, cost efficiencies and ecosystem benefits. Programme success measures have been approved and signed off by the programme SRO and a baselining study has been completed. The success measures have taken into consideration the direct impact of the programme based on the theory of change and logic model, as well as the wider Diversification strategic objectives. |
| DCMS_0019_2021-Q4 | Project Gigabit | DSIT | Infrastructure and Construction | The UK Gigabit Programme (Project Gigabit) will deliver subsidised gigabit-capable broadband to hard to reach areas of the UK that would otherwise have been left behind by broadband network providers in their commercial rollout plans. There will be local, regional and cross-regional contracts available for broadband network providers of all sizes to bid for, managed through close working relationships with local authorities and the devolved administrations. This approach will be complemented by vouchers, hubs, gigabit-capable Superfast contracts and barrier busting measures to improve pace and flexibility of delivery. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber, based on the most recent review undertaken in March 2024._x000D_ _x000D_ The review gave three recommendations. These were to develop a plan to complete remaining gigabit coverage, to develop the data strategy for both internal and external audiences, and to develop competencies for key team members including Local Delivery Leads and Contract Managers. Action is under way on each of these. | 2021-04-01 | 2030-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-12-31. This is primarily due to the following factors. We expect all identified areas of the UK to be under a GIS contract or within the scope of a procurement by the end of 2024. This will be complemented by continued delivery through vouchers, including extension of vouchers to urban areas. The superfast programme will continue to deliver gigabit capable coverage until scheduled completion in 2028. | 423.3 | 149.3 | -65 | The budget variance exceeds 5%. This is primarily due to the following factors. Budget/ forecast variance is high on Project Gigabit as on average there has been 63 days delay on estimated planned contract start dates on GIS. North Dorset & New Forest faced delays of greater than one month, as did Cumbria. Cumbria delivery was also cut in half for 2023/24 financial year. Cambridgeshire, Norfolk and Suffolk were all due to deliver premises, but none did in 2023/24 | 5404 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 5112m. to 5404m. This is primarily due to the following factors. based on updated delivery plans including the re-evaluation of assumptions including cost per premises and the timing of delivery. The result of these changes has still produced a forecast saving, with capital funding across the life of Project Gigabit being under 5bn. | 8202 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 13509m. to 8202m. The baseline benefits have decreased by about 5bn between Q4 2022/23 and Q4 2023/24. The number of premises fell by about 650,000 which explains the reduction in benefits. The benefits per premises are about the same between the two returns, so this is reassuring. The main reason for the reduction in premises will be changes in premises that are eligible for Project Gigabit, especially GIS. |
| DCMS_0020_2122-Q1 | Shared Rural Network | DSIT | Infrastructure and Construction | The Shared Rural Network (SRN) programme is a 1 billion deal with the four Mobile Network Operators (MNOs) - EE, Three, Virgin Media_x000D_ O2, Vodafone - to deliver 4G coverage to 95% of UK landmass by the end of the programme, underpinned by spectrum licence obligations. The most significant coverage improvements will be in rural parts of Scotland and Wales. Uplifts in coverage during the programme will provide coverage to 280,000 premises and 16,000 km of roads. The SRN programme is split between public and privately funded elements. In line with the six year capital funding period, the legally binding spectrum obligations for the SRN must be met by January 2027 and the programme will continue to deliver coverage improvements up to that point. Whilst the programme has faced challenges and some delays, it remains on track, and both the government and MNOs are confident that this combined coverage is expected to be delivered to 95% of UK geography by the end of 2025. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The SRN Programme team has resolved all the recommendations in the November 2022 Gateway 0 Review. Some of these focused on the relationship with the Home Office (HO) and the key commercial site share agreement between the mobile network operators and the Home Office; significant progress has been made in both areas - the MSSA is signed by all parties. The relationship with HO is much stronger, underpinned with stronger Governance and improved information sharing. The Programme has also continued evolving into delivery phase; the team has increased project delivery skills through successfully onboarding of new staff, with some joining from sponsorship and/or grant-distributing programmes. _x000D_ Since the review in November 2022, the NAO has conducted a review of the SRN programme. Key recommendations centred on improving data sharing and ensuring maximal benefit for public money. BDUK is undertaking steps to act on these, working with its delivery partners. | 2020-03-11 | 2040-03-11 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2040-03-11. This is primarily due to the following factors. The current Grant Agreement notes funding up to and including FY 2040/41. The Transparency Notice was published on 11/03/2021, stating that SRN will start in February 2021 and is a 20 year programme. Publication of the Transparency Notice was delayed due to ongoing Brexit negotiations spilling over from 2020 to 2021. Funding could not be released until the Notice had been published and this in turn required changes to the Grant Agreement. | 62.4 | 15.21 | -76 | The budget variance exceeds 5%. This is primarily due to the following factors. Underspend in the current financial year due to reprofiling and slippage into later financial years of the programme. | 512 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 512m. This is primarily due to the following factors. The increase is due to rounding. | 1351 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 1351m. The Shared Rural Network Programme's monetised benefits baseline and forecasts have been provided. These numbers were both generated for the Full Business Case in February 2020. Work to quantify the benefits involved a comprehensive literature review looking at the potential benefits of mobile coverage, before generating a shortlist of viable use cases and monetising them. Work is currently underway to improve our benefits predictions for the Shared Rural Network. |
| BIS_0015_1516-Q1 | Local Land Charges (LLC) Programme | HMLR | Government Transformation and Service Delivery | The LLC Programme continues to deliver a digital national Local Land Charges Register, with spatial data at it's core. The service covers all of England and Wales, contributing to improving the home buying and selling process, with almost 100 Local Authorities live. _x000D_ _x000D_ The programme has completed a third of the data digitisation and transformation work and is on track to deliver in line with future expectations, which have been refined based on experiences to date. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme has completed a third of the data digitisation and transformation work and is on track to deliver in line with future expectations. _x000D_ _x000D_ External supplier related dependencies - both LA software suppliers and Migration Service Delivery Partners - has meant that migration volumes have been lower than planned up to this point. A refreshed Business Case has been drafted ready for submitting to HMT that takes into account a revised, more realistic delivery plan with regards to key incumbent suppliers' historical performance, the complex LA strategy and assumptions on Migration Service Delivery Partners performance, contract renewal and no offshoring decision._x000D_ _x000D_ Recent conversion of agency staff to fixed term appointments has created stability for staff and delivery, with further recruitment planned to bring the programme up to full headcount by Summer 24._x000D_ _x000D_ The Programme has won three awards, including Civil Service "Programme of the Year" award. | 2014-03-01 | 2027-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-03-31. This is primarily due to the following factors. The refreshed Business Case seeks to extend the delivery plan into FY 27/28, which takes into account overall programme experience to date. There is a marginal impact on the overall cost envelope in the best case scenario of 14m. | 56.15 | 25.94 | -54 | The budget variance exceeds 5%. This is primarily due to the following factors. This year's forecast spend has been lower than predicted due to delayed spend with external digitisation suppliers, due to it taking them longer to get to grips with the work. Consequently, there has been an underspend due to the movement in forecast for Transition Payments and New Burdens payments to LAs. | 331 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 331m. This is primarily due to the following factors. Whole life costs for our refined delivery plan are in line with the refreshed business case. | 9616 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 9616m. Compared to financial year 22/23Q4, benefits at FY23/24-Q4 remain the same. This is primarily due to the Programme continuing to deliver to schedule although this has been reviewed and updated as part of the refreshed Business Case. |
| HMRC_0015_1617-Q1 | Building Our Future Locations Programme | HMRC | Government Transformation and Service Delivery | HMRC's locations strategy, announced in 2015, is key to enabling a more highly skilled tax and customs authority within a Modern Civil Service. It continues to deliver modern, inclusive and strategically located offices, supporting the Government's Places for Growth Programme by creating opportunities, career paths and enabling vibrant cross government professional communities and in towns and cities across the UK._x000D_ _x000D_ HMRC's new, award winning, offices provide safe, modern and inclusive workspaces with the digital infrastructure enabling improved collaboration, smarter working and a culture where everyone feels valued. HMRC's offices incorporate flexible layouts that will meet future changing demands and priorities. | Not set | Amber | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Green to Amber. This is primarily due to the following factors. The programme successfully completed the first phase of its delivery of Phase One of Government Hubs. It has opened 12 award winning, greener offices enabling smarter working and accommodating 48 government departments. We are continuing to secure long term locations to ensure HMRC retains the required skills, in the right locations while minimising redundancies, loss of knowledge and cost of rehire._x000D_ _x000D_ In 2023/24, we obtained approval and progressed our solutions for Portsmouth, Telford and Dover. Ourremaining projects are at astage where we are still considering options andOutline Business Cases will be produced during the next financial year. | 2016-01-05 | 2031-04-05 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2026-03-31 to 2031-04-05. This is primarily due to the following factors. We are continuing to secure long term locations for HMRC. Taking this into consideration, the current assumption is that the Programme will close in 2030/31. | 225.2 | 232.95 | 3 | The budget variance is inferior or equal to 5%. | 2836 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2836m. This is primarily due to the following factors. Whilst there have been in-year costs variances, the overall cost of the programme remains unchanged. | 74 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 74m. Monetised benefits represent estate running cost savings as a result of exiting legacy estate and moving into new Regional Centres and Specialist sites. |
| HMRC_0292_2324-Q3 | Enterprise Tax Management Platform (ETMP) | HMRC | Government Transformation and Service Delivery | The Enterprise Tax Management Platform (ETMP) Regeneration is a multi-year programme, established to lead HMRC's response to the announced end of mainstream support for the software product that underpins ETMP It's secondary objective is to address key challenges identified with the current platform. The programme will modernise and protect ETMP, the backbone of the HMRC tax accounting and payment capability. It will exploit new technology to enable better performance, improved user experience and innovation of our business processes to reduce cost and increase compliance and revenue._x000D_ The programme will regenerate ETMP, focusing on how the platform can deliver better business value through migration to a modern software product in the long term and through continuous improvement to the functionality of the current platform in the short term. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Amber status is due to the programme not yet having decided on the preferred option for delivery and wider understanding of the migration approach. Alongside this there are capability, capacity and whole cost funding concerns. These concerns are being explored through the department's business planning process for 2024/25. In the meantime, regeneration activity for ETMP has delivered for 2023/24 with plans in place to continue during 2024/25. | 2022-07-29 | 2030-03-31 | The project's end-date at 23/24-Q4 is 2030-03-31. This is primarily due to the following factors. The programme is made up of two elements, addressing the key concerns with the current platform and to determine the preferred option for delivery, as the current provider is ending mainstream support in 2027. Discussion around the preferred option for delivery continue and the outcome will be included in revised plans and it is expected that the programme will complete by 31st March 2030. | 12.51 | 10.47 | -16 | The budget variance exceeds 5%. This is primarily due to the following factors. The variance is due to the underspend in budget driven partly by uncertainties during the year on the strategic approach and supplier capacity issues that restricted the work that could be carried out. | 290 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 290m. This is primarily due to the following factors. The whole lifecycle costs are made of programme development (Information Technology (IT)) costs. Programme paybill and overhead costs for the period 2022/23 to 2029/30. | 55 | The project's departmental-agree monetised benefits at 23/24-Q4 is 55m. Whilst potential benefits have been identified for migration, until the preferred option for delivery has been ascertained, these have yet to be quantified. Priority project benefits identified for 2024/25 are in the process of being ratified. |
| HMRC_0164_2223-Q3 | HMRC Northern Ireland Programme | HMRC | ICT | The Northern Ireland Delivery Programme (NIDP) was established as part of HMRC's 2021 Spending Review settlement to continue delivery of HMRC policy and legislative commitments for Northern Ireland, following the United Kingdom's exit from the European Union. _x000D_ _x000D_ It includes delivery of the changes to HMRC systems to enable HMRC and businesses to operate initially within the terms of the Northern Ireland Protocol, and more recently in 2023, within the terms of the Windsor Framework. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme continues to progress delivery of commitments within the Windsor Framework to legislative timelines agreed between UK and EU. The Amber delivery confidence assessment reflect the overall scale and technical complexity of the programme, with risks that are being managed within existing programme and departmental governance. | 2022-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. Substantive progress continues to be made with delivery against the programme strategic outcomes; and our 2024/25 delivery plans are now finalised and are on track. | 216.14 | 203.06 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. The decrease is predominantly due to cost savings following reductions in supplier estimates as projects progress through their delivery life cycle; and delays with onboarding supplier resources, which has meant costs have been incurred later and at a slower rate, than initially forecast. | 498 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 388m. to 498m. This is primarily due to the following factors. The full lifecycle cost increase is predominantly due to a change in how overhead and non-functional costs are apportioned for projects that are making changes to the Customs Declaration Service. It also includes the additional of costs to deliver new scope requirements, since the Windsor Framework was announced in February 2023. There will be further additional costs for 2024/25 that have not yet been baselined. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme is managing changes to customs and indirect tax systems to comply with policy and legislative requirements |
| HMRC_0017_1617-Q2 | Making Tax Digital | HMRC | ICT | "Making Tax Digital aims to support UK businesses and landlords to get their VAT and Income Tax right by mandating them to keep up-to-date business records, using business accounting software that produces the VAT return or Self Assessment update to HMRC._x000D_ " | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Amber delivery status recognises that the programme continues to navigate a challenging and complex delivery environment. Over the last year, the programme took significant steps to improve overall delivery confidence. This included embedding a new operational model of multi-functional teams to drive delivery velocity; strengthening internal and external assurance through updated governance structures; and reinvigorating stakeholder engagement and readiness through co-design of the service._x000D_ _x000D_ The programme is taking proactive steps to mitigate these challenges. This includes developing robust contingency plans and exploring options to accelerate build, testing and migration. The programme is on track to ramp up customer volumes in the 24/25 testing period which will support the testing of critical customer journeys. | 2016-04-01 | 2028-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-03-31. This is primarily due to the following factors. The programme remains on track to deliver the costed scope as set out in its current business case by March 2028. | 132.62 | 124.89 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend during the year was as a result of:_x000D_ . Baseline figures included a contingency which was not utilised as a result of the programmes adherence to delivery plans._x000D_ . Improved ways of working which has driven efficiency so that we have not needed / been required to deploy the same level of resource on the programme as we had anticipated based on prior ways of working. _x000D_ . Reduction in resource requirements for some manual workarounds due to the mitigations delivered by the programme and key stakeholders. | 1272 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 885m. to 1272m. This is primarily due to the following factors. . Revised delivery plan following Written Ministerial Statement (WMS) in December 2022 which gave consideration to lessons learned from MTD VAT with a multi release delivery for ITSA allowing for full E2E testing_x000D_ . Inclusion of an additional 2 years of costs for 2026/27 and 2027/28_x000D_ . Additional year build for VAT and subsequent impact on Penalty Reform | 6278 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 2146m. to 6278m. The benefits represent additional tax revenue and customer cost savings_x000D_ _x000D_ The baseline benefit update was made through a change request - this was required due to a positive bust on our 5% benefit tolerance level primarily due to a change to the Income Tax Self Assessment (ITSA) additional tax revenue (ATR) methodology (both tax gap targetable by Making Tax Digital (MTD) and revised populations for mandation due to inflationary effects) that generated over 2bn in additional ATR benefits. This has generated a significant positive uplift to the return on investment and benefits cost ratio of both MTD for ITSA and the overall programme. |
| HMRC_0095_2122-Q4 | Pensions Programme | HMRC | Government Transformation and Service Delivery | The Pensions Programme will modernise the administration of Pensions Tax Relief by replacing the Pensions Scheme Online Service with the Managing Pension Schemes service. This will provide additional functionality making it quicker and easier for Pension Scheme Administrators to self-serve, make claims, and fulfil all their pensions tax obligations. _x000D_ _x000D_ This modernisation of Pensions Tax Relief will: _x000D_ . help Pension Scheme Administrators (and Practitioners) get it right first time, while increasing HMRC's ability to spot activity that bends or breaks the rules_x000D_ . minimise manual processes for HMRC, Pensions Scheme Administrators and their Practitioners, saving time and money_x000D_ . provide quality and timely data for compliance, helping to deliver 243m increased yield._x000D_ _x000D_ The Pensions Programme will also help deliver two government priorities relating to individuals and Pension Tax Relief: by implementing top-up payments for disadvantaged customers in net pay arrangement pensions and developing IT services to support the McCloud compensation scheme (implemented October 2023). | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(IPA rating). This is primarily due to the following factors. The Amber rating is primarily driven by: _x000D_ (1) Pension Scheme Return (PSR) - ongoing challenges with the technical development of PSR, which will require additional time and funding to resolve. _x000D_ (2) Completing the migration or closure of all pension schemes from the legacy platform to the Managing Pension Schemes service by March 2025 is challenging. _x000D_ (3) Capacity Pressures - Challenges with workforce capacity across the Programme, our Delivery Partners and with Suppliers impacts delivery timelines. We are prioritising work where we can and escalating appropriately. | 2021-03-01 | 2028-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2027-03-31 to 2028-03-31. This is primarily due to the following factors. The lifecycle of the programme was extended by one year to end 2027/28 to fully incorporate the Low Earners' Anomaly cost profile. | 24.31 | 18.7 | -23 | The budget variance exceeds 5%. This is primarily due to the following factors. Similar to previous years, the baseline costs were developed before low-level cost estimates or supplier impacts were available. This resulted in the forecast having relatively high levels of uncertainty. In addition, we had planned to deliver our largest project sooner than proved possible. As such we sought Ministerial approval in-year to re-set this work. This issue was identified early in the financial year and the programme was able to reallocate some of the underspends to ease cost pressures elsewhere within the programme. | 119 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 113m. to 119m. This is primarily due to the following factors. The main reason for the increase to the whole life cost is the extension of the programme lifecycle by one year to incorporate the Low Earners' Anomaly (LEA) cost profile. | 243 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 270m. to 243m. The monetised benefits represent the expected increased yield from compliance activity that exploits the enhanced data. |
| HMRC_0028_2021-Q3 | Protect Connect | HMRC | Government Transformation and Service Delivery | The Protect Connect Programme aims to safeguard the operation of HMRC's most critical repayment risking services, future-proofing them by hosting them in the Cloud and laying the essential foundation for development of future strategic risking capabilities. This aligns both the HMRC Compliance and IT strategies, enhancing the understanding of customers and developing increased insight using a single data and analytics platform. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Delivery confidence remains amber due to delays with data quality issues the majority of which are out of the programmes control. As a result, a revised approach to planning has been completed with a further detailed plan reflecting the latest issues and impact, options appraisal, and identification of a revised go-live date. As a result of the re-planning additional funding is required, however, this matter is close to being resolved. The operating model has been refined to align with industry and HMRC standards and remains deliverable. | 2019-04-25 | 2023-09-04 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2023-09-05 to 2023-09-04. This is primarily due to the following factors. The programme expects to complete it's final key delivery in Spring and expects to complete fully by Autumn. | 39.6 | 39.08 | -1 | The budget variance is inferior or equal to 5%. | 269 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 235m. to 269m. This is primarily due to the following factors. The whole life cost increase is primarily due to the programme business case lifecycle being extended from 5 to 9 years in order to comply with HM Treasury Green Book standards to include a 5 year run period, post go-live. | 802 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 802m. The monetised benefits represent, efficiencies, effectiveness, decommissioning costs and environmental. |
| HMRC_0032_2122-Q3 | Single Customer Account | HMRC | Government Transformation and Service Delivery | The programme is a strategic digital transformation programme that is the cornerstone of the government's vision of a trusted and modern tax authority. The SCA programme is creating the digital account through which individual taxpayers will interact with HMRC online. Customers will be able to see all their information in one place and manage their tax online and will be much less likely to need to call us. The programme is digitising paper based processes to create modern, digital services which will reduce telephone contact and post and provide an improved customer experience. | Green | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. Following an IPA Gate 0 Review in March 2024, the review found a well-run and led programme, which is on target to deliver agreed scope and consequent savings. The review concluded that the programme's Delivery Confidence Assessment is Green and has been supported by six recommendations which will be worked on immediately. A plan of action is underway to address each of these and will be tracked via the SCA Programme Board. | 2021-04-01 | 2025-06-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2026-03-31 to 2025-06-30. This is primarily due to the following factors. The programme is on track to complete by the scheduled end date of 30th June 2025, which is the end of the programmes delivery phase. | 34.18 | 37.23 | 9 | The budget variance exceeds 5%. This is primarily due to the following factors. The costs for the year were 3.05m higher than baseline position but are still in line with expectations. Although baseline and forecast estimates were consistent for the first half of the year where the programme completed and delivered promised activity of phase one scope, going into quarter 3, a move was made to a new delivery model which effectively increased velocity and accelerated benefits realisation. This accelerated delivery model gives us greater capacity to tackle the needs of SCA with priorities being set by the Programme. | 126 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 126m. This is primarily due to the following factors. The whole-life estimate remains unchanged at 126.3m, covering the projected end to end expenditure of an initiation phase, followed by three years of delivery, followed by associated live running cost of support and maintenance. | 55 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 43m. to 55m. The monetised benefits identified represent the full-time staff equivalent reductions due to the migration of customer journeys from paper/telephony to digital services. _x000D_ _x000D_ Initial phase one deliverables will begin to realise cashable benefits during the next quarter. Benefits profiles will continue to be iterated as scope and customer populations are finalised. _x000D_ _x000D_ The programme continues to develop the criteria for agreeing and prioritising scope, and to remove friction in the organisation to deliver often and at pace in order to to deliver the highest value to customers. |
| HMRC_0159_2223-Q2 | Single Customs Platform | HMRC | ICT | HMRC is in the process of replacing the legacy 'Customs Handling of Imports Exports and Freight' (CHIEF) customs system with the new Customs Declaration Service (CDS). Developed over several years in consultation with the border industry, CDS has already successfully processed 105 million declarations since 2018 and has the flexibility and capacity to grow in line with the Government's ambitious trade plans. We have successfully moved all import declarations to CDS in January 2024 and are now focussing on moving export declarations to CDS by June 2024. Once that is done, we intend to decommission the old CHIEF system saving money for the taxpayer and reducing complexity for traders. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme is currently amber rated, primarily due to the ongoing work required to support the exports migration date in July 2024. Activities include ongoing engagement with internal and external stakeholders, ensuring mitigating actions are taken to address issues through the implementation of monthly IT fixes to steer the programme back towards a green rating. | 2022-04-04 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. We are currently on schedule to deliver migration of users to CDS and decommission CHIEF. | 128.3 | 135.19 | 5 | The budget variance is inferior or equal to 5%. | 309 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 243m. to 309m. This is primarily due to the following factors. A stakeholder review on the customer journey has resulted in a major increase in the amount of IT changes needed for the CDS to ensure full functionality, and to enable Exports Migration and decommissioning of the old CHIEF system. There has also been cost increases due to inflation. | 56 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 26m. to 56m. The monetised benefits represent various savings from the removal of manual work arounds, increased compliance, IT and Infrastructure savings and the improvement to customer journeys..As the programme delivery proceeds, our benefits experts are opportunistically continuing to develop benefits within the 10-year lifecycle.Current benefits derive mainly through the CHIEF Decommissioning Project with savings identified through the closure of the supporting infrastructure and resources maintaining the platform or supporting customers using the service, alongside improvements made to the CDS system. |
| CO_0035_2122-Q1 | Single Trade Window Programme | HMRC | Government Transformation and Service Delivery | The UK Single Trade Window (STW) will provide a seamless customer experience by delivering a digital gateway that serves as a single point of interaction between users and all UK border processes and systems and ensures that available data, information and events provide greatest value to traders and Government. The UK STW strategic objectives support the Government's ambition to have the world's most effective border by 2025; one that creates prosperity, enhances security, improves the flow of goods and engenders industry innovation. Delivering the service will be a crucial step in encouraging legitimate trade for businesses and bringing together the Government's collection, assurance and use of border data. Customer-centric design involving regular engagement with industry representatives across a broad range of sectors will be key to realising the benefits of the service. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The Single Trade Window (STW) programme has onboarded a technical delivery partner to co-design, build and operate the UK STW digital service. The first elements of a live STW offering has been built and we are now testing the first release of STW functionality with a number of invited users, using their feedback to inform improvements of the STW future design, whilst enabling the traders using the beta service, to meet their border obligations. The user testing period has been extended to gather additional insight and to further optimise the functionality, resulting in a slightly later public release in late summer 2024. Safety and Security (S&S) is on track and will be delivered by October 2024 in line with the Border Target Operating Model commitment, allowing users to comply with S&S regulations via STW. | 2020-06-23 | 2027-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-03-31. This is primarily due to the following factors. The STW programme is on track to complete by the end date of 31 March 2027 | 50 | 44.81 | -10 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend against the spending review funding allocation is primarily due to the delay onboarding of a technical delivery partner, commercial negotiations, and in year material changes to planned delivery, impacting the next financial year. | 342 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 198m. to 342m. This is primarily due to the following factors. The increase in cost is due to the previous costs (2022/23) only including the first three years and the revised costs reflecting the programme whole life cost. | 1928 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 5740m. to 1928m. The envisaged monetary benefits predominantly reflect expected savings for UK businesses through reducing the administrative burden. There will also be benefits to government departments which will come mainly through improved data collection and sharing between government services and systems. |
| HMRC_0033_2122-Q1 | Technical Health Programme | HMRC | ICT | The programme will improve the resilience of HMRC's technology by building a secure and robust technical estate for the future. It will achieve this by remediating high priority vulnerabilities on critical national infrastructure systems, decommissionning services with an end-of-life status and deploying technologies to improve monitoring, performance and availability of live services. The programme will deliver remediation activities encompassing 5 pillars of technical health: technical security, performance & availability, resilience, technical architecture and data. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The overall delivery confidence assessment of amber is based upon the fact that the programme has internal spend approval but is yet to secure HM Treasury approval. An Infrastructure & Projects Authority (IPA) review in February 2024 highlighted the need for ongoing technical health governance beyond the end of 2024/25, due to the programme not being able to mitigate all known technical health risks across the estate. The future technology strategy and delivery plan are being considered as part HMRC's 5-year planning activities. The programme is working towards a green delivery confidence assessment, the next formal IPA review will take place in Q4 of 2024/25. | 2022-04-01 | 2025-03-31 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. The programme is on track and expects to complete by 31st March 2025 | 60.89 | 58.7 | -4 | The budget variance is inferior or equal to 5%. | 246 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 246m. This is primarily due to the following factors. On 1st September 2023 a decision was taken to close another of HMRC's GMPP programmes (Critical Platform Transformation programme) early and move the remaining scope of that programme to the Enterprise Security Programme, and, at the same time, to rename the Enterprise Security programme to Technical Health Programme. The cost increase is due to the inclusion of the scope of the remaining scope of the Critical Platform Transformation programme for the period 1st Sept 2023 to 31st Mar 2025. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme is primarily a risk reduction programme, so is a non-cash releasing programme, however, there might be some cash releasing benefits which are currently being considered. |
| HMRC_0029_2021-Q3 | Trader Support Service | HMRC | Government Transformation and Service Delivery | The Northern Ireland Trader Support Service (TSS) was established to provide a free-to-use service to support traders to meet their obligations under the Northern Ireland Protocol (now Windsor Framework) following the end of the EU transition period on 31/12/20. The TSS helps traders move goods between Great Britain and Northern Ireland or bring goods into Northern Ireland from outside the UK. | Not set | Amber | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Green to Amber. This is primarily due to the following factors. TSS has continued to deliver a high quality service, along with new functionality to deliver the Windsor Framework, and improvements to customer experience and critical business alignment. TSS will maintain support for traders to complete declarations, including under the new simplified customs processes. The complexity of these changes means that there are significant risks the programme is managing. | 2020-06-29 | 2024-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2023-12-31 to 2024-12-31. This is primarily due to the following factors. We secured agreement from HMT to extend TSS for one year in order to maintain support for traders. This is to allow TSS to support implementation of the Windsor Framework and support traders to transition to new simplified customs arrangements. The programme has also delivered improvements and enhancements to the core customer journeys in the past 12 months, alongside supporting traders through guidance, online tools and targeted assistance | 128.4 | 105.19 | -18 | The budget variance exceeds 5%. This is primarily due to the following factors. The cost of delivering TSS in 23/24 was lower than our baseline due to driving efficiencies and value for money within TSS operations | 630 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 532m. to 630m. This is primarily due to the following factors. We secured agreement from HMT to extend TSS for one year to December 2024 in order to maintain support for traders. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are no monetary benefits for this Programme as it is not driven by financial benefit. It is driven by necessity through an obligation to assure that trade between Northern Ireland and Great Britain continues to flow freely within the UK customs territory, supporting traders to meet their legal obligations under the Windsor Framework (previously the Northern Ireland Protocol). |
| HMRC_0033_2122-Q3 | Unique Customer Record | HMRC | Government Transformation and Service Delivery | The Unique Customer Record Programme will deliver a single consolidated dataset relating to our customers that will bring customers information and tax affairs together and linking them to historic contact information. It underpins the transformation of our end-to-end customer service, enabling customers to view all of their affairs through the single customer account and making it more straightforward for them to meet their obligations. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The delivery confidence is amber due to tight timelines with procuring and delivery of new technology solution. Actions being taken to bring the programme back to green include, ensuring delivery plans remain on track and technical dependencies and risks are managed appropriately. | 2021-04-12 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-05-07 to 2025-03-31. This is primarily due to the following factors. The programme is now more mature in its lifecycle and has more accurate plans. This is reflected in the current programme end date which the programme remains on track to meet. | 32.8 | 32.4 | -1 | The budget variance is inferior or equal to 5%. | 81 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 96m. to 81m. This is primarily due to the following factors. The decrease is largely due to the reduction in contingency requirements and technology costs along with a reduced budget allocation. The programme also has an improved understanding of and more accurate information regarding supplier costs. | 175 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 175m. The UCR Programme will deliver a consistent unique customer record for each of our customers and implement changes to Business Ownership and management of data that permanently maintains the integrity of that Unique Customer Record as a corporate asset. The monetised benefits represent increased tax and compliance yield |
| HMRC_0031_2122-Q3 | Unity Programme | HMRC | Government Transformation and Service Delivery | Not set | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red to Amber. This is primarily due to the following factors. The Programme remains amber. We have moved into delivery phase of the programme and have made significant progress in procuring our technology delivery partner and software provider. We have moved into formal implementation for June 24 (when DfT legacy shared services, and people move to HMRC Unity Business Services). _x000D_ Unity Business Services is now established in HMRC and Unity Technical Services (supporting services through the programme and beyond). We will continue to work to embed and evolve services as we deliver. We continue building programme delivery capability. We have renewed engagement with our programme delivery partner, appointed a senior delivery lead and have started recruitment for a new programme director. Next year (2024-25) remains a key delivery year for the programme. Although there are challenges ahead, we are positioned for success. | 2021-02-01 | 2027-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2026-12-31 to 2027-03-31. This is primarily due to the following factors. Our current planning assumption is that we will complete the programme and stand up the full HMRC led shared service function (people and systems) by the end of 2026 for HMRC and Department for Transport, with Department for Levelling up Housing and Communities joining in 2026/27. This is in line with the shared services strategy for government. | 23.8 | 23.8 | 0 | The budget variance is inferior or equal to 5%. | 437 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 214m. to 437m. This is primarily due to the following factors. The programme's previous GMPP annual return reported outline costs covering an 11-year period. The next iteration includes enhanced cost information and covers a period of 15 years to align with other clusters as requested by Cabinet Office. | 38 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 43m. to 38m. The Programme is forecasting 42.58m sustainable efficiencies over the life cycle, with cumulative efficiencies of 238.72m. This is an increase in cumulative savings of 8.65m due to increased IT savings (0.38m) and staff productivity (19.6m), offset by a reduction in headcount savings (18.65m) due to the revised delivery timeline delaying benefit realisation to 2024/25. |
| HMT_0004_2021-Q2 | NS&I Rainbow | HMT | Government Transformation and Service Delivery | "The aims of the programme are to:_x000D_ 1. Measurably reduce the costs of running the business and growing revenue_x000D_ 2. Become a self-service digital business with support for the vulnerable and excluded_x000D_ 3. Deliver more nimbly, reduce risk and enhance scalability" | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. Since the last annual update, the Programme has awarded further procurement packages and signed contracts for B2B Transition, Contact Centre and Operations (awarded to Sopra Steria Ltd.) and Digital Experience and Enablement (awarded to IBM). Delivery teams have mobilised to collaboratively develop detailed solution designs and plans for transitioning these services from NS&I's incumbent, Atos to NS&I's new strategic delivery partners. However, finalising end to end solution designs, agreeing detailed dependencies and finalising commercial agreements has been challenging and continues to prove so. Delays achieving alignment in these areas and in contract signature for NS&Is new Banking Engine have impacted transition delivery milestones. Atos' market position has deteriorated and continues to be monitored carefully. A recovery route on an Integrated Delivery approach and plan continues to be the Programme's focus, working collaboratively with all strategic partners and with technical, legal and commercial experts. | 2019-06-03 | 2026-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-07-31 to 2026-03-31. This is primarily due to the following factors. The Programme continues to work in collaboration with all NS&I's strategic partners and experts engaged in the programme to develop the technical and commercial solutions required to achieve transition of services and programme completion by current programme end-date. However, initial contract delivery milestones have not all been met owing to the complex challenges experienced in finalising detailed solution designs, plans and commercials, and the Programme does not yet have an integrated plan with dependencies agreed by all partners that demonstrates its ability to deliver by this end date. The concerted effort to achieve this is the programme's priority, in which key resources continue to be engaged. | 109.52 | 89.68 | -18 | The budget variance exceeds 5%. This is primarily due to the following factors. The GMPP project did not provide narrative | 1864 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1158m. to 1864m. This is primarily due to the following factors. NS&I received approval for the Rainbow Programme Full Business Case (FBC) in September 2023. This follows approval of the Outline Business Case in March 2021, and approval of the Strategic Outline Business Case in June 2020. The baseline costs in the GMPP quarterly submission reflect the financial analysis in the FBC which covers the period from 2021-22 through to 2030-31. Costs incurred prior to April 2021 were part of a discovery exercise and were not specifically attributed to this project. The costs shown here cover activities including running the procurements, building the solutions, transforming the business, and the future ongoing running costs. | 488 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 590m. to 488m. Full monetised benefits are only forecast to start from 2026-27 after the organisational transformation has completed. |
| HO_0228_2223-Q4 | Anti-Money Laundering and Asset Recovery (AMLAR) | HO | Government Transformation and Service Delivery | Monetary gain sits at the heart of most criminality. To benefit, criminals need to launder their ill-gotten gains. Tackling money laundering requires a co-ordinated, cross system response in order to disrupt and dismantle criminal business models that cause significant harm to victims and undermines our democracy and economy. _x000D_ _x000D_ The AMLAR Programme builds on the Economic Crime Plan (HM Treasury and Home Office, 2019), Asset Recovery Action Plan (Home Office, 2019), and UK Anti-Corruption Strategy. It will deliver actions in Economic Crime Plan 2 (2023) to uplift strategic communications, intelligence and investigative capability and new technology, to improve the prevention, detection and disruption of money laundering and increase the recovery of criminal assets. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The programme delivery confidence is rated at Amber due to a reduction in Economic Crime Levy receipts for FY24/25 and restrictions placed across the Civil Service headcount, affecting several partner organisations, which is likely to impact delivery milestones and benefit realisation timeframes, with some scope deferred to FY25/26. The programme is refining the benefits model in alignment with an InvestCo appearance in July 2024. | 2023-04-01 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. Any impacts of Economic Crime Levy receipts provided by HMT for FY24/25 will be addressed in FY25/26. Project end-date is not expected to change. | 22.6 | 20 | -12 | The budget variance exceeds 5%. This is primarily due to the following factors. Underspend across the programme is primarily due to challenges in recruitment within the first year in the delivery partners. Work is ongoing between Home Office and delivery partners to mitigate this risk going forward. | 429 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 429m. This is primarily due to the following factors. The Whole Life Cost of the programme has not changed and is fully funded by Economic Crime Levy receipts from HMT. | 1099 | The project's departmental-agree monetised benefits at 23/24-Q4 is 1099m. The Programme will not start to deliver benefits until FY24/25. |
| HO_0149_2223-Q2 | ASRA Accommodation Programme (Non Detained) (AAPND) | HO | Government Transformation and Service Delivery | The ASRA Accommodation Programme (Non Detained) was initially set up as one of a range of responses within the Migration and Borders command in the Home Office to tackle a growing demand for asylum accommodation and to reduce reliance on costly contingency options such as hotels - which is a Prime Ministerial priority as highlighted in point 5 of the Ten Point Plan to tackle illegal migration. _x000D_ Following a Programme re-set, a change to the name and scope of programme has recently been approved; it will now be referred to as the ASRA Accommodation Programme (Non-detained). The programme aims to find and set up fit-for-purpose accommodation for non-detained Asylum Seekers (covering single adult males, single adult females and family cohorts) establishing a flexible accommodation landscape of both short-term and long-term facilities. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The programme has undertaken a period of review and reset since the last assurance review in September 2023. There have been changes in the wider operating environment, including changes to the Home Office (HO) ministerial team. The programme has put in place strengthened leadership arrangements and the Review Team (RT) heard consistently that the programme environment feels more stable, with firmer foundations in place, a realistic ambition and more deliverable plans, and therefore has been rated as Amber. | 2022-01-28 | 2027-03-31 | The project's end-date at 23/24-Q4 is 2027-03-31. This is primarily due to the following factors. The programme has gone through a complete rescoping exercise-including changing name from LSAP to ASRA Accommodation Programme (ND). _x000D_ In addition we have new set of high level deliverables, setting new target dates until March 2027. The programme is currently on target and positively working through bottom up plans (with added contingencies). | 295.17 | 208.18 | -29 | The budget variance exceeds 5%. This is primarily due to the following factors. Less than 5% | 4219 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 4219m. This is primarily due to the following factors. The whole life cost (WLC) of the Programme is currently estimated at 2.49bn over an appraisal period of 10 _x000D_ years. This is a decrease of 1.70bn compared to the WLC of 4.19bn estimated in the _x000D_ Programme Business Case published in September 2023, reflected by the reduction in bedspaces _x000D_ to be delivered (from 10,000 to 6,500) and revised timescales for delivery. The programme spend to the end of 2023/24 is 222.54m._x000D_ Further spend of 266.33m is forecast for 2024/25 to complete delivery of and operate the _x000D_ four existing sites, and to progress pipeline sites into delivery to meet the March 2025 target._x000D_ (This excludes contingency of 24.7m and OB of 31.3m.)._x000D_ Budget of 170.15m has already been allocated for the four sites in delivery. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| HO_0183_2223-Q3 | Asylum & Protection Transformation Programme | HO | Government Transformation and Service Delivery | The Asylum Transformation Programme is transforming people capabilities, process and technology underpinning asylum casework and asylum support and accommodation. The four strategic objectives of the programme are:_x000D_ 1. A flexible, sustainable and efficient system,_x000D_ 2. A transparent and outcome focused customer journey,_x000D_ 3. Strong partner and public trust,_x000D_ 4. Improved colleague experience._x000D_ _x000D_ The role of the Asylum Transformation Programme is to enhance the processing capabilities, societal value and cost-effectiveness of the Asylum System, enabling it ever-increasingly, to better meet the interests and concerns of the many stakeholders in UK asylum, now and in the future. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is due to a positive IPA Gate 0 review identifying the programme as Amber, in which it has been noted as a well run and committed programme, which has successfully delivered to date, but facing wider major strategic and contextual issues, affecting delivery confidence._x000D_ _x000D_ These include operational capacity to implement change, constrained capacity in technical enablers which is limiting the pace Programmes can develop technical solutions and deliver continuous improvement. As well as the capacity constraints anticipated to deliver alongside the Illegal Migration Act. | 2022-09-01 | 2025-12-31 | The project's end-date at 23/24-Q4 is 2025-12-31. This is primarily due to the following factors. The project's end-date at 23/24-Q4 is schedule to finish on 31 December 2025. This is primarily due to the following factors: of being in-line with our current delivery plans. | 172.4 | 162.9 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme's budget variance exceeds 5%. | 441 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 441m. This is primarily due to the following factors. The whole life cost of the programme has been established following Green book principles. The forecasted whole life costs reflects the full programme scope including resource costs to deliver the projects and activities, capital costs, ongoing and run costs of future platforms, and significantly costs for the Dispersal Grants provided to Local Authorities who accommodate Asylum Seekers. The whole-life cost reported here, reflects the 23-24 Programme Business Case, and the programme is currently in the process of refreshing the Business Case for FY 24-25, where the whole life cost of the programme is anticipated to change. These changes will be reflected in next quarter reporting. | 18143 | The project's departmental-agree monetised benefits at 23/24-Q4 is 18143m. The programme's forecasted benefits for the 10-year appraisal period are significant. They are largely driven by forecasted financial savings due to reduced hotel costs as a result of increased dispersal bed use, as well as financial efficiency savings due to faster processing of claims, and therefore, reduced accommodation and support spend. The benefits reported here, reflects the 23-24 Programme Business Case, and the programme is currently in the process of refreshing the Business Case for FY 24-25, where the benefits of the programme are anticipated to change. These changes will be reflected in next quarter reporting. |
| HO_0042_2021-Q3 | Cerberus | HO | Government Transformation and Service Delivery | Border Force is making a transformative change to it's analytics and targeting capabilities better securing the border within improved operational outcomes, driving operational efficiencies and therefore achieving considerable cashable savings through the decommissioning of expensive legacy systems. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red(SRO rating) to Amber(IPA rating). This is primarily due to the following factors. At Q4 new senior resource was brought into the Programme to help improve delivery, and get the Programme on the trajectory to Green. Q4 delivery confidence remained RED but is trending down._x000D_ Test and fix approaches have been improved already along with the allocation of specific delivery managers for specific releases. _x000D_ A full review of governance and control processes are ongoing. A number of new structures have been put in place already around risk management and reporting to allow for maturing conversation within the Programme. This work will continue for the remainder of the Programme. | 2019-10-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The programme is still on track to finish as scheduled on 31st March 2025 | 27.9 | 39.2 | 41 | The budget variance exceeds 5%. This is primarily due to the following factors. Not required as budget variance is inferior or equal to 5% | 147 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 198m. to 147m. This is primarily due to the following factors. The programme is currently preparing a new business case for FY 24/25 where an indicative budget of 27.88m has been allocated and an options document is being prepared for InvestCo review. Until the business case has been finalised the WLC may or may not be affected. | 56 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 172m. to 56m. Cerberus is already beginning to increase threat interdiction at the UK border. Some of this increase has an economic benefit to the UK, saving more than 10m p/a. Cerberus functionality will also enable the decommissioning of legacy systems, realising cashable savings to the Home Office of 12m p/a, a portion of which has already been achieved. Other benefits of further delivery include increased workforce efficiency. |
| HO_0031_1415-Q1 | Digital Services at the Border (DSAB) | HO | ICT | To deliver digital services that will provide systems capable of transforming the way that Border Force (BF) and its partners operate. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(IPA rating). This is primarily due to the following factors. Delivery Confidence has fluctuated between Amber and Red owing to the need to revise previous assumptions which have led to continued delay to the go-live of Helios 1.0 MVP. Since the programme's last IPA review in November (rated Red), progress against recommendations was sufficient to downgrade this to Amber in March 2024. In the last financial year, DSAB has also secured numerous successes and delivered vital capabilities, with the vast majority of the suite of Border Crossing (BX) Tools now rolled out and operational. The final phase of the Port Office Infrastructure rollout during Q4 succeeded in replacing all historic WI equipment at port PCPs with new, fully functional BX-only equipment. These present major steps forward in terms of the Department's overall aims of digitising the border and lays the groundwork for other important projects and programmes to follow. In the run-up to go-live, DSAB Programme Board now meets fortnightly (previously monthly) in order to monitor progress and hold programme leaders accountable. | 2014-02-12 | 2023-09-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2023-09-30. This is primarily due to the following factors. Project end date remains baselined as above for 30/09/2023, however current forecast date for this is 30/09/2024 owing to the delays to Helios 1.0 go-live mentioned above; this is currently forecast for July 2024. Additional requirements from the business for contingency and resilience solutions (detailed in section 2) also placed additional pressure on teams and timelines; while some of these are not hard dependencies for go-live, these will be required to follow as soon after go-live as possible. As outlined above, the vast majority of DSAB deliverables have now been delivered, and the PLM arm known as Crossing the Border is increasingly taking on more responsibility and workload to enable DSAB to close. | 24.4 | 80.19 | 229 | The budget variance exceeds 5%. This is primarily due to the following factors. DSAB's 2023/24 baseline was set in Feb 2023, when closure was expected by Q2. 55.48m was allocated for April-Dec only. DSAB delivery encountered numerous challenges resulting in extended timescales to March '24 and beyond. From Q2 onwards, DSAB therefore forecast costs of 80m, requesting additional funding from elsewhere in the Border Force Change portfolio._x000D_ _x000D_ By mid-year, Migration and Borders had identified excess income. BF and M&B therefore opted to balance DSAB's growing 23/24 cost pressure against said income, effectively funding the programme's overspend forecast throughout the remainder of the financial year._x000D_ _x000D_ In short - DSAB had spent its allocated budget at the end of Dec '23, with a YTD overspend of 6m and only 6m remaining budget set for Q4. All of the overspend variance against the programme in 23/24 was thus absorbed by M&B, elsewhere in the department, with internal approvals/authorisation from the department's Change Portfolio board and finance director. | 596 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 596m. This is primarily due to the following factors. Budgeted WLC were breached early in 2022/23, due to the programme and the delivery element of its business case expected to close in March '22. Since that time, DSAB has operated 'at risk', utlising a combination of annual funding initially expected to be used on run/tech refresh costs, plus new funding approvals in order to continue delivering the critical milestone of enabling the department to cease reliance on the Warnings Index border IT system. | 18 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 15m. to 18m. Whilst DSAB has delivered elements of its scope, until it completes delivery, the benefits cannot be fully assessed as to their realisation, although the end users/business may be benefiting from part of the delivered outputs, e.g. Border Crossing. This also highlights that all benefits will not be realised until completion of DSAB and time to fully bed in, and many will evolve quickly with the hand over to Future Border and Immigration System (FBIS) to build upon the foundations DSAB has delivered for onward development and improvement. _x000D_ _x000D_ The wider reaching security benefits were not quantified as deemed too difficult to assign a value (at time of drafting FBC) and are not limited to DSAB and will traverse across FBIS and Migration & Borders to track the benefit realisation. The benefits will be reviewed as part of the wider programme closure in light of the change of scope. A review of the economic case has been undertaken given delays to delivery. |
| HO_0016_1213-Q1 | Emergency Services Mobile Communications Programme (ESMCP) | HO | Infrastructure and Construction | The Programme aims to replace the mobile communications service used by the 3 Emergency Services and other public safety users. This will be achieved through the introduction of a new service called the 'Emergency Services Network' (ESN), operating over a 4G LTE commercial mobile network enhanced to meet the public safety requirements for coverage, functionality, availability and security. | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. The Programme has closed most of the recommendations from the last Cabinet Office led independent Project Assurance Reviews (PAR) carried out in January and followed-up in April 2023. A meeting with the Cabinet Office Major Projects Review Group (MPRG) took place in May 2023 where the Programme's Commercial Strategy was endorsed. The programme is working through the re-procurement of the User Services contract, and the extension to the Mobile Services contract. Actions are underway to prepare for the next PAR and the necessary governance and approvals following completion of the commercial work, later this year. | 2011-06-01 | 2026-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2026-12-31. This is primarily due to the following factors. ESMCP is updating it's Programme Business Case (PBC) to gain further endorsement on the direction of travel and agree the delivery timetable and costs to complete the programme. Furthermore, with a new User Services supplier expected to be procured later this year, our forecasts for completing the transition from Airwave to ESN and then the shutdown date for Airwave is yet to be confirmed. | 718.32 | 614.39 | -14 | The budget variance exceeds 5%. This is primarily due to the following factors. The overall underspend is mostly driven by a change in Programme delivery plans since the 2021 FBC, including the exit of a key supplier and timing of re-procurements, along with coverage build re-plans. These Programme underspends and deferred activities are moving costs and timelines to the right. The variance also includes the impact of the Competition and Markets Authority (CMA) charge control on Airwave prices. | 11263 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 11263m. This is primarily due to the following factors. The Whole life budget cost is based on the last approved full business case July 21. Whole life costs include ESN programme, ongoing run and legacy Airwave costs. The full business case is currently been updated. | 3682 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 3746m. to 3682m. |
| HO_0045_2122-Q1 | Fraud And Cyber Crime Reporting and Analysis Service | HO | Government Transformation and Service Delivery | The Fraud and Cyber Crime Reporting and Analysis Service (FCCRAS) is a 150m transformation programme that will replace the existing system and services for reporting and analysis of Fraud and Cyber Crime through Action Fraud and NFIB (National Fraud Intelligence Bureau). Action Fraud and NFIB are run through the City of London Police (CoLP) and are national services because fraud and cybercrime span beyond geographical boundaries and so local force responses are ill-suited to tackle these crimes. These services are jointly funded by the Home Office (majority funder) and the City of London Corporation. The objectives Government have identified for the programme to deliver are improved victim experience and satisfaction, lead to better criminal justice outcomes, prevent crime and reduce harm, contribute to an improved understanding of the threat from serious and organised crime and improve systems interoperability and align with national programmes | Not set | Red | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber to Red. This is primarily due to the following factors. The IPA are scheduled to carry out a Gate 0 review on 04 June 2024 | 2020-09-01 | 2024-08-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-08-31. This is primarily due to the following factors. The project end-date is now scheduled for 31-March 2025, due to a shift right in the delivery of the new service to November 2024. This is primarily due to the Lot 1 supplier (Capita) not delivery against the original baseline plan. There are remaining conditions outstanding on Capita to deliver as part of their rectified plan, and a task and finish group has been established to ensure completion of these, which will enable the programme to have an approved E2E DIP and definitive Go Live date. | 24.17 | 18.9 | -22 | The budget variance exceeds 5%. This is primarily due to the following factors. The financial case has been remodelled to factor in the change in delivery dates, and incorporating in external factors to the budget, such as inflation and more in depth understanding of the requirements of being an intelligent client. _x000D_ _x000D_ The financial case is due to be presented at InvestCo on 01 May 2024 | 152 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 224m. to 152m. This is primarily due to the following factors. The financial case has been remodelled to factor in the change in delivery dates, and incorporating in external factors to the budget, such as inflation and more in depth understanding of the requirements of being an intelligent client. The Whole Life Cost of the programme has increased by 7.8m_x000D_ _x000D_ The financial case is due to be presented at InvestCo on 01 May 2024 | 402 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 402m. On 31 March 2023, the Full Business Case (FBC) was approved. The FBC has revised the baseline benefits net present value (NPV) of 340.2million. This revised benefits assessment still remains strong and includes several non monetised benefits that have not been captured in the cost-benefit analysis. These benefits includes functionality to protect more businesses and people through giving targeted, timely advice on how to avoid the latest threats, and increased ability to block and disrupt crime through providing real time information to institutions and organisations who can take down the fraudulent sites, activities and bank accounts we know are enabling criminal activity. |
| HO_0229_2223-Q4 | Fraud Reform | HO | Government Transformation and Service Delivery | The Fraud Strategy (published by the Home Office, May 2023) commits His Majesty's Government to 52 actions, aimed at cutting fraud by 10% from 2019 (pre-pandemic) levels._x000D_ For two successive quarters, crime data for England and Wales show a fall in the number of incidents of fraud, exceeding the 10% target set within the Fraud Strategy. 23 of 52 actions have been completed, including:_x000D_ - Launched a new National Fraud Squad and set fraud as a priority for police forces through the Strategic Policing Requirement;_x000D_ - Delivered the first Global Fraud Summit, hosted by the Home Secretary, with partners from 5 Eyes, G7, the Republic of Korea and Singapore._x000D_ - Appointed an Anti-Fraud Champion and agreed a new voluntary charter with the technology sector;_x000D_ - Delivered a national anti-fraud communications campaign and rolled out key anti-fraud and cyber security skills to schools, by equipping teachers to deliver new anti-fraud lessons. | Not set | Green | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Green. This is primarily due to the following factors. The programme is currently reporting as Green. The programme is broadly delivering to plan (with 23 of 52 Fraud Strategy actions already completed) and fraud has been cut by 13% on 2019 (pre-pandemic) levels. _x000D_ We continue to closely monitor the wider external risk that external factors including technology and cost of living will lead to an increased fraud level. | 2022-04-01 | 2025-03-31 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. The programme's delivery of its outcomes and benefits remains on-track. _x000D_ _x000D_ For two successive quarters, crime data for England and Wales show a fall in the number of incidents of fraud by 19%, exceeding the 10% target set within the Fraud Strategy._x000D_ _x000D_ The remaining Fraud Strategy commitments are scheduled to be delivered to plan. | 22.14 | 24.1 | 9 | The budget variance exceeds 5%. This is primarily due to the following factors. Additional funding approved for two additional activities: a National Fraud Comms campaign and the inaugural Global Fraud Summit hosted by the Home Office, hence the 9% variance. | 320 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 320m. This is primarily due to the following factors. There is no change to the Whole Life Cost of the programme. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme continues to perform to target and has realised forecasted benefits for 2023/24. |
| HO_0039_1920-Q4 | Future Border and Immigration System Programme | HO | Government Transformation and Service Delivery | The United Kingdom exited the European Union on 31 January 2020. From 1 January 2021, free movement ended and was replaced by a new points based immigration system. The Future Border and Immigration System will enable the United Kingdom to take back control of our border, it will simplify, enable and digitise our systems to put customers at the heart of a firmer, fairer and easier to navigate border and immigration system. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(IPA rating). This is primarily due to the following factors. The programme received a delivery confidence rating of Amber for the whole of the programme following an Independent Review (January 2023). The programme has looked to address a number of actions following the review, including reviewing how Programme Board decision making includes impact statements of longer-term consequences associated with preferred option(s), strengthening the management of Dependencies and that FBIS carries out scenario planning exercises around the risk of the e-Visa deployment milestone being missed, as well as it happening as planned but with significant issues. | 2018-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. A new programme end date of 31/03/27 has been agreed by the Programme Board. This is to maximise the benefits of the programme by facilitating full eVisa, ETA and sponsorship delivery. This is yet to be approved by InvestCo and HMT. Therefore, formally agreed end date of the programme is 31/03/25. The FBIS programme continues to see additions to the plan because of the ever-changing political climate (Ukraine, Plan for Growth, ongoing discussion on net migration and the operation of the points-based system, etc. | 446 | 383.3 | -14 | The budget variance exceeds 5%. This is primarily due to the following factors. FBIS Tdel budgets for the full year is 107.7m, having increased from 58m since the start of the financial year. This increase was mainly due to receiving 46m of IMA funding._x000D_ _x000D_ IMA funding was to support the impact of IMA on technical capacity within FBIS and the need to reprioritise some deliverables._x000D_ _x000D_ There was a 2.7m increase in P7, transferring budget from Asylum Protection Transformation Programme, in relation to MAB work that was identified as FBIS._x000D_ _x000D_ Rdel budget increased by 0.5m (MAB) and 10.7m (IMA) to 181m._x000D_ _x000D_ Cdel budget increased by 2.2m (MAB) and 35.4m (IMA) to 196.7m._x000D_ _x000D_ Income budget of 270m remained the same throughout the year. P12 forecast was 450m, the increase was mainly due to higher demand in the Graduate route._x000D_ _x000D_ Tight forecasting controls have been in place since the start of the year. We are currently under spending on cdel due to reprioritising on some deliverable and better assumptions around costs. | 3428 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 3428m. This is primarily due to the following factors. Costs are for the development and implementation of the United Kingdom's Future Border and Immigration System; as well as the running costs for the additional demand because of the new system. Figures up to and including 23/24 are based on actual expenditure and end year forecasts. Baselines from 24/25 have been taken from Programme Business Case produced in Autumn 2021 and approved by HMT. The FBIS Business Case was refreshed during 2023 and will be submitted to InvestCo in April 24 and HMT in due course. | 40967 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 40905m. to 40967m. The Programme will help to deliver a range of benefits to its customers, the Home Office, UK economy and wider international economy. _x000D_ The Simplify Pillar will continue to deliver a simplified immigration process through the improvement of existing routes and introduction of new ones and the delivery of a digital, simplified, and modern sponsorship system that enables a more efficient operation for users._x000D_ The Enable pillar will transform the customer and caseworker experience through implementing and enabling digital systems. Modern services and aligned customer and caseworker capacities are vital for the successful delivery of the Programme and enhancing border security._x000D_ The Digitise Pillar will utilise technology to improve border security. This will be achieved through watch listing and analytics to identify at risk persons before they arrive to the UK. This Pillar's aim is to create an end state of 'contactless border', where passports and documents are replaced by biometrics. |
| HO_0043_2021-Q4 | Future Suppliers Services | HO | Government Transformation and Service Delivery | Future Supplier Services (FSS) aims to re-procure UK Visa and Immigration's (UKVI) United Kingdom and overseas front-end customer services to primarily provide biometric information to support their visa application alongside passport application services for overseas British citizens on behalf of HMPO and, in certain circumstances, attend interviews._x000D_ _x000D_ These services are currently outsourced under the Front-End Services United Kingdom and Next Generation of Outsourced Visas contracts and the project is procuring equivalent services to maintain visa services while maximising value and efficiency, which is a critical enabler for building and sustaining the United Kingdom's growth and prosperity. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. In response to the last IPA gateway review, the programme has boosted its resource and capabilities to enable successful delivery. The programme has collaborated with key stakeholders to produce a TOM as contracts are mobilised and operationalised. The programme has dedicated DDAT resources for the implementation phase. To prevent service disruption, an NGOV extension is being finalised with incumbent suppliers. The programme is ramping up for business readiness and collaboration with operational and commercial colleagues for successful service transition. | 2019-12-12 | 2024-10-28 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-10-28. This is primarily due to the following factors. Baselines remain unchanged, the programme are continuing to monitor all aspects of delivery and forecasts will be updated to reflect any movement. | 77.02 | 22.81 | -70 | The budget variance exceeds 5%. This is primarily due to the following factors. The baseline totals are based on the FBC which was approved May 2023 however the programme has spent less this financial year than anticipated due to the delay in timelines and contractual milestones because of the legal challenge received. The programme is currently looking at re-forecasting the budget profile due to the economic environmental factors and potential increase in service cost in the next quarter. | 423 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 637m. to 423m. This is primarily due to the following factors. The programme remains within the FBC envelope. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The overriding benefit of the FSS programme is to provide business continuity. Without these new contracts, there would be a complete shutdown of Visa application services due to an inability to perform visa enrolment, facilitate digital interviewing, or provide support to UKVI customers requiring touchpoint assistance. These front-end services are key to ensuring UKVI continues to deliver Visa services to all customer groups and preventing digital exclusion._x000D_ UKVI has ensured that current contracts do not end before new arrangements are in place, to ensure continuation of business-critical services, and thus fulfilling Home Office statutory and regulatory obligations. |
| HO_0033_1415-Q3 | Home Office Biometrics (HOB) Programme | HO | ICT | Home Office wide convergence programme for biometrics within the Home Office, covering border security, law enforcement and intelligence. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. The last review of the programme in March 2023 delivered an Amber rating. Since the previous review all recommendations have been completed and good progress has been made in the delivery of projects. The procurement and transition to a new supplier for Strategic Matcher has also completed. There remain supplier challenges and competing priorities which could impact the programme but these are being carefully managed and addressed by the programme team to ensure delivery through 24/25 remains on track. | 2014-04-01 | 2026-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-03-31 to 2026-03-31. This is primarily due to the following factors. The programme has made significant delivery progress during 23 / 24, including successful transition to the new Strategic Matcher supplier. | 95.1 | 86.5 | -9 | The budget variance exceeds 5%. This is primarily due to the following factors. Not required as variance is less than 5% | 1339 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1222m. to 1339m. This is primarily due to the following factors. Challenges delivering the Strategic Matcher project, including increased costs for overall delivery. | 1131 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 1002m. to 1131m. The HOB programme will provide significant quantified non cashable benefits. The programme is a key enabler for business areas and benefits will be directly visible to a variety of end users. |
| HO_0029_1314-Q4 | Immigration Platform Technologies (IPT) | HO | ICT | The Immigration Platform Technologies (IPT) Programme is delivering the technology and information systems to support the immigration service through delivery of three integrated modern technology services that are cheaper to operate than those they replace. IPT will achieve operational efficiencies, optimise use of data and provide a more modern and streamlined customer journey. | Not set | Red | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber to Red. This is primarily due to the following factors. This reduced delivery confidence is due to elements of the programme previously being underestimated and Departmental priorities such as the Illegal Migration Act implementation impacting planned betas. As a result Programme delivery timescales have extended to July 2024. | 2013-04-01 | 2023-01-27 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2023-01-27. This is primarily due to the following factors. Due to elements of the programme previously being underestimated and Departmental priorities such as the Illegal Migration Act implementation, planned betas have been impacted and the Immigration Platform Technologies programme plan has been revised. The revised plan schedules programme closure at the end of July 2024. | 36.75 | 56.39 | 53 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme has revised the programme plan due to elements of the programme previously being underestimated and Departmental priorities impacting planned betas. This has caused an elongation of the programme timelines and required retaining resources for longer. | 719 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 719m. This is primarily due to the following factors. Although the programme revised the delivery plan due to Departmental priorities impacting planned betas and underestimation of elements of the Programme. The increased costs resulting from the extension of programme timelines remained within the approved 2023 Baseline Whole Life Cost of 718.66(m). | 183 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 183m. IPT has delivered elements of its scope and has begun realising benefits. However full benefit relisation will not occur until the decommisisoning of the legacy system CID (Casework Information Database) |
| HO_0330_2324-Q4 | Immigration Removal Centre (IRC) Expansion Programme | HO | Government Transformation and Service Delivery | Immigration Enforcement's Detention Services have been tasked to deliver an additional 1,000 detained bed spaces to support increases in detention to deliver government priorities, including Illegal Migration Act removals, increasing demand on the estate due to pressures from the prison estate, increasing 'Business as Usual' removals as activity returns to pre-pandemic levels, and to manage the estate/maintain capacity while wider estate facilities are refurbished. IRCEP is the DS vehicle to deliver these 1,000 bed spaces - through the renovation, and expansion of two previously decommissioned IRCs - Campsfield, and Haslar. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The programme delivery timeline has zero contingency. Construction has commenced with main contractor for phase 1 at Haslar and Campsfield. Phase 2 construction technical design has commenced. Haslar construction delay risk due to unresolved Habitat risk assessment mitigation. Commercial procurement underway for service provider contracts. FBC approval is underway, Campsfield phase 1 construction has been approved at InvestCo. 5 further FBCs will follow to be approved. | 2022-01-24 | 2026-12-31 | The project's end-date at 23/24-Q4 is 2026-12-31. This is primarily due to the following factors. OBC has been approved. _x000D_ Campsfield and Haslar construction commenced. _x000D_ Galliford Try has been appointment as main contractor for phase 1 construction. _x000D_ Service provider contracts commenced at evaluation bidder stage._x000D_ NHSE contract at approval bid stage. _x000D_ Campsfield Phase 1 construction (160 beds) FBC approved at InvestCo. _x000D_ Haslar Phase 1 construction (130 beds) FBC approval underway. | 35.16 | 35.16 | 0 | The budget variance is inferior or equal to 5%. | 1051 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1051m. This is primarily due to the following factors. The WLC includes the costs to build IRC facilities at two sites; Campsfield and Haslar. Programme costs and operator service costs are also accounted for. 95m of the WLC has been approved by the Home Office Investment Committee, but is pending HM Treasury and Cabinet Office approval. The rest of the WLC is not final and is subject to completion of procurement processes and subsequent investment approvals. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. IRCEP should be considered within the context of enabling delivery of the wider IMA benefits and IE's long term detention capacity requirements. Benefits and economic advantage are realised at IMA portfolio level to avoid IRCEP benefit double counting. This means that there are no quantifiable / monetisable benefits at programme level. _x000D_ _x000D_ The preferred option (to deliver the full 1,000 beds at Campsfield and Haslar), is considered most likely to achieve VfM, because it delivers both the benefits of supporting requirements under the IMA and a permanent long-term solution for Immigration Enforcement detention and enforcement capabilities. Wider benefits associated with IMA are included within the New Plan for Immigration (NPI) business case suite, because it is not currently possible to monetise these benefits without considering the numerous enablers involved with delivering returns (escorting, Immigration Compliance Enforcement (ICE) etc). |
| HO_0036_1617-Q2 | Law Enforcement Data Service | HO | ICT | The Law Enforcement Data Service (LEDS) Programme is delivering a replacement to the current Police National Computer (PNC) service, which will facilliate a range of future transforamtion capability and functionality that will be at the heart of protecting the public for years to come, to enable retirement of PNC by March 2026. | Amber | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Delivery confidence based upon the continued positive progress towards product development and adoption since the last IPA Review remains high. PNC parity has been achieved for LEDS Property, Drivers and Vehicles Enquiry products, and development of the LEDS Person product has commenced. All five LEDS products are now live across 56 forces._x000D_ However, conclusion of LEDS development and adoption to enable retirement of PNC by March 26 remains challenging. LEDS continues to manage significant risk and dependencies owing to:_x000D_ 1. Complexity in development: multi-system integration across Police Forces, other LEDS consumers and data providers; new cloud platform hosting capabilities and migration from legacy technology._x000D_ 2. A broad, varied and demanding stakeholder community of 56 forces and 140 non-policing organisations_x000D_ 3. Growing financial and resourcing pressures_x000D_ These risks and dependencies are transparent and well-managed, with appropriate remediation plans and management attention. With these interventions, delivery within budget and time remains feasible. | 2014-04-01 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. Programme is on track to close March 2026. | 85.03 | 85.33 | 0 | The budget variance is inferior or equal to 5%. | 611 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 611m. This is primarily due to the following factors. There has only been minor movements of the Baseline Whole Life Cost from 2223-Q4 which is primarily due to: Increase in resource requirements forecast over the remaining programme timeframe, and the discovery work ongoing for the Person and External Integration areas, which is large and complex. | 411 | The project's departmental-agree monetised benefits at 23/24-Q4 is 411m. Person Product Team contributes 72% of the benefits (320 m). The remaining benefits are derived from Driver's Product Team (3 m), Property Product Team (0.6 m), Vehicle Product Team (15 m), User Channels Product Team (9 m), Training Product Team (58 m) and Cross Product Team (10 m). Benefits from Audit Product Team and NSS Tools Product Team have not been monetised at this current stage |
| HO_0285_2324-Q2 | Manston Transformation Programme | HO | Government Transformation and Service Delivery | To build a safe, secure and legally compliant processing centre at Manston that meets the needs of all users, safeguards vulnerability and enables arrivals to be processed in a safe and timely manner. | Not set | Red | Not set | 2023-01-31 | 2027-11-05 | The project's end-date at 23/24-Q4 is 2027-11-05. This is primarily due to the following factors. Feasibilities assessment have now been undertaken and the timeline shows a realistic timeframe for a programme of this nature. | 305.11 | 260.79 | -15 | The budget variance exceeds 5%. This is primarily due to the following factors. Forecast totals are consistent with the latest Home Office Investco approved OBC (v 0.5 dated 26/02/24). This is awaiting HMT approval. | 2713 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 2713m. This is primarily due to the following factors. CDEL costs include construction of a short-term holding facility, arrivals & reception centre, interview rooms and a dispersal facility. The costs also include improvements to existing infrastructure. _x000D_ The one off RDEL costs are driven by the costs to make improvements to the existing temporary infrastructure and PMO costs. _x000D_ The recurring RDEL cost drivers relate to staff pay, the operating costs of existing marquees, and several high value contracts relating to site security/DCO provision and medical/catering costs. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Cashable benefits have not been evaluated in the current business case. This will be included in the next business case. The improvements will provide operational efficiency, long-term sustainability and allow the Home Office to meet its legal obligations and deliver strategic objectives. _x000D_ _x000D_ Although cashable benefits have not been included in the case OBC, there will be a number of efficiencies and costs avoidance opportunities due to creating a more efficient infrastructure at Manston. The permanent infrastructure will allow for more streamlined processing of arrivals and allow Manston to meet its legal obligations. _x000D_ _x000D_ These benefits are currently being quantified and will be included as part of the Full Business Case |
| HO_0150_2223-Q2 | Maritime Capabilities Replacement Programme | HO | Government Transformation and Service Delivery | The Maritime Capabilities Replacement Programme (MCRP) will coordinate the delivery into service of a new fleet of Cutters and Coastal Patrol Vessels (CPVs), with the appropriate capabilities and supporting infrastructure to deliver Home Office and wider UK government maritime security goals and to ensure that the vessels remain 'fit for purpose' for the duration of their operational lifetime. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | 0 | 0 | Not set | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule |
| HO_0332_2324-Q4 | National Strategic Automatic Number Plate Recognition Platform (NSAP) | HO | Government Transformation and Service Delivery | The National Automatic Number Plate Recognition Service (NAS) is a police critical national system enabling policing and Law Enforcement Agencies to have the right information on time for intelligence on vehicle activity across the country and to effectively use it to protect the public, prevent crime in some instances and use the evidence for convictions in court. This intelligence also supports National Counter Terrorism, County Lines, and Serious and Organised Crime investigations. _x000D_ NAS are in the early stages of setting up a new programme to deliver a new solution to replace the legacy system and enabling continuation of the NAS service. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The programme is currently engaging with stakeholders to develop the scope of the future road map. Discussions are due to begin with the existing supplier to develop the exit and decommissioning strategy for the legacy technology. Programme plan for future delivery phases will be developed in line with the future road map and the programme team structure will be revisited to ensure sufficient expertise and resilience. Work is underway to review the existing governance framework to ensure it is clearly understood by key stakeholders. | 2023-03-01 | 2028-03-30 | The project's end-date at 23/24-Q4 is 2028-03-30. This is primarily due to the following factors. The programme is currently on schedule to complete by March 2028. The Phase one delivery had moved 8 weeks however this has not impacted on phase two which is due to deliver in October 2024. Commercial activity is underway to deliver the commercial retender exercise by March 2025 to identify the future service provider. | 28.57 | 25.81 | -10 | The budget variance exceeds 5%. This is primarily due to the following factors. Budget/ Forecast variance is currently less than 2% | 284 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 284m. This is primarily due to the following factors. The whole Life costs include the transition from legacy technology to cloud with an evergreening support model, reducing technical debt and enabling future enhancements through exploiting technical advances. The costs include the potential dual running costs to facilitate transition. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are currently no identified financial benefits as this system is replacing Police critical national infrastructure in order to maintain existing capability. There are however non monetised benefits that are being discussed and mapped and require a stakeholder sign up to monitoring these benefits before we can start reporting them further details are with the programme. |
| HO_0034_2122-Q3 | New Plan for Immigration | HO | Government Transformation and Service Delivery | Delivering a fair but firm immigration and asylum system cracking down on abuse of the system and supporting those needing the UK's protection through fundamental end-to-end system reform; a new system differentiating those genuinely in need of our protection from others; judicial reforms; and effective returns. | Red | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The IPA Review in September 2023 returned a red rating for the Progrrame. The Programme has addressed recommendations from the IPA Review (September 2023) and Assurance of Action Plan (AAP) Review (November 2023). The Programme continues to progress delivery against our now agreed baselined plan and is actively managing any risks and issues that impact delivery confidence. | 2020-04-01 | 2025-03-31 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. The scope is agreed with a baselined plan (for Release 2A) and critical path; and project plans in place. A Change Control Board is operating to manage and impact assess change requests. | 170.1 | 36.39 | -79 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme is under budget for 23/24, the main driver for the underspend is the impact of Illegal Migration Act (IMA) coming into the scope of the programme, which has meant the delivery of the remaining NABA elements has been reprioritised. | 1574 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1574m. This is primarily due to the following factors. Current whole life costs (WLC) align to the PBC approved by Investment Committee (F&IC) in January 2023. Work is currently underway to update the programmes Business case which factors in the implementation of the Illegal Migration Act (IMA), this will then provide an updated view on WLC. | 5057 | The project's departmental-agree monetised benefits at 23/24-Q4 is 5057m. The monetised, non-cash releasing and wider economic benefits have been presented in this GMPP return. These benefits will be reviewed throughout the implementation of the Illlegal Migration Act. Additional non-monetised benefits include social benefits, including (but not limited to) increased and improved support for migrants and reduced injuries and fatalities. |
| HO_0044_2021-Q4 | Passport Transformation Programme | HO | Government Transformation and Service Delivery | His Majesty's Passport Office (HMPO) Transformation Programme aims to modernise the passport business by digitising the end-to-end process and by automating much of the application assessment work. This will provide His Majesty's Passport Office cashable savings and improve the customer experience. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The SRO's assessment of Programme is consistent with the reporting throughout 2024/25 with an Amber delivery confidence assessment. There has been good progress against plans and key achievements noted particularly in the development of the new passport processing system and all relevant supporting systems. There remains some challenge, particularly around the remaining complexity of delivery and future funding for the programme. | 2016-04-01 | 2025-04-30 | The project's end-date at 23/24-Q4 is 2025-04-30. This is primarily due to the following factors. Compared to 2023 Q4, Passport Transformation Programme has increased forecasted end date from 31 March 2025 to 30 April 2025. This is primarily due to the inclusion of the Priority Service capability within the scope of the programme. | 79.32 | 81.83 | 3 | The budget variance is inferior or equal to 5%. | 730 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 730m. This is primarily due to the following factors. Spend in 23/24 is expected to be largely as planned, material items not in the baseline included a Commercial settlement in HO favour with Scanning and Validation supplier for material delays to project delivery and TUPE costs associated with the same project which were expected to land in 22/23. Investment was largely in line with roadmap delivery with the main factor being counter transformation delivery and most recently unplanned work to support a fee increase. | 230 | The project's departmental-agree monetised benefits at 23/24-Q4 is 230m. The programme has already delivered benefits of 30m per annum and the above is the remaining benefits over a 10 year period. Once the programme has full rolled out by April 2025 the benefits are expected to be a further 30m per annum based on operational efficiencies and contract cost savings. |
| HO_0331_2324-Q4 | Police National Database (PND) | HO | ICT | The Police National Database (PND) provides an aggregation of Crime, Intelligence, Custody, Child Protection, and Domestic Violence data held on local police systems. Information is held as a single national POLE store (People, Objects, Locations, Events), algorithms on the PND match people, vehicles and phone numbers and present a consolidated view._x000D_ The PND holds information on Organised Crime Groups, modern slavery, and county lines and provides national capability for searching police custody images. The PND is essential for operational policing in safeguarding children and vulnerable people, countering terrorism, crime prevention, and tackling serious and organised crime. It is deemed Critical National Infrastructure; without the PND risk to public safety would increase as intelligence would not be accessed nationally by Police Forces._x000D_ _x000D_ The PND programme is delivering a transformed service to better meet policing needs, replace, or upgrade obsolescent technology, move to Cloud, and secure service continuity to the 10yr+ horizon. | Not set | Amber | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. PND Programme is reporting an Amber RAG status as Full Business Case (FBC) for full scope of programme was approved and funded at InvestCo on 18th Jan 24. A Fixed Price Proposal for delivery of PND 1.5 Transformation programme was subsequently signed on 19th Jan 24. PND 1.5 Transformation is expected to be delivered by June 2025._x000D_ _x000D_ Programme has completed two Critical, one Essential and one Recommended recommendation from Gate 3 Review in Dec 23, programme is on track to complete the other six Recommended recommendations. | 2024-01-18 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. Contract with incumbent supplier terminates 31 Mar 26, however the forecasted date for end of Procurement project and transition to new contract is 29 Jan 27. Focus on approval for PND 1.5 Full Business Case has delayed commencement of PND Procurement. Progress of PND 1.5 Transformation programme and dependencies mean requirements are likely to change, this is delaying release of the Invitation to Tender (ITT) to the market._x000D_ _x000D_ The PND 1.5 Transformation programme is expected to be delivered by Oct 25. | 41.82 | 41.82 | 0 | The budget variance is inferior or equal to 5%. | 395 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 395m. This is primarily due to the following factors. This is made up of 146.7m (CDEL), the majority of these costs are funding the PND 1.5 Transformation programme including new Hosting Platform costs (LECP). 248.4m (RDEL) is costs for implementing sustainment activity and business change pipeline. | 639 | The project's departmental-agree monetised benefits at 23/24-Q4 is 639m. To develop and appraise the benefits profile the programme team has worked closely with Home Office Analysis and Insight (HOAI), Central Economic Unit (CEU) economists and conducted a series of workshops and 1-to-1 interviews with PND police subject matter experts (SME's) attached to the programme team, PND training staff from the College of Policing (CoP), and experienced PND users from forces and non-police law enforcement (LE) and regulatory bodies. _x000D_ All the benefits quantified and monetised are achieved through the delivery of the PND 1.5 Transformation programme. A description of each monetised benefit is found in section 1.05 (1.05.01 - 1.05.05)_x000D_ _x000D_ It has not been possible to quantify and monetise all identified benefits. A description of these non-monetised benefits, that the programme is relatively confident of PND 1.5 Transformation programme materialising, are described in section 1.05 (1.05.05 - 1.05.10). |
| HO_0047_2122-Q1 | Radiological and Nuclear Change Programme (RNCP) | HO | Government Transformation and Service Delivery | Nuclear Change Portfolio has been established to maintain and improve the UK's defences from radiological and nuclear terrorism and it's preparedness for such a risk. | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | 2021-03-26 | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) |
| HO_0289_2324-Q2 | Targeted Interception Services Programme | HO | Government Transformation and Service Delivery | The Targeted Interception Services Programme (TISP) has been established to replace AFFIRM with a new TI Operations Management (TIOM) Solution that will better meet the urgent operational needs of Law Enforcement Agencies (LEAs). Targeted Interception (TI) is a covert intelligence gathering tactic governed under the Investigatory Powers Act (IPA) 2016 used to support the majority of investigations into terrorism and serious crime. Of the Law Enforcement Agencies (LEAs), only five (the National Crime Agency (NCA), HM Revenue & Customs (HMRC), Metropolitan Police Services (MPS) SO15, Police Service of Northern Ireland (PSNI) and Police Scotland) are the sole users of the AFFIRM system used in TI, and therefore within scope of this programme. | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) |
| NCA_0001_1415-Q2 | NCA Transformation Portfolio | NCA | Government Transformation and Service Delivery | The NCA's Transformation Portfolio will enable the NCA to become an intelligence led and digitally driven organisation. Our current capabilities and operating model limit our ability to relentlessly disrupt the changing threats, especially internet and digitally related threats. The NCA's Transformation Portfolio will deliver the culture, capability and capacity to enable the NCA to be a world-class law enforcement agency, leading the work to cut serious and organised crime. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Programme leadership, governance and assurance maturity has been a key theme that will continue into FY 24/25. The inception of the Investment Management Office (IMO) has provided more focus on how the Agency manages its investments, through broadening the scope of the IMO to cover all investments, not just those on the existing GMPP, this will continue to strengthen as more resources come into the team. At the recent annual IPA Gate 0 review, the Agency was challenged on its GMPP construct. It was recommended that the current GMPP portfolio is closed and that the Agency implements appropriate internal governance for projects and programmes; this will be a focus for FY 24/25. Benefit realisation is a priority at senior committees within the Agency but more work is required to embed this in the project and programme management culture, which has been supported by 3rd line assurance activity conducted within the programmes and will continue to be a focus for the Agency next FY. | 2014-04-01 | 2030-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-03-31. This is primarily due to the following factors. The broad portfolio schedule remains consistent and shaped around the spending review (SR) periods - the focus has been on delivering key digital platforms that enhance Officers experiences and continue to reduce corporate risk, in addition to delivering significant estates milestones associated with the move from Spring Gardens to Endeavour Square. The challenging financial landscape presents an ongoing risk. A strong focus on prioritising the critical path milestone through Agency business planning and planning across multiple years will help to mitigate some of this risk | 245.63 | 245.63 | 0 | The budget variance is inferior or equal to 5%. | 2184 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2184m. This is primarily due to the following factors. The whole life cost of the portfolio is not expected to change. Any change in costs will be managed within the portfolio budget, with no material change to scope. | 3209 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 3086m. to 3209m. The benefits figures are driven by the NCA Portfolio Business Case v1.3, approved by Home Office FIC in April 2023. There is no change to this quarters figures. However, the PBC has been refreshed and is currently seeking Home Office validation before it can submitted for approval which is likely to lead to changes in the forecasts for Q1 FY 24/25 submission. Additionally, business planning decisions will impact the funding position of the programmes and therefore it's expected benefits, this impact will also be provided in the Q1 update. |
| ONS_0002_1112-Q1 | Census & Data Collection Transformation Programme | ONS | Government Transformation and Service Delivery | Delivering a successful 2021 Census, researching how to make it the last of its kind and transforming the work of the Office for National Statistics (ONS) in how we collect, process and analyse data. | Green | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. The Programme officially closed on 31 March 2024 with all closure activity successfully completed and the IPA Gate 5 Review in January 2024 applying a Green RAG for the closure. The Programme has successful delivered the 2021 Census and produced its headline outputs, topic summaries, multivariate outputs and 'build your own' dataset functionality. Progress as planned was made on the further transformation of the population and migration systems: the National Statistician Recommendation is drafted and will be discussed by the United Kingdom Statistics Authority Board in April 2024; data collection processing for the Labour Market Survey; development of the new Statistical Business Register; and the move to online data collection for the majority of ONS business surveys. | 2015-01-01 | 2024-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2025-03-31 to 2024-03-31. This is primarily due to the following factors. The Programme end date of 31 March 2024 remains unchanged. There is no funding beyond this date. The Census benefits will be captured in 2025 and ownership and tracking of these has transferred to the Population Statistics Division (PSD) within the Office for National Statistics (ONS). All other closure activity has completed successfully. | 18.1 | 17.91 | -1 | The budget variance is inferior or equal to 5%. | 876 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 876m. This is primarily due to the following factors. The budgeted Whole Life Costs have remained at 876m within the 2023 / 2024 Financial Year and the close down of the Programme has gone to plan. | 6418 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 6418m. Financial year 2023/2024 Quarter 4 baseline remained at 6,417.71m (with figures being inflated to 2022/2023 prices using the March 2022 Office for Budget Responsibility (OBR) forecast, specifically 1.7 Supplementary economy tables). The forecast lifetime benefits are 6,346.65m, 71.06m (1.11%) below the baseline of 6,417.71m. |
| ONS_0261_2324-Q1 | Future Population, Migration and Social Statistics System (FPMS) | ONS | Government Transformation and Service Delivery | The Future Population and Migration Statistics (FPMS) Programme provides the Office for National Statistics (ONS) the opportunity to continue to transform the way in which it produces statistics on the population and society. It builds on the successful transformation of the Census and Data Collection Transformation Programme (CDCTP). A key focus of the Programme will be continuing and mainstreaming the use of administrative data in the production of these key statistics, working across the public sector to maximise this data asset. The FPMS Programme will create a sustainable system that will allow the ONS to scale up while providing the opportunity to be flexible and dynamic in how it responds to the emerging issues of the day. | Not set | Red | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The Programme is continuing at risk as a decision is still pending on the Outline Business Case (OBC) Refresh with no confirmed funding for FPMS beyond 31 March 2024. A high level 2 year plan for the Programme has been drafted although this is funding dependent. Once confirmation of funding is received, the scope may need to be revised. However, the Programme is delivering considerable success most notably a plan to publish admin-based population estimates later in the year alongside the plan to improve quality for further publications. The Programme continues to engage users to ensure appropriate statistical design, assure statistical methods and to convey admin data quality. | 2023-04-28 | 2024-10-31 | The project's end-date at 23/24-Q4 is 2024-10-31. This is primarily due to the following factors. The Programme has no confirmed funding beyond 31 March 2024. We are awaiting the outcome of the Outline Business Case (OBC) Refresh. If approved, work to develop the Full Business Case (FBC) will commence and will reflect the planning and delivery that is ongoing to ensure high quality, timely population statistics publications are produced with the emphasis on administrative data to maximise these data sets. | 26.76 | 28.72 | 7 | The budget variance exceeds 5%. This is primarily due to the following factors. Not applicable. The HMT approved budget for 2023/24 is 26.76m, the variance is therefore below 5%. | 27 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 27m. This is primarily due to the following factors. The Whole Life Costs are showing as the 28.72m as per our period 11 reporting for the 2023 / 2024 Financial Year. These costs are in relation to the Design and Build phases and once confirmation of 2024 / 2025 funding based on the Outline Business Case (Refresh) is received at the Main Estimate fiscal event, further forecasts will be added to the above figure in the next return. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Benefit evaluation and monitoring to be put in place once the outcome for 2024/2025 funding is agreed. |
| ONS_0003_2021-Q4 | Integrated Data Programme | ONS | Government Transformation and Service Delivery | The Integrated Data Programme is a radical and transformative programme that is bringing together ready to use data to enable faster and wider collaborative analysis for the public good. The service delivers a secure and trusted Cloud hosted integrated data service enabling end to end collaborative analysis and dissemination of statistical and analytical outputs. _x000D_ _x000D_ The service will significantly simplify, increase and expedite access to data while balancing legal, security, data protection and ethics and enhances data ready for use after applying assured methodology and data management practices. The service will enable accredited analysts and researchers from government, wider public services and research organisations to produce faster and deeper analytical outputs of targeted public policy questions and more effective social, health, economic and environmental outcomes. Policy focused analysis conducted across government will demonstrate value of integrated data and the additional evidence and insight that is generated from it._x000D_ has context menu | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber to Red. This is primarily due to the following factors. Actions are complete on 3 of the IPA recommendations from the Gateway 0 Review and actions are in progress to address the remaining 9 recommendations. Actions are complete on 10 of the IPA recommendations from the Gateway 4 Review and actions are in progress to address the remaining recommendation which is due for completion by April 2024. | 2020-01-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The programme consistently delivers against milestones, including DEA accreditation and Public Beta release in March 2023. There remains very limited contingency in the plan and hence progress is closely monitored through Governance and proactive risk management. The recent IPA Gateway 4 review assigned an Amber rating to the programme, acknowledging the achievements to date and the challenges ahead. | 67.1 | 67.1 | 0 | The budget variance is inferior or equal to 5%. | 525 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 525m. This is primarily due to the following factors. | 1348 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 1814m. to 1348m. Following on from the first round of ONS and external benefit consultations for IDS by November 2021, the programme plans to re-engage with Other Government Departments and Devolved Administrations, analytical areas to finalise forecasted outcomes, to capture their analytical efficiencies and statistical financial benefits for the public good, by June 2023. The outcomes and evidence of which will provide actual data for future remodelling for the FBCR in 2023. These consultations will be with Tier 1 and 2 (target audience of Heads of Profession, Heads of Analysis and CDIOs) and now tier 3 stakeholders/beneficiaries. This will follow the iterative public beta delivery, starting with March Public Beta and the delivery of Show and Tells for Other Government Departments and Devolved Administrations and other key stakeholders, on key topics such as data, analysis and access, dissemination and IDS technology. |