Transparency data
NISTA Annual Report 2024-25 data
Updated 11 August 2025
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| Project Name | Department | Annual Report Category | Project Description | IPA Delivery Confidence Assessment | SRO Delivery Confidence Assessment | Departmental Commentary on Delivery Confidence Assessment Rating | Start Date | End Date | Schedule Narrative | Financial Year Baseline (£m) | Financial Year Forecast (£m) | Financial Year Variance (%) | In Year Variance Narrative | Whole Life Cost (£m) | Costs Narrative | Benefits (£m) | Benefits Narrative | Does the project have an evaluation plan? (self reported) | Senior Responsible Owner (SRO) Name | GMPP ID |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 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: providing a smaller, better and greener public estate; strengthening the UK’s economic recovery from Covid-19; levelling up economic opportunity, maximising productivity and improving value; supporting the government’s ambition to reach net zero carbon emissions; strengthening the Union of the United Kingdom | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The Government Hubs and Whitehall Campus programme remains Amber in line with the IPA rating given in July 2024. In the period the Programme has delivered a further two government hubs in Croydon, 2 Ruskin Square and London, 22 Whitehall plus a project previously within the programme is now a GMPP in its own right. Since the last IPA Review the programme has successfully addressed recommendations including reviewing ways of working with strategic partners and greater involvement in cross-government committees. The operating model is under review as part of a wider GPA organisational design review, which along with an accelerated Plan for London and our SR settlement, will inform an updated Business Case to be submitted to CO and HMT | 01/05/2015 | 31/03/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2030. 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 | 166.9 | 145.56 | 12.79 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Variance due to delays in key projects (Manchester, First ST, Darlington Brunswick St) with costs now falling in future years | 558 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 558. This is primarily due to the following factors‚ The baseline costs for the programme remain unchanged pending SR outcomes | 2546 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 2546. This is primarily due to the following factors‚ The baseline benefits for the programme remain unchanged pending SR outcomes | Yes - Published on the Government Evaluation Registry | Yvette Greener | CO_0133_2223-Q1 |
| Manchester Digital Campus | CO | Government Transformation and Service Delivery | Section 24 - National security | AMBER | Not set | Section 24 - National security | 05/04/2025 | 27/12/2030 | The project's end-date at 24/25-Q4 is scheduled to be 27/12/2030. This is primarily due to the following factors‚ Project delivery remains Dec 30. | 0 | 0 | Not set | The budget variance is less than or equal to 5%. Agreed | 1443.7 | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Philippa Harvey | CO_0438_2425-Q3 |
| 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). | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors… The programme is now complete, recommendations made by IPA/NISTA are nearing completion. | 01/07/2020 | Low: 31/03/2025, Mid: 30/04/2025, High: 31/05/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 01/07/2024 to 30/04/2025. This is primarily due to the following factors… The programme is now complete, live services have been fully integrated into GPAs daily operations. Programme activity has now ceased. | 94.46 | 87.37 | 7.5 | The budget variance exceeds 5%. This is primarily due to the following factors… The competitive bid process generated an annual saving compared to the Should Cost Model utilised in the OBC, with those savings driven mainly form the Hard and Soft FM elements of the contracts. | 1059 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1059. This is primarily due to the following factors… The agreed baseline was set at the OBC stage which was submitted during 2022. The project has subsequently tracked an updated Forecasted WLC at £1,019m, as a result of a more competitive bid process and fully amended for variations agreed following mobilisation of the contracts. | -31 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at -£31m. This is primarily due to the following factors… The agreed baseline was set at the OBC stage which was submitted during 2022. The project has subsequently tracked an updated Forecasted Benefits at £11m, as a result of a more competitive bid process and fully amended for variations agreed following mobilisation of the contracts. | No | Dominic Brankin | CO_0029_2021-Q4 |
| Civil Service Pensions 2015 Remedy | CO | Government Transformation and Service Delivery | To remove age discrimination within the Civil Service Pension Scheme and remediate impacted member pensions as identified in the 2018 McCloud judgment | Not set | RED | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors; the current supplier has delivered the majority of the requirements, it is now on track to complete the agreed remaining work within their contract. In the Gate 5 review undertaken in February 2025, the IPA agreed that the residual work should be completed as a separate project (Remedy Project 7) and rated the programme AMBER We have in place a contract change notice with our current suppliers to issue a minimum 44% of the remedial service statements to retired members by 31 March 2025 and to have processed all returned member decisions received up to 30 October by 28 November (final payroll run before transition to Capita) | 20/05/2020 | 30/06/2024 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 changed from 30/07/2024 to 30/06/2025. This is primarily due to the following factors; the original programme closure date was predicated on the associated legislation being in place in 2022. The scheme regulations needed to remediate members did not come into force until 1 October 2023 which gave schemes 18 months to provide members with a choice i.e. 31 March 2025. Following our IPA review in February 2024 it was agreed that the Programme should be extended to 30 June 2025 then move to a portfolio delivery for the remaining 4 projects | 11.5 | 13.5 | 17.39 | The budget has no variance. We received approval from the CO Investment Committee to increase our spend from £36.5M to £50.5M in February 2025 | 50.5 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 34 to 50. The initial budget as set out in the SOC was £57M. This has been proven to be closer than the reduction estimated at FBC in 2022. The higher costs has been due to a number of factors such as: lack of automation necessitating more manual interventions, complexity of member accounts as we need to rebuild alternative benefit calculations and data issues | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is a legally required rectification programme with no tangible benefits | Yes - Published on the Government Evaluation Registry | Muna Rowe | CO_0024_2021-Q2 |
| ATS Transformation | CO | Government Transformation and Service Delivery | Government People Group (GPG) needs to replace the existing Civil Service Jobs recruitment platform with a new system that can drive increased efficiencies and improved outcomes after the current supplier contract ends in May 2027. Civil Service Jobs is a highly successful central service with 219 customers enabling HMG to function as one Civil Service in the UK jobs market and maintain strong branding for applicants. Central provision remains the best way the Civil Service can drive value for money for the UK taxpayer. The enhanced functionalities offered by the new Civil Service Jobs will play a significant role in ensuring that a smaller and leaner Civil Service has the right technology in place to enable exceptional recruitment in the most efficient way. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The programme is on a positive trajectory. However, delivering it poses significant challenges due to the diverse range of customers and their complex needs. The development timeline is both challenging and fixed, dictated by the end of the existing contract. Any delays in delivery could diminish the anticipated value of non-cash releasing benefits. While the programme is actively managing a range of risks, the current risk level precludes a green status. To address this, the programme is continuously evaluating resourcing to ensure that the teams possess the necessary capability and capacity. Additionally, there is a strong emphasis on governance to facilitate effective decision-making. The programme continues to undertake NISTA gateway reviews. The gateway 3 review in November 2024 and the gateway 4 review in March 2025 both returned amber ratings. | 01/01/2022 | 30/09/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/09/2027. This is primarily due to the following factors‚ The contract with the current supplier is set to expire on 12 May 2027, and due to commercial constraints and high likelihood of legal challenges from the ATS technology Marketplace, we are unable to extend the current ATS contract beyond the existing extension period in May 2027. The programme aims to begin onboarding customers to the new service in March 2026, with the objective of transferring all departments within the same year. This timeline will facilitate adequate offboarding from the current supplier and ensure a complete data transfer prior to exit. The planned end date also allows for some contingency and provides sufficient time for the handover to live service teams. | 3.54 | 3.92 | 10.73 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Following the successful procurement of a supplier in August 2024, it became necessary to extend the standstill period to address questions and ensure full compliance with commercial processes. This extension resulted in a brief delay before the contract could be signed and the supplier onboarded. Consequently, this led to delays in recruiting and onboarding essential skills for the programme, resulting in a lower-than-anticipated resource cost for FY24/25. This underspend will be deferred to FY25/26 to accommodate an adjusted resourcing profile, allowing for the recruitment of additional skills to meet demand. Additionally, costs associated with Welsh Translation and modifications to the existing system have also been lower than forecast for this financial year. Although web hosting costs, costs for User Research, Accessibility Audit and IT Security testing fees have slightly exceeded initial projections, the programme remains on track to complete within its overall budget. Overall, the programme is positioned to meet the full period forecast outlined in the business case through to FY31/32. | 42.12 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 43 to 42. This is primarily due to the following factors‚ The Whole Life Costs reported in FY23/24-Q4 were derived from the Outline Business Case (OBC) approved in June 2023, whereas the figures for FY24/25-Q4 were based on the updated and approved Full Business Case (FBC). During the early stages of the procurement process, it became evident that the initial estimates for annual service charges had been overestimated, while the anticipated costs for the implementation phase had been underestimated. Additionally, forecasts for resource costs were revised downwards due to an improved understanding of the roles that the supplier would be providing. These changes were reflected in the updated FBC reported for FY24/25-Q4. | 112.31 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 167 to 112. This is primarily due to the following factors‚ The COAB approved the Government People Group Beta/ATS replacement Outline Business Case in June 2023, which outlined £162 million in monetizable benefits over seven years, spanning from FY23-24 to FY29-30. Due to Net present value terms and a 40% optimism bias the total benefits value dropped. At FBC, the monetizable benefits have been remodelled using a more detailed benefits analysis of recent data, actual supplier costs and conservative assumptions. Optimism bias is set to 20% on costs and 30% on benefits. This resulted in the decrease in forecast benefits to £112m. | Yes - Not published on the Government Evaluation Registry | Gerri Clement | CO_0281_2324-Q2 |
| Future Service Programme | CO | ICT | The purpose of the programme is to put in place new administration models for the Civil Service Pension Scheme and the Royal Mail Statutory Pension Scheme. The new models will enable Ministers to meet their statutory duties to administer these schemes and will provide continuity of service to the two million scheme members. The strategic vision is to 'transform the Civil Service Pension Scheme into the best managed and administered UK public service pension scheme | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ There are still significant challenges that the programme is addressing to ensure a successful transition CSPS Pensions Administration of services from MyCSP to Capita in December 2025. The contract with Capita was signed on the 17th November 2023 and the two year transition commenced on 8th December 2023. To ensure that the Cabinet Office was able to maximise the success of the complex transition of Services, a schedule of 12 Transition Milestones, each with defined deliverables and timescales, was negotiated and embedded within the Contract in Schedule 6.1 Transition Plan. Each Transition Milestone has payments associated with it which is documented in Schedule 7.1: Charges and Invoicing . Of the 6 Transition Milestones that Capita should have delivered by May 2025, 3 were late: - TM 4 was delivered 3rd June 2025 (original schedule date 30 Sept 24) - TM 6 was delivered 3rd June 2025 (original schedule date 31st April 24) - TM 5 is still to be delivered and the date is tbc (original schedule date 31st December 24) TM5 continues to be delayed due to some of the calculations not being on track for automation, as per the contractual requirements. Capita have provide Cabinet office with the detailed assessment of which Work Package 4 & 5 calculations will be run manually between December 2025 and March 2026, as well as providing CO with a details summary of the Scope of Day 1 (December 25) and Day 2 (March 26) delivery. Both of these products are being reviewed by Cabinet Office to ensure that there is no visible impact to Employers or members, and are scrutinising Capita resource plans to ensure that they have an appropriate level of FTEs to run the service with manual calculations for a short period of time. Furthermore due to internal delays within Capita's internal programme which is developing the core generic functionality for the Pension Administration Solution, CSPS will be adopting an duel release approach. The 1st release of functionality on 01/12/25 will ensure that we can move from MyCSP with a fully functional service. The 2nd release, scheduled for March 26, will delivery the remaining functionality which will meet the full contractual requirements. This effectively extends the transition by 3 months. However, Capital will begin running the CSPS service from 01/12/25 and will be required to adhere to all KPI and SLs outlined in Schedule 2.2 of the contract. The Cabinet office Programme Team are working closely with colleagues within the Markets Suppliers Team, Technical Design Authority and Security teams to ensure that, despite delays on some functionality, that implementation is technical sounds and secures the sensitive data set and retains significant commercial leverage over Capita to ensure that contract requirements are fulfilled. To ensure that The Programme is prepared for all eventualities, work on contingency options is underway, should there be any Red Lines (as defined by the Cabinet Office Minimum Viable Product) breached by Capita's delivery. All contingencies would be at the cost of Capita, as a liability clause up to the value of £60 million for failure to deliver transition within the 2 year window was negotiated into the contract. | 01/10/2020 | Low: 31/03/2026, Mid: 30/09/2026, High: 31/12/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2024 to 30/09/2026. This is primarily due to the following factors‚ The delivery schedule for CSPS Pensions Administration transfer is driven by the contractual obligations of the incoming supplier to delivery transition within a 2 year window. This window ends on 8th December 2025. Furthermore the Termination Assistance Period with the incumbent supplier, MyCSP comes to an end on 31st December 2025. Due to internal delays within Capita's internal programme which is developing the core generic functionality for the Pension Administration Solution, CSPS will be adopting an duel release approach. The 1st release of functionality on 01/12/25 will ensure that we can move from MyCSP with a fully functional service, which is prior to the end of the Termination Assistance Period. The 2nd release, scheduled for March 26, will delivery the remaining functionality which will meet the full contractual requirements. This effectively extends the transition by 3 months. However, Capital will begin running the CSPS service from 01/12/25 and will be required to adhere to all KPI and SLs outlined in Schedule 2.2 of the contract. | 21.5 | 21.5 | 0.0 | The budget variance is less than or equal to 5%. Programme remains within budget variance as the contracts being delivered are a fixed price (including transition). | 239 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 239. This is primarily due to the following factors‚ Baseline Whole life cost for the programme Programme remains the same as the contracts being delivered are a fixed price (including transition). | 11 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 11. This is primarily due to the following factors‚ Benefits Realisation Process is being designed and delivered as part of Transition. Benefits will be tracked once the Programme hands over to Service Commencement. Baselined Benefits as per the FBC remain the same. | Yes - Not published on the Government Evaluation Registry | Muna Rowe | CO_0027_2021-Q4 |
| Transforming Public Procurement | CO | Government Transformation and Service Delivery | The Transforming Public Procurement Programme aims to improve the way public procurement is regulated in order to: • Create a simpler and more flexible, commercial system that better meets our country’s needs while remaining compliant with our international obligations • Open up public procurement to new entrants such as small businesses and social enterprises so that they can compete for and win more public contracts • Embed transparency throughout the commercial lifecycle so that the spending of taxpayers’ money can be properly scrutinised. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ The programme achieved a successful go-live on the 24th February 2025 as planned, with the commencement of the Procurement Act and successful launch of the central digital platform. In the first month of operation, over 2000 procurement notices were published and 13,000 suppliers registered. Overall take up of the learning and development products remains high, with nearly 19,000 learners having completed the e-learning and over 14,500 enrolled on the advanced ‘deep dive’ training. The National Procurement Policy Statement laid in Parliament prior to go-live constituted the final major workstream of the Policy and Legislation project and this has now subsequently entered closedown, along with the Learning and Development project. With the major components now delivered, the programme is focused on further development of the central digital platform. Evaluation planning is underway, with an interim evaluation planned to assess the first year of delivery, ahead of full evaluation after 5 years. We anticipate the programme to enter closure as planned at the end of 2025/26. | 01/01/2021 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2026. This is primarily due to the following factors‚ The project end date was moved to 31/03/2026 in financial year 23/24, as a result of the later than anticipated royal assent of the Procurement Act in October 2023. There has been no further change to project end date during 24/25. | 10.35 | 8.98 | 13.24 | The budget variance is -13%. This is primarily due to the following factors‚ There has been some underspend on the central digital platform project in 2024/25, largely relating to slight delays and therefore reduced costs relating to hosting, data reporting and analytics development work (moving the development work into 2025/26). This did not affect the successful launch of the platform and wider programme in February 2025. | 31.5 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 31.5. This is primarily due to the following factors‚ The project's baseline has stabilised at £31.5m and expected whole life costs are in line with this. | 205 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 205. This is primarily due to the following factors‚ Benefits realisation will start later than previously planned due to delays in the commencement act, causing the figure to remain stable. | No | Sam Rowbury | CO_0120_2223-Q1 |
| Falcon Programme | CO | Government Transformation and Service Delivery | The Falcon programme is an important initiative to update the Cabinet Office's main IT systems. We are moving our staff from Google Workspace to Microsoft 365 (M365). The initial approach was for the Cabinet Office to build its own new IT system for this change. However, after review, we found this was not the most cost-effective option. We have now approved a new plan. This involves moving our digital services to a shared government service called Integrated Corporate Services (ICS), which is managed by the Department for Energy Security and Net Zero (DESNZ). While this new approach means the project will take a bit longer to complete, it will save money in the long run by using an existing government service. Why is this change important? The Cabinet Office is the central headquarters for the government. Currently, we use Google Workspace, which is different from the Microsoft systems used by most of our partners both inside and outside of government. This difference can make working together and sharing information difficult. Moving to Microsoft 365 will help us work more effectively and efficiently. It's becoming more and more important for us to collaborate easily with people from other organisations, who might be in different places, using different devices, and working at different times. This change will also allow us to use new Artificial Intelligence (AI) tools that are being developed across government. What will the Falcon programme deliver? The programme has two main goals: A new IT system for the Cabinet Office: This will include a new Microsoft 365 setup, built and managed by Integrated Corporate Services. Moving our staff and their data: We will carefully move our employees and their information from Google Workspace to Microsoft 365. This will bring us in line with the rest of government and open up better ways to work together. | Not set | RED | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors‚ The Infrastructure Project Authority's Delivery Confidence Assessment rating for 24/25-Q4 remains at RED. This is primarily due to concerns that the Programme does not have the resources to transition the Cabinet Office Business Units (BUs) to the new services within the planned time frame. The delay in the Pilot, now projected for completion by September 2025, has contributed to this assessment. An IPA Gateway took place where the Review Team expressed concerns about the pace of BU migrations and the rising costs associated with the Programme. The issues are being addressed as part of an action plan with NISTA support. | 01/05/2022 | Mid: 31/03/2026, High: 31/12/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2026. This is primarily due to the following factors‚ The programmes end date is now forecast to be complete by 31 December 2026. The initial approach was for the Cabinet Office to build its own new IT system for this change. However, after review, we found this was not the most cost-effective option. We have now approved a new plan with an extended delivery window. This involves moving our digital services to a shared government service called Integrated Corporate Services (ICS), which is managed by the Department for Energy Security and Net Zero (DESNZ). | 7.2 | 6.78 | 5.83 | The budget variance exceeds 5%. This is primarily due to the following factors‚ This is due to reduced spend against the baseline due to resourcing delays. | 23.7 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 51 to 23. This is primarily due to the following factors‚ This is due to a revised business case submission which changed from building our own platform, to outsourcing to another government department and securing migration resource from Microsoft and partners at no investment cost. | 88.2 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 60 to 88. This is primarily due to the following factors‚ As part of the business case submission we revised the benefit profiling in line with CDDO economist recommendations. | No | Steve Holborow | CO_0176_2223-Q3 |
| ROSA RENEWAL PROJECT | CO | ICT | To avoid obsolescence, enhance resilience and usability and introduce new capabilities to the Rosa shared IT service for HMG working at SECRET. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors; The Gate 5 review was successfully completed in April 2025. The project was assessed as GREEN. Recommendations from the review are being assessed and will be considered in future BAU planning. | 01/04/2022 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ RRP successfully closed in line with the agreed baseline of March 2025 | 13.6 | 13.6 | 0.0 | The budget variance is less than or equal to 5%. RRP successfully closed in March 2025 and did not exceed a budget variance of more than 5% | 51 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 51. This is primarily due to the following factors‚ RRP was delivered within the agreed baseline budget. | 205 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 205. This is primarily due to the following factors‚ RRP met its objective to improve efficiency when working at SECRET by providing more interoperability, more applications, and making Rosa easier to work on. RRP increased the security and resilience of Rosa as a secure place for departments to store and work with their critical and sensitive information. The project scaled Rosa to meet all known demand. It exceeded its financial targets, achieving a 381% ROI, delivering on time and within budget. The final Gate 5 closure review RAG rated RRP GREEN. | No | Michael Brennan | CO_0210_2223-Q4 |
| AUTOMOTIVE TRANSFORMATION FUND (ATF) | 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ ATF funding has already helped secure key investments, including Nissan’s £2 billion investment to produce two new electric vehicle models in Sunderland building on the £1 billion electric vehicle hub announced by Nissan and their battery partner AESC in 2021,Ford’s investment of £380m in the production of electric power units at Halewood, Johnson Matthey’s investment of more than £60 million in Hertfordshire to develop hydrogen technologies. 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 ended-March 2025 but as part of the Advanced Manufacturing Plan, DBT will announced a £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. | 31/07/2020 | Low: 31/03/2025, Mid: 31/03/2025, High: 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. 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 DRIVE35, 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 | 37.64 | 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 will assess the impact of this on benefits realisation. | 671 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 671. 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 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. 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. | Yes - Published on the Government Evaluation Registry | Graham Zebedee | BEIS_0090_2122-Q4 |
| POST OFFICE - NEW IT SYSTEM | DBT | ICT | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | Andy Nice | DBT_0293_2324-Q3 |
| British Museum - Energy Centre Programme (ECP) | DCMS | Infrastructure and Construction | As an essential step towards the BM’s net zero-carbon future and a more resilient estate, the Energy Centre Programme will introduce a coherent, site-wide approach to infrastructure, powered by a new state-of-the-art energy transition hub. This project will improve resilience and flexibility, reduce risk to the collection, and release valuable space on a crowded site. Replacing inefficient plant and introducing greater simplicity will improve operating efficiency and reduce the increasing burden of maintenance programmes. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ - The Stage 4 design was progressing well with no major issues or problems. - The programme had sufficient contingency to meet costs. - A delivery manager had been appointed and was in the process of being embedded within the wider programme team. - The major planning consents had been granted, with only more minor ones pending. The conclusion of the Review Team (RT) following the IPA review was that there were no major outstanding issues that threatened the delivery of the programme at that stage, and that the strategic case for the programme was in the RT’s view, sensible. | 01/04/2022 | 31/12/2029 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2029. This is primarily due to the following factors‚ - Although there have been delays to the programme that have affected the expenditure profile as detailed in the response to the in year variance question below, these delays are covered by the in-built programme contingency allowance meaning that the programme end date remains unchanged. - The construction of the East Road Building is progressing on programme. - The South-West Energy Centre enabling works are progressing on programme. | 36.2 | 12.3 | 66.02 | The budget variance exceeds 5%. This is primarily due to the following factors‚ - Delay to ERB planning approval and Section 106 agreement. - Delay to the completion of staff decant enabling works (39 Russell Square project). - Delay to the issue of survey information which subsequently delayed the design programme. - Delay to the main works procurement timeline due to market capacity. - Delay to the completion of ERB Enabling Works and subsequent delay to the commencement of ERB Main Works. - Contingency – An exercise was undertaken during the year to revisit the contingency levels and as a result £15m of contingency was removed from the overall budget. | 209 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 209. This is primarily due to the following factors‚ An exercise was undertaken during the 24/25 to revisit the contingency levels and as a result £15m of contingency was removed from the overall budget so the updated agreed whole life cost of the project is now £194m | 351 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 351. This is primarily due to the following factors‚ There has been no change to the original underlying assumptions and so there is no change to the calculated benefits. | Yes - Not published on the Government Evaluation Registry | Russell Torrance | DCMS_0254_2324-Q1 |
| Youth Investment Fund | DCMS | Infrastructure and Construction | The Youth Investment Fund’s (YIF) objective is to create, expand and improve up to 300 local youth facilities and their services, in order to drive positive outcomes for young people, including improved mental and physical wellbeing, and skills for life and work. YIF is a commitment to young people to transform the out-of-school youth sector. It will provide truly innovative youth facilities in priority areas, and early-stage/seed resource funding to underpin them, enabling more positive activities that deliver improved outcomes and opportunities for young people. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ some projects not being complete by the 31/03/25. This has meant that the programme has been extended to 31/03/2026 and therefore the projects within our delivery pipeline are still on-going. | 01/04/2022 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2026. This is primarily due to the following factors‚ some projects not completing by 31/03/2025 due to delays as a result of protracted legal due diligence activities, time lost on construction sites as a result of poor weather/ground conditions and over optimism on the behalf of grantees and the sub-contractors with their scheduling. | 234.62 | 225.71 | 3.8 | The budget variance is less than or equal to 5%. The in-year variance for 2024/25 was 16.6% (£175m actual spend against post-Supps 2023 budget of £210m). Budget was re-profiled into 2025/26 through the updated FBC with no significant impact on the overall budget. We remain within the FBC envelope | 310 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 310. This is primarily due to the following factors‚ in-year variance relating to slippage of some projects rather than genuine underspends. The projects will be completed to the same overall budget, but in 2025/26 rather than 2024/25 with the programme's lifecycle extended accordingly. | 4094 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 4094 to 2434.5. This is primarily due to the following factors‚ a change in the benefits model, which decreased the measurement period from 30 years to 20 years. Next quarter's data will include an updated figure to include the recently included MMC portfolio. | Yes - Not published on the Government Evaluation Registry | Becky Morrison | DCMS_0118_2223-Q1 |
| 4th National Lottery Licence | DCMS | Government Transformation and Service Delivery | The 4th National Lottery Competition Programme is responsible for ensuring the continuation of the National Lottery on the expiry of the 3rd Licence at the end of January 2024. This involved 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 | RED | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors‚ In the latter half of the 24/25 year, Allwyn suffered increasing delays and setbacks with testing across its work streams. Without any contingency remaining in the plan, it became increasingly unlikely that Fully Implemented Commencement (FIC) would be achieved by the delayed date in February 2025. The Programme's Delivery Confidence Assessment was therefore downgraded from Amber to Red. | 16/11/2018 | 31/12/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 28/02/2025 to 31/12/2025. This is primarily due to the following factors‚ In November 2024, Allwyn issued an Implementation Issue Notice to formally notify the Commission that the Fully Implemented Commencement would not be achieved by February 2025 as expected. During the first half of 2025, Allwyn have been considering options to enable safe technical cutover of the digital front end platform which has consequently pushed the end date of the project to 31/12/25. | 17 | 16.37 | 3.71 | The budget variance is less than or equal to 5%. n/a - less than 5% | 154.85 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 177 to 154. This is primarily due to the following factors‚ The 23/24 report incorrectly included £23m of litigation costs in the return. The litigation budget sits outside of the WLC for 4NL so the 24/25 return for WLC was reduced from £177m to £154m in line with the FBC. | 20643 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 20643. This is primarily due to the following factors‚ There has been no change to the benefits | No | John Tanner | DCMS_0013_1819-Q3 |
| EURO 2028 | DCMS | Government Transformation and Service Delivery | In 2028 the UK & Ireland will host the men's UEFA European Championships. This will be the biggest sporting event the UK and Ireland have ever jointly hosted. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ We remain confident of delivery on time and within budget. After the UK and Ireland won the rights to host EURO 2028 in October 2023, the programme subsequently moved into the Transition Phase, during which the partnership put in place firm foundations for delivery. This included the completion of a key milestone - the launch in March 2025 of UK and Ireland 2028 Ltd, the private company established by the football associations to coordinate domestic partners’ tournament hosting responsibilities. The programme has now moved into the Delivery Phase, from April 2025. | 10/10/2023 | 31/03/2030 | The project's end-date at 24/25-Q4 is scheduled to be 31/03/2030. 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. | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | 2362 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at up to 2362. This is primarily due to the following factors‚ As at 31/03/2025 there has been no change in estimated socio economic benefit for the tournament. | Yes - Not published on the Government Evaluation Registry | Michael Livingston | DCMS_0321_2324-Q3 |
| Natural History Museum Unlocked | DCMS | Infrastructure and Construction | NHM Unlocked is an ambitious programme to secure the future of the Natural History Museum's irreplaceable collections, accelerate scientific research and innovation, and enhance our public offer. Underpinned by a £201 million government investment, we are looking to: (i) build a sustainable new centre at Thames Valley Science Park, equipped with purpose-built collections storage and laboratories; (ii) relocate 38 million natural history specimens, 28 million of which will be housed in the new centre; and (iii) enable the capture of digital specimen data for use by partners around the world. The programme will also ensure that gallery space can be freed up at our historic South Kensington site, enabling its redevelopment to transform our public offer and mission to create advocates for the planet. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors: At the end of the 24/25 Financial Year, the construction contract for the new building at TVSP was still being negotiated. Although funding for Unlocked was confirmed through the approval of the Final Business Case in January 2025, the agreement of the contract was key to enabling budget certainty and no delays to the construction timeline. It was therefore felt that an Amber DCA was more appropriate whilst contract negotiations were ongoing, though it should be noted that the construction contract has subsequently been awarded. | 15/05/2019 | 30/09/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/09/2031. This is primarily due to the following factors: Critical programme activity in 2024/25, including approval of the programme's Final Business Case and negotiation of the construction contract, continued on track or with small delays which were within tolerance levels. This means that the programme's projected end date remained the same as it was at the end of 2023/24. | 23.76 | 23.32 | 1.85 | The budget variance is less than or equal to 5%. The 2024/25 actual spend for the programme of £23.32m represents a small underspend against the £23.76m baseline. This underspend is well within the 10% Departmental tolerance and will be rolled forward to FY 25/26. The underspend is partly due to an ongoing review of resource requirements across some areas of the programme, which has resulted in fewer posts being recruited than originally anticipated, in turn reducing staff costs. | 221 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 228 to 221. This is primarily due to the following factors: The financial figures reported at the end of the 24/25 Financial Year are from the Final Business Case (FBC), approved by Treasury in January 2025. In 23/24, figures from the 2023 Outline Business Case (OBC) were being reported, which included some associated programme costs that are no longer in the core Unlocked budget. | 1946.81 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 1698 to 1946. This is primarily due to the following factors: The benefits figures reported at the end of the 24/25 Financial Year are from the Final Business Case (FBC), approved by Treasury in January 2025. Previously, figures from the 2023 Outline Business Case (OBC) were being reported. As part of the process of putting together the FBC, the benefits figures were updated to reflect the latest economic analysis. | Yes - Not published on the Government Evaluation Registry | Tim Littlewood | DCMS_0018_2021-Q3 |
| TERRESTRIAL NATURAL CAPITAL ECOSYSTEM ASSESSMENT | DEFRA | Government Transformation and Service Delivery | Defra is developing a collaborative programme to enhance national and local insight into biodiversity, ecosystems, and natural capital assets. This initiative aims to support key environmental policies, including the Environmental Improvement Plan Targets, Environmental Land Management Schemes, and Biodiversity Net Gain. By addressing gaps in existing data and integrating a more comprehensive understanding of ecosystem conditions, the programme will ensure natural capital is fully considered in future decision-making. It aligns with the government's ambitious commitments to environmental protection, both internationally through the Convention on Biodiversity and domestically via the 25 Year Environment Plan. | Not set | AMBER | Compared to financial year 23/24-Q4, the SRO Quarterly Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors The assessment rating reflects ongoing delivery challenges and areas requiring focused management across the programme. The primary concern remains the publication of Analysis Ready Data (ARD) for all elements of the strategic sample over the next year, and the successful integration of this data into Defra’s policy and decision-making processes. To mitigate data risks, a coordination group has been established with partners to drive the work on ARD requirements and data availability timelines. To support delivery, the programme has established a clear scope and structure for the 2025/26 funding allocation, consolidating delivery across work-strands and partners. This clarity has enabled the definition of firm milestones, strengthened data and digital components, and reinforced benefits realisation and policy alignment for each programme element. Progress has also been made in resolving issues related to the England Ecosystem Survey. Through a structured approach involving realistic and transparent performance reporting, forecasting, risk management, and sub-contracting, the programme has stabilised delivery. Initially managed through weekly meetings, this effort is now governed via monthly operational and quarterly strategic meetings with senior leadership, delivery partners, and contractors. Lessons learned from national delivery are being applied to support the Trees Outside Woodland strand, which remains off-track. Targeted interventions are underway to bring this element back on course. To move towards a green delivery confidence rating, the programme will deliver a comprehensive plan for the publication of 2025/26 ARD datasets, including clear timelines. It will also successfully launch the NCEA Digital Search Tool to provide streamlined access to outputs. In parallel, the programme will define and respond to specific customer requirements, ensuring maximum utility of NCEA products. Continued application of robust governance and delivery practices will help maintain momentum and address off-track elements. | 01/04/2021 | Low: 31/03/2028, Mid: 31/03/2029, High: 31/03/2029 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 01/04/2025 to 31/03/2029. This is primarily due to the following factors‚ The original end-date reflected the period for which the programme had secured funding through the 2021 Spending Review; it has now been updated to reflect funding through the 2025 Spending Review, which will take the programme through to closure . The NCEA programme was designed around a 5-year strategic sample to measure environmental condition at a national and regional scale for England’s terrestrial and freshwater landscape. To deliver this the programme needs to run for seven years, the first year focused on setting up the environmental monitoring capability, five years to the field surveys that contribute to the strategic sample and a final year to complete the analysis and publication of the data, produce the Baseline Assessment of Natural Capital and Ecosystems and to undertake programme closure activity. | 56.69 | 55.44 | 2.2 | The budget variance is less than or equal to 5%. | Low: 304.64, Mid: 331.47, High: 331.47 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 125 to 331. This is primarily due to the following factors‚ The Whole Life Costs now including the costs of the last three years of the strategic sample (25/26-27/28) and the final year (28/29) needed to complete the lab analyses of the samples, quality assurance and publication of all of the data collected by the programme via Open Government Licence, and publication of the Baseline Assessment of Natural Capital and Ecoystems, that will bring together all the knowledge and information generated by the programme in an overall assessment for England. Previous Whole Life Cost figures only included the funding secured through the 2021 Spending Review where as the revised Whole Life Costs include the additional four years through to programme closure. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ NCEA programme produces long-term and wide reaching benefits which extend beyond the reach and lifetime of the programme, making accurate measurement and reporting of monetary benefits unrealistic. The programme will report on non-monetary benefits annually at minimum. The 2025/26 Programme Business Case approved by Investment Committee in March 2025, confirms the Programme does not deliver any monetised benefits. | Yes - Not published on the Government Evaluation Registry | David Jones | DEFRA_0190_2223-Q3 |
| COLLECTIONS, PACKAGING AND REFORMS PROGRAMME | DEFRA | Government Transformation and Service Delivery | The CPR Programme, part of the forming Circular Economy Sub Portfolio, aims to develop a world-class system for collecting and packaging materials that emphasise reduction, reuse, and recycling. This initiative represents a significant shift in packaging management to support a responsible and resource-efficient economy while minimising the environmental impact of packaging and contributing to Net Zero goals across the four nations. The Programme will be delivered through four interlinking projects: Packaging Extended Producer Responsibility (pEPR), Simpler Recycling (SR), Deposit Return Scheme for Drinks Containers (DRS) and Digital Waste Tracking (DWT). | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at Amber. This is primarily due to the following factors‚ The previous assurance review of the CPR programme (Nov 23) highlighted critical concerns around the timelines for the Packaging Extended Producer Responsibility (pEPR) and Deposit Return Scheme (DRS) projects, particularly due to dependencies on secondary legislation, limited influence over local authorities, gaps in the pEPR commercial strategy, and resourcing challenges. Since then, a strong Programme team has been established, and progress has been made both technically and with stakeholders. However, several key risks remain and require continued focus: underperformance in IT system delivery for pEPR (though not currently affecting immediate milestones), a tight schedule for implementing the second phase of pEPR charging, unresolved issues around a pan-UK DRS agreement, local authority funding and delivery challenges, the need for sustained behaviour change across citizens and industry, and enforcement risks. The current performance of the programme team suggests that these should be capable of resolution, but success will depend on the capability and effectiveness of key private sector partners, particularly scheme management organisations. | 02/04/2018 | 01/05/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2027 to 01/05/2028. This is primarily due to the following factors‚ The Collection & Packaging Reforms Programme continues to make progress towards deliverables with multiple Statutory Instruments laid in Parliament; Digital Waste Tracking are scheduled to lay Phase 1 Statutory Instrument in spring 2026. As a result of the delays in the delivery of Digital Waste Tracking to April 2026, and the Deposit Return Scheme to October 2027, the programme's end date has been increased to 01/05/2028 to accommodate programme closure activities post-delivery of key projects. 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. | 132 | 132 | 0.0 | The budget variance is less than or equal to 5%. Within 5% tolerance | 1192.18 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 1192. This is primarily due to the following factors‚ Whole life cost (WLC) of the Collection & Packaging Reforms Programme aligns to HM Treasury's Green Book governance, and encompasses the total financial commitment required over the entire lifespan of a project. This includes all costs associated with its development, implementation, operation, maintenance, and decommissioning of assets that the project owns e.g. IT. The key components of the Collection & Packaging Reforms Programme WLC include: – Initial Capital Costs. – Expenses related to design, development and procurement. – Operational Costs. – Ongoing expenses such as staffing, utilities, and administration. – Maintenance & Repair Costs. – Costs for upkeep, servicing, and unexpected repairs. – Replacement Costs. – Expenses for renewing or upgrading assets over time. – End-of-Life Costs. – Decommissioning, disposal, or repurposing costs. | 4100 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 11611 to 41000000000. This is primarily due to the following factors‚ The £11.6bn figure (£12bn adjusted for 2024) is the result of the £41bn benefits net of £29bn of costs across the appraisal period. The programme has operated on the assumption that the monetised benefits for the Collection & Packaging Reforms Programme equate to £11.6bn, this takes into account the existing benefits profile the programme is looking to deliver, but also the economic benefits. The figure of £11.6bn is the consistent messaging that has been provided in the programme business case to date. | Yes - Published on the Government Evaluation Registry | Emma Bourne | DEFRA_0040_2122-Q3 |
| Livestock Information Transformation Programme | DEFRA | Government Transformation and Service Delivery | The Livestock Information Transformation Programme (LITP) will replace multiple existing outdated tracing systems with a single, modern digital multi-species service. This service is essential to harness data to help protect English and UK food security, international trade, consumer confidence and prevent disruption to the farming industry. The programme will also deliver wider transformational effect across the livestock industry, through the exploitation of accurate data, subsequently promoting growth, improving efficiency and driving higher standards across the sector. These data opportunities will support transformation in the agriculture sector and will deliver government and industry-wide benefits. Upon completion of the programme’s work, there will be a new multi-species system for tracing livestock, replacing existing legacy systems, using a cloud-based approach. Registration will be clearer and less complicated, the accessibility of services will be refined and will subsequently reduce errors and accelerate reporting, providing a better experience for keepers and the livestock industry. Users will be able to manage animal movements more coherently, and animal health and welfare will be improved through a UK View of livestock information. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ LITPs overall delivery confidence remains AMBER. Recent and significant changes in delivery approach, planning, assurance and governance are starting to bear fruit, leading to increasing levels of confidence. Progress on core platform delivery remains on track for phased Beta roll-out starting in December 2025. The impending ministerial decision on eartag frequency in England will boost industry confidence and assist with legislative implementation. DA relationships continue to improve, with imminent key decisions on the Wales Multispecies system go-live informing LITP rollout strategy and timelines. Scotland have indicated that they would look to introduce Ultra-High Frequency technology for eartag identification and a ministerial announcement is expected soon. From a programme perspective, we will need to work through the implications of this at both a technical and legislative level to ensure that, regardless of eartag frequency, cross-border moves are dealt with coherently and a consistent UK View of movements is maintained. Implications arising from the ongoing EU SPS ‘dynamic alignment’ negotiations will also need to considered. New financial management arrangements are being implemented that are providing us with greater levels of assurance and control. Endorsement of our new delivery and business planning approach by Investment Committee has given us the mandate to push forward at pace. The draft first phase Programme Business Case is on track to start the assurance and approvals journey at LITP Programme Board in June. Work continues on the delivery of actions to address the recommendations outlined in the Chief Project Delivery Officer's internal review of the programme and the valuable guidance and insights provided by an independent NISTA associate. Further external assurance will be undertaken via the NISTA Gateway review scheduled for w/c 30 June. We continue to engage with ministers who have acknowledged the criticality of the programme, delivering on the original scope while meeting the direction to reduce costs later in the SR period. Setting up work with Core Defra to explore options around future asset control and data ownership that will be taken forward in the next year ahead. | 25/01/2022 | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | 67.19 | 72.4 | 7.75 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Funds brought forward from 26/27 to 24/25 for work on Mobile App and Graph technology for the Livestock Information Platform. | 478.08 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 478. This is primarily due to the following factors‚ This comprises Livestock Information Transformation Programme costs to replace existing outdated multi-species livestock tracing systems with a modern digital service, replacing existing legacy systems, using a cloud-based approach. This covers resource and capital costs for programme running costs, development and implementation of new IT digital services. This is as per captured in the Outline Business Case. | 107.82 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 107. This is primarily due to the following factors‚ The quantified benefits associated with the livestock information transformation programme (LITP) are predominantly comprised of disease management, industry efficiency, and government efficiency benefits over a 10 year appraisal period. Disease management benefits quantify the avoided economic losses associated with improved government disease response, driven by faster and more accurate traceability data. Quantified benefits are considered to be a significant underestimate of the true value of the programme: disease management benefits are only quantified for two diseases; other benefits are not quantified due to data limitations, for example the avoided cost of current system failure; and there are significant enabled benefits unlocked for other programmes which are not reflected in this analysis. Benefits analysis has been updated since the 24/25-Q4 return, latest figures will be reflected in the next commission. | Yes - Not published on the Government Evaluation Registry | Vicky Moore | DEFRA_0348_2324-Q4 |
| NO2 PROGRAMME | DEFRA | Infrastructure and Construction | Government is legally mandated to deliver Nitrogen dioxide (NO2) compliance in the shortest possible time. The Joint Air Quality Unit delivers the NO2 Programme and is jointly accountable to Defra and DfT, including joint Ministerial, Senior Responsible Officer and funding responsibilities. The Programme collaborates with 64 local authorities to fund and deliver measures to secure compliant NO2 levels, including through Clean Air Zones alongside DVLA. National Highways is delivering measures targeting compliance on the Strategic Road Network. | Not set | RED | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to uncertainty surrounding future zero emission bus funding, as well as challenges in identifying additional measures within local authorities that are not currently on track to achieve compliance with NO2 limit levels in the timeframe expected. | 01/01/2016 | 31/12/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2027. This is primarily due to the NO2 programme being legally mandated to deliver compliance with NO2 limit levels in the shortest time possible. The programme team works closely with local authorities who have exceedances across England to develop and implement NO2 reduction plans. | 12.4 | 8.4 | 32.26 | The budget variance exceeds 5%. This is primarily due to delays in finalising remaining local authority clean air plans within the year. Also, lower revenue has been received from local authorities using the central Clean Air Zones service. However the lower revenue represents a positive sign that NO2 measures are working because fewer non-compliant vehicles are driving through Clean Air Zones. | 883 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 883. This is primarily due to the following factor‚ - the Whole Life Cost is subject to outcomes from the Spending Review and has remained at £883m until this is concluded. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to benefits not being monetised at programme level. Benefits assessment work is currently being undertaken and a comprehensive evaluation programme is underway. A series of annual reports have been published on gov.uk which demonstrate the progress and key findings from the evaluation. | Yes - Published on the Government Evaluation Registry | Toby Nation, Claire Wren | DEFRA_0014_2021-Q4 |
| BIOSECURITY, BORDERS AND TRADE PROGRAMME | DEFRA | Government Transformation and Service Delivery | The Defra Biosecurity, Borders and Trade Programme (BBTP) vision is to deliver a 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The programme has formally closed with transition and handover successfully complete of the BAU operational delivery unit to the Animal and Plant Health Agency (APHA) and the residual project delivery has been merged with the Northern Ireland Directorate as part of the newly formed single trade delivery programme; Northern Ireland Biosecurity and Trade Programme (NIBTP). At closure the programme has delivered the core elements of the BTOM and now has a network of designated BCPs, new digital services for managing imports, trained inspection staff operating at ports, policy / legislation / processes in place, and has conducted extensive work with stakeholders to embed BTOM controls. The controls put in place are being used to target biosecurity risks based on commodity / country risk profiling, and the value has been demonstrated by robust controls being swiftly introduced in response to EU FMD outbreaks. An IPA Gate 5 review was undertaken in February with an AMBER outcome. The Amber rating relates to uncertainty regarding future BTOM requirements linked to EU reset, with all programme closure activity being viewed as green. The review team commended the programme for the successful delivery to date and highlighted the wider uncertainty around EU reset and alignment and the potential impact for the BTOM. All six recommendations assigned to the programme have been actioned and closed. The programme received Defra Investment Committee approval to formally close the programme in May 2025 and has been formally offboarded from GMPP. The programme has submitted a Spending Review (SR) Phase 2 bid for ongoing borders RDEL and CDEL requirements for HMT review. | 01/01/2021 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ The programme closed on 31 March 2025 as scheduled. | 122.23 | 104.23 | 14.73 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The programme was delivered within budget for 24/25 with a slight variance in RDEL spend due to unexpected costs. BBTP has prioritised activity in-year to ensure core BTOM controls were implemented, and efficiency savings have been secured to support the broader departmental position. | Low: 797.93, Mid: 820.57 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 902 to 820. This is primarily due to the following factors‚ The programme’s whole-life cost is £820m. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The benefits of the programme are primarily qualitative in nature, supported by quantitative analysis and data that inform the assessment of each metric. The principal benefit of the programme, along with the Border Target Operating Model, lies in safeguarding the nation’s biosecurity and ensuring HMG’s compliance with international trade obligations. This protection is critical in mitigating the risk of severe economic disruption caused by biosecurity breaches. The benefits are largely framed as cost avoidance, achieved by preventing the potential economic consequences of a disease outbreak. | Yes - Not published on the Government Evaluation Registry | Joanne Bradshaw | DEFRA_0016_2122-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. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. Delivery risk continued to rise. The closure of the Sustainable Farming Initiative (SFI) to new applicants disrupted delivery timelines. Defra were unable to re-plan with confidence until the funding position was clarified through Spending Review Phase 2 (SR2). There was no longer a plausible pathway to the scheme uptake and outcomes set out in our Programme Business Case (PBC). The PBC assumed a higher level of funding and uptake than was expected in April 2025, particularly for SFI. Farmers’ willingness to participate in schemes was harder to predict at that point because of recent external factors such as the impact of inheritance tax changes and the closure of the 2024 SFI scheme to new applicants in March 2025; and there was uncertainty over when Countryside Stewardship Higher Tier (CSHT) would be delivered. More broadly, the wider strategic context within which the Programme is operating has also shifted significantly and isn’t expected to settle until later in the year pending publication of the Food Strategy, the revised Environmental Improvement Plan, the Land Use Framework and the Farming Roadmap. Defra is working closely with NISTA to shape our next steps, including the development of a targeted remediation plan in order to address residual concerns underpinning this assessment and cement a pathway back to AMBER. Some key upcoming developments in the coming months which would help address some of the issues regarding delivery confidence, stakeholder concerns and the willingness of farmers to participate in schemes would include: • a positive SR2 settlement for the Programme that clarifies the funding position and provides a basis for improved management of the funding risk and related stakeholder concerns • successful reopening of the Capital Grants offer, evidenced by the demand levels for that scheme • successful delivery of SFI 2024 and management of the cohort who were unable to complete an application prior to the scheme closing • clearer communications about when the Countryside Stewardship Higher Tier scheme would open. | 01/05/2017 | 31/12/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2028. The change of Programme status from Amber to Red has not impacted the projects end date. A remediation plan is being put in place to ensure that the programme remains on track to deliver to schedule. | 2824.17 | 3005.67 | 6.43 | The budget variance exceeds 5%. £248m from the 23/24 budget was moved into 24/25 to maintain the commitment to spend on average c. £2.4bn a year on the farming budget across the previous Parliament (20/21 to 24/25). | 24875 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 24875. 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. | 58864.9 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 58865. The benefits estimate is based on economic appraisal of likely benefits of the Programme, as set out in the FCP Phase 2 Programme Business Case, agreed September 2021. These figures have not been updated to reflect changes in the Programme since then, due to ongoing uncertainty. The benefits presented here have been calculated bottom-up by scheme and totalled across the programme. | Yes - Not published on the Government Evaluation Registry | Emily Miles | DEFRA_0008_2021-Q1 |
| National Biosecurity Centre (Weybridge) | DEFRA | Infrastructure and Construction | The National Biosecurity Centre Programme is transforming the Animal & Plant Health Agency (APHA) Weybridge site, delivering a state-of-the-art National Biosecurity Centre facility to future proof the UK’s ability to provide essential research, surveillance and outbreak response for a range of animal pathogens, some of which are a threat to humans. It will support UK trade, our food and farming sectors, protect economic growth and the prosperity of the nation. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ With successful delivery of the Programme still feasible in light of the considerable progress made over the past 12 months. Whilst the Aug 2024 Project Assessment Review rated the programme GREEN for proceeding through Programme Business Case approval, the Delivery Confidence Assessment remains AMBER given the need for the Programme to secure funding through the second stage of the Spending Review. | 01/04/2021 | 30/09/2036 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/09/2036. This is primarily due to the following factors‚ The Programme has continued to make good progress in relation to enabling works and preparations for construction of the new science buildings, with RIBA 3 design activities progressing to plan and procurement of a Main Works contractor on track to conclude in May 2025. The Programme’s Master Outline Planning Application has been granted consent by the Local Planning Authority and the Programme has secured approval of an updated Programme Business Case from Treasury. The Programme remains a priority for Defra. | 74.9 | 50.1 | 33.11 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The Programme continues to deliver enabling works and infrastructure projects to prepare the site for main construction, with a number of key projects underway, including site power and water infrastructure. The spend profile which was estimated in the 2021 reflects actual starts on site; some activity has moved to the right, but the Programme remains on schedule. | Low: 2,750.00, Mid: 2,820.00, High: 3,100.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 2820. This is primarily due to the following factors‚ The Programme’s estimated costs have been reviewed and confirmed as part of the development of the updated Programme Business Case approved by Treasury in December 2024. Whilst unchanged, the Programme cost forecast reflects greater maturity, and less uncertainty in costs, as a result of a more mature design, operating model, delivery plan and commercial strategy. | 16216 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 208 to 16216. This is primarily due to the following factors‚ Programme benefits were re-assessed as part of the development of the updated Programme Business Case, which included the development of a more detailed analytical framework for monetising the economic benefits of the Programme. The updated benefits baseline reflects the monetised benefits identified within the Programme Business Case approved by Treasury in December 2024, for which robust and appropriately validated monetised assessment methods were developed for two benefit categories: (1) reducing disease threats and (2) supporting UK trade. | Yes - Published on the Government Evaluation Registry | Colin Dingwall | DEFRA_0007_2021-Q1 |
| NORTHERN IRELAND | DEFRA | Government Transformation and Service Delivery | The Defra Northern Ireland Programme was formed in January 2021 and is led by the NI, Biosecurity, and Trade 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 governments. The programme is committed to implementing the Windsor Framework in good faith and taking all steps necessary to protect the UK’s internal market. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Following the election and the Government's focus on full and faithful implementation of the Windsor Framework we rebaselined delivery plans. This enabled successful delivery and early closure of projects, alongside a refreshed programme business case. This shifted the programme from 'red' status to 'amber'. Challenges remain, including tight timescales (although key milestones are on track), limited contingency levels, and identification of resource to support delivery and movement to enduring business as usual. The prioritisation of stakeholder engagement to ensure all partners are involved, content and reassured requires a high level of focus and resource to drive progress. The complexities of this process contribute to the programme's amber status. | 01/01/2021 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 01/06/2025 to 31/03/2026. This is primarily due to the following factors‚ The Programme refined the planned decommissioning of Sanitary/Phytosanitary facilities. This amended the schedule for this decommissioning and expanded the length of time required for completion. The programme is now targeted for closure on 31 March 2026, while defining milestone and legislative timelines through work with partners. | 178.1 | 178.1 | 0.0 | The budget variance is less than or equal to 5%. | 544.46 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 467 to 544. This is primarily due to the following factors‚ As part of the spending review, costs were refined and extrapolated across the whole programme to better define the whole life cost. Digital costs increased, as did costs for the Movement Assistance Scheme (reimbursement for costs of certification). The costs of infrastructure for Sanitary/Phytosanitary costs increased, as did funding for operational delivery partners. In addition, the programme business as usual costs were extended to include delivery after programme closure through to FY 32/33. | 1548.28 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 0 to 1548. This is primarily due to the following factors‚ The variation between the financial year reports reflects the progression of the business cases into a more comprehensive Programme Business Case. Baseline benefit figures were not available for the 23/24 Q4 report due to a lack of reliable data at the programme level. As the Programme level business case has been refreshed, associated benefits have similarly been updated with improved detail. This encompasses component business cases which have been recently updated and complement the programme business case (reflecting the complexity of the programme structure). Baseline figures have been reworked to reflect the net benefits, mirroring the actual/forecast scenarios more accurately. Following the Programme Business Case approval, benefits analysis and modelling has been improved. Updating the GDP (Gross Domestic Product) deflator for 2023 has updated and changed on benefit values were assessed. These were previously based on real prices for financial year 19/20. | Yes - Not published on the Government Evaluation Registry | Mark Thompson | DEFRA_0015_2122-Q1 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remains Red. This is primarily due to the following factors‚ The data for the programme is taken up to the 31st of March 2025, and therefore is reflective of the financial uncertainty experienced by the programme in Q4, and difficult weather conditions during planting season. This prevented some planting occurring within the 24/25 financial year, so the programme was unable to deliver the full level of planting or peat restoration needed to meet the required trajectory towards the 2050 statutory target. However, as the programme receives data retrospectively after the end of the financial year, there is now more confidence in 24/25 delivery. The programme is predicted to deliver the highest year of annual planting since the inception of the Nature for Climate Fund, and the last 20 years. Furthermore, the programme's enabling projects have also significantly contributed to the transformation of the forestry sector for example by increasing sector capacity through grants and apprenticeships. The SRO assessment is Amber based on the data that became available in April 2025, and we anticipate subsequent ratings will be Amber when the data is available to all parties. | 01/04/2020 | Mid: 27/06/2025, High: 30/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 27/06/2025. This is primarily due to the following factors‚ The Nature for Climate Fund programme end date has been provisionally extended to the 31st of March 2026, subject to a review in June 2025, through an extension of the existing programme business case. This allowed the programme to maintain momentum using mature delivery mechanisms for the duration of the 2025/26 financial year whilst further work is carried out to design future tree planting activities. | 287.36 | 287.36 | 0.0 | The budget variance is less than or equal to 5%. The budget variance is less than or equal to 5%. | 928 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 928. 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 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 48468. This is primarily due to the following factors‚ The total monetised 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. | Yes - Published on the Government Evaluation Registry | Edward Barker | DEFRA_0013_2021-Q4 |
| Cefas Infrastructure to Support Future Delivery at Sea | DEFRA | Government Transformation and Service Delivery | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | 01/04/2022 | Low: 31/03/2031, Mid: 30/06/2031, High: 30/09/2031 | The project's end-date at 24/25-Q4 is scheduled to be 30/06/2031. This is primarily due to the following factors This timeline is based on likely durations that are in line with industry expectations for procuring, designing and building research vessels which can only commence once funding is confirmed, with project funding awaiting confirmation. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | Steve Millward | DEFRA_0349_2324-Q4 |
| FLOOD AND COASTAL EROSION RISK MANAGEMENT | 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 | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The challenge of managing and resourcing the transition from the current programme to the next programme commencing on 1 April 2026, including changes to: funding policy, how pipeline projects are identified, and organisational design to deliver the next programme. The Environment Agency and Defra are progressing actions to meet this challenge. However, for the current programme, the Defra Secretary of State has agreed a two-year (2024/25 & 2025/26) target of 52,000 properties better protected, which equates to 140,272 by the end of the now 5 year programme. Delivery confidence assessments for 2025/26 show that the programme is currently on track to achieve this target by 31 March 2026 and this assessment was supported by an Infrastructure Project Authority review in January 2025. | 01/04/2020 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 decreased from 31/03/2027 to 31/03/2026. This is primarily due to the following factors‚ Minister Hardy has announced the next programme will begin a year early on 1 April 2026, with the current programme therefore becoming 5 years and ending on 31 March 2026. | 1022 | 1022 | 0.0 | The budget variance is less than or equal to 5%. N/A - no variance | 4613 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 5664 to 4613. This is primarily due to the following factors‚ to reflect the programme end date being brought forward to March 2026. | 21888 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 37292 to 21888. This is primarily due to the following factors‚ to reflect the programme end date being brought forward to March 2026. | No | John Russon | DEFRA_0236_2324-Q1 |
| Warm Homes: Local Grant | DESNZ | ICT | Warm Homes: Local Grant provides grants for energy performance measures and low carbon heating to privately owned, low-income households living in EPC band D-G homes in England to tackle fuel poverty and deliver progress towards Net Zero 2050 and the Carbon Budgets. £500 million was allocated to the scheme in the 2024 Autumn Budget to be delivered by Local Authorities from April 2025 to March 2028. WH:LG has funded 74 projects involving 271 local authorities (97% of eligible local authorities) across England. An Expression of Interest window ran from 16th October 2024 to 1st December 2024, with around £1.7bn of funding requested by Local Authorities. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 05/09/2024 | 01/09/2028 | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | DESNZ_0471_2425-Q4 |
| REPLACEMENT ANALYTICAL PROJECT | DESNZ | Infrastructure and Construction | The Replacement Analytical Project is a key component of the Sellafield Ltd Analytical Services, which provides essential services to operations on the Sellafield Site supporting approximately 200 Operational Facilities. The existing facility is over 70 years old and cannot provide long-term capability so new analytical capabilities are needed 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors‚ On the 26th of February 2024, the Sellafield Ltd CEO made the decision to bring the Replacement Analytical Project (RAP) to a strategic pause. SL are reviewing the current and future analytical services requirements of the Sellafield site. | 26/09/2016 | 30/10/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 10/07/2028 to 30/10/2032. This is primarily due to the following factors‚ As a result of the strategic decision to pause the project, a deferral has been implemented with the forecast project end date aligned to this. However, this is subject to a pending a decision on the final project close out. | 9.95 | 9.24 | 7.14 | The budget variance exceeds 5%. This is primarily due to the following factors‚ 2024/25 Departmental Baseline: £9.950m, 2024/25 Actuals: £9.240m. Reflection of Research and Development tax credits received by the project. | 737.26 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 735 to 737. This is primarily due to the following factors‚ The baseline was updated in line with 2024/25 indexation. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This project does not carry monetised benefits. The project has been paused. | No | Gavin Askew | BEIS_0007_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. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. 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 and continues to transition from bulk civil construction to mechanical and electrical fit out and is currently showing no significant threat to the overall P80 schedule. The SCP project is being delivered by the Programme and Project Partnership (PPP). The IPA afforded this project a RAG rating of GREEN. | 25/05/2013 | 23/01/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 23/01/2031. This is primarily due to the following factors‚ The Project remains on schedule and there is no change to the date of 23/01/2031. | 126.75 | 161.83 | 27.68 | 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. | 1092.97 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1076 to 1092. This is primarily due to the following factors‚ Compared to 23/24-Q4, the SCP budgeted cost (baseline) has increased by £16m, this is due to escalation in line with the agreed indices. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | Jeremy Hunt | BEIS_0009_2021-Q3 |
| GEOLOGICAL DISPOSAL FACILITY | 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. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 changed from AMBER to RED. This is primarily due to the following factors‚ The IPA review during January 25, and associated RED rating, reflects the unaffordability of the GDF Programme, with particular reference to the Preparations for Detailed Site Investigations OBC in respect of the forecast financial case and the 25/26 SR settlement. The programme continues to progress and will update the delivery plan to take account of the outcome of the upcoming Spending Review, protecting as far possible, the critical path, reducing uncertainty and mitigating the key risks. The four key programme objectives continue to be delivered by the programme. | 30/06/2008 | 31/03/2050 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2050. This is primarily due to the following factors‚ There is no change at the end of 24/25 to the current forecast project end date. The programme continues to reduce uncertainties of delivery. The critical path has been held following the 25/26 SR settlement through prioritisation of activities. | 83.33 | 75.19 | 9.77 | The budget variance exceeds 5%. This is primarily due to the following factors‚ A number of factors have reduced the spend against budget for the year, these include 1) a decision to postpone the establishment of a further working group, 2) uncertainty & risk associated with one of the communities staying in the process and hence deferral of significant long term financial commitments 3) slow down in procurement activities based on reduced SR budget funding for 25/26 and projected future flat line SR funding and 4) slow down in recruitment (internal staff costs) to align with 25/26 SR settlement and anticipated overall budget reduction in the SR period. | Mid: 20,300.00, High: 53,300.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 20300. This is primarily due to the following factors‚ There is currently no change to the Whole Life Cost Range for the programme which is £20.3bn to £53.3bn (2017/18 money values). This range reflects the uncertainty of the programme associated with potential host site, geology and technical requirements. The impacts of the Spending Review and other changes will be reflected in an update to the Programme Level Business Case during early 2026. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ As a nationally significant infrastructure project which will span decades, a GDF will also provide a unique opportunity to sustainability 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 all 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 & Net Zero 2050. 4) Significant host community benefits – 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 – Creatin Jobs & Skills report as well infrastructure investment and community support. The short-term community benefits continue to be delivered with over £12m of grant funding awarded across the Community Partnerships. In the next phase, the preferred site(s) will become eligible for annual grant awards of £2.5m per CP (Q1 26/27). | Yes - Not published on the Government Evaluation Registry | Martin Walkingshaw | DECC_0005_1112-Q1 |
| 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 an SMR technology selection process, launched in July 2023. The SMR Programme seeks to contribute to wider nuclear, and the Government’s, energy security and net zero, goals. The SMR Programme includes the following workstreams: Technology Selection: To run a competitive tender and down select potential technology partner(s) - the selection process is currently in its final stage. Siting: To identify and secure access to sites for the allocation of selected technologies. SMR Programme Development: GBN to act an intelligent client to oversee the management and delivery (subject to funding decisions) of the SMR Programme, including establishment of DevCo capability to deliver project(s). | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests, The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | Section 43 - Commercial interests, The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | John Staples | BEIS_0233_2223-Q4 |
| Review of Electricity Market Arrangements (REMA) | DESNZ | Government Transformation and Service Delivery | Markets are at the heart of the GB electricity system. They drive competition and innovation to benefit consumers. They provide price signals which guide decisions on electricity supply and demand, investment in new generating capacity and flexibility, and the efficient operation of the system. Reforming electricity markets through REMA is therefore at the heart of the Government’s ambitions to transform the power sector. Our underlying electricity market arrangements were adopted in an era of large, centralised, dispatchable unabated fossil fuel-based generation. The previous major round of electricity market reform (EMR) which ran from 2010-13, focused on how best to scale-up low-carbon renewable generation in a power system still largely designed for fossil fuel technologies – by accelerating the journey to a renewables-based system through a new Contracts for Difference (CfD) scheme while ensuring security of supply by introducing the Capacity Market (CM) scheme. The purpose of REMA is to explore options to evolve the foundations of the electricity market and make it fit-for-purpose to move to low-carbon technologies, while managing a smooth and low-cost transition away from our remaining unabated fossil fuel generation capacity. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ No decision has been taken yet on whether to adopt Zonal Pricing or Reformed National Pricing. We plan to provide clarity to bidders ahead of AR7 opening in summer. This tight timeframe is impacting our delivery confidence. | 05/02/2024 | 31/12/2035 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2035. This is primarily due to the following factors‚ no decision having as yet been taken on whether to adopt Zonal Pricing or Reformed National Pricing. We plan to provide clarity to bidders ahead of AR7 opening in summer. | 9.67 | 9.34 | 3.41 | The budget variance is less than or equal to 5%. The in-year variance is within the stated tolerance +/- 5%. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | Dan Osgood | DESNZ_0333_2324-Q4 |
| Boiler Upgrade Scheme | DESNZ | Infrastructure and Construction | The Boiler Upgrade Scheme (BUS) is part of a package of measures designed to deliver significant heat pump deployment growth and support the expansion of the low carbon heat market. The scheme provides grants to encourage property owners to replace existing fossil fuel heating with more efficient, low carbon heating systems including air source heat pumps (ASHP), ground source heat pumps (GSHP) and, in limited circumstances, biomass boilers. The grant available for an ASHP and GSHP is £7,500, while the grant available for a biomass boilers is £5,000. The scheme was set to run from April 2022 until March 2025 supported by £450m (split evenly across the three years). The scheme has been extended and the funding allocation for 2025/26 is £295m. Funding for subsequent years (2026/27 onwards) is subject to the second phase of the spending review. | Not set | AMBER | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ The scheme being a well-established project in its fourth year of delivery that is performing strong both operationally and in terms of deployment. The £150 million budget for the 3rd year of the scheme was exceeded, allowing an increase in the deployment of heat pumps, with total deployment reaching £190 million. Moreover, the scheme has a TAP approved budget for 25/26 of £295 million which allows room for further growth to build on year three of the scheme. The operational success of the scheme, teamed with strong deployment, suggests the scheme is close to a green rating. However, external factors—such as the ongoing spending review—introduce uncertainty. Until these are resolved, the scheme will retain an Amber RAG rating. | 01/04/2022 | Low: 31/03/2026, Mid: 31/03/2026, High: 31/03/2026 | The project's end-date at 24/25-Q4 is scheduled to be 31/03/2026. This is primarily due to the following factors‚ The spending review outcome as this is where a decision will be made on the tenure of the scheme and the associated budgets. We expect the scheme to continue beyond the 31/03/26 date, but cannot currently confirm the exact length of this extension. | 160 | 211.1 | 31.94 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Increased heat pump deployment is the driving factor of the budget variance. This is due to a positive increase in the uptake of vouchers under the scheme, allowing for more Heat Pump installations. For example, in 23/24 the scheme received 22,111 voucher applications and paid out 13,847 vouchers. Due to increased interest in heat pumps as a result of the scheme, 24/25 saw a significant increase with 38,412 voucher applications received and 25,331 paid out. | 794.4 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 487. This is primarily due to the following factors‚ The scheme was initially due to run for three years only with a total budget of £450 million, allocated equally at £150 million per year between 2022- 2025. Therefore the further funding was for the resourcing of the scheme across these years including funding Ofgem to administer the scheme and a small policy team at DESNZ. | 987 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 987. This is primarily due to the following factors‚ The monetised benefits are the estimated social value of emissions reduced and air quality improvements from the installation of heat pumps on the scheme. The benefits also include any reductions in long term variable costs when switching from a fossil fuel boiler to a heat pump. | Yes - Published on the Government Evaluation Registry | David Capper | DESNZ_0375_2425-Q1 |
| 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. Since the Hydrogen Strategy was published in 2021, our understanding of the role of low carbon hydrogen has continued to evolve. Our knowledge of the system value of potential hydrogen use cases has increased in line with evidence, which indicates a future landscape of lower, more specific demand than previously assumed. In light of this and the Government’s mission-led approach we are planning an update to the UK’s Hydrogen Strategy, expected to be published in 2025. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at 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 in the process of offering contracts to producers. Four projects have been agreed and contracts have been signed. For the remaining seven projects, we expect contract signature to take place by April/May. The first project is expected to reach commercial operational delivery by June 2025. The HAR1 funding mechanism, the Gas Shipper remains a key delivery enabler. The GSO consultation was published in January 2025 and the consultation period will close on 9 April 2025. DESNZ anticipate publishing the government response in December 2025 and expect the GSO to be operational in 2027. | 20/07/2022 | 30/06/2042 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/06/2042. This is primarily due to the following factors‚ All 11 successful projects remain in the process and contracts are expected to be signed by Spring 2025.. | 50.5 | 0 | 100.0 | The budget variance is greater than or equal to 5% This is due to late contract signing and underspend due to only 6 projects signing as at 31.3.25, with the first signing in Dec 2024 | 2366 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 2366. 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 and LCCC counterparty costs. Future counterparty spend is subject to DESNZ business planning process. | 1285 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 1285. This is primarily due to the following factors‚ the approved monetised benefits position in the Full Business Case remains the best available estimate of project’s benefits. 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. | Yes - Published on the Government Evaluation Registry | Paro Konar | DESNZ_0334_2324-Q3 |
| HyNet Anchor | DESNZ | Infrastructure and Construction | Overall, the CCUS programme will deliver a suite of business models and agreed revenue support ranges. These will underpin future private sector and Government investment in CCUS infrastructure (Power, Transport and Storage, Industry, and Hydrogen). This also includes the delivery of legal and regulatory frameworks to set risk/return profiles, rules, and guidance in relation to the use of Transport and Storage systems, industry and power capture, pBECCS and hydrogen. The HyNet Anchor Project comprises the initial CCUS Transport and Storage Company (ENI) and two emitter projects (Protos and Hydrogen Production Plant 1) for one operational industrial CCUS cluster in the Liverpool Bay area. It is planned that the anchor project will be followed by a series of Build Out projects. These will be crucial to the the creation of a competitive CCUS market, supporting the UK's drive to legally binding Net Zero targets, and delivering economic benefits. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Alex Milward | DESNZ_0457_2425-Q3 |
| Smart Metering Implementation Programme | DESNZ | Infrastructure and Construction | The Smart Metering Implementation Programme seeks to replace existing traditional gas and electricity meters across Great Britain with smart meters resulting in a cleaner, cheaper and more flexible energy system. Smart meters deliver consumers with near-real time information on their energy consumption to help them control energy use, save energy and reduce bills. They also enable technologies such as electric vehicles to be efficiently and cost-effectively integrated with renewable energy sources, supporting the cost-effective delivery of Government’s 2030 Clean Power and Net Zero commitments. The government is committed to ensuring that households and small businesses can benefit from smart meters as soon as possible. Regulatory drivers are in place to drive industry investment in smart metering at scale. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Smart metering continues to deliver benefits to consumers, such as engagement on energy consumption, accurate energy bills and improved customer service, and is key to the 2030 Clean Power Mission and enabling Net Zero. There were 39 million smart and advanced meters operating across Great Britain at the end of Q1 2025. The 4-year Regulatory Framework to the end of 2025 sets minimum annual installation targets for energy suppliers and continues to drive suppliers to invest appropriately to deliver new installations at scale. There is continued collaboration with stakeholders including energy suppliers and the Data Communications Company to drive improvements in engagement, appointment fulfilment and the operation of meters, and ensuring technology roadmaps for the next decade are suitably developed and addressed. Driving good progress on an efficient transition from 2G/3G to 4G Communications Hubs (4G CHs) by 2033. Actively developing consultation proposals for the Regulatory Framework required for post 2025 to give investment clarity to industry. The size, scale and complexity of such an industry change programme with numerous energy sector stakeholders reflects why SMIP has remained with an AMBER rating. | 02/12/2009 | 31/12/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2025 to 31/12/2030. This is primarily due to the following factors‚ SMIP’s current 4-year Regulatory Framework runs to the end of 2025 and the project end-date was set to mirror this timing. The existing Regulatory Framework sets minimum annual installation targets for energy suppliers and continues to drive suppliers to invest appropriately to deliver new installations at scale. We are actively developing consultation proposals for the Regulatory Framework required for post 2025 to give investment clarity to industry and support the Government’s 2030 Clean Power mission – the project end-date has been updated to reflect this. | 1320.98 | 1320.98 | 0.0 | The budget variance is less than or equal to 5%. The budget variance is less than or equal to 5%. | 20177 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 20177. This is primarily due to the following factors‚ The total whole life cost figures in this return are presented in undiscounted nominal terms, for comparability with other programmes. The figure differs from the total cost figure in the Smart Metering Implementation Programme’s 2019 CBA, which is expressed in 2011 prices discounted to 2019 in line with HM Treasury appraisal guidance. This reflects the latest economic appraisal of the costs (and benefits) of the programme, including (but not limited to) costs from new assets and installation, setting up new communications infrastructure, and benefits including (but not limited to) reduced energy consumption, reduced greenhouse gas emissions, reduced site visits by suppliers, improved network management, and improved customer switching. | 34130 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 34130. This is primarily due to the following factors‚ The total whole life benefits figures in this return are presented in undiscounted nominal terms, for comparability with other programmes. The figure differs from the total benefit figure in the Smart Metering Implementation Programme’s 2019 CBA, which is expressed in 2011 prices discounted to 2019 in line with HM Treasury appraisal guidance. This reflects the latest economic appraisal of the benefits (and costs) of the programme, including (but not limited to) costs from new assets and installation, setting up new communications infrastructure, and benefits including (but not limited to) reduced energy consumption, reduced greenhouse gas emissions, reduced site visits by suppliers, improved network management, and improved customer switching. | Yes - Published on the Government Evaluation Registry | Daron Walker | DECC_0010_1112-Q1 |
| 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, including maturation of engineering design iterations and progress through the regulatory Generic Design Assessment (GDA) to at least the completion of the Step 2 by 31/03/25. The grant recipient, and lead on the project is Rolls Royce SMR Ltd. DESNZ is responsible for the project, and have appointed UKRI as delivery partner, providing programme management and assurance of the grant. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors‚ Active work has been completed by Rolls Royce SMR Ltd against the latest version of the project plan. A final significant PCR stabilised project finance and milestones in the last few months of the programme. Work on the project during the final year has shifted and gone beyond the completion of Step 2 of the Generic Design Assessment (GDA) to maintaining the consistency of work as part of a much larger industry led programme. | 01/05/2021 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ Key drivers for the timeline of the project were the need to reach design maturity points and progress through Generic Design Assessment (GDA). Step 2 of GDA was completed by 31/07/2024 with the remainder of the objectives and benefits progressed by 30/03/2025. It should be noted that development of the RR SMR design including further GDA progress continues after the end of grant funding. | 211.36 | 197.2 | 6.7 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The project underwent several project plan changes during its lifetime with associated budget shifts and optimisation of funding flow. The variance in the final year is a result of significant work moving to the later stages of the project to reflect investor confidence levels and design changes inspired by development and regulatory feedback. | 468 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 468. This is primarily due to the following factors‚ The project has delivered key outcomes on design maturity, supply chain requirements and completion of Step 2 of the Generic Design Assessment (GDA) regulatory assessment within the timeframe. Costs were driven by staff resource needed to mature the design and work required to progress GDA to Step 2 and beyond. | 280 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 280. This is primarily due to the following factors‚ As an R&D project the majority of benefits are non-monetised. Direct monetised benefits will be realised through the co-investment in this phase of R&D provided by Rolls Royce SMR Ltd. | Yes - Not published on the Government Evaluation Registry | Damitha Adikaari | BEIS_0001_2122-Q2 |
| SOCIAL HOUSING DECARBONISATION FUND | DESNZ | Infrastructure and Construction | The SHDF capital programme (with new projects delivering as the Warm Homes: Social Housing Fund after April 2025) is designed to improve the energy performance of social housing through targeted investment and collaborative engagement with social housing landlords, funding the installation of energy efficiency measures and low-carbon technologies in social homes. SHDF began delivery in 2021 through the SHDF Demonstrator, and the latest project, Wave 3, will begin in Spring 2025. SHDF is a key pillar of the Government's Clean Energy Mission, by reducing carbon emissions produced by social homes. SHDF has the following specific aims: • Improve Energy Efficiency: Upgrade social homes to at least the EPC C standard. • Reduce Carbon Emissions: Contribute to the UK’s Net Zero targets by decarbonising housing • Tackle Fuel Poverty: Lower energy bills for tenants • Support Green Jobs: Stimulate employment in the retrofit and construction sectors. • Enhance Tenant Well-being: Improve comfort, health, and quality of life for residents. • Build Sector Capability: Develop skills, supply chains, and capacity for future retrofit projects | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Good progress has continued across the SHDF programme with SHDF Wave 2 in delivery and WH:SHF Wave 3 funding allocations announced in March 2025 for delivery through to 2028. Delivery confidence remains amber due to the programme’s high complexity and its dependency on a number of external factors. | 09/09/2020 | 01/10/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2030. This is primarily due to the following factors‚ The last programme business case from 2022 assumed delivery through to 2030. Data in this return has been amended to include business case information only to the end of Wave 3 delivery in 2028, as funded from the first phase of the 2025 spending review in Autumn 2024. Delivery beyond 2028 is subject to further spending review decisions. | 515.96 | 472.4 | 8.44 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The programme has demonstrated strong financial performance in 24/25, with over 90% of the allocated capital funding forecast to have been spent in 2024/25, representing an estimated £453m against an allocation of £495.5m. While there has been a slight variance in capital expenditure against the forecast, this reflects adjustments made during delivery, as some projects have amended project plans and altered their scope. In addition, SHDF is forecast to have spent 95% of its allocated RDEL budget. These numbers are provisional as at May 2025 and have been provided prior to final audit and review and may be subject to further revisions. | 2206 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 4558 to 2226. This is primarily due to the following factors‚ The last programme business case from 2022 assumed delivery through to 2030. Data in this return has been amended to include business case information only to the end of Wave 3 delivery in 2028, as funded from the first phase of the 2025 spending review in Autumn 2024. Delivery beyond 2028 is subject to further spending review decisions. | 5737 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 9619 to 5737. This is primarily due to the following factors‚ The Programme has recalibrated its benefit estimates in accordance with the latest approved project business case, which is for WH:SHF Wave 3, approved in Q4 of 24/25. This supersedes previous programme business cases which provided an estimate extending beyond this time period. Benefits will be revised should further funding be confirmed in future fiscal events. | Yes - Published on the Government Evaluation Registry | Selvin Brown | BEIS_0014_2021-Q4 |
| 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 | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at 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. | 01/11/2017 | 30/06/2035 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/06/2035. This is primarily due to the following factors‚ The Project remains on schedule and there is no change to the date of 30/06/2035. | 38.71 | 35.74 | 7.67 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The in year spend is less than the budget (baseline) for 2024/25 due primarily non utilisation of contingency. | 747.34 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 727 to 747. This is primarily due to the following factors‚ Compared to 23/24-Q4, the BEPPS2 budgeted cost (baseline) has increased, this is due to escalation in line with the agreed indices. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ There are no monetised benefits within the BEPPS2 project however, it will contribute 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. | No | Kathryn McCloghrie | BEIS_0241_2324-Q1 |
| East Coast Cluster Anchor (ECC) | DESNZ | Infrastructure and Construction | Overall, the CCUS programme will deliver a suite of business models and agreed revenue support ranges. These will underpin future private sector and Government investment in CCUS infrastructure (Power, Transport and Storage, Industry, and Hydrogen). This also includes the delivery of legal and regulatory frameworks to set risk/return profiles, rules, and guidance in relation to the use of Transport and Storage systems, industry and power capture, pBECCS and hydrogen. The East Coast Cluster (ECC) Anchor Project comprises the initial CCUS Transport and Storage Company (Northern Endurance Partnership) and one emitter project (Net Zero Teeside) for one operational industrial CCUS cluster in the North East of England. It is planned that the anchor project will be followed by a series of Build Out projects. These will be crucial to the creation of a competitive CCUS market, supporting the UK's drive to legally binding Net Zero targets, and delivering economic benefits. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Alex Milward | DESNZ_0458_2425-Q3 |
| Home Upgrade Grant and Local Authority Delivery (HULA) schemes | DESNZ | Government Transformation and Service Delivery | The HULA Programme comprises Local Authority Delivery and Home Upgrade Grant. The Local Authority Delivery Scheme (LAD) launched in August 2020 and was delivered over the course of three phases. The primary purpose of the funding was to support low-income households living in energy inefficient homes in England with energy efficiency and clean heating upgrades, whilst supporting economic resilience and a green recovery. Phase 1 allocated £200m in grants to over 136 Local Authorities with a managed closedown of projects from March 2022 to end of September 2022. Phase 2 allocated £300m to the five Local Net Zero Hubs, who worked with their regional Local Authorities to continue to deliver energy efficiency upgrades to homes until the end of September 2022. Together LAD phases 1 & 2 delivered upgrades to over 38,000 homes. Phase 3 made almost £287m of extra funding available to Local Authorities, under the Sustainable Warmth competition. Delivery commenced in early 2022 and ended in September 2023. The Home Upgrade Grant (HUG) provides energy efficiency upgrades and low-carbon heating measures to low-income households living in the in the worst-performing, off-gas-grid homes (those rated Energy Performance Certificate (EPC) Band D, E, F and G) in England to tackle fuel poverty and make progress towards net zero 2050. Unlike measure-focused government schemes such as the Great British Insulation Scheme or Boiler Upgrade Scheme, HUG provides whole house retrofit to ensure low-income, off-gas-grid homes receive tailored energy efficient upgrades, treating the entire property. Phase 1 of HUG was worth £218 million. Delivery commenced in early 2022 and ran until September 2023. Phase 2 of HUG was allocated up to £315m. It began delivery in April 2023 and concluded in March 2025, with a small number of households completed under ‘extenuating circumstances’ in May 2025. It is forecast that HUG2 will deliver 11,000 properties, spending £227m of its allocated budget (compared with its Mid-Point Review (MPR) forecast in April 2024 of £217m and 8,721 homes). | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ HULA completed delivery of its LAD schemes in 2023. LAD Phases 1 & 2, which were schemes for retrofit delivery through Local Authorities, concluded with 38,646 homes treated out of an original business case target of 55,000 and received an IPA green rating at closure. LAD Phase 3 completed delivery in September 2023, spending £221m of the £286.8m allocated to Local Authorities (LA) between December 2021 and January 2022. Several factors, including the high degree of optimism bias within LA forecasts, challenges identifying a sufficient pipeline of eligible homes, drop-out rates, cost-cap limitations and short delivery windows led to under-delivery of the LAD scheme, which was also affected by issues relating to supply chain capacity and access to properties resulting from the Covid19 Pandemic. Delivery of HULA’s HUG schemes will cease in September 2025 with the closure of HUG2. HUG1 completed delivery in September 2023, spending £61m of the £218.6m allocated to Local Authorities between Jan-April 2022. Under-delivery of scheme was due to several factors identified through monitoring and evaluation, including organisation level (expertise and capacity of each LA / consortium lead and their delivery partners), project level (ongoing optimism bias within LA forecasts, the time needed for LAs to procure and contract suppliers, the target measure mix’s alignment with local supply chains), and local external factors (customer appetite for measures offered, incidence of qualifying households, some off-gas grid housing stock being unsuitable for measures, and increased difficulty in delivering installations in rural / lower density areas). LAD3 and HUG1 (packaged together as Sustainable Warmth) received an amber/ green rating from IPA at closure. HUG2 has completed 24 months of delivery, issuing £240m against a budget allocation of £315m (GMPP baseline) and a Mid-Point Review forecast of £218m. HUG2, which is delivered via a Delivery Agent and Partner, has faced delivery challenges including identifying properties compliant with restrictive policy criteria (which included limits on private rented sector landlords and a 60% rural ringfence). Performance improved significantly in 24/25 following implementation of a ‘Maximising Delivery Strategy’. Delivery of over 11,000 homes is forecast by scheme-end, against a GMPP baseline of 12,602 and an MPR forecast (April 2024) of 8,721. | 01/03/2020 | 01/09/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 01/09/2025. This is primarily due to the following factors: Delivery ended on 30 March 2025. HUG2 project closure activity is underway with the final IPA review expected in September 2025. HULA will exit GMPP with HUG2 at this time and therefore the Q2 report (data date end September 2024 will be the last) | 163.35 | 168.04 | 2.87 | The budget variance is less than or equal to 5%. | 1307 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1307. This is primarily due to the following factors‚ HULA has not re-baselined its Whole Life Cost since the last IPA Annual Report. | 5042.82 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 4782 to 5042. This is primarily due to the following factors‚ The update of the OBR inflation forecast in Q2 24/25, making baseline nominal benefits larger. | Yes - Published on the Government Evaluation Registry | Selvin Brown | DESNZ_0295_2324-Q3 |
| SELLAFIELD PRODUCT AND RESIDUE STORE RETREATMENT PLANT PROJECT | DESNZ | Infrastructure and Construction | The Sellafield Product & Residue Store Retreatment Plant (SRP) project will provide key capabilities as a key part of the Sellafield Ltd 'Special Nuclear Materials (SNM) Future State Programme'. This is a complex project required to provide the capability to receive special nuclear material in existing packages, from existing stores on the Sellafield site, and process the material into a form and package suitable for safe and secure long-term interim storage. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. 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 and continues with the final stages of bulk civil construction, is transitioning into mechanical and electrical fit out and is currently showing no significant threat to the overall P80 schedule. The SRP project is being delivered by the Programme and Project Partnership (PPP). The IPA afforded this project a RAG rating of GREEN. | 01/03/2012 | 01/04/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 09/10/2029 to 01/04/2030. This is primarily due to the following factors‚ The project end date has moved as a result of baseline change for P80 drawdown due to delays incurred by the global shortage of microchips and semiconductors. This movement and the project end date remains within the overall P80 dates approved in the Full Business Case (FBC). | 256.87 | 221.92 | 13.61 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The in year spend is less than the budget (baseline) for 2024/25 primarily due to the agreed annual funding allocation and un-utilisation of the full contingency allocated to FY24/25. | 1471.12 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1433 to 1471. This is primarily due to the following factors‚ Compared to 23/24-Q4, the SRP budgeted cost (baseline) has increased by ~£38m, this is due to £21m of escalation in line with agreed indices, and £17m as a result of baseline change for P80 drawdown due to delays incurred by the global shortage of microchips and semiconductors. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | Jeremy Hunt | BEIS_0008_2021-Q3 |
| Spherical Tokamak for Energy Production | DESNZ | Infrastructure and Construction | The first of its kind, STEP is the UK's major technology and infrastructure programme to build a prototype fusion powerplant and, through that, to build a new industrial sector in which the UK will play a leading global role as fusion energy becomes a commercial reality. STEP is industrial strategy in action, generating short, medium, and longer-term economic growth and local social benefits in and around the site in north Nottinghamshire. The physical plant will demonstrate net energy, fuel self sufficiency and a viable route to plant maintenance. This will pave the way for the potential development of a fleet of future fusion powerplants around the world and the commercialisation of fusion energy, but the lasting legacy and the source of near-term value for the UK is stimulation of a supply chain that can support multiple fusion programmes worldwide as that industry grows, and that delivers additional benefit through spin-off technologies. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The intrinsic challenges of developing novel technologies and building a new industrial sector create delivery risks that could impact timelines, cost, and stakeholder confidence. | 16/07/2018 | Low: 01/04/2040, Mid: 01/04/2045, High: 01/04/2050 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 01/04/2045. This is primarily due to the following factors‚ the intrinsic challenges of developing novel technologies and building a new industrial sector create delivery risks that could impact timelines. | 67.4 | 67.23 | 0.25 | The budget variance is less than or equal to 5%. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Paul Methven | BEIS_0153_2223-Q2 |
| NEW NUCLEAR PROJECT (SIZEWELL C) | DESNZ | Infrastructure and Construction | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Caroline Botwood | BEIS_0019_2122-Q1 |
| PUBLIC SECTOR DECARBONISATION SCHEME | DESNZ | Infrastructure and Construction | The Public Sector Decarbonisation Scheme has been in operation since September 2020, providing capital funding to support heat decarbonisation and energy efficiency improvements in public sector buildings. Its core aim is to reduce direct carbon emissions from the public sector. These reductions will contribute to the UK’s Carbon Budgets 4, 5, and 6, playing a vital role in achieving the UKs Net Zero targets. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors: while overall delivery of live projects is progressing well, grant recipients continue to experience pressures from, for instance, higher-than-expected costs and longer than anticipated timelines for delivery implementation. As a result, the outcomes regarding technologies deployed remain uncertain. | 08/07/2020 | 31/03/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2028. This is primarily due to the following factors: the Phase 4 Full Business Case, covering delivery through to FY 2027/28, was approved and at Autumn Budget 2024 additional funding was secured for financial years 2025/26 to 2027/28. Phase 4 of the scheme was launched in Autumn 2024 with grant recipients able to commence grant spend from 1 April 2025. | 433.8 | 404.9 | 6.66 | The budget variance exceeds 5%. This is primarily due to the following factors: higher-than-expected project delivery losses were experienced in financial year 2024/25, driven by an increase in project scope reductions and abandonments as a result of various delivery challenges. This resulted in an underspend that exceeded the amount by which we had overprogrammed, giving rise to unclaimed budget. | 3836.29 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 2565 to 3836. This is primarily due to the following factors: funding for the second year of Phase 3c, and Phase 4, of the Public Sector Decarbonisation Scheme was secured and included in the return. This funding will support delivery across financial years 2025/26 to 2027/28. | 8040.01 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 5076 to 8040. This is primarily due to the following factors: modelled baseline benefits were revised to account for inclusion of funding for the second year of Phase 3c, and Phase 4, in the return. | Yes - Published on the Government Evaluation Registry | Paul Chambers | BEIS_0013_2021-Q4 |
| GREEN HEAT NETWORK FUND | DESNZ | Infrastructure and Construction | The vision for the GHNF scheme is to incentivise the transition to low-carbon heat networks via targeted financial support, which will stimulate the increased deployment of low-carbon technologies at scale to help deliver Net Zero. 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors: (i) GHNF has now allocated funding to 63 projects in 54 towns and cities, and the scheme is on track to fully deploy its CDEL budget. (ii) Forecast data shows GHNF is on track to meet or exceed its benefit targets. (iii) The GHNF Supplementary Contract is in place in the event that additional CDEL budget is allocated to GHNF. | 07/03/2022 | Low: 30/06/2028, Mid: 31/03/2030, High: 31/03/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/06/2028 to 31/03/2030. This is primarily due to the following factors: The revised project end-date reflects the end-date of the recently procured Supplementary GHNF Delivery Partner Contract, which is now in place. The previous end-date reflected the existing GHNF Delivery Partner contract. | 103.6 | 127.22 | 22.8 | The budget variance exceeds 5%. This is primarily due to the following factors: GHNF’s 2024/25 capital spend was approximately 122% of its Year 3 budget. The additional 22% was from underspend elsewhere in the Department. | 701.63 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 701. This is primarily due to the following factors: The GHNF WLC comprises of (i) GHNF CDEL grant budget and (ii) internal/other costs associated with administering and evaluating the GHNF. | 3344.41 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 3344. This is primarily due to the following factors: Forecast data shows GHNF is on track to meet or exceed its benefit targets. | Yes - Published on the Government Evaluation Registry | David Capper | BEIS_0115_2223-Q1 |
| FEDERATED DATA PLATFORM | DHSC | Government Transformation and Service Delivery | The NHS Federated Data Platform (FDP) is a national programme designed to improve how the NHS uses data to deliver better, safer, and more efficient care. Currently, NHS data is stored in many different systems that don’t easily connect, which can lead to delays, duplication, and extra work for staff. The FDP is a secure digital platform that links these systems together, allowing data to be accessed and used more effectively. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ Strengthened Programme Governance: Clearer roles, responsibilities, and decision-making structures have been established, improving oversight and accountability across delivery partners; - Matured Delivery Planning: The programme now has a well-defined roadmap with realistic timelines, phased implementation, and prioritised use cases aligned to NHS strategic goals; - Achievement of Programme Delivery targets: As of 31 March 2025, the programme had 72 acute trusts live with at least one product delivering benefits platform, comfortably meeting the year end target. The programme continues to generate demand and is above target for 2025/26 demand; and - Alignment with National Priorities: the programme is closely aligned with key NHS and government strategies, which has helped secure continued support and investment. | 01/04/2022 | 31/03/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2032. This is primarily due to the following factors‚ The programme remains on track to deliver to the timeframes set out in it’s business case. | 122 | 101 | 17.21 | The budget variance exceeds 5%. This is primarily due to the following factors‚ There has been an in-year variance of in excess of 5% due to a lower number of products being taken by Trusts, than was planned in the budget, A range of operational and contextual factors contributed to this outcome. Work is ongoing to review engagement approaches and identify opportunities to support improved uptake and delivery in future periods. | 1042 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1042. This is primarily due to the following factors‚ The underspend in 2024/25 does not require a change in the project’s agreed Whole Life Cost of £1042m. This position reflects the expectation that current variances are timing-related rather than indicative of a fundamental shift in overall cost requirements. The project remains on track to deliver its intended outcomes within the approved financial envelope, and ongoing monitoring will ensure that any future adjustments are identified and managed appropriately. | 777 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 777. This is primarily due to the following factors‚ The FDP is driving an innovating, benefits led approach to delivery. Benefits are reported regularly and transparently – being published on the NHS website on a dedicated Uptake and Benefits page. The FDP is delivering significant, measurable benefits, with rapid uptake. The outcomes align strongly with the business case and forecast lifetime benefits exceed the departmental baseline. | Yes - Not published on the Government Evaluation Registry | Ming Tang | DHSC_0252_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 | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ An action plan was put in place to address recommendations from the last IPA review, the Programme continues to progress against its key high-level activities, drawn from the Gateway review recommendations, Delivery activity for this phase of the Programme is drawing to a close, with focus now looking ahead to 25/26 and transitioning towards a Central Management Entity. | 01/01/2022 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ ‚ the programme has delivered in line with the timescales in the business case and is due to close before the start of the current GMPP reporting cycle. | 82.91 | 75.85 | 8.52 | The budget variance exceeds 5%. This is primarily due to the following factors‚ underspend from NHSE SDE and NHS Digitrials that flowed back to our budget late in the financial year and wider portfolio reprioritisation, which meant some planned expenses did not materialise. | 206.34 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 191 to 206. This is primarily due to the following factors‚ an increase in pass-through funding from additional funders to providers that was facilitated by the Data for R&D Programme. This increase in baseline was covered by the Programme Business Case Contingency and Optimism Bias. | 1484.98 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 1485 to 1484. This is primarily due to the following factors‚ Benefit reprofiling based on changes in spending and the funding changes for FY 24/25. | Yes - Not published on the Government Evaluation Registry | Hilary Fanning | DHSC_0253_2324-Q1 |
| NHS Digital Transformation of Screening | DHSC | Government Transformation and Service Delivery | The NHS 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. Our vision aims to implement key recommendations in Professor Sir Mike Richards review which set out the need to improve IT systems to support the safe and effective delivery of screening services. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors‚ the programme having now commenced delivery with new digital products being developed, tested and scaled. There is work in progress to secure future funding beyond 2025/6 and agree a commercial approach for technology and other partners beyond 25/26. | 01/04/2022 | 31/03/2033 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/03/2033 to 31/03/2033. This is primarily due to the following factors‚ This a 10 year change programme to deliver digital transformation of all the national screening programmes. Following the Programme Business Case (PBC) approval in July 2023, lengthy commercial approval processes meant the mobilisation of the strategic delivery partner/supplier did not start until early 2024 and was only fully mobilised in June 2024. | 25 | 24.8 | 0.8 | The budget variance is less than or equal to 5%. The budget variance was 0.8% within the 5% variance. The budget was reduced mid-year to £19m, then there was a late allocation of additional capital. Despite this the budget variance at the end of the financial year was less than 1%. | 106.69 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 113 to 106. This is primarily due to the following factors‚ The programme Baseline Whole Life Cost is currently 108.69 (£m). The forecast cost is £250.69.The forecast expenditure is aligned with the spending review, February 2025, to include costs up until 2028/29. This a bid only, however this won't be known until the funding allocation for the next spending review period is confirmed. The funding up until 25/26 is confirmed. | 15808.5 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 610 to 15808. This is primarily due to the following factors‚ Benefits have been aligned to spending review submission, February 2025, which includes additional scope beyond the currently approved business case, which run to March 2026. Benefits include the full societal benefits of early treatment of additional cancers to be detected and productivity savings from moving to digital communications and other tools. Confidence adjustments applied to all benefits following NHSE Transformation Portfolio Office assurance of the Business Case Addendum December 2024. | Yes - Not published on the Government Evaluation Registry | Steve Russell | DHSC_0069_2021-Q4 |
| PHE SCIENCE HUB | DHSC | Infrastructure and Construction | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | DOH_0017_1112-Q1 |
| Future NHS Workforce Solution 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 over 1.9 million employees, circa 5% of the working population in England and Wales. The Programme will deliver a transformed workforce solution for the NHS. The primary drivers are: - 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); - The end of premium support for the Oracle eBS software from 2035; - 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. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ the comprehensive action plan put in place to address recommendations coming out of February 2024 NISTA Annual Assurance Review; and milestones for the pilot and subsequent implementation are on track. | 23/11/2020 | 31/01/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 decreased from 28/02/2031 to 31/01/2031. 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. | 16.41 | 9.95 | 39.37 | The budget variance exceeds 5%. The budget variance exceeds 5%. This is primarily due to previously reported slippage with the critical path in the procurement project, the FBC development and approval will not conclude in this financial year, therefore activity must continue into 25/26 to conclude the procurement and produce the FBC. | Section 43 - Commercial interests | Section 43 - Commercial interests | 3372.57 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 3373 to 3372. This is primarily due to the following factors‚ 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. The reported reduction is simply due to rounding. | Yes - Not published on the Government Evaluation Registry | Jeff Pasternack | DHSC_0041_2122-Q3 |
| DIGITISING SOCIAL CARE | DHSC | Government Transformation and Service Delivery | The government is harnessing digital technology to transform adult social care: helping people to stay independent in their homes, joining up services and improving the quality of care provided. Over the last 3 years, the Department of Health and Social Care and NHS England have made significant progress to digitise the adult social care sector, through the Digitising Social Care (DiSC) programme. Digital social care records have been implemented by 78% of CQC care providers (rolling average from February 2025), improving the quality, safety and personalisation of care. The programme has done the foundational work on care technologies through testing, scaling and evaluating technologies that help people live independently in their own homes for longer. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ the improved coverage of the programme: as of Feb 2025, 78% of CQC registered adult social care providers have a digital social care record, covering 87% of people receiving CQC registered adult social care services. The programme forecasts to achieve 80% in the coming months. | 01/04/2021 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ The programme is forecasting to achieve 80% adoption in the coming months, therefore the programme is exiting the GMPP and standing up to two successor programmes to continue building on progress and sustainability. | 62 | 46 | 25.81 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The programme descoped activity to focus on core objectives. | 598 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 598. This is primarily due to the following factors‚ The whole life cost were unchanged from the original economic modelling. They reflect both government costs and cost borne by care providers maintaining and sustaining contracts. | 2952 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 2952. This is primarily due to the following factors‚ The programme validated the original benefit assumption through a time and motion study and identified additional productivity benefits. | Yes - Published on the Government Evaluation Registry | Alice Ainsworth | DHSC_0096_2122-Q4 |
| INTEGRATED SINGLE FINANCIAL ENVIRONMENT | DHSC | ICT | The objective of the programme is to procure and implement the next generation of the NHS England Group Integrated Single Financial Environment (ISFE) and associated financial services. This is 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. The service is for the NHS England Group of organisations which consists of NHS England, forty-two Integrated Care Boards (ICBs), four Commissioning Support Units (CSU) and Health Service Safety Investigations Body (HSSIB). The annual funding for the NHS England Group is £180 billion. This funding is managed through the financial and accounting system resulting in payments being made between the NHS England Group to provider organisations (Trusts & Foundation Trusts), commercial suppliers, General Practitioners (GPs), Opticians, Dentists, Pharmacists, as well as the general running costs of the organisation, e.g. payroll. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors: the programme has implemented the recommendations from the review of roles and responsibilities to ensure there is sufficient capacity and capability within the programme team as well as the suppliers to deliver it. Programme governance now reflects best practice with clear leadership on the strategic aims of the programme, appropriate monitoring and oversight of delivery, as well as strong risk and issue management. There is an updated programme plan with no overlap between critical phases which has been approved by the Programme Board and by key stakeholders. | 01/08/2018 | 31/10/2024 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/10/2024. This is primarily due to the following factors: the project end date 31 October 2024 aligns with the current approved full business case, as agreed with the Department of Health and Social Care. The revised go-live date is 1 October 2025, with a programme end date of 30 April 2026. These will be agreed formally as part of the revised full business case, which is currently underway. | 18.99 | 10.17 | 46.48 | The budget variance exceeds 5%. This is primarily due to the following factors: The baseline costs for 2024 - 2025 are based upon an original April 2024 go-live date in-line with the current approved full business case, as requested by the Department of Health and Social Care team. The current reported costs are based on the actual costs for 2024 - 2025 with the resulting underspend is due to the programme delay to go-live from April 2024 to October 2025. The forecast profile spend will be updated once a revised full business case is approved. | 208.98 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 218 to 208. This is primarily due to the following factors: that the £208 million figure is derived from the current approved full business case, whereas the £218 million are derived from the outline business case. | 200.64 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 37 to 200. This is primarily due to the following factors: that the ISFE 2 benefits case is evaluated to be c£200 million, which reconciles to the approved full business case. This is a significant uplift on the £37 million, which was previously reported as part of the outline business case. | No | Vicky Gaulter | DHSC_0067_2021-Q3 |
| NEW HOSPITAL PROGRAMME | DHSC | Infrastructure and Construction | The New Hospital Programme was set up in October 2020 to deliver a combination of health, infrastructure and major programme capital delivery. The New Hospital Programme incorporated 46 hospital schemes, which includes the replacement of seven hospitals built wholly or mostly from Reinforced Autoclaved Aerated Concrete (RAAC). | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 has improved to AMBER. This is primarily due to the following factors‚ Following the New Hospital Programme (NHP) Review, we now have an agreed, realistic implementation plan, together with agreed changes to funding to the waves approach. NHP also appointed the Programme Delivery Partner (known as Health Delivery Partnership) on 1 April 2025. | 01/01/2021 | 05/04/2046 | The project's end-date at 24/25-Q4 is 05/04/2046. This is primarily due to the following factors‚ The New Hospital Programme (NHP) is currently reporting delivery as on-track against the schedule published in the Plan for Implementation. The latest agreed version of the Programme Business Case was fully approved in February 2025, the Hospital 2.0 standardised system is well advanced, and the Hospital 2.0 Alliance procurement is progressing well. The hospitals that are being replaced due to being constructed wholly or mostly from Reinforced Autoclaved Aerated Concrete (RAAC) remain a programme priority. | 1660 | 762 | 54.1 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The baseline for the financial year 24/25 was set as part of the last Spending Review (SR20). The SR20 budget was developed pre-NHP, before the programmatic approach and the development of Hospital 2.0 system. The programmatic approach allows most of the design activity to take place centrally, reducing the level of spend in the early years. | 60008 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 60,008. This is primarily due to the following factors Whole Life Costs do not include Pre-programme expenditure, or BAU running costs for each project. This will be assessed via individual business cases and funded over the lifetime of the asset. Whole Life Costs are now based on the latest agreed Programme Business Case, which was fully approved in February 2025, and covers 46 schemes for completion by 2045/46. | 59000 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 59,000. This is primarily due to the following factors‚ This is now based on the latest agreed Programme Business Case, which was fully approved in February 2025. It includes efficiency benefits in nominal terms over 60 years post construction and inflates this by a rate of 2%. This considers cash releasing and non-cash releasing efficiency benefits, but not societal benefits as these are not counted as efficiencies. | Yes - Not published on the Government Evaluation Registry | Natalie Forrest | DHSC_0066_2021-Q2 |
| FRONTLINE DIGITISATION | DHSC | ICT | The aim of the Frontline Digitisation (FD) programme is to support secondary care trusts to procure and implement an electronic patient record system (EPR) that meets our minimum standards. The ability to access up-to-date patient medical records at any time increases safety, improves outcomes and provides productivity benefits compared with paper records. Investment in digitising the frontline will ensure health and care staff have access to health-related information when and where it is needed, supporting them to deliver care efficiently, effectively and safely, reducing variation and improving outcomes. The delivery outcomes of the programme are: • Coverage – supporting trusts without an EPR to implement one – target 96% by March 26. • Capability – supporting trusts with an EPR to replace, extend or optimise it to meet our minimum standards – target 70% by March 26. • Convergence – making decisions about coverage and capability with the aim of having fewer, more integrated EPRs serving larger populations. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The Programme made significant progress in increasing EPR Coverage and Digital Maturity across NHS Trusts but there remains a changing and unusually challenging delivery context. | 01/04/2022 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2026. This is primarily due to the following factors‚ There have been challenges with the pace at which the least digitally mature trusts have been able to move. The Programme deadline has therefore been extended from March 2025 to March 2026. The programme has been putting in place extra interventional specialist support for these trusts and we are ensuring we capture lessons learned from this cohort and respond to them. | 510 | 469 | 8.04 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Variance between Financial Year Baseline (£510m) & Financial Year Forecast (£469m) was -£41m. Therefore, the variance between the full year Baseline & Forecast was 8%. Throughout the year the programme worked with provider organisations to manage allocations and reprioritise funding where needed. At the request of the Transformation Directorate (TD), rather than re-allocate funding from trusts unable to spend it, funds have been utilised to support the directorate’s overall position. The underspend at the end of the year was c.£10m or 2% of the overall budget. In addition, to support the wider TD position the programme reprovisioned funding back to the directorate to support wider pressures in-year, to a total value of c.£30m. This gave the final outturn position of £469m against the opening budget of £510m. | 2035.2 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1982 to 2035. This is primarily due to the following factors‚ Total Departmental Baseline Whole Life Costs Range – (Mid) was £2,035.2m. This has increased from the previous baseline due to the provision of increased budget in 25/26 as agreed with DHSC/NHSE and set out in the PBC addendum that returns the programme to the budget level set out in the original PBC. | 13208 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 29814 to 13208. This is primarily due to the following factors The 4th addendum has resulted in a change to the original benefits forecast. There have been three main drivers to the change in benefits from the original PBC that has led to the revised BCR of 4.45:1 • The rephasing of funding into 25/26 means less benefit is realised within the 10-year economic assessment though these benefits would continue to be accrued from year 11 onwards. • Reduction in the societal benefit linked to sepsis mortality benefits being revised down following further econometric modelling. • Increase in non-cash releasing benefits linked to length of stay reduction following further econometric modelling. This has reduced the forecast benefits to £13.2bn. Within that total quantum there is an increase in overall productivity benefit arising from the reduction in length of stay. | Yes - Not published on the Government Evaluation Registry | Dermot Ryan | DHSC_0071_2122-Q1 |
| MODERNA STRATEGIC PARTNERSHIP PROGRAMME | DHSC | Infrastructure and Construction | Section 43 - Commercial interests | AMBER | Not set | Section 43 - Commercial interests | 22/12/2022 | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Sarah Collins | DHSC_0243_2324-Q1 |
| Open Networks Programme | DSIT | Infrastructure and Construction | The Open Networks Research and Development (R&D) Fund is the £250 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 RAN, and our ambition to: - 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; - Incentivise and de-risk accelerated deployment in the UK - to encourage and accelerate network operators to adopt and deploy open network solutions; - Develop an internationally recognised UK telecoms ecosystem - positioning the UK as a leading global market and focal point for research into open network technology. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors‚ Positive progress has been seen on final grant claims being submitted, and good attendance at closure events. Most projects remain scheduled for closure by 31 March 2025. A small amount of additional funding has been made available, and a small number of ONP projects have been given a short time extension, an extension to scope, a small amount of additional funding or a combination of these. The programme is due to undergo a Gate 5 Review in June 2025 to review the progress on closure, lessons learned and benefits realisation. Whilst most projects are coming to an end, telecoms and our future networks are as important as ever - we continue to focus on building strong relationships with industry and government stakeholders, through the short extension to the programme, ensuring continuous engagement and collaboration. Additionally, we will work on improving how we communicate the importance of telecoms to senior leaders and ministers, ensuring they understand the critical role it plays in enabling growth and productivity. | 01/09/2021 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ The majority of projects will close on 31 March 2025. A reduced team will remain in place for a number of months internally to ensure the closure of the programme is well controlled. The team has made a clear closure plan and has communicated positively with projects regarding closure activities and final report requirements. A small number of projects have been extended to ensure the projects can achieve their full range of benefits. | 98.4 | 100.5 | 2.13 | The budget variance is less than or equal to 5%. The budget variance is less than 5%. | 325 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 325. This is primarily due to the following factors‚ The whole life baseline is the same as 24/25 due to the programme being funded by the same multi-year business case. Compared to financial year 23/24-Q4, the programme's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 325. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ Monetised benefits are not captured due to the nature of the programme (R&D funding). Similarly, the timelines for projects makes it difficult to collect monetised benefits, and many qualitative and technical benefits are being collected. In addition, project-level benefits differ from the overarching Business Case benefits. | Yes - Published on the Government Evaluation Registry | Sarah Connolly | DCMS_0107_2223-Q1 |
| Met Office Supercomputer 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Supplier delivery delays have delayed our science plans which has impacted the service improvements leading to a risk of reduction in Socio Economic Benefits. | 01/01/2018 | 11/07/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 11/07/2032. This is primarily due to the following factors‚ No changes to length of the supplier contractual agreement, this remains the closure target for this investment. | 95.23 | 100.25 | 5.27 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Supplier delays have meant that the financial profile has changed, as delivery milestones and associated payments have moved to a later date. | 1242 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1242. This is primarily due to the following factors‚ The length of the contract is unchanged and we are developing interventions, redirecting the delayed spend to help recover at risk benefits. The delays are changing in year spend profiles, but this does not alter the expected whole life cost. | Mid: 11,203.00, High: 14,027.18 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 16802 to 11203. This is primarily due to the following factors‚ Supplier delivery delays have meant that benefits are at risk of not being fully achieved, within the agreed investment window. | Yes - Not published on the Government Evaluation Registry | Charles Ewen | BEIS_0005_1920-Q4 |
| MATRIX CLUSTER TRANSFORMATION PROGRAMME | DSIT | Government Transformation and Service Delivery | The Matrix Transformation Programme seeks to implement the Government Shared Service Strategy for eight government departments by modernising and consolidating back-office systems and services. This will include delivery of a new shared business process service (BPS), a combined enterprise resource planning (ERP) system including ancillary technologies, and a change in ways of working for all users. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. The programme’s overall progress and performance remained on track, with concerns being manageable well and delivery generally proceeding as planned. However, there had some delays, which including receiving and finalising volumetrics and benefits baselining data. There was a positive development with contracts secured for external support to assist with these assessments. The Change Impact Assessments (CIAs) were expected to inform the development of the Economic Model for Programme Business Case v3 (PBCv3). While the programme had sufficient information to begin PBCv3 discussions, lessons learned had to be applied to ensure future data commissions would be delivered on time. Alongside system configuration, the team mapped to where activities and tasks for new services would sit, enabling the completion of CIAs in time for PBCv3. Re-planning efforts had been undertaken to resolve conflicts and reduce risks related to decision-making and data returns. These risks did not threaten the go-live date, but required careful management to avoid placing pressure on the PBCv3 approval timeline in September 2025. | 01/04/2022 | 30/11/2027 | The project's end-date at 24/25-Q4 is scheduled to be 30/11/2027. This is primarily due to the following factors‚ The programme plan and associated critical path were baselined in October 2024 with Phase 1a go-live planned for May 2026, with subsequent phased go-lives ahead of programme end date on 30/11/2027. Factors influencing this schedule include the successful selection of a technology solution and appointment of a technology partner, appointment of a service provider and service implementation and transformation partners. These have now been done and delivery risk focuses on closing out the design phase by end of July 2025, resolving conflicts between the shared services strategy and the interoperability strategy, managing the level of change departments are undertaking when stability is needed and any impacts of the future years SR settlement. | 48.24 | 51 | 5.72 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The budget variance is marginally over the 5% tolerance, at 5.4%, the main variance was driven by changes in transition costs from external service providers. | 938 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 938. This is primarily due to the following factors‚ Whole life costs are unchanged over the period and encompass 15-year appraisal period. Whole life costs include Departmental baselines and Programme resource costs, transformation, and service integrator. | 373 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 373. This is primarily due to the following factors‚ The Matrix Transformation Programme has identified a range of benefits realised from the new shared services operating model, driven by automation, self-service, and changes to the way of working from adopting Workday best practices. These included: (1) Cash-releasing efficiency benefits. Reduction in spending due to system improvements and process alignment, allowing for more efficient practices, e.g., reduced spend on contingent labour due to improved skill management. (2) Non-cash-releasing time and Productivity benefits. Direct reduction in staff time required to complete processes, freeing up that time for reallocation to other value-adding tasks. (3) Net Run cost reductions, Reducing operational costs, e.g. due to decreased license costs. (4) Non-Cash Releasing, FTE Efficiencies: Direct reduction in staff time required to complete processes, decreasing the FTE required for that process area. | No | Richard Henshall | BEIS_0079_2122-Q4 |
| National Underground Asset Register (NUAR) | DSIT | Government Transformation and Service Delivery | The National Underground Asset Register (NUAR) is a new digital map of the pipes and cables beneath our feet. The service will improve the efficiency and safety of works and is envisaged to deliver over 4bn of economic growth over 10 years. NUAR is now operated by Ordnance Survey and is live across England, Wales and Northern Ireland. NUAR provides access to data from over 300 organisations, including most of the 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 service remains on track to move to Public Beta by spring 2025 and be fully operational by the end of 2025. The legislative updates required to achieve the full benefits of NUAR - giving users the data they need, when they need it - are being progressed through the Data (Use and Access) Bill. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The SRO's Delivery Confidence Assessment rating at 24/25-Q4 remains Amber due to delays in securing Parliamentary time to progress necessary legislative reforms to fully operationalise the service and realise the envisaged benefits of over 400m pa. The required legislative updates are now being progressed through the Data (Use and Access) Bill, which has passed both houses and is currently in consideration of amendments. As such, pending agreement between the houses Royal Assent is on track for summer 2025. Alongside the progress of the legislation, the programme has completed the development and roll out of the service across England, Wales and Northern Ireland and transitioned it to the long-term operator, Ordnance Survey. The requirements to move to Public Beta have been met, and the service is on track to be fully operational by the end of 2025. Engagement has focused on those asset owners whose assets are more critical to planning and executing excavations, as identified by asset owners, with data from over 300 of these organisations now available. | 09/08/2021 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2026. This is primarily due to the following factors‚ The programme competed the development of the NUAR service and transitioned it to the appointed long-term operator by 31/03/25, within the approved schedule. Commitments to move to Public Beta by spring 2025, and to be fully operational by the end of 2025 remain on schedule. The programme has received approval to extend by an additional 12 months to oversee the delivery of Public Beta and Fully Operational commitments, the progression of legislative measures, and to explore, through extensive stakeholder engagement and robust testing, if and how additional benefits could be delivered by increasing access to NUAR data. This funding extension has, in part, been necessitated by fall of the Data Protection and Digital Identity Bill after the general election was called in May 2024. This meant a new Bill was required to pass the NUAR measures through parliament, extending timelines, which is required to full operationalise the service and fully realise the envisaged benefits. | 11.54 | 11.16 | 3.29 | The budget variance is less than or equal to 5%. | 42.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 35 to 42. This is primarily due to the following factors‚ Funding the continuation of the programme team through the extension period to oversee the delivery of Public Beta and Fully Operational commitments, the progression of legislative measures, and to explore, through extensive stakeholder engagement and robust testing, if and how additional benefits could be delivered by increasing access to NUAR data. The WLC includes a total of £3.3m of contingency funding, secured to protect the service from any disruption or delay to the transition to its long-term operator. The intent remains that these funds will be returned by Q2 if they are not required. | 4832.57 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 4914 to 4832. This is primarily due to the following factors‚ Figures have been updated to 2024 prices, in line with figures in the 2024/25 Data (Use and Access) Bill Impact Assessment. This reduces the total benefits from an average of £491m per annum to £483m per annum. | Yes - Not published on the Government Evaluation Registry | Chris Chambers | CO_0014_2122-Q2 |
| GOV.UK One Login | DSIT | ICT | GOV.UK One Login, provides a single way for users to create an account, log in, and prove their identity to access all central government services. It replaces the previous landscape of siloed and duplicative sign-in and identity-proofing methods, providing one ‘front door’ for connected services that will continue to be operated by departments. This consolidation eliminates inefficiencies from a fragmented system of 190 individual accounts and 44 different sign-in methods. By streamlining access, this consolidation reduces costs, lowers the risk of fraud, enhances inclusion, and significantly improves the user experience, amplifying benefits to both government and citizens, ensuring it remains the ‘market-leading’ account and identity verification solution across government. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The AMBER rating reflects steady progress and strong momentum across delivery milestones, including a growing number of live services and expanded user adoption. The SRO SQA rating was driven by the programme’s demonstrable operational maturity, sustained leadership support, and positive onboarding decisions from major departments such as HMRC and DVLA over the last FY. The rating remains AMBER due to the complexity of the roadmap and ongoing dependencies on other departments for onboarding and benefits realisation. These interdependencies present delivery risks that require continued active management. The scaling of internal capabilities and steps taken on accessibility and digital inclusion are progressing positively, but overall deliverability is still contingent on cross-government alignment and sustained engagement. | 04/01/2021 | 31/03/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2028. This is primarily due to the following factors‚ The schedule has been increased in this ARMP cycle, reflecting strong delivery progress and alignment with planned milestones. Key motivators for this decision include the continued expansion of live services, the successful onboarding of significant departments (HMRC in Private Beta, DVLA, a first DWP service and some devolved administrations; e.g. Welsh Gov), and the projected scaling of user adoption. The decision to keep the programme on the GMPP for a further 3 years supports the ambition to complete onboarding of all central government services. While the programme continues to meet key internal delivery targets, the schedule remains dependent on departmental onboarding timelines and the coordination of benefits realisation across government. The leading issue facing the programme relates to ‘Service Migration’, however a number of treatments and mitigations are in place to effectively counteract service onboarding slippage. The Programme continues to iterate a features roadmap which captures the initiatives and functionality that will be delivered over the next 3 Financial years. This is closely aligned with our onboarding and migration roadmap, which shows the future ‘pipeline’ of services that will move to One Login between now and when the programme reaches critical mass. These dependencies introduce a level of complexity, but no material delays have occurred that would necessitate a change to the overall timeline. | 133.7 | 129.91 | 2.83 | The budget variance is less than or equal to 5%. As outlined below, there was an overspend during the FY 24/25 which was settled in a DSIT Investment Committee increasing the Programmes Whole Life Cost. Because of this amount being regularised and the funding envelope for One Login increased, there was no overspend by the end of the Financial Year 24/25. | 342.19 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased. This is primarily due to the following factors‚ additional funding was received via an Investment Committee and agreed between Perm Secretaries of DSIT and Cabinet Office and an addendum to the Business Case prepared. Key factors that motivated the increase in WLC in FY 24/25 were; 1. onboarding complexities that led to delays in the onboarding of key Reliant Parties this year, 2. Emergent cyber security risks related to geo political events requiring increased resilience in order to protect the programme from cyber threats, and 3. increased reliance on more expensive Managed Service Providers and Contingent Labour contractors as a result of Civil Service headcount caps which meant the Programme could not recruit Civil Servants into these roles. Significant progress has been made against each of these factors. | 3641 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased. This is primarily due to the following factors‚ The economic benefits realised by One Login increased in 2024/25 compared to 2023/24 as more services onboarded onto the programme. The benefits of the One Login programme exceeded costs in 2024/25. However, benefits were not as high as had originally been forecast. This was due to delays in some services onboarding to the programme. The benefits process in its current iteration has reached steady state. We have moved over to a more automated process for service volumes. We are now working on further improvements to the benefits modelling. | Yes - Not published on the Government Evaluation Registry | Natalie Jones | CO_0033_2122-Q1 |
| Project Gigabit | DSIT | Infrastructure and Construction | Deliver gigabit capable broadband to at least 85% of premises by 2025 and achieve full coverage as soon as possible. The government is subsidising deployment of non-commercial premises through Project Gigabit, other than premises which are not affordable or do not represent value for money. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ UK Gigabit coverage reached 87.1% in March 2025, according to Thinkbroadband, meaning the key Project Gigabit Programme target of 85% coverage by the end of 2025 has been met. The programme is progressing largely to plan but there are some concerns over supplier access to finance and supply chain risks that may impact delivery. | 01/04/2021 | 31/12/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2030. This is primarily due to the following factors The government’s target at Q4 2024/25 was for next-generation, gigabit broadband to be available to 85% of the UK by 2025 and nationwide by 2030. | 423.3 | 149.3 | 64.73 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The budget variance is a result of factors including the need for projects to re-plan to take account of changes in commercial coverage, and supplier delivery issues including highways access and wayleaves. | 5404 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 5404. This is primarily due to the following factors‚ Answer - There is no visibility to support the updated amounts submitted for year 2033 which should have remained in line with Q4 23/24 submission. This seems to be consistent with an error in submission as we are not expecting RDEL spend to drop between both submissions. We are however expecting RDEL spend to be updated once we have more clarity on the RDEL envelope approved following Spending Review discussions and therefore will be updated in future returns. | 8202 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 8202. This is primarily due to the following factors‚ Baseline benefits have decreased from £8,202m (Q4 2023/24) to £5,434m (Q4 2024/25). This is mainly due to the change in counterfactual between these two quarters, which decreased counterfactual prems from about 967k to 550k prems. The counterfactual was originally the EECC counterfactual, which delivered prems up to 2037/38. However, the new counterfactual assumes Project Gigabit is cancelled at the end of 2025/26, which results in less counterfactual prems being delivered. | Yes - Published on the Government Evaluation Registry | Dean Creamer | DCMS_0019_2021-Q4 |
| Shared Rural Network | DSIT | Infrastructure and Construction | The Shared Rural Network (SRN) programme is a deal between government and the four Mobile Network Operators (MNOs) - EE, Virgin Media O2, Vodafone and Three (with obligations flowing through to any subsequent merged entity). It has achieved its overarching objectives of delivering 4G coverage to 95% of UK landmass, 280,000 premises and 16,000km of roads over 12 months ahead of the programme deadline of the end of 2025, with the most significant coverage improvements in rural parts of Scotland and Wales. The SRN programme is split between public and privately funded elements and underpinned by the MNOs’ spectrum licence obligations. In line with the six-year capital funding period, the MNOs’ legally binding spectrum obligations for the SRN, which are still yet to be met, must be achieved by January 2027 and the programme will continue to deliver coverage improvements up to that point. Having achieved the overarching objectives of the SRN programme, government and the MNOs have worked together to agree a revised plan to target remaining deployment of infrastructure in places where the benefit will be felt the most. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The SRN Programme team is undertaking steps to act on the recommendations in the January 2025 Gateway 0 Review. These focused on refining the remaining delivery of the programme (given achievement of the overall objectives) to maximise effectiveness of the governance and value derived from the programme, improving communications to further align and strengthen stakeholder support, and ensuring the team's operating model is ready for the longer-term grant funding claims operation. Significant progress has been made in all areas: BDUK has agreed a revised, targeted delivery portfolio with the MNOs with improvements to the associated reporting requirements, Mova and BDUK own a joint communications strategy, and BDUK has a plan to support an increased volume of grant claims, which has also been informed by findings from a recent GIAA audit of the SRN programme’s grant management processes. Updates to the PAC recommendations were also published in March, confirming completion of cost assurance work, a refreshed benefits model, and improved access to management information to effectively monitor delivery progress. | 11/03/2020 | 11/03/2040 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 11/03/2040. This is primarily due to the following factors‚ The Grant Agreement allocates 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. | 95.4 | 33.3 | 65.09 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Underspend in the current financial year has occurred due to reprofiling and slippage into later financial years of the programme. This is primarily the result of government working with the MNOs to revise the delivery plan in light of the SRN programme hitting its overall objectives over 12 months ahead of schedule. | 512 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 512. This is primarily due to the following factors‚ The grant funding envelope was set by the HMT-approved business case in 2020 and continues to be sufficient to deliver the programme effectively. A reduction in the Whole Life Cost can be expected for 25/26 when the revised approach to the programme that has been agreed with the MNOs, takes effect. | 1351 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 1351. This is primarily due to the following factors‚ Benefits are accounted for in real prices (base year 2019/20) as they are adjusted for inflation over time. This is in line with the 2020 business case, which used real benefits (base year 2019/20). | Yes - Published on the Government Evaluation Registry | Dean Creamer | DCMS_0020_2122-Q1 |
| CONTINUING THE MOVE TO UNIVERSAL CREDIT | 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. It was legislated for in 2012-13 with national rollout of the UC Full Service completed in December 2018 and scheduled to complete migration of remaining legacy claimants including Employment Support Allowance (ESA) and ESA+ Housing Benefit (HB) claimants by March 2026. UC Programme formally closed 31 March 2025 with oversight of the continued safe delivery of UC transitioning to the newly formed Working Age Services Directorate and accountability for completing all migrations by March 2026 transferring to Director General, Jobs and Careers Service. | GREEN | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors. The overall Delivery Confidence Assessment Rating remains Green, reflecting the completion of the 2024/25 migration plan enabling the successful closure of Tax Credits, the positive and sustained progress with exceeding Employment and Support Allowance (ESA) and ESA & Housing Benefit (HB) monthly profiles and agreement to an accelerated profile to support completing all migrations by March 2026. Given the excellent progress, and supported by the IPA Gate 5 Assurance GREEN confidence rating, the Programme was formally closed on 31 March 2025 with oversight of the continued safe delivery of UC transitioning to the newly formed Working Age Services Directorate. | 17/11/2011 | Low: 31/03/2025, Mid: 31/03/2025, High: 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors. Given the continued excellent progress, including enabling the successful closure of Tax Credits and sustained progress with exceeding remaining monthly profiles, the Programme was formally closed as planned on 31 March 2025. | 2174.07 | 2128.51 | 2.1 | The budget variance is less than or equal to 5%. No additional narrative as the UC project was within the +/- 5% in year variance tolerance | 17305 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 17305. This is primarily due to the following factors, Latest HM Treasury approval point was set in the Full Business Case in December 2022. There has been no variation or amended from this viewpoint | 70638 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 70638. This is primarily due to the following factors, Latest HM Treasury approval point was set in the Full Business Case in December 2022. There has been no variation or amended from this viewpoint | Yes - Published on the Government Evaluation Registry | Neil Couling | DWP_0009_1112-Q1 |
| BUILDING SAFETY REGULATOR | DWP | Government Transformation and Service Delivery | The mandate for a new regulatory model was set out in the Building Safety Act, taking forward the Government’s commitment to fundamental reform of the building safety system: to learn the lessons from the Grenfell Tower fire and remedy the systemic issues identified by Dame Judith Hackitt in her Independent Review of Building Regulations and Fire Safety, published in May 2018. The key objectives of the programme were to:- Drive improvements in regulation of high-rise residential and other buildings in scope of a new, enhanced regulatory regime (HRB function); Establish professional registers and competence standards for registered building inspectors and registered building control approvers (RBCAs, formerly known as Approved Inspectors); Encourage improvements in industry, professionals and tradespeople and building control competence and organisational capability across all buildings (Competence Function); and Improving regulatory oversight of all buildings (Oversight Function). • This is being delivered by HSE (Health and Safety Executive) | GREEN | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ The programme achieved all major and legislative milestones as planned delivery to both time and under budget. The transition in to HSE support teams concluded and the programme achieved a GREEN rating from the Gate 5 Operations Review and Benefits Realisation independent assurance review in February 2025. | 01/03/2021 | Low: 31/03/2025, Mid: 31/03/2025, High: 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ When the project was initially approved, the Building Safety Regulator was scheduled to become operational in FY24-25. This milestone was successfully achieved, and the project transitioned to operational status as planned. This success was made possible by the hard work and commitment of everyone involved, whose dedication ensured the timetable was met. | 909.74 | 824.74 | 9.34 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The project's costs have been periodically reviewed and influenced by several factors, including resource availability and capacity constraints, both of which have affected the level of cost-recoverable income. | Low: 909.74, Mid: 909.74, High: 909.74 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 910 to 909. This is primarily due to the following factors‚ Resource availability and capacity restraints affected spend (both revenue and capital). | Low: 3,601.00, Mid: 3,601.00, High: 3,601.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 3601. This is primarily due to the following factors‚ Long term benefits will be realised over multiple decades, evaluation appraisal has now commenced. | Yes - Not published on the Government Evaluation Registry | Angela Storey | DWP_0008_2122-Q2 |
| Workplace Transformation | DWP | Government Transformation and Service Delivery | The Workplace Transformation Programme (WTP) is a 10-year programme to support the change to the Department’s operating model, consolidate the estate to the right size and shape and provide more flexible, efficient and better-quality sustainable buildings in alignment with the Government’s greening commitments, Places for Growth, levelling up the economy and building back better. Throughout the transformation, WTP remains committed to proactively support colleagues and customers through this period of change. WTP is working with other Programmes to modernise the services underpinning the DWP ambition of becoming a simpler, cheaper, and more efficient organisation, enabling our people to deliver quality outcomes; reflecting citizens’ and the Modern Civil Service’s needs: enhancing lives; enabling success; and ensuring value. WTP will deliver far more than a smaller, better, and greener estate modernisation. It will fundamentally reshape our support to customers, how we work, where we work and when we work, helping to make DWP a great place to work. It will also change the way people work through investing in new ways of working, changing the way staff use buildings by more flexible ways of working and to deliver on the Department’s obligations to fully embed Smarter Working and PAS 3000 standards and supporting the shift towards the delivery of digital services. WTP requires significant capital investment but delivers significant financial and social benefits each delivery year by consolidating and improving our workplace with a direct positive impact on customer experience and outcomes throughout the programme’s lifecycle. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The IPA review carried out during September 2024, assessed the Programme as Amber indicating that while there are significant challenges, the Programme is feasible and achievable. The Programme has almost completed its action plan to address the recommendations made, with just one remaining action due to be concluded by the end of July 2025. 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 programmes. | 01/07/2020 | 31/03/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2030. This is primarily due to the following factors‚ WTP is complex, and as an enabling Programme it has a number of key dependencies including future size of the workforce, how that workforce is deployed, and the underpinning ways services are delivered (the operating model) during modernisation/transformation. The second iteration of the Programme Business Case (PBC) was approved by HMT in October 2023 with a third iteration currently with HMT awaiting approval as per annual refresh and iteration processes. The programme has been developing plans for 2025 to 2028, aligning its modelling with its Spending Review bid and scheduled lease expiry events in 2028, across the DWP estate. The Programme achieved its planned deliverables to ‘right size’ and improve the quality of the estate in 24/25. Deliverables achieved included: • Closure of selected ‘Back of House’, Front of House and Temporary Jobcentre sites • Investment work in sites to improve the standard of buildings and increase and improve the provision of Learning Design and Development rooms • Progression of high-profile office moves in London, Blackpool, and Newcastle • Installation of electric car charging points • Provision of cycle storage • Installation of Under Setting Sensors to improve our understanding of space utilisation within sites • Feasibility work to inform future investment and divestment of sites The Programme has been leading on the implementation of 60% In Office Attendance across the Department. Progress has been made to enable this. A Business Change approach has been developed to embed working practices which enable and encourage our colleagues to use our buildings effectively, helping us to; maximise the utilisation of our sites, support the development of inclusive communities, cultures and connections in our offices and deliver return on our investment. | 196.17 | 113.45 | 42.17 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The HMT approved baseline/departmental baseline is based on PBC2 which was completed in May 2023. Since then, the outturn has been subject to changes and reflects the latest delivery plans. There are a number of reasons for the movement between PBC2 and the 24/25 outturn. Firstly, cost assumptions have been updated since PBC2 to reflect the outcome of feasibility studies, and a series of deep dive scrutiny sessions. Some projects have not progressed whilst there are other projects that have been approved after the PBC2 was submitted. Excess fares in PBC2 have been removed, partly due to reductions in eligibility / take up and the balance being absorbed by the business. Other outturn reductions relate to a lower Programme staff cost as recruitment has not progressed as originally forecast. Enabling functions costs have been revised, along with a reduction in expenditure for Workplace Management Solutions due to the firming up of the preferred option. These movements were offset by dilapidations costs being higher than anticipated due to movement from the previous year as a result of extended negotiations to secure the best value settlement. | 3506.7 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 830 to 3506. This is primarily due to the following factors‚ There has been a change to data presentation only. Previously the HMT Approved/Departmental baseline recurrent costs were netted off in the benefits tab, hence benefit tab reflected the net benefits position. For Q4 for presentational purposes only, gross HMT Approved/Departmental baseline recurrent costs of £2,676.9m have been removed from the benefits tab and input under the costs tab (under recurring new costs). The net effect of this movement is nil. | 5645.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 2969 to 5645. This is primarily due to the following factors‚ There has been a change to data presentation. Previously the HMT Approved/Departmental baseline recurrent costs were netted off in the benefits tab, hence benefit tab reflected the net benefits position. For Q4 for presentational purposes only, gross HMT Approved/Departmental baseline costs of £2,676.9m have been removed from the benefits tab and input under the costs tab (under recurring new costs). The net effect of this movement is nil. | Yes - Not published on the Government Evaluation Registry | Andrew Goodman | DWP_0013_2122-Q2 |
| Connect to Work | DWP | Government Transformation and Service Delivery | Connect to work will deliver, through grant funding to Local Authorities , a national voluntary supported employment programme focused on helping disabled people, people with health conditions and people with additional barriers to employment into sustained work. Once fully rolled out across England and Wales, Connect to work is expected to support up to 100,000 people per year to enter or remain within sustained employment. It will do this by providing locally-based employment specialists, offering intensive/ personalised support based on proven Supported Employment models – Individual Placement and Support (IPS) and Supported Employment Quality Framework (SEQF). | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ West London Alliance was the first accountable body to start delivering Connect to Work on 28 April 2025. The majority of accountable bodies (AB's) have submitted delivery plans, all of which are currently under review by the appropriate panels. The Programme Business Case was approved by the Investment Committee on 29 April 2025, enabling progression to Treasury Approval Point which is scheduled for June 2025. Funding is secured for three years, after which further approvals will be required. Connect to Work continues to work with Job Centre Plus as more ABs begin implementation. | 01/04/2023 | 31/03/2030 | The project's end-date at 24/25-Q4 is scheduled to be 31/03/2030. This is primarily due to the following factors‚ Grant Funding Agreements that have or are due to be put in place with Accountable Bodies, this end date refers to when the service is due to end, based on current plans and assumptions. | 73.8 | 68.9 | 6.64 | The budget variance exceeds 5%. This is primarily due to the following factors‚ a pause in implementation due to general election. | 1373.8 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 1373. This is primarily due to the following factors‚ grant funding for local areas to deliver supported employment. | 2293.7 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 2293. This is primarily due to the following factors‚ AME savings and societal benefits. The benefits currently identified for the Connect to Work (CtW) programme were selected through a structured, evidence-informed process to ensure alignment with the Programme and DWP strategic intent and delivery objectives. These benefits are designed to reflect the programme’s core aim of supporting individuals with disabilities, long-term health conditions, or complex barriers into sustained employment. | No | Angus Gray | DWP_0304_2324-Q3 |
| 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 | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at 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 the following factors. 1) SMP’s highly ambitious and long-term transformational programme can only be confirmed as GREEN as it nears the end of its overarching delivery cycle. 2) There are 10 recommendations, the majority of these have been addressed, with work progressing well on the remaining actions. IPA Report that successful delivery of the programme/project to time, cost and quality appears feasible but significant issues already exist requiring management attention. These appear resolvable at this stage and, if addressed promptly, should not present a cost/schedule overrun. We accepted the Review Team's recommendations in full and a number of the recommendations have already been delivered we are confident that recommendations will be address for the next IPA assessment The next IPA assessment is due to commence in July. | 01/04/2022 | Mid: 31/03/2033, High: 31/03/2033 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2033. This is primarily due to the following factors‚ Compared to financial year 23/24-Q4 the project's end-date at 24/25-Q4 remained on schedule. This is due to the following factors: Over the past 12 months the Programme has continued to deliver to plan with 17 major milestones delivered, transforming services for our customers and colleagues. A Programme of this size, scale and complexity does occasionally result in some variance in key deliverables. Where this has happened, variance has been managed with no tolerance breaches to report. The Programme’s financial benefit position remains healthy. The latest data available demonstrates the Programme is on track to deliver our financial savings forecasts. Our benefits position has been revised upwards. The Programme's non-financial benefits remain healthy with positive feedback from our customers and our colleagues. We continue to embed new ways of working, and changing our culture, which will be further accelerated this coming financial year. We remain mindful of the associated risks and complexities in this area. Funding for PBC2 has been approved until end of September 2025, and an updated version of PBC2 will be shared with HMT shortly to secure spending for the remainder of 25/26. We have already commenced engagement with HMT around funding discussions for the next SR period. | 88.36 | 95.62 | 8.22 | The budget variance exceeds 5%. This is primarily due to the following factors‚ 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. 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. Budgets were transferred into the programme to match this spend. 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 | 763.61 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 449 to 763. This is primarily due to the following factors‚ The budgeted whole life costs remain the same at £763.6m, as what was approved in May 2023 for the Programmes Business Case. | 1184.12 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 1026 to 1184. This is primarily due to the following factors‚ SMP’s agreed baseline financial benefits are £1,184m. At Q4 our forecasted financial benefits have increased from £1,330m to circa £1,432m (c8%). This is driven by the updated workload forecasts from Spring 2023 (used in PBC2) to Winter 2024, leading to greater modernisation savings as fewer members of staff are required. For the full PBC period (22/23 to 32/33), SMP are on track to deliver the financial savings forecasts. | Yes - Not published on the Government Evaluation Registry | Matthew Briggs | DWP_0217_2223-Q4 |
| Health Transformation Programme | DWP | Government Transformation and Service Delivery | The Health Transformation Programme (HTP) is transforming the service that supports over 2 million people with disabilities and health conditions who apply for health-related benefits every year, putting claimants at the heart of the service to provide the best possible experience (which is also more efficient and cost effective). We are concentrating on key areas including: • Providing greater choice for how Personal Independence Payment (PIP) assessments are conducted i.e. use of video assessments. We have already introduced telephone assessments – which can also be recorded upon request. • Better use of medical evidence and data-sharing. We will improve how we use information, including working more closely with the NHS and sharing data more effectively, improving the quality of decisions we make, and the level of support we can provide. • Better support and signposting. Making people aware of other benefits and services which could help them, so that they can more easily access the support they need. This can be particularly helpful when people are claiming benefits for the first time. • Reducing Disputes and Appeals. Mandatory Reconsiderations (MR) give people an early opportunity to challenge our decisions, with an effective MR process meaning fewer decisions going to appeal. Appeals are stressful and time-consuming for claimants, as well as costly for government. We want to improve the way we make decisions, focusing on how we gather information and make this available to everybody involved in the decision-making process. Objectives will be delivered across three broad areas of work: • Transformation of the entire PIP service, from finding out about benefits and eligibility through to applications, decisions and payments, aiming for all PIP new claims to go through the new service by 2029/30 • Development of a new approach to health assessments that is more efficient and tailored to customer needs that will be fully implemented by 2029/30 • HTP will play a key role in delivering the government’s Health & Disability reforms | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Following Gate 0 review in Q4 24/25, the IPA awarded HTP with an amber rating accompanied with 6 critical recommendations. This enabled the programme to proceed to the next stage, with the recommendations being progressed, and will report back to IPA/NISTA by end Q2 25/26. | 28/03/2018 | 28/09/2029 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 28/09/2029. This is primarily due to the following factors‚ The programme end-date reflects the end date of the five-year Functional Assessment Service contracts, which run to September 29. | 367.42 | 434.73 | 18.32 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The adverse Variance of £67m is primarily driven by the Functional Assessment service (FAS) (£42m) where additional funding was secured from HMT in Spring 2024 to increase the volumes of assessments within the FAS contracts. This additional funding was not included in FAS business case and therefore is not part of the baseline. The remaining variance of £24m relates to FAS IT, where the Baseline reflects an original planned go-live in 2023/24. Go-live was subsequently delayed until September 2024 which resulted in a higher level of costs being incurred during 2024/25 than originally anticipated. | 2987.05 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 3165 to 2987. This is primarily due to the following factors‚ Movement is largely the result of updating baselines to reflect the latest HMT approved Programme Business Case (PBC). | 18807.18 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 5458 to 18807. This is primarily due to the following factors‚ Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 5458 to 18807. This is primarily due to the following factors - Movement is largely the result of updating baselines to reflect the latest HMT approved Programme Business Case (PBC) which was based on the programme delivery plan to 2029/2030 as of August 2023. The updated programme business case includes wider societal savings driven by policy reform, which were not reflected in the programmes previous business case. | Yes - Published on the Government Evaluation Registry | James Bolton | DWP_0028_1819-Q3 |
| SYNERGY PROGRAMME | DWP | Government Transformation and Service Delivery | The Department for Environment, Food & Rural Affairs (DEFRA), Department for Work and Pensions (DWP), 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). It focusses on 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. Every year the Government spends around £525m on shared services. This provides business critical services like HR, finance, payroll and procurement for around 500,000 civil servants, 230,000 military personnel and reservists, and one million veterans. It makes around 15 million financial transactions at a value of £278bn. So far 286 siloed departmental based systems have been discovered and the majority are approaching end of life, are increasingly expensive to maintain and cyber vulnerable. They need to be replaced. In 2021, it was estimated a direct cost of £1.7- £2 billion (2020 prices) to replace shared service systems individually by department, delivering approximately 10% annual savings. The Government strategy is estimated to realise double those annual cashable savings as well as over £2bn of additional efficiencies and productivity benefits by bringing departments together to form clusters to transform shared services. Synergy is one of the clusters formed as part of this initiative. We are a cross-departmental programme developing and implementing this shared services transformation across: DWP, Defra, Home Office, and MoJ. These departments support more than a quarter of a million officials and public servants who deliver some of the most vital and high-risk public services in our country. Working as a ‘cluster’ gets the best results, allows for better data sharing, better decision-making, and simpler processes. Joint decisions allow us to put users and the collective benefit first. Synergy will transform the business-critical services (people, finance, commercial) for the four departments. It will be delivered through shared capabilities and technology as a platform for innovation, automation and improved customer experience. It will make it easier for our people to do their job and deliver efficiencies that free up resources to focus on public outcomes. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors‚ This was due to feedback from stakeholders raising concerns with the previous SRO about losing confidence in the Programme's leadership, unclear roles and responsibilities and ways of working in the Programme and the lack of a coherent integrated Programme plan. On the Q2 GMPP report for 2024/25 the then SRO assessed the Programme as Red. Subsequently 2 further Infrastructure and Projects Authority (IPA) reviews have taken place, the first was an assurance review as a response to the red assessment (December 24) followed by a Gate 0 review to assure progress was being made and that the Programme was on track. Although the review delivery confidence remained as Red, the report acknowledge the significant work that has taken place and that the Programme is on the right trajectory. It stated that all the recommendations from December had been addressed but there had not been enough time for the changes to have worked through into live running. An Assurance of Action Plan review is being planned for late July early August 2025. | 01/04/2021 | 29/12/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 29/12/2028. This is primarily due to the following factors‚ As of 31 March 2025 the Programme was still working to an end of Programme date of 29 December 2028. However we currently working through a change request which will move the Programme’s end date into early 2029 and once approved though governance it will be reported to GMPP accordingly. | 104.49 | 83.11 | 20.46 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Delivery plans and final costs have been refined from the estimates made at Outline Business Case leading to an underspend in 2024/25 | 2450.59 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 2488 to 2450. This is primarily due to the following factors‚ The total forecast for this programme between FY2021/22 and FY2036/37 is £2337.23m vs £2450.59m baseline which represents the financial case of the full business case in nominal terms. To arrive at these figures, we assessed the financial costs over both a 10- and 15-year period and compared the total and incremental costs of options against a funding baseline position. The baseline, shown in the the full business case is assumed to include all recurrent costs incurred by the departments for existing ERP technology and the BPS provider. The move to full business case from outline business case has reduced the baseline from £2487.74m to £2450.59m | 776.12 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 1089 to 776. This is primarily due to the following factors, Baseline numbers were refreshed to reflect movement in the functional HR/Finance/Commercial teams impacted by the Programme. Optimism Bias was reviewed and in some cases increased, to reflect the lack of design maturity and confidence against the process benefits. The position is being recovered and improved for 25/26 and FBC2 with current modelling demonstrating a c£44m p.a. improvement. | No | Dianne Jeans | DWP_0042_2122-Q3 |
| PENSIONS DASHBOARD PROGRAMME | DWP | ICT | The Pensions Dashboards Programme (PDP) is being delivered by the Money and Pensions Service (MaPS). 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 pensions. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The SRO's amber rating aligns with the rating provided by the recent IPA assurance review, and reflects the good progress made with delivery since the programme exited reset last year. A number of key milestones have been delivered including HMT approval of the revised programme business case; the successful connection of our pathfinder organisations to the central digital architecture; continued good progress with the connection of our voluntary participants; and we are on track to commence citizen testing of the end-to-end service in summer 2025. The programme operates within a particularly complex delivery landscape, and there are a number of critical dependencies and risks that are being actively managed and tracked by the Programme Board. | 01/04/2019 | 31/03/2027 | The project's end-date at 24/25-Q4 is scheduled to be 31/03/2027. This is primarily due to the following factors‚ The programme is on track to deliver to its scheduled end date of March 2027. All pension schemes and providers have now been given dates in guidance by when they should connect to the dashboards ecosystem, and a legal deadline of 30 October 2026 by when they must. | 26.1 | 28.1 | 7.66 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The in-year spend for FY 2024/25 was £2m higher than the baseline forecast, a variance of 8%. This was driven by the delivery of additional change work identified during programme reset. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 0. This is primarily due to the following factors‚ Programme benefits will accrue from the point of launch of the service. The launch date has yet to be decided. | Yes - Not published on the Government Evaluation Registry | Iain Patterson | DWP_0029_2021-Q4 |
| FE Capital Transformation | DfE | Infrastructure and Construction | The Further Education (FE) Capital Transformation programme will upgrade and transform the FE college estate. It will support the FE sector to deliver its reform agenda and to support the levelling-up of learner and labour market needs across the country, with greater emphasis on technical education and vocational training. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Section 43 - Commercial interests. | 01/04/2020 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2026. This is primarily due to the following factors‚ The programme comprises multiple rebuilding projects across college campus sites nationwide, with the majority complete by March 2026. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Ailsa Harris | DFE_0015_2021-Q3 |
| SCHOOL REBUILDING PROGRAMME | DfE | Infrastructure and Construction | The School Rebuilding Programme was announced in June 2020 to carry out major rebuilding and refurbishment projects at primary, secondary and sixth form college buildings across England, with buildings prioritised based on their condition. The ten-year programme launched with a commitment to 500 rebuilding projects over the next decade, replacing poor condition and ageing school buildings with modern, energy efficient designs. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Section 22 - Information intended for future publication. | 29/06/2020 | Section 22 - Information intended for future publication | Not set | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Jane Balderstone | DFE_0018_2021-Q3 |
| LIFELONG LEARNING ENTITLEMENT | DfE | Government Transformation and Service Delivery | The Lifelong Learning Entitlement (LLE) was announced by the Government in 2020 and responds to recommendations in the Augar Review of post-18 education and training. The LLE will deliver a transformational change to the student finance system in England, by broadening access to high-quality, flexible education and training. The LLE will launch in academic year 2026/27 for learners studying courses starting on or after 1 January 2027. From launch, it will provide individuals with a loan entitlement the equivalent to four years of full-time undergraduate tuition fees for use over their working lives to learn, upskill and retrain. Learners will be able to use this new entitlement more flexibly than ever before to fund individual modules as well as full courses at Levels 4 to 6, regardless of whether they are provided in colleges, universities, or independent providers. It will create opportunities for both young people and adults to develop the skills needed to succeed in life, contributing to growth across the entire country. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Section 22 - Information intended for future publication. | 30/09/2020 | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Patrick Curry | DFE_0109_2223-Q1 |
| TEACHER DEVELOPMENT REFORM PROGRAMME | DfE | Government Transformation and Service Delivery | The Teacher Development Reform (TDR) Programme is part of the wider reforms to Teacher Continual Professional Development (CPD) set out in the DfE Teacher Recruitment and Retention Strategy and Chapter 1 of the DfE 'Opportunity for all: strong schools with great teachers for your child’ White Paper published in March 2022. The TDR Programme includes the Early Career Framework (ECF), National Professional Qualifications (NPQ) and National Institute of Teaching (NIoT) projects. These innovations are part of the investment in our teachers and leaders which include a funded two-year induction programme for Early Career Teachers (ECTs) and funded training support and time off timetable for their mentors and Specialist and Leadership NPQs and reforms to our existing Leadership NPQs. Alongside this, The NIoT aims to become England’s flagship teacher training and development provider and will offer exemplary delivery of Initial Teacher Training, ECF and NPQs. It will also draw on and produce cutting-edge research and disseminate best practice to further improve the quality of teacher training nationwide. The driving force behind these reforms is to ensure an excellent teaching profession and ultimately improve pupil outcomes through the Departmental objective to improve teacher quality. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors, The programme remains on track and is rated Green to reflect our most recent NISTA gateway review, and the closure of key issues on achievement of recruitment targets on the NPQs. Risks remain around securing sufficient funding for providers to remain in market for 2025 and beyond. This risk is being mitigated through a number of management options including (but not limited to) ensuring the future NPQ cohorts are included in the departments spending review, and working with the provider market to assess different options for the future delivery of NPQs, that might secure better economies of scale. The ECF procurement outcomes were announced in January 2025 as part of a package of teacher development updates. The programme is entering its final stages of closure culminating in a NISTA (formerly IPA) Gate 5 review planned for June 2025. | 01/11/2018 | Low: 31/07/2025, Mid: 12/02/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 12/02/2026. This is primarily due to the following factors, The programme is entering its final stages of closure culminating in a NISTA Gate 5 review planned for June 2025, with an expected closure date to follow once a Gate 5 review is complete. | 209.23 | 188.39 | 9.96 | The budget variance exceeds 5%. This is primarily due to the programme comprising demand led spend. This has resulted in an underspend against baseline expectation in FY24/25. | 940.46 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 750 to 940. This is primarily due to the following factors, The previous baseline forecast concluded at the end of FY24/25. Following business planning activity, forecasts have been updated to incorporate the new budgets. | 169.28 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from £0m to £169m. This is primarily due to the following factors, TDR programme reported benefits of £117m (actuals) in FY23/24 and £169m (actuals) in FY24/25-Q4. The benefits value increased between the two years, primarily as there were additional savings from the area of Teaching School Hubs and a reduction in teacher wastage. There was an error in reporting for the previous financial year. The figure for monetised benefits in FY23/24 should have been £117.5m | Yes - Not published on the Government Evaluation Registry | Emma Hubball | DFE_0014_2021-Q2 |
| HIGHER TECHNICAL EDUCATION | DfE | Government Transformation and Service Delivery | The decision was made that HTE programme will have delivered the majority of funded activity in its programme business case (PBC) by March 2025, and it is therefore appropriate to move towards to closure of the programme. Instead, resources will be redeployed efficiently, allowing the Department to pivot quickly, and to work in a more agile way, as the new ministerial team's future priorities and ambitions for Level 4/5 and HTQs are emerging. This was agreed with DfE senior leadership, Skills Portfolio, DfE Major Projects, NISTA (formerly IPA), and the HTE Delivery Board. Preparations for programme closure began in early 2025. There had been no response from the sector during the reporting period in response to the early closure of the programme. The uncertainty of the impacts resulting from the early closure influenced the rating for this quarter. During this quarter, the programme was still live and in delivery but moving quickly to prepare for the Gate 5 review, planned for mid-May 2025 (the final delivery confidence rating from that review was green) There has been close working with the Major Projects Team and NISTA to plan for and assemble all the evidence required for closure. In particular, significant work was done in this quarter to shore up the benefits realisation and monitoring plans, reflecting a refresh in programme trajectories, and to review risks, issues, and interdependencies with key stakeholders, ensuring appropriate and sufficient governance would be in place after transition to business-as-usual. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The decision was made that HTE programme will have delivered the majority of funded activity in its programme business case (PBC) by March 2025, and it is therefore appropriate to move towards to closure of the programme. Instead, resources will be redeployed efficiently, allowing the Department to pivot quickly, and to work in a more agile way, as the new ministerial team's future priorities and ambitions for Level 4/5 and HTQs are emerging. This was agreed with DfE senior leadership, Skills Portfolio, DfE Major Projects, NISTA (formerly IPA), and the HTE Delivery Board. Preparations for programme closure began in early 2025. There had been no response from the sector during the reporting period in response to the early closure of the programme. The uncertainty of the impacts resulting from the early closure influenced the rating for this quarter. During this quarter, the programme was still live and in delivery but moving quickly to prepare for the Gate 5 review, planned for mid-May 2025 (the final delivery confidence rating from that review was GREEN) | 01/10/2019 | Low: 30/05/2025, Mid: 30/05/2025, High: 30/05/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 decreased from 01/09/2027 to 30/05/2025. This is primarily due to the following factors‚ The programme was set to deliver all funded activity in the programme business case by March 2025. A change in Government meant that the previous policy levers and ministerial ambitions were no longer in place. After the first Spending Review of the new Government, more funds were not made available for new activity not included in the existing business case. Subsequently, it was appropriate to move to close HTE as a programme and redeploy resource to support wider and ongoing work to drive up quality in provision, demand and accessibility at Levels 4 and 5. | 27.9 | 4.7 | 83.15 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The reduction in budgets is primarily due to the decision not to proceed with the rollout of the Skills Injection Fund 3, as originally planned. This change was formally communicated to our providers in February 2025. Additionally, there were clawbacks from both the Higher Technical Education Growth Fund and Skills Injection Fund 1. These clawbacks were triggered by underperformance against predicted learner numbers and were subject to the performance recovery clause. There was also further clawback from the Higher Technical Education Skills Injection Fund 2, where some providers had not fully spent their allocated funds. | 176 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 176. This is primarily due to the following factors‚ This is unchanged from last year. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This is unchanged from last year – no monetised benefits have been calculated for this programme. | Yes - Not published on the Government Evaluation Registry | Sophie Pinn | DFE_0173_2223-Q2 |
| 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 | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors‚ Although the programme closed eight months after the end of NTP delivery in schools, its objectives were met, and this period was largely required for administrative financial reasons. | 01/07/2020 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/07/2024 to 31/03/2025. This is primarily due to the following factors‚ The original project end date reflected the end of the NTP delivery in schools. In order to claw back unused funds from schools and close down, the project continued until 31/03/25. | 66.1 | 69.5 | 5.14 | The budget variance is less than or equal to 5%. No comment | 1125 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1125. This is primarily due to the following factors‚ This is unchanged from last year. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This is unchanged from last year – no monetised benefits have been calculated for this programme. | Yes - Published on the Government Evaluation Registry | Patrick Carey | DFE_0020_2021-Q4 |
| SKILLS BOOTCAMPS | DfE | Government Transformation and Service Delivery | Skills Bootcamps is a project to deliver free courses for adults typically lasting up to 16 weeks, available across a range of sectors. Developed by training providers working in partnership with employers, Skills Bootcamps help people develop priority skills that are in demand at both local and national level. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The project has not yet been re-assessed through a NISTA Gateway Review, though one is planned for June 2025. | 01/04/2020 | 29/05/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 29/05/2026. This is primarily due to the following factors‚ We expect that the programme will exit the GMPP as Mayoral Strategic Authorities increasingly assume responsibility for adult skills delivery from FY26-27. | 233.9 | 227.2 | 2.86 | The budget variance is less than or equal to 5%. | 785.55 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 640 to 785. This is primarily due to the following factors‚ Following the 2024 Autumn Budget and Spending Review, the programme received additional funding to enable a further year of delivery in FY25/26, in local areas and Established Mayoral Strategic Authorities receiving integrated settlements. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This is unchanged from last year – no monetised benefits have been calculated for this project. | Yes - Published on the Government Evaluation Registry | Kate Ridley-Pepper | DFE_0017_2021-Q3 |
| T-LEVELS | DfE | Government Transformation and Service Delivery | T Levels are two-year technical qualifications for 16–19-year-olds, offering students practical and knowledge-based learning at a school or college and on-the-job experience through an industry placement of at least 315 hours – approximately 45 days. Equivalent in size to three A levels, a T Level focuses on vocational skills and can help students into skilled employment, higher study or apprenticeships. The T Level programme aims to increase the economic value of skills being supplied by the post-16 system, increasing take-up of high-quality qualifications to improve skills; key to supporting the government’s opportunity and growth missions. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ A NISTA Gate 0 review in June 2025 gave an Amber rating. The programme has been supporting growth of learners, subjects and providers, and T Levels have subsequently seen a 59% increase in student starts in September 2024 to over 25,000 learners. 92% of completers in the first two cohorts (who started their T Level in 2020 and 2021) are in employment or further study, and early evidence suggests that T Level learners who go directly into work, are more likely to remain in the same field than their counterparts on other large Level 3 qualifications. The programme continues to value and respond to feedback from employers, providers and students. In response to the March 2024 NISTA (formerly IPA) review, the department has: • Worked with employers and students to review and implement updated approaches to deliver industry placements and supported employer engagement in a range of priority sectors • Undertaken activity to support increasing awareness for students, teachers and parents • Made changes to reduce duplication in content & assessment in reprocured T Level contracts | 25/10/2016 | 01/09/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/09/2023 to 01/09/2028. This is primarily due to the following factors‚ Following the review of Qualifications Reform which concluded in December 2024, the defunding of large qualifications that overlap with T Levels will now be phased between August 2025 and August 2027. The last planned T Level in Marketing will be introduced in September 2025. The revised project end date reflects these key milestones. The programme continues to prioritise activity to support the scale up of students and providers, the programme is focussing on ensuring that it gathers feedback from providers and awarding organisations, with the aim of surfacing and resolving individual T Level issues and ensuring readiness for steady state delivery. | 351.6 | 268.9 | 23.52 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Lower spend than estimated for Specialist Equipment Allocation (SEA) and Building & Facilities Improvement Grant (BFIG). | 1653.3 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1653. This is primarily due to the following factors‚ This is unchanged from last year. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This is unchanged from last year – no monetised benefits have been calculated for this programme. | No | Jane Belfourd, Rebekah Chatwin | DFE_0010_1819-Q1 |
| Early Years Childcare Reform Programme | DfE | Government Transformation and Service Delivery | The aim of the Early Years Childcare Reform Programme is to increase parental employment and progression of earnings by increasing childcare access for eligible working parents. It comprises four overarching projects: Families, Providers, Local Authorities and Wraparound. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ We successfully delivered key milestones in April 2024 and September 2024 and refocussed the programme onto the September 2025 deliverables (up to 30 hours of childcare per week for children over nine-months old, for eligible working parents). The programme continued, through FY24/25, to assess confidence for September 2025 delivery at a national and local level, and to support growth in workforce and places needed to meet parental demand. The scale of the challenge remains significant, and we will continue to deliver against a backdrop of uncertainty. As we approach September 2025 the work on the transition to business-as-usual continues at pace with the PMO directing the strategy around what this looks like. | 16/03/2023 | 01/12/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 01/12/2028. This is primarily due to the following factors‚ This is unchanged from last year. | 2200 | 2200 | 0.0 | The budget variance is less than or equal to 5%. | 15135 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 15135. This is primarily due to the following factors‚ This is unchanged from last year. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This is unchanged from last year. However, the programme will deliver monetised benefits. These will be confirmed during FY2526 as evidence of demand from parents becomes available to refine estimates. | Yes - Published on the Government Evaluation Registry | Chris Armstrong-Stacey | DFE_0272_2324-Q2 |
| REDEVELOPMENT EUSTON CONVENTIONAL STATION (RECS) | DfT | Infrastructure and Construction | Euston is one of the UK’s most critical rail transportation hubs. The current station is no longer fit for purpose and operating over capacity, with many station assets reaching the end of their service life. The proposed Redevelopment of Euston Conventional Station (RECS) scheme will update the existing station concourse area to accommodate current and future passenger demand on the West Coast Main Line, improve passenger experience and accessibility, while replacing life expired station assets in a cost-effective manner. The RECS project forms an integral part of the Departments wider plans for the Euston Station Campus. The Department is working with key partners to develop affordable, integrated plans for the Euston Station Campus, which will comprise the new High Speed 2 station, an upgraded Network Rail station and enhancements to the London Underground station and local transport facilities along with a significant level of development. The Government is seeking to deliver benefits far beyond a new, improved station, promoting growth both in the Euston area and nationally with thousands of new homes, jobs and opportunities for businesses to thrive. | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | 12.89 | 12.89 | 0.0 | The budget variance is less than or equal to 5%. RECS is currently being reset and holding the latest Spending Review 25 Phase 1 Rail Network Enhancement Pipeline (RNEP) interim funding baseline position as its CP7 forecast (£1.3bn-1.55bn set in SR21 at Q3 2019 prices). | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is exempted. This is primarily due to the following factors‚ RECS is currently being reset, and a revised scope will be confirmed in Summer 2025 as part of the completion of the Euston Campus Spatial Planning exercise. Benefits of the revised scope have not been calculated yet. | No | Alan Over | DFT_0139_2223-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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors‚ The A428 Black Cat to Caxton Gibbet is now over one year into the construction phase and remains on plan against the delivery commitments. Construction activities are progressing at pace with significant progress being made across the length and breadth of the scheme. The scheme has begun on the construction of all 18 new bridges and in early 2025 the scheme opened the first road bridge and junction to traffic. There have been no changes to the cost or benefits forecasts and remain on target and within approved funding. | 01/04/2015 | Section 43 - Commercial interests | Section 43 - Commercial interests | 245.32 | 237.92 | 3.02 | The budget variance is less than or equal to 5%. The budget variance is less than or equal to 5%. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 22 - Information intended for future publication | DFT_0031_1819-Q1 |
| EAST COAST MAINLINE PROGRAMME | DfT | Infrastructure and Construction | A programme of infrastructure works, the East Coast Main Line Enhancements Programme aims to realise the benefits of LNER's deployment of their new Azuma rolling stock. The intended outcomes of this Programme are: • Long Distance High Speed (LDHS) seating capacity into London increased by 38% from approximately 2019s 2900 to 3950 seats per hour at peak times; • Train service frequency increased from 6 to 8 LDHS between London King's Cross and Doncaster and from 5 to 6 passenger services between Doncaster and Newcastle per hour; • Maintain freight capacity for current and Freight Market Study forecast demand, using diversionary routes as far as practicable; and • A reduction in journey times for the fastest LDHS services in each hour to 4 hours between London and Edinburgh and 2 hours between London and Leeds. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The infrastructure upgrades required to introduce the route's recast timetable have now been delivered, but implementation of that timetable - originally proposed for 2021 - has been delayed on a number of occasions. It is now planned for introduction in December 2025, although a number of irresolvable conflicts across the route mean it will not be possible to realise the full benefits originally forecast. | 01/04/2014 | 02/06/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 02/06/2025 to 02/06/2026. This is primarily due to the following factors‚ Whilst the power supply upgrades required to enable introduction of the route's recast timetable are now complete, delivery of remaining power interventions - required for route resilience purposes only - have been pushed back due to commissioning delays caused by National Grid resourcing constraints. Close engagement is continuing between Network Rail and National Grid to learn lessons from these challenges, with ECML, Midland Main Line, and other national electrification projects contributing. Work also continues to explore ways in which the new forecast completion date can be brought forward. | 25.65 | 24 | 6.43 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The aforementioned delays to commissioning of the remaining power supply upgrades has meant that some of the spend associated with those works has been moved from FY24/25 into FY25/26. This movement has been agreed through the Department's Portolio management. | 1040 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1040. This is primarily due to the following factors‚ The Programme has an approved budget of up to £1,230m, which includes Network Rail's contingency and DfT's assessment of optimism bias totalling £305m. A number of risks have materialised, costs have increased due to Covid-19, and minor additional scope added to the Programme, so the forecast spend is now £74m more than the baseline cost of £1,040m. The Department and Network Rail are working to ensure that remaining upgrades are delivered as cost effectively as possible. | 2953 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 2953. This is primarily due to the following factors‚ Programme benefits are dependent upon introduction of a recast route timetable. The benefits baseline assumed that this 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. We are now planning for its introduction in December 2025, and when its final contents have been formally agreed the full benefits of the Programme will be reforecast. A high-level analysis has estimated that 26% of the planned passenger benefits have already been realised through incremental improvements to the existing timetable. The remaining benefits will be delivered when the new timetable is implemented, and we estimate that the Programme's BCR will remain above 2 (high value for money). | No | Cavendish Elithorn | DFT_0033_1819-Q1 |
| TRANSPENNINE ROUTE UPGRADE | DfT | Infrastructure and Construction | The Transpennine route upgrade (TRU) is a large-scale upgrade of the railway between Manchester, Leeds and York and will provide more capacity, and faster, more reliable, greener journeys. We are investing £11bn in TRU, £7.3bn of which has already been committed. This is the largest investment in the north of England and the second biggest nationally after HS2. TRU is well underway and delivering successfully to time and budget. A rolling programme of upgrades will deliver benefits incrementally over the next decade with some being delivered now. It will support passengers by electrifying the 70-mile route, addressing pinch points, remodelling stations, adopting digital signalling and introducing new trains. This will facilitate the introduction of a new, enhanced timetable for passengers, delivering more reliable and quicker journeys between key cities. TRU is developing options to benefit freight by facilitating up to 15 freight paths (using the largest wagons available) in each direction per day across the north of England, the equivalent to removing 1,140 lorry movements a day. If approved, this will ease congestion and reduce pollution. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to continued strong programme performance, integration of programmes across the north of England, and senior management turnover. To date, £7.3bn has been committed to the upgrade, with the Prime Minister announcing in March 2025 an additional £415m to maintain programme delivery and support passengers to travel by rail whilst major works are taking place along the TRU route. Infrastructure delivery continues to be delivered to time and budget with works completing at the end of 2024 between Manchester Victoria and Stalybridge, facilitating electric Northern and TransPennine services for the first time. Works to upgrade and electrify the line between York and Church Fenton have recently concluded and await ORR authorisation. This will enable electric TransPennine services to operate along this section of the route later in 2025. Benefits delivery remains on schedule with the bulk of improvements being delivered by the end of the 2020s (where the line of route between Huddersfield and York will be fully upgraded) and the remainder by the mid-2030s (where digital signalling and the section of the route between Huddersfield and Stalybridge will complete). 95% of the programme is now in either the Design or Delivery phase with several significant blockades taking place in 2025, most notably a 30-day closure of the railway at Huddersfield in August. Comprehensive customer handling plans are in place and routine assurance by DfT teams is carried out to test their suitability; to date disruption across the route continues to be handled well with high passenger satisfaction scores. TransPennine Trains' existing diesel-only fleet will also be replaced to maximise the new electrification capability. Whilst detailed discussions are taking place regarding their specification, procurement is progressing with a contract award expected in summer 2025. A Cost Efficiency panel, chaired by DfT's Non-Executive Director to the programme, has also been established to monitor progress towards securing additional efficiencies. In February 2025, a new Managing Director commenced in role, as well as a new permanent SRO, bringing stability to the programme's leadership. | 01/07/2017 | 17/10/2041 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 17/10/2041. This is primarily due to a recent, successful re-baselining exercise that sees all Key Output realisation dates aligned with Programme Business Case 2 (PBC2) commitments. The bulk of TRU's benefits will be delivered by the mid-2030s, with additional digital signalling capability becoming available by the early 2040s. The programme has a stable integrated schedule that was recently updated. Baseline 2.1 was agreed last year between Enterprise partners and maintains Key Output dates for KO1 to KO5b as agreed at PBC2, as well as the PBC2 funding position for all infrastructure sub-projects. Baseline 2.1 creates a stable programme baseline position with a realistic and achievable critical path now committed to with both delivery Alliances as part of the W34 and E234 contract awards. It also forecasts P50 and P80 delivery dates and timelines for benefits delivery. The approval of the TOC-Business Case in March 2025, confirmed alignment of train-operator related delivery plans with Baseline 2.1. KO2 (electrification of services between Manchester Victoria and Stalybridge) was completed ahead of schedule at the end of 2024, and KO3 (electrification of TransPennine Services between York and Church Fenton) is on track to be delivered by summer 2025. | 848.82 | 843.99 | 0.57 | The budget variance is less than or equal to 5%. | 11056 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 11104 to 11056. This is primarily due to the following factors‚ Adjustment to reflect change in budget post Spending Review Phase 1. | 2978 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 2978. This is primarily due to the following factors‚ This is because we have not restated the benefits baseline since Programme Business Case 2 (May 2023). | Yes - Published on the Government Evaluation Registry | Farha Sheikh | DFT_0037_1920-Q3 |
| A417 AIR BALLOON | DfT | Infrastructure and Construction | As announced in the Roads Investment Strategy 2, the scope includes improving the A417 with a scheme that includes: - 4 miles of new dual carriageway connecting the existing A417 Brockworth bypass with the existing A417 dual carriageway south of Cowley - a section to the west of the existing Air Balloon roundabout that will follow the existing A417 corridor. However, the section to the south and east of the Air Balloon roundabout will be offline, away from the existing road corridor - a new junction at Shab Hill, providing a link from the A417 to the A436 towards Oxford and into Birdlip - a new junction near Cowley, to replace the existing Cowley Roundabout - the existing A417 between the Air Balloon roundabout and the Cowley Roundabout is being repurposed. We are converting some lengths of this existing road into a route for walkers, cyclists and horse riders, while retaining other sections to maintain local access for residents. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors‚ The project is still forecasting to deliver on budget and OfT remains as Spring 2027. | 01/04/2015 | 31/08/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/08/2027. This is primarily due to the following factors‚ The project remains on schedule. | 161.6 | 128.31 | 20.6 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The In-year Spend vs Forecast variance within the annual report exceeds 5% as the forecast used is the HMT baseline (2023) not the updated baseline following the fitness for pricing exercise March 2024, for which the variance is within 5%. We didn't draw down on any of the portfolio risk pot within the financial year. Our forecast outturn cost has not changed. | 535 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 535. This is primarily due to the following factors‚ Our forecast costs have remained unchanged. | 424 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 424. This is primarily due to the following factors‚ Our predicted benefits have not changed. | Yes - Published on the Government Evaluation Registry | Dean Sporn | DFT_0044_2021-Q2 |
| HS2 PHASE I | 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors‚ Since the beginning of 2024, HS2 Ltd has been in Performance Default due to forecasts irrecoverably exceeding the Funding Envelope (£44.6bn - 2019 prices) as well as expressing risks to the delivery into service (DiS) schedule range of 2029 to 2033. The Department has made significant progress in delivering the package of measures announced by the Secretary of State, including: • Reinstating the Ministerial Task Force ensuring greater ministerial oversight and accountability on HS2 Ltd. • Writing to the CEO of HS2 Ltd making it clear that after safety, the primary objective is to deliver the remaining scope at the lowest reasonable cost to the taxpayer, and requesting an initial assessment on the current position of HS2 and his plans for reset. • Starting the reset of HS2. The Department and HS2 Ltd have created a joint single programme and established task forces to oversee various elements of reset with a view to establishing a new and robust baseline in 2026. The reset programme will embed the recommendations from the independent review of major transport projects led by James Stewart. • Working collaboratively with HS2 Ltd to agree a ‘Bridging Protocol’ for the transition period until a new Baseline has been agreed. These interim arrangements provide the Department a greater level of transparency and control of HS2 Ltd expenditure whilst the programme undergoes reset. | 14/01/2009 | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The project's end-date at 24/25-Q4 is scheduled to be 30/06/2030. This is primarily due to the following factors‚ Since the beginning of 2024, HS2 Ltd has been in Performance Default due to forecasts irrecoverably exceeding the Funding Envelope (£44.6bn - 2019 prices) whilst also expressing several schedule risks to the delivery into service range of 2029 to 2033. DfT has tasked the CEO of HS2 Ltd with undertaking a comprehensive reset of the programme to recommend revised cost and schedule estimates and deliver the remaining work at the lowest reasonable cost. This work will continue over the coming months and the Government will report on progress. The reset will deliver revised ranges for cost and schedule, informed by an agreed method for cost estimation and the recommendations from the independent Major Transport Projects Governance and Assurance Review led by James Stewart. Whilst the reset is ongoing, the Department will manage HS2 Ltd to tighter in-year controls, including targets and metrics to deliver within an annual funding settlement. | 4488.4 | 4488.4 | 0.0 | The budget variance is less than or equal to 5%. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is exempted. 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. DfT has tasked the CEO of HS2 Ltd with undertaking a comprehensive reset of the programme to recommend revised cost and schedule estimates and deliver the remaining work at the lowest reasonable cost. It is important to get this right, which is why the reset will take time and involve close working between HS2 Ltd, the Department and the rest of government. Until the reset of the programme concludes, the Department does not have an agreed estimate of how much the project will cost. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is exempted. This is primarily due to the following factors‚ The HS2 programme tracks progress against its benefits baseline through quarterly benefits reporting (QBR). The current reporting on benefits during design and construction is not monetised but uses natural measures to reflect whether the outcomes are achieved. The HS2 programme is currently being reset, and a reset of the benefits will form part of that work; alongside this, we will update the HS2 business case. In the interim, HS2 Ltd will continue reporting against the existing benefits baseline. | No | Alan Over | DFT_0040_2021-Q1 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The DCO decision date was the subject of a Written Ministerial Statement and was extended from the 4 October 2024 until 23 May 2025, with consent granted on 25 March 2025. The key strategic risks remain mainly on the complexity of the activity needed to take the Project through to future funding decisions. | 30/05/2014 | 20/04/2034 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 20/04/2034. This is primarily due to the following factors‚ The project was subject to a Written Ministerial Statement on the 9 March 2023 re-phasing construction by 2 Years. The programme was re-baselined to reflect the March 2023 Written Ministerial Statement. This had a direct impact on the Open for Traffic date. This baseline is no longer viable after a second Written Ministerial Statement was issued on the 4 October 2024 extending the Development Consent Order Decision date until 23 May 2025 in order to allow more time for the application to be considered further, including as part of the spending review [Development Consent Order Consent granted 25 March 2025]. The project is currently working on the impact to the Open for Traffic following the second Written Ministerial Statement. | 203 | 203 | 0.0 | The budget variance is less than or equal to 5%. | 8950 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 8950. This is primarily due to the following factors‚ The project's departmentally agreed Whole Life Cost at 24/25-Q4 is 8950m. The project is currently forecasting within the approved budget. The spending review 2025 and the formal decision on the preferred funding option could impact the whole life costs of the project. | 3009 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 3009. This is primarily due to the following factors‚ The departmentally agreed Benefits at 24/25-Q4 remained at 3009m. Formal decision on the preferred funding option could impact the benefits. | No | Shaun Pidcock | DFT_0022_1415-Q4 |
| PUBLIC OWNERSHIP TRANSITION PROGRAMME | DfT | Government Transformation and Service Delivery | The Programme will transfer into public ownership the remaining privately operated passenger rail contracts that are the responsibility of the Secretary of State. These will be transferred to DfT Operator Limited – previously known as DfT Operator of Last Resort Holdings Limited (DOHL) – whose functions will eventually be integrated into Great British Railways (GBR). The aim is to complete all transfers into public ownership by the end of 2027. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ The programme agreed with the IPA/NISTA IQA of Amber and has commenced implementing the recommendations contained in the report. | No | 31/12/2027 | The project's end-date at 24/25-Q4 is scheduled to be 31/12/2027. This is primarily due to the following factors‚ On 4 December 2024, the government launched the rail public ownership programme and announced the first services to transfer into public ownership following Royal Assent of the Passenger Railway Services (Public Ownership) Bill. South Western Railway’s services were the first to transfer on 25 May 2025 followed by c2c’s services on 20 July 2025. Greater Anglia’s services will then transfer on 12 October 2025. Following the transfer of Greater Anglia’s services, DfT expects the programme will continue with one operator’s services transferring roughly every 3 months. The transfer of passenger services operated under contracts with DfT is expected to complete by the end of 2027. | 3.9 | 5.5 | 41.03 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The programme registered an underspend in the 2024/25 financial year, in part as a result of not needing to activate additional legal support which was build into the baseline. | 36.6 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 36. This is primarily due to the following factors‚ | 0 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 0. This is primarily due to the following factors‚ The Public Ownership Programme serves as an enabler for wider rail reform benefits. Where there are monetised benefits that the programme is specifically responsible for, these will be identified and monitored. | No | Alex Hynes | DFT_0439_2425-Q3 |
| RAIL SECTOR TRANSFORMATION PROGRAMME | DfT | Government Transformation and Service Delivery | The Railways Bill, which will be introduced later this session, will enable the biggest overhaul of the rail sector in a generation. It will enable the establishment of GBR as a new ‘directing mind’ for the railways, unifying track and train under a single public body to deliver better services for passengers and freight customers, and better value for money for taxpayers. GBR will have the tools and operational independence it needs to plan and run the rail system on a long-term basis to deliver for passengers. GBR will make long term capacity allocation, planning and investment decisions to give greater certainty to rail freight operators, open access, and the wider supply chain. The legislation will establish a powerful new passenger watchdog to champion improvements in rail services for passengers. It will protect and advocate for passengers’ interests and rights, offer advice, address unresolved passenger complaints and independently monitor service performance reporting on its findings publicly and transparently. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ DfT agree with the amber rating. The Railways Bill, which will enable the establishment of Great British Railways is planned to be introduced in the first session of Parliament. The legislation consultation was published on 18 February and closed on 15 April. Significant stakeholder engagement has occurred and to raise awareness of the transformation and build consensus ahead of the Government publishing the consultation response. GBR is expected to be established around 12 months after the bill receives Royal Assent. | 30/09/2024 | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The project's end-date at 24/25-Q4 is exempted. In February 2025, the government’s consultation on the Railways Bill outlined plans to set up GBR as a new public body, responsible for rail services and infrastructure. The Railways Bill is due to go before Parliament this parliamentary session. GBR is expected to be established round 12 months after the bill receives Royal Assent. Before the bill becomes law, leaders of Network Rail, DfT Operator Limited (DFTO), and the Department for Transport’s (DfT’s) Rail Services Group are working together, as Shadow Great British Railways (SGBR). SGBR will start to realise the benefits of rail reform to passengers and freight ahead of the formal creation of GBR. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | Richard Goodman | DFT_0020_2122-Q2 |
| 2ND GENERATION UK SEARCH AND RESCUE AVIATION | DfT | Government Transformation and Service Delivery | Following a procurement process which commenced in March 2021, the UKSAR2G contract was awarded in July 2022 to Bristow Helicopters Ltd. The UKSAR2G contract seeks to build upon the successes of its predecessors contracts to provide an aerial search and rescue (SAR) capability covering the UKs entire Search and Rescue Region of responsibility. This contract provides 18 helicopters, 6 fixed wing aircraft and an unmanned capability operating out of 10 permanent and 2 seasonal bases across the UK. Aerial SAR assets are tasked in response to 999 calls, or mayday requests to search for people who are missing or in distress, locate them and recover them from the danger they are in to a place of safety. The UKSAR2G service is the governments only civilian aerial response capability able to operate 365 days a year, 24 hours a day, at short notice. The service is estimated to rescue over 1,700 people every year; continuing to fulfil the UK’s obligations under international convention, and meeting the public expectation of delivering life-saving outcomes, saving lives more quickly and cost effectively than today. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from GREEN to AMBER. This is primarily due to the following factors‚ some early issues have arisen at the beginning of the transition phase but these provide key learning points as we move forward with the 26 month transition. As the SRO I do not currently believe that any of the issues currently seen are insurmountable or will effect the final project delivery. | 16/12/2019 | 31/12/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2026. This is primarily due to the following factors‚ although there has been some movement within the schedule there are currently no factors that are likely to further effect the delivery schedule as programmed. | Not set | Not set | Not set | The budget variance is less than or equal to 5%. | 1959 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1959. This is primarily due to the following factors‚ The programme is currently early in the transition phase and only some small phased payments have been made. There is currently no indication that there will be an increase/decrease in budget requirement. | 24475 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 24475. This is primarily due to the following factors‚ the programme is in the early stages of transition and full benefits analysis will not be available until after the transition (31 Dec 26) | Yes - Not published on the Government Evaluation Registry | Stephen Bentley | DFT_0048_2021-Q3 |
| NORTHERN POWERHOUSE RAIL | DfT | Infrastructure and Construction | Northern Powerhouse Rail (NPR) is the Government’s long-term programme to further improve rail connectivity in the North of England, building on the Transpennine Route Upgrade. it will provide faster and more frequent services between the key economic centres, including Liverpool, Manchester, Bradford, Leeds, Sheffield, and York; delivering improvements to rail capacity and journey times via electrified, upgraded, and new railway lines. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 changed from AMBER to RED. This reflects the position in March 2025, as at IPA’s last internal review point, before funding decisions were taken as part of the Spending Review and in advance of formal announcements about the forward programme. At Spending Review in June 2025, the government confirmed it will provide funding to progress this government’s long-term strategic rail ambitions, in the North of England. Work is ongoing to confirm funding decisions and government plans for NPR further to Spending Review. | 01/06/2016 | 29/12/2045 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 29/12/2045. This is primarily due to the following factors‚ The current NPR programme baseline reflects the scope as originally established under the previous government. As the SR25 is expected to confirm a similar scope, the existing baseline remains broadly aligned. Following the conclusion of SR25, formal change control processes will be undertaken to update the baseline—primarily to reflect revised scheduling and delivery profiles. | 131.61 | 80.59 | 38.77 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The difference between cost baseline and actuals/forecasts is due to re-prioritisation/re-scope of work to accommodate financial pressures the Department had to face in FY24/25. Some projects have been either paused or delayed to remain within the available Departmental envelope. Future forecasts are subject to the outcome of the Spending Review 25 for which negotiations are currently ongoing as well as ministerial decisions on future scope and strategy for NPR. | 30600 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 30600. Once Ministerial decisions on the programme will be taken, the Whole Life Cost of the programme will be rebaselined. | 8007 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 8007. Benefits remain unchanged but will be updated in the revised Programme Business Case being produced. | No | Nick Bisson | DFT_0141_2223-Q1 |
| Midland Main Line Electrification (MMLE) Programme | 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. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The progression of electrification will be dependent on the development of a robust business case that sets out a clear narrative on the rationale to progress the programme. Successful delivery of the programme remains feasible although funding is subject to the outcome of the 2025 Spending Review. | 21/01/2022 | 31/12/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2032. This is primarily due to the following factors‚ If MMLE is funded in the 2025 Spending Review, the schedule will be reviewed by Network Rail, and milestones rebaselined as required. It is not known if this will result in a change to the programme end date. | 41 | 31 | 24.39 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The forecast costs reflect the latest assured cost plan received from Network Rail, compared to the costs approved in the OBC. As the investment decision for the FBC has been delayed due to Spending Review uncertainty, the approved costs and forecast costs have not been updated. | 1468 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1468. This is primarily due to the following factors‚ Due to changes in the procurement timeline and Spending Review uncertainty, the planned investment decision was deferred to 25/26 and the FBC was not finalised and approved during 24/25. | 2599 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 2599. This is primarily due to the following factors‚ Due to changes in the procurement timeline and Spending Review uncertainty, the planned investment decision was deferred to 25/26 and the FBC was not finalised and approved during 24/25. | Yes - Not published on the Government Evaluation Registry | Cavendish Elithorn | DFT_0039_2122-Q3 |
| 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. | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | 25/11/2020 | 30/04/2028 | Section 22 - Information intended for future publication | 33 | 4.5 | 86.36 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Assessment of Rapid Charging Fund pilot applications and engagement with applicants continued throughout 2024. The reduction in spending compared to the baseline occurred because no grant awards were made before the end of the 2024/25 financial year. | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | Caroline Low, Richard Bruce | DFT_0054_2122-Q1 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Though the Court of Appeal has dismissed the legal challenge to the decision to grant the A12 Chelmsford to A120 widening scheme a Development Consent Order and the legal process is now over, the scheme’s progress has been delayed. The A12 widening scheme, alongside other future road projects, will be considered as part of the government’s Spending Review. | 01/04/2015 | Section 22 - Information intended for future publication | Though the Court of Appeal has dismissed the legal challenge to the decision to grant the A12 Chelmsford to A120 widening scheme a Development Consent Order and the legal process is now over, the scheme’s progress has been delayed. The A12 widening scheme, alongside other future road projects, will be considered as part of the government’s Spending Review. | 40.5 | 12.74 | 68.54 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Though the Court of Appeal has dismissed the legal challenge to the decision to grant the A12 Chelmsford to A120 widening scheme a Development Consent Order and the legal process is now over, the scheme’s progress has been delayed. The A12 widening scheme, alongside other future road projects, will be considered as part of the government’s Spending Review. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Dean Sporn | DFT_0034_1920-Q2 |
| EAST WEST RAIL CONNECTION STATE 2 AND 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). 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. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The project is currently being re-baselined following the re-commitment to the programme and the route update announcement. The development of the relationship between Sponsor team and ALB is good, and work on the Key Strategic Assumptions and decisions are being worked through to be defined, agreed and baselined. EWR Co undertook a non-statutory consultation at the end of 2025 and an update report was published in May 2025. Planning is now underway for a Statutory Consultation for CS2/3 ahead of an OBC and DCO application. As part of the Spring Budget in 2025, the Chancellor re-committed to the delivery of works on the Marston Vale Line of East West Rail. These works will enable the service between Oxford and Bedford to commence by the end of the decade. | 01/08/2014 | 09/10/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 09/10/2030. 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 | 48.57 | 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 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 3970. 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 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 10961. This is primarily due to the following factors‚ Wider benefits (delivery of housing, high value jobs) will fall under the delivery umbrella of the later connection stages. This requires cross-government (MHCLG, and LPV's team in HMT) coordination with sufficient resourcing, support to local places and where appropriate negotiation with the private sector to unlock land value. For the MVL/Bedford specifically, consideration in unlocking any benefits along the MVL to fit with future service provision. Regeneration opportunities at Bedford linked to wider Town Deal aspirations that could impact of the railway scope/station design, where funded by third party. | No | Jodie Lofthouse | DFT_0052_2122-Q1 |
| A66 | 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. Actions arising from the last Assurance Review have been completed. The next NISTA Assurance Review will be to support the Full Business Case ahead of Start of Works and will formally review progress against the actions. | 05/07/2017 | Section 22 - Information intended for future publication | Project development continued, with enabling works on site. Delivery subject to 2025 Spending Review. | 85.5 | 85.5 | 0.0 | The budget variance is less than or equal to 5%. | Section 43 - Commercial interests | Section 43 - Commercial interests | 793.59 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 692 to 793. Quantified benefits for the project have been updated to reflect latest guidance and were reported to IPDC in January 2024. | Yes - Not published on the Government Evaluation Registry | Sandie Forte-Gill | DFT_0047_2021-Q3 |
| 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 are two new chords at Bordesley which enable new connections into Moor Street and relieve the congested New Street. 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. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Prior to the conclusion of the Spending Review, uncertainty about available funding and Government support for the West scope led to the procurement of a design and delivery contractor being paused. We are working with Network Rail to minimise the impacts of any delay to delivery. A programme-wide Outline Business Case, which strengthens the strategic and economic rationale for the scheme, is well advanced and will be used to inform future decisions about the Eastern scope. | 01/04/2017 | 31/12/2040 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2040. This is primarily due to the following factors‚ The West Scope is on-track to be in service in the early 2030s. Development of later phases of the scheme, to the East Midlands and between Worcester and Hereford, is continuing and will be used to inform future investment decisions. | 5.13 | 4.65 | 9.36 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Early development work was replanned to accommodate in-year 2024/25 funding pressures following the first phase of the Spending Review. | 1569 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1569. This is primarily due to the following factors‚ There was no change in the expected costs of the Programme in 2024/25. | 1817 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 1817. This is primarily due to the following factors‚ There was no change to the expected benefits of the Programme in 2024/25. | Yes - Not published on the Government Evaluation Registry | Stephen Sutcliffe | DFT_0043_2021-Q2 |
| EAST COAST DIGITAL PROGRAMME | DfT | Infrastructure and Construction | The East Coast Digital Programme (ECDP) will implement the European Train Control System (ETCS) on 100 miles of the East Coast Mainline (ECML) between Kings Cross and Stoke Tunnel just south of Grantham, as well as on the Northern City Line (NCL) between Moorgate and Finsbury Park. The ECDP is the UK’s first implementation of ETCS on a mixed used UK mainline route and will involve a major change in working practices for the rail industry. ETCS communicates signalling information into the driver’s cab in real-time, constantly updating how far ahead the train is authorised to move and providing optimal speed information. It removes the need for conventional lineside ‘traffic light’ signals, allowing for less-disruptive installation and maintenance. As well as having a lower whole life cost than conventional signals, ETCS on the NCL and the ECML will enhance operational resilience, is even safer for passengers and rail workers, and has a 40% reduction in whole-life CO2 emissions. ETCS also has the potential to unlock significant passenger and freight benefits through delivering an improvement in system capability of between 10 and 25%. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The IPA review team recognised the complexity of the programme, highlighting the technical challenge and a complex stakeholder environment. It praised the programme’s overall approach to managing this complexity, highlighting the success of the programme’s partnership model and strong capability across key resources. The review team highlighted several risks to delivery and raised 17 recommendations to address this. This included ensuring the ECDP is set up optimally to manage the systems integration challenge, ensuring that the ECDP has the right governance and processes to resolve key issues, and developing the programme’s approach to retrofitting freight locomotives with ETCS. The review team’s recommendations have been accepted with clear time-bound actions identified to ensure they are addressed. Notable changes include significant updates to ECDP’s operating model, governance and management information. | 01/05/2017 | 14/10/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 14/10/2030. This is primarily due to the following factors‚ The ECDP’s schedule has been set up to deliver ETCS on the ECML and the NCL in a phased migration. In FY24/25, activities have focused on delivering the first phases of this migration. This includes the full migration to ETCS operation on the NCL due May 2025 (achieved), as well as the implementation of an ETCS overlay on the ECML between Welwyn to Hitchin to provide a driver training area, due December 2025. Good progress was made in these activities in FY24/25. The NCL was successfully migrated to 100% ETCS operation with the conventional “traffic light” signals removed in May 2025, a significant programme milestone. Various enabling works have also been completed for the ETCS overlay between Welwyn to Hitchin. This includes infrastructure commissioning, progressive systems assurance, vehicle fitment, and on track testing. As such, this milestone has maintained its forecast for the next financial year, although some delivery pressures have been acknowledged. The programme’s end date remains unchanged at 14/10/2030. This end date is dependent on the programme’s approach to the later migration phases. No changes to the baseline of these dates were made in FY24/25 but this is currently under review. This review seeks to assess the impact of potential changes to ECDP’s funding profile and learnings from the first phases of migration. | 365.2 | 271.8 | 25.58 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The variance from the original budget baseline is broadly down to four factors. Contract award assurance for the delivery of ETCS infrastructure between Welwyn and Hitchin led to a delay, resulting in a reduction of the forecast FY24/25 spend. Funding for the ETCS fitment of the Class 800s was transferred to the DfT from the ECDP, as DfT held the existing commercial relationships with the related train operators and suppliers. Spend for the fitment of On Track Machine’s (OTM) and associated business change activities was deferred from FY24/25 due to delays in the required contract awards. Finally, funding for the delivery of ETCS trackside infrastructure was deferred from FY24/25 due to a reduction in Network Rail’s Eastern Region funding. | 3465.4 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 3477 to 3465. This is primarily due to the following factors‚ 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, leveraging commercial tools, and a programme wide efficiencies campaign. As we move into the 2025-26 reporting cycle, the key risk to maintaining overall programme cost will be the cost vehicle fitment and the cost of ETCS trackside infrastructure on the ECML. The programme is actively looking at how these costs can be managed whilst protecting the programme’s benefits. | 2783.1 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 824 to 2783. This is primarily due to the following factors‚ The benefits reporting methodology has been revised this year to align with how costs are reported. Previously ECDP benefits have been reported in 2011 prices. This has now been replaced with the nominal value. There has been no change in the ECDP's like for like monetised benefits in the last year. The benefits figure includes quantified performance, safety, socio-economic, environmental and wider economic monetised benefits. | No | Rosemary Hopkins | DFT_0038_1920-Q4 |
| EAST WEST RAIL CONNECTION 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 growth corridor. 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. CS1 will reconstruct 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. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The project remains broadly on budget and to schedule. The Deed of Amendment with Chiltern Railways has been signed, which officially onboards them as the Train Operating Company for CS1 services. Risk still remains over the trade union response to the mode of operation decision and how this may affect proposed time schedules to enter into service. Operational readiness planning remains a key priority focus for the project to deliver services by the end of 2025. | 30/11/2011 | 01/09/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 01/09/2025. This is primarily due to the following factors‚ Overall the schedule remains ambitious but achievable. There are concerns regarding entry into service, which has been delayed due to awaiting the signing of the Deed of Amendment and a decision on mode of operation, which in turn has delayed driver training. Progress is being made with stakeholders to ensure operational readiness for entry into service by 2025. | 124.82 | 117.86 | 5.58 | 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 some minor snagging issues. | 1353 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 1353. 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 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 2649. This is primarily due to the following factors‚ CS1 is in delivery and expected to Enter into Service (EiS) in 2025. Some benefits will not be fully achieved without progression of later stages through Bedford to Cambridge (CS2/3). | Yes - Not published on the Government Evaluation Registry | Jodie Lofthouse | DFT_0046_2021-Q2 |
| ECHO 2 PROGRAMME | FCDO | ICT | The ECHO 2 Programme is procuring and managing the transition of new services to replace the expiring ECHO1 contract as well as managing the exit of services under ECHO1. It also encompasses setting up a process and approach for operating a Dynamic Purchasing System and service and support in BAU once sites have moved over to the next generation Wide Area Network that will be managed under a new contractual arrangement with a Network Services Integrator. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ The ECHO2 Programme has a delivery confidence of GREEN, with the Programme having transitioned the capability to Live Service, completed all of its transitions and now closed. The Programme delivered to its requirement, under its allocated FBC budget and to the re-baselined timeline. No exemptions or exceptions are required and as a now closed programme it was recommended by the IPA that it be removed from GMPP governance and removed from GRIP reporting as a result. | 01/09/2015 | Low: 05/03/2025, Mid: 05/03/2025, High: 05/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 23/01/2025 to 05/03/2025. This is primarily due to the following factors‚ Cutover failures due to equipment failure, low response times, no connectivity and complex sites pushed the timescales to the right | 37.9 | 37.9 | 0.0 | The budget variance is less than or equal to 5%. | Low: 265.00, Mid: 265.00, High: 265.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 265. | Low: 122.00, Mid: 122.00, High: 122.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 119 to 121. This is primarily due to the following factors‚ benefits due to site closures | Yes - Not published on the Government Evaluation Registry | Chris Maule | FCO_0010_1617-Q3 |
| TOKYO NEW BUILD, REMODELLING AND REFURBISHMENT | FCDO | Infrastructure and Construction | Refurbishment and remodelling of key buildings on the British Embassy Tokyo compound. The project will address end of life and failing assets through repair and replacement, it will prevent further deterioration and increasing danger of structural damage to the historic buildings and it will provide fit for purpose facilities. The existing buildings fail to fully meet health and safety requirements and are not suitable 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. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. The project agrees with the Delivery Confidence Assessment rating at AMBER. | 01/06/2022 | 01/12/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 01/12/2031. This is primarily due to the following factors‚ The project is being delivered in phases and our current programme indicates that the end-date for the last phase remains 01/12/2031. | 4 | 4 | 0.0 | The budget variance is less than or equal to 5%. The budget variance is less than or equal to 5%. | 101 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 100 to 101. This is primarily due to the following factors‚ The project's whole life costs are recorded as £101m as agreed in the two OBCs for the project. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The baseline benefits will be determined during the next phase of design development when further detail is available to calculate the benefits. | Yes - Not published on the Government Evaluation Registry | Rachel Stephenson | FCO_0216_2223-Q4 |
| LOCAL LAND CHARGES (LLC) PROGRAMME | HMLR | Government Transformation and Service Delivery | The Local Land Charges (LLC) Programme is transforming a fragmented, inefficient service currently delivered by local authorities (LAs) to a single national, digital register across England and Wales. LLCs are generally restrictions or prohibitions on the use of land, which binds successive owners and occupiers. A modernised LLC service will contribute to the industrial strategy and improve the end to end house buying and selling process. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Critical external dependencies. Delivery from Migration Service Delivery Partners (MSDPs) needs to ramp up in line with revised Business Case schedule. Internal review scheduled for Q2 to review Landmark (a MSDP) capability. | 01/03/2014 | 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2027. This is primarily due to the following factors‚ No changes to current project timelines until Spending Review outcomes are finalised (expected Q2 FY25/26) | 57.95 | 29.46 | 49.16 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Programme underspend is related to delivery. Current delivery schedules are extended, resulting in increased spend in latter programme years. | 331 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 331. This is primarily due to the following factors‚ No changes to departmental agreed costs until Spending Review outcomes are finalised (expected Q2 FY25/26) | 9616 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 9616. This is primarily due to the following factors‚ No changes to departmental agreed benefits baselines until Spending Review outcomes are finalised (expected Q2 FY25/26) | Yes - Published on the Government Evaluation Registry | Iain Banfield | BIS_0015_1516-Q1 |
| 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 European Union 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 United Kingdom. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ The increased rating was due to the fact that 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 system alignment. TSS will maintain support for traders to complete declarations, including under the new simplified customs processes. | 29/06/2020 | 30/06/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2024 to 30/06/2025. This is primarily due to the following factors‚ This is due to the fact that we secured agreement to extend TSS for one year to December 2025 in order to maintain support for traders. | 123.6 | 88.19 | 28.65 | The budget variance exceeds 5%. The budget variance exceeds 5%. The cost of delivering TSS in 24/25 was lower than our baseline due to driving efficiencies and value for money within TSS operations. | 711.5 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 630 to 711. This is primarily due to the following factors‚ The project's departmental-agreed baseline Whole Life Cost at 24/25-Q4 increased from £630m to £711m. This is primarily due to the fact that we secured agreement to extend TSS for one year to December 2025 in order to maintain support for traders. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The Programme is not driven by financial benefit so the monetised benefits at 23/24-Q4 remained at £0m to 24/25-Q4. The benefits are aimed at traders moving goods from Great Britain to Northern Ireland and the service helps them to meet their legal obligations under the Windsor Framework (previously the Northern Ireland Protocol). | Yes - Published on the Government Evaluation Registry | Sarah Hartley | HMRC_0029_2021-Q3 |
| HMRC NORTHERN IRELAND DELIVERY PROGRAMME | HMRC | ICT | The Northern Ireland Delivery Programme (NIDP) was established in April 2022 to continue delivery of HMRC policy and legislative commitments for Northern Ireland, following the United Kingdom's exit from the European Union. It includes delivery of the changes to HMRC systems to enable HMRC and businesses to operate within the terms of the Windsor Framework. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors, The programme continues to progress delivery of commitments within the Windsor Framework and Union Customs Code, as agreed between the UK and the EU. The Amber delivery confidence assessment is consistent with previous reports, and reflects the overall scale and technical complexity of the programme, with risks that are being managed within existing programme and departmental governance. | 01/04/2022 | 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2027. This is primarily due to the following factors, Substantive progress continues to be made with delivery against the programme strategic outcomes. However, since the 2023/24 transparency data was published, the lifecycle of the programme has been extended by 2 years to 2027 to meet current legislative and on-going commitments and fully deliver the strategic outcomes. | 180.8 | 195.69 | 8.24 | The budget variance exceeds 5%. The programme progressed several large projects and changes during 2024/25, including completing required re-platforming of ageing excise systems. The in-year increase is the cumulative impact, where some of the early cost estimates have increased, as the projects have progressed through the IT change lifecycle. | 573.05 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 498 to 573. This is primarily due to the following factors, The increase is largely driven by changes in legislation that have introduced additional scope and costs and is off-set by lower costs in the original core scope. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors, The programme is managing changes to customs and indirect tax systems to comply with policy and legislative requirements. | Yes - Not published on the Government Evaluation Registry | Sarah Hartley | HMRC_0164_2223-Q3 |
| 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 wider government by creating opportunities, career paths and enabling vibrant cross government professional communities and in towns and cities across the UK. 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The programme has successfully delivered 12 award winning, greener offices enabling smarter working and accommodating over 40 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. In 2024/25, we successfully completed the refurbishment of our Dover Specialist Site. The construction of the Newcastle Regional Centre is progressing as planned and we are entering the delivery phase for our Portsmouth and Telford offices. For our remaining sites, we have scheduled the delivery of the Outline Business Cases to enable us identify solutions that offer the best value for money and ensure HMRC retains the required skills in the right locations. | 05/01/2016 | 05/04/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 05/04/2031. 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 remains that the Programme will close in 2030/31. | 201.64 | 196.48 | 2.56 | The budget variance is less than or equal to 5%. The 2024/25 full year final position was c.£2m lower than the departmental forecast reported at Q3. This is primarily due to in-year reductions driven by revised delivery timelines in several projects where costs will be incurred at a future point. | 2884 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 2836 to 2884. This is primarily due to the following factors‚ Programme delivery was expected to conclude within a 10 year timeframe whereas the current programme is for 15 years. Given the extended life of the programme, discounted HMT WLC cost have increased but are still within the original programme WLC. | 107.3 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 74 to 107. This is primarily due to the following factors‚ Monetised benefits represent estate running cost savings as a result of exiting legacy estate and moving into new Regional Centres and Specialist sites. | Yes - Published on the Government Evaluation Registry | Colin Casse | HMRC_0015_1617-Q1 |
| MAKING TAX DIGITAL | HMRC | ICT | Making Tax Digital is a major transformation programme delivering whole system change to the administration of VAT and Income Tax Self-Assessment (ITSA) tax regimes that will change how millions of customers manage their taxes and interact with HMRC. MTD supports the digitisation and productivity of UK businesses in the 21st century economy. Its aim is to make it easier for businesses to get their tax right and make the calculation and payment of tax simpler through a transformed modern, digital tax service. It will change customer record keeping behaviour by requiring mandated customers to keep digital records and provide quarterly updates to HMRC. This will improve business record keeping and encourage compliant behaviour, whilst providing businesses with a modern digital experience. The MTD programme will drive digital adoption amongst the UK’s small business population to reduce error in tax and financial administration, supporting productivity and growth. It directly supports the government’s priorities to modernise the tax system, improve customer services, and to close the tax gap by raising billions in additional tax revenue to fund public services. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-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, but remains on track to deliver successfully. Over the last year, the programme made significant progress and remains on track against its critical path plan. The programme completed testing of core functionality and started to ramp up customer volumes in the 24/25 testing period as planned. The public phase of testing will allow further functionality to be used in live with an increasing number and variety of customers ahead of the service going live for mandated customers from April 2026. At Autumn Budget 2024 the government confirmed their commitment to the MTD for ITSA delivery timescales, and at Spring Statement 2025, further announced: •The threshold for MTD for Income Tax will be lowered to £20k from April 2028; •A requirement for MTD customers to complete the entirety of their Self-Assessment obligations in MTD-compatible software; and •A number of deferrals and exemptions for small groups of customers. This announcement provides stakeholders certainty on most of the remaining key policy and design issues, and we will continue to work with stakeholders to address any remaining lower level questions over the coming months. | 01/04/2016 | 31/03/2029 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 has moved to 31/03/2029. This is primarily due to the following factors‚ Compared to the financial year 23/24-Q4, the project's end-date at 24/25-Q4 has been moved to reflect the revised schedule completion date, which is now 31st March 2029. This follows the Business Case update, where MTD programme is now expected to hand over to Business as Usual from March 29, reflecting changes to its scope, including the inclusion of >£20k cohort from 28/29. The programme remains on track to deliver the costed scope as set out in its current business case by March 2029. | 125.94 | 126.27 | 0.26 | The budget variance is less than or equal to 5%. In year budget variance for 2024-25 is < 0.5% | 1439.03 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1272 to 1439. This is primarily due to the following factors‚ Since Q3 the programme has gained Treasury Approval of our updated business case, which changes our baseline to align with the business case. Departmental Baseline has increased by £166.995m from £1,272.030m to £1,439.025m following the approval of the latest MTD Programme Business Case. This business case now provides an estimate of the programme’s full lifecycle costs, including run costs through to March 2034, which were previously classified as un-costed. | 4270.15 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 6278 to 4270. This is primarily due to the following factors‚ Following Treasury Approval of our updated business case our Departmental benefit baseline has reduced by circa £2bn, due to programme scope changes and improved modelling considerations as set out in our programme Business Case v7.0. Modelling assumptions and adjustments take into consideration a major tax gap update that reduced Additional Tax Revenue (ATR), and a review of customer costs incorporated findings from businesses already signed up to MTD and external stakeholders that increased net customer costs. These modelling adjustments are likely to have contributed a significant proportion of the overall reduction in benefits. This programme still represents good value for money. | Yes - Published on the Government Evaluation Registry | Suzanne Newton, Jonathan Athow | HMRC_0017_1617-Q2 |
| SINGLE CUSTOMS PLATFORM | HMRC | ICT | Single Customs Platform (SCP) has replaced the legacy 'Customs Handling of Imports Exports and Freight' (CHIEF) customs system with the new Customs Declaration Service (CDS). SCP objectives are to: 1. Transition the CDS into the United Kingdom's (UK) single customs platform 2. Decommission the legacy CHIEF system and its associated services, removing complexity and cost for His Majesty's Revenue and Customs (HMRC) and traders 3. Deliver ongoing critical CDS improvements Enhancements have been carried out over several years in consultation with the border industry. CDS has successfully processed 105 million customs declarations since 2018; and has the flexibility and capacity to grow in line with the Government's ambitious trade plans. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Single Customs Platform (SCP) is currently rated Amber, primarily due to ongoing work to ensure Customs Declaration Service (CDS) can deliver a long term sustainable CDS Service and improved customer experience. An Infrastructure Project Authority (IPA) led review (January 2025); and an Internal Audit review (March 2025) both identified work was required to develop SCP plans to transition and close the programme. SCP is addressing and progressing both review recommendations, in conjunction with an Independent Peer Review planned for June 2025. SCP will report progress. | 04/04/2022 | 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2027. This is primarily due to the following factors‚ Single Customs Platform (SCP) has identified the need to reframe its programme delivery for a further 2 years, to ensure there is a sustainable Customs Declaration Service (CDS) in place, for the longer term. SCP needs to move from being a largely functional focus, that has existed to date, and create a need to invest in the CDS Service. The programme has performed an extensive prioritisation exercise to target outcome achievement. To transition CDS to Business as Usual the programme needs to increase confidence of the CDS long-term ability to meet future requirements of HMRC, and broader HM Government border operations. | 115 | 114.9 | 0.08 | The budget variance is less than or equal to 5%. The budget variance is less than or equal to 5%. | Low: 567.90, Mid: 589.44, High: 607.08 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 309 to 589. This is primarily due to the following factors‚ The updated Whole Life Cost (WLC) figures now include a further two years 2025/2026 and 2026/2027. This will ensure Customs Declaration Service (CDS) delivers for the longer term. This includes: 1. Addressing CDS performance risks 2. Making CDS cheaper to operate and change 3. Deliver functionality that improves customer journeys and removes burdensome workarounds for both customers and HMRC operational teams 4. Increase tax revenue through revenue loss prevention by delivering Postponed VAT Accounting (Full Validation) functionality. | Low: 223.86, Mid: 248.73, High: 261.17 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 56 to 248. This is primarily due to the following factors‚ Single Customs Platform (SCP) benefits as an incremental figure was £56m in quarter 4 2023/2024, increasing to £90m for quarter 4 2024/2025. Benefits increased for SCP in 2024/2025 in the following areas: • Customs Handling of Imports Exports and Freight (CHIEF) Decommissioning benefits • Customs Declaration Service (CDS) enhancements within non-cash releasing benefits for operational areas • The original yield from Postponed VAT Accounting (PVA) The SCP Benefits whole lifecycle remains at £248m. | Yes - Published on the Government Evaluation Registry | Sarah Hartley | HMRC_0159_2223-Q2 |
| UNITY PROGRAMME | HMRC | Government Transformation and Service Delivery | The Shared Service Strategy for government launched in March 2021 setting out the vision to transform Shared Services across the civil service improving end users experience. To achieve this, five clusters have been formed across the civil service. HM Revenue & Customs (HMRC), Department for Transport (DfT) and Ministry of Housing, Communities and Local Government (MHCLG) collectively make up the Unity Programme. The aim for Unity is to transform HR, Finance and Procurement across HMRC, DfT and MHCLG groups, create a unified shared service for transactional activity which is user centric, swift and cost effective, and through deployment of modern technologies, transform the corporate offer within each department. Our colleagues will be empowered through intuitive, streamlined and automated processes, improving their experience and enabling everyone to spend more time delivering essential services for the public. This programme supports both the Prime Minister's plans for a Productive and Agile State and the delivery of Departmental efficiency targets. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at 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 24/25 through transitioning DfT legacy shared services, and people to HMRC Unity Business Services in June 24, and onboarding of our technology delivery partner (Deloitte) and software provider (SAP) in November 2024. This has enabled us to mobilise our delivery projects, complete discovery work and start detailed design. Over the last year we have focused on building capability for the next stage, mitigating risks to support delivery and build strong, trusted relationships across our stakeholders and partners. We have appointed a new Programme Director, as well as Process and User Experience and Workforce design leads. In 2025-26 we will complete detailed design and build testing ahead of deployment of our first key projects of HR and Payroll. Although there are challenges ahead, we are well positioned for success. | 01/02/2021 | 31/12/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2027 to 31/12/2027. 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 Q1 27/28 for HMRC and Department for Transport, with MHCLG and Maritime and Coastguard Agency (MCA) joining in late 2027. This is in line with the shared services strategy for government and reflects a reasonable period for transition and hypercare. | 44.02 | 35.91 | 18.42 | The budget variance exceeds 5%. This is primarily due to the following factors‚ This variance has primarily been due to the delay in approvals to sign the contract with Technical Delivery Partner and software supplier by approximately 2.5 months. This meant the Supplier spend was not incurred for this period and, similarly, the programme recognised the movement in it's delivery timescale and re-aligned it's workforce recruitment accordingly, thereby also moving all of the aforementioned additional costs into the next financial year (this is a cost movement rather than a cost reduction). | 259 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 437 to 259. This is primarily due to the following factors‚ In the second iteration of the Unity Programme Business Case (PBC) approved by Chief Secretary to the Treasury (CST) in October 2024, whole-life costs reduced from £437m (approved Oct 23) to £259m. The reductions primarily relate to negotiations of actual cost of licences and system integration following a lengthy procurement process, certainty around cost of transformation and increased maturity of programme delivery. | 33.7 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 38 to 33. This is primarily due to the following factors‚ The variance reflects updated Programme Business Case which was subsequently approved. The costs had been updated following more mature knowledge and awareness of the cost estimation. | Yes - Published on the Government Evaluation Registry | Cath Rollo | HMRC_0031_2122-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 modernise and protect 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. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors; This is primarily due to the Low-medium maturity of the integrated Programme schedule, to demonstrate confidence of achieving a safe and technically compliant transition to new capabilities by the end of the extended support period (include date). The high complexity and low-medium maturity of the Programme delivery and procurement strategy which will require a multi-vendor approach and niche subject matter expertise in both client side and delivery partner capability. There are also multiple high risk areas centring around the technical enablement and migration, with an improving trajectory and medium maturity of pipeline projects to improve the current service during 25/26. These factors combined give an SRO confidence assessment of Amber. | 29/07/2022 | 31/03/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained the same at 31/03/2030. The programme's end-date remains at 24/25-Q4, 31 March 2030. | 10 | 9.28 | 7.2 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The variance is partly due to delays to approving the Procurement strategy which was impacted by the pre election period and change in Government after the General Election in July 24 combined with and lower than expected supplier costs. | 443.9 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 290 to 443.9. This is primarily due to the following factors‚ The previous version of this document estimated whole life costs of £290m for migration for the preferred option. Since then, further work has been carried out to review assumptions and delivery costs in partnership with SAP and Deloitte, which has seen the WLC increase to £443.9m. | 21.18 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 55 to 21. This is primarily due to the following factors‚ Our understanding of potential benefits is still maturing and working with business owners and SAP we have started to set out an outline of expected benefits using benchmarked improvements from SAP created using an analysis of other organisations that have migrated to the new platform. | Yes - Published on the Government Evaluation Registry | Paul Williams, Sarah McMann | HMRC_0292_2324-Q3 |
| NS&I Transformation | HMT | Government Transformation and Service Delivery | The NS&I Business Transformation Programme will undertake a re-procurement of services and implementation of a new business delivery model with three aims: • To measurably reduce the costs of running the Retail business in steady state, • To complete NS&I’s journey to becoming a self-service digital business with support for the vulnerable and excluded, • To deliver more nimbly, reducing risk and enhancing scalability. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors‚ Solution gaps and other serious risks to the Business Transformation Programme have necessitated a recovery plan. There is a risk of slippage on major roadmap deliverables caused by scope and timeline mismatches between supplier contracts and the programme roadmap, alongside solution and design gaps necessitating re-work. In January 2025 the IPA conducted an Assurance of Action Plan that rated the programme’s recovery plan as AMBER, giving confidence that once the recovery plan is executed, the programme will return to Amber status. | 03/06/2019 | 31/03/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2026 to 31/03/2028. This is primarily due to the following factors‚ Commercial issues persisted with delays to contract signature for NS&I’s core banking engine and with the delivery of NS&I’s new Business-to-Business capability. Their combined impact was to extend the outsourcing agreement with the existing supplier by 2 years to March 28. Programme recovery was also a factor, with the core element being a significant shift in delivery approach for the remaining milestones. | 342.8 | 329.9 | 3.76 | The budget variance is less than or equal to 5%. | 2955.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased to 2955. This is primarily due to the following factors‚ The updated Full Business Case (FBC) was approved by Ministers and HM Treasury in Dec. 2024. This showed a cost increase over the previous 2023 Business Case in part due to inflation effects on rephased costs, increased solution complexity and increased incumbent and head office costs, as the transitional period for the programme was extended. Additional risk-based costs were also included to reflect solution uncertainty during the recovery period. | 971.3 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 488 to 971. This is primarily due to the following factors‚ The updated Full Business Case (FBC) was approved by Ministers and HM Treasury at the end of 2024. This FBC is reporting benefits up to 2033-34, as compared to the previous FBC which reported benefits up to 2030-31. | Yes - Not published on the Government Evaluation Registry | Matthew Smith | HMT_0004_2021-Q2 |
| MANSTON TRANSFORMATION PROGRAMME | HO | Government Transformation and Service Delivery | Manston Transformation Programme will transform the temporary infrastructure, utilities and facilities which are not sustainable in the long term and design/build new infrastructure at the Manston Site. Additionally, new Operator/Healthcare service contracts will be procured to reduce the number of contracts, streamline processes and save on costs. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 changed from RED to AMBER. This is primarily due to the following factors‚ Due to the change in government, during the financial year 24/25, the programme paused the original scope of work to consider alternative value for money options. A Ministerial steer and decision was received to move forward with a revised scope and extensive work has taken place to pivot the programme. Designs, requirements and the delivery timeline has been revisited and validated and as a result the programme has now been re-baselined and the current delivery confidence assessment has changed to Amber for Q1 reporting. | 31/01/2023 | 31/03/2029 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 05/11/2027 to 31/03/2029. This is primarily due to the following factors‚ Due to the change in Government, this financial year, the Programme paused and revisited the scope and requirements from a value for money perspective. A Ministerial steer and decision was given to move forward with the revised scope and since then work has taken place to pivot the Programme. Design requirements and plans have been revisited and the delivery schedule has been re-baselined. | 12.91 | 11.04 | 14.48 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Due to the change in government, during the financial year 24/25, the programme paused the original scope of work to consider alternative value for money options. A Ministerial steer and decision was received to move forward with a revised scope and extensive work has taken place to pivot the programme. Designs, requirements and the delivery timeline has been revisited and validated and as a result the programme has now been re-baselined. | 987.31 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 2713 to 987. This is primarily due to the following factors‚ Due to the change in government, during the financial year 24/25, the programme paused the original scope of work to consider alternative value for money options. A Ministerial steer and decision was received to move forward with a revised scope and extensive work has taken place to pivot the programme. Designs, requirements and the delivery timeline has been revisited and validated and as a result the programme has now been re-baselined. | 62.1 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 0 to 62. This is primarily due to the following factors‚ Over the last 12 months benefits analysis has been carried out to identify, quantify and evaluate the benefits the Programme is expected to deliver. | No | Paul Chandwani | HO_0285_2324-Q2 |
| Asylum Support Accommodation Programme | HO | Government Transformation and Service Delivery | The Asylum Support Accommodation Programme (ASAP) aims to establish new delivery and commercial arrangements with two objectives in mind: 1-ASAP will deliver a suite of new and transformed asylum accommodation and support services contracts as part of a wider new model of provision which is both sustainable and scalable, supported by enhanced management capabilities to operate the system more effectively. 2-To replace existing contracts (specifically Asylum Accommodation and Support Contracts (AASC), Advice, Issue Reporting and Eligibility (AIRE) and Asylum Support Payments (ASP). The accommodation being delivered through the existing AASC contracts is very expensive, the management control provided within the contracts is limited, and there is elevated risk of market failure through the current suppliers. | Not set | AMBER | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ Programme had a new SRO from February 2025. Although the initial resource constraints have been reduced the programme continues to require further resources as the programme grows including support for key enabler activities. Delivery Model Assessment (DMA) work is ongoing with the final report due for approval at the Programme Board on 03/06/2025. A planning workshop was held with enabling teams to reduce the forecasted Outline Business Case (OBC) delivery date to November 2025. | 15/07/2022 | 14/06/2030 | The project's end-date at 24/25-Q4 is scheduled to be 14/06/2030. This is primarily due to the following factors‚ Project closure is currently scheduled for 27/12/29 following the delivery of the Hybrid - Cluster 4 milestone and the ASAP - Hybrid Mobilisation milestone. There is an assumption that the transition to BAU will be 5.5 months in duration following delivery of the Project Closure milestone, which has generated a Programme Closure milestone date of 14/06/30. *Please note that the current plans indicate 4 clusters of delivery, however, this is very likely to change based on the requirement to adapt the delivery approach due to the introduction of new and revised commercial practices and potential outputs from current market engagement. This may be reflected in the baselining of the plan following final HMT OBC approval. | 4.58 | 3.92 | 14.41 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Higher than expected design costs received placed a significant pressure on 2024/25 FY budget, limiting the programme’s ability to fund commercial resource requirements to complete critical activities. A Change Request for an uplift of £0.67m to the 2024/25 approved budget was approved in February 2025. Areas of underspend were driven by delays in recruitment due to uncertainty around the timing of approved funding, which impacted the programme’s ability to onboard required resources in a timely manner. Additionally, an internal recruitment freeze and challenges in securing specialist resources quickly enough further contributed to the underspend. | 72079 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 72079. This is primarily due to the following factors‚ This comprises of Programme costs up until 2029/30 FY and 10 year commercial contract costs up to 2038/39 FY - equating to around £6-7bn per annum. | 0 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 0. This is primarily due to the following factors‚ We have not monetised any benefits yet but will do so at Outline Business Case (OBC) stage. | No | Becca Jones | HO_0286_2324-Q2 |
| ASYLUM 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, to create a flexible, sustainable and efficient system which has a transparent and outcome focussed customer journey, enabling strong partner and public trust and an improved colleague experience. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ 1) Ongoing successful delivery against the strategic objectives including the successful design and pilot of AI tools to support caseworking, the delivery and implementation of an asylum support discontinuation and move on function, and the increase in occupancy of Dispersed Accommodation. 2) The acknowledgement that the programme continued to face challenges outside of it's control, including resource shortages of enabling functions due to competing priorities within the Home Office. | 01/09/2022 | 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2026 to 31/03/2027. This is primarily due to the following factors‚ 1) Delivery of existing scope at a slower pace than anticipated due to resource restrictions of enabling resources. 2) A significant extension of the programme scope to cover additional projects as a result of the closure of another programme, as well as an increase scope to align with the new Government priorities. | 88.5 | 40.1 | 54.69 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Delivery at a slower pace than anticipated due to resource restrictions. | 362 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 441 to 362. This is primarily due to the following factors‚ A change in programme scope from the FY23/24 to the FY 24/25, to see the removal of obtaining Dispersed Accommodation, and moved into Business as Usual. | 2748 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 18143 to 2748. This is primarily due to the following factors‚ A change in programme scope from the FY23/24 to the FY 24/25, to see the removal of obtaining Dispersed Accommodation, and moved into Business as Usual. | Yes - Published on the Government Evaluation Registry | Becca Jones | HO_0183_2223-Q3 |
| ACCOMMODATION PROGRAMME (NON DETAINED) (APND) | HO | Government Transformation and Service Delivery | The Asylum Accommodation Programme was initially set up as one of a range of responses in the Home Office to tackle a growing demand of asylum accommodation to reduce reliance on costly contingency options such as hotels. To date the Programme has delivered two sites (Wethersfield and the Bibby Stockholm) and continues to progress a pipeline of additional sites, outlined below. As lessons have been learned, the Programme has undertaken a strategic refresh and is aiming to deliver a more flexible estate, working closely with local authorities and statutory partners and in collaboration with other government departments. Smaller to medium sites are now being progressed and engagement is being prioritised at an earlier stage. As sites are progressed, a Stage Gate process is followed, ensuring that the correct steps and decision-making is carried out. The Programme is currently working towards a target of 5 thousand bed spaces by the end of 2026, agreed with InvestCo. This includes the delivery of pipeline sites and accommodation pilots. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The Programme has been rescaled from large sites to medium-sized sites with a focus on Pilot sites, which will contribute to the programme's 5 thousand target. The Programme remains committed to delivering against these targets and will be launching three pilot projects in close collaboration with local authorities and other key partners, testing different operating models for each of the sites through a more locally led delivery model. Due to these initiatives—and the Programmes continued efforts to reduce expenditure below last year’s levels, the programme maintains the Amber rating, which was confirmed during the recent NISTA review which also saw the programme awarded an Amber rating. | 28/01/2022 | 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2027. This is primarily due to the following factors‚ Pilots (there are 3 pilots in scope). Lower Target of 5000 bed spaces compared to 6500 bed spaces previous year (new target approved by Investco 16/01/25). | 322.33 | 82.57 | 74.38 | The budget variance exceeds 5%. This is primarily due to the following factors‚ 5% budget variance because the programmes expenditure was less than planned due to various reasons including slower than expected timelines to get sites live, planning approvals and site acquisitions. | 2492.43 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 4219 to 2492. This is primarily due to the following factors‚ 5% budget variance because the programme expenditure was less than planned due to various reasons including slower than expected timelines to get sites live, planning approvals and site acquisitions. Fewer sites than anticipated went live compared to previous business case due to slippage in timelines. | 3187.7 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 0 to 3187. This is primarily due to the following factors‚ The Programme Business Case (PBC) was approved in 24/25 (for the first time) and the financial benefits modelling become available for reporting at this point. Prior to this and in the absence of approved financial modelling of benefits the Programme reported 0 which was advised at the time by the IPA (now NISTA) to the Delivery Lead for the Programme. The Programme was added to GMPP for the purpose of securing NISTA Assurance reviews funding and as such, the Programme had to commence GMPP reporting without an approved PBC or approved financial benefit modelling in place. The reported forecast of £3187.7m was for the whole life of the Programme up to and including 33/34 as outlined in the 2024 PBC. | Yes - Not published on the Government Evaluation Registry | Belinda Mather | HO_0149_2223-Q2 |
| NATIONAL STRATEGIC AUTOMATIC NUMBER PLATE RECOGNITION PLATFORM (NSAP) | HO | Government Transformation and Service Delivery | The National Strategic Automatic Number Plate Recognition Service ANPR (Automatic Number Plate Recognition) technology is used to help detect, deter and disrupt criminal activity at a local, regional and national level. It brings together a constant stream of live data from all police forces and a few Law Enforcement Agencies (LEAs). This data is fed into a central database and allows for various interrogations to be made against the data producing the results in the form of real time alerts, near real time searches and historic searching for vehicles of interest. This enables policing/LEAs 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 and use the evidence for convictions in court. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Whilst there have been significant improvements with stakeholder engagement there are further work needed in this area. There are improvements required around planning, dependencies and programme governance. The review acknowledged the commitment of all the stakeholders to remaining delivery and congratulated the team on delivering the platform. | 01/03/2023 | 30/03/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/03/2028. This is primarily due to the following factors‚ The programme is still on track to deliver within the overall timelines. | 43.46 | 29.86 | 31.29 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The data feed project was delayed by 12 months due to issues identified resulting in a extended testing period. | 538.9 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 284 to 538. This is primarily due to the following factors‚ The Q4 FY23/24 Whole Life Cost of £284m does not include Optimism Bias. With Optimism Bias, the Whole Life Cost should be £609.63M. The Q4 FY2425 WLC should be £552.51m (incl OB) as reported on GRIP for that period. The drop in the WLC from Q4 FY2324 and Q4 FY2425 relates to the reduction of the Optimism Bias as many risks have been mitigated since plus revised assumptions and costs. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ Agreed Benefits remain at 0 as Benefits are not realised in this financial year | Yes - Not published on the Government Evaluation Registry | Bethan Page-Jones | HO_0332_2324-Q4 |
| FRAUD AND CYBER CRIME REPORTING AND ANALYSIS SERVICE | HO | Government Transformation and Service Delivery | The Fraud and Cyber Crime Reporting and Analysis Service (FCCRAS) Programme is implementing a transformational change. Working with law enforcement, government agencies and the private sector, the programme strives to create an accessible service for all to report fraud and cybercrime. It will use enhanced technology, intelligence-led data analysis to disrupt the national rise in fraud and cyber-crime, help protect businesses and the public from deception and bring more criminals to justice. The new service aims to: • Make it easy for everyone to report fraud and cyber crime, taking the burden out of reporting and speeding up the time it takes to report • Significantly improve the speed and quality of information provided to law enforcement partners, boosting their chances of successful prosecution • Let victims know what’s happened with their report, including when reporting has aided others to be protected • Protect more businesses and people from fraud and cyber crime through giving targeted, timely advice on how to avoid the latest threats • 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 • Get ‘upstream’ of the problem by preventing criminals accessing enabling facilities such as bank accounts. | Not set | RED | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors‚ The programme has remained as reporting RED throughout 24/25 due to a delay in the full-service go live (expected to be November 2024). Following consultation with critical stakeholders and legal, the City of London Police paused the Lot 1 delivery aspect of the programme, to review next steps in detail. This activity concluded in Quarter 4 of 24/25 when a new delivery plan, high level design and service blueprint was developed and approved. These artefacts have informed a change request to the full business case. | 01/09/2020 | 28/11/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/08/2024 to 28/11/2025. This is primarily due to the following factors‚ The programme has remained as reporting RED throughout 24/25 due to a delay in the full-service go live (expected to be November 2024). Following consultation with critical stakeholders and legal, the City of London Police paused the Lot 1 delivery aspect of the programme, to review next steps in detail. This activity concluded in Quarter 4 of 24/25 when a new delivery plan, high level design and service blueprint was developed and approved. These artefacts have informed a change request to the full business case. | 27.48 | 33 | 20.09 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The budget variance on the cost baseline is due to the delay in full-service delivery which shifted run payments to the right to the new suppliers and increased extension costs of the current service provider | 182.72 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 152 to 182. This is primarily due to the following factors‚ The Whole Life Cost has increased due to a shift in right of the full-service implementation date, an increase in annual run costs, inflationary impact and additional scope changes which align with wider ambitions for fraud and cybercrime in the UK. | 402 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 402. This is primarily due to the following factors‚ Benefits remained the same and will be reviewed once the change request of the full business case is presented and approved in Quarter 1 of 25/26. | No | Pete O'Doherty | HO_0045_2122-Q1 |
| 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 | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors‚ The Programme delivered to schedule against the revised programme plan and formally closed on the 15 May 2025. | 01/04/2013 | Mid: 15/05/2025, High: 15/05/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 27/01/2023 to 15/05/2025. This is primarily due to the following factors‚ Departmental priorities such as the Illegal Migration Act, ETAs (Electronic Travel Authorisation ) and eVisas delayed testing and planned betas across a range of services and slowed down roll-out activity. The Immigration Platform Technologies programme plan was revised and programme closure was scheduled for May 2025. The programme has now completed delivery and closed on the 15 May 2025. | 67.69 | 74.44 | 9.97 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The programme plan was revised due to Departmental priorities impacting testing and planned betas. This caused an elongation of the programme timelines and required retaining resources for longer. | 807.49 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 719 to 807. This is primarily due to the following factors‚ The programme revised the programme plan due to Departmental priorities impacting testing and planned betas. This caused an elongation of the programme timelines and required retaining resources for longer than forecast in the 2022/23 Programme Business Case. | 183.4 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 183. This is primarily due to the following factors‚ IPT realised benefits progressively as it delivered elements of its scope. With the decommissioning of the legacy Case Immigration Database (CID), the programme is now positioned to achieve full benefits realisation. | No | Simon Bond, Philippa Rouse | HO_0029_1314-Q4 |
| MARITIME CAPABILITIES REPLACEMENT PROGRAMME | HO | Government Transformation and Service Delivery | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information, Section 43 - Commercial interests | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | Christopher Smith | HO_0150_2223-Q2 |
| RADIOLOGICAL AND NUCLEAR CHANGE PROGRAMME (RNCP) | HO | Government Transformation and Service Delivery | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Section 24 - National security | Shaun Hipgrave | HO_0047_2122-Q1 |
| FUTURE BORDER AND IMMIGRATION SYSTEM PROGRAMME (FBIS) | HO | Government Transformation and Service Delivery | FBIS puts customers at the heart of a firmer, fairer and easier to navigate border and immigration system. The FBIS Programme has been established to lead the design and delivery of the future system, improving security, efficiency and customer experience. The programmes top priorities include delivering eVisas, Electronic Travel Authorisation (ETAs), Sponsorship and Border Vision. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The FBIS delivery plan is ambitious with limited contingency; changes to the scope of the programme caused by the Immigration White Paper or global events will require prioritisation decisions against exiting commitments. eVisa delivery currently remains the programme’s top priority. However, there is a risk that lack of Digital, Data and Technology (DDaT) delivery capability required for this. | 01/04/2018 | 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2027. This is primarily due to the following factors‚ Programme extension was to March 2027 has been approved by Home Office Investment Committee (InvestCo) and HMT with a new Business Case. This was to facilitate full delivery and benefit realisation of eVisa, ETA, Sponsorship and Border Vision. | 579 | 457.4 | 21.0 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Underspending within the Programme Directorate, specifically Caseworking Capability, led to the budget variance. | 4536 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 3428 to 4536. This is primarily due to the following factors‚ On 12th of November 2024, the Programme Business Case (PBC) was signed off by HM Treasury (HMT). As such, the baseline figures have been updated in line with this. | 13681 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 40967 to 13681. This is primarily due to the following factors‚ In Q4 of FY 2023/24, the most recent FBIS Programme Business Case (PBC) approved by HM Treasury (HMT) was the 2021 version, which formed the basis for the GMPP baseline benefits at that time. On 12 November 2024, HMT approved the updated PBC 2024. As a result, the GMPP baseline benefits were revised to align with the newly agreed figures. From FY 2024/25 to FY 2033/34, the benefit baselines now reflect the data set out in the PBC 2024. A key change in the updated baselines is the inclusion of the Electronic Travel Authorisation (ETA) disbenefit, which had not been baselined in the PBC 2021 and was therefore previously excluded from GMPP reporting. Another key change includes the Wider Socio-Economic Impact benefits, which were not baselined in the PBC 2024 as they have been delivered by the Programme so are deemed sunk and as such have been removed from the annual benefit baselines. This adjustment resulted in a reduction in the Wider UK Public Economic baseline from FY 2024/25 to FY 2030/31. | No | Simon Bond, Philippa Rouse | HO_0039_1920-Q4 |
| FUTURE SUPPLIERS SERVICES | HO | Government Transformation and Service Delivery | UK Visas & Immigration (UKVI) maintains a network of visa application centres in-country and overseas. These centres allow visa applicants to complete their applications by enrolling biometric information, submitting identity documents and often supplementary evidence to be digitised and sent to UKVI. Overseas the centres also facilitate interviews and allow His Majesty's Passport Office (HMPO) overseas passport applicants to complete their applications. These services were previously outsourced via the Front-End Services UK (FES UK) contract in-country and Next-Generation of Outsourced Visas (NGOV) contracts overseas. The FES UK contract expired on 31st October 2024 and the NGOV contract was extended to 31st March 2025 (from the original expiry of 30st September 2024). The Future Supplier Services (FSS) Programme was established to procure equivalent services for an initial 4-year contract (with scope for a 1+1+1 potential extension) allowing FSS to meet its single primary objective for providing service continuity, whilst enabling interim transformative change in advance of implementing a strategic model. Although the new services to be delivered are similar to the previous provision the key changes are: - The FSS contracts are structured in 5 lots, compared to the previous 3. - The Key Performance Indicators are targeted to address service concerns within previous contracts. - The Financial solution is fundamentally changed to ensure flexibility and value for money as volumes fluctuate (this also shares risk in a more balanced way and supports service continuity). - Increased flexibility to reduce scope and volumes as Home Office (HO) digitisation rolls out resulting in a decrease of customers physically attending Visa Application Centres (VACs). | Not set | GREEN | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ As of 31st March 2025, the majority of delivery was complete with only a few key milestones left to be achieved. Handover to Live Services (including the remaining activities for Bio-Kit Only locations as agreed) and closure activities were on track to complete by the Programme closure date as planned. As of 30th May 2025 the Future Supplier Services Programme has successfully completed delivery and handover, and the Programme formally closed as planned. | 01/04/2020 | 30/05/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 28/10/2024 to 30/05/2025. This is primarily due to the following factors‚ The conclusion of the Visa and Citizenship Application Service (VCAS) procurement was delayed due to a legal challenge to the procurement outcome by a bidder (which was later dropped). The Programme was expected to award contracts in July 2023, however the legal challenge put a suspension on the contract awards for three of the five contracts. FSS was able to award one contract in August 2023 and was successful in October 2023 in lifting the suspension of award in the remaining contracts. Once all five contracts had been awarded, the Programme worked closely with the new commercial partners at detailed implementation planning and revisited its delivery timelines, shifting Programme closure to March 2025. A Portfolio Change Request in July 2024 included an additional two months of Early Life Support resulting in Programme closure timelines extending to May 2025. | 154.54 | 138.55 | 10.34 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Dual running/exit costs have been negotiated down with the Commercial Team. As the Programme is closing and there will be no more change requests, there have been some savings against the budget allocated for change. As there is an underspend, the optimism bias was not required. | 528.98 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 423 to 528. This is primarily due to the following factors‚ The majority of this increase is driven by increased customer volumes attributable to Business as Usual (BAU) budgets. The repricing of the deals accordingly has led to a slightly improved unit price given economies of scale. Per the Full Business Case (FBC), all of that spend is volume related and part of BAU budgeting once the Programme has ended. The arrangements are net positive for the department, i.e. as volumes increased, Regulated Fees are greater than the VCAS contracts will cost. A minority of the increase is in implementation Milestone Charges attributable to the Programme budget. These are the charges payable to the new Suppliers and are driven primarily by the uplift in volumes (need for bigger premises etc), and to a lesser extent by the delay due to the procurement challenge, uplift to Security Requirements and other minor changes. The remainder of the increase is a mix of Programme delivery cost and contingency also only attributable to the Programme budget. This is driven by a combination of delay and customer volume, emergent costs (Exit) and a small amount of additional scope in work approved by Programme Board to ensure the benefits set out in the FBC are maximised. The change was approved by the Departmental Investment Committee in October 2024. | Low: 146.64, Mid: 172.52, High: 198.40 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 0 to 172. This is primarily due to the following factors‚ The financial model design, including the banded pricing model, was defined, allowing the Programme to forecast the estimated savings per unit (out of country) compared to the NGOV contracts. | No | Matt Heath | HO_0043_2021-Q4 |
| Immigration Removal Centre (IRC) Expansion Programme | HO | Infrastructure and Construction | Section 43 - Commercial interests | Not set | AMBER | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Will Round | HO_0330_2324-Q4 |
| Civil Registration Service Transformation (CReST) | HO | Government Transformation and Service Delivery | The programme will enable improvements within the General Register Office (GRO) for England and Wales’ delivery of its statutory service obligations; the Home Office and the Government’s wider digital identity ambitions, and the provisions within new legislative instruments for the modernisation of services. | Not set | AMBER | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ The AMBER rating is reflects the positive progress made to date, whilst also reflecting current challenges and changes needed to continue to drive further progress, pace and efficiency through programme delivery. The Programme team have a high degree of confidence that the programme is on track to deliver against its objectives by the current forecast closure date in 2030, which is a pressing deadline linked to Estates changes required in respect of the General Register Office (GRO) Estate, in line with the Home Office estates strategy. However, the amber rating reflects the critical dependencies on key enabling legislative change timelines, the level of complexity involved in replacing legacy infrastructure both pre and post-legislative change, current year financial pressures and the current business case and underpinning delivery plan pending formal Investment Committee approval; and the risks currently being managed in respect of those pressures and challenges. | 26/04/2024 | 29/03/2030 | The project's end-date at 24/25-Q4 is scheduled to be 29/03/2030. This is primarily due to the following factors‚ Civil registration is a core national function of any society which underpins basic identity and prevents abuse of deceased identities. In England and Wales, civil registration is supported by a multitude of ageing systems used by the General Register Office (GRO) & Local Registration Service (LRS) on behalf of the Registrar General for England and Wales. The age of the current civil registration services and systems continue to cause instability and risk outages that impact business continuity. The systems have been updated several times over the last two decades in response to changing circumstances and new legislation. In each year that passes, the risk of incidents and outages increases, and this poses a significant risk to the business and to government. Further, there is a heavy reliance on equipment that is no longer readily available from the commercial market, and GRO records stored on microfilm tapes are degrading beyond use. The current position is not sustainable. GRO for England and Wales is a Home Office (HO) responsibility; the HO must ensure the system of civil registration continues to function effectively and that GRO and the LRS can carry out their statutory functions. Therefore, this programme which started in April 2022 aims to replace the legacy business critical systems, digitise registration records, and provide digital life event registration options for users in the future as new legislation is laid. At InvestCo in May 24, the programme was directed to include decommissioning of more than 20 smaller legacy systems that had previously been out of scope. A dedicated project, Registration Legacy Infrastructure Transformation Project (Re-Lit), has been set up to take forward suitable options. In addition, an initiative to improve Home Office Estates sustainability has created a new timing pressure. This programme must now complete prior to the decommissioning of the Smedley Hydro site in Southport, where legacy systems servers and microfilms are housed. The site is to be decommissioned by March 2030, which is a fixed deadline. | 28.07 | 28.66 | 2.1 | The budget variance is less than or equal to 5%. The in-year variance reflects a Full Year Actual of £21.22 million against a budget allocation of £19.77 million (this included 1.27m from Department of Health and Social Care (DHSC) and 4.2m from GDS) , resulting in an overspend of approximately 7.3%. However, the programme had formal Investment Committee (InvestCo) approval to spend up to £25.7 million in 2024/25, and the variance against the allocated budget was anticipated. The lower-than-approved spend was primarily due to the implementation of a rectification plan and a revised Statement of Work (SOW) for the scanning and transcription workstream, which reduced expenditure in this area. The overspend against the allocated budget was anticipated and was absorbed through wider savings identified within the Migration & Borders portfolio, ensuring that the programme remained within the overall approved funding envelope and did not pose a financial risk to the department. | 235.66 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 235. This is primarily due to the following factors‚ The baseline Whole Life Cost (WLC) of £235 million was established following the merger of two previously approved programmes – one focused on replacing core civil registration systems, and the other on scanning and transcribing historical records. The decision to combine them was made to streamline governance, improve delivery alignment, and maximise benefits realisation. This figure reflects a detailed reassessment of scope, delivery timelines, and resource requirements as part of the revised Programme Business Case. The WLC includes estimated costs for digital system development, scanning activities, and infrastructure replacement but excludes decommissioning costs, which are being considered separately. This figure excludes the cost of future decommissioning work, which is expected to be scoped and costed separately. The updated baseline was agreed during the department’s internal assurance process and supported by the Internal Quality Assurance (IQA) review that enabled the programme’s entry into the Government Major Projects Portfolio (GMPP) in 2024/25. | 367.92 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 367. This is primarily due to the following factors, Operational efficiencies throughout the HO and the LRS, totalling approx. £45M per annum upon full realisation. Increased will be realised revenue via a new full service to the public. Further saving to be made where some commercial contacts are no longer required due to digitisation. | No | Thomas Greig | HO_0373_2425-Q1 |
| EMERGENCY SERVICES MOBILE COMMUNICATIONS | HO | ICT | The Emergency Services Network (ESN) will enable fast, safe and secure voice, video and data across a 4G/5G network, giving first responders immediate access to life-saving data, images and information in live situations and emergencies on the frontline. ESN replaces the current Terrestrial Trunked Radio (TETRA) system, the Airwave Service, which Great Britain’s three emergency services (3ES) and related first responder agencies depend on for mission-critical voice communications. ESN is being delivered by the Emergency Services Mobile Communications Programme (ESMCP). The global consensus towards using 4G/5G technologies for such Public Safety Communications Services, twinned with the nationwide roll-out of such technologies by commercial operators since Airwave was commissioned, opened an opportunity which ESN is exploiting; namely, to use and supplement commercial 4G/5G. Continued TETRA/Airwave use, as with use of any aging technology, is becoming riskier. As ESMCP’s Independent Assurance Panel (IAP) stated at the Public Accounts Committee (PAC) hearing on 26 April 2023, “… the technology ESN will utilise is the correct direction of travel, because Airwave and the TETRA service will become increasingly obsolete and ever-more expensive to maintain.” | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors‚ ESMCP has undertaken Project Assurance Reviews (PAR), throughout its lifecycle, the last was conducted in June 2024, as part of the 2024 Programme Business Case (PBC) governance and approvals process. The June 2024 PAR report initially gave the programme a RED rating, due solely to the risk of legal challenge from Motorola, commenting that in all other areas the programme had made excellent progress. The report made a number of recommendations to manage the risk, ahead of publication of the Voluntary Ex-Ante Transparency Notice (VEAT) for the Mobile Services direct award. Programme senior leaders took the recommended actions and the VEAT was issued on 31 July 2024, without challenge. At the follow-up Cabinet Office Assurance of Action Plan (AAP) review, on 9 September 2024, the review team recognised the exceptional progress the programme had made to mitigate the risk of legal challenge, recommending an improved AMBER rating, which allowed the Major Projects Review Group (MPRG) meeting to take place on 26 September 2024. MPRG accepted the recommended AMBER rating, approved the PBC, both Mobile Services [MS] and User Services [US] contract awards which led to the Chief Secretary of the Treasury’s approval of the PBC and MS/US contract awards, which was endorsed on 14 November 2024. | 01/06/2011 | Low: 31/12/2029, Mid: 01/05/2030, High: 31/12/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2026 to 01/05/2030. This is primarily due to the following factors‚ During 2021, delays in the delivery of the Motorola services under the User Services contract meant that full transition was no longer possible before the end of December 2022. Consequently, during 2021 the Emergency Services Mobile Communications Programme (ESMCP) extended the Airwave contracts from the scheduled National Shut Down Target Sate (NSDTD) of 31 December 2022 to a target date of 31 December 2026. At the time it was believed that this extension would ensure continuity of service and enable sufficient time to transition from Airwave to the Emergency Services Network (ESN). With continued delays in the delivery of the Lot 2 contract during the early part of 2022, Motorola decided it did not want to extend the provision of Lot 2 beyond 2024. In April 2022, Motorola approached ESMCP to explore the opportunity of a mutually agreed full termination of Lot 2, which was agreed on 19 December 2022. These delivery delays and Motorola’s early exit led to the requirement to re-procure the User Service contract. In late 2024 a new User Services contract was successfully awarded IBM, leading to a new delivery plan and revised target dates for Airwave Shutdown (ASD) and transition complete at the end of 2029, affecting programme closure, now 01 May 2030. | 349.74 | 349.74 | 0.0 | The budget variance is less than or equal to 5%. The programme underspent compared to its 2024/25 cost baseline due to the revised start dates of the User Services and Mobile Services contracts in late 2024. | 19180 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 11263 to 19180. This is primarily due to the following factors‚ • Evaluation period of the project was extended from FY36/37 to FY43/44. • Core Costs increasing due to higher inflation, increased coverage build, replacement of User Services Provider and additional capital refresh costs. • Airwave Shut Down is now targeted by 31 Dec 2029 | 1343 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 3682 to 1343. This is primarily due to the following factors‚ The Benefits submission of £5.644bn is comprised of £2.711bn for Government Cash-releasing and £2.932bn for Wider UK Public Economic. Government Cash Releasing is the difference between the programme continuing with Airwave under Option 1 and pursuing the preferred Option under Option 2. Wider UK Public Economic is the total ESN benefits, mostly comprised of the Economic benefit to Ambulance ESN 999 calls and additional mobile coverage for the public. | Yes - Not published on the Government Evaluation Registry | Simon Parr | HO_0016_1213-Q1 |
| HOME OFFICE BIOMETRICS (HOB) PROGRAMME | HO | ICT | Home Office Biometrics systems manage unique, digitised and verified identities formed from an individual’s biometric data. The modalities currently used are fingerprint, facial image and DNA. They provide for the fast, accurate and reliable identification of individuals critical to business operations within Immigration, Borders, Passport and Criminal Justice. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The Home Office Biometric (HOB) Programme is a complex programme that is meeting needs of a wide range of stakeholders while managing of a complex supplier landscape. In 2024/25 the programme has successfully delivered several key milestones including the Immigration and Asylum Biometric System (IABS) transitioning to the cloud. | 01/04/2014 | 31/12/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2026 to 31/12/2026. This is primarily due to the following factors‚ Earlier delivery of Strategic Matcher Stage 3 which has been bought forward to align with a Data Centre closure. This pushed Strategic Matcher Stage 2 into a later delivery at the end of 2026. The extension to the end date also allows for further IDENT1 modernisation work and ensures the Programme can complete all closure activity. | 89.5 | 98.8 | 10.39 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The 2024/25 budget allocation was lower than required due to wider portfolio pressures and decisions. The programme went into the FY with programming pressure which was higher than normal. In addition, due to dependencies on the programme such as Electronic Travel Authorisation (ETA) prioritisation, delivery of Cloud Transformation proved to be more expensive. | 1550 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1339 to 1550. This is primarily due to the following factors‚ The increase in whole life costs is due to increased costs for project deliveries, the extension of the programme date and other year on year changes. This includes run cost increases which are driven by supplier costs and market forces. | 1131 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 1131. This is primarily due to the following factors‚ Following the annual review, there have been no changes in the benefits delivered by the programme. | No | Jason Dewhurst | HO_0033_1415-Q3 |
| Cerberus | HO | Government Transformation and Service Delivery | Border Force is making a transformative change to its analytics and targeting capabilities to identify the movement of high-risk goods and people across the UK border. This will enable border security through, improved operational outcomes, driving operational efficiencies, and achieving considerable cashable savings through the decommissioning of expensive legacy systems. Cerberus is in operational use today, targeting a subset of border movements, delivering both operational benefit and cashable savings. The operational use of the system will be expanded to new transport modes and users throughout the remainder of the project’s delivery, with additional functionality being developed and datasets added to further improve the efficiency and effectiveness of the system. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The Delivery Confidence Assessment is rated Amber because successful delivery of the programme to time, cost and quality appears feasible but there are some issues which already exist requiring management attention. Whilst significant progress has been made in the last year, the programme accepts that challenges around delivery and change management, and business preparedness still exist and as such these are being focused to be improved. | 01/10/2019 | 31/03/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2030. This is primarily due to the following factors‚ The programmes previous end date was March 2025 as previously this was when funding was secured for. Following ongoing engagement with NISTA, further funding was sought to continue developing Cerberus post 25 to the end of the appraisal period 29/30 which is reflected in the new end-date. | 47.18 | 27.88 | 40.91 | The budget variance exceeds 5%. This is primarily due to the following factors‚ We reviewed run cost as part of OB and the figures have since changed. This means that the variance should be £300k underspend (1.1% of the allocated budget). | 240.97 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 147 to 240. This is primarily due to the following factors‚ This is due to the Run Cost being reviewed and the Programme WLC now covers up to FY34/35 rather than FY29/30. | 197.63 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 56 to 197. This is primarily due to the following factors‚ Cerberus has been rolled out to the first cohort of users; interdiction benefits are forecast to accelerate as a result. | No | Dominic Gallard | HO_0042_2021-Q3 |
| ANTI-MONEY LAUNDERING AND ASSET RECOVERY (AMLAR) | HO | Government Transformation and Service Delivery | The AMLAR Programme will uplift the law enforcement response to money laundering, by improving people capacity, skills capability and technology to increase the prevention, detection, and disruption of money laundering and the recovery of criminal assets. The AMLAR Programme contributes to HM Government (HMG) commitments, including those set out in Economic Crime Plan 2 , published in March 2023, a key outcome of which is to reduce money laundering and recover more criminal assets. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ Recruitment targets were met with 290 Financial Crime officers now in post. The programme exceeded benefit targets through the recovery of £60m in criminal assets, with a further £100m seized. The programme also enabled over 400 money laundering disruptions. AMLAR enabled Operation Destabilise, a major international investigation led by the National Crime Agency which disrupted Russian money laundering networks linked to organised crime, drug trafficking and espionage activities. This operation resulted in 84 arrests and over £20 million seized. AMLAR also enabled Operation Hawksmoor where several arrests were made, as well as high-value cars, £60,000 cash and designer watches were seized. | 01/04/2023 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2026. This is primarily due to the following factors‚ All milestones completed to time and quality. 3-year delivery cycle completes at the end of FY25/26, with an assumption that the programme will then transition into business as usual (BAU). | 26.6 | 26.6 | 0.0 | The budget variance is less than or equal to 5%. The budget variance is less than or equal to 5%. | 414.2 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 429 to 414. This is primarily due to the following factors‚ Reduced Economic Crime Levy receipts for FY24/25. Allocations as per the Business Case have been confirmed by HMT for FY25/26. | 1214.43 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 1099 to 1214. This is primarily due to the following factors‚ Further work was undertaken to refine benefit modelling with the programme now reporting benefits associated with the Economic Crime and Corporate Transparency Bill and the additional powers to recover cryptoassets, alongside benefits associated with training reform and cost/efficiency savings through the remediation of the Joint Asset Recovery Database (JARD). | No | Lynsey Lauer | HO_0228_2223-Q4 |
| Police National Database (PND) | HO | ICT | Police National Database (PND) Programme aims to: • Ensure Business Continuity of the PND Service as Critical National Infrastructure (CNI) to a 5-10 year horizon • Transition PND to cloud-native architecture and migrate hosting to the Law Enforcement Cloud Platform (LECP) • Replace or update obsolescent technology components, specifically Oracle database & middleware, and Initiate names matching which is unsupported • Improve the usability of the system, be intuitive and easy to navigate, with viewable and meaningful search results that can be exported and shared as required by operational policing • Deliver PND Application Programming Interface (APIs) that enable export and analysis of PND data and expose APIs for federated searching across national police data sets • Enable PND to continue to act as a national source of info for organised crime, organised crime groups, including county lines, modern slavery, and human trafficking until such time as it replaced by the future data strategy agreed by policing and Public Safety Group (PSG) • From a Commercial perspective the HO will need to align the migration to Law Enforcement Cloud Platform (LECP) and transition to a new contract for run, maintenance and support (the current contract with the incumbent supplier is due to expire end of March 2026. On the 15th May Investment Committee rejected the suppliers Contract Change Notice. As a result, the board approved a pivot in delivery to in source the service, negating the need for a procurement to be run. | Not set | RED | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors‚ Ten months ago, the Home Office received a Milestone Impact Assessment highlighting a five-month delay to delivery. Since then, the Home Office has collaborated closely with the supplier to undertake a comprehensive review of the end-to-end delivery plan. This included significantly increasing commercial support and initiating a full programme reset. On 15 May 2025, the Investment Committee (InvestCo) declined the proposed Contract Change Notification and instead chose to pursue a contingency option. The programme is now preparing for a further NISTA-led Gate 0/3 Review, which will evaluate the progress of the contingency approach and inform updates to the Full Business Case ahead of the next InvestCo meeting in December 2025. | 18/01/2024 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2026. This is primarily due to the following factors‚ Ten months ago, the Home Office received a Milestone Impact Assessment highlighting a five-month delay to delivery. Since then, the Home Office has collaborated closely with the supplier to undertake a comprehensive review of the end-to-end delivery plan. This included significantly increasing commercial support and initiating a full programme reset. On 15 May 2025, the Investment Committee (InvestCo) declined the proposed Contract Change Notification and instead chose to pursue a contingency option. The programme is now preparing for a further NISTA-led Gate 0/3 Review, which will evaluate the progress of the contingency approach and inform updates to the Full Business Case ahead of the next InvestCo meeting in December 2025. | 77.93 | 55.66 | 28.58 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The programme has suffered some delays in delivery and subsequently some planned delivery milestone payments have not yet fallen due. | 387.64 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 395 to 387. This is primarily due to the following factors‚ The cause for a decrease in Whole Life Costs is due to the removal of optimism bias costs from the previous financial year 2024/2025. | 639 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 639. This is primarily due to the following factors‚ The programme is updating a revised version of the business case by December 2025. This will include a full review of the strategic objectives and benefits. However, our initial assessment shows that majority are still achievable, even through delivery of a contingency option. | No | Mark Gilmartin | HO_0331_2324-Q4 |
| Law Enforcement Data Service | HO | ICT | Law Enforcement Data Service (LEDS) Programme is a mature enabling programme, and a product-centric initiative that is replacing the end-of-life Police National Computer (PNC) with a modern, secure, and scalable platform. LEDS is critical national infrastructure that directly supports frontline policing and wider government priorities. LEDS is providing modern products, which can evolve over time to better meet the operational needs of law enforcement, as well as strong links, supporting Government priorities, including crime reduction, Violence against Women and Girls, and Serious Organised Crime (SOC). LEDS programme will incrementally deliver products that provide functional equivalence (parity) to PNC. It is delivering a suite of modern, cloud-based products that provide a unified view of law enforcement data, improve operational effectiveness, and enable future innovation. All products will be traced back to PNC data transactions to ensure parity with PNC is reached. Parity, in this context, means the minimum service required to support business continuity and ensure adoption, eventually allowing PNC to be retired. The programme is already delivering value through phased rollouts, with five products live across police forces and non-law enforcement agencies. The programme is on track to remove the dependency on PNC by March 2026. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. Delivery confidence has significantly improved since the 2021 reset, with the move to a product centric, agile development approach, the strengthening of the leadership team, and the successful product deployments and adoption. However, this programme remains large, complex and high risk. As the programme progresses through further phases of development the complexity and risk continue to pose a risk to plan and budget, this is fully recognised and being managed. Whist, March 2026 remains achievable, ongoing planning and funding pressures continue to present material risks. We are actively addressing these through targeted mitigation strategies, with regular oversight by the programme board. Despite a complex delivery environment, we are consistently achieving key milestones across the remaining LEDS Products and Enablers. Minor releases are being deployed effectively, ensuring that all live services remain stable and aligned with operational requirements. Strong collaboration with Forces and key stakeholders continues to be a priority. This engagement is critical to overcoming adoption challenges and ensuring the successful integration of new capabilities across the operational landscape. This is supported by IPA reviews which highlighted a high level of confidence in LEDS delivery, but noted continued complexity and risk associated with the development and adoption of this critical national infrastructure. | 01/04/2014 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2026. This is primarily due to the following factors. Despite the programme’s continued progress in a complex delivery environment, key milestones across the remaining LEDS Products and Enablers are being consistently achieved. This is underpinned by robust assurance practices that actively manage programme plans and mitigate risks. Minor releases are being deployed effectively, ensuring that all live services remain stable and aligned with operational requirements. Strong collaboration with police forces and key stakeholders remains a cornerstone of our delivery approach. This engagement is critical to overcoming adoption challenges and ensuring the successful integration of new capabilities across the operational landscape. The programme recognises the importance of maintaining resilience in support of critical national infrastructure and in parallel has commenced discussion to extend the PNC as contingency. To this end, commercial teams are actively exploring contingency options, including the potential extension of PNC support contracts. These considerations are being factored into a forthcoming programme decision point and will be progressed through formal governance channels. | 187.12 | 123.39 | 34.06 | The budget variance exceeds 5%. This is primarily due to the following factors. This variance reflects a more complete and mature understanding of delivery requirements and associated risks. These changes reflect the evolving complexity and scale of the programme, ensuring it remains fit for purpose and resilient in delivering critical national infrastructure. Key drivers include: • New cost responsibilities, such as funding external interfaces for wider Home Office use. • Emerging complexities in delivery, particularly from discovery work on products Person and EI components. • Increased resource needs, including roles not originally forecasted. • Expanded support and security requirements, including service support and architectural input. • VAT reallocation, where some costs are now recognised as non-recoverable. • Rising technical delivery costs, such as Supplier contract uplifts. | 905.07 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 611 to 905. This is primarily due to the following factors. This uplift reflects a more complete and mature understanding of delivery requirements and associated risks. These changes reflect the evolving complexity and scale of the programme, ensuring it remains fit for purpose and resilient in delivering critical national infrastructure. Key drivers include: • New cost responsibilities, such as funding external interfaces for wider Home Office use. • Emerging complexities in delivery, particularly from discovery work on products Person and EI components. • Increased resource needs, including roles not originally forecasted. • Expanded support and security requirements, including service support and architectural input. • VAT reallocation, where some costs are now recognised as non-recoverable. • Rising technical delivery costs, such as Supplier contract uplifts. | 458.9 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 411 to 458. This is primarily due to the following factors‚ This uplift reflects a more complete and mature understanding of products reflecting the evolving complexity and scale of the programme. Benefits from efficiency savings, cost savings and outcome improvements for public and private sector stakeholders have been identified and appraised over a 12-year appraisal period from FY2021/22 to FY2035/36. A benefits-tracking framework and realisation plan has been established to monitor all programme benefits. Key benefits that will be delivered by LEDS include: • Improved safeguarding of missing persons. • Efficiency of missing persons investigations. • Reduced inefficiency from PNC outages. • Reduced time to train new users. • c.£7m lower run cost than PNC | No | Mark Gilmartin | HO_0036_1617-Q2 |
| PASSPORT TRANSFORMATION PROGRAMME | HO | Government Transformation and Service Delivery | Passports Transformation Programme was initiated in 2016 with a case for change built on significant operational efficiencies, the potential for improved employee engagement and public protection capabilities and a vastly improved customer experience. The ultimate aim was to deliver a modernised, automated and digitisation of the passport service. The services at that time were almost entirely paper based, with failure demand leading to customer frustration and increased costs associated with high levels of customer contact. Infrastructure was built around manual and linear processes, for example, handline and scanning paper applications / evidence. There was minimal use of automation, with work tied to physical locations. Systems were integrated and interconnected resulting in a lack of user focus with no alignment and interoperability with wider Home Office IT systems. The Programme is in its final stages and has delivered a suite of replacement products, including: - The new Digital Application Processing (DAP) system, to replace the legacy Application Management System (AMS). DAP is a workflow management system which automates those decisions that do not require human intervention, and allocates tasks to available members of staff, meaning a more efficient end to end process. - The Digital Customer Services (DCS) online interface which customers use to apply for a passport. - The new Passport Data Services system of record. Cloud-hosted platform to replace the legacy database of passport records. Provides greater resilience and security, and many more opportunities for using data in future. - Replacement of legacy fraud management applications. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Continued AMBER rating reflected the complexity within the Programme left to deliver together with competing dependencies, coupled with the risks to funding in the wider Mission and Borders Portfolio for FY 24/25 (these were mitigated for FY24/25). Next Review (GATE 5 closure) is due June 2025 | 01/04/2016 | Low: 31/07/2025, Mid: 31/07/2025, High: 31/07/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/04/2025 to 31/07/2025. This is primarily due to the following factors‚ Delayed due to increased complexity within the development / testing work and drain down of cases from legacy systems. These have been proactively managed and the Programme has a clear pathway to closure. | 86.12 | 85.65 | 0.55 | The budget variance is less than or equal to 5%. n/a | 1010.06 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 730 to 1010. This is primarily due to the following factors‚ As at the end of 23/24, the cumulative spend was £730m. At end of 24/25 spend was £816m. We now anticipate the Whole Life Cost of the Programme to be approximately £1bn – noting that this includes: - The cost of running all the digital services until 2032, taking into account increased cost forecasts - The remaining change funding required to complete the Programme - Optimism bias of 50% on BAU run costs; this includes VAT where applicable and inflation for 25/26 and beyond at 2% As part of Programme closure further review will take place and be reported at Q1 | 82.79 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 230 to 82. This is primarily due to the following factors‚ Reporting has been updated and refreshed to account for banked benefits (2019). | Yes - Not published on the Government Evaluation Registry | Janine Bonnick | HO_0044_2021-Q4 |
| Fraud Reform | HO | Government Transformation and Service Delivery | To combat the growing threat of fraud to the public and economy, the 'then' government launched a Fraud Strategy (May 2023). The vision of the strategy was to cut fraud 10% from 2019 levels: the vision was achieved. Published crime data 4 successive quarters showed fraud had exceeded the 10% target, reaching a 17% reduction in data published for year ending December 2023. The programme was closed by the Home Office in March 2025. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at GREEN. This is primarily due to the following factors‚ An external assurance review was carried out on the programme in March 2025 and reviewers assessed the programme to be GREEN for overall delivery confidence and GREEN to progress to the next stage gate (closure). | 01/04/2022 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ The programme formally closed on 31/03/2025. | 31.2 | 31.8 | 1.92 | The budget variance is less than or equal to 5%. | 431.4 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 320 to 431. This is primarily due to the following factors‚ (1) Revised cost assumptions. We have collaborated closely with law enforcement partners to refine our understanding of the requirement to maintain the programme's target deliverables in future years, including increases to recruitment and employment costs over recent years. (2) Revised cost estimates now includes annual provision for the national Stop! Think Fraud communications campaign, in line with ministerial ambition. | 1282.02 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 0 to 1282. This is primarily due to the following factors‚ The vision of the Fraud Strategy was to cut fraud 10% from 2019 levels, down to 3.33million frauds by the end of the last Parliament (30 May 2024): the vision was achieved. Published crime data 4 successive quarters showed fraud had exceeded the 10% target, reaching a 17% reduction in data published for year ending December 2023. The programme has realised £54.31m of monetised benefits between FY22/23 and FY24/25. The programme is forecast to generate over £2,703.3million of present social value of benefits against an overall present social value of costs of £483million over the appraisal period of 10-years. | Yes - Not published on the Government Evaluation Registry | Duncan Tessier | HO_0229_2223-Q4 |
| UK HOLOCAUST MEMORIAL AND LEARNING CENTRE | MHCLG | Infrastructure and Construction | To build a striking 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, as well as other victims of Nazi persecution. A Learning Centre will 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors‚ The Holocaust Memorial Bill is going through Parliament to remove the statutory obstacle to planning consent. After the Bill has received Royal Assent, the nominated Minister will need to retake the planning decision. | 27/01/2015 | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | 3.37 | 1.79 | 46.88 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The passage of the Holocaust Memorial Bill took longer than expected, pushing back the estimated planning permission date and forecast spend on construction. | 142.88 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 138 to 142. This is primarily due to the following factors‚ Forecast costs increased due to delays to the programme, legal costs for the Holocaust Memorial Bill, provision for inflation and additional design costs. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The project does not focus on monetised benefits. Non-monetised benefits include the UK having a national Memorial to the Holocaust where people can pay their respects and reflect on the impact and enormity of the Holocaust. The Learning Centre will allow visitors to understand the importance of the Holocaust in British history, with increased awareness of subsequent genocides and antisemitism. | No | Peter Lee | MHCLG_0005_2021-Q4 |
| HOUSING INFRASTRUCTURE FUND | MHCLG | Infrastructure and Construction | The Housing Infrastructure Fund (HIF) provides funding for infrastructure projects which, once delivered, will unlock housing capacity, mainly in areas of high demand. The programme is expected to unlock the construction of circa 255k homes. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors: Spend has continued to accelerate and delivery is on a sound footing. Market and economic conditions and other factors, including environmental, do however continue to impact delivery of individual projects, and these are being managed carefully. To maintain delivery confidence, we are closely monitoring programme headroom, to avoid a programme-level under- or over-spend and unnecessary loss of unlocked housing. We are also implementing recommendations from HIF’s most recent NISTA annual review, including further streamlining decision-making processes and updating our forecasting model to more accurately reflect the maturity of the programme. | 30/12/2016 | 31/03/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2028. This is primarily due to the following factors: The HIF programme spend deadline remains 31/03/28, as agreed in the revised business case in 2023. | 744.8 | 740 | 0.64 | The budget variance is less than or equal to 5%. | 4263.7 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 4257 to 4263.7. This is primarily due to the following factors: Since the 2023 business case reset, there has been a slight increase in total forecast RDEL and CDEL spend, including an adjustment in legal and evaluation costs. | 11700 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 11600 to 11700. This is primarily due to the following factors: Programme monetised benefits estimates are reviewed periodically to account for projects descoping or withdrawing from the programme on deliverability grounds. Most significant project changes and withdrawals were factored into the end-FY 23/24 estimate. Change requests since then have been relatively minor, with a mixture of positive and negative impacts on monetised benefits leading to a slight programme-level increase. | Yes - Not published on the Government Evaluation Registry | Cathy Francis | MHCLG_0004_2021-Q4 |
| Towns Fund | MHCLG | Infrastructure and Construction | The Towns Fund was established as a £3.6bn funding pot that would invest in town centres and high streets in England to build stronger, and more resilient local economies. The Towns Fund has two major components: Town Deals (£2.35bn, 101 places) and the Future High Streets Fund competition (FHSF) (£830m, 72 places). Any money that was not allocated towards successful recipients of either programme has been used to support work that is closely aligned with the outcomes of the fund. Including funding allocated to the Levelling Up Fund, the ‘Build Back Better’ initiative, Freeports and DCMS-led heritage high street regeneration programmes. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Rating remains Amber with improvement in activity and spend across the programme. Analysis of data has shown some slippage and delays. In response, approval has been granted for extensions on Town Deals and Future High Street Fund (FHSF). Town Deals has been extended to March 2027. FHSF was extended to March 2025 for places with exceptional need; and a further six-month grace period for a small number of places at risk of missing the deadline. The programme team is supporting Local Authorities and acting as a critical friend through the delivery phase, in response to the reduction in Area Lead time spent on in-flight funds and the closing of the Delivery Associate Network. | 01/12/2018 | Mid: 30/03/2026, High: 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/03/2026 to 31/03/2027. This is primarily due to the following factors‚ The October 2024 Spending Review has granted an additional year for Town Deals, taking the end of the programme to March 2027. There is no new money for the programme but the additional year allows for payments to be scheduled in 26/27. In September, ministers agreed a further extension to the FHSF, taking the programme to 31 March 2025. | 556.4 | 516.3 | 7.21 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The programme had an underspend in 24/25. For Town Deals we released 92% of our budget and therefore the variance level is 8%. This was due to a range of factors but mainly due to an optimism bias at local authority level. | 3106 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 3106. This is primarily due to the following factors‚ The whole life cost figure relates to the costs published in the business case. This will remain unchanged for GMPP reporting, although costs may fluctuate in terms of grant repayment, overprogramming or a range of other potential issues the baseline costs will remain as are. | 7594 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 9878 to 7594. This is primarily due to the following factors‚ The Town Deals and FHSF FBC economic cases set out illustrative benefits and were based on BCRs from past interventions. The re-calculation now uses project intervention type received through performance monitoring, and average BCRs submitted by local authorities, to revise the projected benefits for the entire Towns Fund programme. | Yes - Published on the Government Evaluation Registry | Carmen Suarez, Jessica Blakely | MHCLG_0007_2122-Q1 |
| Affordable Homes Programme (AHP) | MHCLG | 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. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. We assess delivery confidence for the programme as Amber. The Affordable Homes Programme (21-26) is still on track to meet its overall target of delivering 110,000-130,000 homes, and received top ups of £800 million in the last year on top of the original £11.5 billion budget. The programme is still on track to meet its overall target, although in May the Greater London Authority announced a reduction in their targets for the Affordable Homes Programme (21-26). This target has now been reduced to 17,800-19,000 homes down from 23,900 – 27,200 for their original programme budget. | 01/04/2021 | Low: 30/03/2030, Mid: 31/03/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/04/2029 to 31/03/2030. The project end date has changed. In July 2024 we agreed with the Greater London Authority an extension to the completions deadline to March 2030. | 2792.17 | 2933.2 | 5.05 | The budget variance is less than or equal to 5%. | 12337 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 11,537 to 12,337. This programme has received £800m in top up funding which has led to an increase in our baseline WLC. We have a public commitment that this top up will deliver up to 7,800 additional affordable homes. | 20796 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 20796. We are expecting a change to the baseline benefits once we have consolidated delivery changes into a revised business case. | Yes - Published on the Government Evaluation Registry | Emma Payne | DLUHC_0138_2223-Q1 |
| ELECTORAL INTEGRITY PROGRAMME | MHCLG | Government Transformation and Service Delivery | The Electoral Integrity Programme delivered the electoral reforms set through the Elections Act 2022 including improvements to voter identification, easier overseas elector voting and removal of the 15-year limit on overseas elector voting rights, and improved election security. The measures were deployed sequentially, with all of the electoral measures coming into force and implemented prior to the July 2024 UK Parliamentary General Election (UKPGE). | GREEN | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors The primary objective of the programme to deliver the relevant commitments in the government’s 2019 manifesto, and the provisions of the Elections Act 2022 had been achieved. The programme’s leadership was identified as a source of strength, In particular, as the Senior Responsible Owner was valued by the wider programme community for changing the programme’s approach and the adoption of a far more collegiate approach to programme delivery. The manner and breadth of the programme’s engagement with its stakeholders was maintained, ensuring the programme was appropriately informed by a range of views and built bridges that aided delivery. | 11/01/2017 | Low: 31/03/2025, Mid: 31/03/2025, High: 31/03/2025 | Compared to the financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ The programme delivered the changes arising from the new legislation for use in elections held in May 2024 and July 2024. The programme continued through to March 2025, to support the deployment of EU citizens voting and candidacy rights and monitor the realisation of its outcomes following deployment. | 37.92 | 36.38 | 4.04 | The budget variance is less than or equal to 5%. | 388 | Compared to the financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 420 to 388. This is primarily due to the following factors‚ Whole life costs are lower than initially anticipated due to lower demand for New Burdens funding than originally modelled. Some underspend has also arisen due to programme activity being delayed beyond programme closure. This activity is being managed via business as usual activity and budgets. This consists of a relatively small amount compared to the New Burdens underspend. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to the financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The Programme has no cash releasing benefits. The entirely qualitative benefits cover 4 themes: fraud; trust; participation; and efficiency. | Yes - Published on the Government Evaluation Registry | Stuart Ison | CO_0025_2021-Q3 |
| DIGITAL PLANNING PROGRAMME | MHCLG | Government Transformation and Service Delivery | The planning system should deliver the development that communities need and ensure that places are liveable and sustainable. Communities should trust the planning system and be sure they have the ability to engage with what gets built where. The system needs to be faster, more efficient and more certain, making local and national planning policies clearer to citizens, communities, and developers, and enabling effective consultation with affected communities. The MHCLG Digital Planning Programme will enable a modern and efficient 21st century planning system. The programme’s four key interventions (focused around better access to planning data, faster and more efficient planning decisions, improved local community engagement and, simpler, faster, more accessible plan making) will shift a semi analogue system based on documents to one that is data-driven, standards based and powered by modern user centred products and services. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The latest IPA gateway 0 (3) review took place in October 2024 with the programme given an Amber rating, with narrative from the review team showing that we are maintaining good progress. The immediate priorities include: developing clear criteria and SMART measures to ensure successful delivery against revised targets for the current Spending Review period that can be evidenced. Ability to easily monitor the status of all Local Planning Authorities (LPAs) as they implement and adopt modern planning software. Revision of the Strategic Business Case to align with the Spending Review and reviewing the benefits strategy and plans to reflect the current state of the programme. | 01/09/2020 | 30/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained 30/03/2027. This is primarily due to the following factors: There has been no change to the schedule for the programme. | 37.13 | 31.09 | 16.27 | The budget variance exceeds 5%. This is primarily due to the following factors: The underspend reflects a successful initiative to decrease spending on bench contracts held with our delivery partners, complemented by a greater emphasis on civil service recruitment. Further underspend is due to reduced scope of activities across the programme. | 148.34 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 106 to 148. This is primarily due to the following factors: Previous WLC did not include costs beyond Spending Review period which ended in 24/25. Therefore, WLC cost increase will continue to fund existing activities to be delivered in future Spending Review periods. These additional costs include workforce, maintenance and system support as well as product development which are necessary to ensure continued progress and successful completion of the programme’s objectives. We expect WLC to increase by the end of Financial Year 25/26, as the next phase of Spending Review is finalised. | 184 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 232 to 184. This is primarily due to the following factors: Projected programme benefits have been revised downward due to slower-than-expected adoption of digital tools by Local Planning Authorities (LPA), reflecting points we have learned since beginning the programme about the relationships with incumbent suppliers and the level of Local Authority capacity for adoption. Ongoing end-to-end testing with selected LPAs may identify further efficiencies for inclusion in future benefit assessments. Also, there has been an increase in inflation, compared to when the benefits were originally forecast. | Yes - Not published on the Government Evaluation Registry | Charlotte Spencer, Caroline Crowther | DLUHC_0181_2223-Q3 |
| GRENFELL SITE AND PROGRAMME | MHCLG | Infrastructure and Construction | The Grenfell Programme continues to support the recovery of the Grenfell community and is currently preparing to carefully take down the Grenfell Tower. We continue to work in partnership with the Grenfell Tower Memorial Commission to deliver a fitting memorial, and deliver the Grenfell Tower Memorial Commission's other recommendations for Government, including the provision of a second site, where materials from the Tower not used in the memorial will be laid to rest and a physical and digital archive. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The previous assurance review gave an amber rating to the programme in March 2024, with actions linked to a timeline and pathway for the bringing down of the Grenfell Tower. Since then a decision was announced in February 2025 to take down the Grenfell Tower. The programme has also supported the launch of the Grenfell Tower Memorial Commission's Memorial Design Team Selection Process. The Department continues to progress the Grenfell Tower Memorial Commission's recommendations for Government and ensure the Grenfell community is supported over the longer term, working with local partners. | 15/07/2019 | 31/03/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/01/2030 to 31/03/2031. This is primarily due to the following factors‚ Following the DPMs decision to carefully take down Grenfell Tower and the launch of the Multi Disciplinary Design Team Selection Process, the Grenfell Programme is on track to deliver to agreed timelines. This includes an additional year to provide for deconstruction and construction contingency. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ Given the nature of the Programme, it has been agreed with NISTA that it would be insensitive and not appropriate to track monitised benefits. | No | Camilla Sheldon | MHCLG_0001_1920-Q3 |
| Brownfield, Infrastructure & Land (BIL) | MHCLG | Infrastructure and Construction | Launched in July 2023, the Brownfield Infrastructure and Land (BIL) fund is a £1.5 billion programme designed to regenerate underused land and deliver transport links; boost local areas by transforming disused sites and investing in vital infrastructure, such as GP surgeries, primary schools and access roads; and fund the decontamination of previously used land. BIL is expected to unlock the construction of 65,500 homes and 200,000 sqm of employment floorspace. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ Delivery confidence remains Amber, given various risks the programme could face as it transitions into the delivery phase, including potential cost increases and impacts of the Building Safety Act (which may cause delays to project approvals and/or changes to scope). Proactive risk management occurs at project and programme level through risk assessments, regular progress reviews, contingency planning, and escalation where required. BIL is currently on track to achieve its programme targets. The next financial year is expected to be the peak year for expenditure. | 24/07/2023 | Low: 31/03/2029, Mid: 31/03/2029, High: 31/03/2029 | The project's end-date at 24/25-Q4 is scheduled to be 31/03/2029. This is primarily due to the following factors: There are no changes to the schedule. The final completions for the programme are still planned for the end of the 2028/29 financial year. | 275.58 | 242.1 | 12.15 | The budget variance exceeds 5%. This is primarily due to the following factors‚ In March 2025, some BIL spend was reprofiled into the next Financial Year to allow for a key strategic acquisition, resulting in a 12% budget shortfall which will be met in Financial Year 2025/26. | 1497.79 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 1,497. This is primarily due to the following factors‚ At Spending Review 21 a package of investment was announced to drive economic growth by investing in new housing-led brownfield, infrastructure, and land projects in England, unlocking construction of 65,500 homes. Budgets profiles have recently been updated as part of the spending review process, with no change to WLC. | 2957 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 2957. This is primarily due to the following factors‚ Key monetised benefits are expected to be: increased land value uplift from residential and commercial developments, health benefits from affordable housing and distributional benefits from affordable housing. Further benefits realisation planning will be undertaken in Financial Year 25/26, providing a more accurate projection of the anticipated benefits. | No | Cathy Francis | DLUHC_0364_2324-Q4 |
| Levelling Up Fund | MHCLG | Infrastructure and Construction | The Levelling Up Fund is a £4.8 billion competitive fund allocated across three rounds, open to bids from all local authorities in the UK as well as certain public sector and other bodies in Northern Ireland. This brings allocation of all £4.8 billion of LUF funding to completion. The capital-only fund will provide grant payments to successful bidders to support town centre & high street regeneration, transport and cultural & heritage bids / projects. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Round 3 of the Fund was preserved in the 2024 Autumn Statement and agreed a reprofiling of c £1bn for projects beyond March 2026. All funding allocations are complete. LUF continues to implement NISTA recommendations in regards to aligning governance, monitoring returns and evaluation approach to the consolidation and simplification of funds as part of the devolution agenda. This will ensure the continued support and development of projects aligned to the Government's agenda, to deliver the programmes long-term benefits. | 03/03/2021 | 31/03/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2026 to 31/03/2028. This is primarily due to the following factors‚ Autumn Statement 2024 agreed a reprofiling of c£1.bn for LUF projects beyond March 2026. Through the latest monitoring return, we allowed projects for the first time to extend spending profiles to 2027 for Round 1 projects and 2028 for Round 2 and 3 projects. These profiles (with optimism bias applied) have informed funding profiles for Spending Review phase 2. | 1064 | 1020 | 4.14 | The budget variance is less than 5%. | 4799.75 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 4800. This is primarily due to the following factors‚ Whole Life Costs have not changed. The full £4.8 billion of the programme’s budget has been allocated. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) has remained at 0. This is primarily due to the following factors‚ Now that all beneficiaries are known, analysis is underway to identify the monetised benefits of the programme e.g. BCR. | Yes - Published on the Government Evaluation Registry | Nico Heslop | MHCLG_0017_2122-Q2 |
| Remediation Portfolio | MHCLG | Infrastructure and Construction | The Remediation Portfolio’s overarching strategic objective is to bring all affected buildings over 11 metres with unsafe cladding up to the minimum life-safety standard quickly, completely, proportionately, and consistently. The objectives of the portfolio are to: fix buildings at pace, identify all affected buildings with unsafe cladding and ensure those responsible pay and protect the taxpayer. These objectives work with a set of four operating principles: support residents, deliver remediation to the right standards, deliver value for money and ensure remediation takes a risk-based approach. All funding for remediating buildings, over the Government’s capped £5.15bn contribution, will be recouped from industry. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Delivery confidence remains amber due to the need to accelerate the pace of remediation, progress developer debt recovery and implement the Building Safety Levy. As of April 2025, there are 5,052 residential buildings 11 metres and over in height identified with unsafe cladding with 1652 having completed remediation works. Identification of 11–18m buildings requiring remediation is continuing, with over 500 more 11-18m buildings monitored compared to a year ago. The portfolio has published performance targets and is delivering its Remediation Acceleration Plan, with a public update on progress and further interventions expected following the 2025 Spending Review this summer. | 26/06/2023 | 31/03/2036 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2036. This is primarily due to the following factors‚ The end date remains at 31/03/203. | 517.3 | 437.7 | 15.39 | The budget variance exceeds 5%. This is primarily due to the following factors‚ There is underspend due to social/private sector costs in the Aluminium Composite Material (ACM) programme being reduced caused by late building completions and lower than expected starts in the Building Safety Fund (BSF) programme. Additional underspend due to staff costs savings in the ACM and BSF programmes, programme delays and supporting functions paying out less than expected for enforcement grants and lower legal costs. | 9915 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 9915. This is primarily due to the following factors‚ The modelled whole life cost of the portfolio has not been updated in this report due to uncertainty surrounding the Spending Review outcome. This forecast will be updated once the Spending Review outcome has been confirmed. | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | Katie Farrington | DLUHC_0250_2324-Q1 |
| Levelling Up Home Building Fund | MHCLG | Infrastructure and Construction | The Home Building Fund supports small and medium sized housebuilders and residential development lenders to grow and increase supply. The fund also aims to diversify and build resilience in the housing market, foster innovation including Modern Methods of Construction and leverage greater private investment into housebuilding. Funding is provided on a recoverable basis through direct lending, equity into partnership arrangements and lending alliances with other lenders. This helps market participants to grow and creates an environment where prospective new entrants, including institutional investors, feel confident and supported to enter the residential sector and existing operators are able to increase their resilience and develop a trading record that will assist them in scaling up their businesses successfully. | Not set | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ The approval of the revised Business Case and extension of the fund at the end of 2024, has allowed for commitments to continue through to the end of March 2026 which is expected will allow for the full fund to be committed and subsequently delivered. The aim is for the full programme allocation to be drawn down and the expectation that the new homes targets will be achieved or exceeded - and the new target brings expected supported delivery up to 54k homes. Performance from 24/25 (with stabler economic & development landscape conditions) and in signing new commitments has enabled significant progress towards meeting final forecasts. | 25/11/2020 | 31/03/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2031 to 31/03/2032. This is primarily due to the following factors‚ The approval of the revised Business Case and extension of the fund at the end of 2024, has allowed for commitments to continue through to the end of March 2026 which will allow for the full fund to be committed and subsequently delivered. The additional period for deployment reflects challenging market conditions and lower sector activity between 2022 and 2024. | 216.94 | 257.8 | 18.83 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The project has overperformed on fund deployment in 24/25 compared to the original budget. At the end of the year the outturn was overachieved largely due to new projects being brought into the programme that were not originally anticipated at the beginning of the year. | 2076 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 2206 to 2076. This is primarily due to the following factors‚ The approval of the revised Business Case. The whole life costs are expected to be lower than originally forecast - but given the impacts of the private sector capital leveraged by the HBF, this reduced spend is still set deliver the forecasted outputs. | 1850.1 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 842 to 1850. This is primarily due to the following factors‚ Changes to the total number of housing outputs since the baseline position with outputs increasing significantly in 24/25 to reflect extension of the programme and revisions made to how the benefits are estimated, which has been informed by monitoring data of live projects being delivered under the programme. | Yes - Not published on the Government Evaluation Registry | Nigel Barclay | DLUHC_0135_2223-Q1 |
| Freeports | MHCLG | Infrastructure and Construction | The Freeports programme aims to catalyse private investment into the UK’s former industrial heartlands, helping transition regional economies towards the sectors of the future, such as renewables, and create long-term, high-quality jobs for local communities. Freeports therefore have an important role to play in this government’s growth and clean energy missions, as set out in our recently published Industrial Strategy. Sites in all 12 Freeports have now been designated, meaning companies can benefit from a range of reliefs on new investment and job creation in Freeport areas. In addition, these locations will see an ambitious programme of public investment, including £300m capital funding and long-term local retention and reinvestment of business rates, as well as dedicated support for innovation and international trade. Freeports have already generated £6.4 billion in private investment, 89% of which is foreign direct investment. The capital funding element of the programme is forecast to complete by 2027/28; however tax reliefs and business rate retention will continue beyond this date. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The previous assurance review noted that the programme is rated as ‘Amber’ and on an upward trajectory from last year with much good progress demonstrated. It noted that the programme has successfully transitioned from a set-up phase into delivery and that governance structures have adapted to reflect the demands of delivery. Significant milestones have been achieved with all eight English Freeports having passed the business case approval stage and are moving into delivery on the ground with established tax sites and the beginnings of investment happening. The programme has made significant progress in addressing the recommendations from the previous assurance review including work to adapt the policy and formally re-engage departments in the programme. Further work is taking place to support the Scottish Green Freeports and Welsh Freeports to begin to move out of set-up into delivery. | 08/02/2019 | 31/12/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2027. This is primarily due to the following factors‚ The project end date remains 31/12/2027. | 87.28 | 87.28 | 0.0 | The budget variance is less than or equal to 5%. | 256.3 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 229 to 256. This is primarily due to the following factors‚ Seed capital grants forecast for Scottish Green Freeports and Welsh Freeports for financial year 2025/26 which were not previously captured; in addition, programme costs have profiled into financial year 2025/26 in line with the programme end date. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The Freeports programme will provide a range of benefits through the delivery of regeneration, skills and labour market, infrastructure and transport, and environmental benefits. | Yes - Published on the Government Evaluation Registry | Jessica Blakely, Carmen Suarez | MHCLG_0008_2122-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 set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. Although Delivery Confidence has remained at Amber, with the Development and Production Phase (DPP) final Standard Operating Capability now on contract, delivery confidence is greater. The A400M DPP Review Note will reset the delivery schedule for the remaining projects (noting all 22 aircraft have been delivered) which will enable ‘Green’ to be reported. The main risk to delivery remains workforce capacity which the Programme continues to mitigate through Project prioritisation to smooth resource demands. | 01/07/1997 | 31/12/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/12/2028. This is primarily due to the following factors. Confidence has increased with the signing of the Global Deal with all Partner Nations (through the Organisation for Joint Armament Co-operation) and Airbus. The 2025 Review Note will reflect the revised schedule to achieve Full Operating Capability based on the contract. | 348.18 | 300.93 | 13.57 | The budget variance exceeds 5%. This is primarily due to the following factors. In-Year re-profiling. | 4111.81 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 3764 to 4111. This is primarily due to the following factors. Confirmation of the support costs with the signing of the Global Deal. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | Richard Curzon | MOD_0001_1112-Q1 |
| 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 set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. Aircraft certification risk (information sharing between the US and the UK); workforce capability shortfalls. | 31/03/2017 | 31/12/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2030. | 314.44 | 274.75 | 12.62 | The budget variance exceeds 5%. This is primarily due to the following factors. The in year underspend is due to the delay to Letter of Offer and Acceptance signature and knock on impact to the placing of US Government contracts. This will be re-profiled in Public Contract Regulations (PCR) 25. | 1913.51 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1861 to 1913. This is primarily due to the following factors. The UK's decision in 2021 to defer H-47(ER) aircraft production by 3 years, compounded by adverse inflation and Forex cost increases which has 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 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Nicholas Knight | MOD_0009_2122-Q2 |
| 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 (FOSuW) 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. | Not set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. This is because of uncertainty regarding the whole life costs from the next phase of delivery which have increased (including drivers from prevailing economic conditions). In addition, there are concerns that the programme may not meet all extant key user requirements. However, the programme has maintained its rating of Amber Compared to 12 months ago, as it completed the full scope of work for the original Assessment Phase by November 24 on time and budget. Although uncertainty with approvals has delayed the submission of the Review Note to May 25, a Continuation of Spend will maintain contract coverage to Jun 25 and has protected the delivery schedule. | 01/07/2017 | 30/04/2043 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 decreased from 31/12/2037 to 25/04/2025. This is primarily due to the following factors. This takes into account the anticipated completion of delivery of munitions and the transition of the capability to solely in-service support. The reported delay to 2043 also recognises the funded position of the programme throughout the upcoming Demonstration and Manufacturing phase. The reported dates are subject to the approval of the Full Business Case anticipated in 2026. It should also be noted that deliveries of stock to international partners could alter the assumed delivery rates for the munitions. | 227.76 | 185.03 | 18.76 | The budget variance exceeds 5%. This is primarily due to the following factors. This is because of the delays to the French RJ10 (RamJet 10) project. With no contract in place for the next phase between the DGA (Direction generale de l'armement) and MBDA France, the expected costs to the UK have not occurred. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | James Dowson | MOD_0139_2122-Q1 |
| NEXT GENERATION (FIXED) COMMUNICATION NETWORK | MoD | Military Capability | The intent of the Next Generation 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. | AMBER | Not set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors. The programme was reset with the issuance of a new mandate in March 2024. An independent Assurance Review in June 2024 assessed Delivery Confidence as Amber noting that significant progress had been made. An updated Outline Business Case was approved in October 2024 and the programme is now preparing for market engagement. A Delivery Partner was onboarded in February 2025 to support delivery. | 28/04/2021 | 11/12/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 11/12/2030. This is primarily due to the following factors. | 304.82 | 244.46 | 19.8 | The budget variance exceeds 5%. This is primarily due to the following factors. An out-turn of 20% underspend of budget due mainly to current supplier performance in the delayed delivery of network improvement changes under existing contract arrangements. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. | No | Julia Beresford | MOD_0126_2021-Q4 |
| FUTURE COMBAT AIR SYSTEM | MoD | Military Capability | The Future Combat Air System (FCAS) 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 set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-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 combat aircraft. As such, a confidence assessment of Red is not unexpected. Significant achievements have been made, having signed a treaty with trilateral Global Combat Air Programme (GCAP) partners Italy and Japan in Dec 2023. Three significant milestones were then achieved in December 2024: the GCAP Convention came into force, the GCAP International Government Organisation was formally established in the UK, and the Joint Venture Agreement for GCAP was trilaterally signed by industry partners. However, the programme remains in the early stages of development, and there is recognition of the scale of the challenges faced to stand up a programme of this nature. Actions are being taken to address this at the start of the programme by learning the lessons of the past and from similarly large and complex projects. | 26/04/2019 | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | 1261.9 | 1238.2 | 1.88 | The budget variance is less than or equal to 5%. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Richard Berthon | MOD_0122_2021-Q4 |
| BRIMSTONE 3 | MoD | Military Capability | Brimstone 3 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 set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. This is primarily due to delays in agreeing the revised baseline, continued resourcing constraints, and the need to finalise the operational safety case. While key progress has been made, including stabilisation of the delivery schedule and safety case advancement, risks remain around programme maturity and delivery confidence. | 27/03/2017 | 31/12/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2028. This is primarily due to the following factors. Compared to the financial year 23/24-Q4, the programme's end date in 24/25-Q4 remains scheduled to finish on 31-12-2028. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Dean Pask | MOD_0141_2122-Q1 |
| Future Materials Campus | MoD | Military Capability | The Future Materials Campus 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. | Section 24 - National security | Section 24 - National security | Section 24 - National security | 16/08/2023 | Section 24 - National security | Section 24 - National security | 510.03 | 406.19 | 20.36 | The budget variance exceeds 5%. This is primarily due to the following factors. The budget for Future Materials Campus projects being reduced following a holistic review of the wider warhead portfolio costed plan. Furthermore, forecast estimates from Future Materials Campus programme had not been fully reflected in the budget. | Section 22 - Information intended for future publication | Section 22 - Information intended for future publication | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Peter Adams | MOD_0247_2324-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. | Not set | AMBER | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is 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. | 17/03/1997 | Section 24 - National security | Section 24 - National security | 353.05 | 329.7 | 6.61 | The budget variance exceeds 5%. This is primarily due to the following factors. Increased supplier pay settlement and rates. | 11571.12 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 11256 to 11571. 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 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Saloni Sanghvi | MOD_0076_1213-Q1 |
| MODNET EVOLVE | MoD | Military Capability | MODNET Evolve provides the essential base IT infrastructure needed by the MOD at OFFICIAL and SECRET on exit from the 20 year legacy 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 commodification of modern IT services. Additionally, the associated ‘in-housing’ of key IT management capabilities enables MOD to control its IT design, providing the basis for a single enterprise architecture that will meet the MOD's evolving business needs. | AMBER | Not set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors. The migration of all 200,000 Official Tier users worldwide to the new service is underway and will complete in the next financial year. The End User Services (SECRET) contract has been placed and all SECRET Tier users will be migrated to the new service by June 2025, and over 95% of users have moved to the new Managed Print Service which will be completed by July 2025. | 29/02/2016 | Section 26 - Defence | Section 26 - Defence | 60.93 | 43.99 | 27.8 | The budget variance exceeds 5%. This is primarily due to the following factors. This reflects a forecast under-spend against budget of £16.957M and is due to the revised delivery schedule for the OFFICIAL Tier. | 370.68 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 370.681 This is primarily due to the following factors. Departmental financial pressures have reduced the programme’s budget in FY 24/25 and FY 25/26. | 431.99 | Compared to financial year 23/24-Q4, the project's departmental-agree monetised benefits at 24/25-Q4 remained at 0m | No | Dr Marc Baldwin | MOD_0110_1718-Q1 |
| 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. | RED | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is RED, compared with the project's assessment last year of AMBER. This is due to the following factors. The main focus through the year has been design. Velocity has not been as forecast owing to a backlog of approving/closing out design packages at the end of each phase. There has been key interventions in simplifying design in year and initiatives are underway to reduce the backlog, both of which will enable the transition to construction. Actions are ongoing to recover the delivery confidence, mature the design and reduce the significant levels of risk/uncertainty in the programme. This will culminate in a reset during financial year 2025. | 31/12/2016 | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide cost/schedule information | The project's end-date at 24/25-Q4 is exempt. This is primarily due to the following factors. The programme will undergo a reset during financial year 2025. The Baseline to be set following approval of the Supplier Commitment Schedule, which will outline the agreed delivery timelines, quantity of materials and services provided by the supplier. | 536.37 | 382.82 | 28.63 | The budget variance exceeds 5%. This is primarily due to the following factors. The In-Year variance is caused by delays in design completion and therefore a later transition to construction. | Low: 2,190.70, Mid: 2,190.70, High: 2,190.70 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1428 to 2190. This is primarily due to the following factors. The programme is managing its whole life cost (WLC) in conjunction with the MOD's Annual Budgetary Cycle. Confidence in the WLC will be a critical outcome of the programme reset. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Robert Tantam | MOD_0011_2122-Q2 |
| MINE HUNTING CAPABILITY | MoD | Military Capability | To provide an agile, interoperable, and survivable capability using emerging Maritime Autonomous Systems (MAS) that enables 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 of Mine Hunting Capability (MHC) is to deliver a managed transition from current Mine Counter Measures Vessels (MCMV) to future MAS capabilities whilst sustaining and, where possible, improving capability delivery to provide military effect in accordance with extant Policy assumptions. The pace and nature of change is dictated by out-of-service dates for current MCMVs, by affordability issues, and by recognised capability shortfalls measured against an evolving requirement and threat. The intention is to transform current Mine Counter Measures thinking in order to enable these capabilities to be deployed differently, and more economically and effectively. Key aims of the programme are to provide assured assure the safe operational deployment and return of the Continuous At Sea Deterrent and to deliver capability ‘in stride’ with a Maritime Task Group. | Not set | RED | Section 27 - International relations | 01/10/2014 | 31/03/2034 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2034. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Matthew Stratton | MOD_0124_2021-Q4 |
| 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 Ship Submersible Ballistic Nuclear(SSBN) Submarines, 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 and resilient, and ready to excel in operations out to 2067”. | Not set | AMBER | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is due to the following factors. The DCA reflects ongoing work by the programme team to deliver a number of key projects during 2024/25. | 07/09/2015 | Low: 01/04/2032, Mid: 01/04/2032, High: 01/04/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 01/04/2032. | 140.06 | 148.03 | 5.69 | The budget variance exceeds 5%. This is primarily due to the following factors. The main driver for the in-year variance of 6% is that the programme builds in prudent risk contingency to accommodate delivery in an operational naval base. | Low: 1,876.30, Mid: 1,876.30, High: 1,876.30 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1870 to 1876. This is primarily due to the following factors. The programme remains within approval tolerances. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Andrew Tims | MOD_0118_1718-Q3 |
| SEA VENOM | MoD | Military Capability | Future Anti-Surface Guided Weapon (FASGW) is required to enable the Wildcat maritime 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. | Not set | GREEN | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors. The Delivery Confidence Assessment has increased to Green against the programme's re-baselined schedule and costs. The first live firing of the weapon from the Wildcat helicopter was completed successfully in October 2024 and the capability will be deployed operationally on Carrier Strike Group 2025. | 03/03/2014 | 21/12/2029 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 21/12/2029. This is primarily due to the following factors. The programme end date has been maintained. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Peter Fawcett | MOD_0138_2122-Q1 |
| MECHANISED INFANTRY PROGRAMME | MoD | Military Capability | The Mechanised Infantry Boxer Programme will deliver modern wheeled Armoured Personnel Carriers and an Armoured Fighting Vehicle modular, common base platform 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. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the project's assessment last year of AMBER. This is due to the following factors. The Amber Deliver Confidence Assessment reflects the whole programme delivery forecast to full operating capability (FOC). The Amber rating is still predominantly driven by global supply chain issues following the war in Ukraine and Covid, which are not unique to Defence or Boxer but impacts at a key point of vehicle manufacture. There are increased risks requiring strong management action to drive towards IOC which are not expected to continue through to FOC. Delivery performance is impacted by the lead contractors ARTEC, comprising Rheinmetall and KNDS, who 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 training 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. The DCA is confirmed as Amber by a recent external NISTA Gate 4 programme review. | 27/10/2017 | 31/03/2033 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2033. | 406.66 | 297.93 | 26.74 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme is forecasted to spend £296.446M of £404.82M provisioned to Core Boxer for 24/25 which has resulted in a fade of £108.374M. Vehicle delivery dates were re-profiled to £52M in September 24 following updated delivery dates. Savings have been made in year to reflect the current Capital Departmental Expenditure Limit (CDEL) deferral measures which were implemented at the June 24 forecast. Capital spares were re-profiled in March to 25/26, again based on the updated contractor delivery forecast. | 7009.3 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 6967 to 7009. This is primarily due to the following factors. The Programme Whole Life Cost (WLC Budget) (not cost) to Full Operating Capability (FOC) (which includes provision for addition vehicle procurement) has increased by £41.44m since Q4 23/24 as a consequence of re-profiling from prior years into future years and application of the latest inflation estimates offset by re-statement of Foreign Exchange assumptions. This was a direct consequence of vehicle and Bowman delays. As prior year control totals are not reset as a result of forecast reprofiling, this gives an artificial picture of an increase in cost. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | Martyn Williams | MOD_0115_1718-Q2 |
| MULTI ROLE STRIKE SHIP | MoD | Military Capability | The Multi-Role Strike 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. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the project's assessment last year of AMBER. This is due to the following factors. While there have been improvements across Programme Governance, Resources and Working Practices, this remains a complex and challenging Programme with appropriate levels of risk and uncertainty at this stage (Concept Phase). To improve delivery confidence, the Programme Team are undertaking evidence gathering in order to make informed decisions around options and the route to commercial competition. | 01/04/2024 | Low: 31/01/2040, Mid: 31/01/2040, High: 31/01/2040 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/01/2040. This is primarily due to the following factors. The end date is based on the current deterministic In Service Dates for the six MRSS. This date will be reviewed and updated as part of the Outline Business Case submission in Q3-25, informed by an increased understanding of the commercial strategy and outcomes from the Strategic Defence Review. | 26.04 | 4.38 | 83.18 | The budget variance exceeds 5%. This is primarily due to the following factors. The in-year budget is currently showing the Strategic Outline Case (July 2023) Annual Budget Cycle (ABC) figures which remain extant at 26.042M, but while MRSS is in the Concept Phase the actual approval is limited to a Standing Approval of £10M for which the In-Year Forecast spend is £4.379M therefore showing an artificial under-spend. | Section 43 - Commercial interests | Section 43 - Commercial interests | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Christopher Haw | MOD_0320_2324-Q3 |
| PROTECTOR | MoD | Military Capability | Protector will provide a certified Remotely Piloted Air System with enhanced capabilities (to 2040) over those currently provided by the in-service 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 set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors. Although Protector has received the financial approval required to achieve the Initial Operating Capability (Intelligence, Surveillance, and Reconnaissance) milestone later this year, the programme is awaiting approval for a Review Note which proposes a re-baselining of milestones and a route to a Green rating. Furthermore, workforce shortages and weapons testing delays are contributing to reduced Delivery Confidence. | 30/04/2009 | 30/06/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/06/2026. This is primarily due to the following factors. No change in project end-date. | 138.66 | 87.57 | 36.84 | The budget variance exceeds 5%. This is primarily due to the following factors. Significant underspend due to directed savings deferrals and spend commitment restrictions. | 1523.18 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1463 to 1523. This is primarily due to the following factors. Foreign Exchange Rate increases, inflation, and the acceleration of future capability enhancements has resulted in an increase in the Programme’s costs for which an uplift in the Approved Budgetary Level is being sought. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Alexander Hicks | MOD_0107_1617-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 set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. FY 24/25 continued to present some key challenges. The important risk reduction activity of the ECRS Mk2 Step 1 (prototype system) flight trails have completed and the in-flight data will support the continued development of the system. Securing the UK Minimum Viable Product in the P4E has continued at pace with a plethora of challenging negotiations with Partner Nations. Some uncertainty has been addressed but significant challenges remain to assure the delivery of the ECRS Mk2 capability by 2030. | 01/07/2021 | 01/08/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 01/08/2032. This is primarily due to the following factors. No change in project end-date. | 207.85 | 208.57 | 0.35 | The budget variance is less than or equal to 5%. | 2902.02 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 2904 to 2902. This is primarily due to the following factors. Minimal change that remains within approval tolerances. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | Nicholas Lowe | MOD_0137_2122-Q1 |
| CROWSNEST PROGRAMME | MoD | Military Capability | The Crowsnest programme is a firm price contract to deliver an organic Airborne Surveillance and Control (ASaC) 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. | GREEN | Not set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors. The programme having achieved Full Operating Capability in March 2025, and remaining within cost, time and performance approvals. | 26/03/2013 | 06/08/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 06/08/2025. This is primarily due to the following factors. The inclusion of acceptance and contract closure activity. Full Operating Capability was achieved 29 March 2025. These factors have been under review to identify opportunities to bring the programme closure earlier. | 4.78 | 1.08 | 77.4 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme is £3.7m under-spent against the funds allocated for Financial Year 2024/2025 due to a Ministry of Defence directed deferral to 2025/2026. This funding is allocated for change requests and spares purchases. The remaining in year programme spend is within the revised budget allocation. | 507.71 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 504 to 507. This is primarily due to the following factors. Whole life costs have changed due to a MOD directed funding deferral from Financial Year 2024/2025 to FY 2025/2026. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | John Paul Bowers | MOD_0017_1112-Q1 |
| NAVAL SUPPORT INTEGRATED GLOBAL NETWORK (NSIGN) | MoD | Military Capability | The Naval Support Integrated Global Network (NSIGN) is the re-provision of the services contracted through Future Maritime Support Programme, specifically Ship and Submarine engineering and key Naval Base enablers. NSIGN consists of 3 projects – Ships Support, Submarine Support and Naval Bases. Whilst NSIGN 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 NSIGN could deliver more effectively. | Not set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. Following an Assurance Review concluding Red in July 2024 the Programme and Projects have progressed significantly with a subsequent NISTA Assurance Review upgrading Delivery Confidence to Amber, reflecting the significant progress with the maturity of the NSIGN (Submarines) Outline Business Case and the commercial strategy. The programme has made considerable progress, mobilising projects, progressing with project procurement and commercial strategies. | 01/09/2022 | 22/03/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 22/03/2030. This is primarily due to the following factors. The baseline of the Project and the Integrated Programme Schedules support the deliverability assessment, but timelines remain challenging to contract award with Projects meeting either the current Future Maritime Support Programme (FMSP) expiry dates (in 2026) or the revised expiry dates for the planned extensions (for the period 2026-2028). The active close management of FMSP Extensions alongside the NSIGN activity are key to mitigating the risks to continuity of service delivery. | Not set | Not set | Not set | Due to the combined nature of the cost model (Submarine, Ships and Naval Base) the figures are not currently available to calculate the In Year variance. Figures will be available once the next business case aligns the elements. Remains within the planned expenditure, noting that Concept Phase activity is confined to Departmental Operating and Legal Costs. | 20264.02 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 20264. This is primarily due to the following factors. Work is ongoing as part of the current concept phase activity to finalise the Programme Cost Model. A full affordability assessment will be made once the Spending Review has concluded. The current marginal (<1%) whole life affordability challenge (against a total assessed expenditure of £20bn over 10 years) will be resolved through further cost-modelling and challenge prior to the submission of the Naval Support Integrated Global Network (NSIGN) Ships and Naval Base Outline Business Case's and NSIGN Subs Full Business Case in Q3 25/26. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Graeme Little | MOD_0136_2122-Q1 |
| 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 Crewed 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 deliver a step change in capabilities Compared to current in-service vehicles in the areas of Intelligence, Surveillance, Target Acquisition & Reconnaissance (ISTAR) sensors, multi-domain integration, lethality, protection, and mobility. 589 vehicles will be delivered through a firm-price contract with General Dynamics Land Systems (United Kingdom). | Not set | AMBER | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is due to the following factors. The programme received an Amber rating at NISTA's 2024 Assurance Review. Although the impact of delays to trials and manufacture has been significant for the programme as a whole, the programme is and has been operating within its approvals since December 2022. Substantial effort has been made between the Army, Delivery Equipment and Support teams (DE and S) and GDLS-UK to maintain a joint and collaborative approach to all decisions and throughout the layers of programme management across organisations. | 22/01/2014 | 31/03/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/04/2025 to 31/03/2030. This is primarily due to the following factors. The jointly agreed, risk adjusted schedule is in place and planned out to Programme Closure (including a task breakdown of the Full Operating Capability milestone). The programme is operating within its current approval. | 334.65 | 250.38 | 25.18 | The budget variance exceeds 5%. This is primarily due to the following factors. The in-year variance (circa -£83M) reflects a reprofiling of vehicle production and delivery as well as the associated payment milestones. There is no increase in the programme value as this is simply a reprofiling. Vehicle delivery meets the demand of the Army unit fielding plan and the Initial Operating Capability milestone. Vehicle deliveries are steadily increasing in each quarter. | 7505.71 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 6979 to 7505. This is primarily due to the following factors. The Armoured Cavalry programme's departmental-agreed Whole Life Cost* has increased. This is due to the way the Army forecasts Whole Life Costs. This should not be confused with the Armoured Cavalry Programme Approved Budgetary Limit which remains unchanged since 2015. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | Chris Bowbrick | MOD_0091_1415-Q3 |
| DEFENCE ESTATE OPTIMISATION | MoD | Military Capability | Defence Estate Optimisation 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. | Not set | AMBER | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is due to the following factors. Compared to financial year 23/24-Q4, the NISTA Delivery Confidence Assessment rating at 24/25-Q4 remained at Amber. This is primarily due to the following factors: The programme's complexity and long timeline. Close monitoring of this suite of activities continues and is subject to a governance structure based around central Finance Military Capability management that is working well and supports strong working relationships while providing a defence wide perspective and is a key driver for the current and future success. The Portfolio is now in the delivery phase, successfully implementing the Contract Permissioning Group, designed to improve the efficiency and pace of approvals, enabling a reduction in standard approvals timing to 5-weeks. This framework will reduce the procurement timelines for projects by up to 18 months. | 30/09/2016 | 31/03/2041 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2041. | 213.53 | 193.56 | 9.35 | The budget variance exceeds 5%. This is primarily due to the following factors. The Defence Estate Optimisation in year variance, an overall underspend against its issued budget. This is due to the following main drivers: 1. The introduction of additional spending controls and lack of resource within commercial function has resulted in delays to placing projects on contract. 2. Additionally there have been legal, commercial and security challenges leading to delays. 3. The new design and build contracting process has taken projects and suppliers longer than envisaged to navigate through the complex process. 4. Affordability challenges presented by some projects have necessitated a resubmission and reduction in scope to meet Affordability targets. This has resulted in project schedules being updated, changing funding profiles into future years. | 6376.29 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 5208 to 6376. This is primarily due to the following factors. The Defence Estate Optimisation budgets have been realigned to V13 from V12 baseline. This has been endorsed by the Portfolio Board, resulting in increased Whole Life Total costs. This is partly due to additional spend controls, with initial projects and suppliers taking additional time adapting to the complexities of the new design and build contract process leading to further delays. Project costs for some sites have matured and been updated by the project teams as they were initially based on early estimates, leading to new cost models and increased scope due to refined stakeholder needs. Recent economic challenges like rising material, inflation, and labour costs have placed a further strain on the portfolio. Committing to evolving standards like Net Zero and carbon savings has compounded the case further. | 21281.95 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 17656 to 21281. This is primarily due to the following factors. | Yes - Not published on the Government Evaluation Registry | Sherin Aminossehe | MOD_0114_1718-Q1 |
| 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. Construction of the UK’s submarines will take place principally at BAE Systems’ Barrow shipyard, with the manufacture of the next generation of nuclear reactors, including reactors for Australia’s SSN-AUKUS submarines, taking place at Rolls-Royce Submarines Ltd in Raynesway. 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. | AMBER | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the project's assessment last year of AMBER. This is due to the following factors. SSN AUKUS has a critical dependency on supplier infrastructure, which needs to be enhanced, to deliver capability and capacity within the tier 1 and subordinate supply chain. In addition, there continues to be a shortfall of engineering resource to progress the overall management and assurance of the submarine’s design. | 01/04/2014 | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | 614.88 | 447.83 | 27.17 | Section 24 - National security, Section 26 - Defence | Section 35 - Formulation of government policy | Section 35 - Formulation of government policy | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Chris Shepherd | MOD_0007_2122-Q2 |
| 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. | AMBER | Not set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors. The fundamentals of the programme remain sound and the need is compelling. Workforce numbers have improved in the latter half of the year leading to increased confidence of being able to deliver to plan. | 12/10/2018 | 31/03/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2032. This is primarily due to the following factors. Compared to the financial year 23/24-Q4, the projects end-date at 24/25-Q4 remains sheduled to finish on 31-03-32. | 16.38 | 16.38 | 0.0 | The budget variance is less than or equal to 5%. | 2106.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1981 to 2106. This is primarily due to the following factors. Compared to financial year 23/24-Q4, the programme's departmental-agreed forecast Whole Life Cost at 24/25-Q4 increased from £1980.679M to £ 2106.596M. This is primarily due to the following factor: initial cost estimates from Industry being higher than anticipated. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Mike Cooper | MOD_0121_2021-Q4 |
| LAND ENVIRONMENT TACTICAL COMMUNICATION AND INFORMATION SYSTEMS | MoD | Military Capability | The LETacCIS programme consists of multiple projects with the aim of `delivering and sustaining world-class tactical Command, Control, Communications, Computers and Information (C4I) capabilities, enabling the war-fighter to win`. The programme includes projects that have already delivered equipment into service. However under the (2022) Army Operating Model, in-service capabilities are in the process of moving to HQ Field Army. 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 industry partners. | RED | Not set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors. Following a review of requirement under Project IRIS and a reprofiling of the Control Total, the original plans for Project MORPHEUS have been paused. The outcomes sought for MORPHEUS will now be delivered through Land Domain Command, Control, Communications, Computers and Information (C4I) Activity. TRINITY and Land Deployable Gateway Version 2 (LDGv2) are on contract within the programme. The overall health of the programme remains Red. | 16/10/2013 | 31/12/2035 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2035. | 160.75 | 70.56 | 56.11 | The budget variance exceeds 5%. This is primarily due to the following factors. The financial year (FY)24/25 position, as at Feb 2025, shows an underspend against Control Total of £90.2M. The material drivers of the In Year underspend are related to Evolve to Open (EvO), Multi-Mode Radio (MMR), DSA and TRINITY. EvO expenditure has reduced in line with TacSys Resource Partner (TRP) efficiencies and realism following the Workforce Cost Envelope review and recruitment freeze. Following the Centre led IY Capital Expenditure Limit (CDEL) blight, MMR purchase has been deferRed into FY25/26. DSA expenditure has been delayed following the decision to reset the project. TRINITY expenditure has been Reduced due to ongoing negotiations with BAE Systems. | 8208.31 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 13431 to 8208. This is primarily due to the following factors. Annual Budgetary Cycle (ABC)24 Balance of Investment decisions which resulted in a reprofiling to Project MORPHEUS (a major LETacCIS Cat A project) of £1.3Bn over 10 years. This has now been reflected in the costed programme, along with the associated future years costs, and is the main cost driver to the reduction in WLC. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Mark Purves | MOD_0105_1617-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. | Not set | RED | Compared to the financial year 23/24 Q4, the NISTA Delivery confidence Assessment rating remained at Red. This is primarily due to the following factors: The integration of the missile onto F35B is almost exclusively dependent on the schedule of the aircraft production and subsequent delivery into service. As the integration timeline is currently uncertain it is prudent to reflect this in continued Reduced delivery confidence. However, there was a successful guided firing trial of the missile in November 2024 | 30/09/2020 | 20/09/2056 | Section 27 - International relations | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 2023/24-Q4, the project's departmental-agreed monetised benefits at 2024/25-Q4 remained at £0m. No monetised benefits | No | Dean Pask | MOD_0140_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 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. Teutates 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. The Teutates facilities will enable each country to undertake hydrodynamic experiments in a secure environment assuring the performance, safety and reliability of our next generation of nuclear weapons. | Section 27 - International relations | Section 27 - International relations | Section 27 - International relations | 01/04/2013 | 31/03/2064 | Section 27 - International relations | Section 27 - International relations | Section 27 - International relations | Section 27 - International relations | Section 27 - International relations | Section 27 - International relations | Section 27 - International relations | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Adrian Orchard | MOD_0134_2122-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. | Section 24 - National security | Section 24 - National security | Section 24 - National security | 01/04/2008 | Section 24 - National security | Section 24 - National security | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 24 - National security | Section 24 - National security | Section 24 - National security | Christopher Goodsell | MOD_0047_1112-Q1 |
| 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 set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. The most recent Assurance Review (October 24) focused on confirming that the recommended investment decision in the Full Business Case is appropriate. This resulted in an Amber rating, consistent with the previous review (October 23). | 15/03/2018 | 30/04/2028 | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests, No | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | Andrew Cree | MOD_0119_1920-Q2 |
| 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 submarines with four Dreadnought Class submarines. 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. | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | 14/04/2011 | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | Section 24 - National security, Section 26 - Defence | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Matthew Harrison | MOD_0080_1213-Q1 |
| 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 sensor, which is interoperable and interchangeable with key allies with an anticipated Out-of-Service date of at least 2042. | Not set | RED | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is RED, compared with the Infrastructure and Projects Authority's assessment last year of RED. This is due to the following factors. Whilst a sufficient budget was issued to the SRO, the delay in obtaining final approval of the Full Business Case is impacting across several areas of the Programme, particularly the sustainment contract. | 08/05/2018 | 31/12/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 01/06/2027 to 31/12/2027. This is primarily due to the following factors. Challenges within the global supply chain, retention of an appropriately skilled workforce at the modification facility and an increase in certification complexity and requirements has caused delays to the In-Service Date and subsequent milestones. As the aircraft completes its modification, the certification schedule is emerging as the critical path. | 183.33 | 86.95 | 52.57 | The budget variance exceeds 5%. This is primarily due to the following factors. Defence financial challenges and internal spend commitment controls have led to a different spend profile to that initially envisaged. | 1962.75 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 2053 to 1962. This is primarily due to the following factors. This is primarily as a consequence of programme contextual changes in the aircraft acquisition contract. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | Alexander Hicks | MOD_0120_2021-Q2 |
| 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 set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. This project is AMBER because of uncertainty on the scale and shape of any future Meteor development, and the challenges of reaching consensus on the development path for Meteor across all six partner nations. Timescales for Meteor Lightning II integration remains uncertain due to dependency on the Lightning II programme's timeline. Improvements are being made with In-Service Support and missile availability. | 15/07/2002 | 31/12/2048 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2033 to 31/12/2048. This is primarily due to the following factors. This programme is due on 31/12/2033 which, based on the current schedule, 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 2025 as Partner Nations aim to reach a consensus on the development path for Meteor. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Alun Roberts | MOD_0143_2122-Q1 |
| TYPE 31 | MoD | Military Capability | The Type 31 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. Type 31 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, Type 31 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. | RED | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is RED, compared with the project's assessment last year of AMBER. This is due to the following factors. Successful delivery to meet the user requirements remains on track, but the impact of inflation will require a reset of the programme’s Approved Budgetary Limit. Challenges also remain in the first of class schedule against an ambitious build timeline, developing a new combat system for the Royal Navy and the complex integration challenge. | 01/04/2016 | Low: 31/05/2030, Mid: 31/05/2030, High: 31/05/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/05/2030. . | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | Yes - Not published on the Government Evaluation Registry | Stephen Roberts | MOD_0112_1718-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 with Aquila, a joint venture company of Thales and NATS, 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 to Aquila in April 2015. The new services are principally delivered, maturing and typically performing above target. | Not set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. Work continues to address the known risks and issues with resolution being sought in conjunction with the Delivery Team and the Contractor. Accessing sufficiently qualified and experienced people to deliver critical network migration issues such as the BT Withdrawal of Analogue and Kilostream services and Synchronised Digital Hierarchy are a concern, as well as funding decisions imposed on the Programme following MOD Centre arbitration. St Kilda, the Falklands, and Gibraltar are impacted by the above impending issue also. | 03/04/2006 | 31/10/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/10/2026. This is primarily due to the following factors. No change in project end-date. | 104.71 | 89.63 | 14.4 | The budget variance exceeds 5%. This is primarily due to the following factors. An In-Year reduction caused by fade and re-profiling into Year 1 of ABC25. There is little to indicate that this will affect the Full Operating Capability delivery milestone. | 1828.06 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1774 to 1828. This is primarily due to the following factors. This uplift reflects the increase in programme scope to include additional safety critical and operationally essential change required by the Front Line Commands. The Programme remains affordable and within the Approved Budgetary Level. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | David Blenkinship | MOD_0033_1112-Q1 |
| CORE PRODUCTION CAPABILITY | MoD | Military Capability | The Core Production Capability (CPC) delivers safe nuclear reactor cores to meet the Royal Navy's submarine programme, now and for the long term. At programme closure, CPC 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 set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-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. Work continues with Rolls-Royce Submarines to address the risks involved and ensure core delivery remains aligned to Dreadnought Boat 1 delivery progress, whilst also delivering the last core for the Astute class of submarines. | 23/04/2012 | 31/12/2043 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/04/2028 to 31/12/2043. This is primarily due to the following factors. Increased scope. Programme end-date has been adjusted as this is the date by which the core manufacturing capabilities necessary to manufacture cores for the next generation of UK (and Australian) attack submarines is planned to achieve Full Operating Capability. This element of the programme was given Ministerial Approval in October 24 and the increased scope has now been incorporated. | 348.39 | 368.79 | 5.86 | The budget variance exceeds 5%. This is primarily due to the following factors. Inflationary pressures on purchases of specialist materials, additional operating costs to increase production rates and delays to keys elements of the programme. | 5930.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 4051 to 5930. This is primarily due to the following factors. Scope change to generate the manufacturing capability to deliver cores for the next generation UK and Australian attack submarines. This cost increase reflects early estimates for some of the work required to generate this capability and will change/increase as detailed design and development work proceeds and is reflected in Departmental budgets allocated to the programme. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | Yes - Not published on the Government Evaluation Registry | Dr Richard Vincent | MOD_0078_1213-Q1 |
| 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. | RED | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is RED, compared with the project's assessment last year of AMBER. This is due to the following factors. The lack of sufficient workforce is the single largest factor affecting delivery confidence, and the outlook is for a improving position over the next year if anticipated workforce increase comes to fruition. A period of adaptation will be required when new resource arrives which may keep Confidence rating low as workforce augmentation. Delays have impacted across the sub-programmes due to awaiting approvals, industrial capacity and dependencies which have added time and cost. The delays have also affected the ability to synchronise outcomes across the programme. In the short-term the workforce churn and relative inexperience of new team members is likely to further increase risk. | 25/01/2019 | 31/12/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2027. | 86.35 | 38.28 | 55.67 | 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 four major sub-programmes. Key external factors were approvals delays, industrial capacity and a dynamic requirement set. Internally, under-resourcing of workforce limited the pace of work and the ability to respond to change. Delays due to contract milestones play a big part in the variance. | 1878.28 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1800 to 1878. This is primarily due to the following factors. In year spending measures have led to reprofiling of funds, as well as underspend due to workforce measures - in particular ZODIAC Resource Departmental Expenditure Limits (RDEL). Furthermore, schedule slips have increased costs due to inflation and an increase in the duration of standing programme delivery costs. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Matthew Birch | MOD_0056_2122-Q3 |
| SUBMARINE DISMANTLING PROJECT | MoD | Military Capability | The Submarine Dismantling Project covers the preparation and execution of the safe and secure dismantling of the first de-fueled and decommissioned Royal Navy submarine, Swiftsure, in Rosyth, by 2026. | Not set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-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 which can encounter challenges that cannot necessarily be planned for. | 29/03/2013 | 31/03/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2027. | 64.47 | 53.22 | 17.46 | The budget variance exceeds 5%. This is primarily due to the following factors. This is due to schedule and materials cost re-profiling. | 400.38 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 362 to 400. This is primarily due to the following factors. The maturation of infrastructure costs. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Lorraine Russell | MOD_0135_2122-Q1 |
| TYPE 26 GLOBAL COMBAT SHIP PROGRAMME | MoD | Military Capability | The Type 26 Global Combat Ship Programme will procure 8 x 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. | Not set | AMBER | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is 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 the programme's Initial Operating Capability, which was approved in early 2022. Importantly, quality has not been compromised and T26 Frigates will be world class ships delivered in time to replace their T23 counterparts. | 21/07/2008 | Low: 01/05/2035, Mid: 01/05/2035, High: 01/05/2035 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 01/05/2035. . | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | Yes - Not published on the Government Evaluation Registry | Stephen Roberts | MOD_0055_1112-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 of countering Small Air Targets, Short and Medium Range Air Defence. Reprioritisation of vehicle fleets has resulted in the need to identify a new vehicle on which to mount the Short-Range Air Defence missile system. A solution will not be achieved before the current out-of-service date of the in-service platform (Stormer) in December 2026. A such, it is very likely, that Stormer will be extended in-service for a short period until the preferRed option becomes available to mitigate a capability gap. Alternative pathways to deliver a base vehicle for the Short-Range Air Defence capability are being actively considered. | Not set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. Principal areas which have led to this delivery confidence were the resourcing of more programme staff, the adoption of a more holistic approach to programme delivery and a more realistic programme roadmap. | 02/07/2018 | 31/12/2033 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2033. | 203.08 | 58.74 | 71.07 | The budget variance exceeds 5%. This is primarily due to the following factors. Defence financial challenges and internal spend commitment controls have led to a different spend profile to that initially envisaged. | 2967.59 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 2237 to 2967. This is primarily due to the following factors. Increases to Short-Range Air Defence (SHORAD) and the relatively immaturity of some of the cost estimates that will be refined and revised up to and post OBC for each of the project lines. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Yes - Not published on the Government Evaluation Registry | Christopher (Ed) Cutts | MOD_0144_2122-Q1 |
| ARMOUR MBT 2025 | 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 hour, 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. | Not set | AMBER | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is due to the following factors. 1. Key supplier issues that could impact delivery. 2. The Delivery of the broader capabilities required to transition the CR3 platform into service currently has encountered funding gaps which could impact delivery within the required timeline. 3. Resource shortfalls and challenges to recruit the required skills and experience levels in the Army Programme Management Office, Delivery Equipment and Support teams (DE and S) and key suppliers presents another key challenge. | 04/12/2014 | 22/05/2031 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/06/2030 to 22/05/2031. This is primarily due to the following factors: This a correction from the previously released information. The Investment Approval Committee agreed forecast end date remains unchanged as 22/05/2031. | 165.95 | 178.13 | 7.34 | The budget variance exceeds 5%. This is primarily due to the following factors. Reprofiling from future years; underlying cost movements; and, Foreign Exchange rate changes. The key increases relate to placement of contracts for EPSOM armour and the Active Protection System following approval of those elements in June 2024. | 1916.53 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 1986 to 1916. This is primarily due to the following factors. Necessary adjustments to reflect the timing and level of approved costs related to the procurement of Active Protection System and additional EPSOM armour. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | Yes - Not published on the Government Evaluation Registry | Mark Colley | MOD_0104_1617-Q1 |
| MARTLET | MoD | Military Capability | The Future Anti-Surface Guided Weapon 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. | Not set | GREEN | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-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 Summer 2025. | 30/04/2011 | 19/12/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 19/12/2025. This is primarily due to the following factors. Full Operating Capability is on target to be achieved in summer 2025. The programme end date has been maintained compared to 12 months ago. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Peter Fawcett | MOD_0142_2122-Q1 |
| FLEET SOLID SUPPORT | MoD | Military Capability | Auxiliary Shipping to provide stores, ammunition and food sustainment to Naval Forces at Sea. | Not set | AMBER | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is due to the following factors. The Fleet Solid Support (FSS) programme has continued to make steady progress with the first major milestone of Preliminary Design Review achieved in October 2024. The project now focuses on detailed design heading towards the start of construction which is planned for later this year. A significant risk materialised when it became apparent that the Harland & Wolff shipyards were in financial difficulty. Navantia UK confirmed their commitment to UK industry by securing a commercial deal to purchase the shipyards, thereby giving greater certainty of a successful delivery of the FSS contract. The impact on the overall programme schedule is currently being assessed. Areas of concern remain the supply chain, whilst internally team resourcing is a challenge with the longer-term issue of the crewing of the ships which at present will likely slow the entry into service. | 14/03/2016 | Low: 31/03/2033, Mid: 31/03/2033, High: 31/03/2033 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2033. | 286.7 | 202.85 | 29.24 | The budget variance exceeds 5%. This is primarily due to the following factors. The inability to make some contractual payments due to delay in shipyard investment and the placing of some major sub-contracts whilst there was uncertainty over the Harland and Wolff solvency and ownership. This has been resolved through the Navantia UK purchase and progress is now being made toward these milestones. | Section 43 - Commercial interests | Section 43 - Commercial interests | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Mike Gannon | MOD_0116_1718-Q2 |
| SKYNET 6 (AKA FBLOS) | MoD | Military Capability | SKYNET 6 delivered by Defence Digital in conjunction with UK Space Command will provide the next generation of space-based SATCOM capability by replacing current services currently provided by the SKYNET 5 Public Finance Initiative out to 2042. | RED | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is RED, compared with the project's assessment last year of AMBER. This is due to the following factors. Departmental wide resourcing and recruitment constraints have led to workforce shortages. Coupled with sub-par supplier performance has delayed delivery of the first SKYNET 6 satellite. | 01/01/2011 | 31/12/2041 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/12/2041. This is primarily due to the following factors. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. | Yes - Not published on the Government Evaluation Registry | Jason Gnaneswaran | MOD_0100_1516-Q1 |
| MENSA | MoD | Military Capability | MENSA is the replacement capability for assembly and disassembly of current and future nuclear warheads in support of the UK's strategic deterrent. | AMBER | Not set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. The programme continuing to improve its understanding of the remaining scope and cost to completion, improvement of schedule adherence and progress towards finishing construction before commissioning and handover. | 31/08/2011 | Section 24 - National security | Section 24 - National security | 219.7 | 219.7 | 0.0 | The budget variance is less than or equal to 5%. | 2929.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 2744 to 2929. This is primarily due to the following factors. An uplift in budget to £2929.6M has been approved to enable the project to continue delivering in the face of increasing material and labour costs. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Tom Bennington | MOD_0132_2122-Q1 |
| NEW STYLE OF INFORMATION TECHNOLOGY DEPLOYED | MoD | ICT | The Programme aims to deliver a 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. | Not set | RED | The Project's Delivery Confidence Assessment rating at 24/25-Q4 is RED, compared with the Infrastructure and Projects Authority's assessment last year of AMBER. This is due to the following factors. The programme is currently running approximately 12 months behind schedule in delivering to Maritime and Land sectors. Maritime delivery continues to pose challenges with frequent disruptions due to changes in platform availability. Within the Land environment, the Front Line Commands are facing difficulties in navigating the complexity of building OpNET nodes, leading to delays in transitioning from legacy systems. Financial and resource constraints have further constrained the programme's ability to address these challenges, thereby exacerbating the situation. | 01/04/2015 | 31/03/2029 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2029. | 115.51 | 102.78 | 11.02 | The budget variance exceeds 5%. This is primarily due to the following factors. Removal of in-year unspent Risk Inside Costing, resourcing and hardware purchasing efficiencies, changed costings and deferred costings. Increases in the following year will be dependent on funding uplifts for deferred measures. | 1399.03 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1397 to 1399. This is primarily due to the following factors. The project's departmental-agreed Whole Life Cost at 24/25-Q4 increased from £1,397M to £1,399M but remains within approval tolerances. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. | No | Jason Gnaneswaran | MOD_0109_1617-Q2 |
| 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 Naval Air Squadron at RAF Marham, is a key dependency for the successful delivery of a critical Defence milestone of Carrier Strike capability. | Not set | AMBER | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors. The biggest ongoing risk to Full Operating Capability (FOC) and the principal reason for the continuing Amber rating remains the provision of suitably qualified and experienced engineers to meet the operational workforce requirements. Recruitment of additional engineers began in April 2023, although it will take time for all the extra personnel to be trained and gain the necessary experience. Aircrew numbers and the sustainment of the cyber workforce also present challenges to Force growth. Despite these concerns, a high degree of confidence remains that FOC will be delivered to the approved timescale. | 01/10/2001 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2025 to 31/03/2026. This is primarily due to the following factors. The Lightning platforms reported Out of Service Date remains 2069 and the Lightning Full Operating Capability remains scheduled to be achieved no later than 31 Dec 2025. At the end of FY 2025/26 the first procurement phase will be complete with 48 F-35B aircraft delivered and two front-line squadrons operating. | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | No | Nicholas Lowe | MOD_0079_1213-Q1 |
| JOINT CRYPT KEY PROGRAMME | MoD | Military Capability | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Section 23 - Information supplied by, or relating to, bodies dealing with security matters | MOD_0111_1718-Q1 |
| NEW MEDIUM HELICOPTER | MoD | Military Capability | The New Medium Helicopter programme intends to rationalise up to three 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. | AMBER | Not set | Compared to financial year 23/24-Q4, the Delivery Confidence Assessment rating at 24/25-Q4 increased from GREEN to AMBER. This is primarily due to the following factors. The Amber rating reflects challenges with workforce shortfalls across the core programme and delivery teams, and uncertainty about the outcome of the competition. | 30/04/2021 | 30/09/2032 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 30/09/2032. The schedule will be further developed after completion of the New Medium Helicopter competition. | 6.58 | 5.3 | 19.5 | The budget variance exceeds 5%. This is primarily due to the following factors. Spend on infrastructure being lower than planned, due to Defence financial challenges and internal spend commitment controls. | 1222.09 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 1329 to 1222. This is primarily due to the following factors. Allocating some funding to support procurement of Airbus Jupiter HC Mk 2 (H145) helicopters for Brunei and Cyprus. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits | No | Nicholas Knight | MOD_0125_2021-Q4 |
| 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. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors‚ The programme’s key supplier entered administration. | 15/08/2019 | 05/08/2029 | The project's end-date at 24/25-Q4 is scheduled to be 05/08/2029. This is primarily due to the following factors‚ The programme’s key supplier entered administration. | 78.1 | 71.9 | 7.94 | The budget variance exceeds 5%. This is primarily due to the following factors‚ This is due to delays stemming from supplier administration, requiring some costs to be re-profiled into future financial years. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | Nigel Nuttall | MOJ_0113_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; it will provide additional permanent places across the Category D open prison estate. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors‚ The programme’s key supplier entered administration. | 24/01/2020 | 20/09/2029 | The project's end-date at 24/25-Q4 is scheduled to be 20/09/2029. This is primarily due to the following factors‚ The programme’s key supplier entered administration. | 152.22 | 27.26 | 82.09 | The budget variance exceeds 5%. This is primarily due to the following factors‚ This is due to delays stemming from supplier administration and the rescoping of some elements of the programme, requiring some costs to be re-profiled into future financial years. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | Nigel Nuttall | MOJ_0111_2122-Q2 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Limited contingency and the complexity of the expiry and transfer activities still to be delivered. | 22/01/2022 | 31/10/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/07/2026 to 31/10/2026. This is primarily due to the following factors‚ The project has re-baselined its schedule having applied lessons learned from the PFI Tranche 1 project. | 41.3 | 67.71 | 63.94 | 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. | 3862.16 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 4347 to 3862. This is primarily due to the following factors‚ The decrease is due to a correction of modelled costs for the additional houseblock at HMP Rye Hill. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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 Departmental priorities. | Yes - Not published on the Government Evaluation Registry | James Smith | MOJ_0060_2122-Q3 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Inflation, market risks, and increasing cost maturity contributing to increasing cost estimates. | 28/09/2020 | 10/07/2028 | The project's end-date at 24/25-Q4 is scheduled to be 10/07/2028. This is primarily due to the following factors‚ Challenging site conditions. | 559.04 | 342.2 | 38.79 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The underspend is due to delays following increased cost estimates which necessitated value engineering and scope review, requiring some costs to be re-profiled into future financial years. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Published on the Government Evaluation Registry | Sachia Thompson | MOJ_0053_2021-Q4 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The schedule has been re-baselined following supplier driven implementation delays, but there remain limited schedule contingency. | 01/01/2021 | 30/11/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/12/2024 to 30/11/2025. This is primarily due to the following factors‚ The schedule has been re-baselined following supplier driven implementation delays. | 131.4 | 138.5 | 5.4 | The budget variance is inferior or equal to 5%. | 857.61 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remains the same at 858. 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 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The project currently reports no monetised benefits. The project's benefits focus on the successful operation of Electronic Monitoring. | Yes - Not published on the Government Evaluation Registry | Chris Taylor | MOJ_0058_2122-Q1 |
| PFI Prison Expiry and Transfer Tranche 3 | MoJ | Government Transformation and Service Delivery | The PFI Tranche 3 Project will oversee the exit and transfer of operational services at HMP Dovegate, HMP Doncaster and HMP Oakwood in a safe, effective and efficient manner. The Tranche 3 project includes the re-procurement of the Prison Operator Services Framework to ensure that HMPPS continues to have an efficient vehicle for delivering operator competitions. The project also includes delivery of additional places through the construction of an additional houseblock at HMP & YOI Parc. | Not set | AMBER | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ This is due to the limited contingency and complexity of the expiry and transfer activities still to be delivered. | 15/12/2022 | 28/01/2028 | The project's end-date at 24/25-Q4 is scheduled to be 28/01/2028. This is primarily due to the following factors‚ The project is on track to deliver against the baseline schedule. | 4.6 | 4.88 | 6.04 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Changes in additional houseblock design following Outline Business Case approval. | 4614.55 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 4614. 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 departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 0. This is primarily due to the following factors‚ 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 Departmental priorities. | Yes - Not published on the Government Evaluation Registry | James Smith | MOJ_0365_2425-Q1 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Ongoing implementation risks. | 01/04/2021 | 08/10/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 08/10/2025. This is primarily due to the following factors‚ The project is on track to deliver against the baseline schedule. | 1.1 | 1 | 9.09 | The budget variance exceeds 5%. This is primarily due to the following factors‚ Reduced project resources than forecast. | 58.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 184 to 58. This is primarily due to the following factors‚ Significant reductions from reduced unit prices of drug testing kits. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This project currently reports no monetised benefits. The project's benefits focus on the successful onward operation of the Drug Testing Service. | Yes - Not published on the Government Evaluation Registry | Rachel Radice | MOJ_0073_2122-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. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ The Amber Delivery Confidence Assessment is driven by inherent risk in the procurement timelines. | 03/10/2022 | 30/09/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2026 to 30/09/2028. This is primarily due to the following factors‚ Changes to the implementation date of the Procurement Act 2023 impacted the procurement timelines and the schedule was re-baselined. | 16.22 | 11.42 | 29.61 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The underspend is due to not needing to draw on Optimism Bias. | 6826.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 7358 to 6826. This is primarily due to the following factors‚ The decrease reflects the updated Outline Business Case costs following a reduction in requirements. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | Gary Badley | MOJ_0220_2223-Q4 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at Amber. This is primarily due to the following factors… Delays following supplier entering administration and challenging site conditions. | 17/08/2020 | 28/02/2028 | The project's end-date at 24/25-Q4 is scheduled to be 28/02/2028. This is primarily due to the following factors‚ Delays following supplier entering administration and challenging site conditions. | 322.43 | 87.77 | 72.78 | The budget variance exceeds 5%. This is primarily due to the following factors‚ This is due to delays following supplier entering administration and challenging site conditions, requiring some costs to be re-profiled into future financial years. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | Tracy Dineen | MOJ_0057_2122-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 | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Inflation risks could increase the cost estimate. | 28/07/2022 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 decreased from 01/04/2026 to 31/03/2026. This is primarily due to the following factors‚ The project is on track to deliver against the baseline schedule. | 1.51 | 1.43 | 5.3 | The budget variance is less than or equal to 5%. | 246.01 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 390 to 246. This is primarily due to the following factors‚ The decrease reflects the removal of previous contract running costs from before the project started. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This project currently reports no monetised benefits. The project benefits focus on the quality of services contracts. | Yes - Not published on the Government Evaluation Registry | Lynne Abrams | MOJ_0259_2324-Q1 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Timetable risks due to complexity of multiple procurements mobilisations and limited schedule contingency. | 27/09/2021 | 16/08/2028 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 24/02/2028 to 16/08/2028. This is primarily due to the following factors‚ The schedule was re-baselined due to complexity of multiple procurements mobilisations. | 39 | 7.5 | 80.77 | 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. | 253.2 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 253. 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 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This project currently reports no monetised benefits. Confirmation of monetised benefits will be aligned to approval of Full Business Case. | Yes - Not published on the Government Evaluation Registry | Mark Robinson | MOJ_0050_2122-Q3 |
| Decommission and Legacy Risk Migration (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 | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 is AMBER. This is due to‚ Data migration issues impacting timelines. | 01/07/2021 | 31/03/2028 | The project's end-date at 24/25-Q4 is scheduled to be 31/03/2028. This is primarily due to the following factors‚ The project is on track to deliver against the baseline schedule. | 40.22 | 38.84 | 3.43 | The budget variance is less than or equal to 5%. | 273.35 | The project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) is 273. This is primarily due to the following factors‚ Complexity of legacy technology, and increased supplier costs partially driven by inflation. | 0 | The project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) is 0. This is primarily due to the following factors‚ This project currently reports no monetised benefits. The project's benefits focus on reducing the risk of legacy technology through decommission, transition and replacement. | Yes - Not published on the Government Evaluation Registry | Sally Richards | MOJ_0061_2122-Q3 |
| 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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-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 on schedule. Either Full or Outline planning permission has been secured for the other sites, however timeline risks remain. | 02/03/2020 | 31/05/2032 | The project's end-date at 24/25-Q4 is scheduled to be 31/05/2032. This is primarily due to the following factors‚ Planning permission delays at three sites. | 840.85 | 182.8 | 78.26 | 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. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | James Smith | MOJ_0050_2021-Q1 |
| 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. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors‚ Challenges with construction costs affecting the deliverability of the programme that require further review. | 15/11/2021 | 16/12/2027 | The project's end-date at 24/25-Q4 is scheduled to be 16/12/2027. This is primarily due to the following factors‚ Delays as a result of changes to programme scope. | 146.86 | 153.2 | 4.32 | The budget variance is less than or equal to 5%. | Section 43 - Commercial interests | Section 43 - Commercial interests | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ 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. | Yes - Not published on the Government Evaluation Registry | Fiona Parker | MOJ_0144_2223-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. | GREEN | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ The programme has completed delivery and is undertaking formal closure. | 01/12/2016 | 31/03/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2025. This is primarily due to the following factors‚ The programme has completed delivery and is undertaking formal closure. | 35.26 | 35.58 | 0.91 | The budget variance is less than or equal to 5%. | 1228.61 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 2789 to 1228. This is primarily due to the following factors‚ Whole Life Cost have reduced following programme rescoping and total recurring costs of HMCTS’ reformed operating model (baseline value £1,498m) have been removed as these are counted as disbenefits. | 2479.5 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 2899 to 2479. This is primarily due to the following factors‚ In line with a reduction in Whole Life Cost following programme rescoping, the benefits were reprofiled. HMCTS’ reformed operating model costs (baseline value £1,498m) are included as disbenefits. | Yes - Published on the Government Evaluation Registry | Jason Latham, John Laverick | MOJ_0028_1314-Q2 |
| 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 | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from GREEN to AMBER. This is primarily due to the following factors‚ Timetable risks due to complexity of multiple procurements mobilisations and limited schedule contingency. | 27/09/2021 | 30/11/2027 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 29/10/2027 to 30/11/2027. This is primarily due to the following factors‚ Timetable risks due to complexity of multiple procurements mobilisations. | 31.85 | 17.96 | 43.61 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The underspend is due to reduce in-year activities, requiring costs to be re-profiled into future years. | 385.21 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 206 to 385. This is primarily due to the following factors‚ Outline Business Case update to include indexation across the contract duration and contingency, following an increase in scope, although WLC is forecast to reduce below 23/24 WLC following approval of Full Business Case. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This project currently reports no monetised benefits. Confirmation of monetised benefits will be aligned to approval of Full Business Case. | Yes - Not published on the Government Evaluation Registry | Mark Robinson | MOJ_0049_2122-Q3 |
| Evolve: End User Computer Service (EUCS) | MoJ | ICT | Project Brief Description: 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 | GREEN | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from AMBER to GREEN. This is primarily due to the following factors‚ The schedule was re-baselined following validation of the procurement approach and is now on track for delivery. | 27/09/2021 | 27/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/11/2025 to 27/03/2026. This is primarily due to the following factors‚ The schedule was re-baselined following validation of the procurement approach. | 38.83 | 47.85 | 23.23 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The overspend is mainly due to the early utilisation of the new contracts. | 193.31 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 340 to 193. This is primarily due to the following factors‚ The increase reflects significant savings following approval of Full Business Case. | 28.9 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 0 to 28.90. This is primarily due to the following factors‚ Confirmation of monetisation of benefits following approval of Full Business Case. | Yes - Not published on the Government Evaluation Registry | Mark Robinson | MOJ_0062_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 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ Tranche 1 delivery is complete, and Tranche 2 has inherent risks to its timeline. | 01/04/2021 | 31/12/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 30/06/2025 to 31/12/2025. This is primarily due to the following factors‚ The schedule was re-baselined to allow for finalisation of the new Core Education contracts and to increase the mobilisation duration. | 213.2 | 200.17 | 6.11 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The underspend is due to delays in digital mobilisation implementation requiring some costs to be re-profiled into future financial years and reduced Prison Education Framework contract costs. | 1870.8 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 1581 to 1870. This is primarily due to the following factors‚ The increase reflects the updated Full Business Case costs and include the cost of extending the existing Prisoner Education Framework contracts as per the Strategic Outline Business Case. | 0 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ This programme currently reports no monetised benefits. The programme's benefits are related to the successful onward operation of the Prisoner Education Service. | Yes - Not published on the Government Evaluation Registry | Sarah McKnight | MOJ_0064_2122-Q3 |
| Future Population and Migration Statistics (FPMS) Programme | 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 focus of the programme is maximising administrative data to support the ongoing production of population and migration statistics responding to user needs and agnostic of data collection methods. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from RED to AMBER. This is primarily due to the following factors‚ Certainty around the programmes funding and direction following approval of the Outline Business Case (OBC) Refresh and successful delivery of core objectives over its initial period of design and build. Most notable have been key successes in the admin data research and delivery. With key publications released to help support and progress this work forward. The programme continues to engage with users to ensure appropriate statistical design, assure statistical methods and to convey admin data quality. The agreement by the UK Statistics Authority board on the recommendation resulting in a refreshing of the business case during 2025-26. | 28/04/2023 | 30/06/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/10/2024 to 30/06/2025. This is primarily due to the following factors‚ The project submitted an Outline Business Case (OBC) Refresh to HM Treasury in October 2023, this provided the programme’s first three years (up to 31 March 2026) funding. Additional funding will be sought via a Full Business Case (FBC) which will aim to deliver the objectives of the programme further as the programme continues to iterate. | 54.12 | 54.12 | 0.0 | The budget variance is less than or equal to 5%. Not applicable as per guidance | 82.61 | Compared to financial year 23/24-Q4, the project’s departmentally agreed Whole Life Cost at 24-25-Q4 (measured in £m) increased from 27 to 83. This is primarily due to the following factors: The Whole Life Costs for the 2023 / 2024 Financial Year were revised in 24-25-Q1 to £28.491m, following an allowed £2m switch in budget from IDP to FPMS. The Whole Life Costs are showing as £82.611m as per our period 11 reporting for the 2024 / 2025 Financial Year, a year on year increase of £54m. These costs are in relation to the approval of the Outline Business Case (OBC) refresh that was submitted in October 2023 and approval of the Spending Review. Further forecasts will be added to the above figure in the next return as the programme continues to progress towards its next Business Case. | Low: 0.00, Mid: 0.00, High: 0.00 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) remained at 0. This is primarily due to the following factors‚ The programme is currently in a research and development phase. As part of this, financial benefits are being calculated through external Value for Money and Return on Investment appraisals. To reflect this, only qualitative benefits are currently being tracked. Once a full business case has been submitted, a fuller picture will emerge of potential financial benefits from the programme. | Yes - Published on the Government Evaluation Registry | Ruth Studley | ONS_0261_2324-Q1 |
| Integrated Data Programme (IDP) | ONS | Government Transformation and Service Delivery | The Integrated Data Service Programme (IDSP) supports UKSA’s ongoing contribution to the Government’s National Data Strategy to unlock the power of data across government and the wider economy. The Integrated Data Service is a trusted research environment (TRE) with a comprehensive service wrapper that addresses longstanding cultural, technical, and legal challenges to the use of government data for the public good. The IDS identifies and addresses these key challenges, delivering innovative solutions that drive progress. It establishes a responsive, end-to-end, modern, and scalable analytical environment, which significantly enhances policy formation, evaluation, and response. As such, the IDS acts as a secure and sustainable solution for government to obtain valuable insights from its data, with analysis of this valuable, systematically linked data already supporting a host of innovative analytic projects that feed into the Government’s key missions. | RED | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at RED. This is primarily due to the following factors‚ NISTA conducted a Gateway 0 Review of the programme in March 2025. The programme was given a RED DCA due to being unable to demonstrate sufficient progress in unlocking cross-government data sharing; limited case studies of analysis undertaken on IDS; ongoing uncertainty in the relationship with NDL and the future of linked data; lack of a replacement Programme Director. | 01/01/2020 | 31/03/2026 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2025 to 31/03/2026. This is primarily due to the following factors‚ The first phase of the programme up to 24/25-Q4 did not deliver the planned capability as rapidly as originally expected, with challenges including the implementation of data infrastructure that provided appropriate security combined with the flexibility to link complex datasets of variable and often insufficient quality, and with accessing and securing agreement to share data from and with other government departments. Funding into 2025/26 enabled the programme to deliver the service, which is now up and running, with an unprecedented, critical mass of high value indexed data enabling mission-aligned analysis. In FY25/26 the programme will focus on four transformation stages to further enhance and scale the service: data sharing permissions, indexing and linking data, finding and accessing linked data and utilising data within policy processes. | 55.3 | 54.7 | 1.08 | The budget variance is less than or equal to 5%. | 284.6 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 525 to 284.6. This is primarily due to the following factors‚ This is primarily due to the recognition that some of the previously ring-fenced programme funding was supporting core ONS infrastructure required for the Integrated Data Service but equally for the everyday delivery of core statistics. The ring-fenced programme funding was therefore revised down from 2025/26 onwards as per the outcome of the 2025 Spending Review Phase 1. Previously £53m per annum had been included from 2025/26 through to 2029/30. This has been reduced to £24.6m in 2025/26 and £0m ongoing. Post 2025/26 budgets are dependent on the Business case decision and the outcome from the Spending Review Phase 2. | 1374.37 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) increased from 1348 to 1374. This is primarily due to the following factors‚ Government Cash releasing benefit saw a slight increase of £20k due to recalculation of the benefit value associated with closure of the SRS which was included at that time. Government non-cash releasing benefit saw a marginal decrease in value by £3k due to a revision to forecast user growth on the IDS based on SRS trends. Wider UK Public Economic benefit saw the largest change with an increase of £26.280m due to an increase in forecast project growth on the IDS in future years based on SRS trends. | Yes - Not published on the Government Evaluation Registry | Peter Benton | ONS_0003_2021-Q4 |
| VOA NextGen Rating Programme | VOA | Government Transformation and Service Delivery | The NextGen Rating Programme (NGR) is replacing VOA’s legacy technology for Non-Domestic Rating, digitising casework processes and customer interactions, and delivering measures from the last Government’s Business Rates Review and Non-Domestic Rating Act (2023). It will introduce a new legal duty on property occupiers to supply valuation-relevant information on an events-driven basis (‘the Information Duty’), underpinned by a new compliance regime; greater transparency on valuations for customers; and a streamlined process for challenging valuations. The programme supports the government’s ambition for a more responsive and fairer business rates system, including the move from five-yearly to three-yearly revaluations from 2023. | AMBER | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained at AMBER. This is primarily due to the following factors‚ FY23/24 Q4 data referred to the Non-Domestic Rating Reform (NDRR) Programme. During FY24/25, NDRR merged with the Non-Domestic Rating elements of the Business Systems Transformation (BST) Programme to form the single NextGen Rating (NGR) Programme. The VOA ExCom agreed to progress the merger of the two programmes to form NGR, following a NISTA review of BST in February 2024. NGR was formally launched as a single new programme on 1 October 2024. This merger has the benefit of ensuring the end-to-end delivery of all the VOA’s Non-Domestic Rating reforms are being managed in one place, strengthening governance and oversight, programme controls and the management of cross-dependencies. Due to this change in scope, it is important to note that the Delivery Confidence Assessment from FY2023/24 (NDRR Programme) should not be compared with the Delivery Confidence Assessment from FY2024/25 (the combined single GMPP NextGen Rating Programme). | 01/10/2024 | 01/04/2030 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 31/03/2029 to 01/04/2030. This is primarily due to the following factors‚ FY23/24 Q4 data referred to the Non-Domestic Rating Reform (NDRR) Programme. During FY24/25, NDRR merged with the Non-Domestic Rating elements of the Business Systems Transformation (BST) Programme to form the NextGen Rating (NGR) Programme. NGR formally launched as a new programme on 1 October 2024. The programme end date has been refreshed in line with the new NGR Programme Business Case and baseline plan (approved by NISTA - Nov’24, HMT - Dec’24 & HMRC CIDC - Mar’25). The new baseline plan ensures the programme has sufficient contingency in place for early life support following the mandating of Information Duty in 2029. | 25.67 | 20.2 | 21.31 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The NextGen Rating programme had an underspend in FY24/25. This is due to several factors: • Managed Service Provider appointment: Previous estimates were based on an average view of supplier rate cards as the new supplier had not yet been appointed. The appointed supplier rate card is lower than the averages initially used to forecast. • Slower onboarding: Due to a longer procurement and onboarding process, there were slight delays in the start of the Manager Service Provider which meant delays in spend. • Release approach: The programme took the decision to split the technical build into a release approach as opposed to ‘big-bang’ to minimise delivery risk. This has meant less spend than anticipated in FY24/25 with greater than expected spend in later years. This will be managed in line with the agreed programme funding envelope, as per the Programme Business Case. | 328.5 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) increased from 286 to 328. This is primarily due to the following factors‚ FY23/24 Q4 data referred to the Non-Domestic Rating Reform (NDRR) Programme. During FY24/25, NDRR merged with the Non-Domestic Rating elements of the Business Systems Transformation (BST) Programme to form the NextGen Rating (NGR) Programme. NGR formally launched as a new programme on 1 October 2024. Programme Whole Life Costs (WLC) have been refreshed in line with the new NGR Programme Business Case which was approved by HMT in December 2024. The WLC therefore cannot be compared across FY2023/24 (NDR-R WLC) and FY2024/25 (NGR WLC). | 251 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 333 to 251. This is primarily due to the following factors‚ FY23/24 Q4 data referred to the Non-Domestic Rating Reform (NDRR) Programme. During FY24/25, NDRR merged with the Non-Domestic Rating elements of the Business Systems Transformation (BST) Programme to form the NextGen Rating (NGR) Programme. NGR formally launched as a new programme on 1 October 2024. Programme benefits have been refreshed in line with the new NGR Programme Business Case which was approved by HMT in December 2024. | Yes - Published on the Government Evaluation Registry | Carolyn Bartlett | HMRC_0143_2223-Q2 |
| VOA Business Systems Transformation (BST) Council Tax | VOA | Government Transformation and Service Delivery | Business Systems Transformation (BST) is the VOA’s digital transformation programme for domestic property valuations. It is redesigning the VOA’s core Council Tax business processes and replacing its outdated and end-of-life core valuation and data IT platforms. It will support greater organisational efficiency and agility, and the ability to respond more flexibly to policy change. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 increased from RED to AMBER. This is primarily due to the following factors‚ Business Systems Transformation (BST) is the VOA’s digital transformation programme for domestic property valuations. It is redesigning the VOA’s core Council Tax business processes and replacing its outdated and end-of-life core valuation and data IT platforms. It will support greater organisational efficiency and agility, and the ability to respond more flexibly to policy change. The programme was rated AMBER in March 2025, reflecting significant progress in the 2025/26 financial year. Following successful progression through HMRC’s Change Advisory Board (CAB) the programme delivered all 14 processes into live, with nine being deployed in Release 1.0 on 23rd January 2025, and a further five on 24th March 2025 in Release 1.1. The programme successfully launched a Local Authority (LA) Portal into Private Beta on 11th March. The 12-week phased rollout to 18 local authorities continues to plan and is receiving positive feedback. The programme will continue to address defects and improve functionality prior to an expected Gate 5 review in 25-26. | 11/11/2019 | 30/06/2025 | Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 decreased from 31/03/2026 to 30/06/2025. This is primarily due to the following factors‚ The programme delivery schedule reduced from March 2026 to June 2025, to reflect the removal of Non-Domestic Rates deliverables. A new programme has been established which is now accountable for the scope that was removed from BST. | 36.5 | 39.92 | 9.37 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The BST programme budget variance was 9.4%, which reflected the programme shifting from a single Q3 go-live to a phased delivery in Q4 24/25. | 236.34 | Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) remained at 236. This is primarily due to the following factors‚ WLC will be recalculated accounting for the exclusion of Non-Domestic Rating deliverables ahead of a Gate 5 review. | 273.5 | Compared to financial year 23/24-Q4, the project's departmentally agreed Benefits at 24/25-Q4 (measured in £m) decreased from 274 to 273. This is primarily due to the following factors‚ Benefits will be recalculated accounting for the exclusion of non-domestic rating deliverables ahead of a Gate 5 review. | No | Alan Colston | HMRC_0291_2324-Q3 |