Transparency data
NISTA Major Projects Annual Report 2025-26 data
Updated 13 July 2026
Download CSV 510 KB
| 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, Presented in 2024/25 Real Prices) | Financial Year Forecast (£m, Presented in 2024/25 Real Prices) | Financial Year Variance (%) | In Year Variance Narrative | Whole Life Cost (£m, Presented in 2024/25 Real Prices) | Costs Narrative | Benefits (£m, Presented in 2024/25 Real Prices) | Benefits Narrative | Evaluation Plan and Registry Link | Senior Responsible Owner (SRO) Name | Major Projects ID |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| 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 | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 improved to AMBER. This is primarily due to the following factors: - Refined Cyber Assurance and incident response mechanisms - Finalised the data migration strategy - Obtained approval for resourcing and budgets - Delivered platform go live, and pre-pilot user testing. The following area's are area's of focus to move the programme from Amber to Green: - Defining the future operating model & support processes - Improving the programme's and its partners current responsiveness to change | 01/05/2022 | 31/12/2026 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 has increased from Dec 2026 to Dec 2027. This is primarily due to the following factors: The platform testing in the prepilot, along with subsequent lessons learned, involved replanning. This replanning now includes additional time for the migration to the ICS Shared Services operating model and Data migration. Migrations are by Business Unit, in tranches selected by size and complexity through to December 2027 - Close | 8.43 | 4.94 | 41.38 | The budget variance exceeds 5%. The budget for the year is lower than anticipated budget. This is primarily due to investing resource time in delivery mobilisation planning during the financial year and a revision of the rollout plan. A successful pre pilot has commenced in the financial year leading to a revised pilot date early in FY26/27 which will enable migration at pace during FY 26/27. The whole lifecycle cost of the programme remains unchanged. | 23.11 | Compared to financial year 24/25 Q4, the programme's departmentally agreed whole life cycle cost at 25/26 Q4 increased. This is primarily due to a revised business case submission for Microsoft Licencing and Copilot commitment. The programme scope now includes the inclusion of Copilot and resulted in certainty over the M365 E5 cost uplifts, This resulted in a marginal increase on the baseline cost. | 88.1 | Q4 decreased. This is primarily due to a change in Cabinet Office user numbers reducing benefits and a revision to the migration rollout plan meaning benefits associated with previous financial years were not realised. A revised programme business case submission in the summer will rebaseline the benefit position over a 5 year period. | Not set | Steve Holborow | CO_0176_2223-Q3 |
| Manchester Digital Campus | CO | Infrastructure and Construction | Manchester Digital Campus (MDC) will deliver two large office buildings on a brown field site in Central Manchester for 8800 FTE; it will collocate digitally focused departments in a central location as a Government Hub. MDC is a transformative programme that will create a Civil Service community centred on digital skills and the growth potential of the sector in the North West economy. MDC will foster greater cross-government collaboration and enable role relations into Manchester through Places for Growth. | AMBER | Not set | Exempt under Section 24 - National security | 07/04/2025 | 17/12/2032 | Exempt under Section 24 - National security | 33.42 | 33.42 | 0 | Since the last report, the OBC has been endorsed (Mar 26). The OBC has the baseline benefits for the Programme which to ensure standardisation of publishing are now discounted (£3,051.896M). This accounts for the variation between previous reports (which weren't discounted). The OBC cost shows a small reduction. This is due to a new cost plan at the end of RIBA3 and the result of a value engineering exercise. | 1,029.78 | Exempt under Section 24 - National security | 2,009.35 | Exempt under Section 24 - National security | Exempt under Section 24 – National Security | Philippa Harvey | CO_0438_2425-Q3 |
| Future Service Programme | CO | Information and Communications Technology (ICT) | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | 01/10/2020 | 31/12/2026 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Muna Rowe | CO_0027_2021-Q4 |
| Transforming Public Procurement | CO | Government Transformation and Service Delivery | The public procurement spend has a significant role to play in stimulating the economy. The objective of this programme is to implement legislative reforms to the UK’s public procurement regime, making it quicker, simpler and better able to meet the UK’s needs while remaining compliant with our international obligations. The programme includes implementing primary legislation, training 15,000 public sector buyers, and developing a new digital platform for commercial data. | Not set | GREEN | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at a RAG rating of Green. This is primarily due to all the major deliverables being achieved and expected programme closure on March 31st 2026. We are now in the final stages of closedown with only minor tasks remaining including a final programme closure report, the final programme board (on the 23rd April 2026), completion of remaining procurement notices on the CDP and handover to BAU. This is all confidently expected to be completed by the end of March. | 01/01/2021 | 31/03/2026 | Compared to financial year 24/25 Q4, the project's end-date at 25/26 Q4 remained the same. This is primarily due to all the major deliverables being achieved and expected programme closure on March 31st 2026. All tasks are confidently expected to be completed by the end of March. | 6.09 | 8.04 | 31.96 | The 'real term' figures calculated by NISTA are not representative of the project data held on costs and see the Budget variance exceeds 5%. Following the integration of comprehensive maintenance costs through to Programme closure at the end of FY 25/26, the total Whole Life Cost has slightly decreased. The current forecast spend is £30.26m, representing a net reduction from the original projection of £31.47m. | 32.47 | Following the integration of comprehensive maintenance costs through to Programme closure, the total Whole Life Cost has been slightly decreased. | 271.7 | Delays to the commencement of the Procurement Act mean that benefits will start accruing later than initially anticipated. While the benefit estimates in the Impact Assessment published in April 2022 remain valid, the net realisation of benefits in the initial 10yr assessment period will be lower, as a result of this delay. https://bills.parliament.uk/publications/46429/documents/1767 | https://evaluation-registry.cabinetoffice.gov.uk/search/48ff72aa-404c-4bcb-8068-49f6cbc7fd5f/ | Sam Rowbury | CO_0120_2223-Q1 |
| POST OFFICE - TRANSFORMATION | DBT | Information and Communications Technology (ICT) | Post Office Transformation Programme, a five-year programme to secure the network’s long-term future by modernising technology, strengthening the commercial offer, reshaping the operating model, and improving Postmaster and stakeholder relationships while maintaining financial stability. POL’s five-year Transformation Plan is split into: STP 4 pillars – Commercial Offer, Network, Operating Model, Stakeholder Relations. FTP 5th pillar - Technology & Data. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 has improved to Amber from Red representing the material progress made in establishing the programme and its underlying control infrastructure. | 01/04/2025 | Low: 31/03/2030, Mid: 31/03/2032, High: 31/03/2031 | We remain on track with the 5 year overall programme and core outcomes expected from it. | 267.53 | 226.56 | 15.31 | Budget variance includes proactive review and return of under utilised funding in line with monthly dialogue with DBT. | 1,553.73 | WLC in line with business case. | Not set | Benefits and outcomes remain in line with overall business case. | Not set | Andy Nice | DBT_0293_2324-Q3 |
| Drive 35 | DBT | Infrastructure and Construction | DRIVE35 is a cross-government major programme led by DBT to support the end-to-end transformation of the UK automotive sector, with a focus on accelerating the transition to zero-emission vehicles and strengthening domestic manufacturing capability. The programme brings together a portfolio of interventions including capital grants, R&D support, and scale-up financing to support both early-stage innovation and commercial deployment. It targets strategic segments of the automotive supply chain, including battery manufacturing, power electronics, and critical component production, with the aim of securing long-term investment, enhancing UK competitiveness, and supporting regional economic growth. DRIVE35 is designed as an integrated offer, working with partners across government and delivery bodies to provide blended finance and coordinated policy support. It aims to crowd in private investment, enable the development of industrial clusters, and support companies from innovation through to industrialisation. | Not set | GREEN | This is the first annual report for DRIVE35, the Delivery Confidence Assessment (DCA) rating at 25/26 Q4 is rated Green. This reflects a programme that is delivering substantial strategic value while accepting there are a number of delivery and operational challenges typical of a complex cross-government portfolio. Key factors influencing the assessment include: organisational changes and resourcing pressures affecting delivery capacity and continuity; the complexity of governance arrangements across policy, delivery, and external partners; and the need to maintain pace and clarity in decision-making to remain internationally competitive. The Department has taken steps to mitigate these risks through strengthening programme management capability, enhancing PMO support, and increasing focus on strategic risk management and governance maturity. There is active senior oversight through established boards and regular risk review processes. Overall, while challenges remain, the programme is considered deliverable with continued focus on strengthening delivery capability, improving process efficiency, and maintaining a clear strategic narrative for investors and stakeholders. | Not set | 30/04/2030 | This is the first annual report for DRIVE35, the Programme end date is currently 31/03/2030 with a planned 5 year extension to March 2035. | 281.49 | 266.92 | 5.18 | The budget variance is less than or equal to 5% | 1,841.78 | This is the first annual report for DRIVE35, the Programme Whole life costs are £2.04bn. | 20,338.15 | This is the first annual report for DRIVE35, the Programme DRIVE35, benefits at 25/26 Q4 are reported at £2,397.4m. | https://evaluation-registry.cabinetoffice.gov.uk/search/7b37531f-0ed9-4926-9db3-dbf14d1452d7/ | Graham Zebedee | DBT_0295_2526-Q2 |
| AUTOMOTIVE TRANSFORMATION FUND (ATF) | DBT | Infrastructure and Construction | The Automotive Transformation Fund (ATF) is a major government programme supporting large-scale capital investment in the UK automotive sector, with a primary focus on transitioning supply chains and manufacturing capability towards zero-emission vehicles. Originally established to secure strategic inward investment and develop domestic capability in key areas such as battery manufacturing and associated supply chains, the programme has supported a portfolio of capital-intensive projects across the UK. While DRIVE35 now represents the future integrated programme for the sector, ATF continues to operate as a legacy programme, managing and delivering existing grant commitments and ensuring successful completion of funded projects. It remains a critical component of the UK’s industrial strategy, underpinning supply chain resilience and long-term competitiveness. | Not set | GREEN | The current Delivery Confidence Assessment reflects the transition of ATF from an active award programme to a delivery and stewardship phase, managing a complex portfolio of high-value, long-term capital projects. Key drivers of the assessment include: the complexity and scale of funded projects, many of which involve multiple commercial partners and long delivery timelines; the ongoing need for robust monitoring, assurance, and contractual management of legacy commitments; and residual delivery risks associated with project execution, market conditions, and supply chain dependencies. Additionally, programme delivery has been impacted by organisational changes and resourcing pressures within DBT, which have required strengthening of PMO capability and oversight to maintain delivery confidence. The Department has taken steps to mitigate these risks through enhanced governance, strengthened programme management arrangements, and continued senior oversight. Overall, the programme remains deliverable, with a focus on ensuring effective oversight of existing commitments and managing risks to delivery and benefits realisation. | Not set | Not set | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same at 31/03/2025. All future provision at that point moves into DRIVE35. | 94.92 | 16.44 | 82.68 | The budget variance is less than or equal to 5% | 702.72 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 increased slightly from last year's WLC £671 to £675m. | 12,558.16 | The project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) have been reported at £1,427.4m - this is the first year that benefits have been reported. | https://evaluation-registry.cabinetoffice.gov.uk/search/a50da92b-7780-49b1-aab3-9e0e24d7d7d3/ | Graham Zebedee | BEIS_0090_2122-Q4 |
| Strategic Sites Accelerator (SSA) | DBT | Infrastructure and Construction | The Strategic Sites Accelerator is a key Industrial Strategy programme designed to unlock nationally significant investment opportunities and accelerate their path to delivery. Over the pilot period, we will support a small number of genuinely transformative sites, combining technical expertise with flexible financial tools to help crowd in private capital and unlock investment at pace. Backed by around £600 million of Financial Transactions funding, the Programme is focused on deploying capital where government intervention can be catalytic and help unlock opportunities that may not otherwise progress. The Programme is designed to tackle barriers that can slow down investment, helping strategic sites become investment-ready more quickly. | AMBER | Not set | The Delivery Confidence Asssessment rating remains AMBER. Independent assurance concluded that the programme is well developed, with a clear strategic rationale, commercial model and delivery approach. While the programme is progressing well, it remains subject to final HM Treasury approval and has not yet been fully mobilised, meaning some delivery arrangements are still being finalised. | Not set | Low: 30/03/2030, Mid: 30/03/2030 | Schedule remains the same. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/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 costs/schedule information | Tim Newns | DBT_0296_2526-Q2 |
| British Museum - Energy Centre Programme (ECP) | DCMS | Infrastructure and Construction | The Energy Centre Programme is a programme of major infrastructure works that are designed to improve energy generation, rationalise services distribution, and provide improved resilience for the Bloomsbury estate. The project is a key enabler which will support ongoing asset and infrastructure renewal and the emerging aspirations of the Museum’s Masterplan. Some of the key elements of the project include – · Review of the Museum’s energy strategy and development of an energy transition plan · Development of a new primary services infrastructure strategy for the Bloomsbury estate · Design, construction and mobilisation of a new energy centre Delivery of a new low carbon, energy efficient heating and cooling system that helps pave the way to a net zero future. | Not set | GREEN | Compared to the financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at GREEN. The last review was conducted in October 2024, with the next review being due in October 2026. The Energy Centre Programme has generally been progressed over the last 12 months on schedule against the agreed programme and within budget. The two main building contracts were awarded on schedule and within budget in both instances. | 01/04/2022 | 31/12/2029 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same at 31/12/2029. This is primarily due to the following factors: The early stage enabling works projects have been completed within the agreed programme. Any delays that have been incurred to date on the construction of the East Road Building have been non-critical to the overall programme. The two main building contracts (SWEC Main Works and SWEC MEP) works are currently being progressed in line with scheduled completion dates in June 2029. | 20.15 | 20.15 | 0 | The budget variance is less than 5%. Individual projects have generally been progressed in line with planned schedules and cashflow forecasts thereby avoiding a potential underspend. There has been minimal client-driven change during the period, and the discovery-related change has been contained within allocated risk allowances, thereby avoiding a potential overspend. | 181.97 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at £194m. This is primarily due to the following factors: Procurement of the two main building contracts within budget. Change managed within allocated risk allowances. No significant commercial claims from contractors Please note figures referenced in the narratives were entered as nominal and the system automatically converts them to Real Terms. | 192.57 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at £350m. There has been no change to the original underlying assumptions at this stage, so there is no change to the calculated benefits. | Not set | Judith McNicol | DCMS_0254_2324-Q1 |
| Youth Investment Fund | DCMS | Infrastructure and Construction | Over £300 million to create, expand and improve youth facilities and services in England by September 2026. 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 for young people. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 the programme improved it's delivery confidence rating to Amber. This is primarily due to the following factors‚ the majority of projects within the programme have now been completed with the remainder due to be complete within the first half of the next financial year. This means we can be more confident that the last part of the year we are likely to deliver the programme's expected benefits. | 01/04/2022 | Mid: 31/03/2028, High: 31/03/2028 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from last year's published end-date to this year's published end-date, 31 March 2028. This is primarily due to the inclusion of the MMC workstream in the programme, end dates of which have slipped into 2026/27 FY; and the delivery of our benefits realisation programme then supports projects being financially viable one year after opening. | 47.84 | 45.11 | 5.71 | The budget variance exceeds 5%. This is primarily due to some projects slipping into 26/27 with all remaining projects due to be completed in the first half of the next financial year. | 360.15 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from last year's WLC 316.94m to 354.58m. This is primarily due to the actual costs for 25/26 and forecasted costs for 26/27 being accounted. Please note figures referenced in the narratives were entered as nominal and the system automatically converts them to Real Terms. | 2,437.88 | Compared to financial year 24/25 Q4 the projects departmentally agreed Benefits 2,455.29m has increased to this years Benefits total £2,922.600m. This is due to a programme model change, which decreased from 30 years to 20 years. This is reflective of the current re-modelling, with the FBC now inclusive of the MMC figure which provides a justification to this change. | Not set | Jamie Williams | DCMS_0118_2223-Q1 |
| Natural History Museum Unlocked | DCMS | Infrastructure and Construction | NHM Unlocked is an ambitious programme to secure the future of our irreplaceable collection, accelerate scientific research and innovation, and enhance our public offer. Underpinned by a £201 million government investment, we are looking to: build a sustainable new centre at Thames Valley Science Park, equipped with purpose-built collections storage, laboratories and 160 Museum scientists; relocate millions of natural history specimens, many of which will be housed in the new centre; and capture digital specimen data for use by partners around the world. The programme will not only enhance the UK’s leading role in tackling urgent global challenges, but also unlock the redevelopment of our historic South Kensington site – transforming our public offer and mission to create advocates for the planet. | Not set | AMBER | The Delivery Confidence Assessment (DCA) at 2025/26 Q4 is Amber, the same rating as provided at 2024/25 Q4. The contract for construction at Thames Valley Science Park was awarded at the start of the 2025/26 Financial Year and full contract works commenced on site shortly after. Construction has since progressed well, though it is felt that an Amber rating is appropriate for the programme due to the following factors: (i) A significant amount of procurement remains to be completed (ii) There are a number of complex dependencies which have the potential to impact programme delivery (iii) Even a small change to the construction schedule can have a significant impact on the phasing of programme spend | 15/05/2019 | Low: 30/09/2031, Mid: 30/09/2031, High: 30/09/2031 | The programme's end date remains September 2031, which is the same date reported at 2024/25 Q4. Construction has progressed slightly ahead of schedule during 2025/26 and is expected to conclude in Summer 2027. Plans for the storage fit out and handover of the building are being finalised, alongside the schedule for moving collections to the new site. | 50.02 | 49.95 | 0.14 | The budget variance is less than 5% for the 2025/26 Financial Year. The programme budget was recently reprofiled to ensure that phasing of spend is more closely aligned with the latest construction schedule. | 213.15 | The programme's Whole Life Cost (WLC) remains £221m, the same figure reported at 2024/25 Q4. Please note figures referenced in the narratives were entered as nominal and the system automatically converts them to Real Terms. | 2,025.56 | There is no change to the benefits reported at 2024/25 Q4. These remain the same as the figures included in the programme's approved Full Business Case. | https://evaluation-registry.cabinetoffice.gov.uk/search/9d3cfa79-1c21-431a-a489-874c070bc901/ | Tim Littlewood | DCMS_0018_2021-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 24/25 Q4, the NISTA Delivery Confidence Assessment (DCA) rating at 25/26 remained at Amber. This is primarily because we remain confident of delivery on time and within budget, in line with our most recent NISTA-commissioned Gate Review. Following the transition into the delivery phase in April 2025, UK&Ireland 2028 Ltd has become well established in its role coordinating and delivering domestic partners' tournament hosting responsibilities. The programme has updated its Full Business Case (with refreshed costs and estimated benefits) and a successful tournament launch event took place in November 2025, where the UK Government contribution of up to £557m was announced. | 11/10/2023 | Low: 31/03/2031, Mid: 31/03/2031 | Compared to financial year 24/25 Q4, the project's end-date at 25/26 Q4 has increased from last year's published end date to this year's published end date of 31/03/2031. This is because the EURO 2028 tournament will take place from June to July 2028, and the evaluation of the programme (including its legacy and impact 'community programme') is expected to conclude by 31 March 2031. | 4.73 | 4.82 | 2.05 | The budget variance is less than or equal to 5% post budget exchange at the Supplementary Estimates | 511.63 | The project's departmentally agreed Whole Life Cost at 25/26 Q4 (measured in £m) is up to 557. This represents the total estimated UK Government contribution to plan and deliver the hosting responsibilities for the UEFA EURO 2028 Tournament. This has remained the same compared to last year's whole life cost, but has since been publically communicated for the first time. Please note figures referenced in the narratives were entered as nominal and the system automatically converts them to Real Terms. | 3,089.89 | Compared to financial year 24/25 Q4, the project's departmentally agreed benefits at 25/26-Q4 (measured in £m) increased from 2362 to 3200 (3600 including Ireland), This is primarily because the programme commissioned an updated socio-economic analysis, which is reflected in this updated estimate. | Exempt under Section 43 – Commercial interests | Michael Livingston | DCMS_0321_2324-Q3 |
| 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. | AMBER | Not set | Compared to financial year 24/25-Q4, NISTA's Delivery Confidence Assessment rating at 25/26-Q3 increased from RED to AMBER.This is primarily due to the following factors‚ during 25/26, Allwyn were able to successfully complete both Retail (RCO) and Digital Cutover (DCO) activities bringing the project in line with expected deadlines. Following AELs delivery of DCO in January 2026 the Programme increased from AMBER to GREEN (25/26-Q4). | 16/11/2018 | 31/05/2026 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from 31/12/2025 to 31/05/2026. This is primarily due to the following factors‚ Following Allwyn's Implementation Notice issued in November 2024, Fully Implemented Commencement was expected to be delivered by late 2025. Allwyn delivered digital cutover on the weekend of 24/25 January 2026 and the Commission's Board determined that they had delivered Fully Implemented Commencement on 19 March 2026. There are some final closure activities taking place between mid March and the end of May 2026 before the NISTA Gate 5a and Programme closure. | 16.9 | 14.3 | 15.42 | Reliance on external legal and external consultants has reduced in 25/26 compared to budget, and has been reprofiled into 26/27. No impact on overall life cost. | 174.46 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 increased from £154.8m to £168.2m (£13.4m). This is primarily due to the following factors: • 4NLR budget was increased by £8.36m: o Delay to Full Implementation causing BAU an Implementation to run in parallel o aspects of regulation have proved more complex and therefore more resource intensive for Licensing than anticipated o Retention of additional roles that were once considered to be required for bedding in period only, with additional support around enforcement, finance, and stakeholder management/project delivery o Increased contingency primarily to account for situations where additional legal resources or external advice is needed. • Programme and Recoverable Implementation Costs (RICs) budget was increased by £5.02m , we are currently working within the FBC Scenario 2 resource and timeline (RICs completion forecast 31 Jan 27), scenarios 3 & 4 increase the Programme by c2 months each. The increase was required to accommodate Allwyn’s delay in testing and loss of contingency time and not being able to deliver Full Functionality by the Fall Back Delayed Date in Feb ‘25 Please note figures referenced in the narratives were entered as nominal and the system automatically converts them to Real Terms. | 24,230.06 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained the same as last year at 20643. | Not set | John Tanner | DCMS_0013_1819-Q3 |
| NORTHERN IRELAND | DEFRA | Government Transformation and Service Delivery | The Defra Northern Ireland Programme was formed in January 2021 and was led by the Northern Ireland, Biosecurity and Trade Directorate. Its objectives were 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 devolved governments. This was achieved by implementing the UK Government’s commitments under the Windsor Framework, ensuring smooth trade between Great Britain (GB) and NI, while maintaining biosecurity and supporting the UK internal market. | Not set | GREEN | Delivery confidence for the Northern Ireland Programme is green as the Programme successfully closed on time and budget. The programme successfully delivered its objective to implement the Windsor Framework requirements. It delivered 15 projects, including three major schemes covering retail movement, plant health labelling and pet travel. The Programme facilitated the movement of goods and pets with reduced friction, delivered enabling infrastructure, including Sanitary and Phytosanitary (SPS) facilities at ports and implemented digital solutions for compliance and risk-based checks. It has successfully transitioned all NI schemes to enduring Senior Service Ownership under Northern Ireland Strategy & Services. | 01/01/2021 | 11/02/2026 | The programme implemented multi-disciplinary teams and accelerated delivery to compress timeframes and achieve deliverables. Closing projects in a timely way, paralleled with agile and effective programme management allowed the closure of the programme to be brought forward. | 87.1 | 78.46 | 9.92 | Budget variance is due to the final figures on actual spend produced at the end of the financial year, compared to the anticipated programme closure figures which formed the baseline. The lower actual spend was due to effective early closure of the Programme which reduced staff costs faster than originally anticipated. | 430.55 | Forecasts were improved in accuracy throughout the delivery year but have now been replaced by known actual spend. This combined with the accelerated and efficient closure of the programme decreased digital costs and reduced the whole life cost of the programme. | 1,548.28 | There has been no change in Programme benefits. The post-programme evaluation is ongoing and will inform any changes in benefits figures. | Exempt under Section 43 – Commercial interests | Mark Thompson | DEFRA_0015_2122-Q1 |
| EU Delivery Programme | DEFRA | Government Transformation and Service Delivery | The Defra EU Reset Portfolio Delivery Programme will deliver the Defra Outcome to is working to deliver and implement the UK-EU SPS agreement which will reduce trade barriers with the EU for food, plants and animals. | AMBER | Not set | Delivery of the UK-EU Sanitary and Phytosanitary (SPS) Agreement by mid-2027 remains high risk but deliverable. We are working to assumptions on negotiations and the Parliamentary timetable - both outside the Programme’s direct control - which, if met, will make delivery by mid-2027 achievable. | Not set | Low: 28/09/2028, High: 28/09/2028 | The portfolio predicted end-date at 25/26-Q4 is scheduled to be 28/9/28. This is primarily due to the following factors: negotiations, Parliamentary timetable and ongoing work to embed and improve delivery mechanisms to realise the full benefits of the deal. | 28.09 | 19.89 | 29.19 | The budget variance currently exceeds 5%. The variance primarily reflects recruitment challenges during the start up phase, which have slowed the planned ramp up of activity and deferred expenditure in some areas, including digital delivery, resulting in in year headroom against the approved estimate. | 832.04 | The portfolio’s departmentally agreed Whole Life Cost at 25/26 -Q4 is £860m over four years. This is primarily due to the following factors: digital system development and upgrades, including access to EU agencies, systems and databases, staffing costs and fees associated with border control changes. | Not set | The portfolio is still at the planning stage (Pre-Strategic Outline Case or equivalent) and is not yet in a position to provide specific cost/schedule information. The portfolio is expected to reduce unnecessary checks, paperwork and delays, helping food move more smoothly, reliably and efficiently through the supply chain. Smaller firms are disproportionately affected by high EU-related operational and compliance costs including complex paperwork, border delays and repeat certification costs. Delivering the SPS Agreement takes avoidable costs, delays and disruptions out of the food supply chain, potentially helping to ease pressure on food price inflation. By making trade with the EU easier, cheaper and quicker, the work of the programme reduces cost pressure on businesses, improves the flow of goods and strengthens the resilience of food supplies in a volatile global environment. The benefits of the programme and Agreement will build over time rather than immediately. | Not set | Mark Thompson | DEFRA_0587_2526-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. | RED | Not set | Compared to financial year 24/25, the NISTA/SRO Delivery Confidence Assessment rating at 25/26 decreased to Red. Path to green plan approved by Ministers on 12 May 26. | Not set | Low: 31/03/2029, Mid: 31/03/2029, High: 31/03/2030 | Compared to financial year 24/25-Q4, the projects end date at 23/26 remained the same. This date is however subject to change due to replanning and path to green plan being refined. | 65.2 | 63.77 | 2.18 | The budget variance is less than 5% | 525.5 | Compared to financial year 24/25 - Q4, the projects departmentally agreed Whole Life Cost at 25/26-Q4 remained at £546,650 | Not set | Compared to the 2024/25 yearly return the projected departmentally agreed and quantified benefits have decreased from £107.8m to £56m. This is primarily due to refinement of economic modelling for programme business case 2. Since the OBC there has been significant progress in refining the approach to appraising the benefits of the preferred option. These changes, which were made to ensure the modelling is suitably robust, have caused benefits outputs to reduce since previous report. Changes include: Refinement of disease management modelling for ASF and FMD, complete redevelopment of BEID and efficiencies modelling, and removal of some existing monetised benefits where evidence was not sufficiently robust. The quantified benefits associated with 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. | Not set | Jez Sharpe | DEFRA_0348_2324-Q4 |
| 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 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. The issues that drove the original Red rating have largely been resolved. Policy is now stable, a credible delivery pathway is in place, and delivery confidence has been strengthened through the successful launch of Capital Grants, completion of applications for customers affected by the closure of SFI24, progress on the Countryside Stewardship offer and a Spending Review settlement that supports risk management and stakeholder engagement. FCP remains at Red due to a new set of issues identified through a NISTA-style review in Q1 and Q2 of 25/26. This found scope had expanded beyond the original programme remit, with blurred boundaries between transformation and business-as-usual leading to spend on activities outside the programme. These issues have also now been substantially addressed. Scope has been reset to focus on delivery of ELM schemes in 2026 and the design and establishment of the underpinning digital service. Accountability has been clarified including through the creation of the Farming Directorate (FD) which is now responsible for the farming budget and ongoing scheme management post programme closure. Digitally-enabled transformation of farming grant and scheme services will be delivered through a separate programme. This will ensure it is equipped with the tailored tools, approaches and accountabilities it needs to succeed. Consequent to progress made, an independent NISTA-style review scheduled for April 2026 is expected to support a change to our DCA category. | 01/05/2017 | 31/12/2028 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same at 31/12/2028. While the programme remains at RED, this has not impacted the programmes end date. Following the revised scope for the remainder of the GMPP scope delivery, we now have a more defined path to AMBER which will ensure the programme delivery remains on track to deliver to schedule. | 2,843.27 | 2,576.43 | 9.38 | The budget variance is less than or equal to 5%. | 25,494.95 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at 24,875. 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). Both are linked to SR25 settlements. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 are no longer being calculated. This is primarily due to the following factors. Previously reported benefits were drawn from phase 2 Programme Business Case analysis (produced in 2021) and are not reflective of the many changes to the programme's plans and actual delivery since they were produced. So, we now report that the monetised benefits of the current programme and its expected future rollout are not calculated. Updated programme level lifetime analysis will be provided when this is produced and approved at a working level, department level, and HMT level accordingly. | https://evaluation-registry.cabinetoffice.gov.uk/search/b2e4b284-5f96-4c1c-be49-ecc82957c276/, https://evaluation-registry.cabinetoffice.gov.uk/search/4b9b81a4-8e73-4410-8e41-11568b615f96, https://evaluation-registry.cabinetoffice.gov.uk/search/56dcd361-edcf-4ac7-a14c-3d5ea6664baa/, https://evaluation-registry.cabinetoffice.gov.uk/search/88c0866f-d23d-4924-b5aa-e8f6fea9f126/, https://evaluation-registry.cabinetoffice.gov.uk/search/21b6c3aa-a2fe-409b-b3d7-a8923becb101/, https://evaluation-registry.cabinetoffice.gov.uk/search/c0019428-18db-4ee5-89da-bc90a8f33e40/, https://evaluation-registry.cabinetoffice.gov.uk/search/d69264da-1494-45f6-a942-e0885b559ba3/, https://evaluation-registry.cabinetoffice.gov.uk/search/c3fffba4-5b1c-4349-8d86-42fe61575cc5/ | 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. | GREEN | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to GREEN. This reflects the positive progress made over the past 12 months and robustness of arrangements in place which give confidence in the deliverability of the Programme, as evidenced by the GREEN rating achieved through the NISTA Gate 0 Review in March. | 01/04/2021 | 30/09/2036 | Compared to financial year 24/25-Q4, the Programme's end-date at 25/26-Q4 remained the same at 30 Sep 2036. This is primarily due to the continued progress made towards developing designs for the future science buildings and preparing the site for the start of their construction in 2027. All critical enabling works are now in contract and works on site are ramping up. A Main Works Contractor for the new science buildings has been appointed, and RIBA 3 designs have been approved. The Programme remains a priority for Defra. | 128.73 | 85.42 | 33.64 | The budget variance exceeds 5%. This is primarily due to the timing of some enabling and infrastructure works moving to the right to prioritise critical activities, and an extension of science hub design development timescales to ensure appropriate quality prior to transferring design responsibility to the Main Works contractor. Deferred spend has been re-forecast within future FYs. | 2,485.60 | Compared to financial year 24/25-Q4, the Programme’s departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at £2,820M. This is primarily due to continued progress in line with the scope and assumptions that underpin the Programme Business Case approved in December 2024. | 10,131.06 | Compared to financial year 24/25-Q4, the Programme’s departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at £16,216M. This is primarily due to the benefits identified within the approved Programme Business Case remaining unchanged. | https://evaluation-registry.cabinetoffice.gov.uk/evaluation/fbf81d56-562c-4671-9a82-6b142b6dcdf2/ | Colin Dingwall | DEFRA_0007_2021-Q1 |
| Flood and Coastal Risk Management (FCRM) Investment Programme 2026-2029 | DEFRA | Infrastructure and Construction | A 3-year capital investment programme for the creation, refurbishment and capital maintenance of England's flood defence infrastructure to protect properties, infrastructure and the environment. | AMBER | Not set | Programme has only existed on GMPP for 2 quarters, however currently retains an Amber rating. | 01/04/2026 | 31/03/2029 | The programmes end date has remained at 31/03/2029 since GMPP reporting started in Q3 2025/26 | Not set | Not set | Not set | "The budget variance is less than or equal to 5%." | 3,861.52 | Programme WLCs cannot be compared as it has only just begun reporting on GMPP. | Not set | Programme benefits cannot be compared as it has only just begun reporting on GMPP. | Not set | Not set | Not set |
| 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 | AMBER | Compared to financial year 24/25 Q4, the NISTA Delivery Confidence Assessment rating at 25/26 Q4 increased from RED to AMBER. This is primarily due to all the recommendations from the NISTA Gate 5 review having been addressed and evidenced and the programme being ready for transition to business as usual and coming off GMPP at the end of 25/26. Six were agreed as closed and the remaining two will be closed as part of final programme closure and transition activities. NISTA confirmed that the Programme was removed from the GMPP on 31 March. | 01/01/2016 | 31/03/2026 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 was revised to 31/03/26. This is primarily due to funding constraints, lack of new measures, progress to date and wider improvements in vehicle fleet. Defra’s Investment Committee agreed in April 2025 to ‘careful closure’ of the programme, acknowledging the programme successes. | 15.13 | 12.63 | 16.52 | The budget variance exceeds 5%. This is primarily due to delays in finalising remaining local authority clean air plans within the year, and savings resulting from negotiating cheaper air quality monitoring and modelling contracts. Also, lower revenue has been received from local authorities using the central Clean Air Zones service. The lower revenue represents a positive sign that NO2 measures are working because fewer non-compliant vehicles are driving through Clean Air Zones. | 843.04 | Compared to financial year 24/25-Q4, the programme’s departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased to 678. This was due to less funding being secured through the Spending Review and business planning rounds because the additional measures identified to date were unlikely to bring forward compliance with legal air quality limits. The reduced programme budget based on the SR25 settlement was £706m (£441m CDEL and £265m RDEL) over the SR period (up to FY29/30). The actual expenditure of the programme at the end of financial year 25/26 when it exited the GMPP is £678 million. This excludes the cost of measures to be agreed for Stoke’s Clean Air Plan. NO2 work which is carrying on through business-as-usual teams in Defra and DfT from FY26/27 onwards has budget allocation in line with 2025 Business Planning in both departments. This will not be reported in GMPP. | Not set | 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. | https://evaluation-registry.cabinetoffice.gov.uk/search/d02540b9-1dc3-4376-919e-0f9eaa106f33/ , https://evaluation-registry.cabinetoffice.gov.uk/search/e8dbbba7-f270-4b48-9f80-0ae2641629d5/ , https://evaluation-registry.cabinetoffice.gov.uk/search/1b649d2c-c155-4f6a-9658-4fee5378cb97/ , https://evaluation-registry.cabinetoffice.gov.uk/search/73f1ffd1-9c55-4d9f-a522-9c6d127e9a05/, https://evaluation-registry.cabinetoffice.gov.uk/search/736901aa-807c-4da1-9722-1b8b489c490d/, https://evaluation-registry.cabinetoffice.gov.uk/search/2fa75c22-ef67-49a9-a37c-2641820eba49/ | Toby Nation, Claire Wren | DEFRA_0014_2021-Q4 |
| FLOOD AND COASTAL EROSION RISK MANAGEMENT | DEFRA | Infrastructure and Construction | From 1 April 2021, Defra announced a new £5.2bn 6-year investment programme for flood & coastal erosion risk management- investing in 2,000 flood defence schemes to better protect 336,000 properties by 2027. Due to the impact of the covid 19 pandemic and a significant spike in inflation this was revised down to 200,000. The new government reduced to a 5 year programme to introduce new funding policy sooner which equated to 140,272 over 5 years with a particular focus on a £4.2bn 2 year programme with a target of 52,000. | GREEN | Not set | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 remained amber. This is primarily due to concerns around work being conducted to manage the transition from the current programme to the next programme commencing on 1 April 2026 | 01/04/2020 | 31/03/2026 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same | 1,075.16 | 1,055.79 | 1.8 | The budget variance is less than or equal to 5%." | 4,835.25 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at 4,613.000m | 12,042.59 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 21,888.000m | https://evaluation-registry.cabinetoffice.gov.uk/search/6078659a-46ad-4d96-89f1-4ea9b9dc572c/, https://evaluation-registry.cabinetoffice.gov.uk/search/eabf930d-fe06-40db-b924-9812848154f4/, https://www.gov.uk/flood-and-coastal-erosion-risk-management-research-reports/understanding-effective-flood-and-coastal-erosion-risk-governance-in-england-and-wales | John Russon | DEFRA_0236_2324-Q1 |
| COLLECTIONS, PACKAGING AND REFORMS PROGRAMME | DEFRA | Government Transformation and Service Delivery | The CPR Programme, part of the Circular Economy Portfolio, aims to develop a world-class system for collection and disposal of packaging materials that emphasises 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 is being delivered through four interlinking projects: Packaging Extended Producer Responsibility (pEPR), Simpler Recycling Collections (SRC), Deposit Return Scheme for Drinks Containers (DRS) and Digital Waste Tracking (DWT). | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. The programme was also rated Amber in the annual NISTA Review in May 2025. The report concluded that while the CPR programme improved and is broadly feasible (Amber), delivery remained highly complex and time-critical, requiring urgent action on commercial capability, contingency planning, stakeholder engagement, and benefits realisation to mitigate risks and ensure intended outcomes are achieved. All recommendations were actioned withing the given timescale. This rating is primarily due to the following factors: progress continued across legislation, funding and business readiness, with delivery increasingly focused on mobilisation and transition to live operations; however, outcomes remained sensitive to partner readiness, capacity constraints and reliance on digital delivery. For Extended Producer Responsibility for packaging (pEPR), the Amending SI was laid on 3 November and tracked to come into force on 1 January 2026, with Notices of Liabilities issued to producers on 14 October (4,305 invoices totalling £1.465bn) and delivery of some digital functionality pivoted to alternative plans to protect critical delivery. For Deposit Return Scheme (DRS), a Deposit Management Organisation (DMO) candidate for England and Northern Ireland was appointed on 2 May, progressed recruitment and financial modelling, split the IT programme into five phases (phase 1 analysis/design) and launched scheme branding (“Exchange for Change”), while highlighting the need for greater certainty before entering key contractual commitments. For Simpler Recycling Collections (SRC), delivery remained challenged by Local Authority funding and readiness risks (including Spending Review 25 Phase 1 decisions), mitigated through enhanced engagement (including a ‘Change Network’) and infrastructure planning; by Q3 over £258.3m had been paid to LAs for upfront costs and mobilisation continued toward household go live on 31 March 2026. For Digital Waste Tracking (DWT), Alpha was passed on 25 June 2025 (rated Amber), Private Beta commenced (from 16 July subject to approvals) and began testing on 7 November 2025, with Phase 1 legislation and the Impact Assessment progressing and public beta planned for April 2026. Delivery remains dependent on external partners (including Local Authorities, producers and waste management companies) being ready and able to adopt reforms, and continues to be constrained by infrastructure and processing capacity (notably for flexible plastics), supply chain constraints for physical assets (bins/vehicles), variability in local resourcing, and ongoing reliance on digital systems and data outputs across projects. The focus moving into the next quarter is on stabilising live delivery, intensifying readiness and engagement activity, and protecting delivery-critical milestones to prevent slippage and avoid risk escalation. | 02/04/2018 | 01/06/2028 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from 1 May 2028 to 1 June 2028. This is due to aligning with the DRS closure date captured within the milestones. | 2,372.51 | 2,449.38 | 3.24 | The budget variance exceeds 5%. This is primarily due to a reduction in RDEL following Digital Waste Tracking updated delivery plans. In addition, there were reductions in both RDEL & CDEL in Simpler Recycling transitional costs to Local Authorities following detailed modelling and allowing for an appeals process. Further underspend arose from Depot Appeals costs being lower than originally forecast. As a result, the final outturn of circa £48.36m (TDEL) is below the agreed in-year budget of £70.4m (TDEL). | 5,204.73 | The figure differs from the previous year’s annual report as the GRIP was completed using a different methodology. When compared to the previous version of the PBC in December 2024, the project's Whole Life Cost decreased from £19,792m to £13,643m. The reductions are in part due to changes in assumptions for funding allocation for Simpler Recycling since previous projections. | 13,364.90 | Compared to financial year 24/25-Q4, the programme’s benefits at 25/26-Q4 increased from £11,611m to £15,971m. This is primarily due to an update to bring the assessment in line with updated analysis used in the programme business case. The updated estimate uses yearly net economic benefit figures (total benefits minus total costs). All figures are undiscounted, and in 2024 price base year. These figures have been quality assured and project level analysis has passed clearance processes. | https://evaluation-registry.cabinetoffice.gov.uk/search/33ff61b7-0be0-453f-a94e-e29a10b91238/, https://evaluation-registry.cabinetoffice.gov.uk/signin/?next=/evaluation/f7869a2f-7c7c-4556-aa8f-0c848894d136/ | Simon James | DEFRA_0040_2122-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 24/25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors‚ confidence has strengthened following the successful publication of the first Analysis Ready Datasets (ARD) in December 2025, demonstrating the programme’s ability to deliver against commitments. This further stems from Defra’s Investment Committee approving the Full Business Case, confirming spend to deliver the NCEA programme through to closure at end 2028/29.However, overall confidence is driven by two key risks: (1) availability of prepared/processed data at the required cadence, and (2) consistency of data quality and assurance across partners. This quarter the programme has been focused on embedding lessons from the first ARD batch to improve predictability. Planning for FY 2026/27 is progressing, including agreement of a quarterly batching plan to provide earliest possible access for internal and external users. | 01/04/2021 | 31/03/2029 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same as last year's published end-date for March 2029. This is primarily due to the following factors, 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. | 61.55 | 60.63 | 1.5 | The budget variance is -1.6% meaning the programme spent 98.4% of the baseline budget. The small variance is a result of the novel and uncertain nature of Research and Development work resulting in some work across several work packages not being completed in-year as well as some work slipping into the next financial year.” | 325.68 | Compared to financial year 24/25-Q4, the projects departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £331m to £328m. The decrease to the departmentally agreed WLC is as a result of certainty around our future year budgets following spending review and business planning exercises in FY25/26. The Programmes final business case covering spend from FY26/27 to FY28/29 was approved by Defra Investment Committee in March 2026 which covers the final two years of our fieldwork and the programmes final year. FY28/29 is 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. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 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 Full Programme Business Case approved by Investment Committee in March 2026, confirms the Programme does not deliver any monetised benefits. | https://evaluation-registry.cabinetoffice.gov.uk/search/da2464e8-a8a9-4dfc-8168-3c94471ecf42/ | David Jones | DEFRA_0190_2223-Q3 |
| NATURE FOR CLIMATE FUND | DEFRA | Infrastructure and Construction | To support the government’s ambitions for net zero and environmental improvement, Defra established the five-year Nature for Climate Fund Programme to increase tree planting and restore peatland in England. Between 2024‑25, the Programme directly planted 7,162 hectares of tree planting (95% of the annual target). Up to 2024-25 the programme directly funded 23,526 hectares of peatland restoration (67% of the annual target), contributing to total national delivery of 21,186 hectares of tree planting and 26,426 hectares of peatland restoration over the period. The Programme was extended into 2025‑26, with peatland grants extended to 2026‑27, while Defra considers future delivery and funding arrangements. The new Trees Programme (non GMPP) is expected to reach completion in 2030. | AMBER | Not set | Compared to financial year 2024‑25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 2025‑26 Q4 decreased to Amber. This reflects a combination of near‑term delivery pressures and pipeline risks, despite strong historical performance and a positive long‑term outlook. Official statistics for 2024‑25 showed a significant year‑on‑year increase in tree planting, with 7,164 hectares delivered in England, the highest annual rate in over 20 years, demonstrating the Programme’s ability to scale delivery. Delivery confidence for 2025‑26 has reduced due to a contraction in the tree planting pipeline since Q3, driven by lower expected output from England Woodland Creation Offer and the Community Forests and weather‑related impacts earlier in the season. Uncertainty over funding going into the final year of delivery will also have impacted the tree planting pipeline This has resulted in forecast delivery of around ~6000ha for the year. Mitigations are in place, including strengthened resourcing, organisational restructuring and the transition to the successor Trees Programme, supported by an approved business case. The rating reflects short‑term uncertainty while longer‑term delivery confidence remains strong, underpinned by improved capability, new funding mechanisms and a clear delivery pathway. | 01/04/2020 | Low: 31/03/2026, Mid: 31/03/2025, High: 31/03/2026 | Compared to financial year 2024‑25 Q4, the project’s end‑date at 2025‑26 Q4 remained the same, following a one‑year extension that was agreed to enable the design and mobilisation of the successor Trees Programme. The extension provided additional time to put in place future delivery arrangements and secure the necessary approvals, while maintaining continuity of activity. The programme closed at the end of March 2026, with key transition milestones on track and no further changes to the end‑date anticipated. | 255.2 | 255.2 | 0 | The budget variance exceeds 5% by a small margin. This is primarily due to the following factors. The overall NCF Programme for 2025/26 is currently forecasting an underspend of £11.45m, representing a 5.55% variance against the agreed Financial Year baseline (inclusive of a £5.9m Defra underspend). This position remains indicative and subject to minor change as final outturn information is confirmed with ALB delivery partners and wider Defra teams. The majority of the variance relates to CDEL, which is forecast to underspend by £11.23m (6.36% under budget). This reflects slower-than-anticipated delivery across parts of the capital Programme during the year. RDEL performance remained broadly on track. Administration expenditure is forecast to be 0.89% under budget, while Programme expenditure is forecast to underspend by £0.22m (0.74%). | 1,272.06 | Compared to financial year 24/25‑Q4, the project’s departmentally agreed Whole Life Cost at 25/26‑Q4 increased to £176.52m CDEL and £29.88m RDEL. This increase is due to an agreed extension to the Programme to allow for the development and transition to a successor Programme. The increase in Whole Life Costs reflects the extended duration of the Programme rather than any change in scope or increase in cost per unit, with underlying delivery costs and assumptions remaining unchanged. | 30,171.62 | Compared to financial year 24/25‑Q4, the project’s departmentally agreed Benefits at 25/26‑Q4 remained unchanged. This is because the agreed outcomes, scope, and benefits methodology have not changed following the Programme extension, which was agreed to allow for the development of a successor Programme. The extension impacts the duration of delivery rather than the nature or scale of benefits, and no new evidence or methodological changes have been introduced that would materially affect the benefits valuation. | https://randd.defra.gov.uk/ProjectDetails?ProjectId=21435 | Deb Hankins | DEFRA_0013_2021-Q4 |
| Cefas Infrastructure to Support Future Delivery at Sea | DEFRA | Government Transformation and Service Delivery | The Research Vessel (RV) Cefas Endeavour is due to come to the end of its planned design life in 2033. The project is at Outline Business Case and is seeking investment a for Preferred Option new RV with enhanced capability to continue our national critical data collection at sea activities for Defra and the UK Government, which includes sustainable fisheries, offshore energy, nature recovery, environmental regulation and emergency response. Our vision is to replace Endeavour with a modern, multi-disciplinary RV that enhances scientific capability (with additional deep and shallow water capability allowing for a delivery across a wider range of government departments), embraces emerging marine autonomous technologies (through a flexible ship design), supports net zero goals (dual fuel engines are capable of operating on future green technology as their technology readiness levels develop). Investment will also deliver key government missions to protect and restore nature, support national security and resilience and drive economic growth. | Not set | AMBER | The SRO Delivery Confidence Assessment for the project at FY25/26 Q4 remains Amber. This reflects ongoing discussions to secure the necessary investment for the Preferred Option and reflect the status as at March 2025. | Not set | Low: 31/03/2032, High: 31/12/2031 | Compared to financial year 24/25-Q4, the project's planned end-date at 25/26-Q4 remained the same, reflecting the planned end of the design life of the current Cefas RV. | Not set | Not set | Not set | Not set | 152.89 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (at OBC and measured in £m) remained at £305m. | 961.79 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (at OBC and measured in £m) remained at £1,748m. | Not set | Steve Millward, Tim Green | DEFRA_0349_2324-Q4 |
| Boiler Upgrade Scheme | DESNZ | Infrastructure and Construction | The Boiler Upgrade Scheme (BUS) is part of a wider package of measures to drive significant heat pump deployment 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, and £5,000for biomass boilers. The scheme was set to run from April 2022 until March 2025 supported by £450m. The scheme has been extended to 2029/30 and the funding allocation for 2025/26 to 2029/30 is £2,687m as set out in the Warm Homes Plan. | Not set | AMBER | The SRO delivery confidence assessment rating for 25/26 remained at Amber. The scheme is operationally mature and performing strongly, with sustained year‑on‑year growth in deployment. Applications in 2025/26 were up 19% on 24/25, with redemptions up 21%. The BUS Evaluation evidenced a high level of property owner satisfaction at 91% and MCS outreach recorded an average 95% satisfaction rate. The implementation of scheme changes announced in the November 2025 Government Response, will improve access, stimulate demand and strengthen consumer protection, and come into force from 28 April 2026. The Full Business Case for FY 2026/27 to 2029/30 has received TAP approval, confirming funding for the remainder of the scheme timeline. While demand and delivery continue to grow, overall delivery confidence remains dependent on wider market and policy factors, including the delivery of the Warm Homes Plan; given the materiality of these dependencies, an Amber rating remains appropriate. | Not set | 31/03/2030 | The project end date in 2025/26 was extended from March 2026 to March 2030. This reflects the extension of the scheme following the Spending Review, which provided additional funding and extended delivery to March 2030. | 297.75 | 244.58 | 17.86 | During 2025/26, the scheme was extended to 2030 following the Spending Review, which agreed an increased budget for the remaining years of the scheme. This extended the delivery period by four years and increased total funding for the extension period to £2,392m. Funding allocations for these years were set out in the Warm Homes Plan in January 2026. | 3,054.03 | The project’s departmentally agreed whole life cost increased due to the extension of the scheme to 2030 following the Spending Review, which increased both the duration and scale of delivery. As a result, total funding for the extension period increased with the annual budgets set out in the Warm Homes Plan in January 2026. | 4,043.09 | The project’s departmentally agreed benefits at Q4 2025/26 are estimated at £4,043m (real prices, base year 24/25). These benefits primarily reflect the monetised social value of carbon emissions reductions and air quality improvements arising from the installation of low-carbon heating systems under the scheme. These benefits are partially offset by disbenefits, reflecting the additional capital and maintenance costs associated with these technologies, as well as long run variable costs of fuel, relative to a like for like replacement of incumbent heating systems, which are typically fossil fuel boilers. | https://evaluation-registry.cabinetoffice.gov.uk/search/0e369b3f-85ae-4f62-a433-21f61056333f/ | Not set | DESNZ_0375_2425-Q1 |
| SOCIAL HOUSING DECARBONISATION FUND | DESNZ | Infrastructure and Construction | The SHDF capital programme, which includes new projects delivering as the Warm Homes: Social Housing Fund since 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, WH:SHF Wave 3, begun in Spring 2025. | AMBER | Not set | Compared to financial year 24/25, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 remains at Amber. This reflects sustained delivery progress across the programme, effective management of previously identified risks, and increased confidence in the programme’s ability to deliver its objectives within agreed parameters. In particular, the programme successfully launched a new scheme (Wave 3) and is forecasting to have delivered nearly all of its capital budget for 25/26. The overall programme reached a notable milestone, with the 100,000th energy efficiency measure installed during 25/26, demonstrating the scale and impact of the scheme to date. Wave 2 concluded delivery on the majority of projects, with residual activity focused on formal closure, reconciliation, and assurance processes agreed for the first quarter of 26/27. The Wave 2 project is on track to meet FBC targets. Wave 3 entered active delivery with all Grant Funding Agreements in place and projects progressing through delivery phases as planned. Delivery momentum strengthened during the year, evidenced by increased grant drawdowns and phase requests, demonstrating that projects are mobilised and delivering at scale. As at end of March, the delivery team are confident that close to the capital budget was successfully spent by grant recipients. Programme governance and controls continued to mature over the reporting period, with progress made in addressing assurance recommendations, improving data quality and reporting, and embedding lessons learned from earlier waves. The programme received a joint Amber at Gateway 3 assurance in Q4. Overall, the Green DCA rating for 25/26 reflects the demonstrable delivery progress on both outcomes and financial outturn. Sustaining this delivery confidence will only be possible if the programme receives strong support for resourcing needs, with proactive support as part of wider departmental transformation taking place in Q1/Q2. | 09/09/2020 | 31/03/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same. | 332.82 | 332.43 | 0.12 | The budget variance is less than 5%, due to tight forecasting controls | 2,256.29 | Baseline WLC remain unchanged as per the latest agreed business case. | 5,582.90 | The project's departmentally agreed Benefits for 25/26-Q4 have not changed. | https://evaluation-registry.cabinetoffice.gov.uk/evaluation/7ff8a544-12a7-40c0-a188-f04e264d9343/ , https://evaluation-registry.cabinetoffice.gov.uk/search/8fcccfbf-5289-481e-8dde-0c5a0281ca51/, https://evaluation-registry.cabinetoffice.gov.uk/evaluation/c4c75905-d670-4800-8efe-c2a74d27baf4/, https://evaluation-registry.cabinetoffice.gov.uk/search/8c35585e-6993-4fe8-b116-7fcf35991c75/ | Selvin Brown | BEIS_0014_2021-Q4 |
| SELLAFIELD PRODUCT AND RESIDUE STORE RETREATMENT PLANT PROJECT | DESNZ | Infrastructure and Construction | The Sellafield Product & Residue Store Retreatment Plant (SRP) project is a key element of the Sellafield Ltd ’Special Nuclear Materials Future State Programme (SNMFSP)’. The SRP is a complex major 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 | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to Amber. This is primarily due to the following factors: - Impact relating to the legislative changes of Passive Fire Protection standards and the implementation of the changes to the Building Safety Act (2022) following the Grenfell Tower Inquiry. The legislative changes will require a significant amount of engineering design rework and additional installation work in the new facility; the key impact is expected to be on the schedule to achieve readiness of the facility for Glove box installation. - The project has also been impacted by extraordinary inflation and Industrial Action. This will result in a request to DESNZ PIC for P80 cost and schedule contingency sanction relief when appropriate. This is essential to restore contingency levels necessary for project completion. | 01/03/2012 | 24/06/2031 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from 01/04/2030 to 24/06/2031. This 15 month movement is reflective of the impact of legislative changes to Passive Fire Protection standards. | 235.24 | 208.61 | 11.32 | The budget variance exceeds 5%. This is primarily due to the following factors: - Assessed Impact of Passive Fire Protection legislative change & Industrial Action. - Screw & Batch Furnaces reflect overspends and prolongation of scope due to supplier & technical issues. | 1,432.89 | The increase to the project's departmentally agreed Whole Life Cost at 25/26-Q4 is primarily due to: - Annual Indexation, in line with the agreed indices. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-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. | Not set | Gavin Askew | BEIS_0008_2021-Q3 |
| Warm Homes Agency | DESNZ | Government Transformation and Service Delivery | Project is to establish the Warm Homes Agency (WHA) – a dedicated public body to support the delivery of the Warm Homes Plan, and guide consumers through the transition. | RED | Not set | The SRO Delivery Confidence Assessment (DCA) rating at 2025/26 Q4 is Red. The project is operating within a changed organisational context and is undertaking replanning work to ensure that delivery plans remain realistic and achievable within available resources, while prioritising key activities such as the necessary Primary Legislation. | 08/07/2024 | 31/12/2027 | The project joined the GMPP in 25/26. The expected project end date is currently 31/12/2027 but this is subject to replanning which is taking place over May to August 2026. | 7.8 | 6.49 | 16.77 | The financial year forecast comes 16.77% under the baseline figure for 2025/26. This variance is primarily driven by two factors. First, updated estimates for resource support required to transition existing delivery bodies into the new agency are lower than initially forecast, following refinement of assumptions and commercial engagement. Second, expenditure on digital and IT activities in 2025/26 is lower than planned due to the discovery phase progressing over a longer period than initially anticipated. As a result, costs associated with system transition and implementation are now expected to be incurred in 2026/27. | 276.69 | The Whole Life Costs figure (converted to real prices with base year 24/25) consists of resource costs for 25/26 to 28/29 and capital costs for 25/26 to 29/30, which are subject to funding. The resource costs are the costs to be incurred in establishing the agency, which includes set-up, implementation and transition costs. The capital portion of the whole life cost is made up of the capital required to transition existing IT systems over to the new agency, as well as creating new IT systems. | Not set | The Warm Homes Agency is a key enabler of our Warm Homes Plan, designed to drive consumer demand for warmer, greener homes whilst galvanising the supply chain and coordinating delivery across the UK. By bringing together some schemes as well as advisory and assurance services currently split across DESNZ, Ofgem, and Salix, we are creating a clearer, more efficient system for households and taxpayers alike. As the scope is still being refined (subject to ministerial approval) full benefit quantification is not possible at this stage. | Not set | Vicky Dawe | DESNZ_0542_2526-Q2 |
| Review of Electricity Market Arrangements (REMA) | DESNZ | Government Transformation and Service Delivery | The Review of Electricity Market Arrangements (REMA) Programme was set up in 2022 to consider how best to deliver a fair, affordable and secure power system. The review concluded in July 2025 with the Secretary of State taking the decision to retain a single national GB-wide wholesale market and introduce an ambitious package of reform to improve the efficiency of our future power system under a new programme called Reformed National Pricing (RNP). As such, the REMA Programme was officially closed in summer 2025 and offboarded as a GMPP programme at the end of the 2025/26 financial year. | Not set | GREEN | The Review of Electricity Market Arrangements (REMA) was successfully delivered in July 2025 with the Secretary of State's decision to retain and reform a national electricity market. | 05/02/2024 | 30/04/2026 | The Review of Electricity Market Arrangements (REMA) was successfully delivered in July 2025 with the Secretary of State's decision to retain and reform a national electricity market. The schedule to deliver on the Secretary of State's decision will be carried out under the programme called Reformed National Pricing (RNP). | 7.58 | 3.54 | 53.38 | The budget variance exceeds 5%. This is primarily due to the Programme closing in July 2025, with costs incurred reflecting REMA’s full lifecycle to closure, compared against a full-year 2025/26 budget profile | 29.18 | The Whole Life Costs for REMA provides the total cost of the programme from it's inception in 2022 through to it's closure in July 2025, following the successful delivery of the programme that led to the Secretary of State's decision to retain and reform a national electricity market. | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Not set | Dan Osgood | DESNZ_0333_2324-Q4 |
| GREEN HEAT NETWORK FUND | DESNZ | Infrastructure and Construction | The Green Heat Network Fund supports the development of low‑carbon heat networks in England. Launched in 2022 to help cut carbon emissions from heating, it provides capital funding to build new low-carbon heat networks and to decarbonise existing ones, helping homes, public buildings and businesses move away from fossil fuels. | Not set | GREEN | The scheme continues to deliver against its objectives, with milestones being met and financial performance broadly on track. Some delays in project implementation may impact the timing of benefits realisation, but these risks are understood and are being actively managed. | 07/03/2022 | 29/03/2030 | The project's end-date remains unchanged, with the end of funding phase scheduled for 31/03/2028. | 205.8 | 202.64 | 1.54 | The budget variance is less than or equal to 5%. | 730.01 | GHNF WLC has been revised in the updated (2026) GHNF Full Business Case (FBC) to account for the additional budget allocated to the scheme through Phases 1 and 2 of the 2025 Spending Review. The revised WLC will be published in due course. | 3,464.54 | GHNF benefits forecast has been revised in the updated (2026) GHNF Full Business Case (FBC) to account for the additional budget allocated to the scheme through Phases 1 and 2 of the 2025 Spending Review. The revised benefits forecast will be published in due course. | https://evaluation-registry.cabinetoffice.gov.uk/search/a502d53a-5a01-4b78-92de-471b367d6072/ | Not set | BEIS_0115_2223-Q1 |
| HyNet Cluster | 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 Cluster comprises the Anchor, Padeswood and HyNet Build Out 2 projects, which together support the phased development of an industrial CCUS cluster in the Liverpool Bay area. The Anchor project establishes the core transport and storage infrastructure and initial capture projects, while Padeswood and HyNet Build Out 2 expand network utilisation through additional capture projects. Collectively, these projects support the development of a competitive CCUS market, contribute to the UK’s legally binding Net Zero targets, and deliver wider economic benefits. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | 01/04/2020 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | https://evaluation-registry.cabinetoffice.gov.uk/search/9b58ee8c-20d0-4372-bcab-7a41227de854/ | Alex Milward | DESNZ_0457_2425-Q3 |
| Great British Energy | DESNZ | Infrastructure and Construction | The aim of the GBE set up programme is to create GBE GovCo, a publicly owned energy company that will drive the deployment of clean energy, enhance energy independence, and create jobs across the UK. This aim will deliver on the Government’s Mission to establish GBE as the mechanism for delivery of the key outcomes of the GBE Programme as set out in the Labour Party 2024 UK General Election manifesto. Namely, ability to strategically invest in and own clean energy projects, foster collaboration with key stakeholders, and support local and community energy initiatives. The desired outcome of this programme is the creation of a fully functioning, independent and publicly owned energy company called Great British Energy (GBE). | AMBER | Not set | Compared to financial year 24/25 Q4, the Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This reflects significant progress made in establishing the organisational, governance and delivery frameworks required for GBE to move towards operational independence and the closure of the set-up programme. The Programme has received CST approval for the ALB set-up Full Business Case, enabling both DESNZ and GBE to proceed with FY26/27 set-up spend. On 4 March, the programme received the Subsidy Advice Unit’s (SAU) final referral report on the Subsidy Control Assessment for GBE’s 2026–2029 activity. The SAU provided a favourable assessment, confirming that the policy objective, the rationale for using a subsidy, and the necessity of the scheme have been clearly articulated. The Aberdeen HQ remains on track to open later in 2026, and recruitment is progressing across all levels following approval of their workforce and senior pay case, and an interim leadership team in place. The first tranche of the permanent Non-Executive Director (NED) appointments is underway. GBE has made significant progress with senior recruitment, with a Local Managing Director (MD) identified and a Strategy Director appointed. Interviews for an onshore and offshore wind MD took place in May. GBE has also agreed its workforce pay case and launched a significant recruitment campaign to stabilise its workforce and increase its presence in Aberdeen. This has been supported by a recruitment event held in Aberdeen on 3 June. Across the programme, GBE has made its first supply chain investment - a £40 million equity investment in ITM Power. It has also published the Local Power Plan together with DESNZ, setting out a clear vision to transform the UK’s local and community energy sector, and made its first investment in 100MW Pentland Offshore Wind Farm alongside the National Wealth Fund and Scottish National Investment Bank. Although the programme delivery confidence assessment remains Amber, risks continue to be actively managed. The programme remains on track to implement the Sponsorship Assurance Framework and achieve closure of the set-up programme. The GBE-DESNZ Framework Document was approved and published on May 12, and their first Business Plan has been approved by DESNZ Ministers. There is a clear plan for further business case development and approval and this is being implemented with NISTA & HMT. | Not set | 30/10/2026 | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Not set | Emma Floyd | DESNZ_0472_2425-Q4 |
| GBE-N SMR Programme | DESNZ | Infrastructure and Construction | The Small Modular Reactor (SMR) Programme is a major UK infrastructure initiative led by Great British Energy – Nuclear (GBE-N), established in 2023. It aims to develop and deploy a new fleet of small nuclear reactors to support energy security, provide reliable low-carbon electricity, and contribute to the UK’s transition to net zero. In June 2025, Rolls-Royce SMR was selected as the Preferred Bidder. Work on design, licensing and site development is underway this decade, with the first reactors expected to be operational in the mid-to-late 2030s. The programme focuses on selecting the right technology and securing suitable sites. GBE-N owns Oldbury and Wylfa, with Wylfa selected in November 2025, and is building the delivery capability needed to bring projects forward. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Not set | BEIS_0233_2223-Q4 |
| GEOLOGICAL DISPOSAL FACILITY | DESNZ | Infrastructure and Construction | A GDF provides an internationally recognised, safe, and permanent solution for the UK’s most hazardous radioactive waste. As a nationally significant infrastructure programme a GDF will also provide an opportunity to sustainably boost the local economy of the host community to transform itself for many generations. The programme also supports the delivery of the UK’s nuclear new build programme. | RED | Not set | Compared to financial year 24/25 the NISTA Delivery confidence assessment (DCA) rating at 25/26 remained at 'Red'. This is primarily due to the following factors, withdrawal of one of the remaining three community partnerships reducing the portfolio diversity, outcome of the full spending review settlement resulting in reduced programme scope delivery over the next few years and deferral of critical path activities in the move to the next phase. An action plan is in place to address the next steps as identified. | 12/06/2008 | Low: 31/01/2050, Mid: 31/03/2050, High: 31/03/2060 | Compared to financial year 24/25-Q4, the project's end-date remains in the range 2050-2060. This is primarily due to the following factors‚ the programme has continued to progress the site evaluation and community willingness activities during 25/26. The programme continues to prioritise activities in line with the available SR settlement funding. | 90.86 | 71.13 | 21.71 | The in-year budget variance this year is greater than minus 5% compared to the budget with underspend due to the outcome of the spending review settlement for 25/26 and further requests for budget reduction in line with other NDA group prioritisation and efficiencies. The main variance to the budget spend in year was due closure of the Theddlethorpe Community Partnership in June 2025. Further reductions in internal spend were due to mutually agreed voluntary exit and associated slowdown in external spend to align with the overall SR settlement. | Low: 20,300.00, Mid: 26,350.29, High: 53,300.00 | The project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remains in the range of £20,300m to £53,300m at 17/18 money values. This is primarily due to the following factors: the programme is at an early stage of development, and the range reflects the uncertainty of the programme associated with potential host site, geology and technical requirements. | Not set | As the programme is at such an early stage there are currently no baselined monetised benefits. 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 most hazardous radioactive waste and providing a safe permanent solution. 2) Enabling the completion of the NDA decommissioning mission across the NDA Group – 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) An enabler for nuclear new build. 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. The near-term community benefits continue to be delivered with over £14m of Community Investment funding awarded across the Community Partnerships formed to date. | https://assets.publishing.service.gov.uk/media/68af15572f185664821558cd/28-10-2024_GDF__Evaluation_Plan.docx.pdf | Seth Kybird | DECC_0005_1112-Q1 |
| Sizewell C Project | DESNZ | Infrastructure and Construction | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | BEIS_0019_2122-Q1 |
| Hydrogen Allocation Round 1 (HAR1) | DESNZ | Infrastructure and Construction | The first hydrogen allocation round (HAR1) offered both Hydrogen Production Business Model (HPBM) and Net Zero Hydrogen Fund (NZHF) support to first-of-a-kind electrolytic hydrogen projects. HAR1 aims to unlock private investment, accelerate early hydrogen deployment and support the growth of hydrogen supply chains, whilst contributing to long term decarbonisation and energy system resilience. HAR1 offered support to 11 projects, with the first project becoming operational in April 2026. The HPBM is designed to provide revenue support to low carbon hydrogen producers once their project is operational, helping them to overcome the operating cost gap between low carbon hydrogen and high carbon fossil fuels. Funding for the HPBM, confirmed at Budget 2024, will be exchequer funded until the introduction of the proposed Gas Shipper Obligation. The NZHF provides up to 20% capital expenditure (CAPEX) support for HAR 1 projects. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors: 11 Projects have signed contracts. Although 1 project withdrew (Whitelee), the remaining 10 projects continue to progress to either reach FID and subsequently COD or are imminently about to reach COD (HyMarnham April 2026). Remaining projects are expected to reach COD between August 2027 and August 2029 but this is due to external factors to DESNZ. These timeframes are also subject to projects individual circumstances and may change. There have been some projects requiring NZHF grant funding in the next financial year as opposed to 25/26 and relevant documentation has been completed to account for this. We are working with projects and LCCC to ensure DESNZ can support the continual progression of projects to reach COD. | 20/07/2022 | 30/06/2042 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remains as 2042 | 49.94 | 4.83 | 90.33 | There is no variance to the HMT approved budget. | 2,461.71 | WLC are £2461.71m in Real Prices 24/25 as calculated by NISTA based on £2366m (DESNZ Real Prices Calendar Year 2023) | 1,336.98 | Benefits are £1366.98m in Real Prices 24/25 as calculated by NISTA based on £1285m (DESNZ Real Prices Calendar Year 2023) | https://evaluation-registry.cabinetoffice.gov.uk/search/a39084e9-420c-499f-9ebc-cce45120b0ff/ | Stefanie Murphy | DESNZ_0334_2324-Q3 |
| East Coast Cluster (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 the first capture project (Net Zero Teesside), which will establish an operational CCUS cluster in the North East of England. The anchor project is expected to 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. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | 01/04/2020 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | https://evaluation-registry.cabinetoffice.gov.uk/search/9b58ee8c-20d0-4372-bcab-7a41227de854/ | Alex Milward | DESNZ_0458_2425-Q3 |
| PUBLIC SECTOR DECARBONISATION SCHEME | DESNZ | Infrastructure and Construction | The Public Sector Decarbonisation Scheme has been in operation since September 2020, providing capital grant 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 | Overall delivery of live projects is progressing well. Although grant recipients continue to experience pressures from, for example, higher-than-expected costs and longer than anticipated timelines for delivery, projects are delivering at above our previously assumed level. As a result, delivery outcomes are looking promising. Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment rating at 25/26 Q4 remained at AMBER. | 08/07/2020 | 31/03/2028 | The project is due to conclude on 31 March 2028, in line with the latest approved Business Case. In 2025, Ministers took the decision not to support further investment in PSDS, and no additional funding will be allocated. | 405.44 | 436.74 | 7.72 | Project delivery losses in FY 2025/26 were lower than modelled, with attrition from abandonments and rescopes below overprogramming assumptions, resulting in a c. 7% CDEL overspend. | 3,759.00 | In June 2025, the PSDS budget was reduced as part of Phase 2 of the 2025 Spending Review, with impacts on funding in FY 2026/27 and 2027/28. | 5,893.84 | Modelled baseline benefits were revised to account for the reduction of budget in FY 2026/27 and 2027/28. | https://evaluation-registry.cabinetoffice.gov.uk/search/1d3cf995-e084-4c6f-bebe-9669cc693cff/ | Paul Chambers | BEIS_0013_2021-Q4 |
| BEPPS2 | DESNZ | Infrastructure and Construction | The Box Encapsulation Plant Product Store 2 (BEPPS2) is a critical enabler for Sellafield Ltd to allow continued 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 circa 7500 packages of legacy Intermediate Level Waste (ILW), safely and securely in a modern facility for long term interim storage. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to Amber. This is primarily due to the following factors: Although target design maturity has been achieved, and good progress continues in bulk excavation and preparation for construction on the site, placement of the civil substructure sub-contract is ongoing. Timely release of the sanction held against the Outline Business Case (OBC) is essential to avoid delay to future key commitments required to progress project delivery and impact to the critical path. A prudent assessment of Amber recognises the potential to impact future key commitments required to progress project delivery. The rating is expected to return to Green once the sanction is released. | 01/11/2017 | 30/06/2035 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same at 30/06/2035. | 61.33 | 60.44 | 1.45 | The budget variance is less than or equal to 5%. | 727.6 | The increase to the project's departmentally agreed Whole Life Cost at 25/26-Q4 is primarily due to: Annual Indexation, in line with the agreed indices. | Not set | 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. | Not set | Kathryn McCloghrie | BEIS_0241_2324-Q1 |
| Hydrogen Allocation Round 2 (HAR2) | DESNZ | Infrastructure and Construction | The second hydrogen allocation round 2 (HAR2) is a competitive allocation round designed to provide long term revenue support via the Hydrogen Production Business Model to hydrogen production projects. In alignment with HAR1, HAR2 aims to unlock private investment, accelerate early hydrogen deployment and support the growth of hydrogen supply chains, whilst contributing to long term decarbonisation and energy system resilience. The Hydrogen Production Business Model (HPBM) is designed to provide revenue support to low carbon hydrogen producers once their project is operational, helping them to overcome the operating cost gap between low carbon hydrogen and high carbon fossil fuels. HAR2 contract allocation is pending, with 27 projects shortlisted and the due diligence phase now complete. The round aims to significantly scale up the UK’s green economy, with successful projects expected to be operational in the coming years. | RED | Not set | There is no comparison to financial year 24/25 Q4 as this project was added to GMPP in financial year 25/26 Q3. Compared to the previous quarter, the delivery confidence rating remains at Red as the project has not currently progressed to the 'Invite to Offer' (ITO) stage. This is primarily due to delays in OBC Approval (from September 2025) and subsequent delays to the commencement of the ITO and Negotiations phase. Ongoing delays will impact on our ability to deliver HAR2 contract awards within the timelines set out in the HAR2 published guidance | 14/12/2023 | 31/12/2041 | There is no comparison to financial year 24/25 Q4 as this project was added to GMPP in financial year 25/26 Q3. Compared to Q3, the end date remains the same. This is primarily due to the following factors: If we can sign contracts with projects by -financial year 26/27 Q3, the HAR2 end date of 31/12/2041 would still apply. However, we are unable to produce meaningful baseline and forecast dates until we have clarity on ITO start and therefore the HAR2 end date may be subject to change. | Not set | Not set | Not set | There is no variance in the budget. | 9,427.02 | WLC are £9427.02m in Real Prices 24/25 as calculated by NISTA based on £9061m (DESNZ Nominal Pricing) | 5,626.77 | Benefits are £5626.77m in Real Prices 24/25 as calculated by NISTA based on £5408m (DESNZ Real Prices Calendar Year 2023) | https://assets.publishing.service.gov.uk/media/657a13920467eb001355f7b0/hydrogen-allocation-round-2022-process-evaluation.pdf, https://evaluation-registry.cabinetoffice.gov.uk/search/a39084e9-420c-499f-9ebc-cce45120b0ff/ | Stefanie Murphy | DESNZ_0397_2425-Q2 |
| Spherical Tokamak for Energy Production | DESNZ | Infrastructure and Construction | The STEP (Spherical Tokamak for Energy Production) Programme is the UK Government’s flagship mission to design, demonstrate and de‑risk a prototype fusion power plant, while creating the industrial, commercial and regulatory foundations of a future UK fusion energy sector. STEP is therefore not just an infrastructure project. It is a national capability‑building programme, with delivery of a prototype plant at West Burton by the 2040s acting as the anchor for wider economic, technological and industrial outcomes. | AMBER | Not set | Delivery Confidence Has remained Amber. This reflects sustained progress across design maturity, technology demonstration, commercial integration and site enablement, balanced against the inherent uncertainty and complexity of delivering a first‑of‑a‑kind fusion programme. While key technical risks remain these are well understood, actively managed, and supported by improving delivery capability, governance and industrial engagement. | 16/07/2018 | 01/04/2045 | The project’s end‑date has remained unchanged. This reflects a deliberate decision to maintain the overall schedule while incorporating increased technical maturity achieved through successive design baselines, early Tranche 2a delivery, and strengthened delivery integration. Key enabling activities—including site acquisition progress, Construction Partner onboarding, and clearer understanding of critical technical risks—have improved schedule confidence without requiring changes to the headline end‑date. We expect to provide indicative ranges for the end date Q3 FY26/27. | 102.48 | 103.13 | 0.63 | The programme delivered a 1% underspend against the Control Total, closely aligned to the late‑period forecast and demonstrating strong financial control. Variances largely reflect the planned crystallisation of known delivery risks rather than new in‑year pressures, with year‑end performance supported by active financial management and improved accruals, and no material impact anticipated into the following year. | 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 | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Paul Methven | BEIS_0153_2223-Q2 |
| Warm Homes: Local Grant | DESNZ | Infrastructure and Construction | The Warm Homes: Local Grant (WH:LG) scheme is a government-funded, fuel poverty scheme delivered by Local Authorities. It was launched on 23 September 2024, and was allocated £500m through the Chancellor’s Budget on 30 October 2024 to be delivered from April 2025 to March 2028, with a portion of this funding delivered through devolution deals with mayoral combined authorities. This £500m funding is part of a wider package towards heat decarbonisation and household energy efficiency over the next three years, including funding to support fuel poverty schemes including WH:LG, helping in total around 225,000 households to reduce their energy bills by over £200. The £500m allocated to WH:LG provides grants to private, low-income households living in the worst performing (EPC bands D-G) homes in England to tackle fuel poverty and progress net zero 2050. The primary and secondary aims of WH:LG are: 1. To deliver progress towards the statutory fuel poverty target for England, by improving as many fuel-poor homes as reasonably practicable to energy efficiency rating of Band C by 2030, 2. To deliver progress towards Net Zero 2050, and the Carbon Budgets, by installing energy performance upgrades and low carbon heating in homes that drive carbon abatement. | AMBER | Not set | The Warm Homes: Local Grant (WH:LG) scheme delivered its 2025/26 budget and exceeded the budget and delivery through other financial mechanisms, by approximately 30%. Early data suggests Grant Recipients are on track to comply with key scheme value for money protections, such as cost caps and measure price limits. To note, while this is a positive early indicator that progress against the total scheme objectives is on track (reducing fuel poverty and saving carbon), benefits data on these objectives is not yet available. There are risks regarding scheme resourcing which are being actively managed, and as a result the delivery confidence has been set as Amber for Quarter 4 of Financial Year 2025/26. | 05/09/2024 | 01/09/2028 | In accordance to the Full Business Case, the Warm Homes: Local Grant scheme was launched on 23 September 2024, and was allocated £500m through the Chancellor’s Budget on 30 October 2024 to be delivered from April 2025 to March 2028. The schedule of delivery has not changed since the launch of the scheme and it remains on track to deliver. | 80.4 | 110.42 | 37.35 | The budget variance exceeds 5%. This is due to an increase to the CDEL cost forecast, specifically CDEL grant funding. All other CDEL and RDEL cost forecasts are in line with the baseline. The CDEL grant funding forecast has risen in response to demand from Grant Recipients and as a result, WHLG has been able to increase the value of CDEL grant funding disbursed to Grant Recipients in 25/26, above the value of the baseline. | 454.52 | In accordance with the Full Business Case, the Warm Homes: Local Grant scheme Whole Life Cost consists of CDEL (capital) grant funding disbursed to Grant Recipients for the delivery of energy efficiency measures, CDEL (capital) enabling costs associated with the delivery of those energy efficiency assets (including digital and delivery partner support), RDEL programme costs associated with front line project delivery, including evaluation and RDEL admin costs associated with staffing. | 1,068.55 | The baseline benefits have been quantified in accordance with the Full Business Case for the Warm Homes: Local Grant scheme. Baseline benefits consist of monetised energy savings (using long-run variable costs of energy supply values), carbon savings (traded and non-traded), air quality benefits, comfort benefits and health benefits. | Not set | Selvin Brown | DESNZ_0471_2425-Q4 |
| SIXEP CONTINUITY PLANT | DESNZ | Infrastructure and Construction | The SCP project will design, construct, inactively commission and handover a new radioactive effluent treatment facility, which is a mission critical requirement for Sellafield. Without this facility critical work at Sellafield would cease, most importantly the retrieval of legacy high hazard materials. Through spent nuclear fuel and waste management operations Sellafield site produces liquid effluent which requires treatment to remove radioactivity before discharge into the sea. This capability is currently delivered by the Site Ion Exchange Effluent Plant (SIXEP). The continued availability of effluent treatment via SIXEP is a regulatory compliance requirement and is essential for delivery of the site missions including high hazard and risk reduction activities (HHRR), underpinning the Government’s UK Discharge Strategy and OSPAR commitments. Continued effluent treatment through SIXEP (or SCP when available) is fundamental to the NDA Mission to “deliver safe, sustainable and publicly acceptable solutions to the challenge of nuclear clean-up and waste management.” | Not set | GREEN | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at GREEN. This is primarily due to the following factors: The Project is currently in the execution stage, being delivered by the Programme and Project Partnership (PPP,) and is showing no significant threat to the overall P80 schedule which was also supported by the annual NISTA Gate 0 review undertaken in July 2025 which gave a GREEN Delivery Confidence Assessment, noting that delivery of the project “within the P80 schedule was assessed as highly likely." | 25/05/2013 | 21/10/2031 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 has increased from 23-Jan-2031 to 21-Oct-2031. This is primarily due to the following factor: Change in legislation relating to Passive Fire Protection Standards; the new requirements are more onerous than the original design specification. Due to the required design updates a number of critical path scope packages have been impacted and subsequently the project completion date has been delayed, which remains within the P80 schedule. | 114.77 | 142.13 | 23.84 | The budget variance exceeds 5%. This is primarily due to the following factors. The project has experienced cost increases across several packages, beyond original assumptions. This has been further compounded by the impact, and constraints, of industrial action. A number of contractual adjustment events are in flight for which the project has captured/incurred costs. Until these are agreed, and associated baseline is implemented, a variance will remain between departmental baseline and Forecast/cost. | 1,097.50 | The increase to the project's departmentally agreed Whole Life Cost at 25/26-Q4 is primarily due to: Annual Indexation, in line with the agreed indices, and the impact of the agreed contractual adjustment event for Passive Fire Protection legislative change. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained 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. | Not set | Jeremy Hunt | BEIS_0009_2021-Q3 |
| Smart Metering Implementation Programme | DESNZ | Infrastructure and Construction | The Smart Metering Implementation Programme is replacing existing traditional gas and electricity meters across Great Britain with smart meters. Smart meters deliver near-real time information to consumers on their energy consumption, and helps them to control energy use, save energy and reduce bills. They also enable technologies such as electric vehicles, heat pumps, batteries and solar panels to be efficiently and cost-effectively integrated to a flexible energy system that supports the cost-effective delivery of government’s Clean Power 2030 and Net Zero commitments. The Government is committed to ensuring that all households and small businesses can benefit from smart meters as soon as possible. Regulatory drivers are in place to drive industry investment in the delivery and operation of smart metering at scale. | Not set | AMBER | Compared to financial year 24/25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 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. There were 41 million smart and advanced meters operating across Great Britain at the end of 2025 and 71% of all meters are now smart or advanced. A new regulatory framework is now in place to drive industry to maintain high levels of operational performance whilst effectively completing the rollout by 2030. There is continued collaboration with stakeholders including energy suppliers and the Data Communications Company to drive further improvements in engagement, appointment fulfilment and operation of meters, and ensuring technology roadmaps for the next decade are suitably developed and addressed. Improvements to the network continue to be made including deployment of 4G Communications Hubs at scale and launch of the Virtual Wide Area Network solution that allows consumers to access smart metering services through their broadband (with consent). | 02/12/2009 | 31/12/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same as last year at 31/12/2030. This is primarily due to the following factors: SMIP continues to make good progress with the successful delivery of the smart meter rollout in delivering its strategic outcomes. Progress continues with circa.90k+ gross installs per week and a continued increasing proportion of meters installed (71% as of end 2025) and operating as they should (92.3%). The new regulatory framework to 2030 will continue to deliver industry investment at scale and drive high levels of operational performance and smart coverage, which are key to the 2030 Clean Power Mission. | Not set | Not set | Not set | The budget variance is less than or equal to 5%. | 20,176.55 | The programme’s departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) is 20177. The total whole life cost figures are presented in undiscounted nominal terms. 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 of the programme, including (but not limited to) costs from new assets, installation visits and setting up and operating the new communications infrastructure. | 34,130.34 | Compared to financial year 24/25-Q4, the programme’s departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained the same as last year at 34130. This is primarily due to the following factors: The total whole life benefits figures 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 of the programme, including (but not limited to) benefits from reduced energy consumption, reduced greenhouse gas emissions, reduced site visits by suppliers, improved network management, and improved customer switching. | https://evaluation-registry.cabinetoffice.gov.uk/search/7a68156f-e94c-4322-9604-7a864428cc47/ | Daron Walker | DECC_0010_1112-Q1 |
| 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. T Levels are designed 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. The T Level programme aims to roll-out and support the growth of T Levels to achieve these missions and benefits. | Not set | AMBER | Overall delivery confidence for 2025/26 is Amber. The programme continues to perform strongly on quality, with positive trends in participation, retention, attainment and industry placements, and independent assurance confirms clear benefits for learners and employers. Confidence has improved over the year through stable recruitment in line with forecasts, high completion of industry placements and continued ministerial support, including targeted funding to sustain delivery. The Amber rating reflects ongoing and largely structural challenges in scaling the programme to its agreed steady‑state ambition rather than a decline in performance. Key pressures include the pace required to grow participation, uneven provider and employer capacity to expand placements, and the planned introduction of a new V Level route, all of which could constrain growth despite strong outcomes. Our pathway to Green includes: steps taken to ensure T Levels are accessible by a wider range of students through updates to our delivery framework to improve the quality and availability of industry placements; making improvements to T Levels by streamlining content and reducing assessment to improve deliverability; and setting out the purpose and intent for T Levels alongside V Levels in the response to the Post-16 Level 3 and Below Pathways consultation. This will support the programme in maintaining incremental growth following the initial period of intense scale-up and ensuring T Levels remain an attractive option for students and providers. | 25/10/2016 | 01/09/2028 | The programme’s planned end date remains 01/09/2028. The programme remains on track to have delivered at least two cohorts on each of the T Levels introduced in scope of this programme by this date. All large (1080+) legacy qualifications in existing T Level areas (with the exception of Health and Social Care) will be defunded in 2027. At that point, T Levels will be the only large (1080+) qualification available for those subjects. Steady State, the point at which we expect student numbers to peak and level, changing only in response to demographic shifts, is expected to be academic year 29/30. | 196.89 | 175.31 | 10.96 | The budget variance exceeds 5%. This is primarily due to the following factors: reclaim of the T Level capital funding Specialist Equipment Allocation (SEA), lower than anticipated final costs of the Employer Support Funds (ESF) for Health and Small or Medium Enterprises (SMEs) and Construction, and the closure of IfATE and transfer of some core functions to Skills England and then DfE resulting in some prior costs no longer being in scope of the T Level programme. | 2,025.00 | Compared to financial year 24/25-Q4, the programme’s departmentally agreed Whole Life Cost (measured in £m) increase from £1,653m to £1,856m. This reflects the 25/26 budget being agreed and added to the WLC. | Not set | The T Levels Programme does not yet report on its monetised benefit as longitudinal earnings data has not yet become available. From next year the programme will be able to report on this. | Not set | Kiera Harper, Jane Belfourd | DFE_0010_1819-Q1 |
| Families First Partnership Programme | DFE | Government Transformation and Service Delivery | The Families First Partnership programme is a national transformation programme to enable local authorities and safeguarding partners to implement the rollout of Family Help, multi-agency child protection teams and increasing the use of Family Networks. The programme was announced in November 2024 and commenced in April 2025. Local authorities should use the ring-fenced funding provided via the local government finance settlement to deliver the programme. There is a national expectation of fully operationalised delivery by March 2027. The core goal of the programme is to rebalance children’s services away from crisis intervention and towards earlier help. The programme supports the government’s mission to provide children with the best start in life, keep children safe and break down barriers to opportunity. | Not set | AMBER | Programme delivery confidence for 2025/26 is Amber. The programme started this year and has moved at pace with national milestones being delivered as planned. This includes confirmation of multi-year funding (£2.4bn over 3 years), published grant determination letters and clear national expectations for full delivery by March 2027 (set out in the updated programme guide). The first independent evaluation report of the Families First for Children Pathfinders programme was also published, alongside several learning documents and engagement events which are accessible by all safeguarding partners and will support national rollout. These steps have provided local areas with ring-fenced funding and clear direction to progress the rollout of family help, multi-agency child protection teams and increased used of family networks. The Amber rating reflects ongoing delivery risk rather than a decline in performance, driven primarily by the complexity of the multi-agency reforms and the reliance on local areas (local authorities and their safeguarding partners) to deliver this change alongside wider pressures and potential competing priorities across public sector reforms. Early insight from delivery plans (which are signed by all safeguarding partners) and the first three monitoring data returns, show commitment to the programme from most local areas during the transformation year, but there remains variance in progress and pace. Looking ahead, programme delivery confidence will depend on local area progress towards the March 2027 expectation of full delivery. Local authorities will need to protect the ring-fenced funding for spend on prevention, and translate national guidance and local ambition into sustained service change that benefits children and families in the local area. National priorities for 2026/27 are strengthening monitoring and assurance, targeting delivery support where risk is identified as highest, and continued work with partners at a local and national level (specifically health and police) to maintain a unified approach for local delivery. Confidence will improve as quarterly monitoring returns track local delivery progress across key (already defined) delivery indicators more closely – meaning timely action can be taken in areas of underperformance and emerging best practice more readily shared. | 01/04/2025 | 31/03/2029 | The programme's end-date at 25/26-Q4 remained at 31/03/2029. This is the first year of reporting for this programme, and the end date remains unchanged from go-live. | 564.03 | 543.13 | 3.7 | The budget variance is less than or equal to 5%. | 2,922.61 | The programme's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) is 3,062,773,075 (as agreed up to 28/29). This is the first year of reporting for this programme, so there is no previously reported figure for comparison. | 6,395.78 | The programme's departmentally agreed Benefits at 25/26-Q4 (measured in £m) stand at 0. This is primarily due to this being the first year of reporting for this programme, and yet to reach the stage where benefits will be delivered. However, the programme will deliver monetised benefits. It is anticipated that these will be confirmed during FY26/27 as evidence of implementation becomes available to refine estimates. | Exempt under Section 22 – Information intended for future publication | Daniel Foster | DFT_0498_2526-Q2 |
| School Rebuilding Programme | DFE | Infrastructure and Construction | The School Rebuilding Programme carries out major rebuilding and refurbishment projects at school and sixth-form college buildings across England. We have committed almost £20 billion investment in the School Rebuilding Programme through to 2034–35, delivering rebuilding projects at over 750 schools and sixth-form colleges across England. There are over 500 schools already in the programme and we will select a further 250 schools to join the programme by early 2027. | Not set | AMBER | Delivery confidence is Amber and is moving towards Green, reflecting strong performance against the programme’s key delivery metrics in 2025–26, including exceeding targets for both contract awards and project commencements, both by more than 10%. The government is investing almost £20 billion in the School Rebuilding Programme through to 2034–35, rebuilding or refurbishing buildings at over 750 schools and sixth-form colleges across England, with more than 500 projects already in the programme. The nomination round for the next 250 projects has now closed, and we will work closely with local authorities and other key stakeholders to assess applications, prioritising schools and sixth-form colleges in the worst condition and in areas where places are needed. Schools and sixth-form colleges selected for the School Rebuilding Programme will be confirmed by early 2027. | 01/11/2020 | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Not set | Jane Balderstone | DFE_0018_2021-Q3 |
| School-based nurseries | DFE | Infrastructure and Construction | The school-based nurseries programme was established in August 2024 and is already delivering on our commitment to create tens of thousands of places in school-based nurseries, helping more families access funded childcare and giving children the best start in life. The programme is already delivering 300 new or expanded SBNs through phase 1 of the programme, providing funding directly to schools (£37m CDEL). The programme has secured funding (£367m CDEL) at the Spending Review to continue the programme in further phases. Phase 2 is also providing funding directly to 331 schools to open new or expanded SBNs during academic year 2026-27. In phase 3 local authorities will be invited to develop multi-year funding proposals to deliver SBNs between 2027-30, with places available from September 2027. | Not set | AMBER | The programme’s Confidence Assessment is Amber. The programme has made strong progress this year, with the successful launch of Phase 1 with it's £37m of funding, delivering over two thirds of it's 300 projects and being on track for all Phase 1 projects to have delivered by March 2027 as planned. Phase 2 has also successfully completed announcement, assessment, moderation and launch ahead of the Easter holidays, with £45m awarded to 331 schools. Phase 3 guidance has been published and early feedback has been mostly positive, with strong Local Authority engagement through recent webinars. The pace and scale of delivery remains challenging, and we will continue to deliver against a backdrop of uncertainty on the number and scale of Phase 3 projects until late in 2026. | 01/08/2024 | 28/09/2029 | The programme's end date is 28/09/2029. This is primarily due to the following factors, the programme comprises multiple delivery phases through a mix of delivery models, with projects able to open until September 2029. | 35.84 | 32.55 | 9.19 | The budget variance exceeds 5%. This is primarily due to the first phase being a test and learn phase, and delays to the completion of some projects. This has resulted in a small underspend in 2026-27 against original forecast, though we do not anticipate the overall amount of funding we will spend in phase 1 to differ greatly from the agreed cost baseline. | 369.85 | Whole life costs have been developed based on committed spending thus far through agreement at spending review. | 199.33 | The monetised benefits for the programme has an estimate value over 60 years and are based on the positive impacts on attainment Early Years provision has at KS4 (quantified in terms of increased lifetime earnings) by creating additional nursery settings and place. The programme includes a range of non-monetised benefits, including more children from disadvantaged areas and those with special educational needs and disabilities (SEND) accessing early education, contributing to improved school readiness and early development outcomes. Parents who access and use the nursery may be able to enter the workforce, increase their part time-hours or have increased free time. The programme has taken a test and learn approach, to ensure that at each stage of expanded delivery, we have been able to deliver more efficiently and effectively, refining our approach throughout. The lessons we have learned in doing this continue to be shared with other programmes within the department to enhance outcomes. | Not set | Chris Armstrong-Stacey | DFE_0496_2526-Q1 |
| Early Years Childcare Reform Programme | DFE | Government Transformation and Service Delivery | The Early Years Childcare Reform Programme was launched to expand funded childcare for working parents and give children the best possible start in life, while supporting parents to enter or increase hours in work. The programme was introduced in response to rising childcare costs and the need to improve access to affordable, high‑quality early education across England. The programme significantly increased the number of funded childcare hours available, extending the 30‑hour entitlement to younger children from nine months old. This required close work with local authorities, childcare providers and the sector to ensure there were enough childcare places, a strong workforce, and reliable digital systems to support families to access their entitlements. The programme’s aim was to deliver this expansion safely and sustainably, ensuring childcare was available where families need it, that funding reached providers on time, and that the system continued to operate smoothly as demand increased. By the completion of the programme, uptake had exceeded expectations, national childcare capacity was sufficient, and the programme successfully transitioned into ongoing business‑as‑usual operations to support long‑term delivery of childcare entitlements | GREEN | Not set | Compared to financial year 2024/25 Q4, the Delivery Confidence Assessment (DCA) at 2025/26 Q4 increased to Green. This reflects strong and sustained progress across the year in delivering the expanded childcare entitlements. Early in the year, delivery confidence was cautious due to workforce and place capacity pressures in some areas. As the year progressed, uptake exceeded expectations, workforce numbers grew steadily, and local authority readiness improved significantly. By September, all local authorities were reporting sufficient childcare places, with no national shortfalls and high code‑validation rates showing demand was being met. Digital systems have operated reliably, parents have been able to access the hours they are entitled to, and no widespread complaints have been reported. The programme successfully met its final milestones and received a Green rating at its final independent assurance review, enabling a confident transition into business‑as‑usual operations | 16/03/2023 | Low: 16/03/2023, Mid: 01/12/2028, High: 01/12/2028 | Compared to financial year 2024/25 Q4, the project’s end‑date at 2025/26 Q4 remained the same. This is because the programme delivered all planned milestones to schedule across the year. While early delivery phases required careful management of workforce and childcare capacity in some areas, these risks were anticipated and addressed without impacting the overall timetable. The September 2025 expansion milestone was achieved on time, with strong uptake, sufficient childcare places nationally, and stable digital systems. The programme successfully completed its final delivery activities as planned, received a Green rating at its final independent assurance review, and is proceeding to formal closure and transition into business‑as‑usual operations in line with the original schedule. Alongside continued BAU delivery, management of the Programme's benefits and our Programme evaluation continue as planned, with the evaluation's final report due in late 2027. | 4,021.70 | 4,021.70 | 0 | The budget variance is less than or equal to 5% | 16,207.65 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased to £16,983 This reflects updated funding assumptions in relation to higher expected take‑up of funded hours, increased provider funding rates to reflect wage inflation, and refinements to delivery cost modelling as the programme moves to full rollout | Low: 15,000.00, Mid: 15,500.00, High: 16,000.00 | Compared to our return for Q4 of financial year 2024/25, the departmentally-agreed benefits at Q4 of 2025/26 reflect the most recently agreed range of benefits rather than a fixed or final estimate. The benefits figures reported at 2025/26 Q4 reflect the most recent programme level economic appraisal of the childcare reforms, covering impacts from spending over FY23/24 to FY27/28. These estimates are expressed on an economic basis, adjusted to reflect changes over time (including inflation and discounting), and are therefore not directly comparable with the financial (cash) costs of the programme, which are reported separately. The appraisal estimates monetised benefits using the best available evidence from research, administrative data and economic modelling. However, the assessment relies in part on proxy measures and therefore carries a high degree of uncertainty. The appraisal estimates £8bn of economic benefits from impacts on maternal labour market participation (employment rates, hours worked and reduced labour market detachment), maternal subjective wellbeing, and child development associated with formal childcare attendance. There is a further £8bn of economic transfer to households already using childcare that will boost their disposable income. The most recent assessment suggests that the programme delivers around £1 of monetised economic benefit for every £1 of economic cost. This reflects an updated appraisal baseline rather than a fixed or final estimate and should be interpreted as an indicative position rather than a precise measure of value for money. Small changes in underlying assumptions including uptake, labour supply responses and deadweight can have a material effect on the benefit–cost ratio, and the estimated ratio could increase or decrease as further evidence becomes available, in particular following the final phase of the rollout of the 30hours expansion from September 2025. In addition to the monetised impacts, there are important benefits that are not currently quantified, including how funding rates for 9mo-2 yo children supports provider delivery and quality, across the sector, and benefits child development and outcomes as has been recognised by successive governments . Further, the benefits of increased formal childcare use influencing the home learning environment are not captured. These omissions mean that the appraisal does not capture the full range of potential benefits to both labour market participation which is itself shaped through local childcare markets, and child development. The department recognises that the current benefit estimates are uncertain and subject to ongoing refinement. Ongoing evaluation activity, including analytical work by the Institute for Fiscal Studies, will provide further evidence on behavioural impacts, deadweight and longer-term outcomes, helping to inform future assessments of programme benefits and overall value for money. | https://www.gov.uk/government/publications/30-hours-free-childcare-early-implementation-evaluation, https://evaluation-registry.cabinetoffice.gov.uk/search/7988b215-dc0e-453c-b0e4-aa4bb76b1099/, https://evaluation-registry.cabinetoffice.gov.uk/search/92738c2f-780c-4e7c-b60b-0a1453074d6c/, https://www.gov.uk/government/publications/feasibility-study-into-evaluating-the-labour-and-childcare-market-impacts-of-tax-free-childcare-and-the-free-early-education-entitlement | Chris Armstrong-Stacey | DFE_0272_2324-Q2 |
| Free Breakfast Clubs | DFE | Government Transformation and Service Delivery | The government has committed to create a new mandatory free breakfast club duty for all state-funded schools with primary aged pupils on roll. Starting in April 2025, the Department for Education launched the first 750 free breakfast clubs in our early adopter schools. Offering places to nearly 180,000 children. Over the first year of delivery more than 8 million meals were served at the free breakfast clubs to pupils across the country, ensuring that they were fed and ready to start the day. In April 2026 the programme started it's national rollout with an additional 2,000 schools expected to begin delivering free breakfast clubs in the 2026/2027 financial year. Through funding schools to deliver free breakfast clubs, in line with future legislation, the objectives of the policy are to: ensure children are ready to learn at the start of the school day, improving their ability to achieve by giving children a soft start to the school day through a club and breakfast increase household incomes by reducing the amount families spend on groceries and before-school childcare and contributing to an increase in parents’ and carers’ ability to work more hours Establishing a free breakfast club in every primary school was a manifesto commitment. It supports the government’s opportunity and growth missions, specifically the every child achieving and thriving pillar. | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Not set | Exempt under Section 35 - Formulation of government policy | There have been no changes to the projects schedule. | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Not set | Sophie Taylor | DFE_0495_2526-Q1 |
| FE Capital Transformation | DFE | Infrastructure and Construction | The FE Capital Transformation programme, first launched in 2020, was intended to upgrade and transform the further education college estate. | Not set | AMBER | The delivery confidence is Amber and is moving towards Green. With the majority of projects completed or in contract, the risk of procurement pressures across the programme due to inflationary and market pressures has been reduced. This change in delivery confidence is driven by sustained progress in progressing projects into contract and to completion. Active engagement with FE colleges and key stakeholders remains critical to managing any affordability challenges in the projects that are not yet in contract. Looking ahead, progressing the small number of remaining projects into contract is the key priority. These tend to be the most multifaceted projects. Delivery confidence will become green when these schemes proceed into contract mitigating the risk of cost escalation. | 01/04/2020 | 30/09/2029 | The project's end-date at 25/26-Q4 has changed to 30/09/2029 reflecting the timelines of the small number of remaining multifaceted projects. | 483.95 | 487.16 | 0.66 | The budget variance is less than or equal to 5%. | 2,057.20 | Whole Life Costs are based on the latest spending review which was agreed Spring 2025. | 11,323.84 | The key factors in monetising the benefits of the FE Capital Transformation Programme are the number of additional learners due to addressing poor condition estate, and the net present value of an FE aim started by the additional learners. | Not set | Ailsa Harris | DFE_0015_2021-Q3 |
| Lifelong Learning Entitlement | DFE | Government Transformation and Service Delivery | The Lifelong Learning Entitlement (LLE) was announced by the then Prime Minister 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 | Delivery confidence for 2025/26 remains Amber. The programme has made steady progress towards launch in 2026/27. The Amber rating is primarily driven by the programme’s inherent complexity, tight and inflexible legislative timelines ahead of launch, capacity pressures within delivery partners, and uneven sector readiness. These risks are ongoing and require careful management. The focus now is on delivering legislation to schedule, maintaining delivery partner capacity and strengthening engagement with providers to secure readiness. Confidence will improve if legislative milestones are met, sector preparedness becomes more consistent, and system testing remains on track. Delay in these areas will place pressure on launch plans given limited contingency. | 30/09/2020 | Low: 31/03/2027, Mid: 31/03/2027, High: 31/03/2036 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 has been brought forward to 31/03/27. This recognises that the LLE will launch in September 2026 for courses starting in January 2027; after that the programme will transition into BAU operational delivery structures. | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Not set | Patrick Curry | DFE_0109_2223-Q1 |
| Children's Homes Capital Programme | DFE | Infrastructure and Construction | The department is investing grant funding to support local authorities and other providers to improve and expand the regional provision of secure children's homes and open children's homes as part of its commitment to deliver stable loving homes for vulnerable children in care. | Not set | AMBER | Programme delivery confidence for 2025/26 is Amber. The programme has continued to make progress, but delivery confidence is impacted by the risk faced on a small number of complex, large‑scale capital projects in a sector where comparable facilities have not been delivered for many years. This risk is ongoing rather than new and reflects the technical and commercial challenge of delivering these schemes, with potential pressure on cost and timetable, rather than a lack of momentum. Targeted progress has been made on the highest‑risk projects. This includes securing planning approval and buy-in across relevant local authorities for the new West Midlands safe centre, the London Secure Children’s Home scheme proceeding towards planning submission and construction tender, as well as £53 million of grants being awarded for new Open Children’s Homes to support vulnerable children with complex needs. Construction of the Lincolnshire Secure Children’s Home remains on target for completion in autumn 2026 and occupation from May 2027. Looking ahead, delivery confidence will depend on these major projects moving through procurement and into construction without material delay or cost escalation. The priority is close oversight of the most complex schemes, refreshed forecasts with local partners, and active grant management to intervene early where risks emerge. Sustained grip on these projects will be critical to reducing risk and supporting a move towards Green in future reporting. | 16/03/2023 | Low: 31/03/2030, Mid: 31/03/2031, High: 31/03/2031 | No schedule narrative has been provided as this programme will not remain in GMPP. | 44.66 | 44.66 | 0 | The budget variance is less than or equal to 5% | 610.13 | This programme joined GMPP in 25/26 and will not remain in GMPP going forward. The Whole Life Costs are calculated through combining the approved capital budgets of the projects that make up this programme. As a capital programme, project budgets are reviewed and controlled at key gateways. | Not set | This programme does not report monetised benefits, as per the approved business case. | Not set | May El Komy | Not set |
| 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 | The NISTA / SRO Delivery Confidence Assessment (DCA) rating remains at RED at 25/26 Q4. This is primarily due to delivery of HS2 being unachievable against Baseline 7.1 (approved at Notice to Proceed in April 2020), as confirmed through correspondence between the HS2 Ltd Chief Executive Officer (CEO) and the Secretary of State in 2025. In response, the Department and HS2 Ltd have progressed a comprehensive reset programme, alongside strengthened governance and delivery controls. Key developments include: • Continuing the HS2 reset under the leadership of CEO Mark Wild and Chair Mike Brown, with Board capability strengthened through new Non-Executive Director appointments. • HS2 Ltd providing assured cost and schedule ranges to the Department, approved by the Ministerial Task Force in January 2026, with further conditions (including the outcome of the Strategic Scope Review) addressed ahead of publication and announcement by the Secretary of State on 19 May 2026. • Commencing development of a new delivery baseline (Baseline 8.0/8.1), supported by a staged review process to ensure robust assurance and programme integration. • Maintaining tight in-year financial and performance controls through the Performance Management Plan (PMP), contributing to improved construction productivity and delivery within annual budgets. • Delivering FY25/26 Phase 1 expenditure and maximising productivity in line with budget (£6.967bn, 0.4% below Supplementary Estimates) and agreeing a £7.1bn funding allocation for FY26/27. • Progressing Euston Programme activities, including definition of an integrated Euston Station Spatial Plan and delivery schedule, the stand-up of the Euston Delivery Company in April 2026, continuation of enabling works and exploration of a private finance delivery model for the HS2 station. Overall, the Department has focused on resetting the programme to establish a credible, deliverable baseline while maintaining cost control, improving productivity, and strengthening governance arrangements. | 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 | As at 25/26 Q4, the previous delivery into service range of 2029–2033 is unachievable, as confirmed through correspondence between the HS2 Ltd CEO and the Secretary of State in 2025. In response, the Department and HS2 Ltd have progressed a comprehensive reset programme. Key developments include: • The Department has tasked the HS2 Ltd CEO with progressing a comprehensive reset to establish realistic cost and schedule estimates for delivering the remaining scope at the lowest reasonable cost. Assured schedule ranges were provided to the Department in December 2025 and approved by the Ministerial Task Force in January 2026, with further conditions (including the outcome of the Strategic Scope review) addressed ahead of publication and announcement by the Secretary of State on 19 May 2026. • The reset will deliver updated schedule ranges for key service configurations (Old Oak Common–Birmingham, Euston–Birmingham, and Euston–North West) and inform development of a new schedule baseline (Baseline 8.0/8.1). Baseline development commenced in January 2026 and is subject to a progressive integrated review and assurance process. • Whilst the reset is ongoing, the Department continues to manage HS2 Ltd through strengthened in-year controls, including a Performance Management Plan for 2026/27 setting out key milestones, targets and productivity metrics. Enhanced governance and assurance arrangements, aligned to the James Stewart Review, remain in place to support in-year delivery and schedule discipline. | 3,489.25 | 3,489.25 | 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 | At 25/26 Q4, the departmentally agreed Whole Life Cost (measured in £m) for HS2 is exempted. The Department does not report on Whole Life Cost as it does not reflect the true up-front cost for building HS2. Key developments include: • The Department has tasked the HS2 Ltd CEO with progressing a comprehensive reset to establish realistic cost and schedule estimates for delivering the remaining scope at the lowest reasonable cost. Assured cost ranges were provided to the Department in December 2025 and approved by the Ministerial Task Force in January 2026, with further conditions set ahead of public announcement, including consideration of the Strategic Scope Review. As the Secretary of State publicly announced on 19 May 2026, the expected cost of delivering HS2 is now in the range of £87.7 – £102.7 billion. This is expressed in a mixed price base, including the cash outturn of works to date and the costs of future work excluding inflation. • The HS2 reset is ongoing and work continues to progress on development of a new cost baseline (Baseline 8.0/8.1). Baseline development commenced in January 2026 and is subject to a progressive integrated review and assurance process. • Whilst the reset is ongoing, the Department continues to manage HS2 Ltd through strengthened in-year controls, including a Performance Management Plan for 2026/27 and application of financial controls to support affordability and delivery confidence. • Funding provided through the Spending Review 2025 settlement supports continued delivery between the West Midlands and London Euston, alongside reset activities. Cost control remains focused on improving productivity, strengthening governance, and embedding lessons learned to ensure the programme can be delivered within future agreed budgets. | 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 25/26-Q4 (measured in £m) is exempted. 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 programme’s benefits will form part of that programme of work; alongside this, we will update the HS2 business case. In the interim, HS2 Ltd will continue reporting against the existing benefits baseline. | https://evaluation-registry.cabinetoffice.gov.uk/search/ba119288-a763-47dd-aa35-cd81b0030ca6/ | Dean Creamer | DFT_0040_2021-Q1 |
| 2ND GENERATION UK SEARCH AND RESCUE AVIATION | DFT | Government Transformation and Service Delivery | The UKSAR2G programme’s purpose is to procure a national UK aviation search and rescue (SAR) service that continues to save lives, protect UK economic interests and continue to comply with International Conventions beyond the end of the existing UKSAR Helicopter contract in 2024-26. | Not set | GREEN | Compared to financial year 24/25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at green. This is primarily due to the programme remaining on track for all air stations to go live under SAR2G by Jan 2027, the project remains within financial approvals and it continues the service continues to undertake Search and Rescue when needed. | 16/12/2019 | 01/01/2027 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same as last year's published end-date. This is primarily due to the continued forecast for the last air base to have transitioned to SAR2G by Jan 2027. | 196.42 | 186.51 | 5.04 | The budget variance exceeds 5%. (5.04%) This is primarily due to one aircraft that was due to come online in Q4 not being realised until Period 1 of FY 26/27. | 2,046.47 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at £1,959.436. This is primarily due to the following factors. Even though there has been some increase in inflation figures some costs have been recovered through KPI relief on those parts of the contract that has transitioned. Although some variance in reported figures and held figures is noted this is due to the NISTA deflation of the figures. | 25,465.07 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at £24,474.990. Although some variance in reported figures and held figures is noted this is due to the NISTA deflation of the figures. | https://evaluation-registry.cabinetoffice.gov.uk/search/734c6985-5f76-4c67-ac16-522776391676/ | Mark Bradley | DFT_0048_2021-Q3 |
| EAST WEST RAIL CONNECTION STATE 1 | DFT | Infrastructure and Construction | East West Rail (EWR) is a new railway connecting towns and cities across the Oxford-Cambridge growth corridor. The Government has identified the corridor as a key pillar of its economic growth mission – by delivering new east-west connectivity and removing existing constraints to growth, EWR is projected to support up to 100,000 new homes, tens of thousands of new jobs and it is expected to add £6.7bn to regional GVA each year by 2050. The EWR programme is structured around the phased introduction of passenger services from the mid 2020s to the mid-late 2030s. The railway will deliver shorter journey times between key economic centres; provide greener public transport and new paths for rail freight; and provide interchanges with major rail lines, supporting onward travel across the country. It will provide a total of 8 new stations, including at Cambridge East and redevelop existing stations unlocking opportunities for growth/regeneration along the corridor. Phase 1 (formerly Connection Stage 1) of the delivery programme relates to services between Oxford and Bletchley / Milton Keynes and is the first phase of the wider EWR programme. Major construction was completed in June 2025 and freight services are now running on this section. The Department continues to work closely with Chiltern Railways and other partners to confirm a start date for the first EWR passenger services between Oxford and Milton Keynes. | Exempt under Section 43 - Commercial interests, Section 35 - Formulation of government policy | Exempt under Section 43 - Commercial interests, Section 35 - Formulation of government policy | Exempt under Section 43 - Commercial interests, Section 35 - Formulation of government policy | 30/11/2011 | Exempt under Section 35 - Formulation of government policy, Section 43 - Commercial interests | Exempt under Section 35 - Formulation of government policy, Section 43 - Commercial interests | 13.78 | 16.53 | 19.9 | The variance is due to delay of the entry into service of passenger services. | Exempt under Section 43 - Commercial interests, Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy, Section 43 - Commercial interests | 3,847.15 | Phase 1 is in final delivery stages. Benefits are being captured via an EWR Company evaluation exercise. Some benefits will not be fully realised without progression of the later phases of EWR through Bedford to Cambridge. | Not set | Jodie Lofthouse | DFT_0046_2021-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. | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | 13.34 | 13.34 | 0 | The budget variance is less than or equal to 5% | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Dean Creamer | DFT_0139_2223-Q1 |
| 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-use (freight and passenger trains) 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 safer for passengers and rail workers, and has a 40% reduction in whole-life CO2 emissions through reduced use of materials compared to conventional signalling. ETCS also has the potential to unlock significant passenger and freight benefits through delivering an improvement in system capability of between 10 and 25%. | RED | Not set | Compared to financial year 24/25-Q4, the National Infrastructure & Service Transformation Authority's Delivery Confidence Assessment rating at 25/26-Q4 is at RED. The NISTA review team noted that the partnership model continues to be the correct approach, and there have been positive changes in programme leadership. The review team highlighted that there is a need to re-baseline the programme, and that the programme is complex with several risks to delivery. They raised 19 recommendations to address. Recommendations include in the areas of ETCS freight train retrofitment, clearer accountabilities of leadership, and to continue the early identification of emerging risks to delivery. | 01/05/2017 | 14/10/2030 | Compared to financial year 24/25-Q4, the project's baselined end-date at 25/26-Q4 remained at 14/10/2030. This date will be subject to a rebaseline exercise during 2026. The ECDP’s schedule has been set up to deliver ETCS on the ECML in a phased migration. The full migration to ETCS operations on the Northern City Line with the removal of conventional signals was achieved as planned in May 2025. In FY25/26, activities have focused on enabling works for the ETCS section on the ECML between Welwyn to Hitchin to provide a driver training area, due to enter into service August 2026. Works have included vehicle fitment, on-track testing and systems assurance. This milestone forecast has moved from December 2025 to August 2026, due to encountering challenges around system testing and assurance that will provide lessons for future ETCS schemes. The first mainline route section, originally due April 2027, is subject to change control as part of the rebaseline exercise. | 231.12 | 194.42 | 15.88 | The budget variance exceeds 5%. This underspend is due to delays in contract awards and ETCS vehicle retrofitments, and less money has been spent on works for the renewals portion of ECDP (ie beyond Welwyn to Hitchin). | 3,030.39 | Compared to financial year 24/25-Q4, the programme's Whole Life Cost at 25/26-Q4 increased from £3,465m to £3,764m (in Nominal Prices). The programme anticipates that inflation will materialise as a key issue in the later years of the programme. As we move into the 2026-27 reporting cycle, the key risk to maintaining overall programme cost will be the cost of vehicle fitment and ETCS trackside infrastructure on the ECML. The programme is actively looking at how these costs can be managed whilst protecting the programme’s benefits. While delivery continues, ECDP is also maturing its delivery model to ensure it remains the enabler for future ETCS schemes. | 1,430.67 | Compared to financial year 24/25-Q4, the project's departmentally agreed benefits at 25/26 Q4 remained at £2,783m (In Nominal £ Benefits). Benefits will be subject to a refresh during 2026. The benefits figure includes quantified performance, safety, socio-economic, environmental and wider economic monetised benefits. | https://evaluation-registry.cabinetoffice.gov.uk/search/783d3841-ca20-4f57-988c-7be0ad7ae66e/ | Cavendish Elithorn | DFT_0038_1920-Q4 |
| EAST COAST MAINLINE PROGRAMME | DFT | Infrastructure and Construction | A collection of track and power upgrade schemes between London King's Cross and Edinburgh to increase capacity and to enable the introduction of the Azuma fleet and a recast route timetable. | Not set | RED | The route's recast timetable - required to deliver the benefits of the programme - was introduced successfully in December 2025. This was not able to accommodate all of the services envisaged in the programme's business case in 2018, and so work is now underway to re-baseline the benefits of the investment. | 01/04/2014 | 03/05/2027 | The infrastructure enhancements required to enable introduction of the recast timetable were completed successfully to schedule. Remaining works are for resilience purposes only, and scheduled for completion in May 2027. | Not set | 21.68 | Not set | The budget variance is less than or equal to 5%. | 1,276.49 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 increased from £1114m to £1122m. This is primarily due to increased costs associated with remaining power supply upgrade works on the route. | 2,028.11 | Following introduction of the route's recast timetable, work is now underway to reappraise the benefits of the programme, which will be recorded once this work is complete. | Not set | Rosemary Hopkins | DFT_0033_1819-Q1 |
| LOWER THAMES CROSSING | DFT | Infrastructure and Construction | The Lower Thames Crossing (LTC) is a proposed new road connecting Kent, Thurrock and Essex through twin-bored tunnels under the River 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 UK’s 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. The LTC will open up new markets for businesses and create tens of thousands of new jobs and hundreds of apprenticeships during its construction. At Autumn Budget 2025 it was confirmed that the Government's preferred financing option at this stage of the project is the Regulated Asset Base (RAB) model which will allow for a regulated private entity to finance, build, operate, and maintain the asset under long-term oversight by an independent regulator. Under the RAB model, operations of the Dartford Crossing would transfer to a new regulated private sector entity, which would be responsible for operating and maintaining both the Dartford Crossing and the new LTC. The project therefore now incorporates the work required to create the legislative, regulatory and commercial framework for the RAB model. | AMBER | Not set | Compared to financial year 24/25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 improved from Amber to Green. This is primarily due to the following factors‚ The LTC project secured additional public funding with £1.66bn in the Third Road Investment Strategy for the years 2026/27 and 2028/29 which includes the £891m announced at Autumn Budget 2025 and funding previously committed for those years. The Government also confirmed in 25/26 that the preferred finance model at this stage of the project is the Regulated Asset Base (RAB) model. This strengthens confidence in delivery and steps are being taken to prepare for a transaction with the private sector. The NISTA DCA rating for 25/26 Q4 is Amber, whilst we recognise that there are still risks to delivery, the SRO is content that sufficient mitigations were in place as of March-26 and therefore rated the DCA as Green. The project DCA is reviewed monthly. The Outline Business Case was updated and approved by the DfT Investment Committee in October 2025. This marks the transition from full public sector funding to a future private sector RAB model, with the private sector to deliver the remainder of the scheme and take on Dartford Crossing operations in 2028. The DfT team working on the project has expanded to reflect the new work required on legislation and regulation, and the SRO role during 25/26 moved from National Highways to DfT to reflect this broader scope. | 30/05/2014 | 31/07/2035 | The project was granted Development Consent on 25 March 2025. The project was re-baselined in October 2025 to inform Autumn Budget 2025 decision making where the Regulated Asset Base (RAB) model was selected as the preferred financing model. An Accounting Officer Assessment was undertaken to support this decision. The project remains on course to deliver as set out at Autumn Budget. We expect the existing Dartford Crossing and LTC project to move from public to private ownership in 2028. The main tunnelling phase for the LTC is expected to begin in 2028 and the target date for the road to be open for traffic is the early to mid-2030’s . | 338.05 | 338.05 | 0 | The budget variance is less than or equal to 5%. | 9,899.54 | Compared to financial year 24/25-Q4, the projects departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £8950,220m to £10629,020m. This is primarily due to schedule delay, the first delay was due to affordability and planning consent delays as set out in the Written Ministerial Statement issued 9 March 2023 which re-phased construction by 2 Years. A further delay to the DCO decision was announced by the Secretary of State in October 2024 extended the decision deadline to May 2025. The cost increase incorporates the prolongation and inflationary impacts following these two schedule delays which required the project to re-baseline. It should be noted that it is the intention to split the Whole Life Cost between both Public and Private finance under the Regulated Asset Base model. The transition to private finance is currently expected to occur in 2028. To note: the figures in the Annual Assessment may differ to those in this narrative due to NISTA deflating costs forecast for later years. | 1,816.27 | The current approved benefits at 25/26-Q4 remained at £3,009m. This figure is based on the project being fully publicly funded and is now outdated due to the approval to move to a Regulated Asset Base (RAB) model. The VfM analysis will continue to develop as detail on policy assumptions evolves, alongside any updates to our appraisal approach. For example, the department has made the decision to take forward LTC on the basis of the Regulated Asset Base model (RAB) and has published its intention to adopt new, higher values of time for freight movements. The strategic case for the LTC project remains strong. As well as the connectivity and congestion relieving benefits delivered by the new crossing, which leads to major economic benefits, this is also based around the escalating need for maintenance of the Dartford Crossing. The Dartford Crossing is already operating significantly over capacity and suffers from poor reliability. As with any major project, there are significant risks to be managed in order to realise the project’s benefits. We will continue to work with NISTA and apply lessons from the James Stewart review of High Speed 2 to help minimise those risks. Further work will be completed in the next stages of the programme up to FBC at which point the accounting officer assessment will be refreshed. As the benefits are expected to be felt for several decades, the figures in the Annual Assessment may differ to those in this narrative due to NISTA deflating benefits post 2050. | Not set | Kate Cohen | DFT_0022_1415-Q4 |
| NORTHERN POWERHOUSE RAIL | DFT | Infrastructure and Construction | Northern Powerhouse Rail (NPR) is the Government's long-term programme to further improve connectivity in the North of England as a fundamental part of the government's Northern Growth Strategy. Northern Powerhouse Rail aims to create a frequent and reliable turn-up-and-go railway service across the Northern Growth Corridor (including Liverpool, Manchester, Bradford, Leeds, Sheffield and York) with regular services continuing to Newcastle, Hull and Chester. | AMBER | Not set | Compared to the financial year 24/25 Q4, the NISTA Delivery Confidence Assessment rating at 25/26 Q4 has improved from Red to Amber. This improvement is primary a result of NPR receiving an agreed funding commitment in January 2026 of up to £45bn in 2025 prices, along with decisions on the single biggest scope choice in terms of the approach between Manchester and Liverpool and use of the Crewe-Manchester hybrid Bill. | 01/02/2016 | 31/12/2051 | Compared to the financial year 24/25 Q4 the NPR project end date has increased from December 2045 to December 2051. This reflects updates to the scope of the programme which had not been updated since the previous government's Network North Command Paper, and takes into account the planning which is forming the Programme Business Case. | 200.84 | 60.67 | 69.79 | The budget variance for NPR for FY 25/26 has exceeded 5% which is a result of the following factors: The uncertainty around scope of the programme and direction of the hybrid Bill until January 2026 caused a number of previously planned activities to be either deferred into future financial years or removed from the scope of the programme; resulting in a reduction of spend from the previous programme baseline. The NPR Programme will formally rebaseline its cost profile following the completion of the Programme Business Case. | 45,000.00 | Compared to Financial Year 24/25-Q4 the programme's agreed whole life costs at Q4 25-26 (measured in £bn) has increased from 30.60 in 2019 prices to 45.00 in 2025 prices. This update reflects the agreed government upper limit funding profile which was announced as part of the Northern Powerhouse Rail announcement within the wider Northern Growth Strategy in January 2026. A refined cost profile for the programme will be developed following the completion of the Programme Business Case. | 11,629.06 | Compared to financial year 24/25-Q4, the programme's departmentally agreed Benefits at 25/26-Q4 (measured in £m in 2010/11 prices) remained at 8007. NPR benefits continue to remain unchanged pending an update as part of the Programme Business Case due later in the year. An updated benefits profile will be produced following the publication of the Programme Business Case | Not set | Nick Bisson | DFT_0141_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 | The SRO Delivery Confidence Assessment (DCA) rating remained Green in Q4 25/26, consistent with the position reported in Q4 24/25. The A428 Black Cat to Caxton Gibbet scheme passed the halfway point of its construction phase at the start of Q3 25/26 and continues to perform in line with agreed delivery commitments. Construction activity is progressing well across all key locations, including the Black Cat junction upgrade and the opening of new local junctions and route improvements. There have been no changes to the approved cost or benefits forecasts, and the scheme remains on track to deliver within the agreed funding envelope. | 01/04/2015 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | 242 | 232.37 | 3.98 | The budget variance is less than or equal to 5%. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | https://evaluation-registry.cabinetoffice.gov.uk/search/1ac3e7ff-641d-4f2d-89ed-44de6315933d/ | Philip Davie | DFT_0031_1819-Q1 |
| Rail Reform: Stand-Up of GBR | DFT | Government Transformation and Service Delivery | The programme 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 railway, 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. | RED | Not set | The Railways Bill will pave the way for the creation of Great British Railways (GBR), due to be set up later in 2027. The transfer of passenger services to public ownership – a key element of the reform programme – continues at pace, with Govia Thameslink Railway’s (GTR) services the most recent to switch in May this year. The Bill is a key dependency and is currently in Parliament, therefore, it is not possible to predict, the exact scheduling and level of amendments it may still face as part of Lords and Commons scrutiny. Combining these uncertain timescales with the complexity and challenges of key elements of what is the biggest transformation of the railways in a generation, means that the NISTA/SRO Delivery Confidence Assessment (DCA) rating remains RED as of the last two quarters (Q3/Q4) of 2025/26. This rating transparently reflects the level of uncertainty and dependencies and mitigates against optimism bias. However, significant progress continues to be made on all aspects of the reform programme and as a result we expect the delivery confidence to improve. Most notably, work continues on a number of critical design and implementation decisions, alongside government approvals, which are required to deliver the reforms set out in the Bill and GBR itself. These decisions, when made, combined with Parliamentary progress are expected to provide greater clarity and stability across the programme. | 01/07/2024 | Exempt under Section 22 - Information intended for future publication, 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 costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/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 | Not set | Richard Goodman | DFT_0413_2425-Q2 |
| PUBLIC OWNERSHIP TRANSITION PROGRAMME | DFT | Government Transformation and Service Delivery | The Programme will transfer the remaining privately operated passenger rail contracts, for which the Secretary of State is responsible, into public ownership. These will be transferred to DfT Operator Limited (DFTO) 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. Richard Goodman served as interim SRO from 24 December 2025 to 31 March 2026 during the programme’s transfer from DfT to DFTO. Alex Hynes assumed SRO responsibilities from 1 April 2026. | AMBER | Not set | Compared to financial year 2024/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating for 2025/26 Q4 has remained at Amber. Good progress continues to be made with South Western Railway, c2c, Greater Anglia and West Midlands Trains successfully transferred into public ownership. Work is progressing well on the Govia Thameslink Railway transfer scheduled for 31 May 2026, with further transfers scheduled (including Chiltern Railways on 20 September 2026 and Great Western Railway on 13 December 2026). This indicates that the Programme has a good chance of successful completion, although larger, more complex transfers remain. | 04/12/2024 | 31/12/2027 | The programme is progressing on time and as planned; the services of South Western Railway, c2c, Greater Anglia and West Midlands have successfully transferred into public ownership. The SoS has also issued expiry notices confirming the planned transfer of Govia Thameslink Railway (GTR) services on 31 May 2026, Chiltern services on 20 September 2026 and Great Western Railway services on 13 December 2026. Work on the GTR transfer is well advanced with work on Chiltern now progressing to plan. Decisions regarding the timing of the final three transfers will be made by the SoS later with the full programme of transitions into public ownership expected to be completed by the end of 2027. Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remains the same. There is a risk that a Train Operating Company may default, which could necessitate unplanned transfers and exacerbate capacity and capability pressures across the department and DFTO. While the likelihood of default is considered low and the risk is regarded as manageable, the programme continues to plan for this. The transfer of DFT Rail Services Group staff to DFTO took place at the end of March 2026. | 9.77 | 10.73 | 9.81 | The budget variance exceeds 5% due to the delivery of the scheduled volume of work for the 2025/26 financial year, in order to meet the programme’s public commitments and ensure the transfers are delivered safely and effectively. | 36.6 | Compared to Q4 of the 2024/25 financial year, the project’s departmentally agreed Whole Life Cost at Q4 of 2025/26 (measured in £m) has remained the same. | 110 | Under public ownership, passenger services will be operated in the interests of passengers rather than shareholders. This represents a vital step towards wider reform, bringing track and train together under Great British Railways (GBR). Public ownership will save taxpayers up to an estimated £110-150 million every year on fees paid to privately-owned train operating companies, once all services currently delivered under contract with the Department have transferred. The Government is taking the railways into public ownership at the lowest reasonable cost to the taxpayer, enabling long-overdue improvements to make everyday journeys easier. Each transfer will involve some mobilisation and due diligence costs. These costs are expected to be a small fraction of the £110-150m per year in fees to private operators that will no longer have to be funded by the taxpayer once all franchised services are back in public ownership. | Not set | Alex Hynes | DFT_0439_2425-Q3 |
| A66 Northern Trans-Pennine | DFT | Infrastructure and Construction | Upgrading the remaining six single carriageway sections of the A66 between the A1(M) at Scotch Corner and the M6 at Penrith, creating a continuous dual carriageway across the Pennines, including key junction upgrades | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. | 05/07/2017 | 01/11/2026 | Exempt under Section 22 - Information intended for future publication | 81.34 | 81.34 | 0 | The budget variance is less than or equal to 5% | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | 467.23 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 remained unchanged. Please note that a known technical issue within NISTA means the benefits reported here differ from those submitted to NISTA. | Not set | Tim Gamon | DFT_0047_2021-Q3 |
| EAST WEST RAIL CONNECTION STATE 2 AND 3 | DFT | Infrastructure and Construction | East West Rail (EWR) is a new railway connecting towns and cities across the Oxford-Cambridge growth corridor. The Government has identified the corridor as a key pillar of its economic growth mission – by delivering new east-west connectivity and removing existing constraints to growth, EWR is projected to support up to 100,000 new homes, tens of thousands of new jobs and it is expected to add £6.7bn to regional Gross Value Added each year by 2050. The EWR programme is structured around the phased introduction of passenger services from the mid 2020s to the mid-late 2030s. The railway will deliver shorter journey times between key economic centres; provide greener public transport and new paths for rail freight; and provide interchanges with major rail lines, supporting onward travel across the country. It will provide a total of 8 new stations and redevelop existing stations unlocking opportunities for growth/regeneration along the corridor. Phases 2 to 5 of the delivery programme (formerly Connection stages 2 and 3) will deliver new stations, the new line between Bedford and Cambridge and upgrade to the Marston Vale Line (Bletchley-Bedford). The future stages include delivering a new station on the East Coast Mainline at Tempsford (with construction starting by 2030); providing four trains per hour between Oxford-Stewartby (early 2030s) and Oxford-Bedford (mid 2030s); delivering a new station at Cambridge East (mid 2030s); and delivery of the new line (between Bedford-Cambridge), unlocking the full Oxford-Cambridge service (mid-late 2030s). This new sequencing was set out in the consultation published in April 2026 and accelerates the delivery of services and benefits along the route. | Not set | AMBER | The assessment remains ‘Amber’. The April 2025 announcement of a Universal Destinations & Experiences (UDX) theme park to open near Bedford in 2031 has necessitated additional design work as set out in the Autumn Announcement in November 2025. Updated scope for the project has been set out in the final route-wide consultation in April 2026 and will subject to approval of the Development Consent Order and Full Business Case. | 01/08/2014 | 31/12/2037 | Future stages of the railway and delivery of the full Oxford-Cambridge service are subject to an application for a Development Consent Order (DCO) - the application is targeted for submission in 2027. Full completion of the project is planned for the mid-late 2030s. In line with the Government’s ambitions to speed up delivery of major infrastructure projects, certain parts of the project will now be accelerated to be delivered ahead of the mid-2030s, including a new ECML station at Tempsford and EWR services between Oxford and Stewartby serving the new Universal Studios Theme Park in Bedfordshire. | 177.26 | 185.92 | 4.89 | The budget variance is less than or equal to 5% | Exempt under Section 35 - Formulation of government policy, Section 43 - Commercial interests | Exempt under Section 35 - Formulation of government policy, Section 43 - Commercial interests | 6,326.43 | Phases 2-5 of the EWR programme are in development, with benefit analysis work being undertaking to support the Outline Business case and Full Business Case being prepared to support investment decision making. Full benefits of the EWR programme will not be realised until the route to Cambridge is operational. | Not set | Rosemary Hopkins | DFT_0052_2122-Q1 |
| 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 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at green. This is primarily due to the following factors that the project is progressing to schedule and on track for Open for Traffic in Quarter 4 Financial Year 26-27. | 01/04/2015 | 31/08/2027 | Compared to financial year 24/25-Q4, the project's end-date at 24/25-Q4 remained at 31/08/2027. This is primarily due to the following factors, that the project remains on schedule. | 137.54 | 128.19 | 6.8 | The budget variance exceeds 5% of the baseline. This is primarily due to the following factors‚ using our recent forecast from the Business Plan (Dec 2024) the variance is under 5%, but the financial year forecast has been converted to real prices making it slightly exceed 5% variance with the financial year baseline. Please note the HMT baseline (2023) has been superseded by the Business Plan (Dec 2024) as this is the most recent forecast. We didn't draw down on any of the portfolio risk pot within the financial year. Our forecast outturn cost has not changed. | 542.63 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from 535 to 542.63. This is primarily due to the following factors that our Whole Life forecast costs have been converted into a different price base (or nominal) if it wasn't for this the costs would have remained unchanged. | 233.06 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) decreased from 424 to 233.06. This is primarily due to the following factors that the figure has been converted into a different price base (or nominal) if it wasn't for this the predicted benefits would have remained unchanged. | https://evaluation-registry.cabinetoffice.gov.uk/search/a48d171b-3960-4cf1-91cc-c49a04be011a/ , https://evaluation-registry.cabinetoffice.gov.uk/search/a48d171b-3960-4cf1-91cc-c49a04be011a/, https://www.gov.uk/government/publications/a417-missing-link-scheme-full-business-case | Colin Bird | DFT_0044_2021-Q2 |
| MIDLANDS RAIL HUB | DFT | Infrastructure and Construction | The Midlands Rail Hub programme will improve connectivity between South Wales, the South-west of England, the West and East Midlands, by delivering additional rail capacity into central Birmingham, to promote growth in the regional Midlands economies. At its heart 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, to the South West, 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 24-25-Q4, the NISTA Delivery Confidence Assessment rating at 25/26-Q4 remained at AMBER. This is due to the following factors: the confirmation by the Chancellor of funding to progress the next stage of Midlands Rail Hub at the 2025 Spending Review, and Network Rail’s recent appointment and mobilisation of the Alliance contractor who will design and build the Western scope, represent a significant step forward for the programme. However, we continue to manage a number of significant risks, including affordability of operational expenditure and rolling stock choices, as well as new potential risks associated with the proposed transfer of MRH sponsorship from DfT into Network Rail. We are also continuing to examine the value for money and affordability of accelerating delivery and progressing the Eastern and Hereford scope. | 01/04/2017 | 31/12/2040 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-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. | 6.7 | 6.7 | 0 | The budget variance is within 5% for this financial year. | 948.37 | Compared to financial year 24/25 the project’s departmental agreed Whole Life Cost from FY 24/25-Q4 (measured in £m) has not changed at 1569. The Whole Life Costs for the Programme are being reviewed as part of an updated business case for the whole programme. | 1,938.60 | Compared to financial year 24/25 the project’s departmental agreed Benefits from FY 24/25-Q4 (measured in £m) has not changed at 1817. The Benefits for the Programme are being reviewed as part of an updated business case for the whole programme. | Not set | Stephen Sutcliffe | DFT_0043_2021-Q2 |
| 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 rail 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. Such a modal shift from road freight to rail would ease congestion and reduce pollution. | Not set | AMBER | Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 25/26-Q4 remained at AMBER. This is primarily due to continued strong programme performance and integration of programmes across the north of England. 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 electrification works on the line between York and Church Fenton completed in August 2025 enabling electric operations on 25% of the Transpennine route. Major works were commenced at Huddersfield station in September 2025 with new bridges and longer platforms delivered as well as a new train stabling facility at Hillhouse. Benefits delivery remains on schedule with the bulk of improvements being delivered by the end of the 2020s (when the line of route between Huddersfield and York will be fully upgraded) and the remainder by the mid-2030s (when 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 2026 to renew track and install overhead electrification. 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. A procurement has been undertaken and a contract award is expected in summer 2026. A Cost Efficiency panel, chaired by DfT's Non-Executive Director to the programme, continues to oversee activities to deliver the identified cost efficiency targets. In February 2026 a new Shareholder Forum was established to enable the Accounting Officers within the Department for Transport and Network Rail to consider programme delivery and future challenges to benefits realisation. | 01/07/2017 | 17/10/2041 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained at 17/10/2041 and was informed by a baselining exercise that aligned all Key Output realisation dates 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 based on Baseline 2.1 agreed by Enterprise partners which 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 created 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)was delivered on time in summer 2025. | 1,007.93 | 1,006.12 | 0.18 | The budget variance is less than or equal to 5% | 10,658.60 | The departmentally agreed Whole Life Cost at FY2025/26 Q4 increased from £11,056m to £11,199m. This is stated in nominal terms. This is primarily due to re-alignment of portfolio budgets with the current forecast as the previous budget position was not sufficient. The current forecast has changed marginally from £11,204m to £11,210m. | 1,754.86 | The departmentally agreed Benefits at FY2025/26 Q4 remains at £2,978m. This is stated in Present Value 2010 terms. The estimate continues to reflect the baseline set at Programme Business Case 2 (May 2023). This estimate is expected to be revised over the period to the next Annual Report, assuming the current draft Programme Business Case 3 is approved. This is not a significant update, and the scope and outputs of the programme remain stable. | Not set | Farha Sheikh | DFT_0037_1920-Q3 |
| UK Health Security Campus | DHSC | Infrastructure and Construction | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 – Formulation of government policy | Exempt under Section 35 - Formulation of government policy | DOH_0017_1112-Q1 |
| FRONTLINE DIGITISATION | DHSC | Information and Communications Technology (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. | AMBER | Not set | Compared to financial year 24/25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 improved from Amber to this year’s AMBER / GREEN rating. This is primarily due to the Programme having made very significant progress in increasing EPR Coverage and Digital Maturity across NHS Trusts. This is a key strategic capability uplift across the health ecosystem and this level of progress against a changing and unusually challenging delivery context was commended. | 01/04/2021 | 31/03/2026 | Compared to Financial Year 24/25 Q4, the project's end date at 25/26 Q4 remained the same with the programme closure taking place on 31st March 2026. The programme has completed with 94% coverage against a target of 96% however, all contracts have been signed with suppliers. The final capability is 73% against a target of 70%, reaching 78% by end of Quarter One 26/27 with no additional interventions. | 567.61 | 552.77 | 2.61 | The programme variance was under 5%. | 2,080.52 | The Programme's departmentally agreed WLC remained unchanged from the 24/25 agreed WLC. | 12,131.07 | Compared to financial year 24/25, the project's departmentally agreed Benefits at 25/26 remains the same. | Not set | Dermot Ryan | DHSC_0071_2122-Q1 |
| NHS Digital Transformation of Screening | DHSC | Government Transformation and Service Delivery | NHS England is transforming the digital services that support the national screening programmes. This work replaces paper-based processes and outdated technology with modern digital services designed to be secure, reliable and easier to use. The new services help people better understand and manage their screening information, including their history and appointments, and support staff by automating manual processes, improving how screening services are managed and delivered. This transformation programme has designed and delivered shared digital services for screening programmes, alongside support for people who may need help accessing digital services and wider service improvements. The work also implements key recommendations from the 2019 independent review of screening led by Professor Sir Mike Richards. This phase of the programme closes at the end of March 2026. | Not set | AMBER | The programme’s Delivery Confidence Assessment (DCA) rating remains Amber, reflecting the challenges associated with the scale and complexity of the transformation, while confirming that its objectives remain achievable. Since HM Treasury approval of the Programme Business Case in July 2023, the programme has made significant progress in modernising national screening services. Key milestones met include the introduction of digital communications for cervical and bowel screening programmes, and progress towards digital breast screening and human papillomavirus (HPV) self-testing. IPA/NISTA gateway reviews in 2025 and 2026 confirmed that delivery remains feasible. The programme is within budget and continues to progress toward its goals of improving screening safety and participation, modernising technology, and delivering more efficient, innovative services. | 01/04/2022 | 30/03/2033 | A Programme Business Case (PBC) Addendum extended spend approval to March 2026, to allow time for the full PBC refresh following the 2025 Spending Review. Delivery has progressed well, with new digital services for cervical, and bowel screening deployed, and services such as Manage Breast Screening. The programme is now transitioning to be part of the wider Transforming Patient, Public and Staff-facing Services programme from April 2026, which will retain existing organisational and governance arrangements to support continued delivery. | 33.8 | 37.68 | 11.46 | £2.7m of in-year variance is driven by an accounting adjustment following reassessment of spend capitalised in prior years, resulting in an in-year Revenue charge. The remaining overspend of £1.3m equates to 3.7% and is within the optimism bias value of the case. | 94.5 | The original WLC estimate set in the original 2023 PBC, with one off cost spend due to end March 29. This was updated in the PBC Addendum to a one off cost spend ending in Mar 26, which reduced the WLC. This reflects the decision to replace the DToS programme with a new, larger programme that included investment for screening alongside other areas of investment. | 3,767.13 | Compared to financial year 24/25-Q4, the programme's departmental benefits estimate at 25/26-Q4 has decreased . The main drivers for the change in benefits estimation for the programme are: - Changes to the treatment of QUALY benefits, figures have been updated with 25/26 actuals and onward forecasting aligned with the wider Transforming Patient, Public and Staff-facing Services programme business case. | Not set | Michelle Kane | DHSC_0069_2021-Q4 |
| Future NHS Workforce Solution Transformation Programme | DHSC | Information and Communications Technology (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 | AMBER | Exempt under Section 43 - Commercial interests | 02/01/2020 | 28/02/2031 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | 16,891.12 | Compared to financial year 2024/25-Q4, the project’s departmentally agreed benefits have increased. This is because the programme’s benefits case has been refined, and an updated position was included in the Full Business Case (FBC), which was approved in September 2025. This approval established a new baseline. Both cash-releasing and non-cash-releasing benefits will be realised by user organisations. These benefits primarily relate to: User experience Interoperability Data insights They represent incremental improvements on top of the existing benefits delivered by the current ESR service solution. | https://evaluation-registry.cabinetoffice.gov.uk/search/ed1bcd4c-e28f-4fd1-ab49-ac983ef1e516/ | Jeff Pasternack | DHSC_0041_2122-Q3 |
| MODERNA STRATEGIC PARTNERSHIP PROGRAMME | DHSC | Government Transformation and Service Delivery | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | 20/12/2022 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Sarah Collins | DHSC_0243_2324-Q1 |
| 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 | As with financial year 24/25-Q4, NISTA’s Delivery Confidence Assessment rating at 25/26-Q4 remained at AMBER. This is primarily due to the following factors which have strengthened governance and assurance: working towards finalising a three-year Business Plan that will enable clearer spend decisions; strengthening capital delegations to allow higher value business case approvals e.g. for enabling works; strengthening governance and assurance; and prioritising recruitment to senior delivery team roles. The procurement of the Hospital 2.0 Alliance (H2A) was successfully completed, with the H2A Framework and Alliance Joining Agreements fully executed. | 01/01/2021 | 05/04/2046 | The programme end-date at 25/26-Q4 is 05/04/2046. The NHP continues to work closely with Trusts to progress their schemes in line with the timelines set out in the published 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 has been concluded successfully. The hospitals that are being replaced due to being constructed wholly or mostly from Reinforced Autoclaved Aerated Concrete (RAAC) remain a programme priority. | 931.81 | 708.06 | 24.01 | The budget variance exceeds 5%. This is primarily due to the following factors‚ The scheme budgets in the SR were established during the NHP review, we have seen some slippage during 2025/26 and are working to get spend back on track over the course of the Spending Review period | 47,523.91 | The project's departmentally agreed Whole Life Cost at 25/26-Q4 remained at the same level as 24/25. 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. | 59,407.00 | The project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained as per 24/25. 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. | Not set | Charlotte Taylor, Paul Mustow | DHSC_0066_2021-Q2 |
| INTEGRATED SINGLE FINANCIAL ENVIRONMENT | DHSC | Information and Communications Technology (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, 42 Integrated Care Boards (ICBs), 4Commissioning Support Units (CSU) and the 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. | GREEN | Not set | NISTA/SRO Delivery Confidence Assessment (DCA) rating was AMBER following the NISTA Gate 4 review on 07/07/2025. The programme implemented the recommendations from that review and successfully went live on 01/10/2025. Therefore the SRO confidence at 31/03/2026 is GREEN. The Gate 5 assurance review is due to take place the week commencing 11/05/2026. | 01/08/2018 | 31/03/2026 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 changed from 31/10/2024 to 28/02/2026. This was because the programme go-live date was delayed by 18 months, the business case for the revised go-live date of 01/10/2025 was only approved in September 2025 and therefore this is the first opportunity to update the completion date. | 25.05 | 24.81 | 0.97 | The budget variance is less than or equal to 5%. | 187.99 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 remained the same. | 177.08 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 remained the same. | Not set | Vicky Gaulter | DHSC_0067_2021-Q3 |
| FEDERATED DATA PLATFORM | DHSC | Government Transformation and Service Delivery | The NHS Federated Data Platform (FDP) is a national initiative aimed at enhancing the use of data across the NHS to support safer, more efficient care. By securely connecting disparate NHS data systems, the FDP facilitates streamlined access and utilisation of information, reducing delays and minimising duplication. | Not set | GREEN | Following the Green rating received in Q4 of the financial year 24/25, the NISTA/SRO Delivery Confidence Assessment (DCA) for Q4 of 25/26 has similarly achieved a Green status. The programme’s has successfully attained its targets, benefits realisation is accelerating, with ten products now generally available and regional teams onboarding new sites. Preparations for the reporting tool deployment are progressing ahead of plan, and the development of partner standards is advancing robustly. The programme has made significant strides towards achieving 2025/26 milestones. Enhanced roles, comprehensive oversight, and proactive risk management have elevated governance standards. By April 2026, 129 acute trusts were actively utilising FDP products, with demand continuing to rise. | 01/04/2022 | 31/03/2032 | The programme is still progressing as planned and is expected to meet the deadlines established in its business case. | 126 | 126.89 | 0.71 | The budget variance is less than or equal to 5%. | 1,084.31 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 has Increased. This increase reflects the increased delivery at scale, particularly in FYs 2025/26 and 2026/27. For 2025/26 the increased expenditure was financially managed and absorbed within overall budgets. For 2026/27 the accelerated delivery schedule has been accommodated within the overall budget envelope. Despite this increase, the Programme remains within the departmental baseline. | 808.28 | Compared to financial year 2024/25 Q4, the programme's departmentally agreed Forecast benefits at 2025/26 Q4 decreased . This is primarily due to ongoing refinements to estimates reflecting updates to the product roadmap and rollout plans, alongside the adoption of a more developed forecasting approach based on improved data, more detailed delivery assumptions, and a stronger understanding of product performance, usage, and adoption. We expect programme lifetime benefits to continue to grow as more products and platform services are developed, rolled out, and adopted, and as their benefits are realised across the system. | Not set | Ming Tang | DHSC_0252_2324-Q1 |
| Met Office Supercomputer Programme | DSIT | Information and Communications Technology (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 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber This is primarily due to‚ supplier delivery delays have delayed our Science Plans which has impacted the service improvements leading to a risk in Socio Economic Benefits realisation. | 01/01/2018 | 11/07/2032 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-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. | 91.18 | 80.53 | 11.68 | The budget variance in year exceeds 5% due to supplier delays and therefore the re profiling of supplier milestone payments. | 1,204.33 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at £1242 to £1242 This is primarily due to the length of the contract being 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. | 11,904.44 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) decreased from £14,027 to 12,710 This is primarily due to the following factors: • Introduction of the new climate SEB methodology that has been updated to align with the updated approach, approved in the Valuing the Met Office (2024) Study, which itself was informed in 2024 when The Department for Energy Security and Net Zero (DESNZ) commissioned a study of the value of Met Office climate science and services as part of an evaluation of the value of the Hadley Centre Climate Programme. This revised approach was, in turn, incorporated into the 2024 study of the economic value of the Met Office, completed by London Economics. • Latest external economic data including latest GDP, inflation and Euro exchange figures from the March 2026 OBR Fiscal report and updated UK Airport Movement figures for 2025 from the Civil Aviation Authority. | https://evaluation-registry.cabinetoffice.gov.uk/evaluation/0899c473-9368-431e-809f-ce3013643bd9/, https://evaluation-registry.cabinetoffice.gov.uk/search/2d869dfe-18dc-476e-813c-4d9a3fa386f0/ | Charles Ewen | BEIS_0005_1920-Q4 |
| GOV.UK One Login | DSIT | Government Transformation and Service Delivery | GOV.UK One Login is being developed as the single sign-on and identity verification front door for accessing government services. This will replace up to 300 individual accounts, accessed via 44 different sign-in methods; and will provide a significantly improved user experience. Our aim is to make it as simple, inclusive, and secure as possible for individuals to prove their identity and access connected services, while protecting them and the government from the risks of fraud. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors that‚ GOV.UK One Login is continuing to scale, with over 200 services already onboarded, for example apply for a Disclosure and Barring Service (DBS) check, and sign a mortgage deed .Over time, all central government services will be accessible through GOV.UK One Login. Over 15 million people have proven who they are through One Login, and its identity verification app - which has a rating of 4.6* on Android and iOS stores respectively - has been downloaded more than 16 million times. | 04/01/2021 | 31/03/2028 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same which is 31st March 28 which covers the length of the approved Full Business Case which is running from 25/26 to 27/28 and has been approved by HM Treasury. | 120.24 | 127.09 | 5.7 | The budget variance is less than or equal to 5% | 708.86 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased due to a successful new Full Business Case being approved at DSIT Investment Committee and HM Treasury Approvals Panel which provided GDS with the funding to continue the programme for another 3 financial years. | 4,731.89 | Compared to financial year 24/25-Q4, the project's departmentally agreed benefits at 25/26-Q4 (measured in £m) increased due to the continuation of One Login as a funded programme. Its projected benefits were scrutinised by HM Treasury and will far outweigh financial investment into the programme. | https://evaluation-registry.cabinetoffice.gov.uk/search/1cea496a-0030-4e37-911b-026a65cf68b5/ | Natalie Jones | CO_0033_2122-Q1 |
| Project Gigabit | DSIT | Infrastructure and Construction | Project Gigabit provides gigabit-capable connectivity to homes and businesses that are not included in suppliers' commercial plans. The programme target is for next-generation gigabit broadband to be available nationwide by 2032. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at AMBER. UK Gigabit coverage reached 90.76% in June 2026, according to ThinkBroadband. The programme is progressing largely to plan but there are some concerns over supplier access to finance and supply chain risks which may impact delivery. | 01/04/2021 | 31/12/2032 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 has been extended to 31/12/2032. This is to reflect a revised delivery timeline. | 686.07 | 486.34 | 29.11 | 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. | 5,214.96 | Compared to financial year 24/25-Q4 of £5,404m, the project’s departmentally agreed Whole Life Cost at 25/26-Q4 decreased to £4,831m. This is primarily due to the following factors, updated Open Market Review has fed into updated Central Delivery Forecast Model. | 3,967.67 | The baseline benefits have remained at £5,434m (between Q4 2024/24 and Q4 2025/26) as the same return has been reported during this period. | https://evaluation-registry.cabinetoffice.gov.uk/search/a85d63b8-c2a6-4f18-929f-1c9dfe9e7b2a/, https://evaluation-registry.cabinetoffice.gov.uk/evaluation/8753a72b-a537-43dc-982c-27291cc2c620/ , https://evaluation-registry.cabinetoffice.gov.uk/evaluation/8753a72b-a537-43dc-982c-27291cc2c620/, https://www.gov.uk/government/publications/project-gigabit-evaluation-plan/project-gigabit-evaluation-plan | Ben Whitestone | 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 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 agreed a revised plan in July 2025 to target the remaining deployment of infrastructure in places where the benefits will be felt the most. | Not set | GREEN | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to Green. This is primarily due to the programme having delivered its overarching objectives for coverage, premises and roads‚ a year ahead of schedule. The SRN Programme team has completed actions to implement the recommendations of 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. The revised, targeted portfolio agreed with the MNOs in July 2025 is now in delivery alongside enhanced reporting requirements to monitor delivery progress effectively. BDUK has implemented a plan to support an increased volume of grant claims, which was informed by findings from a GIAA audit of the SRN programme’s grant management processes. | 11/03/2020 | 11/02/2041 | 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. | 94.44 | 71.19 | 24.62 | Underspend in the 2025/26 budget has occurred due to reprofiling. This is 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. Underspend has also occurred due to slippage of MNO build activity into later financial years of the programme. | 328.19 | 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 was made in 25/26 when the revised approach to the programme was agreed with the MNOs. | 2,128.05 | The benefits model was enhanced in late 2025 to improve accuracy, reflect new evidence and incorporate more granular data. | https://evaluation-registry.cabinetoffice.gov.uk/search/cc1fa400-b11b-40eb-b5ca-bbc390b0939a/, https://evaluation-registry.cabinetoffice.gov.uk/evaluation/6d853b86-df8b-4c95-bcf1-f4c7072801a7/, https://evaluation-registry.cabinetoffice.gov.uk/evaluation/6d853b86-df8b-4c95-bcf1-f4c7072801a7 | Ben Whitestone | DCMS_0020_2122-Q1 |
| MATRIX CLUSTER TRANSFORMATION PROGRAMME | DSIT | Government Transformation and Service Delivery | The Matrix Programme seeks to implement the Government Shared Service Strategy for nine 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. | Not set | RED | The Matrix Programme is rated Red, reflecting a number of material issues identified through a planned Stage Gate that impact delivery confidence. These include Stage Gate 1 Readiness issues, notably unmet End‑to‑End Cycle 1 Entry Criteria. Data protection and information assurance risks were also identified, with some data segments having been unintentionally visible and therefore formal entry of the test phase could not take place. This gave rise to the need to rebaseline delivery plans. The Matrix Programme Board met on 26 March to consider the case for re‑baselining the programme. Replanning is intended to establish a more realistic, credible, and achievable forward plan in response to ongoing delivery challenges. Current emerging analysis indicates a delay of 3-6 months, which would move the Phase 1a user go‑live to late 2026. Proposed mitigations centre on alongside structured scenario planning to assess a new plan. A defined set of actions is underway to support an informed decision on revised go‑live dates at the Programme Board in May. System issues have now been resolved and this May date will enable us to assess test progress too. The single biggest risk to this is Depts being unable to find functional SME capacity to undertake the high level of testing they have identified as being required, given their low risk appetite. Notwithstanding the above, there has been tangible progress. Data migration activity is focused on improving data quality ahead of the final migration cycle, thereby reducing risk to subsequent testing and assurance. Core design configuration is now largely complete, with remaining exceptions tightly governed. End‑to‑end testing capacity and execution have improved through a revised testing approach, prioritisation of payroll‑critical scenarios, and the introduction of additional centrally cleared testing support. Mitigations are also being applied across wider design, readiness, and change activity. An iterative delivery approach is enabling service design, change impact assessment, and training needs analysis to progress in line with incremental design maturity. A programme‑level Training Strategy has been agreed and baselined, with further refinement underway as training requirements are confirmed. In parallel, early engagement with UKSBS on the delivery of training for Phase 1a professional users is strengthening delivery resilience and continuity. There remains a significant dependency risk associated with alignment to Shared Services for Government (SSfG) initiatives. The Programme’s ability to deliver agreed time, cost, and quality outcomes is, in part, dependent on SSfG decisions and delivery that sit outside the Programme’s direct control. This continues to represent a material risk to delivery confidence and reinforces the importance of a realistic and evidence‑based rebaseline. There is a significant risk associated with the Pension provider's inability to confirm when end to end pension integration will be able to take place. There was positive progress in March, when Programme Business Case 3 (PBC3) received HM Treasury approval for 2026–27, subject to six conditions. This provides a confirmed funding baseline while work proceeds on the PBC3 addendum (PBC3a), which will seek approval for funding beyond 2027 following re‑baselining. Overall, the current period is focused on embedding mitigations, strengthening delivery assurance and controls, and agreeing a credible and achievable rebaseline that supports informed decision‑making on revised go‑live dates and improves confidence in the Programme’s delivery trajectory. | 01/04/2022 | 27/11/2027 | Since the programme plan and associated critical path were baselined in October 2024 with Phase 1a Go Live scheduled for May 2026 and subsequent phased go lives planned ahead of the programme end date of 30 November 2026, the programme has experienced delays primarily driven by Stage Gate 1 Readiness issues, including delays in achieving End to End Cycle 1 entry criteria. In response, the Matrix Programme Board met on 26/3/26 to consider the case for re baselining the programme, including the development of a rectification plan and the consideration of several planning scenarios. | 122.55 | 115.95 | 5.38 | The budget variance exceeds 5%. This is primarily due to slippage in the system integrator milestones to FY26/27. | 889.81 | Compared to FY24/25 Q4, the project's agreed Whole Life Cost at FY25/26 Q4 has changed due to development of a new programme business case, PBC3. Whole life costs at PBC3 include Departmental baselines and Programme resource costs, transformation, and service integrator over a 15-year appraisal period. | 337.11 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) increased from last year's £373m to this years £405m: The previous submission was the PBC2 Addendum. As a result there have been changes across categories: - Reporting changes: PBC3 includes updated baselines of costs and benefits, and efficiency estimates - Design changes: The progression of service design has informed this update - Non-political scope changes: There have been updates to user numbers; some additional disbenefits identified, etc. N.B. Disbenefits are captured within the efficiency estimates, and are not quantified separately. As a result, the reporting shows net benefits. | https://evaluation-registry.cabinetoffice.gov.uk/search/46f5d1f8-a00f-4709-8fff-1705842ca004/ | Richard Henshall | BEIS_0079_2122-Q4 |
| Health Transformation Programme | DWP | Government Transformation and Service Delivery | The Health Transformation Programme (HTP) is delivering major improvements to disability benefit services by ensuring consistent outcomes, more efficient operation, and improved capacity. The Programme delivers coordinated change across four linked areas: the Personal Independence Payment (PIP) service, health assessments, health and employment support, and the delivery of wider welfare reforms. HTP will transform the Personal Independence Payment (PIP) service by simplifying customer journeys, improving how evidence is gathered and used, and strengthening decision making. These changes are intended to deliver timely and consistent outcomes, while reducing unnecessary reassessments, reconsiderations and appeals. In parallel, the Programme will implement a single, DWP‑owned, Health Assessment Service (HAS) for benefits requiring functional assessments. HAS will replace multiple provider systems with one integrated service ensuring consistency, improving efficiency and Healthcare Professional capacity, and enabling more face‑to‑face assessments where appropriate. HAS is a core element of the future PIP operating model and underpins improvements in decision making and service performance. HTP will test a strengthened health and employment support offer, focused on enabling disabled people and people with health conditions to move towards greater independence and participation where appropriate, while improving continuity across DWP's services. In addition, the Programme provides the operational, digital and assessment capability required to deliver Benefit Reform safely within live services. Reforms will be introduced through a suitably phased, test‑and‑learn approach, enabling the department to respond to emerging evidence and adapt to future policy decisions, including recommendations arising from the Timms Review, without destabilising services. The Programme has refined its Programme Objectives into five Strategic Outcomes, which continue to define how HTP will deliver its Programme Vision of ‘A high quality and efficient service that enables disabled people and those with health conditions to access the help, advice and support they need’. These Strategic Outcomes are: - Increased customer trust in services and decisions. - More efficient service with reduced demand for health assessments. - Increased take up of wider support and employment. - Improved customer experience with shorter journey times. - Transformed in-house data and IT infrastructure that is secure. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. The 6 critical recommendations raised following the Gate 0 NISTA review in Q4 24/25 have all now been implemented and reported back to NISTA. NISTA will conduct a further Gate 0 review this year. | 28/03/2018 | 28/09/2029 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same. The programme end-date reflects the end date of the five-year Functional Assessment Service contracts, which run until September 2029. | 73.11 | 65.08 | 10.98 | The Variance is exceeds 5%. This is primarily due to reductions in costs from streamlining Programme staffing levels, supplier contract costs being lower than initial estimates and an adjustment to the new PIP service scaling plans resulting in a reduction to the predicted level of support for Disability Services in 25/26. | 735.46 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life costs at 25/26-Q4 decreased to £0.735bn. This is due to removing the costs of the FAS & FAS IT projects, as the projects are now closed and no longer part of the Programme. | 13,925.44 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 decreased to £13.93bn. This is due to removing the benefits of the FAS & FAS IT projects which are now closed and no longer part of the Programme. | https://www.gov.uk/government/publications/health-transformation-programme-evaluation-strategy/health-transformation-programme-evaluation-strategy, https://www.gov.uk/government/publications/apply-for-pip-digital-self-serve-evaluation-summary, https://evaluation-registry.cabinetoffice.gov.uk/search/d6d88c10-b49f-40b1-a4b2-8407bf5c8a62/, https://evaluation-registry.cabinetoffice.gov.uk/search/d5029be6-1d69-460b-8934-c32afd7e0b1c/ | James Bolton | DWP_0028_1819-Q3 |
| 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, and building back better. Throughout the transformation, WTP remains committed to proactively supporting 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. 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. WTP works closely with colleagues delivering the new jobs and careers service, who are setting out the future operating model to transform the Department’s customer facing presence and better support communities. In our Service and Support Centre estate, where colleagues do not see customers face-to-face, the Department is rightsizing the estate to ensure efficiency by only paying for the space we need. This will lead to fewer, larger, multi-product line buildings, investment in some sites we retain to improve the working environment, and, where it is the most cost-effective solution, acquiring new sites. 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 huge financial and social benefits each following year by consolidating and improving our workplace with a direct positive impact on customer experience and outcomes. | AMBER | Not set | The NISTA review carried out during January 2026 assessed the Programme as Amber indicating that WTP is in a good position to deliver further success. It noted that the Programme is well led and has strong inter-personal relationships with key stakeholders. The SRO has agreed the recommendations detailed in the report and an action plan has been developed. Regular updates will be provided to the boards on progress to address the recommendations. 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. This includes a dependency on the DWP Target Operating Model (TOM). | 01/07/2020 | 31/03/2031 | 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 third iteration of the Programme Business Case (PBC) was approved by HMT in June 2025 with a fourth iteration of the Programme Business Case (PBC4) was approved on the 23/03/26 securing approval for a "Balanced Approach" to rationalise the estate into a smaller, more efficient, and sustainable footprint starting from FY2026/27. Deliverables achieved within 25-26 include: · Closure of selected Jobcentres and Service and Support Centres · Decommissioned temporary jobcentres established to support customers during the pandemic. Only one temporary jobcentre remains open to the public and this will be converted to a permanent jobcentre. · Completed investment work in Jobcentre and Service and Support Centre sites to improve the standard of buildings. · Progression of high-profile office moves in London · Moved colleagues into ‘award winning’ Fylde View building in Blackpool, contributing to wider local authority plans to regenerate the town centre. · Started construction of new Newcastle hub - due for completion in 2027. · Installation of 255 electric car charging points at over 100 DWP sites saving over 199.76 tonnes of CO2 to date. · Repaired or installed cycle racks at 94 sites. · Installation of Under Setting Sensors to improve our understanding of space utilisation within sites. · Feasibility work to inform future investment and divestment of sites · Launched a lift share app at five pilot sites, reducing travel costs and carbon impacts by facilitating shared commutes to the office. · Led on the implementation of 60% In Office Attendance across the Department. | 532.06 | 520.95 | 2.09 | The budget variance is less than 5%. | 3,367.17 | Compared to financial year 24/25-Q4, the programme’s departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) at £3367.17m. This increase is primarily due to the following factors: The transition from Programme Business Case (PBC2) to the departmentally approved Programme Business case (PBC4). PBC2 focused on Spending Review (SR21) delivery, largely targeting specific projects. PBC4 incorporates more detailed delivery planning for SR25 onwards. Key drivers include: • Revised assumptions following detailed delivery planning for SR25 including changes in the strategy for the number of sites. Previous PBC2 assumptions were based on SR21 hence less refined for future years. • More complex and higher cost projects compared to earlier network design activity. • Updated people impact costs reflecting lease end positions, alternative options, and ministerial decisions. • Updated cost modelling assumptions aligned to current industry benchmarks and construction inflation. • In PBC4 we have reclassified the IFRS 16 (International Financial Reporting Standards) impacts which are no longer part of the financial case cash position based on NISTA (National Infrastructure and Service Transformation Authority) advice | 3,938.00 | Compared to financial year 24/25-Q4, the programme’s departmentally agreed Whole Life Benefits at 25/26-Q4 (measured in £m) decreased to £3938m. This decrease is primarily due to the following factors: • The transition from Programme Business Case (PBC2) to the departmentally approved Programme Business Case (PBC4). PBC2 focused on Spending Review (SR21) delivery, largely targeting specific projects. PBC4 incorporates more detailed delivery planning for SR25 onwards. • Updated assumptions and delivery timelines led to revisions in projected benefits, aligned to the latest cost and phasing data. • In PBC4 we have reclassified the IFRS 16 (International Financial Reporting Standards) impacts which are no longer part of the financial case cash position based on NISTA (National Infrastructure and Service Transformation Authority) advice. | Not set | Ruth Studley | DWP_0013_2122-Q2 |
| SERVICE MODERNISATION PROGRAMME | DWP | Government Transformation and Service Delivery | The Service Modernisation Programme (SMP) is transforming services for over 20 million DWP customers, improving how we serve people across society, including children within separated families, people in later life, and individuals with health conditions or disabilities including those looking to progress into work and customers overseas. By transforming how we deliver DWP services, we can significantly improve customer experience and make it easier for frontline colleagues to support those who need us the most. To achieve our transformation aims we have a three-pronged ambition: Digital services with a human touch Embracing new technology, and improving the ways people can contact us Joined-up services, designed around the customer Simplified access, to improve positive customer experience Services that don’t stand still Improved data use helping us to detect and respond to fraud, error, and customer experience barriers | AMBER | Not set | Compared to financial year 24/25-Q4 the programme’s end-date at 25/26-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 8 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 during the financial year. 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. | 01/04/2022 | 31/03/2033 | Funding for PBC2 has been approved until end of June 2026. We are currently preparing an updated Business Case and commenced engagement with HMT around obtaining funding until 28/29. Conversations have been very constructive, and we are confident of achieving the levels of funding required for continued Programme delivery. (with the exception of Child Maintenance Service’s Policy Reform implementation, where funding is limited to discovery work whilst required legislative decisions remain outstanding.) | 80.91 | 70.23 | 13.19 | The budget variance exceeds -13% (-£11m). This is primarily due to the following reason: Slippage in new SR investment opportunities funded in PBC2 Refresh, that started in 2025/6 (£10.6m). The largest drivers within the opportunities are Care/Business Delivery Model equating to £3.23m and the online Customer Account (Get proof of your benefits and state pension) equating to £6.23m, which both had reprofiling of resources during the year. | 1,150.00 | SMP’s departmentally agreed Real Terms Costs at 25/26-Q4 (measured in £m) are £1,150m (rounded to nearest £m). This is primarily due to the following factors: A new iteration of the Programme Business Case (PBC2 Refresh) was approved by HMT that considers: - Spending Review opportunities - an increase of £340m. - A prioritisation exercise, focussing on initiatives that deliver the core objectives of Service Modernisation - a reduction of £68m. - Adding back Service Modernisation baseline Business As Usual staff - an increase of £77m - Updating sunk costs - an increase of £1m. | 2,111.00 | SMP's agreed baseline Real Terms financial benefits (measured in £m) are £2,111m (rounded to the nearest £m). This is driven by: 1. Inclusion of Spending Review (SR) Opportunities within the business case following HMT approval. The Spending Review opportunities include increased benefits for the Programme, due in the main to the inclusion of the following: a) Business Delivery Model - including the Customer Account b) Child Maintenance Policy changes c) Inclusion of Bereavement for the Programme. 2. Activity within Children's Services that has brought additional improvements such as Channel Shift, some re-organisation activity and Continuous Improvement activity. 3. Increases in workload volumes and salary cost increases. | Not set | Matthew Briggs, Alexander Chaplin | DWP_0217_2223-Q4 |
| PENSIONS DASHBOARD PROGRAMME | DWP | Information and Communications Technology (ICT) | The Pensions Dashboards Programme (PDP) is being delivered by the Money and Pensions Service (MaPS). PDP is an enabling programme, delivering the central digital architecture, standards and governance arrangements necessary for the dashboards ecosystem to operate. The pensions dashboards service 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 24/25, the NISTA/SRO Delivery Confidence Assessment rating at 25/26-Q4 remained at AMBER. This is primarily due to the following factors: The Amber rating reflects the delivery confidence assessment and findings of the most recent NISTA review held in March 2026, which noted the excellent progress made to date and found no blockers to delivery. Over the past twelve months we have made significant progress with onboarding pension schemes and providers to the central digital architecture with over 1,000 now connected, which represents over 60 million records or three quarters of those within scope; and are supporting MaPS colleagues with consumer testing for the MoneyHelper Pensions Dashboard, the first dashboard that will be made available, to demonstrate that the end-to-end service meets users' needs. In parallel, we are working with the regulators, DWP and other potential dashboard providers to develop the process and standards necessary to support other dashboards in the future. We are also putting in place transition arrangements, embedding the necessary governance arrangements, practices and procedures to manage Programme closedown and for the central digital architecture to operate as a business as usual activity. | 01/04/2019 | 31/03/2027 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same and is scheduled to be 31/03/2027. This is primarily due to the following factors‚ the Programme is on track to deliver its objectives by the scheduled end date of March 2027. Good progress made with the connection of pension schemes and providers to the ecosystem, citizen testing well advanced, and solid progress with the arrangements for transition and Programme closedown. | 34.29 | 30.45 | 11.19 | The budget variance exceeds 5%. FY 2025/26 in-year spend of £30.63m (real values) as of Q4 reporting was c£4m lower than £34.49m (real values) Departmental Baseline, resulting in variance of 11%. This was driven by the delivery of additional change work identified during programme reset. This increase in costs within the financial year was approved by the Department in October 2025. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | https://evaluation-registry.cabinetoffice.gov.uk/search/9cc3e74e-35c5-4a0c-84d5-0de3ccf158db/ | Iain Patterson | DWP_0029_2021-Q4 |
| 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). | GREEN | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to GREEN. This is primarily due to the following factors‚ successful delivery of the programme appears highly likely and there are no major outstanding issues that at this stage appear to threaten transition to business as usual. | Not set | 31/03/2026 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same, 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. | 87.8 | 89.09 | 1.47 | The budget variance is less than or equal to 5% | 1,094.99 | Compared to the financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost (measured in £m) decreased to 1094.99 for 25/26-Q4 WLC. This is primarily due to a reduction in forecast grant cost due to differences between modelled estimates and agreed local delivery plans, along with changes to optimism bias assumptions. | 2,566.22 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits (measured in £m) increased to 2566.22 for 25/26-Q4. This is primarily due to moving to a more accurate approach to calculating benefits. | Not set | Angus Gray | DWP_0304_2324-Q3 |
| Skills Bootcamps | DWP | Government Transformation and Service Delivery | Skills Bootcamps are free training courses for adults typically lasting up to 16 weeks, available across a range of sectors. They help people develop priority skills that are in demand at both local and national level. They are developed by training providers in partnership with employers. Skills Bootcamps have previously been delivered through two routes: national contracts managed in the Skills Bootcamps team in DfE, and grant funding to local areas which then procure and manage their own Skills Bootcamps to meet local skills needs. However, the Secretary of State for Education confirmed on 31 July 2024 that we do not expect to undertake any further national procurement at this time. The current national contracts will end live delivery by 31/07/2025 and conclude by 31/01/2026. The National delivery of the programme will end on the 31/03/2026. In addition, in line with Government priorities and as set out in the English Devolution Framework White Paper on 16/12/24, the Work Based Skills Directorate will be working to devolve delivery to local areas, beginning with two Mayoral Combined Authorities in 2025-26 and expanding more widely in 2026-27. Devolved local areas will receive un-ringfenced funding to deliver skills provision in their areas that will best meet their local needs. This move away from centrally managed national contracts and towards devolved delivery will involve much less active management and monitoring of delivery quality and outcomes and therefore a much smaller team, and Skills Bootcamps is expected to close as a government major programme, having successfully completed the Gate 5 review in June 2025, and all six recommendations being met and signed-off by the DWP Delivery and Performance Board by 16/04/2026. Off boarding is likely to be completed by 31/05/2026. | Not set | AMBER | Compared to financial year 24/25 Q4, the Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at AMBER. There remain workload pressures, but the resource position is currently stable. We are currently working to resolve staff allocated to the national contract programme as we transition into BAU. The risk of overspend the Skills Bootcamps programme budget in FY2025-26, is due to stronger-than-expected performance in local areas, resulting in the budget being allocated more quickly than expected. DWP has agreed to cover a significant proportion of the financial shortfall. Costs for the on-going legal challenge and legal claim are still on-going and are yet to be finalised. This will also transfer to DWP. Mitigations have been undertaken and senior colleagues have been in discussions with DWP, who have agreed to cover a substantial proportion of the financial shortfall. Grant activity and other related functions will continue as part of BAU operations as this work transitions to DWP. | 01/04/2020 | Low: 31/03/2026, Mid: 29/05/2026, High: 31/05/2026 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same as 31/05/2026. National delivery of the programme will end on the 31/03/2026. We expect that the programme will exit the GMPP on the 31/05/2026, as Mayoral Strategic Authorities (MSAs) increasingly assume responsibility for adult skills delivery from FY26-27. | 123.11 | 199.54 | 62.08 | The in-year variance exceeds 5%. This is primarily due to the following factors: The Skills Bootcamps programme is demand-led and thus is challenging to forecast accurately due to the large uncertainty. Over the course of the 25-26FY we found spend increased partly due to a greater number of learners beginning on the construction skills package national contracts than we initially forecast, alongside a stronger level of programme performance on grants delivery. | 790.39 | The programmes whole life costs are £790.39m (when applying an inflator). The winding down of national delivery means that spend in more recent years is lower than in previous years due to spend now only being on grants delivery. | Not set | We intend to develop a more robust baseline once the London School of Economics (LSE) Impact Evaluation of Waves 2 and 3 has been completed which will compare the outcomes of individuals who receive the intervention to a statistically matched comparison group and/or other econometric methods. The Impact Evaluation is scheduled to be available internally towards the end of 2026. It is too early in delivery to provide a forecast for FY25/26 as courses can run up to 31 March 2026, and providers then have a six-month window following the completion of the training to claim a positive outcome. The Impact Evaluation will compare the outcomes of individuals who receive the intervention to a statistically matched comparison group and/or other econometric methods. We envisage that that this will give us an improved baseline in the future. | https://evaluation-registry.cabinetoffice.gov.uk/evaluation/03c2bffe-cc35-4602-ba69-721f652f753b/, https://evaluation-registry.cabinetoffice.gov.uk/search/f0620855-feef-4cee-a265-f841b232ea79/, https://evaluation-registry.cabinetoffice.gov.uk/evaluation/e448641c-9af0-424f-91a5-a15357f6f9e9/, https://evaluation-registry.cabinetoffice.gov.uk/search/400f1944-6b3a-4b08-b60d-43e2fbedde9c/ | Kate Ridley-Pepper | DFE_0017_2021-Q3 |
| SYNERGY PROGRAMME | DWP | Government Transformation and Service Delivery | Synergy Programme is a collaboration between the Department for Environment, Food & Rural Affairs (DEFRA), Department for Work and Pensions (DWP), Home Office (HO) and Ministry of Justice (MOJ) 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) to those four departments and their. Arms Length Bodies (ALBS). 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. 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. The four departments support more than 250 000 civil and public servants who deliver some of the most vital and high-risk public services in our country. Synergy will make it easier for our people to do their job and deliver efficiencies that free up resources to focus on public outcomes. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to AMBER. This is primarily due to the following factors: - Delivery of structured Roadmap to Amber addressing NISTA recommendations - Demonstrable progress against NISTA critical findings (planning, governance, readiness) - Strengthened operating model, roles and cross-department working - Improved dependency, contract, and integrated delivery management - Increased planning maturity and clarity of delivery approach - Sustained improvement trajectory confirmed through Stage Gate 3 assurance | 01/04/2021 | 31/01/2029 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from December 2028 to January 2029. The shift from December 2028 to January reflects the re-baselined delivery plan which extended the common design phase and adjusted the release strategy and sequencing. This resulted in a small, controlled extension to accommodate a more robust and deliverable implementation profile. | 152.95 | 144.99 | 5.21 | The core programme outturn was within 5% of the ringfenced budget the overall variance exceeds 5% due to additional spend in partner departments being below the previous estimate following movement of costs into future years. | 1,990.99 | The projects departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) was £1990.99m. This is primarily due to updated numbers and reassessment undertaken in the move to full business case 2 from full business case 1. | 734.07 | The benefits are £734.07m over the 10 year business case period. Benefits were re-baselined in 25/26 for FBC2 and the landscape of the programme hasn't changed enough since 25/26 to re-baseline as the BPS provider is still onboarding. Work is ongoing to identify further benefits, particularly with the BPS and the Hub. | https://evaluation-registry.cabinetoffice.gov.uk/search/361462f0-797f-4251-a74c-98297b0fdeff/ | Dianne Jeans | DWP_0042_2122-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 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at AMBER. | 01/06/2022 | Low: 01/09/2031, Mid: 01/12/2031, High: 03/05/2032 | Compared to financial year 24/25 Q4, the projects end date at 25/26 Q4 remains at 1/12/2031. This is primarily due to the following factors: the successful awarding of the Phase 1 contract in January 26 to a leading Tier 1 Japanese contractor, the strategic decision to prioritise Phase 2 ahead of Phase 3 - ensuring resources are directed towards the most critical elements of the project - and the valuable insights gained from Phase 1, which are being leveraged to improve delivery of the subsequent phases. These elements collectively contribute to maintaining the established timeline and reinforcing the project's overall stability. | 3.13 | 1.58 | 49.57 | The budget variance exceeds 5%. This is due to: the contractors requesting an extension of the tender period so that they could familiarise themselves with UK specific requirements (both contract terms and building standards); and the approval of the Full Business Case taking longer than had been allowed for in the project programme. This led to a delay in contract award and hence a reduction in spend in 2025/26. The contract was awarded in January 2026. | 111.25 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from 101 to 120. This is primarily due to the following factors: inclusion of additional scope to deliver additional benefits, as well as further refinement in the design. The revised baseline was agreed by both FCDO and HMT in late 2026, ensuring alignment with updated project requirements and financial parameters. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors: the project is still in the early stages of development - we would expect to be able to calculate monetised benefits at the end of the RIBA Stage 4 design (Autumn 2026). Assuming proper maintenance admin savings are expected through reduced spend on utilities and maintenance. | Not set | 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, such as planning consents or tree preservation order, which binds successive owners and occupiers. This information is obtained as part of LA searches completed in the property buying process and is integral to the purchasers’ investment decision. | Not set | AMBER | Compared to financial year 24/25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the need for proven end to end delivery at scale by external suppliers, which will be proven in 2026, and external dependencies the programme manage on a case by case basis. | 01/03/2014 | 29/12/2028 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from 31/03/2027 to 29/12/2028. This is primarily due to a better understanding of delivery length assumptions, and completion of detailed programme delivery planning. This remains in line with the refreshed LLC Full Business Case. | 35.9 | 33.6 | 6.41 | Programme in year underspend is related to delivery. Current delivery schedules are extended, resulting in increased spend in latter programme years. | 346.22 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 remained the same. Following HMT FBC approval, revised baselines will be forecasted. | 8,221.01 | No changes to agreed benefit baselines until programme Monitoring & Evaluation Phase 3 completes in 2027. Current benefit realisation on track. | https://evaluation-registry.cabinetoffice.gov.uk/search/072ce9a1-5e0e-4729-8264-d0b904fbe5c6/ | Iain Banfield | BIS_0015_1516-Q1 |
| ENTERPRISE TAX MANAGEMENT PLATFORM (ETMP) | HMRC | Government Transformation and Service Delivery | Enterprise Tax Management Platform 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 revenue. | Not set | AMBER | The Programme Delivery Confidence Assessment remains Amber, with an improving trajectory and outlook as the Programme's commercial strategy implementation reaches conclusion. In December 25, the Programme awarded a contract to SAP for the provision of Enterprise Tax Management Platform (ETMP) software for the next 10-15 years and the Programme remains on track to appoint a Migration Delivery Partner in May 26. Migration enablement risk remains, centring around transforming the ETMP Application Programme Interface (API) landscape, how the applications interact with each other and reducing the size of the current platform. A Benefits Realisation plan alongside a business change strategy for the programme is maturing alongside identification of opportunities to reduce the delivery costs and will be presented in the next iteration of the Programme Business Case. | 29/07/2022 | 31/05/2030 | Compared to financial year 24/25-Q4 the project's end date at 25/26 has increased to 31/05/2030 due to delivery of 12 months Hypercare which is a period of heightened support following go-live. | 22.47 | 19.64 | 12.61 | The GMPP Q4 and Annual Report are not directly comparable because they use different reference points (Baseline, Forecast, and Budget). Using the Business Case baseline (£22.6m) shows a larger variance, while using the actual budget (£21m) reduces the variance to under 5%. | 480.87 | Compared to the 2024/25 financial year, the departmentally agreed Whole Life Costs range, approved by TAP (Treasury Approval Point) in November 2025, is £453m - £537m. The increase in costs is primarily driven by an increase in SAP contract duration (from 8-10 years) and a more mature understanding of the scope being delivered across SAP, HMRC and the future Migration Delivery Partner. | 42.09 | The previous version of Programme Business Case, approved in May 2024, was based upon an 8-year contract duration, projected whole life costs of £444m. We are reporting benefits of £47m but anticipate these will increase over time to £116m. The key benefit of this Programme is protecting this vital piece of critical national infrastructure which secures over £800bn of tax per year of tax. | https://evaluation-registry.cabinetoffice.gov.uk/evaluation/dad98463-2398-40e3-9bbe-1733c0450062/, https://evaluation-registry.cabinetoffice.gov.uk/search/991fbfd0-805d-4a41-9c44-61d1a91dc556/ | Sarah McMann, Paul Williams | HMRC_0292_2324-Q3 |
| Enterprise Customer Relationship Management (eCRM) | HMRC | Government Transformation and Service Delivery | ECRM will modernise how HMRC understands and supports customers by replacing fragmented legacy systems with a single enterprise CRM platform. This will give staff a complete view of customer interactions, enabling faster, more consistent resolution and simpler services for customers. ECRM will simplify how services are designed and delivered, reduce avoidable contact, strengthen compliance, and cut reliance on ageing systems. It establishes a long-term platform for continuous improvement, enabling HMRC to deliver fully joined-up services at scale. | AMBER | Not set | The programme is moving from set-up into active delivery, with commercial activity well advanced and a multidisciplinary delivery model now in place. ECRM has established a single, integrated team focused on delivering priority use cases early, building confidence through real delivery and rapid learning. The focus is now on sustaining a consistent delivery rhythm—securing the core platform, sequencing delivery across services and ensuring business readiness so that capability is adopted and value is realised. This approach prioritises early outcomes while building the foundation for enterprise-wide transformation. | 01/04/2025 | 29/03/2030 | ECRM is a phased, multi-year transformation to establish a single core SaaS CRM platform across HMRC while maintaining stable services. Delivery is focused on priority services, enabling early capability to be deployed, tested and refined in live environments. Future phases will scale this approach across the organisation, shaped by procurement outcomes, delivery learning and the sequencing of dependencies across services and systems. This ensures early value is delivered while maintaining control of risk and service continuity. | 12.44 | 7.98 | 35.83 | The budget variance exceeds 5%. This reflects the programme having only recently entered the end to end delivery lifecycle, when forecasts were necessarily high-level and based on early assumptions. As delivery plans matured, scope was defined in greater detail and commercial positions were firmed, including contracted activity and evidenced recharges. These changes resulted in a reduction to forecast costs and provide increased confidence that the outturn now reflects confirmed delivery intent rather than indicative early estimates. | 256.75 | Whole Life Cost estimates remain indicative and will be refined as procurement concludes and the delivery roadmap matures. Costs reflect the scale of implementing a core CRM platform, delivering priority use cases and managing the phased transition from legacy systems. Investment is being agreed incrementally in tranches to maintain affordability, value for money and delivery control, with future commitments aligned to confirmed scope, commercial outcomes and demonstrated progress. | 700.92 | ECRM will deliver direct benefits from early use cases and enabling benefits as the platform is adopted across services. Clear ownership and attribution are being established, with benefits recognised only where supported by delivery evidence and approved business cases. The benefits position will strengthen as delivery scales, adoption increases and legacy systems are retired. Realising full value depends on sustained business adoption alongside delivery of the core platform capability. | Not set | Mike Beddington | HMRC_0543_2526-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 5 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 Unity Vision is to transform HR, Finance and Procurement across HMRC, DfT and MHCLG groups, creating a unified shared service which is user centric, swift and cost effective. 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. | RED | Not set | Delivery confidence is improving. Since 2024/25, issues have emerged in planning, governance and delivery control, which have affected pace and confidence. The programme has now put in place a revised delivery approach and strengthened governance, with a clearer plan and leadership model to stabilise delivery. These actions are focused on restoring control and improving delivery confidence over the coming year. | 01/02/2021 | 30/04/2028 | Compared to financial year 24/25 Q4, the project's end-date at 25/26 Q4 increased from 31/12/2027 to 30/04/2028. This is primarily due to the following factors: There has been slower progress in development and delivery across projects than anticipated. There are also issues with current resourcing levels to achieve delivery timelines. Detailed replanning is underway to bring confidence to milestone delivery and Go Live dates. | 66.79 | 66.98 | 0.29 | The budget variance is less than 5% | 245.97 | Compared to financial year 24/25 Q4, the programme's departmentally agreed Whole Life Cost at 25/26 Q4 (measured in £m) remained at 259. However, it is anticipated that the movement of delivery timelines to the right, and addressing the under resourcing of the programme will result in the need for additional funds to complete the programme. This will be quantified in the next version of the Business Case being submitted late summer 2026. | 33.7 | Compared to financial year 24/25 Q4, the programme's departmentally agreed Benefits at 25/26 Q4 (measured in £m) remained at £33M. | https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fevaluation-registry.cabinetoffice.gov.uk%2Fsearch%2F166fc6ca-2104-4209-a3cf-83bf643cdcbe%2F&data=05%7C02%7Cnicola.wilkinson1%40hmrc.gov.uk%7C728d57d773b3470be43908dd6e13e37e%7Cac52f73cfd1a4a9a8e7a4a248f3139e1%7C0%7C0%7C638787753882857230%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=kI%2F6Chl6Z7LrgETzbRyF66EhVkA8kE%2FYz253d7OKUkE%3D&reserved=0 , https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fevaluation-registry.cabinetoffice.gov.uk%2Fsearch%2F166fc6ca-2104-4209-a3cf-83bf643cdcbe%2F&data=05%7C02%7Cnicola.wilkinson1%40hmrc.gov.uk%7C728d57d773b3470be43908dd6e13e37e%7Cac52f73cfd1a4a9a8e7a4a248f3139e1%7C0%7C0%7C638787753882857230%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=kI%2F6Chl6Z7LrgETzbRyF66EhVkA8kE%2FYz253d7OKUkE%3D&reserved=0, https://evaluation-registry.cabinetoffice.gov.uk/search/166fc6ca-2104-4209-a3cf-83bf643cdcbe/ | Adrian Scott, Cath Rollo | HMRC_0031_2122-Q3 |
| HMRC NORTHERN IRELAND DELIVERY PROGRAMME | HMRC | Information and Communications Technology (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. It is a 5-year programme that is due to close by April 2027. | Not set | AMBER | NISTA's Delivery Confidence Assessment rating at 25/26-Q4 is Amber. This is primarily due to the following factors. The programme continues to progress delivery of commitments within the Windsor Framework, as agreed between the UK and the EU. The Amber delivery confidence assessment reflects that the programme is on track to complete delivery of the remaining scope during 2026/27, but there remain some technically complex changes to achieve before closure can be confirmed. Risks to delivery and closure plans are being managed within existing programme and departmental governance. | 01/04/2022 | 31/03/2027 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remains scheduled to finish on 31/03/2027. This is primarily due to the following factors. Progress continues to be made with delivery against the programme strategic outcomes. Plans/expectations for 2026/27 to deliver the remaining scope and for closure of the programme are on track. | 123.11 | 123.11 | 0 | The budget variance is less than or equal to 5% | 712.9 | Compared to financial year 24/25-Q4, the project's departmental-agree Whole Life Cost at 25/26-Q4 increased from £573.05m to £717.7m This is primarily due to the following factors. In April 2025 the programme lifecycle was extended by 2 years, to meet the latest legislative and ongoing commitments, as set out in the business case. The programme is now due to close in April 2027. The additional costs are for IT delivery, resourcing, live service and includes contingency, for the additional period. | Not set | Compared to financial year 24/25-Q4, the project departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. This is unchanged from when the business case was first baselined and reflects that the programme is managing changes to customs and indirect tax systems to comply with policy and legislative requirements. | Not set | Sarah Hartley | HMRC_0164_2223-Q3 |
| MAKING TAX DIGITAL | HMRC | Information and Communications Technology (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 | The Amber delivery status recognises that the programme continues to navigate a challenging and complex delivery environment but remains on track to deliver successfully with robust risk mitigation plans in place. Over the last year, MTD continued to meet all key delivery and readiness milestones and a successful testing phase has further demonstrated service and operational readiness. A sustained engagement campaign has resulted in strong agent and customer awareness, and customer sign-ups are in line with forecast trajectories required to realise 26/27 benefits. The MTD Programme Board formally reviewed agreed key readiness criteria in September 2025 and January 2026, confirming the programme remained on track to go live from April 2026 with the first mandated cohort. Independent assurance has been secured through an Internal Audit review and the NISTA Gate 0/4 review. Both concluded that the programme is in a strong readiness position, with all key criteria met for go live. | 01/04/2016 | 31/03/2029 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same. The programme remains on track to deliver the costed scope as set out in its current business case by March 2029. | 138.06 | 137.59 | 0.34 | The budget variance is less than 5%. | 1,484.62 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £1,439.11m to £1,389.46m. This reflects the current scope of the programme, following some minor in year changes. | 4,477.49 | Overall programme benefits increased by £280m, driven by a combination of policy changes announced at Spring Statement and Autumn Budget 2025 (in particular those relating to Penalty Reform), revised customer costs/saving estimates, and refreshed determinants and population statistics. | https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fevaluation-registry.cabinetoffice.gov.uk%2Fsearch%2Ff6796d51-3a66-4354-be0b-068caffb83f4%2F&data=05%7C02%7Csamuel.jones4%40hmrc.gov.uk%7C05db35f70c7f4feb83cf08dd712233cd%7Cac52f73cfd1a4a9a8e7a4a248f3139e1%7C0%7C0%7C638791113907403798%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=KKqa2mykyytTcmn8ROPbJ%2FK5ykVZFLhkwBCnfT%2FEviw%3D&reserved=0, https://www.gov.uk/government/publications/making-tax-digital-for-vat-final-evaluation, https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fevaluation-registry.cabinetoffice.gov.uk%2Fsearch%2F673df455-887e-424e-a7c7-90f1bb99e932%2F&data=05%7C02%7Csamuel.jones4%40hmrc.gov.uk%7C05db35f70c7f4feb83cf08dd712233cd%7Cac52f73cfd1a4a9a8e7a4a248f3139e1%7C0%7C0%7C638791113907433152%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=A3GWxU%2ByR7vzAYks%2FLuwbuHICvBPkZkNib9qie0nGXQ%3D&reserved=0, https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fevaluation-registry.cabinetoffice.gov.uk%2Fsearch%2F1ed01770-18f0-497b-9950-23fe5d0944f3%2F&data=05%7C02%7Csamuel.jones4%40hmrc.gov.uk%7C05db35f70c7f4feb83cf08dd712233cd%7Cac52f73cfd1a4a9a8e7a4a248f3139e1%7C0%7C0%7C638791113907456881%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=imH4XS1iuqmEhX0Se05gb1ZtxqEl3imLlw2sQiIk3Hg%3D&reserved=0, https://eur03.safelinks.protection.outlook.com/?url=https%3A%2F%2Fevaluation-registry.cabinetoffice.gov.uk%2Fsearch%2F38fe3732-0544-4bbd-b4d5-8e52cb8530e6%2F&data=05%7C02%7Csamuel.jones4%40hmrc.gov.uk%7C05db35f70c7f4feb83cf08dd712233cd%7Cac52f73cfd1a4a9a8e7a4a248f3139e1%7C0%7C0%7C638791113907361019%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=QRNYP6JemupB5R3gSkc8N92M%2BhBXT%2F%2BLY8P9NE8lHpc%3D&reserved=0, https://evaluation-registry.cabinetoffice.gov.uk/search/38fe3732-0544-4bbd-b4d5-8e52cb8530e6/ | Jonathan Athow, Suzanne Newton | HMRC_0017_1617-Q2 |
| BUILDING OUR FUTURE LOCATIONS PROGRAMME | HMRC | Government Transformation and Service Delivery | HMRC’s locations strategy, announced in 2015, is key to enabling a modern tax and customs administration. The programme transforms HMRC’s estate to enable the organisation to operate from strategically important locations that support both government’s priorities and HMRC’s delivery. Our people will work in large, modern regional centres, regional offices and a London Headquarters from which we can better deliver our services. Our long-term offices are being sited in locations where HMRC can recruit, retain and develop a talented workforce, equipped with the digital infrastructure and flexible workspace needed to support and motivate our people. | Not set | GREEN | The programme’s Delivery Confidence Assessment improved from Amber to Green following a National Infrastructure and Service Transformation Authority (NISTA) review in July 2025. This reflects strong confidence in the programme’s governance, capability and delivery approach. In April 2026, the programme moved from NISTA GMPP reporting to Major Project status, with assurance now led by HMRC. The programme continues to secure and deliver long‑term locations that retain critical skills, minimise redundancies and rehire costs, and provide best value for money—supporting HMRC’s long‑term workforce sustainability and operational effectiveness. | 05/01/2016 | 05/04/2031 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same - 05/04/2031. Whilst the current assumption remains that the Locations Programme will close in 2030/31, the programme continues to undertake rigorous planning to ensure a smooth, well‑coordinated programme closure that protects delivery confidence and organisational readiness. | 201.79 | 212.5 | 5.31 | The 2025/26 full year final position is £10m higher than the departmental forecast reported at Q3 driven by recognising opportunities to accelerate areas of the programme which de-risks delivery timelines. | 2,831.53 | The programme was originally planned to complete within 10 years but is now expected to run for 15 years. In 2018/19, the business case was updated and the Whole Life Costs (WLC) were extended to a 25-year period, in line with industry standards. This approach has been used consistently in all subsequent business cases. As a result of the longer programme duration, the discounted HM Treasury WLC increased, but it remains within the overall WLC envelope set out in the original programme. | 143.88 | The programme's Benefits at 25/26-Q4 remain in line with the departmental baseline. Monetised benefits represent estate running cost savings as a result of exiting legacy estate and moving into new offices. | https://evaluation-registry.cabinetoffice.gov.uk/search/5fb623a6-bf67-48b2-a5d1-8851e1bab759/ | Louis C Roberts | HMRC_0015_1617-Q1 |
| Contact Centre as a Service (CCaaS) | HMRC | Government Transformation and Service Delivery | Contact Centre as a Service (CCaaS) is a programme to modernise HMRC’s contact centre technology. It will replace ageing systems with a secure, cloud‑based platform that makes it easier for customers to contact HMRC and for advisors to provide a better, more efficient service. CCaaS will improve call handling, digital contact options and service resilience, helping HMRC respond more effectively to customer demand while supporting future service improvements. | AMBER | Not set | The Contact Centre as a Service programme is rated Amber as it moves into mobilisation and discovery following supplier approval. The rating reflects known delivery risks, including maintaining service continuity during transition from legacy systems; ensuring sufficient delivery and integration capacity; achieving business readiness and adoption across operational teams; and dependency on timely deployment to realise benefits. These risks are understood and are being actively managed through phased delivery, strengthened business readiness activity, clear accountabilities, and ongoing governance and assurance. Delivery is being actively managed to maintain control of cost, scope and delivery assumptions, while strengthening capability and business readiness to support successful implementation and adoption. Ongoing assurance and governance arrangements are in place, with actions tracked to completion, providing confidence that the programme remains deliverable and that benefits will be realised as planned. | 01/04/2025 | 29/10/2027 | The schedule reflects the completion of procurement activity in line with plan and a continued focus on ensuring a safe and controlled transition from existing contact centre systems. The schedule continues to balance pace with service continuity, allowing sufficient time for implementation, testing and business readiness activities to minimise the risk of disruption to live services. | 6.33 | 5.64 | 10.87 | The budget variance exceeds 5% and reflects the transition from early, high-level estimates to a more mature and assumption-led forecast. As delivery plans and commercial positions have developed, previously indicative budget assumptions have been revisited, with greater clarity on scope, profiling and cost drivers. As a result, the current forecast provides a more realistic and evidence-based view of expected spend, with variance mainly driven by improved definition and the reclassification of uncertain elements rather than a change in overall delivery ambition. | 571.86 | The programme continues to deliver within its approved funding envelope. This reflects cost estimates that are consistent with the approved business case and the programme’s current stage, with costs being closely managed as the programme moves from procurement into delivery. | 237.99 | The programme has defined its expected benefits, and is expected to improve service resilience, customer experience and operational efficiency and is taking action to ensure it is affordable, delivers value for money and is achievable. The programme is establishing clear, measurable benefits with accountable owners, alongside baselining current performance to enable robust tracking of benefits realisation. Full monetisation of benefits will be completed following supplier selection and finalisation of the detailed design and operating model, when implementation choices and delivery profiles are confirmed. | Not set | Mike Beddington | HMRC_0544_2526-Q2 |
| NS&I Transformation | HMT | Government Transformation and Service Delivery | The Business Transformation Programme (BTP) exists to modernise NS&I’s technology, operating model and supplier arrangements so that the organisation can continue to deliver safe, secure and reliable savings products while providing long‑term value for money to the taxpayer. The programme is designed to replace ageing, expensive, inflexible legacy systems and move NS&I towards a more cost-effective, resilient, scalable and digital‑first service, enabling it to respond effectively to changing customer needs, Government policy requirements and market conditions. In doing so, the programme aims to: - Reduce the long‑term cost of running the business, including Business‑as‑Usual operations and future change delivery - Improve customer experience and accessibility, supporting digital self‑service while ensuring provision for vulnerable or excluded customers - Increase operational resilience and security, including improved cyber security and continuity of service through transition and beyond - Strengthen NS&I’s agility and change capability, allowing faster, lower‑risk delivery of new products and policy‑driven change for HM Treasury Overall, the Business Transformation Programme underpins NS&I’s ambition to become the UK’s most trusted savings provider, with a sustainable delivery model that supports public services over the long term and aligns with Government Major Projects Portfolio (GMPP) expectations for value, resilience and capability. | RED | Not set | Delivery confidence is assessed as RED because the programme cannot currently be delivered to agreed cost, schedule and scope without significant re‑planning and re‑baselining. There is no agreed, affordable end‑to‑end delivery plan, with delivery outcomes dependent on the resolution of active options analysis and future funding decisions. Confidence is further constrained by Spending Review affordability pressures, ongoing uncertainty around scope and sequencing, and the absence of a finalised, quantified benefits baseline. Until these issues are resolved and a preferred option is approved, delivery commitments cannot be made with confidence. Senior‑level intervention and agreement with HM Treasury are required to restore a credible baseline and improve delivery confidence. | 03/06/2019 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Matthew Smith | HMT_0004_2021-Q2 |
| NATIONAL STRATEGIC AUTOMATIC NUMBER PLATE RECOGNITION PLATFORM (NSAP) | HO | Government Transformation and Service Delivery | The National ANPR (Automatic Number Plate Recognition) Capability provides lines of enquiry and evidence in the investigation of crime and is used by forces throughout England, Wales and Scotland as well as approved Law Enforcement Agencies. The National Strategic ANPR Platform (NSAP) Programme is delivering the next generation of data store, integration and application capabilities to support Police and Law Enforcement in their public protection missions. | Not set | AMBER | Exempt under Section 31 (1) - Law enforcement | 01/03/2023 | 30/03/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remains the same date (29/03/30) | 39.03 | 36.73 | 5.91 | The budget variance only just exceeds 5%. This is primarily due to unforeseen pressures influencing in year forecasting. | 391.77 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 decreased from last year's WLC. This is primarily due to the reduction of the Optimism Bias. | 35.68 | Exempt under Section 31 (1) - Law enforcement | Exempt under Section 31 (1) - Law enforcement | Ian Caplan | HO_0332_2324-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 costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/schedule information | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/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 costs/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 | HO_0150_2223-Q2 |
| 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 | Compared with Q4 2024/25, the NISTA / SRO Delivery Confidence Assessment (DCA) rating for Q4 2025/26 remains Amber. This reflects a combination of continued delivery progress alongside ongoing risks and dependencies. There has been positive progress in the delivery of digital products and services, including strong uptake across Local Registration Services, with the Death Registration Service now live in all districts. However, delays relating to key digital infrastructure dependencies have impacted overall progress. Challenges with the quality of record transcription have required a reassessment of the Record Digitisation project’s scope and delivery approach. The Programme Board has agreed that this is an appropriate point to review requirements, with the intention of re-procuring within the next 12 months. This approach is expected to enable the programme to take advantage of emerging technologies, including artificial intelligence, to improve digitisation outcomes and value for money. As a result, timelines for record digitisation are expected to extend to accommodate this re-procurement activity. The Registration Legacy Infrastructure Transformation Project has continued to progress well, including the successful completion of a proof of concept to transition services onto a single site. This is expected to help alleviate estate-related pressures within the General Register Office (GRO), with the potential for this phase of the project to be delivered ahead of schedule. | Not set | 15/08/2030 | Compared with Q4 2024/25, the project’s end date at Q4 2025/26 remains unchanged at 29 March 2030. This reflects a broadly stable delivery trajectory, alongside evolving scope and external constraints. Development of new services continues at pace, with key connectivity-related risks having been addressed. A Programme Board decision has been taken not to extend the existing XBP scanning and transcription contract. As a result, a re-procurement exercise will be required, and the programme will reassess the approach to record digitisation to align with its longer-term ambitions. The programme continues to explore innovative approaches to deliver its objectives more effectively. Work is underway to inform business case development and delivery planning for 2026/27, with a focus on identifying clear implementation options that provide a robust basis for decision-making. These plans are being developed in close consideration of end user needs. Following direction at InvestCo in May 2024, the programme has incorporated the decommissioning of over 20 smaller legacy systems that were previously out of scope. A dedicated project—the Registration Legacy Infrastructure Transformation Project (Re-LiT)—was established to deliver this activity. Early progress has been positive, with initial objectives expected to be delivered ahead of schedule and within budget, contributing to the management of wider programme financial pressures. | 51.88 | 39.24 | 24.37 | The budget variance exceeds 5%, reflecting a combination of delivery rephasing and funding constraints. Since approval of the Programme Business Case (PBC) in September, the programme is forecasting an in-year reduction of approximately 20%. This is partly driven by delays to the Registration Legacy Infrastructure Transformation Project (Re-LiT), resulting in an in-year reduction of around £2.86m. Further reductions of between £3m–£4m are forecast in 2025/26 for the Record Digitisation project. This reflects the need to re-plan delivery in the context of affordability constraints, including changes to the approach previously agreed with the supplier. | 326.85 | During FY 2025/26, the CReST Programme’s cost position was realigned to the approved whole-life cost baseline of £348.05m, as set out in the Programme Business Case approved in September 2025. This baseline incorporates the costs associated with the development and operation of new digital services, contracted scanning and transcription activity, and core programme delivery. The updated cost profile reflects a matured delivery plan, including the timetable for required legislative changes to enable digital registration, the sequencing of Registration Legacy Infrastructure Transformation Project (Re‑LiT) decommissioning activity, constraints associated with the Southport estate transition, and the latest confirmed critical path. There has been no material cost growth driven by changes in scope during the year; movements in cost primarily reflect the re-profiling of expenditure and increased forecast maturity rather than any increase in the overall programme envelope. Enhanced financial oversight during the year has strengthened alignment between delivery plans and financial forecasts. This has reduced the level of forecast underfunding from 9% at Q2 to 3% by Q4. This improvement was primarily driven by a £3.65m reduction in the funding gap associated with Record Digitisation, alongside a £2.86m deferral of Re‑LiT costs following an assurance-led re-baselining exercise prior to full delivery commitment. Re‑LiT is also exploring opportunities to reduce cost pressures in FY 2026/27 by transitioning elements of delivery and support from programme-funded solutions to centrally funded enterprise services, reducing duplication and reliance on bespoke arrangements. Ongoing departmental discussions regarding potential reductions to Capital allocations over the period 2026/27 to 2028/29 present a risk to future affordability. While in-year cost control remains effective, the programme continues to carry a moderate affordability risk in the outer years, driven by delivery dependencies and funding uncertainty rather than forecast overspend against the approved baseline. | 320.18 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at £367M. This is primarily due to the following factors. Operational efficiencies throughout the Home Office and Local Registration Services (LRS), totalling approx. £45M per annum upon full realisation. Increase 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. | Not set | Thomas Greig | HO_0373_2425-Q1 |
| ASYLUM TRANSFORMATION PROGRAMME | HO | Government Transformation and Service Delivery | The Asylum Transformation Programme is transforming people capabilities, process and technology underpinning the end to end asylum system, 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 with Q4 2024/25, the NISTA Delivery Confidence Assessment (DCA) rating for Q4 2025/26 remains Amber. This reflects continued delivery progress alongside a number of ongoing risks and dependencies. The programme has maintained good momentum across multiple projects, with progress against its strategic objectives continuing. However, challenges remain in relation to resourcing and prioritisation within key enabling functions on which the programme is dependent. These dependencies continue to require active management and mitigation to support successful programme delivery. | 01/09/2022 | Low: 31/03/2027, Mid: 31/03/2027, High: 31/03/2027 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same: 31st March 2027. This reflects the successful delivery to date and the confidence in future plans. | 80.01 | 67.13 | 16.1 | The budget variance exceeds 5%. This is primarily due to the following factors; technical delays meant that spend was incurred later than expected. This was partly due to technical complexity which is inherent in some of the pioneering AI and automation work that the programme is delivering. | 429.95 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 increased from £362m to £431.78m. This is primarily due to an increase in programme scope for 25/26. | 13,059.47 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 increased from £2,748m to £13,153.14m. This is primarily due to the increase in programme scope for 25/26 to include Appeals-related projects; which brought a significant benefit. The Asylum Transformation Programme (ATP) has already delivered significant improvements in the UK asylum system; totalling over £1bn in benefits up to the end of 25/26. | https://evaluation-registry.cabinetoffice.gov.uk/search/05341c45-4a7b-4159-bac2-90d20098e3f0/ | Becca Jones | HO_0183_2223-Q3 |
| 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 a Home Office sponsored reform programme delivered in partnership with law enforcement, government agencies and the private sector. It aims to provide an accessible and effective service for individuals and organisations to report fraud and cyber crime, improving the flow of information and intelligence to support disruption of criminal activity and better protection of the public and businesses. The programme leverages enhanced technology and intelligence-led data analysis to strengthen the national response to fraud and cyber crime, supporting more effective identification, prevention and enforcement activity. The strategic objectives of FCCRAS are improve victim experience and satisfaction, support better criminal justice outcomes, prevent crime and reduce harm, enhance understanding of the threat from serious and organised crime, improve systems interoperability and alignment with wider national programmes. | Not set | GREEN | GREEN | 01/09/2020 | Low: 18/06/2026, Mid: 18/06/2026 | Compared with Q4 2024/25, the project’s end date at Q4 2025/26 has extended from March 2026 to June 2026. This reflects the time required to complete final assurance activity and support a smooth transition to business as usual operations. The subsequent Gateway 5 assurance review, conducted in April 2026, provided a Delivery Confidence Assessment of Green, confirming that the programme is well positioned to proceed to closure. Following confirmation of the Gateway 5 timetable, and to allow sufficient time to address remaining assurance recommendations and complete a comprehensive operational handover, the programme closure date has been revised by three months. The programme is now focused on finalising closure activities and transitioning fully to business‑as‑usual delivery. There is no impact to the approved financial or economic cases. FCCRAS is attending InvestCo for formal closure in June 2026. | 28.77 | 28.77 | 0 | The budget variance is less than or equal to 5%. | 169.06 | Compared to financial year Q4 2024/25, the project's departmentally agreed Whole Cost at Q4 2025/26 has decreased from £182m to £175.3m. This is due to the following factors following the decision to (a) adopt a phased go-live approach to release the service in stages, and (b) progress with a mitigation option to complete the Lot 1 component of programme delivery, the whole life cost of the programme was refined to reflect the actual cost of build and run, and no longer includes optimism bias. | 384.71 | Compared to financial year Q4 2024/25, the project's departmentally agreed Benefits at Q4 2025/26 remained at £402m. This is primarily due to the following factors benefits remain the same and have been reviewed following revision to the Full Business Case presented to InvestCo in June 2025. The Programme will be closing subject to InvestCo approval in June 2026. | Not set | Pete O'Doherty | HO_0045_2122-Q1 |
| RADIOLOGICAL AND NUCLEAR CHANGE PROGRAMME (RNCP) | HO | Government Transformation and Service Delivery | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 – National Security | Exempt under Section 24 – National Security | Exempt under Section 24 – National Security | Exempt under Section 24 – National Security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 – National Security | Exempt under Section 24 - National security | HO_0047_2122-Q1 |
| Asylum Support Accommodation Programme | HO | Government Transformation and Service Delivery | The Asylum Support Accommodation Programme (ASAP) is focused on establishing new delivery and commercial arrangements for asylum accommodation and support services, with the aim of creating a more sustainable, scalable and effective system. The programme will deliver a suite of new and transformed contracts as part of a wider operating model, supported by enhanced management capability to improve oversight and system performance. ASAP will also replace a number of existing contracts, including the Asylum Accommodation and Support Contracts (AASC), Advice, Issue Reporting and Eligibility (AIRE), and Asylum Support Payments (ASP). This transition reflects the need to address affordability pressures, strengthen contract management, and reduce risks associated with the current delivery model. | RED | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) at 2025/26 Q4 increased to Red. This reflects the findings of a recent Programme Assurance Review (PAR), which highlighted significant delivery complexity and sustained pressure across key enabling functions. A revised Business Transformation Delivery Model has been endorsed, representing a change in project definition and requiring a period of re‑planning and re‑baselining across the programme. The programme continues to work towards submission of the OBC1 (FACT) which the PAR team will return to assess, and subject to a successful review, the programme will return to an Amber status for the OBC to be reviewed at InvestCo. In January 26, the Bridging Accommodation & Services Project (BASP) was closed as its original aims were no longer achievable. Activity is underway to establish the Collective Accommodation Management Service (CAMS) project within the scope of ASAP. | Not set | 21/12/2029 | The programme end date remains 14 June 2030 and is unchanged, reflecting current delivery and transition assumptions. Project closure is scheduled for 21 December 2029, following delivery of the Hybrid – Cluster 4 milestone and the ASAP – Hybrid Mobilisation milestone. This is followed by an estimated transition period of approximately 5.5 months to business‑as‑usual operations, resulting in a programme closure date of June 2030. The ASAP Programme Plan has been approved and baselined, with further work undertaken to strengthen planning quality across all levels of the programme. Detailed resource requirements are being developed to provide a comprehensive view of demand across the programme. Change control processes have been refined and aligned with established governance arrangements under the Senior Responsible Owner, ensuring that the impacts of any changes to the delivery model are fully understood and managed. Work is also ongoing to ensure that the programme plan reflects the integration of key enabling functions required to support effective management control, underpinned by a comprehensive reporting framework. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | The projects departmentally agreed Benefits at 25/26 Q4 (measured in £m) is 0. The programme has not yet agreed benefits profiles, these are still being developed and will be agreed at Outline Business Case stage. | Not set | Becca Jones | HO_0286_2324-Q2 |
| Immigration Removal Centre (IRC) Expansion Programme | HO | Infrastructure and Construction | Immigration Enforcement's Detention Strategy & Programmes (DS&P) have been tasked to deliver an additional 1,000 male occupancy strategic / long-term detention bed spaces (increasing the total immigration removal centre (IRC) estate bed capacity from approximately 2,400 to 3,500). Delivery will be central to supporting the Government’s Plan for Change priorities “Strong Foundations: Secure Borders”, “Safer Streets”, and the Statement on “Restoring Order & Control”, by facilitating the Government’s / HO’s ambitions to increase the removal rates of those here unlawfully over time and strengthen public safety. It will also help address the need to manage the IRC Estate and maintain capacity while wider detention facilities are, where required, being refurbished or improved. The Immigration Removal Centre Expansion Programme is the DS&P vehicle to deliver these 1,000 bed spaces - through the redevelopment, and expansion of two previously decommissioned IRCs Campsfield, and Haslar. | Not set | AMBER | Delivery Confidence: Amber. Campsfield IRC Phase 1 - successfully accepted its first detained individual on 03/12/2025, with Optimal Occupancy achieved on 20/03/26, providing 160 beds in total. Haslar IRC Phase 1 - remains on track to complete construction in late 2026, with first detained individuals being accepted in 2027. Phase 2 - Main contractor contract award has been executed 21/04/2026 (for technical design initially), with RIBA 3 & 4 design activity commencing in 05/2026. Outline Crown Development application for Campsfield Phase 2 was submitted 13/03/26, alongside the Statement of National Importance. The Haslar Crown Development Application Notification of Intent and Ministerial ITN is on track for submission in 05/2026. IRCEP Programme - Following a NISTA Gateway 0 review in February 2025, IRCEP achieved an Amber rating. Since then 100% of NISTA's Gateway 0 recommendations have been formally discharged. | Not set | 14/03/2031 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 22 – Information intended for future publication | Will Round | HO_0330_2324-Q4 |
| Law Enforcement Data Service | HO | Information and Communications Technology (ICT) | The Law Enforcement Data Service (LEDS) is replacing the legacy Police National Computer (PNC) with a modern, secure and scalable data platform for policing and wider law enforcement agencies. LEDS is designed to provide continuity of core functionality while introducing enhanced capabilities, including image sharing, geo‑location data and automated alerts, enabling more effective access to and use of information across law enforcement. The PNC, which has been in operation for several decades, underpins critical policing activities, including arrests, traffic enforcement and safeguarding interventions. However, as an ageing system originally designed for an earlier technological environment, it is increasingly complex and costly to maintain and is less able to meet evolving operational and security requirements. LEDS provides a platform that supports more integrated, intelligence‑led policing and is designed to evolve over time in line with operational needs. By transitioning from legacy infrastructure to a modern data service, the programme aims to improve system resilience, data accessibility and the ability to respond effectively to emerging threats. | AMBER | Not set | The Amber delivery confidence assessment remains appropriate, reflecting continued progress in delivering the Law Enforcement Data Service (LEDS) and ongoing commitment to its modernisation objectives. While challenges remain, the programme is making measurable progress against its delivery plan, and successful delivery to agreed time and cost remains achievable in line with the approved business case. | 01/04/2014 | 31/12/2026 | The programme delivery schedule has been extended to enable Final Endpoint Switchover (FES) by September 2026 and programme closure by December 2026. This extension, along with the underpinning delivery milestones, was outlined in the updated programme business case, which was approved by InvestCo (Investment Committee) on 18 December 2025. | 218.33 | 141.52 | 35.18 | The budget variance is less than or equal to 5 (4.6%) at the end of Q4, and remains within agreed tolerances. The reported 35% variance in the table reflects a comparison between the approved business case baseline (which includes Optimism Bias) and actual expenditure (which excludes Optimism Bias). | 1,086.68 | In year forecast of £146.11m vs a funding allocation of £139.71m represents a 4.6% increase/variance. This increase is due to bringing forward work identified in Persons, Vehicles and SRG for FY26/27 into FY25/26. | 396.81 | Compared to financial year 24/25 Q4, the projects departmentally agreed benefits at 24/25 Q4 (measured in £m) decreased from £458.895m to £457.837m. This is primarily due to £1.06m of benefits moving from forecast benefit to realised. | Not set | Mark Gilmartin | HO_0036_1617-Q2 |
| Police National Database (PND) | HO | Information and Communications Technology (ICT) | The Home Office, in partnership with the National Police Chiefs’ Council (NPCC), delivers the Police National Database (PND), a national intelligence system enabling information sharing across police forces and law enforcement agencies. The system supports safeguarding, crime prevention and detection, and the protection of communities. PND is designated Critical National Infrastructure (CNI), with all users required to complete College of Policing training. In January 2024, the programme received approval for a £385.6m whole-life Full Business Case to deliver the PND 1.5 Transformation, aiming to extend service life, address technical debt, enable cloud migration, and modernise the service. Delivery challenges led to the programme being paused in June 2025. A revised delivery approach was subsequently adopted, focusing on stabilisation and sustainment through insourcing services into a Home Office data centre and addressing risks associated with legacy systems. This approach, and associated funding, was approved by the Investment Committee in March 2026. The programme is now focused on maintaining service continuity, transitioning away from the existing supplier arrangement, stabilising operations, and undertaking discovery to inform longer-term transformation options. | AMBER | Not set | At Q4 2025/26, the programme’s Delivery Confidence Assessment (DCA) improved to Amber (from Q4 2024/25). This reflects increased confidence following the decision to revise the delivery approach and focus on insourcing the PND service. Progress has been made in addressing delivery risks and constraints, including the development and review of a supplier-led plan to support insourcing. A refreshed Programme Business Case was developed and approved by the Home Office Investment Committee, supported by engagement with key stakeholders, including policing partners. In January 2026, the programme underwent an Assurance of Action Plan Review, which resulted in an Amber rating. The review recognised improvements in programme delivery confidence, supported by strengthened stakeholder engagement, effective communications, and a continued focus on collaboration and knowledge sharing. | 18/01/2024 | Low: 01/07/2027, Mid: 27/10/2027, High: 29/10/2027 | At Q4 2025/26, the forecast end date moved from 31 March 2026 to 27 October 2027. This reflects the revised delivery approach following the decision to pivot to an insourcing model. A delivery plan was developed with the incumbent supplier to support transition and contract exit, including an updated exit plan covering service transition arrangements. This plan sets out key milestones aligned to the insourcing approach, with delivery expected to commence in April 2026, service transition completed by July 2027, and an early-life support period extending to October 2027. The revised schedule reflects the prioritisation of a safe and secure transition, given the Critical National Infrastructure status of PND. | 53.69 | 13.84 | 74.22 | At Q4 2025/26, the programme reports a budget variance exceeding 5%. This reflects the revised delivery approach following the decision to pivot to an insourcing model. The change in approach was driven by risks to service continuity, including the ageing platform, increasing instability, and its inability to meet modern security standards. The revised Programme Business Case therefore prioritises service sustainment, continuity, and essential preparatory activity to enable future transformation. As a result of replanning, in-year costs have reduced, reflecting the pause in previously planned transformation activity and associated milestone payments. The revised scope also results in a reduction in whole-life cost and associated benefits compared to earlier forecasts. | 282.64 | At Q4 2025/26, the departmentally agreed Whole Life Cost decreased from £387.64m to £289.42m. This reflects the revised delivery approach following the decision to pivot to an insourcing model. The change in approach was driven by risks to service continuity, including the ageing platform, increasing instability, and its inability to meet modern security standards. The revised Programme Business Case therefore prioritises service sustainment, continuity, and essential preparatory activity to enable future transformation. As a result of replanning, in year costs have reduced due to the pause in previously planned transformation activity and associated milestone payments. The reduced scope also results in a lower overall whole-life cost and a corresponding reduction in forecast benefits. | 39.75 | At Q4 2025/26, the departmentally agreed benefits decreased from £639.31m to £43.1m. This reflects the revised delivery approach following the decision to pivot to an insourcing model. The change in approach was driven by risks to service continuity, including the ageing platform, increasing instability, and its inability to meet modern security standards. The revised Programme Business Case therefore prioritises service sustainment, continuity, and essential preparatory activity to enable future transformation. As a result of replanning and the reduced scope of transformation activity, forecast benefits have decreased. However, the longer-term benefits associated with modernisation and transformation remain achievable and will be explored through a future Business Case. | Not set | Mark Gilmartin | HO_0331_2324-Q4 |
| EMERGENCY SERVICES MOBILE COMMUNICATIONS | HO | Information and Communications Technology (ICT) | The Programme aims to replace Airwave, the current mobile communications service used by the 3 Emergency Services and other public safety users. The new service is called the 'Emergency Services Network' (ESN) and will operate over a 4G LTE commercial mobile network, enhanced to meet the public safety requirements for coverage, functionality, availability and security. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at AMBER after the NISTA Gate 0 review in November 2025. | 01/06/2011 | Low: 01/02/2030, Mid: 30/11/2030, High: 30/11/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same. | 1,022.78 | 512.06 | 49.93 | The budget variance exceeds 5%. This is primarily due to the following factors: 1. Core Costs –The financial year baseline contains all costs (core, non-core, and legacy) related to the programme. Core programme costs are apportioned by agreed Memorandum of Understanding (MoU) percentages for the relevant Funding Sponsor Bodies (FSBs) to make their contribution. The Financial Year Forecast contains only the net core costs borne by the Home Office. 2. Non-Core Costs – Non-Core Costs are borne directly by individual User Organisations and so, whilst they are modelled in the Financial Year Baseline, they are not all captured in the Financial Year Forecast. 3. Awarding of Major Contracts – The baseline is taken from the most recent approved business case, endorsed by HMT/CST on 14 November 2024, since which 2 significant contracts have been placed. Though these contracts have not greatly changed the whole life cost, they have resulted in costs being re-profiled. | 18,139.58 | Compared to financial year 24/25-Q4, the projects departmentally agreed Whole Life Cost at 25/26 remained at £19,181m. This is due to them being based on the same 2024 business case. An updated business case which would amend these whole life cost figures is still awaiting final Treasury approval but will be reflected in future submissions. | 3,723.69 | The Programme's departmentally agreed benefits at 2025/26-Q4 remained at £2,350 million (PV) over 19 years. This remains identical to financial year 2024/25-Q4. This is due to the 2025/26 PBC not yet having Chief Secretary to HM Treasury clearance. Please note the 2025/26 PBC has been cleared by Home Office Investment Committee following Funding Sponsor Bodies clearance. It has also obtained clearance from HM Treasury / NISTA. | Not set | Simon Parr | HO_0016_1213-Q1 |
| Cerberus | HO | Government Transformation and Service Delivery | Cerberus is the Home Office programme to modernise how the UK border identifies risk in people and goods before they arrive and as they cross the border. It brings together data from multiple sources and uses analytics to help officers focus on the highest risk passengers, vehicles and freight, while allowing legitimate travel and trade to flow more smoothly. Cerberus supports both passenger and freight movements. Its current focus is on transforming air passenger targeting and improving risk assessment for roll on roll off freight, alongside strengthening data governance, system resilience and security. This supports the planned retirement of legacy systems that are costly to run and increasingly unreliable, reducing long term technology cost and operational risk. The overarching aim of Cerberus is to strengthen border security by improving the quality and timeliness of targeting decisions. It is designed to increase the detection of criminal activity such as organised immigration crime, smuggling and other high‑harm threats, while reducing unnecessary checks that disrupt the public and businesses. By providing better information to intelligence and operational teams, the programme supports more efficient use of resources and more effective interventions at the border and upstream. Looking ahead, Cerberus provides the digital foundation for a more data‑driven border. It is being delivered in stages, allowing the Home Office to stabilise delivery, learn from ongoing technology trials, and adapt future plans as evidence and operational insight develop. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained AMBER. This reflects a balanced position of continued delivery progress alongside the scale, complexity, and transition risks inherent in the programme’s next delivery phase. The programme has demonstrated improved delivery confidence over the last year through strengthened programme management, clearer ownership of the product backlog, and effective closure of critical recommendations from previous NISTA assurance activity. Delivery performance has stabilised, with Cerberus continuing to forecast delivery within its agreed cost, schedule, and quality parameters and evidencing more mature planning, governance, and risk management practices. The AMBER rating also reflects the scale and ambition of Cerberus as a Tier A GMPP programme, including complex data integration, operational dependency management, and transition from legacy systems. While delivery confidence has improved, residual risks remain around supplier transition, dependency management, and the coordination of business change alongside technical delivery. These risks are recognised and actively managed through strengthened governance, enhanced assurance, and closer collaboration between the programme team, Home Office Digital, and operational stakeholders. Overall, the maintained AMBER rating provides a fair and proportionate reflection of Cerberus’ improving delivery trajectory, while recognising the inherent complexity of delivering large‑scale, data‑enabled border security capabilities within a live operational environment. | 31/12/2019 | 31/03/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same. Despite earlier delivery challenges and the need to re sequence activity in response to technical, supplier and operational dependencies, the programme has remained focused on delivery. The revised delivery profile supports the completion of priority capability within a complex operating environment, while allowing for greater delivery confidence following programme stabilisation. The schedule continues to be driven by the need to complete critical passenger and goods targeting capabilities, including Air Passenger and RoRo delivery, which sit on the critical path to the decommissioning of legacy systems. Maintaining the existing end date has required re‑sequencing activity within the delivery plan to prioritise operational readiness, data quality, and assurance requirements, particularly where earlier phases identified the need to strengthen audit and controls before progressing further capability. In addition, the programme operates within a highly interdependent delivery environment, relying on upstream data pipelines, shared platforms, and alignment with wider Border Force and Home Office transformation activity. The schedule reflects these dependencies and is designed to minimise risk to frontline operations while ensuring Cerberus delivers a sustainable, multi‑modal targeting capability. Overall, retaining the previously published end‑date demonstrates that Cerberus has absorbed delivery complexity through re-planning and prioritisation rather than extending the programme timeline, while maintaining confidence in the achievability of the final end state. | 37.48 | 38.75 | 3.41 | The budget variance is 5%, driven primarily by higher transition costs within CDEL arising from the transition from our current supplier to an in-house delivery capability led by HO Digital. A further element of the variance relates to Monitoring and Evaluation (M&E) activity, which represents an agreed pressure. The M&E work was a condition of the InvestCo arrangement and was not supported by a corresponding budget allocation, resulting in the remaining variance. | 285.1 | Compared to financial year 24/25 Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £240.970m to £288.70m. This is primarily driven by higher transition costs resulting from the supplier change. Monitoring and Evaluation work as part of the InvesCo condition, and a review of run costs. | 175.45 | Compared to FY 2024/25 Q4, the project’s departmentally agreed benefits at FY 2025/26 Q4 (measured in £) have remained stable. This reflects the continued maturity of the benefits baseline, with no material changes to agreed benefit assumptions during the period. This position is primarily due to the following factors - Benefits baseline stability. The departmentally agreed benefits baseline was confirmed and locked in FY 2024/25, with no material changes approved during the current reporting period. No material scope change There have been no significant changes to project scope that would materially increase or reduce the agreed benefits profile. Timing of benefits realisation. The majority of financial benefits remain scheduled for realisation in later phases of delivery, rather than within the FY 2025/26 Q4 reporting window. Assumptions unchanged. Key benefits assumptions (including volumes, behaviours, and dependency milestones) remain consistent with those previously approved through governance. Dependency alignment. Planned benefits remain dependent on the successful delivery and adoption of linked capabilities and operational changes, which are proceeding broadly as expected but have not yet triggered additional monetised benefits. No re profiling agreed. No re profiling or re valuation of benefits has been agreed through departmental governance during the period. | https://evaluation-registry.cabinetoffice.gov.uk/search/18a4ea84-11be-4a6e-94b1-b93b440827b7/ | Kara Claxton | 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 | AMBER | Compared with FY24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating decreased to AMBER in FY25/26 Q4. This is primarily due to two changes at portfolio level: • A 5% shortfall in Financial Crime officers in 25/26, resulting in two milestones moving into 26/27. The remaining officers will now be recruited across Q1–Q2 of 26/27. • A delay to the delivery of the new crypto storage solution, aligned to the end of the existing business as usual (BAU) storage contract. This adjusts the delivery milestone from June to December 2026. These changes do not impact programme cost, and forecast benefit reductions remain within programme tolerance levels. Throughout FY25/26, AMLAR enabled several major operations: • Operation Destabilise - (NCA-led international investigation) disrupting Russian money laundering networks linked to organised crime, drug trafficking and espionage. This led to 84 arrests and £20m seized. • Operation Hawksmoor - resulting in multiple arrests, the seizure of high value vehicles, £60,000 cash, and designer watches. • Operation Machinize - targeting high street crime, money laundering and modern slavery. Outcomes included closure of 10 shops, seizure of £40,000 cash, 200,000 cigarettes, 7,000 tobacco packs, 8,000 illegal vapes, and 2 vehicles. In FY25/26, the programme has delivered an additional £60m in criminal asset recovery, with an additional £290m restrained but not yet recovered, exceeding yearly benefit targets. It has also delivered 758 money laundering disruptions against a target of 404. | 01/04/2023 | Low: 30/09/2027, Mid: 30/09/2027, High: 30/09/2027 | Compared with FY24/25 Q4, the project end date has moved from 31/03/2026 to 30/09/2027. This change reflects a rebaseline of the programme to align with the decommissioning of the BAU Joint Asset Recovery Database (JARD). JARD decommissioning is a critical dependency for the delivery of the new Asset Recovery IT Service. Decommissioning is scheduled to complete by September 2027, which drives the extension of the programme timeline. | 39.23 | 35.74 | 8.89 | The budget variance exceeds 5%. This is primarily due to the following factors: recruitment and milestone delays. | 368.47 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from last year's £414.2m to £401.7m. This is primarily due to the following factors: reduced FY 24/25 Economic Crime Levy receipts which impacted the programme’s ability to grow in line with original recruitment delivery plans. Civil Service headcount cap restrictions also impacted the national Crime Agencies ability to grow as planned, which resulted in the deferral of circa 70 resources to other delivery partner areas at a reduced cost per full time equivalent resource. | 1,097.24 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) increased from £1214.43m to £1215.46m. This is primarily due to the following factors: Further work was undertaken to refine benefit modelling, removing areas of optimism bias that was included in the original model to reflect uncertainties at the time. The outputs from the recruited Financial Investigators has also been refined resulting in increased asset recovery outputs. | Not set | Andrew Preston | HO_0228_2223-Q4 |
| FUTURE BORDER AND IMMIGRATION SYSTEM PROGRAMME (FBIS) | HO | Government Transformation and Service Delivery | FBIS is transforming The UK’s border and immigration system into a streamlined, digital system which benefits our customers, enhances the security of the UK and prevents abuse of the system. The programmes top priorities include delivering eVisas, Electronic Travel Authorisation (ETAs), Routes and Applications Transformation and Border Vision. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the ongoing key risk in the plan; limited contingency. Any significant slippage will need clear prioritisation decisions. | 01/04/2018 | 31/03/2027 | Compared with Q4 2024/25, the project’s end date at Q4 2025/26 remains unchanged at 31 March 2027. This reflects the position set out in the latest Programme Business Case, which did not seek to extend the approved delivery timeframe. The programme maintains a clear understanding of its scope and has established delivery plans to realise its intended benefits. | 1,068.87 | 1,262.26 | 18.09 | The budget variance exceeds 5%. This is primarily due to optimism bias and contingency, included in the baseline, was not required. | 5,140.89 | Compared with Q4 2024/25, the programme’s departmentally agreed Whole Life Cost at Q4 2025/26 has increased from £4,536m to £5,556m. This reflects the inclusion of running costs through to 2035/36, as well as cost increases across the period 2026/27 to 2034/35. The most significant increases in running costs are associated with Home Office Digital and Customer Services, reflecting updated delivery assumptions and the ongoing operation of the service. | 13,047.81 | Compared with Q4 2024/25, the programme’s departmentally agreed benefits at Q4 2025/26 (measured in £m) have decreased from £13,681m to £13,208m. This reflects the approval of the FBIS Programme Business Case (PBC) 2025 by HM Treasury in July 2025, which reset the departmental baseline for benefits from FY 2025/26 onwards. As part of the updated business case, a number of benefits previously included in the PBC 2024 baseline were treated as realised or sunk. This includes areas such as eVisa operational efficiencies, Detention and Workforce operational efficiencies, commercial savings, and reductions in eVisa call centre demand. As a result, these benefits are no longer reflected in the forward-looking baseline reported through GMPP, leading to an overall reduction in the total benefits figure. | Not set | Simon Bond | HO_0039_1920-Q4 |
| HOME OFFICE BIOMETRICS (HOB) PROGRAMME | HO | Information and Communications Technology (ICT) | Home Office wide convergence programme for biometrics within Government. 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 Law enforcement, Immigration, Borders, Passport and Criminal Justice. | AMBER | Not set | Compared with Q4 2024/25, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at Q4 2025/26 remains Amber. This reflects the complexity of the Home Office Biometrics (HOB) Programme, which continues to deliver against a broad set of stakeholder requirements within a complex supplier landscape. During 2025/26, the programme has made measurable progress, including successful delivery of key milestones such as Strategic Matcher Stage 1. While challenges remain, the programme continues to advance delivery in line with its overall objectives. | 01/04/2014 | 31/12/2026 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same. This is primarily due to the following factors‚ delivery has remained on track and activity to transition to a Biometric Service has been progressed to plan in preparation for closure of the programme. | 110.04 | 107.03 | 2.74 | The budget variance is less than or equal to 5% | 1,809.85 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increase from £1,561m to £1,746m. This is primarily due to the following factors: Increase in programme cost, additional year reported and increase in Business As Usual (BAU)/Live Run cost. | 1,309.81 | Compared to financial year 24/25-Q4, the programmes departmentally agreed Benefits at 25/26-Q4 increased slightly from £110m in 24/25 to £117m in 25/26. This is primarily due to an updated benefits profile, including increased benefits associated with fingerprint matching. | Not set | Jason Dewhurst | HO_0033_1415-Q3 |
| ASYLUM ACCOMMODATION PROGRAMME (AAP) | HO | Government Transformation and Service Delivery | Asylum Accommodation Programme (AAP) increases the availability of safe and compliant asylum accommodation to meet statutory demand and reduce reliance on contingency hotel use. It will support a managed transition away from hotels, in line with the Government’s wider policy commitments. | RED | Not set | Compared with Q4 2024/25, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at Q4 2025/26 remains Amber. This reflects broadly stable progress against the delivery plan, alongside ongoing dependencies and approvals. Progress remains in line with plans, with the surveys required to inform site planning and delivery now commissioned. As the programme progresses, timely approval across multiple sites will be a key factor in maintaining delivery momentum and achieving planned outcomes. | 28/01/2022 | Low: 31/03/2027, Mid: 31/03/2027 | Exempt under Section 22 - Information intended for future publication | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 22 – Information intended for future publication | Andrew Larter | HO_0149_2223-Q2 |
| Levelling Up Home Building Fund | MHCLG | Infrastructure and Construction | The Home Building Fund supports small and medium sized housebuilders, infrastructure developers 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 | The SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Green. Most funding has been committed, with enough headroom to support projects that need further investment. Delivery is on track to meet or exceed the c.54,000 homes target, with revised forecasts increasing expected delivery to around 69,000 homes. This reflects strong progress in securing new commitments during 2025/26. | 25/11/2020 | 31/03/2032 | There has been no change to the schedule for the programme. | 575.41 | 474.75 | 17.49 | The budget variance exceeds 5%. The in-year reduction in expenditure was primarily driven by subdued market activity and reduced confidence among Subject Matter Experts (SME). This led to a slower pace in contracting new projects than originally anticipated, resulting in delays to site commencement. Consequently, some planned expenditure for 2025/26 was deferred into the 2026/27 financial year and beyond. | 1,990.98 | The WLC remains unchanged, despite the need for some reprofiling across financial years. | 1,675.47 | The monetised benefits relate to those associated with the additional housing impacts of the programme. These benefits are a high level estimate based on the Value for Money (VfM) assessment for projects as they are monitored and flow through the Assessment Framework (AF). The monetised benefits are primarily based on estimating the Land Value Uplift (LVU) from a change in productive use, in line with MHCLG appraisal guidance and the VfM framework for the programme. | Not set | Nigel Barclay | DLUHC_0135_2223-Q1 |
| GRENFELL SITE AND PROGRAMME | MHCLG | Infrastructure and Construction | The Grenfell Tower fire was a national tragedy in which 72 people lost their lives, with a profound and lasting impact on the bereaved families, survivors and the wider community. The Grenfell Programme oversees the works to carefully take down the Grenfell Tower, and works with the Grenfell Tower Memorial Commission to deliver a fitting and lasting memorial that honours those who lost their lives, a second site to carefully lay the Tower to rest and an archive. The programme further remains committed to working with bereaved families, survivors, the immediate community, partners across government, health services and the Council to ensure that families and the community continue to receive the support they need in the long term. | Not set | AMBER | The SRO Delivery Confidence Assessment rating at 25/26-Q4 remained at Amber. Delivery across the programme remains achievable, with active management of risks and issues. In November 2025, Freehaus was selected as the new Multi-Disciplinary Design Team (MDDT). The MDDT is in the process of developing a Memorial Design in collaboration with the community. Engagement with internal and external stakeholders remains critical and a core focus for the programme team. | 15/07/2019 | Low: 30/09/2030, Mid: 30/04/2031, High: 31/03/2031 | There has been no change to the schedule for the programme. | The GMPP project is still at the planning stage (Pre-SOC or equivalent) and is not yet in a position to provide costs/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 costs/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 costs/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 costs/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, Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Camilla Sheldon | MHCLG_0001_1920-Q3 |
| HOUSING INFRASTRUCTURE FUND | MHCLG | Infrastructure and Construction | The Housing Infrastructure Fund (HIF) provides capital funding for critical infrastructure, such as transport, utilities and site remediation, to unlock housing delivery. The programme is expected to unlock the construction of circa 255k homes. | Not set | AMBER | The SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. The rating reflects the delivery broadly in line with expectations alongside ongoing complexity in the final stages of the programme. Homes England and MHCLG have proactively managed risk across the largest and most complex Forward Fund projects, where the majority of remaining activity is concentrated. While delivery remains stable, external market, economic and environmental factors continue to impact progress at project level and require active mitigation. The programme has responded to assurance findings, implementing NISTA recommendations including revisions to delegated authority limits to streamline decision-making and further development of the risk and controls framework to reflect programme maturity. With the National Housing Delivery Fund now approved and launched, HIF will transition into a unified governance structure, strengthening oversight and ensuring consistent management of delivery, risk, cost and performance across legacy and successor activity. | 30/12/2016 | 31/03/2028 | There has been no change to the schedule for the programme. | 516.47 | 470.17 | 8.96 | The in-year budget variance exceeds 5%, reflecting reduced close-down costs, programme delays and under-utilised contingency, alongside the withdrawal of a scheme. Delivery risk continues to be actively managed across the largest and most complex projects, where the majority of remaining HIF expenditure is concentrated. | 4,250.15 | The WLC has decreased by £131m, reflecting a number of material amendments across the programme and adjustments for inflation in real terms. These include project withdrawals and changes to delivery scope and timing, with some costs being deferred into later years as schemes progress. The incorporation of HIF headroom into the NHDF portfolio has also contributed to changes in future expenditure projections. | 10,600.36 | Change requests this Financial Year have had a mixture of positive and negative impacts on monetised benefits resulting in no significant changes to monetised benefits. The programme delivers benefits through enabling infrastructure (including roads, rail and schools) and the unlocking of net additional homes, alongside wider economic and regeneration impacts. Evidence gathered through the HIF Benefits Strategy is informing the approach to reporting both monetisable and non-monetisable outcomes. | Not set | Cathy Francis, Lise-Anne Boissiere | MHCLG_0004_2021-Q4 |
| 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 funding the decontamination of previously used land. | Not set | GREEN | The SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to Green. This uplift is driven by BIL meeting and exceeding its target metrics (67k housing capacity unlocked against a 65.5k target, 500k sqm employment floorspace unlocked against a 200k sqm target, and 78% funding used on brownfield projects against a 72% target). Furthermore, all delivery partners have established strong delivery pipelines, providing a clear and credible route to future delivery. Key risks remain, particularly around cost pressures, contractor capacity and the Building Safety Act - particularly for higher-risk and more complex developments, which are generating additional design costs, extending pre-commencement timescales, and increased regulatory burden for developers. | 01/07/2023 | 31/03/2031 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 increased from 31/03/2029 to 31/03/2031. The extension is isolated rather than programme-wide is driven by a single BIL National Project, which has received approval to spend BIL funds in 2029/30 and 2030/31. All other BIL projects remain on track to complete construction and spend by the original end date of 31 March 2029. | 400.33 | 400.33 | 0 | The budget variance is less than or equal to 5%. | 1,506.89 | The WLC has increased by £9m. This reflects Homes England’s approach to use existing BIL projects to bridge the gap ahead of the National Housing Delivery Fund (NHDF) launch on 1 April 2026, alongside adjustments for inflation in real terms. This has been enabled by combining NHDF funding into a single, flexible pot, allowing Homes England to move funding between new and existing activity as needed. This flexibility is now reflected in the updated departmental baseline. | 2,654.40 | Whilst our expectation on the level of benefits remains unchanged, the benefits strategy and benefits realisation planning is being finalised. Key benefits are expected to include increased employment floorspace, net additional homes (including breakdown by tenure), and enhanced social and physical infrastructure delivery, with programme-end evaluation expected to monetise the impact of infrastructure outputs. The BIL programme has piloted the collection of data on infrastructure outputs and is now receiving information from delivery partners on outputs such as number of schools, utilities, healthcare facilities, public realm, bridges, rail stations and km of road enabled by BIL. | Not set | Cathy Francis, Lise-Anne Boissiere | DLUHC_0364_2324-Q4 |
| 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 on 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. The programme is progressing the development and rollout of AI-enabled planning tools to support the shift from document-based processes to a digital, interoperable planning system. This includes Extract, which converts historic planning documents and maps into standardised, usable data, and Augmented Planning Decisions, which uses this data to enable faster, more consistent decision-making—initially targeting a significant reduction in processing times for householder applications. | AMBER | Not set | The SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. The NISTA Gateway Review took place in February 2026, assessing the programme’s readiness for the next phase of delivery. The review team were complimentary of the programme recognising improved delivery maturity within a complex and evolving environment. This resulted in an Amber delivery confidence rating, reflecting progress alongside the inherent challenges of scaling delivery nationally. The programme has prioritised activity to address the 12 Gateway recommendations which were focused around integrated planning, adoption, governance. A central priority is developing an integrated, outcome-focused plan that aligns dependencies, milestones and benefits across policy and delivery; this underpins several other recommendations. Key delivery risks are being managed through closer collaboration with partners and more targeted engagement with local authorities to support adoption. Governance is evolving to place emphasis on business change and operational delivery, with broader stakeholder involvement to strengthen ownership, accountability and benefits realisation. | 01/09/2020 | Mid: 29/03/2030, High: 31/03/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from 30/03/2027 to 29/03/2030. This reflects an updated business case agreed at the recent spending review which sets out plans to scale digital transformation of the planning system, moving from pilots to widespread adoption. Key plans include scaling the Planning Data Platform, mandating data standards, enabling national data sharing and AI use, and shifting towards market intervention so suppliers meet a modern software definition. By 2030, the aim is a faster, data-driven system delivering productivity gains, better decisions, which will enable the delivery of 1.5 million homes. | 23.73 | 23.73 | 0 | The budget variance is less than or equal to 5%. | 218.54 | The WLC has increased by £71m, reflecting increases from Spending Review Phase 2 and adjustments for inflation in real terms. | 169.15 | The programme’s benefits combine cash and non-cash impacts from improved access to planning data and modern software, enabling faster decisions, more efficient processes, and better digital engagement. These align to Financial Year 25/26 outcomes, including quicker planning decisions, more transparent plan-making, and improved infrastructure delivery. The main cashable benefits include savings from digital citizen engagement tools; licence fee savings through adoption of the programme’s development management software; and reduced costs to local planning authorities in preparing local plans using digital plan making tools. In addition, the programme delivers non-cash benefits including reduced administrative burden for local authorities, improved accessibility of planning information, and greater consistency in decision-making, contributing to a more predictable and responsive planning system. | https://evaluation-registry.cabinetoffice.gov.uk/search/7ae041a8-20c2-4914-a175-31fd73a7e320/ | Charlotte Spencer Caroline Crowther | DLUHC_0181_2223-Q3 |
| Remediation Portfolio | MHCLG | Infrastructure and Construction | The Remediation Portfolio’s overarching strategic objective is to bring all buildings over 11 metres affected by unsafe cladding up to the minimum life-safety standard quickly, completely, proportionately and consistently. Its objectives are to identify all affected buildings, remediate them at pace and ensure those responsible pay, thereby protecting the taxpayer. These objectives are underpinned by four operating principles: supporting residents, remediating to the right standards, delivering value for money and taking a risk-based approach. Remediation funding above the Government’s capped £5.15bn contribution will be recouped from industry. | RED | Not set | While delivery is set to accelerate, with more buildings expected to start remediation during this Parliament than prior to 2024/25, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to Red. This reflects risks to pace and affordability which are constraining delivery against planned timelines, including higher-than-anticipated social housing volumes, Building Safety Regulator constraints impacting progression of works, the need to accelerate delivery through developers and anticipated construction cost inflation. As a result, delivery against the Remediation Acceleration Plan and within the 2025 Full Business Case assumptions remains challenging. Targeted action is underway, including increasing Gateway 2 throughput, strengthening delivery planning with social sector partners, and working with developers to improve pace. Developer cost recovery activity is progressing, alongside preparations for the Building Safety Levy launch (October 2026). As of March 2026, 4,322 buildings over 11 metres have been identified with unsafe cladding, representing an estimated 50–76% of all buildings that will require remediation as part of MHCLG’s remediation programmes. For the 4,322 buildings identified with unsafe cladding, remediation has started on 2,399, including 1,531 that have been completed and 868 now on site. A further 1,923 buildings are in the programme but have not yet started on site. | 26/06/2023 | 31/03/2036 | There has been no change to the schedule for the programme. | 887.64 | 840.58 | 5.3 | The CDEL 25/26 budget variance exceeds 5%. Underspends were predominantly driven by the ACM programme, where key milestones were not achieved in time for costs to be recognised by year end. These underspends reflect delivery slippage rather than savings and are expected to be incurred in future financial years. | 9,726.60 | The WLC has increased by £104m following the Spending Review outcome and adjustments for inflation in real terms. This update includes a lower estimated number of buildings but higher per building costs, which has slightly increased the estimate. | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | https://evaluation-registry.cabinetoffice.gov.uk/evaluation/7703cb94-ea5e-48a0-a7a0-d7cf813dc8dc/ | Jamie Cowling | DLUHC_0250_2324-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 and create high-quality jobs for communities. All 12 Freeports are now “open for business”, offering a range of benefits to businesses looking to invest into the UK, including tax reliefs on specific sites, public seed investment (grants) to create investible propositions, and dedicated support for innovation and international trade. | Not set | AMBER | The SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. The rating recognises the Programme’s successful transition from set up into delivery. The most recent (April 2026) assurance review conducted by NISTA confirmed that the Programme has demonstrated substantial progress. All twelve Freeports across England, Scotland and Wales are now operational, with strong public accountable bodies and delivery bodies established, tax sites designated, and activity underway including early investment and business activity on the ground. | 08/02/2019 | 05/04/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from 31/12/2027 to 05/04/2030 to reflect delivery across Scotland and Wales. England remains unaffected. | 69.77 | 69.77 | 0 | The budget variance is less than or equal to 5%. | 378.33 | The WLC has increased by £66m, due to seed capital grants forecast for Scottish Green Freeports and Welsh Freeports for financial year 2025/26 which are now incorporated within the whole life costs and adjustments for inflation in real terms.. In addition, programme costs have profiled into future financial years until 2029/30 in line with the programme end date. | Not set | The Freeports programme is expected to deliver a range of long-term benefits, including regeneration, improved skills and labour market outcomes, enhanced infrastructure and transport connectivity, and environmental improvements. Current monitoring appropriately focuses on the delivery of outputs, with established mechanisms in place to track progress against funded activity. While these outputs provide early evidence of delivery, they do not yet represent realised benefits. Formal evaluation of benefits has therefore not yet been undertaken, reflecting the time required for outcomes to materialise. An impact evaluation is planned for later in 2026, with a full evaluation to follow. | https://evaluation-registry.cabinetoffice.gov.uk/search/022789f7-f0d1-4bd1-a329-69967e250f8d/ | Will Davis | MHCLG_0008_2122-Q1 |
| 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 | The SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at RED. The nominated Minister will need to retake the planning decision before the Programme can proceed to construction. | 27/01/2015 | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | 5.13 | 2.3 | 55.21 | The budget variance exceeds 5% due to programme slippage. The key reason for delay is that the UK Holocaust Memorial & Learning Centre Programme is awaiting a decision on its planning application, which is required before construction can proceed. | 141.87 | The WLC has increased by £4m primarily due to a longer programme, and unforeseen design costs and adjustments for inflation in real terms. | Not set | 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. | Not set | Peter Lee | MHCLG_0005_2021-Q4 |
| Affordable Homes Programme (AHP) | MHCLG | Infrastructure and Construction | The Affordable Homes Programme (AHP) is the grant funding vehicle used by Government for the delivery of social and affordable housing in England. It allocates grant funding to Registered Providers of social housing to help support the capital costs of developing affordable housing for rent or sale. In 2023, revised targets were agreed with the delivery agencies which re-baselined the Programme to a new delivery range of 110,000-130,000; this was announced in 2024. | AMBER | Not set | The SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. Following the data received from agencies, we have now reached at least the lower end of the overall target range of 110,000-130,000 homes. We expect a further c.10,000 housing starts with deadline extensions to follow in 26/27. While the GLA did not meet its 2021–26 target, it remains confident that delivery will increase under the extended timetable. This confidence is supported by its 2025/26 performance, which saw the highest number of starts delivered in the programme to date. | 03/01/2021 | 31/03/2030 | There has been no change to the schedule for the programme. | 3,168.01 | 3,168.01 | 0 | The budget variance is less than or equal to 5%. | 12,230.50 | The WLC remains the same. There has been a minor variance in year by year budgets following business planning outcomes in the department. We intend for the programme to spend to its full budget. | 16,559.67 | These benefits consist of increased housing supply from the construction of new social and affordable units (measured by Land Value Uplift), distributional benefits and wider fiscal impacts. | https://www.gov.uk/government/publications/affordable-homes-programme-2021-2026-evaluation-scoping-report, https://evaluation-registry.cabinetoffice.gov.uk/search/cfa89645-4ca1-46aa-8ca2-36346cd692e3/, https://evaluation-registry.cabinetoffice.gov.uk/search/d136246a-01bd-4f7c-ba90-4124d096981f/ | Emma Payne | DLUHC_0138_2223-Q1 |
| FUTURE CRUISE ANTI SHIP WEAPON (FCASW) | MOD | Military Capability | This programme aims to achieve delivery of a next generation complex weapon for the UK to meet the RAF’s Selective Precision Effect At Range Capability 5 (SPEAR 5) and the Navy’s Future Offensive Surface Warfare (FOSuW) requirements. In doing so it is the cornerstone of UK / French bilateral cooperation as part of the ‘Lancaster House Treaty’, which now includes Italy as a full partner and ensures UK Freedom of Action, Operational Advantage, prosperity and critical UK industrial capability in the complex weapons arena. | Not set | AMBER | Exempt under Section 43 - Commercial interests | 01/07/2017 | 01/03/2070 | Exempt under Section 43 - Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | James Dowson | MOD_0139_2122-Q1 |
| MODNET EVOLVE | MOD | Information and Communications Technology (ICT) | 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 commoditisation 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. | GREEN | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to Green. This is primarily due to the following factors. 1. The completion of the migration of all 180,000 OFFICIAL Tier users worldwide to the new MODNET OFFICIAL service, the completion of the migration of the 20,000 SECRET Tier users worldwide to the new MODNET SECRET service, and the planned closure of the programme by July 2026. | 29/02/2016 | 31/07/2026 | Compared to financial year 24/25-Q4 the programme's end date at 25/26-Q4 remained the same at 31/07/2026. | 30.39 | 42.05 | 38.37 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. Reflects a forecast over-spend against budget of £12.037M and is primarily due to the revised delivery schedule for the OFFICIAL Tier, which resulted in legacy services continuing for a further 2 months. | 309.19 | Compared to financial year 24/25-Q4, the projects departmental-agreed forecast Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £370.68M to £262.10M. This is primarily due to the following factors. 1. Three projects have been transferred from the core MODNET Evolve change programme to the respective System Owners who are responsible for runing and introducng routine updates to the platforms. | Not set | Compared to financial year 24/25-Q4, the project's departmental-agree monetised benefits at 25/26-Q4 remained at 0m | Not set | Dr Marc Baldwin | MOD_0110_1718-Q1 |
| PROTECTOR | MOD | Military Capability | Protector will provide a certified Remotely Piloted Air System with enhanced capabilities (to 2040). Protector will provide armed, long range, persistent wide area surveillance with various sensors and be based at RAF Waddington in Lincolnshire. | Not set | RED | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors. 1. Although Protector has received the financial approval required to achieve the Initial Operating Capability 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. 2. Furthermore, sufficiently trained crew numbers, Full Motion Video metadata dissemination issues and weapons testing delays are contributing to reduced Delivery Confidence. | 30/04/2009 | 30/06/2030 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 30/06/2026. This is primarily due to the following factors. 1. Although the reported end date remains unchanged from Q4 24/25, the programme is awaiting approval for a Review Note which will revise all future milestones including the project end date. | 134.39 | 89.51 | 33.4 | The budget variance exceeds 5%. This is primarily due to the following factors: 1. Significant underspend due to directed savings deferrals and spend commitment restrictions. | 1,732.77 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £1523M to £1565M. This is primarily due to the following factors. 1. Protector Availability and Support Solution contract award and amendment of the budget numbers to reflect that. 2. Delays of Ground Support Equipment acquisition for in-service/IOC based on item lead times. 3. Reprofile of the Direct Commercial Sales 2 (DCS2) contract. 4.Costs increases driven by revised estimate of DCS2 for Rev E deliverables. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Mark Butterworth | MOD_0107_1617-Q1 |
| MULTI ROLE STRIKE SHIP | MOD | Military Capability | The Programme will provide Littoral Lift Capabilities to 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. | Not set | RED | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to Red. This is primarily due to the following factors. 1. Following submission of the Outline Business Case to the Navy Investment Decision Panel, the decision was taken for a Programme pause and reset, to await the formal outcomes of the Defence Investment Plan and to determine the best approach to delivering the littoral lift capability within a reduced budgetary total. 2. The change to the Programme Total Cost, and Defence Investment Plan uncertainty has lead to a Red assessment. | 01/04/2024 | 31/01/2040 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/01/2040. The programme will be reset during FY26. | 11.2 | Not set | Not set | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The Variance between budget and forecast in the current year and future years is subject to a programme reset and re-baselined IOC date. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Christopher Haw | MOD_0320_2324-Q3 |
| FUTURE AIR DOMINANCE SYSTEM | MOD | Military Capability | Future Air Dominance System (FADS) is the Royal Navy’s contribution to Integrated Air and Missile Defence and long-range precision strike, supporting the UK’s Integrated Force across all theatres, including Homeland Defence. Operating within its approved Concept Phase, FADS is being developed as a system-of-systems that integrates sensing, decision-making, and effect capability delivery across a mixed crewed and uncrewed force. Following the Strategic Defence Review, the programme has aligned to the Hybrid Navy vision, prioritising affordability, autonomy and early operational relevance. This includes advancing next-generation radar sensing, force-level command and control, and new approaches to uncrewed and distributed capability, supported by open digital architectures and close collaboration with industry and international partners. | RED | Not set | The Project's Delivery Confidence Assessment rating at 25/26-Q4 is Red. This is primarily due to the following factors. 1. Over the past year, the programme has evolved to align with updated strategic direction, including the Hybrid Navy concept, and has adjusted its approach to emphasise affordability, adaptability and early operational relevance. This transition has required a refresh of assumptions and a focus on building the evidence needed to inform future decisions. 2. At the same time, the programme continues to operate within its approved Concept Phase funding, with future scope and phasing dependent on wider Defence Investment Plan outcomes. As a result, the programme is prioritising experimentation, de-risking and collaboration with industry and partners to mature options ahead of future approvals. 3. Delivery Confidence therefore reflects the programme’s current emphasis on evidence generation and strategic alignment, rather than long term delivery. | 03/01/2022 | 03/08/2045 | The programme's end-date at 25/26-Q4 remains undetermined. This is primarily due to the following factors. 1. Over the past year, the FADS programme schedule has remained deliberately flexible as the programme continues to operate within its approved Concept Phase. During this period, activity has been focused on shaping future options, testing assumptions, and preparing the programme to respond to forthcoming strategic and investment decisions, rather than progressing against a fixed delivery endpoint. 2. As future scope and phasing will be determined through wider Defence planning processes, a definitive programme end date has not yet been established. In the interim, the schedule reflects an approach that prioritises readiness for decision making, including option development, engagement with partners, and the maturation of enabling activities required to support future approvals. 3. The current schedule position therefore reflects the programme’s role in informing next steps, rather than a change to an agreed end state timeline. | 28.77 | 19.93 | 30.71 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The re‑profiling of programme activity following the Hybrid Navy pivot. Planned work was deliberately paused or re‑sequenced resulting in lower in‑year committed expenditure. 2. A proportion of the planned spend has therefore been held as un-committed and will be reallocated to align with the revised scope and delivery approach. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | The project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Richard Harris | MOD_0479_2425-Q4 |
| COLLECTIVE TRAINING TRANSFORMATION PROGRAMME | MOD | Military Capability | The Collective Training Transformation Programme (CTTP) will deliver through a long-term, collaborative relationship with industry the the Army Collective Training System . It will give the Army greater flexibility 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 thereby improving the training experience all levels. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. The fundamentals of the programme remain sound and the need is compelling. 2. The resourcing position has improved and the commercial competition has concluded with a Preferred Tenderer being declared. 3.The Full Business Case has been submitted and has been assured by NISTA with a positive assessment of delivery confidence. The programme remains on schedule for a June 2026 Contract Award. | 12/08/2018 | 10/06/2040 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 increased from 31/03/2032 to 11/06/2041 . This is primarily due to the following factors. 1. This is primarily due to 15 year contract award intended for 11/06/2026 . Contract award has slipped by circa three months due to the delay in the release of the Defence Investment Plan (DIP). 2. However, confirmation of affordability and submission of the Full Business Case into the approvals process has been made. CTTP remains on track for a June 26 Contract Award. | 11.6 | 8.9 | 23.24 | The budget variance is less than 5%. | 2,083.25 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £2106.59m to £2676.32M to This is primarily due to the following factors 1. Whole Life Costs has been updated to reflect the Full Business Case final costings and contract duration. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Mike Cooper | MOD_0121_2021-Q4 |
| TYPE 26 GLOBAL COMBAT SHIP PROGRAMME | MOD | Military Capability | 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 battlespace, to contribute to sea control for the Joint Force, and to 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 | Compared to financial year 24/25 Q4, the SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. Delay caused by a combination of outstanding engineering design volume, supply chain performance, and COVID 19 related slowdown resulted in a schedule rebaseline to programme Initial Operating Capability, which was approved in early 2022 by the MOD Investment Approvals Committee and HM Treasury. 2. Importantly, quality has not been compromised, and T26 Frigates will be world class ships. | 21/07/2008 | 31/01/2037 | Compared to financial year 24/25-Q4, the programme end-date at 25/26-Q4 remained the same at 01/05/2035. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Stephen Roberts | MOD_0055_1112-Q1 |
| CLYDE INFRASTRUCTURE | MOD | Military Capability | The HMNB Clyde Infrastructure Programme (CIP) has been established to manage the design, delivery and transition into operational use, new build and updated infrastructure facilities at HMNB Clyde. In order to: enable the continued safe and secure operation of submarines; support the arrival of the next generation Dreadnought SSBNs; and create a single submarine centre of specialisation. With an estimated budget of £3.3Bn, it is a programme of strategic national importance that is critical to sustaining Continuous At Sea Deterrence, 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. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. The Delivery Confidence Assessment reflects successful completion of nine projects by the programme team up to 2025/26. 2. Despite recent successes, our resource position remains a risk. We continue to face challenges in recruiting sufficient staff and securing the level of industry support required to sustain delivery. Resourcing needs will have to be proactively managed to ensure we can maintain momentum and meet our commitments. | 07/09/2015 | 01/04/2032 | Compared to financial year 24/25-Q4, the programme end-date at 25/26-Q4 remained the same at 01/04/2032. | 255.06 | 236.11 | 7.43 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The main driver for the 7% in-year variance is the need for the programme to work within the operational areas of HMNB Clyde and forecast sufficient flexibility to maintain capital works around operational priorities. 2. During 25/26 operational plans have affected the ability to deliver the original planned spend. | 3,324.98 | Compared to financial year 24/25-Q4, the project's departmentally-agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £1876.3M to £3287.2M. This is primarily due to the following factors. 1. The forecast Whole Life Costs has increased to reflect new requirements and improved understanding of the conditions of the existing infrastructures and the levels of intervention required to achieve the required programme outcomes. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Andrew Tims | MOD_0118_1718-Q3 |
| 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 | Compared to financial year 24/25-Q4, the NISTA/SRO Delivery Confidence Assessment rating at 25/26-Q4 remained at Amber. This is primarily due to the following factors. 1. The Astute build programme has achieved the majority of its build and commissioning milestones in this financial year. However, the Delivery Confidence Assessment remains Amber because of potential delays in the in-water phase for Boat 6, and the build of Boat 7 based on current productivity rates. | 17/03/1997 | Exempt under Section 24 - National security | Exempt under Section 26 - Defence | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | 14,428.06 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £11,570.00 to £11,590.00. This is primarily due to a revised cost estimate for completion of the programme and inflation. | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Saloni Sanghvi | MOD_0076_1213-Q1 |
| SKYNET 6 (AKA FBLOS) | MOD | Information and Communications Technology (ICT) | Skynet 6 was established to replace the satellite communication services provided by the SKYNET 5 Public Finance Initiative with Airbus Defence and Space. When introduced it will provide continued satellite communications to 2042. | RED | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors.. 1. Significant disparity between the programme’s scope and financial provision remains and cannot be aligned until the outcome of the Defence Investment Plan is known. 2. Resourcing constraints continue to impact delivery at programme level. Sub-par supplier performance continues to delay delivery of the first SKYNET 6 satellite. | 01/01/2011 | 31/12/2041 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/12/2041. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmental-agree monetised benefits at 25/26-Q4 remained at 0m. | Not set | Jason Gnaneswaran | MOD_0100_1516-Q1 |
| DREADNOUGHT | MOD | Military Capability | The Dreadnought Programme will maintain the UK's sovereign ability to deliver a deterrent effect by means of a submarine-launched; inter-continental ballistic missile nuclear weapon capability. The programme will achieve this by replacing in-service the current Vanguard Class SSBNs with four Dreadnought Class SSBNs. The programme requirement was detailed in the Government White Paper 2006: The Future of the UK's Nuclear Deterrent; and subsequently endorsed in both the 2015 Strategic Defence and Security Review and the 2021 Integrated Review of Security; Defence; Development and Foreign Policy. | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | 14/04/2011 | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | https://evaluation-registry.cabinetoffice.gov.uk/search/4991104a-c593-4758-aa84-3f2f04d1f9e4/ | Matthew Harrison | MOD_0080_1213-Q1 |
| BRIMSTONE 3 | MOD | Military Capability | Brimstone 3 (B3) sustains the precise, low-collateral air-to-surface Brimstone capability on the Typhoon platform, it is also being integrated onto the Protector platform. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. While awaiting formal endorsement of the revised programme baseline, it continues to manage resourcing constraints and finalisation of the operational safety case. 2. Key progress has been made, including continued stability of the schedule, safety case advancement and programme maturity. | 23/03/2017 | 31/01/2031 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/12/2028. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Air Cdre Alun Roberts | MOD_0141_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 at the Atomic Weapons Establishment, at Aldermaston. The TEUTATES facilities will enable each country to undertake hydrodynamic experiments in a secure environment. The hydrodynamic facilities use radiography to measure the performance of materials at extremes of temperature and pressure. This enables us to model the performance and safety of the nuclear weapons in our current stockpile without undertaking nuclear explosive tests, and will make an important contribution to assuring the performance, safety and reliability of our next generation of nuclear weapons. | Exempt under Section 27 - International relations | Exempt under Section 27 - International relations | Exempt under Section 27 - International relations | 01/04/2013 | 01/07/2030 | Exempt under Section 27 - International relations | Exempt under Section 27 – International relations | Exempt under Section 27 – International relations | Exempt under Section 27 – International relations | Exempt under Section 27 – International relations | Exempt under Section 27 - International relations | Exempt under Section 27 - International relations | Exempt under Section 27 - International relations | Exempt under Section 27 - International relations | Not set | Adrian Orchard | MOD_0134_2122-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 | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors. 1. Despite positive progress, there are still many challenges in the delivery environment which will prevent completion within the approved time and cost envelope. 2. The main focus across the projects continues to be design completion, recent interventions have been targeted at pace of design decision making and proportionate approvals. 3. Whilst DCA remains Red there are early positive signs of the interventions, and the leadership are focussed on embedding these targeted interventions into normal business. 4. Significant levels of risk/uncertainty in the programme remain with a reset underway. | 31/12/2016 | 21/05/2031 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remains undetermined. The programme will be reset during FY26. | 467.37 | 384.65 | 17.7 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. There has been significant in-year fade from Q1 25/26. This is primarily caused by a change in the procurement strategy of the berth, in order to mitigate a number of key construction risks, which has delayed the start of construction activities in year. 2. Future years forecasts have factored this in, combined with the MOD planning cycle submission. | 2,230.52 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £2190.70M to £2066.20M. This is primarily due to the following factors. 1. The programme is managing its Whole Life Costs in conjunction with the MOD's Strategic Planning Cycle. 2. The estimated Whole Life Costs adjustment down is now taking into account a revised financial profile driven by a reduced funding provision in the early years of the Annual Budgetary Cycle. 3. The programme required a substantial reset. This will see increased confidence in the cost estimates and forecasts. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Robert Tantam | MOD_0011_2122-Q2 |
| SPEARFISH UPGRADE PROGRAMME | MOD | Military Capability | The Spearfish Upgrade Programme will deliver in-service an upgraded submarine launched heavy-weight Torpedo that is safe, sustainable and capable of defeating modern Antisubmarine Warfare and Anti-Surface Warfare threats in order to retain the UK’s dominance of the Underwater Battlespace. | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | 01/04/2008 | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 24 - National security | Exempt under Section 43 - Commercial interests | Exempt under Section 24 - National security | Exempt under Section 43 - Commercial interests | Not set | Christopher Goodsell | MOD_0047_1112-Q1 |
| MENSA | MOD | Military Capability | MENSA is the replacement capability for assembly and disassembly of current and future nuclear warheads in support of HMG's strategic deterrent. | AMBER | Not set | Compared to financial year 2024/25-Q4, the NISTA/SRO Delivery Confidence Assessment rating at 2025/26-Q4 remained at Amber. This is primarily due to the following factors. 1. Reflects ongoing challenges and a testing supply chain environment, despite positive developments such as improved understanding of the remaining scope and cost to completion, better schedule adherence, and progress towards completing construction prior to commissioning and handover. | 31/08/2011 | Exempt under Section 24 - National security | Exempt under Section 24 - National security | 197.11 | 202.25 | 2.6 | The budget variance is less than or equal to 5% | 3,555.91 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 increased from £2929.600 to £2930.500. This is primarily due to the the agreed position presented by AWE at the last Financial Year and the change to a new Financial Year. | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Tom Bennington | MOD_0132_2122-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. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1.The level of risk being carried with respect to the novel collaborative delivery of technical solution and data migration. 2. Delivery of some aspects of the service not progressing as initially planned, requiring joint risk mitigation and re-planning to be pursued. 3. Continued challenges in aggregating information to allow for improved tracking of progress against the delivery of this complex programme. | 15/03/2018 | 30/04/2028 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same at 30/04/2028. This is primarily due to the following factors. 1. Timely approval of the Full Business Case and contract let with Team Serco that includes a phased transition from the contract becoming effective in April 2025 and allowing to progress to Full Solution Implementation in October 2027. | 50.89 | 42.62 | 16.24 | The in-year variance exceeds 5%. This is primarily due to the following factors. 1. A review of FY25/26 forecast activity identified an £8.5M underspend generated by the the contingency provision not being required. | 201.02 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 has marginally increased from £194.96M to £195.05M. This is primarily due to the following factors. 1. The WLC figures include the Feasibility, Assessment and Transition phases. The funding for the Assessment phase reflected an earlier approval of funding plus civilian workforce costs which are not included in the original Approved Budgetary Level. 2. The AFRP Full Business Case was approved 31 January 2025 providing endorsement of a revised baseline of £2,258M for a 2-year transition period, 7 year core delivery contract and 3 x potential option years. £135.1M of this approval relates to the programme transition years, which have been included in the reported figures. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. There are no monetised benefits. | Not set | Andrew Cree | MOD_0119_1920-Q2 |
| ARMOUR MBT 2025 | MOD | Military Capability | The Armour Main Battle Tank (MBT) Programme will deliver the Challenger 3 capability. Challenger 3 will be Defence’s only guaranteed, 24 hr, all weather, mobile anti-tank capability. This programme will modernise and improve the British Army’s MBTs to the standard needed on today’s battlefield. Key elements include enhanced survivability, greater lethality, improved surveillance and target acquisition as well as removing obsolescence. The currently forecasted out of service date is 2040 but this is likely to be extended beyond this date to ensure value for money. | RED | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to Red. This is primarily due to the following factors. 1. Forecast delays and risk to Initial Operating Capability and Full Operating capability in delivery from the Prime Contractor. 2. Demonstration phase trials are still progressing to prove the performance of the tank but the time taken to do this is likely to impact on training and familiarisation | 04/12/2014 | 11/10/2032 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 22/05/2031. This is primarily due to the following factors. 1. This forecast date remains subject to confirmation and could be subject to change if anticipated delays in equipment deliveries are encountered. | 204.59 | 136.48 | 33.29 | The in-year variance exceeds 5%. This is primarily due to the following factors. 1. Reprofiling into future years, underlying cost movements, and, Foreign Exchange rate changes. 2. The key decreases relate to the anticipated delays in deliveries from the Prime Contractor. 3. Costings for 25/26 reflect the latest forecast and not the revised delivery schedule. These adjustments will be presented for approval in due course. | 1,979.22 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £1916.53M to £1944.09M. This is primarily due to the following factors. 1. Adjustments to reflect the anticipated delays in deliveries from the Prime Contractor. A revised costing profile is expected in Q1 26/27. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. The project's departmentally agreed Benefits WLT is unchanged. | Not set | Martyn Williams | MOD_0104_1617-Q1 |
| NEXT GENERATION (FIXED) COMMUNICATION NETWORK | MOD | Information and Communications Technology (ICT) | The intent of the Next Generation Communications Network Programme is to evolve the existing service into a single logical consolidated enterprise network capability which is coherently architected. Addresses the current security and resilience concerns and drives greater value for money by transforming the MOD Core Network against agreed acceptance quality criteria to enable the closure of Defence Fixed Telecommunications Service legacy, whilst preparing for the future by procuring suppliers to take-on and continue transforming the enhanced core network with an under-pinning operating model which enables continuous improvement in business as usual. This is critical to Defence operations and maintaining strategic advantage; as the enhanced service is the foundation of the Digital Backbone. | RED | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to Red. This is primarily due to the following factors, an independent assurance review conducted in March 2026 rated the Programme as red due to the scheduled forecast at time of review reporting completion beyond the allocated funding to the Programme. Baseline reviews by the programme to revaluate and refine the delivery plans were ongoing at the time of the assurance review. An improved schedule has now been developed and will be assessed by the Review Team when they return to reassess progress performance in Q1 26/27 where an improvement to delivery confidence is anticipated. | 28/04/2021 | 25/03/2030 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 decreased from 11/12/2030 to 30/08/2030. This is primarily due to the following factors. 1. Changes to the Programme approach to two key programmes on the critical path which has matured to remove some dependencies to enable greater concurrency of activity. 2. The programme schedule has matured with clear end states defined and success criteria to monitor the performance of the delivery being developed. 3. The delivery schedule is governed through monthly programme boards, quarterly Programme Boards and quarterly senior Defence reviews. | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 22 – Information intended for future publication | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4; the project's Departmental-agreed monetised benefits at 25/26-Q4 remained at £0m | Not set | Julia Beresford | MOD_0126_2021-Q4 |
| Future Materials Campus | MOD | Military Capability | The Future Materials Campus (FMC) programme will renew existing facilities for the manufacture and storage of nuclear materials, improve science and analysis capabilities, and invest in renewed capability for material recovery. | Exempt under Section 24 - National security | Exempt under Section 24 - National security | Exempt under Section 24 - National security | 16/08/2023 | Exempt under Section 24 - National security | Exempt under Section 24 - National security | 459.43 | 501.64 | 9.19 | The budget variance exceeds 5%. This is primarily due to 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. | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Peter Adams, Lynsey Pinfield | MOD_0247_2324-Q1 |
| LAND ENVIRONMENT TACTICAL COMMUNICATION AND INFORMATION SYSTEMS | MOD | Military Capability | The LETacCIS programme consists of multiple projects which deliver and sustain world-class tactical C4 capabilities, Command, Control, Communications and Computers, enabling the war-fighter to win, The programme includes projects that have already delivered equipment into service (Bowman), however under the new Army Operating Model, in-service capabilities are moving to HQ Fd 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. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to Amber. This is primarily due to the following factors. 1. Delivery continues and tangible progress is being made across multiple project lines. 2. Approval to maintain Heavy Forces communications via BCIP 5.7 remains affordable, and is awaiting Treasury approval. 3. The programme ambition to reset its delivery approach through a Strategic Outline Case has yet to be approved. 4. The programme is therefore operating at risk, pending Strategic Outline Case and wider Defence Investment Plan decisions. | 16/10/2013 | 31/12/2035 | Compared to financial year 24/25-Q4, the programme's end date at 25/26-Q4 remained the same at 31/12/2035. | 255.1 | 134.71 | 47.19 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The financial year (FY) 25/26 position, shows an underspend against Control Total of £124.3M. This is driven by re‑profiling and delays across several smaller projects, including approvals, project cancellation/reset decisions and ongoing commercial negotiations. | 7,734.29 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £8208M to £8375M. This is primarily due to the following factor. 1. An increase to Trinity Budget Whole Life Costs forecasts following ongoing negotiations with the supplier. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Mark Purves | MOD_0105_1617-Q1 |
| DEFENCE ESTATE OPTIMISATION | MOD | Military Capability | Defence Estate Optimisation (DEO) Portfolio is a long-term investment of £5.1Bn to modernise the defence estate. It is an ambitious portfolio of construction activity, unit and personnel moves, and site disposals that will deliver a better structured, modern, and more sustainable estate to support military capability. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. The Delivery Confidence Assessment rating at the end of the financial year remains at AMBER, reflecting the complexity and long timeline of the Portfolio. Ongoing engagement with NISTA confirmed satisfaction with the close monitoring of activities, ongoing assessment of external events, and the adoption of previous review recommendations. 2. The governance structure, led by central Military Strategic Headquarters management, is clearly effective, supporting strong relationships and providing a defence-wide perspective. 3. Now in the delivery phase, the Portfolio has successfully implemented the Contract Permissioning Group (CPG), which has reduced standard approval timings to 5 weeks for Category A and 3 weeks for Category D and C projects. 4. Projects enter the strategic alliance framework within 1-2 weeks, cutting procurement timelines by up to 18 months. 5. The CPG delegated timeframe has concluded, and the Portfolio awaits the outcome of the Defence Implementation Plan before continuing the Review Note. | 30/09/2016 | 31/03/2041 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/03/2041. | 480.66 | 251.98 | 47.58 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The delay in Defence Investment Plan read out and confirmation of any imposed measures has led to affordability confirmation delays for projects in scope. 2. The introduction of commitment controls for RDEL, CDEL and External Assistance has resulted in delays to placing projects on contract. With projects experiencing delays of several months in decision making. 3. Legal, commercial, financial and security challenges leading to delays. 4. Affordability challenges presented by some projects have necessitated a resubmission and reduction in scope to meet Affordability targets. 5. The new design and build contracting process has taken projects and suppliers longer than envisaged to navigate through the complex process. The above has resulted in project schedules being updated, changing funding profiles into future years. | 5,949.19 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £6376.29M to £6385.83M. This is primarily due to the following factors. 1. The Defence Estate Optimisation budget has remained stable throughout FY25/26. The delay to the Defence Investment Plan read out has led to the portfolio to hold within its budget however, an increase in the while life costs is now forecast. 2. Options have been presented to continue to deliver to the current approved Whole Life Cost estimates, including a potential reduction in funding should the Defence Investment Plan conclude as such. | 13,085.80 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 21281.95. This is primarily due to the following factors. The Defence Estate Optimisation benefits remained steady as per V13. Following the Defence Implementation Plan outcome we expect to see some movement dependent on the settlement. | Not set | Nigel Ward | MOD_0114_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 | RED | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to RED. This is primarily due to the following factors. 1. The Programme is seeking to resolve several commercial issues with the preferred option subject to Investment Approval Committee in the early part of FY26/27. Although new equipment delivery stands at over 92% and Notice of Service Availability, the key indicator toward Full Operating Capability (FOC), is over 50%, there are five equipment installation outliers that will not deliver by the currently approved 31 Oct 26 date. | 03/04/2006 | 31/10/2026 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/10/2026. This is primarily due to the following factors. 1. Although the reported end date remains unchanged from Q4 24/25, the Programme will be seeking approval for a revised Full Operating Capability and Programme end date. | 124.74 | 80.5 | 35.46 | The budget variance exceeds 5%. This is primarily due to the following factors: 1. In-Year underspend is the result of reprofiling into later years the outstanding equipment installations and Centre-directed saving measures (both deletions and deferrals). | 1,997.56 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £1828M to £1870M. This is primarily due to the following factors. 1. This uplift reflects the increase in Programme scope to include additional safety critical and operationally essential change required by the Front Line Commands, and delays from previous FYs and added risk because of emerging changes. 2. However, the Programme continues to remain affordable and within its Approved Budgetary Level. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Rich Jacob | MOD_0033_1112-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 financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors. 1. Owing to compounded delays and the requirement to fully re-baseline the programme. 2. Dependencies on the reprofiled F-35B integration timeline, along with ongoing challenges in equipment programme maturity and resourcing remain key factors. 3. A Review Note detailing the re-baseline requirements, when approved, will give rise to a more definitive delivery confidence assessment. | 30/09/2020 | 31/12/2047 | Exempt under Section 27 - International relations | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Spencer "Josh" Fortune | MOD_0140_2122-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 | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. Rreflects the ongoing focus on enhancing supplier infrastructure to strengthen capability and capacity within the tier 1 and subordinate supply chain for SSN AUKUS. 2. Additionally, efforts continue to address the current shortfall in engineering resource to support the effective management and assurance of the submarine’s design. | 01/04/2014 | 30/04/2043 | Exempt under Section 24 - National security | Exempt under Section 24 – National Security | Exempt under Section 24 – National Security | Exempt under Section 24 – National Security | Exempt under Section 24 – National Security | Exempt under Section 35 - Formulation of government policy | Exempt under Section 35 - Formulation of government policy | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Chris Shepherd, Major General Mark Totten | MOD_0007_2122-Q2 |
| CORE PRODUCTION CAPABILITY | MOD | Military Capability | The Core Production Capability (CPC) delivers the capability required to manufacture nuclear reactor cores for the Royal Navy's nuclear submarine programme. At programme closure, CPC will have provided the Royal Navy with the means to propel a renewed Deterrent submarine fleet plus a UK-based capability to manufacture further cores for a fleet of flexible and adaptable attack submarines delivered under the AUKUS agreement. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to Amber. This is primarily due to the following factors. 1. Reflects delivery of the final core for the Astute class of submarines and increasing maturity of the work required to deliver the core manufacturing capability required for the next generation of UK (and Australian) attack submarines. 2. Work continues with Rolls-Royce Submarines to to ensure timely delivery of the first of a new core type required for the Dreadnought-class of submarines. | 23/04/2012 | 31/12/2043 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same from 31/12/2043 to 31/12/2043. | 403.39 | 372.04 | 7.77 | The budget variance exceeds 5%. This is primarily due to savings identified in year which reduced anticipated programme costs associated with the transport of completed reactor cores to the shipbuilder. | 7,784.34 | Compared to financial year 24/25-Q4, the project's departmentally-agreed Whole Life Cost at 25/26-Q4 increased from £5930.6M to £8877.8M. This is primarily due to an expansion in the programme scope to create the manufacturing capability needed to produce cores for the next generation UK and Australian attack submarines. This cost increase is based on early estimates for the work required and will change as detailed design and planning work proceeds and is reflected in Departmental budgets allocated to the programme. | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Dr Richard Vincent | MOD_0078_1213-Q1 |
| NEW STYLE OF INFORMATION TECHNOLOGY DEPLOYED | MOD | Information and Communications Technology (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. | RED | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors. 1. The programme is currently operating 12 months behind schedule in delivering capability to the Maritime and Land sectors. 2. The delays stem from overly optimistic planning assumptions, ongoing resource and funding constraints, all of which have contributed to increased costs. 3. Delivery to the Land environment is now largely complete, with transition from legacy systems to OpNET expected by end of May 2026. 4. Maritime delivery has gained momentum, however, installation timelines remain constrained by vessel availability. 5. The programme is currently being reset with a reduced scope to ensure it can deliver within budget. | 01/04/2015 | 31/03/2029 | Compared to financial year 24/25-Q4, the programmes end-date at 25/26-Q4 increased from 31/03/2029 to 30/04/2030. This is primarily due to the following factors. 1. Delays in delivery and the availability of Navy platforms for OpNET to be installed. | 114.02 | 111.26 | 2.42 | The budget variance is less than or equal to 5% | 1,598.79 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at £1399M. | Not set | Compared to financial year 24/25-Q4, the project's departmental-agreed monetised benefits at 25/26-Q4 remained at 0m | Not set | Jason Gnaneswaran | MOD_0109_1617-Q2 |
| Mobile Fires Platform | MOD | Military Capability | The Mobile Fires Platform (MFP) Project will deliver the long-term solution for the British Army’s Close Support artillery requirement through the procurement of the Boxer-based Remote Controlled Howitzer 155mm (RCH155). This platform represents a transformative advancement in artillery systems that will enhance the operational effectiveness and mobility of the modern British Armed Forces. MFP will be 52-cal 155mm all weather, day and night capable, automated, self-propelled gun, flexible enough to support an Army that is more precise, more lethal and agile in global operations. | AMBER | Not set | The NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26-Q4 is AMBER. This is due to the following factors. 1. The Mobile Fires Platform (MFP) Project aims to deliver a Minimal Deployable Capability (MDC) to the British Army by the end of the decade. This time frame leads to some MDC delivery risks reflected by the AMBER assessment. 2. Risks have appropriate mitigation plans and senior-level support for escalation and resolution. | Not set | Exempt under Section 43 - Commercial interests | The programme's end date at 25/26-Q4 remains undetermined. The MFP programme remains on track to deliver a Minimal Deployable Capability to the British Army by the end of the decade. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | The project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. Benefits of the MFP Project are principally non-monetised. | Not set | Christopher Cutts | MOD_0527_2526-Q1 |
| FLEET SOLID SUPPORT | MOD | Military Capability | Fleet Solid Support will deliver three auxiliary ships to provide stores, ammunition and food sustainment to Naval Forces at Sea. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. The Fleet Solid Support programme has continued to make steady progress in the 2025/6 reporting year with the Critical Design Review milestone achieved in late 2025 ahead of formal cut steel for RFA Resurgent (ship 1) on 03 Dec 25. 2. The programme is now firmly in production with blocks started at three of the build locations. Navantia UK understanding and growth of capability at the yards they now operate, post Harland and Wolff takeover, has progressed. 3. The major part of the infrastructure investment agreed as part of the FSS contract is now nearing completion. 4. Areas of concern remain the supply chain, team resourcing and the longer-term issue of the crewing of the ships which at present will likely slow the entry into service | 14/03/2016 | 28/07/2033 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same at 31/03/2033. | 285.51 | 334.12 | 17.02 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The In Year variance (over-spend) is driven by the contractor regaining pace against the milestone payment plan that has lagged in previous years. This is particularly the case where the infrastructure investment that had stalled before the Navantia UK takeover of Harland and Wolff, is now nearing completion for the major elements including the automated panel line. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Mike Gannon | MOD_0116_1718-Q2 |
| 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 capability 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). | RED | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 decreased to Red. This is primarily due to the following factors. 1. The programme remains on pause following issues identified during Exercise TITAN STORM, which led to a halt in vehicle acceptance and delivery activities from December 2025. 2. The current pause has delayed the completion of the Demonstration phase and it is likely that a re-approval will be required post a Ministerial decision regarding the future of the programme. | 04/12/2014 | 31/03/2030 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remains unchanged 31/03/2030. This is primarily due to the following factors. | 365.34 | 278.1 | 23.88 | The in-year varience exceeds 5%. This is primarily due to the following factors. 1. £40M CDEL was due to lack of Contract Change Proposal progress. The impact of the stop notice has caused additional reductions of c.£44M CDEL related to acceptance of vehicles and knock-on effect to vehicle production. 2. The RDEL variance is caused by a much lower demand for spares against the GD spares availability service requiring a DEL switch from CDEL to RDEL to apply the correct accounting treatment. There is no increase in the programme value as these reductions have been re-profiled into future years. | 8,935.68 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £7505.71M to £7470.12M This is primarily due to the following factors. 1. There are no significant changes to the budgeted Whole Life Costs of the programme. Due to the bulk of costs linked to the firm price contract with GD, variances presented in-year are related to reprofiling and therefore no overall impact on the programme. 2. The Armoured Cavalry Programme Approved Budgetary Limit has remained unchanged since 2015. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. There are no monetised benefits. | Not set | Mark Colley | MOD_0091_1415-Q3 |
| 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. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. The overall radar design schedule has stabilised and has successfully moved into the manufacture phase with confidence growing on production radars being available in 2028 as planned. However, securing an acceptable delivery schedule for P4E from Eurofighter through the NATO Eurofighter and Tornado Management Agency (NETMA), which is essential to embodying the radar, remains a significant challenge for the UK and Partner Nations. 2. Whilst P4E content has been agreed, Partner Nations are working continually with NETMA and Eurofighter to establish a progressive release of capability which meets each nation's operational need without being detrimental to delivery of the overall programme, alongside extensive transformation being pursued within the NETMA and Eurofighter enterprises. | 01/02/2019 | 31/12/2034 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 01/08/2032. | 263.95 | 303.89 | 15.13 | The budget variance exceeds 5%. This is primarily due to the following factors: 1. The overspend is the result of the reprofiling of P4E Long Lead Time activities and ECRS Mk2 production into FY25/26 to ensure the critical path is maintained. | 2,899.01 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £2902M to £2930M. This is primarily due to the following factors. 1. Minimal cost growth, principally down to increased Typhoon Defensive Aids Sub-System scope/requirements within P4E. 2. The Programme remains within its Approved Budgetary Level. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Nicholas Lowe | MOD_0137_2122-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 | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors. 1. Several factors have caused delays to the Programme’s In-Service Date and subsequent milestones. 2. The delays are the result of contractor performance and schedule optimism bias, challenges within the global supply chain, retention of an appropriately skilled workforce at the modification facility and an increase in certification complexity and requirements. | 08/05/2018 | 01/07/2030 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/12/2027. This is primarily due to the following factors. 1. Although the reported end date remains unchanged from Q4 24/25, milestones are being revised through a programme rebaselining exercise. | 133.12 | 62.76 | 52.85 | The budget variance exceeds 5%. This is primarily due to the following factors: 1. The schedule delays in the Programme have led to a reprofiling of the in-year finances leading to a reduced spend this year compared to the budget. | 2,128.05 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £1962M to £1937M. This is primarily due to the following factors. 1. Updated estimate of costs following modelling of the latest price proposal. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Mark Butterworth | MOD_0120_2021-Q2 |
| 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. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to Amber. This is primarily due to the following factors. 1. Delivery of the SRO’s Get Well Plan, including work done by the Programme Design and Integration Office on a digital ecosystem within Defence. This progress was achieved despite challenges with workforce capacity in the delivery teams and the wider complexities within Defence. 2. The improvement on the previous year’s assessment and confirmed by the Dec 2025 NISTA Assurance Review. | 25/01/2019 | 02/05/2033 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/12/2027. | 79.13 | 51.8 | 34.54 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The programme did not spend its allocated budget due to delays in four major sub-programmes. 2. 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. 3. Delays due to contract milestones play a big part in the variance. Delays to approvals pushing profile to the right. 4. The Watchkeeper Mid-Life Extension project has been deleted from the programme. | 1,498.14 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £1878.28M to £1622.50M This is primarily due to the following factors. 1. The Programme’s Whole Life Cost has reduced overall compared to 12 months ago. The reduction is driven primarily by Defence Board-approved requirement and scope changes, with costings removed in line with updated commissioning instructions. 2. Further decreases arise from reprofiling of assessment and delivery activity into later years due to approval and negotiation delays, incomplete achievement of system requirements, and delayed receipt of subcontractor software, resulting in Annual Budgeting Cycle impacts largely into Financial Year 26/27. 3. These reductions are partially offset by increases associated with updated Full Business Case 3 cost models using preferred bidder pricing, which has driven higher upfront support costs to enable accelerated Minimum Deployable Capability delivery, alongside minor revised estimates of cost for additional training requirements. 4. In addition, an underspend against forecast has been realised due to workforce control measures, particularly within ZODIAC RDEL, contributing to the overall reduction in Whole Life Cost. 5. Overall, movements reflect disciplined cost control, alignment to approved scope, and realistic reprofiling in line with delivery maturity. | Not set | Compared to financial year 24/25-Q4; the projects departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the fact that the benefits are not monetised. | Not set | Matthew Birch | MOD_0056_2122-Q3 |
| 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. | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. Continued uncertainty around actual infrastructure cost and schedule (mitigations underway to deliver programme milestones without supporting infrastructure), ability to develop required information solutions that are affordable and deliverable on schedule and, workforce shortages in key areas. 2. Value engineering is underway to ensure the programme remains affordable. | 31/03/2017 | 31/10/2030 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/12/2030. This is contingent on mitigations around delivering training ahead of infrastructure delivery. | 300.45 | 239.62 | 20.24 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. The budget variance is driven by delays in infrastructure and information systems contracting, maturing costs associated with production and GBP/USD forex rate changes. | 1,959.31 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £1913.51M to £1948.89M. This is primarily due to the following factors. 1. The Whole Life Cost forecast is subject to further review due to Infrastructure cost growth - the scale of which is yet to be determined. 2. There is similar uncertainty around information systems cost and deliverability that are currently being assessed. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | David Amlot | MOD_0009_2122-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 NAS, at RAF Marham is a key dependency for the successful delivery of a critical Defence milestone of Carrier Strike capability. | Not set | GREEN | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 increased to GREEN. This is primarily due to the following factors. 1. The Initial Procurement Phase Full Operating Capability has been achieved, the benefits set out in the mandate have been delivered or are on track, and the Programme is now well positioned to transition responsibility to the Responsible Senior Owner and move into the Second Procurement Phase. 2. The GREEN rating was confirmed at Feb-26's Gateway Level 5 Review where the Review Team concluded that the Initial Procurement Phase of the UK’s F35 Lightning Programme had met its mandate and was ready for Graduation from the GMPP. | 01/10/2001 | 31/03/2026 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/03/2026. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Nicholas Lowe | MOD_0079_1213-Q1 |
| MINE HUNTING CAPABILITY | MOD | Military Capability | Mine Hunting Capability (MHC) will 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 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. | Not set | RED | Exempt under Section 27 - International relations | 01/10/2014 | 31/03/2034 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/03/2034. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Cdre Michael Wood | MOD_0124_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 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors. 1. The continued Red rating reflects the programme’s relative maturity, its scale and the complexity involved in meeting the challenges of successful design, delivery and support of a 6th generation fighter jet. The immediate focus is securing the necessary multi-year funding and approval settlements that will allow the Global Combat Air Programme (GCAP) to move to the next phase and see the first international development contract between the GCAP Agency and the tri-national Edgewing Joint Venture signed. 2. Other challenges faced by the programme include the design and delivery of a tri-national secure digital network and Collaborative Working Environment that equally supports novel approaches to digital engineering and digital qualification and certification objectives, whilst ensuring cyber resiliency and intellectual property protections. | 26/04/2019 | Exempt under Section 22 - Information intended for future publication | Exempt under Section 22 - Information intended for future publication | 1,466.97 | 1,398.74 | 4.65 | The budget variance is less than 5%. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Richard Berthon | MOD_0122_2021-Q4 |
| 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. T31 will be at the heart of the Royal Navy’s surface fleet, deterring aggression and maintaining the security of the UK’s interests. They will work alongside our Allies to deliver a credible UK warship presence across the globe. Flexible and adaptable by design, T31 frigates will undertake missions such as interception and disruption of those using the sea for unlawful purposes, collecting intelligence, conducting defence engagement, and assisting those in need. | RED | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Red. This is primarily due to the following factors‚ 1. 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 following announcement of the Defence Investment Plan. 2. Challenges also remain in the first of class schedule against an ambitious build timeline, and the complex integration challenges. | 01/04/2016 | 31/07/2033 | Compared to financial year 24/25-Q4, the programme end-date at 25/26-Q4 remained the same at 31/05/2030. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Stephen Roberts | MOD_0112_1718-Q1 |
| GROUND BASED AIR DEFENCE (GBAD) | MOD | Military Capability | The Land Ground Based Air Defence (GBAD) programme delivers a modern, integrated air defence capability to protect UK forces and critical assets against evolving air and missile threats. Structured through Capability Uplift Plans (CUPs), the programme balances immediate capability delivery with longer-term transformation. CUP 1 focuses on fielding “no regrets” capabilities already on contract, including enhancements to existing systems. CUP 2 seeks to deliver a more integrated and digitally-enabled force, improving lethality, survivability and interoperability with NATO partners. Future phases will explore further capability evolution, including emerging technologies and alternative force constructs. The programme brings together a range of industry partners, delivery organisations and stakeholders to deliver a coherent, layered defence system, underpinned by modern command and control and a data-centric approach to operations. | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is primarily due to the following factors. 1. Over the past 12 months, delivery confidence has remained Amber primarily due to challenges associated with the transition from early capability delivery into more complex programme integration. Increased cost pressures, particularly within elements of the short-range air defence capability, have raised affordability concerns against available funding. 2. In parallel, resource constraints across both the programme team and delivery organisations have impacted the pace of progress and contributed to schedule pressure. 3. Dependencies on wider Defence activity, including infrastructure and investment decisions, have also introduced uncertainty and limited the programme’s ability to progress at the required rate. 4. Collectively, these factors reflect the growing complexity of delivering an integrated, modernised air defence system, requiring continued alignment of funding, resource and dependencies to support future delivery confidence. | 02/07/2018 | 31/12/2033 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/12/2033. | 239.41 | 134.66 | 43.75 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. Defence financial challenges and internal spend commitment controls have led to a different spend profile to that initially envisaged. 2. Further complicated by unaffordable cost estimtes for BC 2 SHORAD capability that require furher review and mitigations. | 1,454.95 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £2967.59M to £1589.63M. This is due to the programme having undertaken a rebaselining exercise against a revised affordable envelope. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Christopher (Ed) Cutts | MOD_0144_2122-Q1 |
| JOINT CRYPT KEY PROGRAMME | MOD | Information and Communications Technology (ICT) | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 – Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 – Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 – Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 – Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 – Information supplied by, or relating to, bodies dealing with security matters | Exempt under Section 23 - Information supplied by, or relating to, bodies dealing with security matters | MOD_0111_1718-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 include non-complex, provide choice for how the Royal Navy will operate in the future, and look at project scope boundaries/opportunities where NSIGN could deliver more effectively. | Not set | AMBER | Compared to financial year 24/25-Q4, the NISTA/SRO Delivery Confidence Assessment rating at 25/26-Q4 remained at Amber. This is primarily due to the following factors. 1. The NSIGN Programme is rated Amber to reflect that it is delivering progress across all three Projects through the concept and assessment phases, while continuing to face a small number of significant and interrelated challenges. 2. Progress to date demonstrates a clear strategic direction, increased maturity of user requirements and options, and improved Programme level understanding of dependencies, risks and affordability drivers across the Ships, Submarines and Naval Bases Projects. 3. On going uncertainty on publication of the Defence Investment Plan creates constraints on long term affordability, limiting the Programme’s ability to fully de-risk subsequent delivery stages at this point. | 01/12/2021 | 29/12/2029 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 22/03/2030. This is primarily due to the following factors. 1. The baseline of the programme and the Integrated Programme Schedules support the deliverability assessment, but timelines remain challenging to contract award with programmes meeting either the current Future Maritime Support Programme expiry dates for planned Future Martime Support Programme extensions (in 2026 and 2028). 2. The active close management of Future Maritime Support Programme 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. | 14,352.16 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £20264.02M to £17000.81M. This is primarily due to the following factors. 1. Programme level Cost Modelling will be finalised on publication of the Defence Investment Plan. 2. 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 the NSIGN Ships Invitation to Negotiate (as part of the Outline Business Case approval and Naval Base Outline Business Case and NSIGN Subs Full Business Case in Quarter 1 26/27). | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. NSIGN has a clear benefits strategy focussed on improving availability of assets to support defence outcomes. Benefits plans and profiles continue to mature inline with Outline Business Case and Full Business Case submission timelines. | Not set | Gary McCormack | MOD_0136_2122-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. | Not set | AMBER | Compared to financial year 24/25-Q4, the NISTA/SRO Delivery Confidence Assessment rating at 25/26-Q4 remained at Amber. This is primarily due to the following factors: 1.Although the Full Business Case has been approved by cross-government stakeholders, and the contract now awarded to Leonardo Helicopters UK in March 2026, agreement was achieved months later than planned. 2.Other causes of this assessment are resourcing (including lack of resource loaded schedules) across the core programme and delivery teams, because of the delay to approving the Full Business Case. | 30/04/2021 | 31/05/2037 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 30/09/2032. | 6.76 | 5.84 | 13.57 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. Spend on infrastructure being lower than planned, due to pausing activity with a Technical Services Provider to refresh the user requirements following uncertainty with progressing options while the Full Business Case was still awaiting an approval. | 1,404.92 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £1222.09M to £1574.04M. This is primarily due to the following factors. 1. Delay in approving the Full Business Case, and now reflecting a new 10-year provision, starting in Financial Year 26/27 (The Outline Business Case provision ended in 31/32). 2. There is also a longer initial support provision when compared to the Outline Business Case Whole Life Cost estimates. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | James Brooks | MOD_0125_2021-Q4 |
| SUBMARINE DISMANTLING PROJECT | MOD | Military Capability | The Submarine Dismantling Project covers the preparation and execution of the safe and secure dismantling of the first defueled, decommissioned, Royal Navy submarine, Swiftsure, in Rosyth, by the end of 2026. | Not set | RED | Compared to financial year 24/25-Q4, the NISTA/SRO Delivery Confidence Assessment rating at 25/26-Q4 decreased to Red. This is primarily due to the following factors. 1. The project’s novel and complex nature, which continues to present unforeseen challenges. 2. While progress is being made, ongoing prime supplier performance issues and third-party supply chain risks pose potential delays. 3. Additionally, gaps have been identified in the project’s planning, controls, and commercial arrangements, which are impacting overall delivery assurance. | 29/03/2013 | 31/10/2028 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 increased from 31/03/2027 to 31/10/2028. This is primarily due to the following factors; The date is based on a continually maturing schedule and its achievability. This date represents the formal closure of the project and is separate from the milestone to complete the dismantling of Swiftsure by 2026. | 68.04 | 57.11 | 16.06 | The budget variance exceeds 5%. This is primarily due to the following factor; schedule and materials cost reprofiling. | 541.73 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) increased from £400.382 to £489.563. This is primarily due to the maturation of infrastructure and other costs. | Not set | Compared to financial year 2024/25-Q4, the project's departmental-agreed monetised benefits at 2025/26-Q4 remained at £0m. | Not set | Lorraine Russell | MOD_0135_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 across a modernised Army. 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 | Compared to financial year 24/25 Q4, the NISTA/SRO Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is due to the following factors. 1. This is 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. 2. The programme’s Initial Operating Capability is delayed with increased risks requiring strong management action, and has been reapproved but not yet published, pending the Defence Investment Plan. 3. The lead contractors of ARTEC, Rheinmetall, and Krauss Maffei Wegmann Nexter Defence Systems (KNDS) have not yet stabilised or fully resolved their ongoing supply chain delays to vehicle production, which is also impacting other areas including support and training. | 27/10/2017 | 09/09/2033 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 remained the same at 31/3/2033. This is primarily due to the following factors. 1. This year the Initial Operating Capability schedule forecast was delayed as no longer achievable due to supply chain delays impacting delivery and formally reapproved through Review Note 5. 2. This has been further reviewed as the required Collective Training alongside Ajax in Armoured Infantry Brigades is currently impacted by the Ajax pause and alternate training options in the same timeframe were not viable or meaningful. Boxer Collective Training to achieve Initial Operating Capability is being reset and decoupled from Ajax to de-risk this whilst Wavell Structures are matured and joint training will follow; subject to Ajax outcomes. | 529.7 | 242.23 | 54.27 | The budget variance exceeds 5%. This is primarily due to the following factors. 1. This variance was largely due to delays to vehicle deliveries, Bowman Government Furnished Equipment, Special Tools and Test Equipment and delays in Requests for Quotation for new items and training aids. | 5,033.66 | Compared to financial year 24/25-Q4, the project's departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) decreased from £7009.30M to £5150.92M. This is primarily due to the following factors. 1. The Programme Whole Life Cost Budget (not cost) to Full Operating Capability has decreased since Q4 24/25 as a consequence of funding removal following Army re-prioritisation of further procurements and Defence Investment Plan Outcomes. 2. There is an ongoing conversation with industry on treatment of contractual VoP (Variation of Price), caused by inflationary supply chain pressures which are also awaiting the Defence Investmetn Plan. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at 0. This is primarily due to the following factors. No monetised benefits. | Not set | Martyn Williams | MOD_0115_1718-Q2 |
| Small Secure Houseblocks | MOJ | Infrastructure and Construction | The Small Secure Houseblock project supports our 20,000 additional prison places commitment; its scope is to create units that will provide secure, permanent accommodation within the closed estate. The project provides a new style of accommodation for deployment in existing prison sites. Small Secure Houseblock units meet the technical needs and security standards required for Category C prisons. | AMBER | Not set | Compared to financial year 24/25-Q4, the NISTA Delivery Confidence Assessment (DCA) has increased from Red to Amber. This is primarily due to improved time confidence following receipt of post-construction mobilisation plans. | 15/11/2021 | 27/10/2028 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 changed from 16/12/27 to 27/10/28. This is primarily due to changes in project scope resulting in amendment of the project timeline. | 489.45 | 341.51 | 30.23 | Compared to financial year 2024/25‑Q4, the in‑year forecast for 25/26 shows an underspend against the baseline. The underspend is due to reduce in-year activities, requiring costs to be re-profiled into future years. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | 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 project'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. | Not set | Fiona Parker | MOJ_0144_2223-Q2 |
| 10K Additional Prison Places Estate Expansion Houseblocks and Refurbishments | MOJ | Infrastructure and Construction | The Houseblocks and Refurbishments Programme supports our 20,000 additional prison places commitment; its scope is to deliver around 2000 additional prison places, primarily in the closed male category B and C estate. This includes modern, purpose-built houseblocks which will provide improved living space for prisoners and a safer working environment for staff. | RED | Not set | Compared to financial year 24/25-Q4, the NISTA Delivery Confidence Assessment (DCA) rating at 25/26-Q4 remains at Red. This is primarily due to the administration of a key supplier. | 15/08/2019 | 05/02/2031 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 changed from 05/08/29 to 05/02/31. This is primarily due to delays emerging from a key delivery supplier entering into administration. | 58.47 | 25.2 | 56.9 | The budget variance exceeds 5%. This is primarily due to supplier administration and the resulting effect on programme costs. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | This programme currently reports no monetised benefits. This programme 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. | Not set | Nigel Nuttall | MOJ_0113_2122-Q2 |
| 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 24/25-Q4, the NISTA Delivery Confidence Assessment (DCA) rating for 25/26-Q4 remains at Amber. This is primarily due to delays in migration to a new service requiring legacy contract extensions, with limited schedule contingency remaining. | 01/01/2021 | 15/06/2026 | Compared to financial year 24/25-Q4, the programme's end date at 25/26-Q4 changed from 30/11/25 to 15/06/26.This is primarily due to delays in migration to a new service. | 145.46 | 154.68 | 6.34 | The budget variance exceeds 5%. This is primarily due to the increased costs of the contract extension within the financial year. | 1,161.10 | Compared to financial year 24/25-Q4, the project's Whole Life Costs at 25/26-Q4 increased from £857.610m to £1,161.10m. This is primarily due to an increased demand for Electronic Monitoring services being greater than the modelling that informed the original business case. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | Not set | The programme currently reports no monetised benefits. The project's benefits focus on the successful operation of Electronic Monitoring. | https://evaluation-registry.cabinetoffice.gov.uk/search/ed06c09b-5000-467e-b577-53b7541a10d9/, https://evaluation-registry.cabinetoffice.gov.uk/search/77ff8fbd-5042-4857-bcbc-6bf2b9d1643e/, https://evaluation-registry.cabinetoffice.gov.uk/search/68b435c0-17e4-413c-987a-852a80671cdb/, https://evaluation-registry.cabinetoffice.gov.uk/search/5c5fd660-afcb-480b-ada1-7b3a53393bf1/, https://evaluation-registry.cabinetoffice.gov.uk/search/e1e1fe7e-2b94-44c9-b235-cc00bbff07c7/, https://evaluation-registry.cabinetoffice.gov.uk/search/b8c0045b-8745-4d2c-9a94-62ed8adf0081/, https://evaluation-registry.cabinetoffice.gov.uk/search/dbfbd18b-9688-4a09-b2c5-3c47d382e0e3/, https://evaluation-registry.cabinetoffice.gov.uk/search/07699953-74fd-459f-8b82-6bcfb1f9fc4d/ | Chris Taylor | MOJ_0058_2122-Q1 |
| Evolve: WAN/LAN (Networks) | MOJ | Information and Communications Technology (ICT) | Re-procurement of WAN and LAN Services suitable for the current and future needs of the MoJ. The project includes requirements gathering, procurement preparation and competitive procurement followed by the transition of services and exit of the existing contracts. | Not set | GREEN | Compared to financial year 24/25-Q4, the Delivery Confidence Assessment (DCA) rating at 25/26-Q4 has increased to Green. This is primarily due to increased time contingency within plans, and significant activities being either complete or in progress in line with project plans. | 27/09/2021 | 15/12/2028 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 changed from 16/08/28 to 15/12/28. This is primarily due to revision of planned activity timelines to increase contingency based on insights from lessons learned. | 31.48 | 6.67 | 78.81 | The budget variance exceeds 5%. The underspend is due to reduced in-year activities, requiring costs to be re-profiled into future years. | 253.89 | Compared to financial year 24/25-Q4, the project's Whole Life Costs at 25/26-Q4 has increased from £253.20m to £253.89. This is primarily due to delays resulting in cost increases. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | 107.62 | Compared to financial year 24/25-Q4, the project's monetised benefits at 25/26-Q4 have increased from £0 to £107.62m. This is primarily due to the following factors‚ confirmation of monetisation of benefits following approval of Full Business Case. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs will reflect this accounting reduction regardless of any actual changes. | Not set | Marc Bowie | MOJ_0050_2122-Q3 |
| Community Support Programme | MOJ | Government Transformation and Service Delivery | Design, commission, procure and implement new rehabilitative services. | Not set | AMBER | The Delivery Confidence Assessment (DCA) rating at 25/26-Q4 is Amber. This is largely due to anticipated reduction in funding resulting in the potential for changes in project scope. | 01/03/2023 | 09/03/2029 | The programme's end date at 25/26-Q4 is scheduled for 09/03/2029. The project is on track to deliver against the baseline schedule. | 2.05 | 2.05 | 0 | The budget variance is less or equal to 5%. | 1,024.83 | The programme's Whole Life Costs for 25/26-Q4 are £1,024.83m. The Whole Life Costs are based on the most recent business case and include optimism bias. | Not set | The programme has not provided details of monetised benefits for financial year 25/26-Q4. This project currently reports no monetised benefits. The project benefits focus on the quality of services contracts. | Not set | Rachel Radice | MOJ_0537_2526-Q1 |
| Decommission and Legacy Risk Migration (DLRM) | MOJ | Information and Communications Technology (ICT) | The Decommissioning 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 and update and migrate existing applications to supported hosting environments | Not set | AMBER | Compared to financial year 24/25 Q4, the NISTA Delivery Confidence Assessment (DCA) rating at 25/26 Q4 remained at Amber. This is driven primarily due to continued delivery risk driven by complex design challenges. | 01/07/2021 | 30/09/2028 | Compared to financial year 24/25-Q4, the programme's end-date at 25/26-Q4 changed from 31/03/28 to 30/09/28. This is primarily due to the programme allowing additional time to ensure a full closure process is completed. | 45.51 | 36.81 | 19.12 | The budget variance exceeds 5%. The underspend is due to reduced in-year activities requiring costs to be re-profiled into future years. | 273.28 | Compared to financial year 24/25-Q4, the project's Whole Life Cost at 25/26-Q4 reduced to £273.28m. The Whole Life Cost remains aligned to the current baseline business case. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | Not set | The project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) is 0. This project currently reports no monetised benefits. The project's benefits focus on reducing the risk of legacy technology through decommission, transition and replacement. | Not set | John Laverick | MOJ_0061_2122-Q3 |
| Evolve: End User Computer Service (EUCS) | MOJ | Information and Communications Technology (ICT) | Ensure the continuation of critical End User Compute Services (EUCS) used by MoJ staff every day, and implement a future-fit model for 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 MoJ; 2) insource EUCS activity to bring certain capabilities in-house, and 3) migrate users on the legacy FITS services to the organisation's MoJ Official (MoJo) service. | Not set | GREEN | Compared to financial year 24/25-Q4, the NISTA Delivery Confidence Assessment (DCA) rating has remained at Green. This is primarily due to successful progression through key procurement exercises, and ongoing confidence in planned delivery. | 27/09/2021 | 15/10/2026 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 changed from 27/03/26 to 15/10/26. This is primarily due to the increased time required to manage the transition between services, and increased contingency based on insights from lessons learned. | 61.62 | 38.28 | 37.88 | The budget variance exceeds 5%. This is primarily due to reduced running costs due to a delay in service stand up and less expenditure on devices than planned. | 190.18 | Compared to financial year 24/25-Q4, The Whole Life Cost has decreased from £193.31m to £190.18m. The budget remains aligned to the current baseline business case. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | 27.39 | Compared to financial year 24/25-Q4, the project's Benefits have decreased. However, this is only due to the new NISTA requirement to reflect costs and benefits in 2024/25 base prices, not because monetised benefits have decreased. Forecasted monetised benefits remain in line with the project's business case. | Not set | Marc Bowie | MOJ_0062_2122-Q3 |
| Prisoner Education Services | MOJ | Government Transformation and Service Delivery | 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 24/25-Q4, the Delivery Confidence Assessment has remained Amber. This is primarily due to uncertainty regarding limited contingency for the project’s final procurement activity. | 01/04/2021 | 31/01/2027 | Compared to financial year 24/25-Q4, the project’s end date at 25/26-Q4 has changed from 31/12/25 to 31/01/27. This is primarily due to delays in the procurement of one element of the core education contract. | 190.73 | 183.39 | 3.85 | The budget variance is less or equal to 5%. | 1,755.13 | Compared to financial year 24/25-Q4, the Whole Life Costs at 25/26-Q4 have decreased from £1,870.80m to £1755.13m. The budget remains aligned to the current baseline business case. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | Not set | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 remained at 0. This programme currently reports no monetised benefits. The programme's benefits are related to the successful onward operation of the Prisoner Education Service. | Not set | Sarah McKnight | MOJ_0064_2122-Q3 |
| 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 24/25-Q4, the NISTA Delivery Confidence Assessment rating at 25/26-Q4 remains at Amber. This is primarily due to delays arising following the administration of a key supplier and challenging site conditions. | 27/07/2021 | 31/07/2028 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 changed from 28/02/28 to 31/07/2028. This is primarily due to schedule slippage across multiple sites. | 147.57 | 105 | 28.85 | The budget variance exceeds 5%. This is primarily due to delays following supplier entering administration and challenging site conditions, requiring some costs to be re-profiled into future financial years. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | This programme currently reports no monetised benefits. Due to the projected increasing prisons population, this programme 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, to deliver local community benefits. | https://evaluation-registry.cabinetoffice.gov.uk/search/1352c28f-b230-4655-acea-55e2d8bdc1b1/ | Tracy Dineen | MOJ_0057_2122-Q1 |
| 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 24/25-Q4, the NISTA Delivery Confidence Assessment (DCA) at 25/26-Q4 remains at Amber. This is primarily due to uncertainty around affordability and ongoing delivery risks. | 03/10/2022 | 30/09/2028 | The programme's end date at 25/26-Q4 remains 30/09/28. The project remains on track to deliver in line with the baseline schedule. | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 – Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | Gary Badley | MOJ_0220_2223-Q4 |
| Evolve: Voice & Video | MOJ | Information and Communications Technology (ICT) | Re-procurement of Voice and Video Services suitable for the current and future needs of the MoJ. The project includes requirements gathering, procurement preparation, competitive procurement and an increase in internal capability followed by the transition of services and exit of the existing contracts. | Not set | GREEN | Compared to financial year 24/25-Q4, the Delivery Confidence Assessment (DCA) rating at 25/26-Q4 has increased to Green. This is primarily due to increased time contingency within plans, and significant activities being either complete or in progress in line with project plans. | 27/09/2021 | 14/07/2028 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 changed from 30/11/27 to 14/07/2028. This is primarily due to revision of planned activity timelines to increase contingency based on insights from lessons learned. | 24.06 | 13.15 | 45.34 | The budget variance exceeds 5%. The underspend is due to reduced in-year activities, requiring costs to be re-profiled into future years. | 184.56 | Compared to financial year 24/25-Q4, the project's Whole Life Costs at 25/26-Q4 have decreased from £385.21m to £184.56m. This is primarily due to significant savings following approval of Full Business Case. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | 69.01 | Compared to financial year 24/25-Q4, the project's monetised benefits at 25/26-Q4 have increased from £0 to £69.01m. This is primarily due to the confirmation of monetisation of benefits following approval of Full Business Case. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs will reflect this accounting reduction regardless of any actual changes. | Not set | Marc Bowie | MOJ_0049_2122-Q3 |
| 10k Additional Prison Places - New Build | MOJ | Infrastructure and Construction | The New Build programme supports our 20,000 additional prison places commitment; its scope is to build four new prisons | AMBER | Not set | Compared to financial year 24/25 Q4, the NISTA Delivery Confidence Assessment rating at 25/26 Q4 remains at Amber. This is primarily due to the following factors, HMP Millsike delivered to time and budget. HMP Welland Oaks is in main construction and delivery is on track. The remaining two sites have not yet entered main works contract and carry delivery risks that are being actively managed | 02/03/2020 | 31/05/2032 | The project's end date remains scheduled to finish on 31/05/32. The project remains on track to deliver against the baseline schedule. | 388.91 | 398.17 | 2.38 | The budget variance is equal to or less than 5%. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | This programme currently reports no monetised benefits. Due to the projected increasing prisons population, this programme 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. | Not set | James Smith | MOJ_0050_2021-Q1 |
| 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 and Forest Bank 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. The project scope also includes delivering 458 additional prison places through the Rye Hill houseblock delivery. Project scope change approval was received in March 2026 to transfer the remaining HMP Rye Hill activity competition re-run to a later Tranche. | Not set | GREEN | Compared to financial year 24/25-Q4, the NISTA Delivery Confidence Assessment (DCA) rating at 25/26-Q4 has increased from Amber to Green. This is primarily due to the agreement to move the remaining HMP Rye Hill operator competition to a later tranche, meaning the remaining delivery is now approaching completion following the successful transfer of services and exit of the existing PFI contracts at HMPs Ashfield and Forest Bank and the delivery of HMP Rye Hill Houseblock expansion. | 22/01/2022 | 31/07/2026 | Compared to financial year 24/25-Q4, the project at 25/26-Q4 remains scheduled to finished on 31/10/26. The project is on track to deliver against the baseline schedule following the transfer of remaining HMP Rye Hill activity to a later Tranche. | 86.12 | 88.7 | 3 | The budget variance is less or equal to 5%. | 2,730.04 | The HMT-agreed Whole Life Cost for 25/26-Q4 has decreased from £3,862.165m to £2,730.04m. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | Not set | 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. | Not set | James Smith | MOJ_0060_2122-Q3 |
| 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 | GREEN | Compared to financial year 24/25-Q4, the Delivery Confidence Assessment at 25/26-Q4 has increased to Green. This is due to the completion of all transition activities. The project is on schedule to close in line with project plan. | 28/07/2022 | 30/04/2026 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 changed from 31/03/26 to 30/04/26. This is primarily due to the project allowing additional time to ensure a full closure process is completed. | 10.56 | 11.07 | 4.83 | The budget variance is less than or equal to 5%. | 270.91 | Compared to financial year 24/25-Q4, the project's Whole Life Costs at 25/26-Q4 increased from £246.01m to £270.91m. This is primarily due to the additional funds being made available to maintain as much capacity as possible within the custodial sector. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | Not set | This project currently reports no monetised benefits. The project benefits focus on the quality of services contracts. | Not set | Lynne Abrams | MOJ_0259_2324-Q1 |
| 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 24/25-Q4, the NISTA Delivery Confidence Assessment rating at 25/26-Q4 remains at Red. This is primarily due to issues arising from the administration of a key supplier. | 24/01/2020 | 20/03/2031 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 changed from 20/09/29 to 20/03/31. This is primarily due to the programme’s key supplier entering administration and the resulting delays on delivery. | 11.85 | 19.67 | 65.99 | The budget variance exceeds 5%. This is primarily due to supplier administration and the resulting effect on programme costs. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | This programme currently reports no monetised benefits. Due to the projected increasing prisons population, this programme 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. | Not set | Nigel Nuttall | MOJ_0111_2122-Q2 |
| Residential Property Tribunal | MOJ | Government Transformation and Service Delivery | The Residential Property Tribunal (RPT) Project is responsible for delivering HMCTS’s responsibilities arising from the Renters Rights Act (RRA), introduced by Ministry of Housing Communities and Local Government (MHCLG). The project is delivering new operating delivery models, tactical and strategic IT solutions, recruitment of staff and the estate space to house them, alongside wider legislative implementation as well as judicial and subject matter expert recruitment activities. | Not set | AMBER | The Delivery Confidence Assessment (DCA) for financial year 25/26-Q4 is Amber. This is driven by complexities in aligning policy, legal and delivery partners on future digitalisation. | 11/06/2024 | 31/03/2028 | The project's end date at 25/26-Q4 is scheduled for 31/03/2028. This is primarily due to the following factors‚ The project is on track to deliver against the baseline schedule. | 27.08 | 5.73 | 78.84 | The budget exceeds 5%. In year variance against budget primarily driven by delays in design, discovery and recruitment as a result of the delays in the Bill acquiring Royal Assent. | 149.6 | The project's Whole Life Costs in 25/26-Q4 are £149.6m. The Whole Life Costs are based on the most recent business case and include optimism bias. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | Not set | There are no monetised benefits to the project. | Not set | David Magee | MOJ_0539_2526-Q2 |
| 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 24/25-Q4, the NISTA Delivery Confidence Assessment remains at Amber. This is primarily due to inflation and increasing cost maturity resulting in increasing cost estimates and other market risks. | 28/09/2020 | 01/11/2030 | Compared to financial year 24/25-Q4 the programme’s end date changed from 10/07/28 to 01/11/30. This is primarily due to scope increases within the project resulting in more time required to achieve overall programme completion. | 608.61 | 510.79 | 16.07 | The budget variance exceeds 5%. This is due to scope and cost rebaselining. | Exempt under Section 43 - Commercial interests | Exempt under Section 43 - Commercial interests | Not set | This programme currently reports no monetised benefits. Due to the projected increasing prison population, this programme focuses 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. | https://assets.publishing.service.gov.uk/media/66d831c41596ecc9d5aa2eff/prison-estate-expansion.pdf | Sachia Thompson | MOJ_0053_2021-Q4 |
| 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, HMP Oakwood and HMP Rye Hill 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 up to 345 prisoner places through the construction of an additional houseblock at HMP & YOI Parc. | Not set | AMBER | Compared to financial year 24/25-Q4, the NISTA Delivery Confidence Assessment (DCA) rating at 25/26-Q4 has remained at Amber. This is primarily due to the addition of the HMP Rye Hill houseblock to project scope, and ongoing costing and scheduling challenges which continue in HMP & YOI Parc. | 15/12/2022 | 31/07/2029 | Compared to financial year 24/25-Q4, the project's end date at 25/26-Q4 has increased from 28/01/28 to 31/07/29. This is primarily due to the addition of remaining HMP Rye Hill activity to project scope, and the need to finalise the schedule for the HMP & YOI Parc Houseblock. | 48.81 | 8.71 | 82.16 | The budget variance exceeds 5%. This is primarily due to delays in the approval of the design and derogations for the HMP & YOI Parc Houseblock impacting schedule and forecasted spend for the previous financial year. | 3,335.69 | Compared to financial year 24/25-Q4, the project's Whole Life Costs at 25/26-Q4 decreased from £4,614.55m to £3,335.69m. This is primarily due to successful procurement competitions yielding savings against forecasted affordability thresholds. This figure does not reflect the transfer of HMP Rye Hill competition re-run. All costs have been reported in 2024/25 base prices in line with NISTA requirements. This is a change from previous years where costs were reported in nominal prices. All costs reflect this accounting reduction regardless of any actual changes. | Not set | 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. | Not set | James Smith | MOJ_0365_2425-Q1 |
| Concordis | NCA | Government Transformation and Service Delivery | As a result of an impending lease-end, the NCA must leave its existing London Headquarters in Spring Gardens, Vauxhall. But it is, in any case, end of life, too big for NCA needs, expensive to run and unable to adapt to future needs due to factors such as the poor layout and age. The main focus for the Concordis programme is the delivery of the NCA’s new Headquarters in Stratford and transition of staff, the reconfiguration of the South Eastern Operational Branch to accommodate a joint operational partnership team, and the closure of Spring Gardens. This is part of the Agency’s broader Estates Strategy | Not set | AMBER | Concordis joined the GMPP, separate to the NCA Portfolio, from Q1 2025/26 due to the size, complexity and delivery status of the Programme. The delivery confidence has remained at Amber from Q1 to Q4 taking in to account that successful delivery of the programme to time, cost and quality appears feasible. Significant issues have emerged requiring management attention. These were resolvable and addressed promptly, so as not to present a cost/schedule overrun. | Not set | Not set | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same. This is primarily due to managed governance models, strong RAID management and a comprehensive integrated plan. | 53.58 | 53.58 | 0 | The budget variance for FY 2025/26 is less than 5% | 189.75 | Concordis whole Life Cost of 189.95m remained the same during the FY period 2025/26. | 120.62 | Concordis monetised benefits of 149.30m remained the same during the FY period 2025/26. | Not set | Mandy Eddolls | HO_0526_2526-Q1 |
| VOA NextGen Rating Programme | VOA | Government Transformation and Service Delivery | The NextGen Rating Programme (NGR) is replacing VOA’s multiple legacy technologies for Non-Domestic Rating, digitising casework processes and customer interactions into a single integrated system. It also set out to deliver measures from the last Government’s Business Rates Review and Non-Domestic Rating Act (2023). The programme is continuing to deliver commitments on greater transparency on valuations for customers, and work is continuing on potential options for 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 | Since the creation of the NextGen Rating Programme in October 2024, Programme teams are well established with strong governance and oversight, supported by robust supplier and financial management. This mature position has been reinforced by NISTA, who awarded the programme a Green rating in a Gate 0/3 review in January 2026. During FY25/26 the Programme delivered the first major milestones, with Disclosure and changes to support Improvement Relief for Revaluation 2026 going live in November 2025. The design and build of the core online service has been completed, with progression into Private Beta held while rollout plans are reviewed. Progress for the internal Valuation Operating System (VOS) for Non-Domestic Rating is well advanced. Release 1 (Pre-Valuation) remains on track for July 2026, followed by Release 2 (Valuation) by November 2026. Focus remains on managing testing, defect resolution and data migration, alongside supporting business readiness for upcoming changes. The Amber delivery confidence assessment reflects the need to deliver VOS Releases 1 and 2 to tight timelines, alongside some remaining uncertainty on scope, sequencing and costs for later releases. Work is underway to finalise delivery plans and commercial arrangements for these later releases, supporting improved certainty and a return to Green. | 01/10/2024 | 01/04/2030 | Compared to financial year 24/25-Q4, the project's end-date at 25/26-Q4 remained the same, 01/04/2030. | 49.69 | 46.94 | 5.53 | The budget variance exceeds 5%. This is primarily due to scope items being re-planned into later years of the Programme which reduced the projected 25/26 spend. | 300.38 | Compared to financial year 24/25-Q4, the projects departmentally agreed Whole Life Cost at 25/26-Q4 (measured in £m) remained at £328.5m. | 216.77 | Compared to financial year 24/25-Q4, the project's departmentally agreed Benefits at 25/26-Q4 (measured in £m) remained at £251m. | https://evaluation-registry.cabinetoffice.gov.uk/search/2f90158a-c812-430f-9c20-97e193208865/, https://evaluation-registry.cabinetoffice.gov.uk/search/2f90158a-c812-430f-9c20-97e193208875/, https://evaluation-registry.cabinetoffice.gov.uk/search/2f90158a-c812-430f-9c20-97e193208875/ | Michael Brankin | HMRC_0143_2223-Q2 |