Corporate report
HMRC data (CSV)
Updated 24 May 2013
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| Project name | Electronic Exchange of Social Security Information (EESSI) Programme | One Click | Open Cases Programme | Organised Crime | Real Time Information (RTI) | Volume Crime | Wider Coverage Project | Expanding the use of Debt Collection Agencies | Debt Management & Banking (DMB) Staff Reinvestment | |||||||||||||||||||||||||||||||||
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| Department | HMRC | HMRC | HMRC | HMRC | HMRC | HMRC | HMRC | HMRC | HMRC | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Amber/Green | Amber/Red | Green | Amber/Green | Amber | Amber/Green | Amber | Amber/Green | Amber/Green | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Description / aims | The Electronic Exchange of Social Security Information Programme aims to introduce a means of communicating electronically with other European Union Member States in respect of the Social Security affairs of migrant workers | One Click brings many tax services (Corporation Tax, Income Tax Self Assessment, Value Added Tax, and Pay As You Earn) that businesses need together in one place, online. Focuses on key events in a business' lifecycle, with information for pre-start ups, a single place to register for business taxes, and a self-serve facility to view and update details online. | HMRC have created a clearance programme to ensure the 2012 target of clearing 17.9m legacy open cases on the Pay As You Earn system is met | The Organised Crime Project will have a significant impact on the organised crime segment of HMRC’s Customer-Centric Strategy. The key aim is to prevent, disrupt and reduce deliberate, systematic and large scale attacks by organised criminal groups, estimated to cost HMRC between £5bn to £7bn per annum. | Real Time Information is the next stage of improving Pay As You Earn through the use of real time information. It will deliver a series of projects to implement measures designed to improve the efficiency and effectiveness of the Pay As You Earn system. This will underpin the introduction by the Department for Work and Pensions of the Universal Credit regime. | The Volume Crime project aims to change HMRCs approach to tackling fraud in the Rule Breakers customer group, increasing the number of criminal investigations and subsequent prosecutions in this group. The Volume Crime Project will: deter rule breakers and potential rule breakers from fraudulent behaviour; enhance the effectiveness of civil interventions by evidencing the downsides of non-compliance; and show HMRC is relentless in pursuit of those who break the rules. | The Wider Coverage Programme aims to use Spending Review 2010 reinvestment to increase the capacity and capability of trained tax professionals and operational people engaged in tax compliance work, and widen the range of approaches and interventions they use. The outcome will be more resource focused on tackling risks in the rule breakers and potential rule breakers segments using new and innovative ways to settle those risks. | The investment to extend the use of Debt Collection Agencies provides additional debt collection capability and capacity to allow more debts to be tackled quicker and more effectively, it will change the behaviours of more customers and generate more revenue. | Investment in Debt Management & Banking staff to maintain the resource deployed on debt collection. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative, actions on Delivery Confidence Assessment | Not set | Most of this programme has been delivered. Delivery of the VAT Registration Transformation and iForms projects has been re-scheduled. The increased cost associated with the phasing of the delivery of the remaining parts of the Programme have been subjected to rigorous scrutiny by the Programme. The level of investment needed to allow the remaining work to move forward has been subject of considerable challenge from HMRC’s governance processes, Cabinet Office and HM Treasury. Action has been taken since October 2012 to revise the budget. | The Programme cleared all legacy open cases by 31st October 2012, thus meeting the Parliamentary Accounts Committee commitment early and allowing the Programme to close down. | Not set | The pilot has now completed, standing the Programme in good stead for the forthcoming main migration period, and by 5 April 2013 the Programme had over 6 million employments being reported to HMRC in real time. Feedback from employers and intermediaries remains positive. The business case has been revised and although costs have increased, this has been subjected to rigorous scrutiny by the Programme and challenge from the Department’s governance processes, Cabinet Office and HM Treasury. | Not set | The governance and structure of the Programme have been enhanced and improvements in the management of the Programme continue. Costs remain within budget and benefits remain on track. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Project - start date | 02/12/2009 | 24/03/2010 | 31/10/2010 | 01/04/2011 | 05/07/2010 | 01/04/2011 | 14/09/2011 | 01/04/2011 | 01/04/2011 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Project - end date | 31/05/2014 | 10/04/2013 | 31/10/2012 | 02/07/2012 | 31/10/2014 | 31/03/2013 | 30/06/2015 | 31/03/2015 | 01/04/2015 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule | Not set | Not set | Not set | The Programme was originally forecast to close in July 2012. However, in order to ensure the effective management of its internal and external stakeholders, maximise benefits delivery and fully recruit the necessary resources the end date was moved via a formal change request (submitted on 6th August 2012) to 31 March 2013. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2012/13 Budget (£million) | 0.12 | 10.01 | 19.43 | 25.42 | 28.32 | 11.20 | 104.74 | 20.15 | 11.26 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2012/13 Forecast (£million) | 0.12 | 26.04 | 19.43 | 25.21 | 28.32 | 11.08 | 103.77 | 18.70 | 11.27 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Total budgeted whole life costs (£million) (including non-government costs) | 5.29 | 113.18 | 57.28 | 82.73 | 241.10 | 42.04 | 552.59 | 70.68 | 56.41 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on budget/forecast variance for 2012/13 (if variance is more than 5%) | Not set | The forecast costs of £26.04m for 2012/13 (shown above) exceed the budgeted costs of £10.01m for 2012/13 (shown above) because the budgeted costs do not include the costs associated with the final tranche of work required to complete the VAT Registration Transformation Project. These costs have been subject to considerable scrutiny as described above and action has been taken since October 2012 to revise the budget figure to reflect the costs associated with the final tranche of work required. | Not set | Not set | Not set | Not set | Not set | The forecast costs figure of £18.70m for 2012/13 (shown above) is well below the budgeted costs figure of £20.15m for 2012/13 (shown above), this is because the latter included costs expected in relation to a project relating to the automation of data exchange, however as costs had increased beyond an affordable level the project has not been pursued giving rise to the underspend. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on budgeted whole life costs | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
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