Transparency data
HO Government Major Project Portfolio data, September 2016 (.csv)
Updated 18 July 2017
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| Project Name | Communications Capabilities Development (CCD) Programme | National Law Enforcement Data Programme | Adelphi Modernisation Programme | Cyclamen Programme | Disclosure and Barring Service (DBS) Programme | Digital Services at the Border (DSaB) | Emergency Services Mobile Communications Programme (ESMCP) | Home Office Biometrics (HOB) Programme | Immigration Platform Technologies (IPT) | Smarter Working Programme | Technology Platforms for Tomorrow (TPT) | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | HO | HO | HO | HO | HO | HO | HO | HO | HO | HO | HO | Not set |
| IPA Delivery Confidence Assessment (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 | Reset | Amber/Red | Amber/Red | Amber/Red | Amber | Amber/Green | Amber | Amber | Amber | Not set |
| Description / Aims | In a world of internet enabled communication, ensure that the police, wider law enforcement, security and intelligence agencies can lawfully obtain, manage and use communications data and intercepted content to: detect, prevent and disrupt crime; protect the public and save lives. | The National Law Enforcement Data Programme (NLEDP) aims to replace the current Police National Computer (PNC) and Police National Database (PND) systems with one modernised solution: the Law Enforcement Data Service (LEDS). | It is proposed that the Home Office move to a updated ERP and a common shared service model to provide transactional human resource (HR), finance (including payroll) and procurement services, in full alignment with the Cabinet Office Next Generation Shared Service strategic plan (NGSS) . THe NGSS plan looks to operate a Crown Oversight Function that works with departments to deliver improvements in the quality of service and reduction in the operating costs of shared services | Cyclamen equipment provides the capability to detect and intercept, and thereby deter the illcit movement of radiological materials into the United Kingdom. The Programme will deliver modernised Cyclamen capabilities that continue to safeguard the security of the UK. | A new modernisation release for Barring and Disclosure that will unify operations, introduce electronic applications and referrals, and enable new services such as Basics. | To deliver digital services that will provide systems capable of transforming the way that Border Force and its partners operate. | The Programme aims to replace the mobile communications service used by the 3 Emergency Services and other public safety users with an Emergency Services Network (ESN) which is provided on a commercial mobile network enhanced to meet the public safety requirements for coverage, functionality, availability and security. | Home Office wide convergence programme for biometrics within Government, covering border security, law enforcement and intelligence. | The Immigration Platform Technologies (IPT) Programme is delivering the technology and information systems to support the immigration service now and in the future. | The Smarter Working Programme is enabling new ways of working across the Home Office through transformation of people, technology and workplace whilst reducing cost to the taxpayer. | The main IT supply contracts for the Home Office expire in Jan 2017 and the programme is disaggregating the existing IT service provision for the core Home Office taking responsibility for Systems and Service Integration, as well as ownership of other key IT elements, back in house in line with Cabinet Office strategy | Not set |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The latest Infrastructure and projects Authority (IPA) review of the CCD programme was conducted in September 2016. The IPA review found that the programme remains broadly on track to deliver against its key delivery milestones. This good progress was reflected in the IPA review which rated the programme as Amber/Green. | Given the complexity the programme faces, detailed planning is still ongoing meaning schedules are still being firmed up. Significant progress has been made in this quarter fixing the scope of Tranche 1 which is supporting the planning process. NLEDP has an extensive stakeholder group and there is significant work still to do to build on user confidence on transitioning from both PNC and PND. Facilities are in place now to walk stakeholders through the full programme approach building confidence and support whilst work is still progressing to ensure a robust delivery pipeline is developed. The OCIP team are also now up to full complement and engagement across the wide stakeholder community is increasing significantly. | In March the Home Office commenced discussions with Cabinet Office and SSCL in which it was agreed that the Home Office programme would be reset. Following completion of commercial negotiations in October the Home Office began to explore a new technology path with different timescales, costs and benefits. | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | The project delivery date was revised to a 2017 implementation. Home Office and IPA are engaged and providing assitance - with delivery stakeholders and suppliers reviewing the revised plan. | The September Programme Assessment review identified encouraging signs of progress and since then, further substantial progress has been made in addressing the recommendations raised. | The RAG rating reflects: the pan-government complexity of ESMCP with a broad stakeholder and user community and the need to move to a new technology on a commercial network at a time of significant restructuring among the commercial providers. The Full Business Case (FBC) received cross government approval in November and the Programme successfully awarded contracts on the main procurements on 8 December 2015. The Programme has now moved into the mobilisation phase. KBR and EE have both met some of their deliverables and have been issued with Milestone Achievement Certificates for Effective Dates (ED) + 5 and 8 months. | The Programme has been actively involved in ensuring its alignment with the Biometric Strategy. This is currently going through the approvals process. The Programme has arranged for regular reviews of the Strategy once approved. Programme dependencies have now been mapped out and are being actively managed through a dedicated PMO resource. The HOB stakeholder engagement strategy was reviewed and approved by the Programme Board in November 2016. The Strategic Mobile project scope now includes Police, Borders and Immigration Enforcement. | A formal review of IPT was performed by the Infrastructure and Projects Authority (IPA) in May 2016. A further independent review was undertaken in July 2016 and the IPA conducted an Assurance of Action Plan (AAP) review in August 2016, following which the status of the programme was assessed by the IPA as Amber. The recommendations made by the IPA and the Independant Review were accepted by IPT and progress of the associated actions is reviewed by the Programme Board on a monthly basis. | The Programme was awarded an Amber delivery confidence rating in the last Gateway review. It was described as a well-run programme that was currently managing delivery and risks in an effective fashion. An action plan has been put together to address the recommendations made which is being tracked by the Smarter Working Programme Board. | The programme has delivered in a number of areas in networks and is well along the path of delivering the new Strategic Service Desk. End User Services are running later than originally planned but the extension with the incumbent supplier (that has the option to run to April 2018 if required) has reduced the timescale delivery risk in this area | Not set |
| Project - Start Date (Latest approved start date) | 01/05/2010 | 01/04/2014 | 01/09/2016 | 01/04/2014 | 29/12/2010 | 12/02/2014 | 01/06/2011 | 01/04/2014 | 01/04/2013 | 28/10/2015 | 01/02/2014 | Not set |
| Project - End Date (Latest approved end date) | 01/04/2020 | 31/03/2020 | 01/06/2019 | 01/04/2021 | 31/12/2017 | 31/03/2019 | 31/12/2020 | 31/12/2019 | 31/03/2017 | 31/03/2020 | 31/10/2017 | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | Over the Spending Review period the Programme is scheduled to transition to a new sustainment organisation. Details of this are in development. | NLEDP is tracking to schedule, this remains challenging with appropriate controls in place to manage. | Due to the reset of the business case. New implementation approaches and timescales were being explored as part of business case development. | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | The project delivery date was revised to a 2017 implementation. Home Office and IPA are engaged and providing assitance - with delivery stakeholders and suppliers reviewing the revised plan. | The pilot successfully commenced in July 2016. The Programme has re-evaluated its plans and will now start the process of roll-out in July 2017. This is a less aggressive roll out plan than was previously proposed. | The Full Business Case (FBC) received cross government approval in November and the Programme successfully awarded contracts on the main procurements on 8 December 2015. The Programme has now moved into the mobilisation phase. KBR and EE have both met some of their deliverables and have been issued with Milestone Achievement Certificates for Effective Dates (ED) + 5 and 8 months. Transition to the ESN Service is due to be completed by 31 December 2019. | The Programme plan is being refreshed to ensure strategic projects are focussed to meet commercial obligations and delivery of capability to customers. | Some slippage in interim deliverables. A revised roadmap taking into account slipagge, additional work and lessons learned has been agreed by the Board. The programme continues to deliver agile business services into live operational use. | Awaiting confirmation of 2 Marsham Street, Seacole Building tenancy agreement in advance of occupation end of 2017. | The programme has negotiated a contract with the incumbent supplier to extend a subset of the services beyond the handover period to maintain services until the rollout of the new devices is complete. The programme is on track to deliver within this extension period (the contract has the option to extend the services to April 2018 if required) | Not set |
| 2016/17 TOTAL Baseline £m (including Non-Government costs) | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) | £54.70 | £18.03 | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | £113.50 | £27.00 | £89.00 | £108.30 | £41.10 | £41.40 | £47.40 | Not set |
| 2016/17 TOTAL Forecast £m (including Non-Government costs) | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) | £54.70 | £18.03 | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | £154.30 | £26.20 | £89.00 | £108.30 | £80.50 | £38.00 | £47.60 | Not set |
| 2016/2017 Variance %age | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) | 0% | 0% | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | 36% | -3% | 0% | 0% | 96% | -8% | 0% | Not set |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) | £518.30 | £262.81 | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | £785.70 | £341.40 | £4,861.70 | £584.40 | £208.80 | £128.15 | £374.60 | Not set |
| Departmental narrative on budget/forecast variance for 2016/17 (if variance is more than 5%) | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) | Budget variance less than 5% | The budget for 16/17 has remained on track whilst the programme has worked to define a new cost profile. | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | Delays in project implementation have led to additional CDEL and RDEL costs during 2016/17 which were not originally forecast and will be off-set by income. | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | Spending in 2016/17 is broadly on track. The IPT programme was re-planned during Q2 and the revised plan was externally assured for delivery confidence. The deliverables for 16/17 were agreed by the IPT Programme board and set out in the Programme Business Case and revised delivery plan. Additional funding was requested for 17/18 and 18/19 in light of the revised plan and this is reflected in the forecasts in the Q2 return, against the original baseline. The revised Programme Business Case was approved by the Home Office Portfolio Investment Committee in July 2016 and submitted to the Treasury Approval Panel. The Q2 return therefore reflects the additional internally approved funding in the forecasts but keeps the original baseline figures pending the outcome of the Treasury Approval Panel, hence the variance. | Refurbishment of a single floor of both Apollo House and Lunar House has been planned to allow an agreed maximum price to be negotiated with the Contractor for the complete refurbishment works. This has resulted in a reduction in potential spend on the refurbishment in 16/17 but this was necessary to allow the Home Office to ensure that the total project was affordable before work commenced. | Budget variance less than 5% | Not set |
| Departmental Narrative on Budgeted Whole Life Costs | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) | In return for an investment of £90m, running costs are expected to reduce from current levels of around £37.5m to around £19.8m for the new service from 2022. The new services will be rolled out in stages, enabling the early release of cost savings on existing systems. The investment comprises £74.1m of CDEL, £12.1m of one-off RDEL and £3.8m of run costs for test/pre-production environments ahead of go live for the first stage of the new services. | In August the Programme submitted an Outline Business Case for approval on which these new costs were based. It was recognised that in order to make an evolutionary leap in technology the Home Office would need to provide additional investment. | Exempt under Section 24 of the Freedom of Information Act 2000 (National Security) Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law Enforcement) | Corporate activity levels and disclosure volumes are higher than originally planned which has increased costs, however these are fully funded by increased income from product charges. | The DSaB financial model includes Optimism Bias, VAT, inflation and business as usual costs. Following new guidance, the whole life costs include the post delivery running costs for 10 years post closure (2028-29), which accounts for the increase in whole life costs. There is no significant change in costs up to programme closure. | The FBC has been approved by HM Treasury, the whole life costs have now been approved. | The significant difference in whole life costs for the Programme is due to the exclusion of Optimism Bias in the later return. | The whole life cost has been revised to reflect the revised delivery timetable. | Whole life costs on target. | The whole life cost (WLC) forecast includes the cost of transitioning to new suppliers during the five years post transition as shorter G-Cloud contracts are let as part of the transition. The WLC have increased as dual systems are running for a longer period to support rollout and also as more detailed designs increase knowledge and certainty around the cost of the solutions | Not set |
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