Transparency data
MOJ Government Major Project Portfolio data, September 2015 (CSV)
Updated 7 July 2016
Download CSV 30.5 KB
| Project Name | CJS Efficiency Programme (CJS Efficiency) | Common Platform (CP) | Legal Aid Crime Change (LACC) Programme | Electronic Monitoring (EM) | Future IT Sourcing Programme (FITS) | Her Majesty's Courts and Tribunals Services (HMCTS) Compliance & Enforcement Services Project (CESP) | Her Majesty's Courts and Tribunals Services (HMCTS) Reform Programme | Integrated Delivery Programme (IDP) | Legal Aid Transformation Programme (LAT) | MoJ Shared Services Evolve (SS Evolve) Programme | North Wales Prison (NWP ) Programme | NOMS ICTS Services (NICTS) Programme (formally part of Quantum Re-compete Project) | Prison Unit Cost Programme (PUCP) | Transforming Rehabilitation (TR) Programme | Transforming Prisoner Telephony (TPT) | Secure Training centre (STC) Retendering Project | ||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | Not set | Not set |
| IPA 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 IPA Annual Report) | Amber/Green | Amber/Red | Green | Red | Amber/Red | Amber/Red | Amber/Red | Amber | Amber | Amber/Red | Amber | Amber | Amber | Green | Amber/Red | Amber/Green | Not set | Not set |
| Description / Aims | The Criminal Justice System (CJS) Efficiency Programme aims to introduce digital working throughout the Criminal Justice System, in particular to deliver the ‘digital courtroom’. | The Common Platform (CP) Programme aims to deliver a technology platform which supports business transformation across the Crown Prosecution Service and Her Majesty's Courts and Tribunals Services (HMCTS). | The Legal Aid Crime Change (LACC) Programme aims to process all criminal legal aid in a paperless and electronic environment. | The Electronic Monitoring (EM) Programme aims to procure an improved electronic tagging system that exploits the latest technology. | The Future Information Technology Sourcing (FITS) programme aims to deliver at least £95m per annum reduction in MoJ ICT operating costs through the design and implementation of a new ICT Operating Model. | The Compliance & Enforcement Services Project (CESP) aims to deliver the Criminal Compliance & Enforcement Blueprint and reform the compliance and enforcement activity within Her Majesty's Courts and Tribunals Services (HMCTS). | The aims of Her Majesty's Courts and Tribunals Services (HMCTS) Reform Programme is to: modernise the infrastructure and deliver a better and more flexible service to court users; modernise and transform courts and tribunal service to increase efficiency, improve service quality and reduce the cost to the tax payer. | The Integrated Delivery Programme (IDP) aims to improve financial control and service for providers and clients by replacing an ageing case management system. | The Legal Aid Transformation (LAT) Programme aims to reduce the cost of legal aid through providing a more efficient service, so as to improve public confidence in the system. | The aim of the MoJ Shared Services Evolve (SS Evolve) Programme is to deliver transformation in the approach to the provision of back office services in MoJ. | The New Prison Wales Programme's aim is to build a new prison in Wrexham, North Wales, that will be operational in 2017. | The NOMS ICT Servces (NICTS) Programme aims to address the provision of ICT Services under the Quantum contract which expired at the end of 2012. The new ICT Services contract will sustain the National Offender Management Service until the forthcoming Future IT Sourcing contracts are in place and are ready for applicable services to be transitioned. | The Prison Unit Cost Programme (PUCP) aims to maximise the delivery of savings from public sector prisons over the three years (to March 2016) by reducing operating costs and supporting the safety, security, and decency of public prisons within the agreed specifications. | The Transforming Rehabilitation (TR) Programme aims to extend statutory rehabilitation in the community to short-sentenced offenders; opening up rehabilitation services to a more diverse market of private and voluntary sector providers incentivised to innovate, through payment by results, to reduce re-offending. | The Transforming Prisoner Telephony (TPT) Programme aims to secure continuity of the current telephony service by negotiating a suitable extension, exit and transition arrangement with BT; procure and rollout a new data and cabling network and award a new service concession to providing in-cell prisoner telephony and potentially a range of basic self service functionality. | The Secure Training Centre (STC) Programme aims to retender and mobilise two STC contracts. These are sites of about 80 places each which accommodate 12-17 year old boys and girls (including mothers with babies) remanded or sentenced to custody who, because of their complex needs and risks to self and others, are unsuitable for placement in other parts of the youth secure estate. | Not set | Not set |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The amber green rating reflects the most recent independent assurance review which found projects continued to be on track for delivery with only limited risks. The programme is now in the final stages of roll out and will soon progress to programme closure. As part of the business transition and handover strategy, a board consisting of senior business managers, technical leads and the Programme Director meet frequently to embed the programme delivery into the CJS. Key risks for the programme are the loss of key personnel, the scale of delivery and ensuring business change is embedded. These risks are being mitigated through the aforementioned transition strategy. | A recent approval meeting with Cabinet Office and HM Treasury was positive and the programme continues to scale up in line with the Outline Business Case plan. The current delivery confidence rating is amber red, which reflects the complexity of the programme and the innovative use of agile development principles. In this case, agile refers to building and testing in small chunks, and working quickly to deliver improvements to a service. As products are successfully developed and experience of agile working develops within the programme, this rating is expected to improve. | The Legal Aid Agency’s Crime Change Programme (CCP) Gate 4 Gateway review took place in December 2014. The review team were impressed with the programme and assessed the likelihood of success as green. However, due to the risk to operational performance as a result of slow uptake in online applications for criminal legal aid, the review team felt amber green would be appropriate. Since the review, uptake of applications has continued to rise, with 92% of applications being submitted online in December 2015. In light of this progress, the Legal Aid Agency took the decision to update the rating to green. Whilst the programme aimed to mandate online form use to coincide with the new crime contracts, this was not possible due to the delay in awarding providers new contracts. CCP are now aiming to mandate online form use in July 2016. The Transfer of Grant project closed on 31 July 2015 and all operations have now transferred to the Legal Aid Agency. Remaining IT improvements being delivered through the Crime Change Programme are being concluded, with the final enhancements due by the end of June 2016. As a result of this delay, the Legal Aid Agency approved the extension of a smaller programme team to the end of June 2016. This will allow online application forms to be mandated and subsequent closure of the Crime Change Programme. A Gateway 0/5 review is expected in September 2016, which will focus on assessing the success of the programme and ensure lessons have been learnt. | Following an intensive period of planning activity in mid August, the programme produced an integrated plan. An Infrastructure and Projects Authority review confirmed the plan was credible but that the commercial element remained a challenge. Lack of a baseline plan is still a critical issue and work to assure the plan continues. There is ongoing ministerial challenge on the deliverability, shape and purpose of the programme. | In November 2015 the MoJ Executive Committee (ExCo) approved two decisions that impacted on the direction and focus of the FITS programme. Firstly, ExCo agreed to extend the NICTS (NOMS Prison) contract, delivered by HP, for up to two years. This de-scoped NICTS from the FITS Programme, the exceptions to this being that the provision of WAN\LAN , Voice and JVS Video Services will continue to be delivered by the relevant FITS Suppliers and transition is underway for these services. Secondly, ExCo agreed that the Programme should consider a new End User Computing Solution (EUCS) with a view to designing and implementing a faster and cheaper way of delivering IT services to staff. The new technological solutions under consideration will allow the MOJ to introduce modern IT services, further minimise costs and improve IT efficiencies. Detailed assessment of these changes are ongoing between the MoJ and the FITS Suppliers and on completion of this activity a revised business case will be submitted to ExCo for its approval. The FITS programme continues to transition services to the FITS Suppliers, both commercially and technically and transitions have included: WAN and telephony within the National Offender Management ICT Service (NICTS); video services for Her Majesty's Courts and Tribunal Service (HMCTS); and print services within Probation. | A Written Ministerial Statement was made on 15 October 2015 stating that following re-consideration of the department’s requirements, it had been decided not to outsource the compliance and enforcement services to a single supplier. | The programme has responded to the actions raised in the Cabinet Office’s Infrastructure Projects Authority Review of the Reform Programme (June 2015). However, due to the challenges in securing Treasury funding, delivery confidence remained amber red during Q2. Following Q2, the Spending Review confirmed funding for the Programme with allocations to be finalised in due course. The programme made good progress during Q2, carrying out detailed research in five service areas: domestic violence, youth crime, Social Security and Child Support Tribunal (SSCS), fare evasion and divorce. This research will shape service design and further detailed planning. Filling specialist roles has been a challenge, but work has moved ahead to identify suitable candidates. Development of the programme’s business cases and delivery of its early projects are progressing well. The business case for court closures is being reviewed by HMT and Cabinet Office before the main programme business case is considered. This project is also assessing responses to the public consultation on the future of specified buildings. Once the final response has been approved, the project will move into implementation. The business cases for two other modernisation projects have been approved by the programme board. The programme has started to develop its commercial requirements, including tenders and contracts. External support is needed in people, IT/digital and estates. | The delivery confidence assessment reflects the continued challenges in migrating users to the new system, and the programme's on-going efforts to improve the user experience by implementing enhancements to it. | An Infrastructure and Projects Authority (IPA) Gateway assurance review of the LAT Programme took place in February 2015 with a delivery confidence of amber being awarded. This assessment and the recommendations made are reflective of the review's overall finding that whilst the programme is well run and tightly managed it is delivering into a contested environment where legal challenge is the norm. The programme's delivery confidence is amber as contingency plans to ensure continued coverage of legal aid own client and duty work following the delay in implementing new crime contracts from 11 January to 1 April 2016 have been implemented. | The delivery confidence reflects the ongoing commercial discussions with the supplier concerning the delay of MoJ on-boarding onto the Single Operating Platform (SOP). As part of the wider government shared service initiative, led by the Cabinet Office, other departments are finding themselves in a similar position. Collectively, these departments are working with Cabinet Office to resolve the issues. Work continues to agree the overall transformation plan with the supplier, complete with major milestones and all key delivery points. | In September 2015, the amber delivery confidence assessment reflected good overall progress with the need to rapidly grow the capacity and capability of the core programme team to enable the scheduled ramp up to activity. Since then, recruitment of the core programme team has been completed and work is delivering to schedule. The team is now focused on launching competitions to the market for learning and skills provision and the running of a large industrial complex. | Programme delivery confidence assessment has improved. This decision is based on the fact that the following three issues have been resolved: 1) Technical issues with the Data Centre switches. 2) Service capacity plans have been reviewed and approved. 3) Financial Agreement has now been signed and agreed in respect of the NICTS Programme. However, there is still some risk relating to the rollouts planned at HQ and Shared Service Centre, due to the complex nature of those sites. The Programme Board took the view that that risk warranted the programme to remain at amber. | Both the prison benchmark and facilities management projects continue to actively manage the transition to business as usual despite the challenging prison environment. The programme and project Senior Responsible Owners (SROs) remain confident that the majority of the planned savings will be delivered by March 2016 although there remain concerns that the wider benefits of implementing cultural change and new ways of working in prisons may not be fully completed by then. | The delivery confidence reflects the successful delivery of the programme, on time and within budget, on 31 March 2015. | Since the last Government Major Projects Portfolio (GMPP) return, and based on the most recent Infrastructure and Projects Authority (IPA) Gateway 2 assessment, the delivery confidence of the Programme has improved.The primary reason for this improved assessment by IPA was the significant progress that had been made in resolving the exit and transition arrangements for the current BT prison telephony contract. As a result, the review team were satisfied that this no longer represented a significant risk to the programme. | Overall, the project remains on track to deliver to required quality and savings. | Not set | Not set |
| Project - Start Date (Latest approved start date) | 30/04/2013 | 01/11/2012 | 07/07/2013 | 10/05/2011 | 01/03/2011 | 21/06/2012 | 21/03/2013 | 01/07/2009 | 04/12/2012 | 07/09/2013 | 10/01/2013 | 18/07/2011 | 20/11/2012 | 05/11/2012 | 01/02/2015 | 05/11/2012 | Not set | Not set |
| Project - End Date (Latest approved end date) | 31/12/2016 | 29/03/2019 | 29/02/2016 | 30/11/2016 | 30/11/2017 | 07/01/2017 | 31/03/2020 | 31/03/2016 | 01/11/2015 | 05/11/2015 | 31/03/2018 | 29/03/2016 | 01/12/2016 | 31/03/2015 | 31/03/2020 | 01/05/2017 | Not set | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The programme is on track to deliver as planned: • The Magistrates In Court Presentation solution completed rollout in June 2015 • WiFi 90% complete and on track for full delivery by March 2016 • Store, Bench and Crown Court Solution all on track to deliver on time by March 2016 | There have been a number of early deliveries into pilots and early adopters which will support future development. If successful, the products will be further developed and rolled out nationally. For example, work also continues on the Online Plea service, taking pleas for summary non-imprisonable offences, the Magistrates’ Rota which will allow Magistrates to enter and manage their availability for court sittings online and a digital mark-up product to allow results to be captured digitally in-court. There have been changes in the Senior Management Team of the programme during this reporting period with the majority of replacements now in place, but there is an inevitable loss of continuity and potential impact on delivery plans while new resources get up to speed. | The programme successfully delivered the Transfer of Grant Project in July 2015 and is close to concluding the enabling and supporting IT enhancements as part of the Business Improvement Project. The headline improvements have been delivered and are being utilised by casework teams, including the link between the LAA and Her Majesty's Courts and Tribunals Services (HMCTS) case management systems, however, work is ongoing with users to rectify the last few issues that have been identified post implementation. The key remaining deliverable to mandate the CRM14 eForm is dependent on the organisation introducing new contracts for criminal legal aid providers scheduled for April 2016. This has been delayed from the target date of July 2015. Whilst voluntary uptake of the CRM14 eForm has been exceptionally high, mandating use will fully realise the benefits of online working. | Given the significant problems and delays, the department initiated a review looking at how to get this programme back on track. This concluded that it would be more appropriate to pursue our objectives using off-the-shelf technology, rather than continuing to develop bespoke tags. We have therefore terminated the contract to develop bespoke tags and are starting a new procurement process for proven tags that are already on the market. We are also proceeding with changes to the way the programme is managed. These changes will allow us to continue to drive and oversee delivery from suppliers. These changes were announced in a Written Ministerial Statement on 25 February 2016. This remains a challenging programme, which we will continue to keep under review. | The FITs programme is complex with elements being delivered at different points of the life cycle in sequence. As such the programme is in the define and refine stage, due to the scoping decision, as well as the execute stage for those services that are already transitioning. The Full Business Case is under review given the scope changes. | Improving compliance and enforcement services will continue to form a key part of reforming HMCTS and in house modernisation is considered the best option. | The programme is due to conclude at the end of March 2020, in line with original proposals. The early reform programme projects are progressing well with the consultation for the estates rationalisation project closing on 8 October 2015 with approximately 2,150 individual responses. The programme’s timeline is ambitious and the uncertainty caused by the Spending Review means the programme is unable to recruit or let the contracts required to deliver a programme of this size until funding is confirmed. The Spending Review outcome could also lead to a requirement to rapidly redesign plans. | All providers making applications for work under the Special Children Act must use the Client and Cost Management System (CCMS) from 1 February 2016. This is the date when CCMS starts to be made mandatory for providers. Applications for all other civil case types will be mandatory from 1 April 2016. This decision has been made following feedback from providers and their representative bodies and will give providers extra time to familiarise themselves with the system and complete training ahead of full mandatory use. | Following the delay in implementing new Crime Contracts from 11 January to 1 April 2016, the programme has extended its closure date to the 30 April 2016, to ensure that there is governance to support the changes. | The programme is experiencing delays in moving to the SOP. MoJ is working with The Cabinet Office and the supplier to agree a transition plan and a new project end date. | The project remains on schedule to deliver the first of 2,106 places in February 2017. | Device deployment across prisons remains on track against the new plan, with 87% of devices now deployed. Some issues with HQ laptops have resulted in a 4 week delay to the completion of HQ rollout, which has had a knock on impact to the end date of the programme, now forecast to be 30 April 2016. All other aspects of the programme have either now been completed or are due to complete as planned. | Both the prison benchmark and facilities management projects continue to actively manage the transition to business as usual. The level of achievement and sustainability of the benchmark will be assessed at the end of March 2016 when the available evidence will be reviewed. | The programme closed on schedule on 31 March 2015. | Contract negotiations have been successfully concluded with BT. The programme is now addressing the next strand of the programme, the installation of data cabling in public sector prisons. This is a pre-requisite for the final strand of the programme, the provision of in-cell telephony and additional services. The data cabling will be installed on a phased basis, allowing lessons to be learned about the physical difficulty of installing data cabling into prisons, and the operational complexity of moving prisoners around to accommodate the work. The lessons learned from each phase will inform the next. | Contracts have been awarded. Mobilisation activities have commenced at both sites. Both contractors have submitted their detailed Initial Custodial Service Delivery Plan (ICSDP) Overall, the project remains on track to deliver to required quality and savings as scheduled. | Not set | Not set |
| 2015/16 Budget (£million) | £28.10 | £63.19 | £4.35 | £117.10 | £457.00 | £44.80 | £48.16 | £2.69 | £1.32 | £93.91 | £101.00 | £0.00 | £30.50 | £932.93 | £0.90 | £0.73 | Not set | Not set |
| 2015/16 Forecast (£million) | £33.90 | £63.19 | £5.61 | £90.82 | £457.00 | £45.12 | £48.20 | £2.49 | £2.11 | £82.05 | £81.20 | £14.43 | £23.30 | £932.95 | £0.90 | £0.73 | Not set | Not set |
| Variance Budget / Forecast %age | 20.64% | Budget variance less than 5%. | 28.97% | -22.44% | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | -7.43% | 59.85% | -12.63% | -19.60% | Budget variance less than 5%. | -23.61% | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Not set | Not set |
| Total budgeted whole life costs (£million) (including Non-government costs) | £85.10 | £380.84 | £45.01 | £411.60 | £1,706.00 | £439.20 | £510.40 | £71.48 | £6.17 | £390.77 | £2,541.00 | £41.75 | £119.50 | £9,127.61 | £39.30 | £165.20 | Not set | Not set |
| Departmental Narrative on Budget / Forecast variance for 2015/16 where more than +/- 5% | Variance is due mainly to additional scope and delay of implementation during 14/15. | Capital expenditure has been reallocated to 2018/19 and the Voluntary Early Departure Scheme (VEDs) expenditure for 2015/16 has moved to 2016/17. There have been savings in licences, contingency and hosting and support costs. | The baseline budget figures reflect the original business case. The 2015/16 resource forecast now reflects the latest position on the programme and the impact of deferring some implementation activity from 2014/15 to 2015/16, which has resulted in the variance between budget and forecast. Ongoing costs have increased due to higher staff costs than originally profiled and increased pension requirements from 2015/16, as well as the extension of programme team costs due to the programme being extended from the Outline Business Case plans. Optimism bias has now been removed from the forecast, as the programme nears final delivery. | Costs in this financial year are below budget. This has been caused by a delay to the programme, spend on consultants and advisers and the impact of deferred costs. The value of change in the system and the effect of re-planning will further impact on costs. | Budget variance less than 5%. | Following a Ministerial Statement, the project is now closed. | Budget variance less than 5%. | The variance between in year budget and forecast has arisen as a result of lower than budgeted in year support costs. Capital spend is also being incurred in 2015/16, which had not originally been budgeted, as work was deferred from the previous financial year. | The above figures for 2015/16 include implementation resource and capital expenditure.The budget figures now reflect the Full Business Case (FBC); the previous return represented the Outline Business Case (OBC) figures. The movement between the current and previously reported figures is mainly due to the deferral of work from 2014/15 into 2015/16. The main reasons for the variance between the budget and forecast are the extension of the programme and additional external solicitors costs. | The profile now shows the position for the new milestone dates in line with the delayed SOP implementation from 2015/16 into 2016/17. | Funding has been re-profiled due to the MoJ autumn review of spending with further reductions to the capital for 2015/2016. The impact is to the cashflow across the lifecycle of construction though there is no impact on the overall Whole Life Costs (WLC) of the programme. | The NICTS Programme has now been assigned a budget of £14.425m for FY 15/16 and is currently forecasting a spend of £13.425m against budget. | Almost all of the 2015/16 variance is as a result of a lower than planned Voluntary Early Departure Scheme (VEDS) requirement. This is due to levels of recruitment being lower than planned, therefore fewer exits were required. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Not set | Not set |
| Departmental Narrative on Budgeted Whole Life Costs | Budget Whole Life Costs (WLC) taken from approved programme Outline Business Case. The forecast WLC is taken from the latest forecast. However, there are significant reductions in capital as the project aligns to G-cloud. The spend profile is moving towards more resource spend. Interdependencies on other agency programmes are also causing cost increases. Previously non-cash (depreciation) was included in WLC. These are now excluded. | The Whole Life Cost for the programme has decreased to £350.6m, mainly due to the reduction in licencing costs across the lifetime of the programme. | The Whole Life Cost (WLC) reflects the ongoing costs of the programme, including operational costs, associated training and accommodation, capital and IT related spend. Following a review of the business case in 2015/16 the WLC have been extended to a 10 year period, which aligns with the business case and Net Present Value calculation. As a result, the horizon against which ongoing costs are recorded for the Crime Change Programme has been extended by 4 years, which has resulted in a movement between data published in 2015. | The transition to New World EM contract continues to experience delays leading to actual /forecast lifetime costs being higher than those set out in the Full Business Case. | Includes programme costs as well as the full anticipated cost of the new contracts, assuming a 5 year contract period. In addition, this year the submission requirements have changed and now require the addition of the value of the legacy contracts. That also applies to the 15/16 year figures shown above. The actual whole life programme cost forecast is £365m and the 15/16 forecast is £144m (including contingency). | Following a Ministerial Statement, the project is now closed. Project costs were in line with forecasts up to the point of closure. | Resource costs include implementation costs less profit on sale recorded on sales of fixed assets. Pre 2015/16 costs are not in the current model but are shown for completeness. Current year baseline and forecast reflect latest position and are slightly different to the latest Programme Business Case (PBC) model. New business as usual (BAU) costs are netted off against the benefits shown in the benefits section below. Capital proceeds are netted off against capital spend. This is consistent with previous returns. It should be noted that the Net Present Value (NPV) above is economic (real) whilst the costs are financial (nominal). | The Whole Life Costs cover the implementation budget and some elements of ongoing business as usual support costs. | The Whole Life Costs (WLC) of the programme include IT implementation, legal and resourcing costs, but do not include ongoing business as usual costs. The movement between the Outline Business Case (OBC) and Final Business Case (FBC) resource costs are due to the programme’s completion date being extended. This was due to policy change and legal challenges. | The Whole Life Costs (WLC) represent the move to an outsourced service, utilising the Government's Next Generation Shared Services Strategy. WLC will be re-stated once the transition plan is finalised. | The WLC represent the total capital costs of construction as well as the implementation and steady state running costs of the prison over the assumed 60 year life of the building, which accounts for the difference in figures published in 2015. | The NICTS Programme costs are detailed above. This does not include the on going costs which are contained in the NICTS Contract. The NICTS Programme and the NICTS Contract are 2 separate entities, managed and budgeted separately. | Whole life costs represent the one-off programme costs across the 3 years of the programme from 2013/14 to 2016/17. Costs presented exclude the contract costs of the new Facilities Management Services contract which was delivered as part of the Competing Delivery Services (CDS) workstrand. The service commencement date of the CDS contract was June 2015, the contract is let for 5 years until 2020/21 with a steady state cost of c£86m which replaces in-house provision. | Total budgeted Whole Life Costs is the forecast cost of probation services from 2014/15 to 2023/24 inclusive, in line with the Programme Business Case. This period covers the expected duration of the contracts awarded through the programme. | The Whole Life Cost includes £39.3m capital costs to provide a new data network. Total capital costs will be split between three delivery phases. Each phase will consist of separate business cases. | Whole Life Costs include project team costs and the new contract costs for two STCs. | Not set | |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |