Transparency data
DH Government Major Project Portfolio data, September 2016
Updated 18 July 2017
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| Project Name | Childhood Flu Immunisation Programme | CSC Local Service Provider (LSP) Delivery Programme | Electronic Prescription Service (EPS) Release 2 | General Practice System of Choice (GPSoC) Replacement | Health & Social Care Network | Liaison and Diversion Programme | National Data Services Development Programme | National Pandemic Flu Service | National Proton Beam Therapy (PBT) Service Development Programme | NHS Electronic Staff Record Reprocurement Project | NHS e-Referral Service | NHSmail 2 | NHS Pension Re-let | NHS.UK | PHE Science Hub | Procurement Transformation Programme | Visitor and Migrant NHS Cost Recovery Programme | 100,000 Genomes Project | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | DH | 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/Green | Amber | Amber | Amber/Red | Amber | Amber/Red | Amber/Green | Amber | Amber/Green | Amber | Amber | Amber | Amber | Amber | Amber | Amber/Red | Amber/Red | Not set |
| Description / Aims | To extend the current flu programme to children aged two to less than 17 years as part of DH legal obligations, under the 2010 NHS Constitution. | The Programme delivers the LSP contract for IT services across health and care organisations in the North, Midlands and East of England including delivery of the strategic electronic patient record system (Lorenzo) and the safe and secure exit of all non-Lorenzo deployed services. There now only remains a small minority of organisations that we are working with to manage a safe and secure exit from the programme. The vast majority exited as planned in July 2016. | The Electronic Prescription Service enables prescribers - such as GPs and practice nurses - to send prescriptions electronically to a dispenser (such as a pharmacy) of the patient's choice. This makes the prescribing and dispensing process more efficient and convenient for patients and staff. | GPSoC Replacement Project: Continued funding for the provision and development of the GP clinical IT systems used in all practices in England by appointing a range of suppliers to a procurement framework, offering GP practices a choice of systems from a diverse market | The Health and Social Care Network (HSCN) programme will provide the successor to the N3 network and will establish a reliable, safe and efficient way for health and social care organisations to exchange information from 2017 onwards. | Investing in Liaison and Diversion services to screen, assess and refer offenders at the earliest possible point of the criminal justice system into relevant treatment and support, with information from assessments subsequently fed into the criminal justice process to be used to inform decisions about justice outcomes, charging, prosecution and sentencing. | The aim of the Programme is to put in place effective services and activities to facilitate clinical professionals, commissioners and researchers’ legitimate need to use data to inform decision-making and provide insight into the health and care of England’s citizens. | “To re-procure the National Pandemic Flu Service to ensure that a complementary service to primary care remains ready to be mobilised to enable the rapid distribution of antivirals to symptomatic individuals in the event of a pandemic. | To develop a full Proton Beam Therapy service in England. | The NHS Electronic Staff Record (ESR) provides payroll and HR services to all NHS organisations in England and Wales, apart from two English NHS Trusts. The NHS ESR Re-procurement Project was previously established to replace the expiring McKesson UK contract to provide this service. A new contract was awarded to IBM in December 2014. Day-to-day management of the contract and service delivery is undertaken by an NHS Central team, reporting to the SRO. | Deliver NHS e-Referral Service to support paperless referrals and a paperless NHS by 2018, as a centrepiece of NHS England’s response to the Government’s Digital First and transparency initiatives. | The NHSmail 2 project will identify a solution and deliver a replacement to the existing NHSmail service. | To replace the NHS pension contract that is to expire, ensuring there is no break in the Secretary of State’s ability to meet statutory requirements to offer the NHS Pension scheme. | The NHS.UK programme is transforming the website NHS Choices, and designing a digital service that better connects patients to the information and services that they need. The user is at the heart of everything that we do. | The Science Hub programme, previously called Chrysalis, transferred to Public Health England on 31st March 2013. The vision under PHE has continued to develop and builds upon and strengthens the strategic case for an integrated public health service, as well as address the urgent re-provision of facilities currently at Porton. The business case is based on the delivery of a “hub and node” model for public health science through co-location of Porton research, Colindale and London HQ functions onto a site to be purchased from GSK. The requirement for steel for this programme has not yet been decided. Following the Spending Review, an options analysis is being conducted to accomodate all the staff now in scope at various levels of risk. This will determine the requirement for construction versus refurbishment and this will determine whether the steel usage will be significant | NHS Supply Chain - Future Operating Model 1. To develop strategic approach to procure services to replace NHS Suply Chain contract 2. To design the future operating model (FOM) for NHS Supply Chain services with a view to delviery significant savings to the NHS by acheiving the following a) Increase compliance of NHS to purchase a standard range of clinically appropriate products b) Increase uptake/volume of product purchased via NHS Supply Chain c) Utilise increased buying power to affect purchasing behaviours d) Lower the cost of product for the NHS 3. To plan and implement the chosen operating model for NHS Supply Chain to ensure delivery of service beyond October 2018 | To improve cost recovery from visitors and migrants (both EEA and non-EEA) in England to ensure that the NHS receives a fair contribution for the cost of the healthcare it provides. | The primary aim of this programme is to deliver the then Prime Minister , David Cameron's, commitment to sequence 100,000 whole human genome samples by December 2017. The Project has four specific aims: to bring benefit to patients and create a genomic medicine service for the NHS; to enable new scientific discovery and medical insights; to create an ethical and transparent programme based on consent; to kick start the development of a UK genomics industry. | Not set |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | Three seasons of successful programme roll-out have taken place including implementation in primary schools. This experience and planning for the programme for the forthcoming season have demonstrated that the programme is now becoming established. In addition to the children already offered vaccination each year, the 2016/17 season will see flu vaccine offered to children in primary schools in year 3 for the first time. Planning has been completed and delivery partners are prepared. We expect vaccine supply to be in place in time to meet GP and school schedules and planning is underway to put a contract in place for vaccine up to 2021/22. | The programme is due to close at the end of 2017 subject to Gate 5 review. Remaining systems under the contract are exisiting and Lorenzo problems are being addressed. The governance and ongoing activity is being refreshed to to reflect the evolution to BAU | A Gate 5 Review is to be conducted in November 2016. The programme is due to close at the end of December 2016. Delivery of the remaining scope of the EPS Business Case (i.e. Phase 4) is expected to transfer to the Digitising Community Pharmacy and Medicines Programme under Paperless 2020 Domain E. | Recommendations remaining from the July 2016 assurance are now owned within new programme arrangements to deliver future requirements. | The HSCN Programme has undergone a number of internal and external reviews during 2016/17 confirming the amber/red status and concluding that the programme must go ahead and is deliverable. The amber/red status is a reflection of previous delays with strong progress noted in successive Project Assessment Review and Cabinet Office stocktake activity. The programme has an agreed strategic direction and technical and operational design, with focus now on executing the build and buy activities required to deliver the live HSCN infrastructure required to start migration. In parallel a Full Business Case is being developed for approval in late 2016. | The service roll out plan remains on track and implementation with wave 3 is working effectively. There is delivery assurrance and model fidelity via a contract with the Offender Health Collaborative. It remains on track to achieve its objective of service rollout to 100% of the English population by 2021. The Full Business Case outcome has confirmed 2 years additional funding with the remaining programme roll out subject to a RAND evaluation. Negotiations still need to be had regarding the timing and terms of reference, including benefits realisation, of the RAND evaluation articulated in the FBC decision from HMT. | The actions in train are: SRO is leading efforts to achieve system wide consensus on the strategic fit of the programme and delivery scope Work with Cabinet Office colleagues to agree the procurement approach Develop an updated OBC to reflect the outcomes of the above actions Seek approval for discovery and early delivery of components of the service to mitigate the impact of the delay to OBC approva | Technical delivery remains on track and the replacement service entered the first of the series of regular twice yearly tests in September 2016. Initial results are extremely positive, formal evaluation of test results will take place in October 2016. | The Programme - is assessed as being Amber for the following reasons: • UCLH flagged a number of construction issues at the National PBT Programme Board on 5 September 2016 and indicated that there was a risk of significant slippage to its first patient treatment date - a key programme milestone. Such slippage would impact on programme costs and the speed of transition to the new service. • Although UCLH is forecasting slippage against a key programme milestone, the Programme remains on plan to treat the first PBT patient in 2018 at The Christie, in accordance with the Prime Ministerial Commitment • Costs remain contained within the capital budget as approved in July 2015, • All recommendations from the November 2015 IPA Project Assessment Review have been acted upon/are being addressed by the PBT Programme. NHS England will work closely with UCLH to re-plan the transition to the national service, and to confirm any financial impacts. UCLH will focus its work on negotiating a settlement with its building contractor and to implement changes to their programme that will serve to minimise the impact of the delay on the overall transition timeline and programme financials, and also to control and minimise further risk to the construction project. | Although the migration to the new provider was successful it was required to replan the enhancements to the system. These enhancements started being delivered in June 2016 and will be complete by December 2017 | Following the last formal review in July 2016 the programme is in the process of reviewing its overall implementation approach in relation to both milestone achievability and its commitments. To address these concerns in Q2 2016 the programme was in the process of developing and agreeing a multi-strand approach to implementation, enhancement and rollout of the e-Referral Service including: 1) Contractual Leverage: NHS England driven three part enhancements to standard contracts over a three year period to leverage use. a) The Standard Contract for 2018/19 requires the full use of the NHS e-Referral Service for all consultant led first outpatient appointments by the end of September 2018. b) The Quality Premium for 2016/17 includes a payment to Clinical Commissioning Groups (CCGs) for achieving 80% of first outpatient appointments via NHS e-Referral Service, or a 20% point uplift in year. c) The NHS e-Referral Service and Advice and Guidance CQUINs offer incentives to use the NHS e-Referral Service to secure improvements in the quality of services and better outcomes for patients. 2) Research: NHS D undertook an intensive research project to investigate non-use of the system and feed into a revised strategic roadmap to ensure enhancements to the service aligned with user needs. 3) System Enhancements: A clear view of the enhancements and functional changes planned to March 2018 and required to support rollout to be developed and agreed through ERAB (Electronic Referral Advisory Board) and published to stakeholder groups providing the NHS with a clear view of the strategic direction and capability of the service. 4) Revised Implementation strategy: A revised strategy, with collaborative effort from NHS England regional teams and NHS Digital Implementation and Business Change function is proposed and in the process of agreement. This is not straightforward given the interplay between imminent controls (November 2016), the business case through to March 2018 and the definition of digital referrals. The challenge to achieve clarity of purpose and priority between maintaining live service, increasing take-up, and further digital development requires clear and careful management. Further domain-level assurance will pick up these themes over the second half of the year. | The programme has continued to work closely with the supplier on delivery against the agreed Service Improvement Plan, which has now achieved the desired effect of increasing service resilience and improving the quality of service provided by the the service desk. Decommissioning activites with the exiting supplier are drawing to a close with only the destruction of the physical hard drives remaining. Skype for Business Instant Messaging and Presence pilots have now completed with mass enablement underway, the Audio and Video pilots are now progressing to cover clinical scenerios. Work is currently underway to confirm the affordability pressures post March 2017. | The Programme Status is rated at Amber. This is a reflection of the delay and difficulty in recruiting the specialist IT staff required to help design the underpinning IT infrastructure to support the delivery of the core pension services that are being brought in-house, and the uncertainty around the ability for the Digital Team to connect to the incumbent supplier's systems to allow development and improvent of customer facing interfaces to take place. The due diligence, data preparation and IT system enhancements required to bring the Pensioner and Payroll services in-house are unaffected by these risks. Actions to re-mediate are ongoing . IT resources are expected to be in place, with final appointments joining the programme imminently. Early work is being undertaken on the underpinning IT infrastructure using existing resources borrowed/shared with other projects. Initial testing of the ability to connect to the supplier's system is scheduled to take place in December 2016. Neither of these issues has had an impact on the Programme Milestones to date, with all milestones either met, or projected to be met to time. The OBC was approved on 24 March 2016, with an OBC Addendum approved on 9 August 2016. The production of the FBC is scheduled with targeted approval by the Board of the NHSBSA in January 2017, prior to progressing through the full external approvals process. | A digital delivery team has been working on establishment activities since April 2016. To date, we have undertaken extensive end user research to validate the proposed approach and completed the Alpha build. The SRO has just completed the development of the NHS.uk Visual Proposition to illustrate the vision for the future of NHS.UK as an integrated online platform that brings NHS services direct to patients, when, how and where they need them. A new Programme Director has been in place since July and the NHS.uk and NHS Choices programme teams are being brought together under this single leadership. The programme has continued to develop its Business Case with a view to submission for formal approval in the new year. | There are a number of ongoing actions to mitigate the key risks including; 1. Resources - working closely with other parts of PHE to maximise sharing of resources, use of backfill policy to facilitate resource release, 2. Scope - timelines are being revised to allow for re-design to accommodate additional staff. Other changes will be managed by the request for change process and this will be carefully monitored as there is the potential for change driven by other PHE programmes. The implications of the security requirements and the need for proportionality will become clearer through discussion with DH and advisory bodies such as CPNI. Deployment of the iHub continues however the Programme continues to await a date for when PHE ICT will run a full 'failover' testing which validates the system's ability to move operations to back-up systems during any server failure. The issue is being monitored by the Programme Director. The change of scope to accomodate 600 extra staff resulted in a redesign requirement causing slippage to the RIBA stage 2 schedule and the procurement schedule. PHE have undertaken an options analysis to mitigate the impact of delays and to maintain procurement momentum. An issue currently being mitigated for is the restruturing of NIS which coincides with the intense design phase of RIBA stage 3 timelines scheduled for the final quarter of this calander year moving thorugh to 2018. PHE are working alongside NIS to ensure that they are able to positively influence requirement definitions and solution sign off in order to retain both a consistency of approach and allocated sufficient priority to meet the Science Hub schedule. | The Procurement Transformation Programme (PTP) is currently assessed as ‘Amber’ for the following reasons: 1. PTP remains on course to deliver by the target end date of 30th Sept 2018. It will be a replacement contract (or set of contracts) to the existing DHL NHS Supply Chain contract. 2. We have progressed the recommendations from the Gateway 2 Review (Delivery Strategy) and subsequent Assurance of Action Plan (AAP) Review 3. The Programme Business Case (PBC) was approved by DH ministers and submitted to HM Treasury for approval. 4. HM Treasury has indicated that the Category Towers Outline Business Case (OBC) may be approved for procurement procedures to commence before Christmas. 6. Programme Management - a full time Programme Director is expected in post come the new year with robust programme management controls under development to support delivery. The core Programme Team will also be working with IPA and DH colleagues to agree the appropriate assurance framework going forward. | With NHS Improvement, we have identified 20 NHS pilot sites with the most potential for further improvement in cost recovery. The pilots will be designed to drive improvements in patient identification, charging and cost and debt recovery processes and sharing best practice across the NHS. Increasingly, trusts will receive targeted intervention and intensive support from a new NHS Cost Recovery Support Team. The Government’s response to the consultation ‘Making a fair contribution’ will be published in due course. This will signal the introduction of Regulations with a focus on upfront charging and other measures, including charges for secondary care services provided outside hospitals and provided by non-NHS organisations on behalf of the NHS. The programme is actively working across government departments to explore options for reform to the Immigration Health Surcharge and decisions will be made in due course. NHS Improvement and NHS England are critical to the success over the transition year ahead: they will take forward components of the work programme closure | RAG rating reflects that fewer sequences have been completed than expected at this stage. SRO and Programme Director continue to monitor the situation and proactively challenge delivery partners (e.g. Genomics England on informatics and NHS England on GMCs providing samples) via project Steering Group and Assurance Board. Ministers, No 10 and IPA understand current status and delivery challenges relating to this world-leading project. | Not set |
| Project - Start Date (Latest approved start date) | 03/09/2013 | 23/06/2003 | 01/01/2003 | 26/01/2012 | 29/03/2012 | 01/04/2011 | 23/02/2015 | 19/03/2012 | 01/01/2012 | 10/06/2013 | 29/03/2012 | 29/03/2012 | 05/07/2013 | 01/04/2016 | 28/06/2013 | 31/03/2015 | 01/09/2013 | 10/04/2013 | Not set |
| Project - End Date (Latest approved end date) | 01/09/2018 | 31/12/2017 | 31/12/2016 | 31/03/2015 | 01/04/2020 | 01/04/2014 | 31/03/2020 | 30/10/2016 | 30/05/2018 | 30/11/2015 | 31/03/2018 | 26/02/2021 | 21/07/2017 | 31/12/2020 | 31/03/2023 | 31/03/2019 | 31/03/2018 | 31/12/2017 | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The programme continues to roll out in line with planning, which is currently up to 2021/22. Ministerial approval has been gained for these plans. | The majority of the non-Lorenzo system deployed under the CSC LSP Contract sucessfully exited the contract in July 2016. The remaining Lorenzo deployments are on target, with final deployments occuring in 2017 and the overall programme on target to end in 2022. | Work is progressing in order to close the programme at the end of December 2016. Meetings have been scheduled with departments accross the organsiation to agree the handover of business as usual processes. The EPS Phase 4 pilot has been unable to begin as the GMS Regulations must be amended to reflect the change to the role of a prescriber when all prescriptions are sent via EPS and, following legal advice, this has been deemed to also apply to the pilot phase. NHS Digital are working with the Department of Health and NHS England to make the necessary changes to the Regulations and the Phase 4 pilot is therefore unlikely to start in 2016 or 2017. Replanning is underway and Phase 4 will transfer to the Digitising Community Pharmacy & Medicines programme within Domain E or Paperless 2020. | Existing GPSoC live service is scheduled to run to December 2018. Future requirements will be scoped under new programme arrangements. | Whilst the programme has been subject to some historic delays recent progress means that the programme remains on track to deliver an approved Full Business Case during 2016 and exit the N3 contract on 31 March 2017. | The Programme remains on schedule (as amended in July 2013). The Full Business Case was submitted and approved subject to conditions. The conditionality revolves around an evaluation by RAND after the next two years of roll out to confirm business benefits and value for money going forward. A detailed understanding of this process is still being sought and a work group has been set up to lead on this liaison. Key milestones reached during the past 12 months include the commissioning and mobilisation of Wave 3 which will increase coverage to above 68% of the English population. Work continues to deliver a scoping report on workforce and training development plan in conjunction with Health Education England and the Offender Health Collaborative. Work also continues to establish Peer support and mentoring and full inclusion of Lived Experience teams at strategic and operational level. Work continues to consider future benefits of integrated commissioing with other services i.e. Police healthcare, drugs and alcohol services. Greater Manchester have recently combined police custody healthcare and Liaison and Diversion in a tender process and the outcomes are being monitored. | The programme met the deadlines for delivery of early works to deploy a prototype Data Landing Platform and to meet the ICO code of anonymisation in September and October 2016 respectively. Procurement and implementation activity is on hold pending approval of the revised OBC. A revised timetable will be produced as part of completing the actions set out above. | The programme is expected to transition to Business as Usual and the programme close by the end of FY16/17 | The National Proton Beam service remains on schedule to treat the first patient in the Summer of 2018 (at The Christie). UCLH flagged a number of construction issues at the National PBT Programme Board on 5 September 2016 and indicated that their was a risk of significant slippage to its first patient treatment date - a key programme milestone. NHS England will work closely with UCLH in order to minimise the impact of the delay on the overall programme, and to control and minimise further risk to the construction elements of the timeline. | The Transition element of the contract successfully completed in 2015. The Operate 'Service Delivery' element of the contract is being delivered effectively. Replanning will complete for the enhance element of the contract, with delivery having started in June 2016 and will complete in December 2017. | The delivery of strategic change to the core e-Referral Service project is now the aligned with the Paperless 2020 agenda. A revised strategic programme of change for the next five years has been submitted to NIB in March 2016 and approved. Future development of the service will sit within the NIB framework. Live service is stable with transition to BAU planned for 2017/18. OBC scope completion remains on target to complete at the end of 2017/18, although the delay in go live in June 2015 now means that the full project benefits will not be realised until after this date (from September 2018). | The programme remains on schedule having successfully completed migration of all NHSmail 1 email accounts to NHSmail on 31 August 2016. Additional top-up services and future development activities are progressing to plan. | Milestones for the two re-procurement activities in the first phase have either completed to schedule, or are on track. The Property & Facilities Re-Procurement Contract Award was made on 16 June 2016 as planned, and Go Live of the new Service Provider took place to schedule on 23 July 2016. The Medical Services Re-Procurement Contract Award and Go Live dates are on track to complete as planned by 23 July 2017. On 9 August 2016 an OBC Addendum was approved to deliver a refined hybrid model so that the NHSBSA undertake Payroll Administration services in addition to Pensioner Administration, insourcing from the incumbent supplier with transitional support provided in line with contractual exit provisions. As such the project closure date of 21 July 2017 (date that the existing contract expires) has now moved to 20 July 2018 (Date that existing contract expires plus one year's transitional support). All milestones for the on-boarding of the core pension services are currently on track to complete to schedule. | The project lifecycle aligns with the parliamentary cycle and we are working to develop the Business Case to define more clearly the deliverables, schedule and costs over this period. In the short term, the schedule to March 2017 has been set contingent on investment approval and our ability to recruit the necessary skills. The programme recognises that there is a shortage of the necessary skills within the delivery organisation, however this is being addressed by the development of the new Digital Resource Pool, working closely with the Head of Profession to ensure skills gaps are identified and filled. | The programme schedule was re-profiled in line with year by year funding availability . All milestones on the revised schedule to date have been completed in time to date. The start and end milestones for the programme cover co-locating all the in scope elements to a hub in Harlow and introducing new ways of working. The programme covers handing the management of the site over to the business. There are a number of key challenges including; the breadth of stakeholder management, in particular for the Harlow community and the associated town planning application; maturing the business change projects; internal staff engagement and availability of resource to support the programme. There are a number of other uncertainties and risks around timelines, scope/costs and resourcing. In particular as a result of the developments around the concept re-design and associated risks and implications and the security requirements. | The PTP remains on schedule to deliver a new contract to replace the existing DHL NHS Supply Chain contract currently managed by the NHS BSA by 1 Oct 2018 and has a clear suite of products/tools required to enable successful delivery. This will provide the NHS with an effective and efficient procurement of clinically rationalised goods which can be procured through the NHS Supply Chain. | In September 2016, the programme was extended to March 2018 to enable further opportunities to extend cost recovery. As a result of the EU exit decision, the programme will re-baseline its programme of work, associated milestones and risks, building on recommendations from assurance reviews conducted during 2016. The National Audit Office report (Autumn 2016) will also inform the future cost recovery programme of work. | Genomics England / NHS England report that the rare disease element of the project is back on track following actions taken as a result of deep dive to improve sample flow. Delivery of the cancer element of the project remains challenging as the science around extracting enough high quality DNA from cancer samples at scale to enable Whole Genome Sequencing, is extremely complex. | Not set |
| 2016/17 TOTAL Baseline £m (including Non-Government costs) | £78.90 | £100.87 | £3.46 | £179.47 | £137.26 | £39.80 | £30.18 | £8.30 | £87.37 | £44.87 | £27.86 | £17.19 | £10.50 | £2.12 | £276.60 | £16.80 | £8.78 | £50.00 | Not set |
| 2016/17 TOTAL Forecast £m (including Non-Government costs) | £78.90 | £74.00 | £5.58 | £171.32 | £86.57 | £39.80 | £30.18 | £5.80 | £67.32 | £51.32 | £20.60 | £25.11 | £10.50 | £8.10 | £152.70 | £16.80 | £7.27 | £47.90 | Not set |
| 2016/2017 Variance %age | 0% | -27% | 61% | -5% | -37% | 0% | 0% | -30% | -23% | 14% | -26% | 46% | 0% | 282% | -45% | 0% | -17% | -4% | Not set |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £318.81 | £2,109.84 | £77.73 | £527.54 | £720.18 | £389.30 | £167.96 | £26.50 | £1,247.25 | £267.01 | £131.17 | £133.03 | £20.40 | £2.91 | £10,997.76 | £140.65 | £19.28 | £350.00 | Not set |
| Departmental narrative on budget/forecast variance for 2016/17 (if variance is more than 5%) | Budget variance less than 5% | The 2016/17 forecast is lower than the baseline due to the baseline including NHS Trust costs which are not included in the forecasts. Additionally the revenue spend is lower due the Exit costs being lower than anticipated as more trusts exited the contract on time than was anticipated and a lower uptake of Lorenzo modules than anticipated causing a lower capital forecast than the baseline. | Two change requests were submitted and approved to request additional funding to cover the cost of pharmacy training and the pre-requisites for Phase 4 and to rephase this funding to deliver the changes. | Budget variance less than 5% | Baseline includes central and (anticipated) local spend. Forecast includes central spend only (i.e. local organisational spend is excluded). | Budget variance less than 5% | Budget variance less than 5% | The reduction in 2016/17 spend is attributed to two roughly equal factors: lower costs than forecast, and deferral of some activities to future periods. | Both Trusts have shown some phasing differences in reforecasts and this underspend is due to the Trusts re-profiling their draw down of capital in line with progress against their individual build timelines. | Variance reflects a provisional position only. Replanning of the enhance element of the contract will result in the forecast cost for 2016/17 to be lower than baseline cost. | The costs are actual to August 2016 and forecast of the overall programme spend. The baseline represents the original OBC to Mar-18. An FBC to Nov-16 has now been approved. The Programme is continuing to report against original OBC until full FBC approval is obtained to the end of the original OBC period (Mar-18). A continuation FBC covering this period is going through the approval process. The underspend in revenue and capital Pre 2016/17 reflects the delay in go live for the eRS service and the agreement of the Infrastructure as a Service FBC at a lower rate than budgeted. | Forecast is off profile due to delays with the new supplier being ready to start migration following delays in contract signature and engagement with the incumbent. Migration commenced in the last week of May 2016 which led to continuation costs with the incumbent to September 2016. In December 2015 the rebaseline of spend was approved with the successful bidder and an additional three month service with exiting supplier. | Budget variance less than 5% | Spend envelopes for the 2016/17 financial year were set initially for the first 6 months, and then subsequently for the period to 31 March 2017, leading to the variance. | The baseline reflects recurring old costs of £123.0m and £153.6m of Programme cost in comparison to forecast recurring old costs of £130.3m and Programme costs of £22.4m. The Programme variance to baseline is reflective of the schedule variance mainly driven by the extended OBC review period. | Budget variance less than 5% | The programme profiled a total of £8.78m (capital and revenue) for 2016/17. At the end of Q2, the forecast-spend is at £7.27m due to delays in appointing a Cost Recovery Support Team and making progress with IT suppliers. | Budget variance less than 5% | Not set |
| Departmental Narrative on Budgeted Whole Life Costs | The budgeted whole life cost covers each year of the programme including rollout to all primary school years, i.e. up to and including year 6. The figure is informed by birth rate figures, uptake rates, the vaccine price and the costs of administration (which is commissioned by NHS England). The existing vaccine contract provides for vaccine for the 2017/18 season and the new contract vaccine price may affect future costs. | The total forecasted programme whole life cost is £1,995.87 million of a total budgeted whole life cost of £2,109.83 million. The forecast costs include the costs to deploy and run critical clinical IT systems to health and care organisations across the North, Midlands and East of England including 2,700 non-Lorenzo clinical information systems (now mostly exited) and the strategic electronic patient record system (Lorenzo). Note that the budgeted whole life costs includes £106.85 million of local costs which is not captured in the forecast programme whole life costs. | Actuals are within the budgeted whole life costs. | The budgeted WLC is taken from Addendum FBC v0.7 which covers an additional 2 year extension (Apr 2014-Dec 2018). This incorporates the delays seen to date with regards to Hosting, Interface Mechanisms, Subsidiary Modules and Patient Facing Services. Foecasted WLC is currently £506.21m | The budgeted whole life costs are as estimated in the HSCN Outline Business Case and subject to further refinement as the HSCN Full Business Case is prepared. | Budgeted whole life costs include the cost of providing services to 100% of the English population, together with non-recurring programme costs to develop services and provide commissioning and implementation support. The current figures represent the outcome of the last spending review and the Full Business case. This has meant the full roll out has now had to be extended to end at 31/03/2021 even though 68% of the population of England will be covered by the end of 2016/17. The increase in whole life costs reflects the extended roll out period rather than any increase in the cost of service provision. | The programme is being re-cast and the revised OBC will only cover the first phase of the project pending clarity of fit with the proposed new regional architecture. This will reduce the whole life costs presented in the revised case. | The current budgeted costs represent a reduction against the previous service, and a reduction against the original programme budget for the same quality outcome. No further change in budgeted cost is proposed at this time. | Whole life costs - are composed of capital account (CDEL) and revenue account (RDEL) spend (at Nominal Pricing). The overall spend profile of the PBT Programme remains within Budgeted Whole Life Costs. The financial profile shows a large CDEL spend [£215 m (net of VAT and a Charitable contribution ~£20 m)] in the years to 2019/20 to build and equip the facilities, along with a relatively small RDEL spend to 2018/19 - covering interest, staff not involved in the development of the centres and training of clinical and technical staff prior to service commencement. From the date of service commencement (i.e. from The Christie first patient treatment date in August 2018), RDEL costs will start to ramp up to an annual cost of around £50m per annum (i.e. once UCLH is providing services). This £50m per annum spend covers the running of the two centres and treating of patients. All RDEL costs are to be paid for out of the NHS England budget for Specialised Services. | Whole life costs are expected to be within the approved budget. | At Q2 2016/17 the forecast expenditure to 2017/8 remains £22m below baseline (at £109m compared to OBC figure of £131m). £10m of these forecast savings are in revenue, with £4m in 2016/17, these are accredited to the delay in go live, with additional savings made in the contracts for IaaS and TAL. At Q2 2016/17 Capital is ??forecast to be £12m under forecast to 2017/18, with the bulk of this saving to be within 2016/17 and 2017/18. This estimate is subject to decisions on the subsequent transformation of eRS and has a key dependency on wider NIB strategy work streams which are yet to be confirmed. | Budget costs taken from FBCv1.0 & Transition FBC which excludes VAT and inflation and are discounted. Includes all costs (i.e. both central and HSCIC costs) as reflected in the business case. The whole life cost for the NHS Mail 2 project over the initial term to 2020/21 has been revised to £135.79m, which is an increase of £2.94m on the original business case of £133.03m. All figures include contingency, local costs, inflation and it is assumed VAT is recoverable. In December 2015 Informatics Programme Managfement Board approved the rebaseline with Accenture and an extra 3 month service with Vodafone and the remaining years forecast have been updated to reflect the new approved figures. | Programme investment costs cover the design, procurement and implementation activity in setting up the modified service through to end of transition period in 2018 (in real terms at out-turn prices). Whole life costs are on track to the costs detailed within the OBC Addendum approved on 9 August 2016. | The OBC is being written and the baseline costs will alter based on the new calculations. | Budgeted real whole life comprise future operating costs for 60 years post implementation of £10,040.0m and Programme costs covering design, construction and transition costs of £957.7m. | Whole life costs for PTP consist of both the capital and revenue spend as detailed in the Programme Business Case currently going through the final stages of the HM Treasury approvals process. These are the costs associated with running the Programme and setting up the Future Operating Model (FOM). | The programme’s forecast whole life costs are £18.94m. The programme’s budget is agreed each year and will carefully consider its bid for 2017/18 in light of meeting the programme’s objectives ahead of closure in March 2018. | Budgeted Whole Life Costs is £350m for Genomics England including £20m for Health Education England. | Not set |
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| ID Numbers | DOH_0033_1314-Q1 | DOH_0015_1112-Q1 | DOH_0008_1112-Q1 | DOH_0028_1314-Q1 | DOH_0041_1314-Q2 | DOH_0029_1314-Q1 | DOH_0058_1516-Q4 | DOH_0030_1314-Q1 | DOH_0031_1314-Q1 | DOH_0042_1314-Q3 | DOH_0039_1314-Q2 | DOH_0040_1314-Q2 | DOH_0043_1314-Q3 | DOH_0060_1617-Q1 | DOH_0017_1112-Q1 | DOH_0059_1617-Q1 | DOH_0056_1415-Q3 | DOH_0048_1415-Q1 | Not set |
| Annual Report Category | Government Transformation and Service Delivery | Government Transformation and Service Delivery | ICT | ICT | ICT | Government Transformation and Service Delivery | ICT | ICT | Government Transformation and Service Delivery | ICT | ICT | ICT | Government Transformation and Service Delivery | Government Transformation and Service Delivery | Infrastructure and Construction | Government Transformation and Service Delivery | Government Transformation and Service Delivery | Government Transformation and Service Delivery | Not set |