Transparency data
CO Government Major Projects Portfolio Data 2017
Updated 18 July 2017
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| Project Name | Commercial Capability Programme | FOXHOUND Programme | Government Office Hubs Programme | GOV.UK Verify | ISSC2 | 16/17 New Property Model Programme | |
|---|---|---|---|---|---|---|---|
| Department | CO | CO | CO | CO | CO | CO | 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 | Amber | Amber | Amber/Green | Amber | Amber | Not set |
| Description / Aims | The Commercial Capability Programme will deliver a step change in commercial capability by putting in place the key enablers that will lead to a function which is smaller, aligned with the new functional model for Government, and staffed with professionals who are more capable and confident. To do this we will recruit, retain, develop and grow our own best commercial talent, helping to drive commercial common sense. | Design, development, build and deployment of an IT Shared Service across Government that enables them to work effectively and securely. | The Hubs programme will consolidate the office estate by creating a network of large, cross-government strategic hubs and supporting estate | GOV.UK Verify is the new way to prove who you are online and for public service providers to be assured you are who you say you are. The programme delivered a live service in May 2016, and implementing it across central government services. | ISSC2 will transform back office operations by consolidating transactional services and by sharing HR, procurement, finance and payroll functions and processes, it will deliver more efficient and cost-effective services.The ethos behind this shared services model is to leverage skills and drive economic efficiency. The strategy is driven by the potential for financial savings in high volume, low risk and low complexity, less regulated work and streamlined systems and processes.The procurement phase of the ISSC2 project was completed on 31 October 2013, with 13 individual clients signing contracts with Shared Services Connected Limited (SSCL).SSCL is a joint venture between Steria (75%) and Government (25%) with a 7 year contract, and a 3 year option to extend. It has an ambitious strategy for growth, and signing contracts with the Ministry of Justice (MoJ) and Home Office (HO) represents a key milestone in its continued expansion to achieve its strategy. MoJ and HO joined as SSCL clients in November 2014.As well as delivering Business Process Services (BPS) to its clients, SSCL is also designing, building and implementing a Single Operating Platform (SOP) to further enable the drive towards standardising services offered by SSCL. | The need to manage assets more commercially and strategically reducing costs through effiecient use of assets with a cross Government perspective.*Incentivising the efficient use of land and property assets*Introducing market rent charges*Providing extra support to departments to help them implement agreed portfolio strategies | Not set |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The Commercial Capability Programme has been increasingly moving from the design and strategy phase into the implementation and operational phase. Highlights include: HMT endorsement on new terms and conditions for commercial professionals. The assessment of over 250 commercial staff against a new set of professional standards and ongoing design work around central services to recuit, retain and develop staff. Departments are progressing in developing their Commercial Blueprints, which set out their commercial activity and target operating model for their commercial functions, a number are now moving through final approvals and sign off. | Key challenge has been to deliver the technology to an increasing number of partners within tighter financial constraints in 16/17 and beyond. The Programme has addressed loss of capacity as a consequence of IR35 legislation changes by recruiting new resources, including more civil servants, and introducing output based contracts to deliver services. The Programme has also been developing a Target Operating Model (TOM), allowing development of its business design approach. The draft TOM was signed off by the Programme Steering Group meaning that business change work could proceed. | Programme team capacity improving and standing at 70% resourced by end September 2016. The structure remains under regular review and operates a flexible pool approach. Further bid to HR panel for approval to recuit over the coming months. Stakeholder engagement srengthened with therecruitment of Regional Stakeholder Manager posts. Work continues to address all recommendations from the recent PAR. | The IPA rated the programme’s technical delivery as green, but government’s ability to adopt as amber. The programme has developed a targeted commercial plan to rapidly increase adoption and user volumes in 2017/18. This includes providing a new lower level of identity assurance to support departments’ needs. | SSCL continue to deliver a satisfactory BAU service. Across all customers, 95% of Key Performance Indicators and 99% of Service Level Agreements were passed. During 2016/17, DEFRA and MoJ have successfully migrated on to the Single Operating Platform (SOP). Plans to manage some transactions offsore have been successufully delivered after passing strigent security snd assurance gateways. In 2017/18 it is anticipated that DWP and Met Police will migrate onto SOP. Target dateswererevised at the start of the year and have been adhered to. | All IPA recommendations from last Gateway review have now been addressed and implemented where appropriate. | Not set |
| Project - Start Date (Latest approved start date) | 01/01/2015 | 01/09/2013 | 01/05/2015 | 01/04/2012 | 28/12/2012 | 01/04/2015 | Not set |
| Project - End Date (Latest approved end date) | 31/03/2018 | 01/07/2018 | 31/12/2021 | 31/03/2020 | 30/04/2015 | 01/04/2021 | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | On track to deliver key enablers within current scope | The Programme has the challenge of rolling out the technology to an increasing number of partners who also now want the system, within compressed timescales. To keep to the planned schedule, the Programme has increased its focus on building partner delivery and support; the capacity of the Service Centre; and ensuring that specialist technology organisations have been procured where necessary to keep to delivery timescales. | Significantly, in early September a revised and streamlined business case approval process was agreed by TAP and we are rebaselining the programme plan to reflect this and the disbanding of Regional Programme Boards. | User volumes have been lower than forecast due to slower than anticipated digital transformation across government. The programme continues to work towards government’s target of 25m users by 2020. | The delivery schedule has been rephased during 2016/17 and adhered to. Potential options for enhancing the Single Operating Platform to benefit from the changing environment in digital technology services is currently being considered. | The programme remains on schedule to begin delivery of services in late 2017. | Not set |
| 2016/17 TOTAL Baseline £m (including Non-Government costs) | £6.20 | £21.75 | £55.60 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £5.70 | £17.90 | Not set |
| 2016/17 TOTAL Forecast £m (including Non-Government costs) | £6.20 | £21.75 | £51.90 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £5.70 | £17.90 | Not set |
| 2016/2017 Variance %age | 0% | 0% | -7% | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | 0% | 0% | Not set |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £17.50 | £189.30 | £1,076.90 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £26.10 | £94.50 | Not set |
| Departmental narrative on budget/forecast variance for 2016/17 (if variance is more than 5%) | Budget variance less than 5% | Budget variance less than 5% | In December 2016 it was highlighted the programme savings appeared to have reduced by £650m. This figure was extrapolated from a comparison between GMPP returns submitted in Q2 2015-16 versus Q2 2016-17.Having investigated further, it came to light that there is no significant reduction in the savings being delivered by the programme, and that this had more to do with where the programme was in the delivery life cycle at the time of the report, which was setting up of the programme before moving into delivery.The figures reported in the 2015-16 Q2 report only detailed the programme set-up costs (£7m pa budget approved for programme running costs and no delivery costs) because the hubs strategy and costs & benefits of delivering the hubs had not been detailed at that time. | The majority of the programme’s budget (~75%) is allocated to payments for identity verification, these are driven by user volumes and commercial negotiations with suppliers. Lower than anticipated user volumes have resulted in reduced spend in 2016/17. | Budget variance less than 5% | Budget variance less than 5% | Not set |
| Departmental Narrative on Budgeted Whole Life Costs | On track to deliver within budgeted whole life costs | Following the initial stages of Release 1.0 in Feburary, the Full Business Case was approved by HM Treasury and sets out the Whole Life Costs of the programme [£190.68m]. | In Q3 2015-16 whole life costs were included, and a narrative notation confirmed CDEL costs were being included. It also highlighted the CDEL costs would sit with Departments with the money being released to the programme once specific locality costs had been identified in the differing Hubs and NPC business cases. The above also helps clarify why the figures have changed so dramatically as the 2015-16 Q2 figures only included programme set-up and running costs whereas the figures since 2015-16 Q3 include delivery costs for the Hubs. The programme has reported consistently throughout to ensure that the latest position is reflected and aligns with communications and updates provided to stakeholders as the programme progresses. | The programme’s whole life costs cover the fixed costs of running the programme, and the verification and account maintenance for 25m users. The costs of identity verification are dependent on user volumes and commercial renegotiations with suppliers and contain significant uncertainties. | The whole life costs cover the establishment of the Single Operating Platform. | The Whole Life Costs for the Programme are budgeted at £94.5m. These are made up of £22.5m in one-off costs of investment in preparing for and setting up the Government Property Agency. The remainder of £72m relates to the recurring new costs of the operation of the Agency. | Not set |
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| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| ID Numbers | CO_0012_1415-Q4 | CO_0013_1516-Q2 | CO_0014_1516-Q2 | CO_0015_1516-Q2 | CO_0011_1415-Q4 | CO_0016_1516-Q4 | Not set |
| Annual Report Category | Government Transformation and Service Delivery | ICT | Government Transformation and Service Delivery | ICT | Government Transformation and Service Delivery | Government Transformation and Service Delivery | Not set |