Corporate report
MPA dashboard 14 May 2013
Updated 24 May 2013
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| Project name | Escorting and Travel | SOCA Catalyst | Commercial and Operating Managers Procuring Asylum Support Services (COMPASS) | Extend and Blend | Immigration and Asylum Biometric System (IABS) | Immigration Case Work (ICW) | IMPACT | New Passport Programme | Next Generation Outsourced Visa Services Contract | SOCA Information Systems and Operating Technology (ISOT) Programme | Harmondsworth and Colnbrook Retender | College of Policing project (formerly Police Professional Body Project) | Emergency Services Mobile Communications Programme (ESMCP) | National Crime Agency (NCA) | Communications Capabilities Development programme | Police ICT Company Programme | Transforming the Customer Experience | SIG Disclosure & Barring Service Programme (formerly Convergence Programme) | Schengen Information Systems (SIS) II Programme | eBorders | ||||||||||||||||||||||
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| MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Green | Amber/Green | Amber/Green | Green | Amber/Green | Amber/Red | Amber | Green | Amber/Green | Amber/Red | Green | Amber | Not set | Amber | Amber | Amber | Red | Amber | Amber | Amber | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Description / aims | This project oversees the re-tendering exercise of the Escorting and Travel contracts. The Escorting contract is for the secure escorting of detainees within the UK and the Travel contract is for the supply of airline tickets for overseas removals. | The objective of the SOCA Catalyst Programme is to secure, by 31 March 2012, an integrated physical infrastructure capable of sustaining delivery of our business outcomes, improving operational performance, value for money, recruitment, retention and career development paths. | The overall aim of COMPASS project is to provide contract provision for accommodation and related services for eligible applicants beyond the current arrangements which are due to expire in 2012 with improved terms and conditions whilst maintaining value for money. The project focuses on the delivery of the procurement and change management of current services to new commercial contracts. Delivery of the benefits is now subject to operational and commercial delivery management and reporting. | Extend and Blend is a Home Office programme to move the department to a new restricted IT infrastructure and service arrangements, covering around 25,000 users. The programme aims to cut costs by over a quarter, modernise and join up IT services to staff, introduce greater resilience, mobility and flexibility, and put in place a strategic platform for the future development of the department's IT in line with the Government's ICT Strategy. | IABS is used to record, store and match biometric information from visa applicants, asylum seekers requiring registration cards, individuals applying for biometric residence permits, and all fingerprints taken for immigration purposes. | The ICW Programme is a business-led change programme with the objective of supporting the Home Office and the former UK Border Agency in achieving their strategic objectives, through the delivery of a world-class case working capability. | The programme’s mandate, as set out in the 2005 Bichard progress report, is to deliver an effective, integrated, national, regional and local information sharing and intelligence capability which will improve the ability of the police and partner agencies to proactively use information for intelligence purposes to: - Prevent crime; - Bring offenders to justice; - Safeguard children and vulnerable people; and - Professionalise the investigation process. | The programme delivered the procurement of a new supplier for a new, more secure passport design, production and integrated centralised personalisation of around 5 million passports a year. Additionally, the Regional Office Printing Equipment project enabled local personalisation of the new passport at IPS regional offices for up to 400,000 premium customers a year. | The project will ensure that International Operations and Visa Group has contracted commercial partners who will undertake key and specified functions as part of the visa process from 1 April 2014 and which enables the Group to meet its obligations to secure the border, provide good customer service in support of the UK Government’s growth agenda and meet our Spending Review obligations. | The SOCA ISOT Programme is replacing multiple existing ICT contracts with one contract which will enable the necessary step-change in SOCA’s capacity and capability to make a difference in the world of serious organised crime and its harmful impact on the public, by contracting for and modernising to an effective, efficient, managed ICT delivery capability. | The purpose of the project is to retender for the provision of secure accommodation for detained immigration offenders at Colnbrook and Harmondsworth, ensuring any change of contractor is mobilised effectively prior to the expiry of the existing contract. Previously these adjacent Immigration Removal Centres have been run by separate contractors, and this project will commercially combine the two centres enabling operational benefits and financial savings. | The purpose of this project is to oversee the establishment of the College of Policing by December 2012. | The main aim of the Emergency Services Mobile Communications Programme (ESMCP) is to deliver mobile voice and data communications services to the emergency services, other public safety organisations and potentially other public sector bodies. The services to be provided under this programme will replace, but are not exclusive to, those delivered under existing contract(s) such as Airwave. | The programme is responsible for creating the National Crime Agency (NCA) – a key priority for the Home Secretary which will deliver a step change improvement in the UK’s response to serious, organised and complex crime. | The Communications Capabilities Development programme (CCD programme) brings together work to ensure that, in a changing communications environment, communications data and interception of communications can continue to protect the public and save lives. Our ongoing programme reflects the vital role communications data plays in investigating and prosecuting serious crimes such as child sex abuse, kidnap, murder and drug related crime, as well as in public protection – such as locating missing persons. | In July 2011, the Home Secretary announced a fundamental reform to the way ICT is managed in the police forces with the establishment of a police-led ICT company. The reform is aimed at achieving four strategic objectives: 1. To free chief officers and police staff to focus on fighting crime and making their communities safer 2. To provide the British police service with more effective and innovative ICT support 3. To improve value for money from ICT services 4. To ensure services and products support forces and other customers in their drive for interoperability. | The Application & Enrolment Contract let to Computer Science Corporation in April 2009 (and reset in October 2010) includes the provision of Information Technology Outsourcing Services and a transformation programme to deliver: i) More robust, integrated, secure and cost effective technical infrastructure to support IPS business operations, including networks and telephony. (ii) A Customer Application Management System (AMS) to replace PASS and a new Online Application Channel for passport applicants in the UK and overseas. | The Disclosure & Barring Service Programme is a change programme established to modernise and improve the disclosure and barring services previously delivered by the Criminal Records Bureau (CRB) and the Independent Safeguarding Authority - and now delivered by the Disclosure and Barring Service (DBS). | The second generation Schengen Information System (SIS II) will routinely provide UK Law Enforcement Agencies with real-time data on wanted and missing persons, as well as lost and stolen objects from across 31 participating states. SIS II will deliver several key strategic benefits on behalf of the Home Office, police forces and the wider criminal justice sector: Reduced crime – particularly via the ability to screen for wanted criminals via border controls Greater identity assurance at the border Improved public and law enforcement officer protection Improved judicial cooperation across the Schengen Area Improved Police co-operation across the Schengen Area. | The e-Borders Programme will create an integrated, secure border for the 21st century. The programme contains project portfolios aimed at establishing a modernised, intelligence-led immigration control framework, counter-terrorism support and criminality detection. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative, actions on Delivery Confidence Assessment | The contracts are delivering business case benefits including savings and improved delivery. Further work is in progress to generate additional savings and ensure enhanced/consistent delivery. | The SOCA Catalyst Programme closed following successful delivery as scheduled and business change activity is being undertaken as part of the work to establish the National Crime Agency. | These contracts are in place and are operating as part of Business As Usual. | The new systems have now been rolled out to the user community of around 25,000 users. Functionality continues to be enhanced during the final stages of the programme. The programme has successfully cut costs by over 25%. | The programme delivered to schedule and the capability operated effectively as part of the Olympic security arrangements. | The programme has successfully delivered an online student application process. Depending on the business requirement, future releases will develop the other tiers on this common model, reusing data wherever applicable. This is a significant step on the route to deliver a Single Case Working Model for the Home Office. | The programme has delivered well to date with volumes of data uploaded far exceeding initial estimates. | The capability is now operating as Business As Usual. | The programme has now taken account of the additional requirements for interviewing and an internal review has suggested improvements to planning to facilitate management of the programme's tight timescales. | A Risk Mitigation based re-plan of the Contract is underway following intervention by the SOCA Board. This has led to a revision of programme plans, more realistic delivery timescales and improved joint working arrangements between the supplier and SOCA. The Home Office and the Cabinet Office have provided support and direction so that SOCA's capability to deliver the programme has been strengthened and both of these stakeholders continue to provide additional programme level assurance to the programme leader. Contract scope and financial controls are being adhered to. | This project is on schedule and should achieve economies of scale savings over existing arrangements. | The project to establish the College of Policing was delivered successfully to schedule. The College began providing services to police forces in England and Wales on 3 December 2012 and is operating within its planned budgets. | Not set | The programme is now firmly focused on delivery and revised programme management arrangements have been put in place to reflect this. Most of the senior appointments to the NCA have been made and the key Deputy Director General post has been advertised. The Interim NCA Board is now meeting monthly and the Crime and Courts Act received royal assent on 25 April. Shadow working began in April to test new NCA capabilities and robust and regular monitoring and testing of readiness will take place in the run up to the NCA going live in October. | Not set | The rating reflects the successful establishment of the Police ICT Company with the company being incorporated in June 2012. This has provided the basis for the viable operation of the Company going forward. | The programme is making progress and is in the latter stages of application software delivery. The contract construct has provided financial protection against delay which will help to deliver the programme within approved envelopes. Issues are specific to the development of the Application Management System; the supplier has performed well in other areas of the broader programme under contract such as managing legacy IT systems. | The programme team is working with the suppliers to develop a robust implementation plan. | The programme has continued to work successfully with diverse stakeholders and to monitor the work being undertaken by the other European states. | The system was upgraded and operated effectively as part of the Olympic security arrangements. Further improvements to the resilience and capabilities of the two core systems are on track for delivery during 2013. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Project - start date | 01/07/2008 | 01/06/2010 | 01/07/2009 | 01/10/2009 | 01/10/2006 | 25/06/2007 | 01/04/2004 | 01/03/2008 | 09/12/2011 | 01/04/2008 | 26/02/2012 | 01/10/2011 | 01/06/2011 | 08/06/2011 | Not set | 01/09/2011 | 14/05/2007 | 29/12/2010 | 01/04/2006 | 26/10/2011 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Project - end date | 01/06/2011 | 30/09/2012 | 30/09/2011 | 30/04/2012 | 31/12/2012 | 30/07/2013 | 31/03/2012 | 01/11/2012 | 01/07/2014 | 30/09/2013 | 31/08/2014 | 30/12/2012 | 31/12/2020 | 01/10/2013 | Not set | 31/08/2012 | 31/03/2012 | 01/10/2015 | 31/03/2015 | 01/08/2014 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The programme end date reflects the award of the second contract. | Not set | The programme end date has been revised to 30/12/2012. | The programme was re-phased to take account of Olympic requirements, with commercial milestones moved to the end of 2012, and final closure of the programme following in February 2013. | The programme end date was revised to 30/09/2013. | Programme end date was revised at Qtr 4 to 30/11/2015 due to re-scoping. | The programme end date has now been revised to 30/04/2013. | The start date reflects the start of the procurement activity which completed with award of contract on 10/06/2009. | Not set | Not set | Not set | Not set | Not set | The programme end date has now been revised to reflect that the NCA goes live on 1st October 2013 and to allow for programme closure by 31st March 2014. | Not set | Not set | At the reporting point the programme was working on a re-phased plan to accommodate operational capacity and now forecasts a revised end date of 01/11/2014. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2012/13 Budget (£million) | 74.88 | 6.74 | 54.38 | 69.98 | 24.69 | 59.97 | 5.93 | 45.71 | Not set | 43.71 | Not set | 56.10 | Not set | 424.85 | Not set | Not set | 46.72 | 127.43 | 11.86 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2012/13 Forecast (£million) | 79.17 | 6.74 | 54.35 | 66.23 | 27.70 | 59.97 | 5.93 | 45.27 | Not set | 44.54 | Not set | 56.10 | Not set | 424.85 | Not set | Not set | 50.01 | 5.92 | 14.48 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Total budgeted whole life costs (£million) (including non-government costs) | 283.56 | 216.70 | 686.70 | 503.30 | 367.15 | 374.00 | 184.84 | 455.95 | Not set | 398.60 | Not set | 202.80 | Not set | 1687.29 | Not set | Not set | 424.29 | 709.77 | 168.17 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on budget/forecast variance for 2012/13 (if variance is more than 5%) | Escorting and Travel Services costs are volume based and dependent upon the level of business activity. Since the contracts went live, certain factors have affected the baseline costs such as increased use of indirect routes and increases in Air Passenger Duty and Fuel Surcharges across the airline industry. | The programme costs are tracking profiles. | Spend is within budget. | The projected variance against budget in 2012/13 reflects the release of contingency and funding not required following a reduction in requirements for technical refresh activity. | The variance reflects additional activities undertaken under the wider programme portfolio. | Spend is within budget. | The programme costs are tracking profiles. | Programme spend has been tracking profile. | N/A | The programme costs are tracking profiles within the agreed variance permitted. | N/A | The programme costs are tracking profiles. | N/A | Costs mirror budgets of pre-cursor bodies. | N/A | N/A | The original project plan, upon which the £46.70m 2012/13 budget was set, assumed that Application Management System (AMS) service charges would be incurred for a full year in 2012/13. In reality, AMS service charges will not now start until 2013/14. This explains the in year under spend. | The variance is a result of additional Programme-related costs, which were met from DBS fee income, and a re-profiling of capital expenditure. In addition, an error was rectified relating to the inclusion of all CRB/DBS costs for the 2012/13 financial year. | The variance reflects re-profiling of work from 2011/12 into 2012/13 necessitated by the need to give priority to earlier work in preparation for the Olympics. | N/A | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on budgeted whole life costs | The Whole Life Cost will be tracked closely linked to levels of activity and usage. | The return on investment will be considered in due course. | The Whole Life Cost of the project including non ring fenced costs is £883.20m. The business case estimated potential savings of £82m over the life of the contract. However, COMPASS benefits are not expected to be realised until the end of 2013 to early 2014 so any benefits obtained in 2012/13 will be reported retrospectively according to the set process mandated in the business area. External reporting is scheduled to take place from early 2014 but internal work to start capturing benefits will begin in 2013. | Budgeted Whole Life Costs for Extend & Blend include the cost of initial investment and transition to the new services, together with the cost of those services to the end of contract in 2016. These represent a saving of 25% against previous costs. The programme is on track to exceed this figure. | The full benefits of the programme will be assessed in due course. | The Whole Life Cost was corrected at Qtr 4 to £385m following identification of a data entry error. | The return on investment will be considered in due course. | The Whole Life Cost remains on track subject to forecast volumes of usage which are not expected to change. | N/A | Costings of the revised work plan will be assessed in due course. | N/A | The Whole Life Costs include running costs of the College. | N/A | The NCA will be delivered within the budgets of its precursor organisations. The programme's Whole Life Costs represent the Home Office delegated budget to SOCA (including NPIA transferred functions) over the current Spending Review period which will transfer to the NCA when it is established. The NCA may have access to additional income and grant funding streams when it is established, in line with current SOCA arrangements. There is a programme team in the Home Office to oversee the development of the NCA at a cost of around £1.70m year to date in 12/13. The programme team are utilising staff and resources from the Home Office and other NCA precursor organisations often in addition to existing roles and responsibilities to minimise costs. | N/A | The company will be delivered within existing, funding allocations and projected costs for establishing the company will be subject to official scrutiny through a full business case. | The programme is currently forecasting a Whole Life Cost within budget. | The Whole Life Costs include the operational costs relating to the DBS from 2013/14 to 2017/18. These costs will be recovered from fees paid by customers and as a result do not represent costs to Government. | The Whole Life Cost has been reduced following a reforecast to reflect cost savings already made and proposed change in scope and approach, which has now been approved. | N/A | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
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