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Ministry of Justice data (CSV)
Updated 24 May 2013
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| Project name | Integrated Delivery Programme | Legal Aid Reform Implementation | National Offender Management Information Systems (NOMIS) Programme | NOMS Organisational Restructure Programme | Payment by Results Pilot Programme | Prison Competitions Phase One | Prison Competitions Phase Two | Prison Escort and Custody Services Re-competition | Property Services and Works | Quantum Re-compete Project | MoJ Shared Services | Court Fines Compliance & Enforcement Project | Court Estates Reform | Capacity Management Portfolio (CMP) | STC Re-tendering Programme | Community Payback | Electronic Monitoring | Future IT Sourcing Programme (FITS) | ||||||||||||||||||||||||
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| Department | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 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) | Amber/Green | Amber/Green | Amber | Green | Amber/Red | Amber/Green | Amber | Green | Amber/Green | Amber | Red | Amber | Green | Amber/Green | Amber | Amber/Green | 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 | Not set | Not set |
| Description / aims | The programme will introduce: • A new case management system for civil certificated work • Electronic ways of working with providers • New integrated cash collection and debt management systems • A new general ledger and chart of accounts for the Legal aid fund which in turn will increase efficiency, improve control and bring LSC systems in line with those in Government. | The Government intends to radically reform the legal aid system to scale back the involvement of the State in the provision of legal aid to individuals. It is intended to discourage people from resorting automatically to lawyers whenever they face a problem, ensure taxpayer funding for legal advice and representation will be reserved for the most serious issues and that where funding is made available the service provides value for money. The number of categories of claim on state funds will be reduced, as will the fee rates which are paid to claimants’ legal representatives. Savings of £320m/annum from the legal aid budget are being projected by the end of the current CSR period. Civil, family and criminal proceedings will all be affected. The Legal Aid Reform savings estimates have decreased from the £325m per annum by the end of the CSR period stated in the Q1 report to the Q2 report figure of £320m as a result of the concessions made during the passage of LASPO Act through parliament. The programme intends to implement those elements of the reforms of the Legal Aid, Sentencing and Punishment of Offenders Act in April 2013. | The NOMIS Programme is giving prison and probation staff new and improved access to the information they need to manage offenders efficiently and effectively throughout the system - protecting the public and reducing re-offending. NOMIS is five IT-enabled business change projects: Probation Case Management System (PCMS) - Replacing a variety of different systems with one centralised system for probation; Offender Assessment System Replacement (OASys-R) - Improved, shared system for offender assessment across both prisons and probation; Delivered Prison-NOMIS - An improved, centralised prisons case management system now fully rolled out; Data Share System (DSS) - Enabling probation staff to access the core Prison-NOMIS information they need for effective offender management; and Inmate Information System (IIS) update - Improving functionality | • Restructure NOMS Headquarters and Public Sector Prisons • To define and implement the Job Evaluation Scheme and introduce Pay Reform • Drive efficiencies and reduce pay costs • Reduce the organisation’s equal pay risk A NOMS wide transformational programme which draws together Reward and Restructure and Organisational Restructure in order to – • Support NOMS holistically in order to understand and prepare for such change and operate in an increasingly competitive market • Build a functional HQ operating model which allows responsibility and accountability for commissioning and service delivery to increasingly be devolved to a local level; clear consistent oversight of an increasing mix of providers; and supporting provider development and promoting effective engagement and partnership working at local level. • Make best use of NOMS resource in achieving such transformation | To develop, commission and oversee a programme of Payment by Results pilots which meet the Green Paper commitment to run 'at least' six PBR pilots covering a large proportion of the offender population - including: - two large-scale projects targeting offenders serving community sentences; two projects targeting offenders in custody, including those sentenced to less than 12 months; - two projects testing a local approach to justice reinvestment. This supports the Government's commitment to create a system introducing greater involvement of the private and voluntary sectors in the rehabilitation of offenders, including the use of payment by results, to cut re-offending as set out in the MoJ Departmental Business Plan. In addition to the six pilots outlined in the Green Paper, the MoJ launched the Social Impact Bond at HMP Peterborough in September 2010, testing a model of PBR utilising social investment. Following the publication of the Green Paper, Ministers have agreed to extend the package of pilots to include a jointly commissioned project with DWP to test the integration of a reoffending payment into the Work Programme, and innovation pilots where we will be exploring with the market ideas for reducing re-offending outside the scope of the six pilots outlined in the Green Paper. The Payment by Results programme will allow the MoJ to test and evaluate different delivery models which will help to build the market in the longer term, and to inform the ongoing policy. Following the NOMS FMC decision on High Down, the NOMS Agency Board reviewed the model and agreed to continue with an alternative incentivisation model, consequently this no longer forms part of the Pilot Programme. | The NOMS Agency Framework Agreement includes a commitment to ensure that the organisation engages in effective and efficient commissioning practices that include the stimulation of market activity to assure best value is obtained through its delegated resources. Competition in prisons has been used to deliver multiple objectives: increases in capacity, value-for-money, service/performance improvement, productivity and innovation. Competition has led to service improvement by management teams motivated by competition. Competition has also generated improvements in productivity, with flatter, leaner management structures, reduced sickness leave and a more mobile workforce. In April 2009, the Government announced plans for market testing 2 poorly performing public sector prisons, HMP Birmingham and HMP Wellingborough. In addition, 2 previously market tested prisons, Buckley Hall and Doncaster, were to be re-competed on the expiry of existing agreements, along with the competition for the operation of the new build site, Featherstone 2, with bids considered from public, private and third sectors. In December 2010 the competition to run HMP Wellingborough (currently public sector) was removed from the Phase 1 Competition to avoid any further delay in the award of contracts for the remaining 4 sites. On 31 March 2011 following a vigorous and open competition the following bidders were awarded contracts for up to 15 years (only 7 years for Buckley Hall) : Birmingham - G4S Plc Buckley Hall - HM Prison Service Doncaster - Serco Plc Featherstone II - G4S Plc The winning bids have outlined, not just their ability to deliver safe, secure and decent custodial regimes, but real innovation and efficiency with better outcomes for the public. For the first time, as a result of this competition, a Public Sector prison has moved to be managed by a Private Sector contractor. The competition will deliver savings of £213m over the lifetime of the contracts for the existing three prisons, and in addition HMP Doncaster will provide an important trial for the new payment by results system. The Mobilisation Phase /handover completed in early October 2011 for the 3 existing Prisons and by the end of April 2012 for HMP Oakwood (Featherstone 2). | The NOMS Agency Framework Agreement includes a commitment to ensure that the organisation engages in effective and efficient commissioning practices that include the stimulation of market activity to assure best value is obtained through its delegated resources. Competition in prisons has been used to deliver multiple objectives: increases in capacity, value-for-money, service/performance improvement, productivity and innovation. Competition has led to service improvement by management teams motivated by competition. Competition has also generated improvements in productivity, with flatter, leaner management structures, reduced sickness leave and a more mobile workforce. On the 13th July 2011 the Secretary of State announced that nine prison establishments in the second round of Prison Competitions. The establishments chosen for competition are: • Lot 1 - HMP Acklington & HMP/YOI Castington (now HMP Northumberland) • Lot 2 - HMP Coldingley • Lot 3 - HMP Durham • Lot 4 - HMP/YOI Hatfield & HMP/IRC Lindholme & HMP/YOI Moorland • Lot 5 - HMP/YOI Onley • Lot 6 - HMP Wolds OJEU was published in October 2011. ITN issued January 2012. ITN1 bids currently under evaluation. The key benefits anticipated from Phase Two are: • Significant Cash Savings • Increased Innovation in the delivery of Prison Services • Increased diversity in the Providers of Offender Management Services • Further progress towards the strategic objectives set out in the Green Paper, including Working Prisons, Drug Free Wings and Payment by Results | PECS represents a critical service that joins up functions across a very wide and diverse group of stakeholders including the Courts, Prisons and the Police. Prison escort contractors are responsible for the movement of prisoners from prisons and police stations to courts, their care and security whilst in the court custody area and in the dock and their transfer from courts to prisons and other nominated locations at the conclusion of court business. The service handles over 800,000 prisoner movements of all types including young people and women prisoners per annum. Following Contract Award on 16th March 2011 and 'Go Live' on 29th August the service is now delivered through four separate contracts, operated by two contractors for up to 7 years. The new PECS contracts include the previously separate Inter Prison Transfer Services for the first time and help ensure that prisoners are more efficiently located ahead of court appearances. New arrangements have been made with HMCTS to allow prisoners to be delivered to courts throughout the morning, rather than all at once. This will make much more efficient use of escort vehicles and will save money. Agreement has also been reached to allow the transportation of different kinds of prisoners in appropriately designed new escort vehicles which will also significantly reduce the amount of separate escort journeys required. The current escort areas have also been reconfigured to align more closely to the revised regional structure and to improve efficiency. The Project was closed on 15 August 2012 and will no longer report to GMPP in future. | This Programme objectives are to develop and implement new procurement models for the support services for the future delivery of the MoJ Estate. Including, hard & soft FM (TFM), minor works (MW) and professional services (EPS). The rationale for the business case is driven by the need to secure services that will: • maintain business as usual to deliver MoJ’s statutory obligations • drive efficiency and resource savings • comply with procurement legislation & GPU policy • provide a service capable of being used across the entire MoJ Estate | Services under the current Quantum contract that is due to expire in July 2012 will continue to be provided under a new replacement Quantum contract (or combination of new contracts). The new Quantum contract will sustain the Quantum service until the forthcoming Future IT Sourcing (FITS) contracts are in place and are ready for applicable services to be transitioned. The new Quantum contract can be terminated by service ‘tower’ and by month, to be replaced by FITS contracts for service towers, unless the contractor can demonstrate superior value for money during the remaining contract term. | The MoJ Shared Services Programme will deliver a transformation in the approach to the provision of back office services in MoJ. The Programme will establish a single professional MoJ Shared Services Organisation, supported by a best fit Enterprise Resource Platform (ERP) and associated technology stack, providing HR, Payroll, Finance, and Requisition to Pay transactional services initially to in scope MoJ Departments and ALBs with potential for further expansion to encompass Other Government Departments (OGDs). Through rationalising the existing disparate back office teams and systems into the single MoJ Shared Services Organisation the programme will deliver cost reductions and service improvements in back office services across MoJ that support Coalition efficiency & savings targets and the aims of the wider MoJ’s Transforming Justice agenda. | The Compliance & Enforcement Services project looks to fully deliver the Criminal Compliance & Enforcement Blueprint and reform the compliance and enforcement activity within HMCTS. Project Outcomes: * Improve operational efficiency and the recovery of costs * Proactively manage and tailor compliance and enforcement activity to the individual * Ensure maximum amount of debt is recovered * Accurately account for and report on all income and performance * A credible deterrent for non-compliance * Ensure timely and robust management of outstanding debt | To deliver a step change in financial efficiency in the provision of court based services by disposing of surplus buildings and making more efficient use of retained buildings. To maintain acceptable standards of service in terms of time and travel costs incurred by court users in attending courts. To close sub-standard accommodation and provide a court estate that can evolve in line with developing MoJ policy, such as provision of facilities for live video links and greater community involvement in how justice is administered. To reform LJAs to increase efficiency & effectiveness. | The strategic objectives of the CMP are: - Determine the number of prison places that are required and deliver the most effective configuration amongst population segments - Configure the estate to give best effect to MoJ's strategic priorities - Support the objectives of stakeholders and partner organisations The CMP will achieve its strategic objectives through the following workstreams, thereby enabling a closer match between the capacity and population in terms of size, function and geographical spread: - small investments - contingency - house blocks - new prisons - reconfigurations - closures These workstreams allow the Portfolio, when possible, to deliver savings from capacity management that do not directly depend on population reductions. | The Criminal Justice and Public Order Act 1994 introduced Secure Training Orders (STO) which enabled the courts to sentence persistent offenders aged 12-14 to custody within ‘Secure Training Centres’. When the legislation was passed in 1994, the Home Office had responsibility for commissioning secure accommodation for young people and commissioned a programme of work to develop four new Secure Training Centres (STCs) via Private Finance Initiative (PFI) contracts. The STCs became operational during 1998 and 1999, and the 15 year PFI contracts are due to expire in 2013 and 2014 respectively; the fourth expires in 2029 and does not form part of this procurement exercise. The objective of this programme is to deliver contracts to operate the STC provision due to expire in 2013 and 2014, that are more cost efficient and better meet the individual needs of young people placed into custody there. Efficiencies will be realised through open competition of the service provision and removal of some overly prescriptive elements of the legislative operating framework; others are expected from better alignment of service specifications with our partner commissioners, which will additionally enable improved services to young people. | The MOJ Corporate Strategy 2011 -2015 sets out the strategic direction for the NOMS Agency with a single objective 'To deliver a transformed justice system and a transformed department - more efficient, more effective, less costly and more accountable and responsive to the public'. Underpinning that objective, the MOJ Business Plan describes the major commitments outlined in the structural reform plans including the commitment to reform how we deliver our services. NOMS will be responsible for implementation and is already committed to competing Community Payback with the first contract award anticipated in July 2012. A National Framework was set up to establish a number of pre-qualified providers of Community Payback which entitles them to bid for any CP competition across England and Wales. The National Framework exercise concluded in August 2010 and Serco, Sodexo (Kalyx) and Com:Pact (a partnership between Mitie and A4E) were awarded Framework status. The National Offender Management Service (NOMS) proposes to run mini-competitions for CP using the framework. The Framework providers and all Probation Trusts (subject to a national gateway process) will have the exclusive right to bid for CP services. Our Commissioning Strategy proposes a nationally co-ordinated process to apply the Framework contract to all Community Payback services across England and Wales. This will take in to account local requirements as per the direction set by the Ministry of Justice and NOMS Business Plans. In order to obtain best value, we propose to: ?create six lots, in order to balance economies of scale with the need to maintain local connections, ? give bidders a substantial degree of freedom to innovate - both in terms of driving down costs and also in responding to the various practice initiatives which have been flagged in the Green Paper (‘Breaking the cycle: effective punishment, rehabilitation and sentencing of offenders’). | deliver a service bringing the affordable requirements of stakeholders into scope in order to improve the service and provide best value for money. • consider alternative approaches to the use of monitoring including its place in the outcomes of the Green Paper, sentencing review framework and changing sentencing policy and in offender management. • support the development of a co-operative and constructive partnership approach to delivery through the engagement of key stakeholders across the criminal justice sector both in the project and following implementation of the contract(s). • ensure that transition between old and new service is managed effectively and service levels and performance are maintained at the existing levels during this period. • ensure that the contract pricing structure, performance measurement system, data access and collection procedures and governance are fit for purpose and support delivery reflecting the NOMS regional structure. This includes the critical compliance with revised Government Information Assurance standards. • run a competition within EU regulation that stimulates the market and increases competition, delivers a smooth transition from old to new service and delivers a contract structure which generates best value for money, defends the Authority’s interests and reflects best commercial practice. • investigate and exploit new technologies providing appropriate reliability and security whilst reducing costs. • achieve significant budget reduction against current allocations on a like-for-like basis in line with CSR expectations. | The FITS Programme aims to deliver a £110m pa reduction in MoJ ICT operating costs through the design and implementation of a new ICT Operating Model and sourcing approach. Existing ICT services are being re-competed to drive significant cost reductions in the delivery of these services. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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 implementation of IDP has been replanned due to meeting MoJ ICT standards, and Legal Aid Reform implementation. | In light of the passing of the LASPO Act, which removed the necessity to plan implementation ‘at risk’; legal challenges are now the main threat to the successful delivery of the programme. | Recommendations from MPA (Oct 12) completed. RAG remains Amber. PCMS: Hertfordshire pilot completed Dec 12, went live early Feb 13. Further 6 Probation Trusts have gone live since. Roll-out to all Trusts on track to complete (Oct 13). Upcoming challenges: completion of PCMS Pilot (Cambs) & Delius Pilot (West Mids). OASys-R: Pilot with 3 Trusts & 7 Prisons completed Feb 13. MPA Healthcheck conducted Mar 13: highlighted further recommendations to be worked through prior to go live. Target go live remains Easter weekend 2013. | The RAG assessment for the overall Programme trajectory remains green. The Programme implementation continues through its peak period of activity which remains ambitious, challenging and highly complex. Establishments and Headquarters are both fully engaged with various stages of Programme implementation and all activities remain on schedule. An MPA gate 0/4 took place during February 2013. | In October 2012 Minsters announced their intention to roll out Payment by Results by 2015 to transform rehabilitation outcomes within a new Rehabilitation Programme. Work on the pilots still in development, (HMP Leeds, 2 Innovation pilots, Stafford and West Midlands and Wales Probation Trusts) was terminated. The remaining live PbR Pilots will continue under the governance of the new Transforming Rehabilitation Programme. | In December 2012 the PCP1 Project received a favourable MPA Assurance Review on Contract delivery. Work continues on completing the actions required to close the Project. | A review of PCP2 by the new Ministerial team in Sept 2012 lead to a Ministerial statement in November 2012 in which it was announced that only the prisons in Lots 1 and 4 would continue to the next stage of the competition. Thus reducing the number of prisons from 8 to 4. Re-planning following the announcement was undertaken and revised project dates were accepted by both the remaining bidders and the department. The Project has completed the final stage of bidding on the remaining two Lots and is currently evaluating them to determine which bidders are awarded Contracts. | On going 'Business as Usual' Contract Management attention is being given to ensure that Contractors perform at the required levels and in partnership with the stakeholder community. | Challenge of TFM supplier asset verification submissions underway. | The new NOMS IS Services contract can be terminated by service ‘tower’ and by month, to be replaced by FITS contracts for service towers, unless the contractor can demonstrate superior value for money during the remaining contract term. The delivery part of the new contract is now referred to as the NOMS ICT Services (NIS) Programme and covers the transformation of the current technology to the new infrastructure services. | The programme submitted a revised Full Business Case (FBC) to Cabinet Office in October 12. Following feedback from CO the FBC has been updated and a further submission to CO and HM Treasury will be made in March 13. In revising the FBC the MoJ team has been working with suppliers to assess options to reduce the costs to complete the programme. The programme has completed a restructure and has made new appointments to the leadership team to ensure that individuals with relevant experience and skills are in place to drive the current stage of the programme. | The project held an industry market engagement event on 7 August at Warwick University. A total of 67 companies requested a copy of the event prospectus with 72 representatives attending on the day. The event provided an opportunity for the project to undertake early dialogue with potential suppliers and to enable an understanding of the markets appetite for the potential services contract and associated framework. Following the event, a series of 1-2-1 meetings have been held with 17 potential suppliers. Feedback from suppliers has been extremely useful, with some interesting feedback in relation to the proposed cross government framework and ideas around the payment/incentives schemes for the contract including suggestions relating to payment by results and transactional pricing etc. These discussions will help inform the project in the further development of the commercial model and high level requirements. | The project remains on track, all milestones have been met and less than 10% of closures remain to be delivered. The project is on track to complete within the project end date and benefits are on track to be delivered. Further work is being done with internal estates experts to ensure buildings are brought to market rapidly once vacated and achieve or exceed expected sales values. | Project now forms part of newly-constituted Reducing Prison Unit Cost Programme. This allows for closer integration with other major change projects in NOMS. Closures scheduled for 2013/2014 were advanced into 2012/13 and completed on schedule. All activities are on schedule. | Following MPA assurance of the STC programme in July 2012, 11 recommendations were made to the SRO to ensure the programme remained on track to successfully deliver it's objectives. Each of these recommendations have now been addressed in full. However, despite the progress made, we await the outcome of the consultation on the government's Green Paper, Transforming Youth Custody, before we progress the programme to the next stage. | In October 2012 Minsters announced their intention to include the Completion of Community Payback for the rest of England and Wales within a new Rehabilitation Programme. The London (Lot1) Contract went live on schedule on the 31 October 2012. The transition phase ended on the 31 January 2013. Contract management work continues and the project is now 'Business as Usual'. Work continues on completing the actions required to close the Project. | The Project timeline has been rescheduled to reflect the impacts of changing the Hardware Specification to a single Multi Application Tag and as a result of the number of clarification requests from bidders during the second stage of tender negotiations, however it is still a tight timetable. The Project is in the process of completing the final stage of the tendering process and will then evaluating them to determine which bidders are to progress to the final 'preferred bidder' stage. | The Programme is tracking to plan and effective risk management plans and mitigations are in place. An IAAP is in place and an MPA Gate 0 Review was carried out in January 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 | Not set | Not set |
| Project - start date | 01/07/2009 | 01/04/2011 | 08/01/2008 | 01/11/2010 | 01/04/2011 | 01/04/2009 | 13/07/2011 | 01/07/2009 | 01/02/2010 | 18/07/2011 | 01/07/2009 | 31/08/2010 | 10/05/2010 | 01/07/2011 | 15/03/2011 | 01/10/2010 | 10/05/2011 | 01/03/2011 | 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 | Not set | Not set |
| Project - end date | 30/10/2013 | 31/10/2013 | 31/10/2013 | 31/10/2013 | 31/12/2015 | 31/05/2012 | 31/01/2014 | 28/02/2012 | 01/09/2015 | 30/11/2012 | 07/06/2013 | 01/02/2014 | 30/09/2014 | 31/07/2013 | 13/07/2015 | 31/12/2012 | 30/09/2013 | 31/12/2014 | 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 |
| Departmental narrative on schedule, including any deviation from planned schedule | The implementation of IDP has been replanned due to Secure Enclave, and Legal Aid Reform implementation. IDP have confirmed the implementation timetable for the pilot, which took place in two phases, between October and December 2012. A third phase is planned for May 2013. National rollout is forecast to conclude by the end of 2013. There is no risk to overall successful delivery of the programme and associated benefits. | A Joint Litigation Steering Group has been established with representation from both MoJ and LSC, to lead on the management of all litigation-related risks. The programme delayed laying the first tranche of secondary legislation from June to September, to allow comments on the proposed regulatory framework to be considered. This intended to reduce the potential for legal challenges to the secondary legislation, and to not impact adversely on the timetable. The reforms took effect on 1 April 2013. | Project on schedule. | Project on schedule. | As these Pilots are now 'Business As Usual' we will seek to close this as a Project later in 2013 rather than running through to end of 2015. | Project is now preparing for closure in May 2013. | Following the Ministerial statement a new project timeline for the remaining Lots was established . Contract award is expected later in the spring of this year followed by Service Commencement in the Autumn. | The Project was closed on 15 August 2012 and no longer reports to GMPP. | First TFM contracts have now been implemented, outcome of asset verification period will determine effectiveness of benefits. | 'Project on schedule'. | The programme completed Phase 1 (HR services transformation) to schedule in June 2011. At the commencement of Phase 2 (New ERP design, build and deploy) in 2011 the programme was forecasting an initial deployment in late 2012 and completion of deployment in 2013. The need to review MoJ client department change requests and issues encountered regarding the progress of the application design and infrastructure design for the new ERP system mean that it will not now be possible to complete deployment before 2014. Contracts for existing MoJ ERP systems have been extended to December 2014 in recognition of the delay in the programme deployment dates. | In response to feedback, which included that received from engagement with the market, the project is no longer proceeding with developing a wider framework for Other Government Departments (OGDs) A Prior Information Notice (PIN) was issued on 22 Feb 2013 to inform the market of the change to project scope and of further market engagement by way of site visits; to discuss payment mechanisms, gain a better understanding on how the market have previously dealt with transition and on the issues that affect CESP. | Project is on schedule. | Project on schedule | The STC programme has slipped its planned schedule to align the programme activities with the outcome of the government's Green Paper, Transforming Youth Custody. | Now that the Project is 'Business As Usual' we are preparing to close the Project during the Summer of 2013. | A new project timeline was recently agreed with Ministers. Contract award is expected in the Summer of this year followed by Service Commencement in the Winter. | The Programme is currently tracking to plan. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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) | 13.59 | 9.62 | 8.00 | 4.03 | 7.63 | 59.63 | 4.31 | 136.78 | 155.00 | 103.73 | 42.94 | 4.50 | 9.56 | 2.31 | 0.55 | 6.85 | 0.99 | 22.10 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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) | 13.59 | 9.62 | 40.00 | 4.03 | 7.63 | 59.63 | 4.31 | 136.78 | 155.00 | 103.73 | 58.94 | 2.50 | 14.26 | 3.24 | 0.55 | 6.85 | 0.99 | 22.10 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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) | 73.89 | 19.86 | 444.00 | 37.98 | 119.03 | 878.71 | 2403.99 | 1029.21 | 966.00 | 156.97 | 127.09 | 8.60 | 45.44 | 15.04 | 336.16 | 43.26 | 891.96 | 138.50 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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%) | Not set | Not set | On 18/9/12 H.M. Treasury approved an Addendum to the NOMIS FBC, resulting in the approved financial envelope to March 2020 for the NOMIS Programme moving from £444 m to £477.3 m. The variance above was anticipated in the annual spending profile for 12/13 in the Addendum submitted to HMT, and was therefore eliminated once the revised funding envelope was approved. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Due to slippage in the programme timelines costs originally forecast for 2011/12 were reprofiled into 2012/13. This was the main reason for the cost variance reported in the Q2 GMPP return. The programme has recently been working on a revised Full Business Case which will be submitted to Cabinet Office and HM Treasury in March 2013. Due to delays in the programme deployment dates costs for the deployment of the new ERP system have risen. The programme has therefore been reviewing alternative lower cost options as part of the business case submission. A pause in development activity has also been implemented whilst the business case options are being assessed. | The project is at an early stage and commercial modelling is expected to occur across a longer timeframe which will result in less project spend during 2012/13 and more in 2013/14 | The profile of capital enabling works carried out have occurred to a slightly different timeframe than the initial budget forecast. The costs in 2011/12 were lower than budget. The project is on track to spend slightly less than the WLC value. | The portfolio at Q2 2012/13 included two projects which commenced in April 2011 (Tranche 1) and October 2011 (Tranche 2). The majority of the variance corresponds to an overspend in Tranche 1. This was the first project of this kind, and the actual and forecast costs are higher than planned as a number of costs were incurred that were not anticipated in the business case. The business case for Tranche 2 has incorporated the lessons learnt from Tranche 1, and the project is spending within its budgeted costs in 2012/13. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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 | Not set | Not set | In September 2012, H.M. Treasury approved a revised financial envelope of £477.3 million for the NOMIS Programme for WLC to March 2020. | Not set | These figures do not take account of the recent reduction in scale of the project, as detailed above. The revised financial figures for the project were submitted for subsequent reports. | The finance figures above do not include the correction to the contract costs for one of the prisons. The revised financial figures for the project were submitted for subsequent reports. | These figures do not take account of the recent reduction in scale of the project, as detailed above. The revised financial figures for the project were submitted for subsequent reports. | Not set | Not set | Not set | MPA have advised that additional commentary can be added here if we wanted to give a fuller explanation of the figure (for example, if the project is only partly funded by Government). If you want to leave blank, please add 'n/a' | Not set | Not set | Not set | The figure for the programme is £336mil un-discounted, based on a maximum contract length of 10 years. This is the current estimated cost of the preferred option in the Outline Business Case. It is envisaged that the demand for the service and the exact scope will be analysed further and refined during the competitive process so at this point this in an indicative figure. | The figures have increased slightly for future BAU and contract costs, which now run from Nov 12 until Sep 16, in lieu of confirmation of the final Contract price. The revised financial figures for the project were submitted for subsequent reports. | These figures do not take into account the increased project costs as a result of the increased work undertaken to date. The revised financial figures for the project were submitted in the most recent report. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |