Transparency data
MOJ Government Major Project Portfolio data, September 2013
Updated 23 May 2014
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| Project name | Prison Unit Cost Programme | Rehabilitation Programme | Transforming Youth Custody | New Prison -Wales | Common Platform | HMCTS Compliance & Enforcement Services Project | Court Estates Reform | Electronic Monitoring | Integrated Delivery Programme | Future IT Sourcing Programme (FITS) | Legal Aid Reform Implementation | MoJ Shared Services | NOMS Organisational Restructure Programme | NOMS ICTS Services (NIS) Programme (formally part of Quantum Re-compete Project) | Prison Competitions Phase 2 | National Offender Management Information Systems (NOMIS) Programme | CJS Efficiency Programme Phase 2 | HMCTS Reform | Legal Aid Transformation | |||||||||||||||||||||
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| Department | MoJ | 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 |
| 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 | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | Amber | Green | Amber/Red | Amber | Green | Amber/Red | Amber | Amber | Green | Amber/Red | Green | Amber | Amber | Amber/Green | Amber | Amber/Red | 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 |
| Description / Aims | The aim of the Prison Unit Cost Programme is to maximise the delivery of savings from public sector prisons over the next three years (2013-2016). The programme objectives, by March 2016, are: a) to reduce unit cost in real terms by £2.2k [†] p.a. per place when compared to the 2012/13 baseline on a consistent basis; b) to deliver an overall reduction in spend over the lifetime of the programme in public sector prisons by £550m with ongoing annualised savings of £306m (15%) against a 2012/13 baseline; c) to ensure that these changes support the safety, security, and decency of public prisons within the agreed specifications. The programme comprises of the following projects: 1. Specifications Project. 2. Public Sector Benchmarking Project. 3. Restructure of the Prison Estate Project. 4. Competing Delivery of Services Project. [†] This is calculated on direct operating cost of public sector prisons only divided by the number of operational capacity places only. For future years the planned savings and changes in capacity (closures, new houseblocks) is taken into account. The future years inflation rates is based on HMT GDPs. As the Unit Cost calculation only incorporates direct expenditure of public sector prisons, exceptional accounting movements do not impact the figures (e.g. VEDS, MoJ charges, depreciation on buildings). This allows reasonable year to year comparisons. | The aim of the Rehabilitation Programme is to open up rehabilitation services to a more diverse market of private and voluntary sector providers, and introduce payment by results to reward providers for their success in reducing re-offending. The efficiencies generated by these reforms will allow us to extend the provision of rehabilitation support to offenders who serve a custodial sentence of less than 12 months for the first time. | The aim of the Transforming Youth Custody Programme is to develop a new approach to youth custody which lowers cost, improves resettlement, focuses on education and seeks to reduce reoffending. By Spring 2017, the Programme aim to deliver a Secure College pathfinder that reflects this approach and to have a longer term strategy in place for youth custody that reflects the overarching objectives and wider roll-out of the pathfinder Secure College. | The aim of the New Prison - Wales Programme is to build a new prison in Wrexham (N. Wales) that will be operational by 2017, as announced by the Secretary of State in January 2013 | The aim of the Common Platform Programme (CPP) is to support business transformation across CPS and HMCTS. The 'common platform' will be an integrated data store and suite of services that allows all stakeholders to access and use the same data. The shared data will be the basis for all working across the CJS (and in time across other justice jurisdictions), from initial capture of information through charge, in-court presentation of evidence, verdict and sentence and subsequent enforcement action. Benefits include: • Flexibility to respond to policy and legislative changes and HMCTS and CPS business plans. • Improving the effectiveness of HMCTS and CPS and the quality of justice outcomes. • Decision makers have the right information to ensure better outcomes • Cutting the total cost of HMCTS and CPS services. • Achieving lowest possible transaction cost. • Improving the experience of participants in the CJS (especially victims and witnesses) • Continuing to meet statutory requirements and obligations • Reducing the level of resources required from other Criminal Justice Organisations and partners • Reduced cost of IT estates including switching off legacy systems. • Minimising the need to transition legacy systems to new suppliers. | The aim of the Compliance & Enforcement Services Project is to improve the delivery of compliance and enforcement activity within HMCTS. Update: • The Outline Business Case has been signed off/approved by the MoJ and HMCTS governance process on 26 June 2013. The Outline Business Case was approved by Cabinet Office and HMT on 26 June 2013.The project is reporting an amber RAG status on the basis that the payment system is not known. Project has obtained specialist finance and legal support to develop, model and test payment mechanism. Project received an assurance from MPA that critical recommendations in OGC Gateway 2 Report have been addressed and the OJEU notice was issued on 22 July 2013. • The project team is liaising with MoJ Procurement, Cabinet Office and HM Treasury to establish the desired payment mechanism and whether the payment mechanism could reward excessive performance. | The aim of the Court Estate Programme is 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 close a total of 141 courts in England & Wales. • To reform LJAs to increase efficiency & effectiveness. • 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. | The aim of the Electronic monitoring Programme is to: • 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 legislation, sentencing review framework, 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, and 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 aim of the Integrated Delivery Programme is to: • To reform LJAs to increase efficiency & effectiveness. Address a number of financial control weaknesses identified by the National Audit Office in qualifying the 2008/09 and 2009/10 accounts for the Legal Service Commission (the forerunner of the Legal Aid Agency). • To reform LJAs to increase efficiency & effectiveness. Be a key step in replacing an ageing case management system (CIS) which is increasingly fragile • To reform LJAs to increase efficiency & effectiveness. Improve service for providers and clients by providing for increased online working • To reform LJAs to increase efficiency & effectiveness. Support more efficient ways of working that will be crucial to enabling the Legal Aid Agency to meet challenging SR10 cost reduction targets | The aim of the Future IT Sourcing Programme (FITS) is to deliver a c£110m pa reduction in MoJ ICT operating costs through the design and implementation of a new ICT Operating Model. This will be enabled by a transformed ICT supplier model, leading to delivery of industry standard services at market competitive prices. FITS will continue to deliver existing ICT services to the business but more efficiently and at a lower price. | The aim of the Legal Aid Reform Implementation Programme is to implement parts of the Legal Aid, Sentencing and Punishment of Offenders Act on 1 April 2013. The intention of these reforms are to discourage people from resorting automatically to lawyers whenever they face a problem, to ensure taxpayer funding for legal advice and representation is reserved for the most serious issues, and that where funding is made available the service provides value for money. This included a reduction in the number of categories of claim on state funds, as well as a reduction in 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 spending review period. Civil, family and criminal proceedings will all be affected. | The aim of the MoJ Shared Services Programme is to 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 aim of the NOMS Organisational Restructure Programme is to: • Restructure NOMS Headquarters and Public Sector Prisons • Define and implement the Job Evaluation Scheme and introduce Pay Reform • Drive efficiencies and reduce pay costs • Reduce the organisations equal pay risk This is 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 | The aim of the NOMS ICT Services (NIS) Programme (formally part of Quantum Re-compete Project) is to address the provision of ICT Services under the Quantum contract which expired at the end of 2012. The new ICT Services contract will sustain the NOMS service until the forthcoming Future IT Sourcing (FITS) contracts are in place and are ready for applicable services to be transitioned. The new NIS 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 aim of the Prison Competitions Phase 2 Programme is to deliver the NOMS Agency Framework Agreement which 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. The key benefits anticipated are: • Significant cash savings, over the life of the contracts. • Improvements in custodial services. • Progress towards the strategic objectives set out in the Green Paper, including Working Prisons and Drug Free Wings. • Bringing more bidders to the competition process. | The aim of the NOMIS Programme is to give 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. [The Programme is now delivered and has been closed]. 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 • 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 | The aim of the CJS Efficiency Programme is to introduce digital working throughout the CJS, in particular to deliver the ‘digital courtroom’. The current work will transform the operation of the criminal courts, with all parties able to work from digital devices and with evidence being presented to the court electronically; changes which will allow further streamlining of business processes. The digital court will enable a shift away from paper-based working so the system can operate digitally, where this is a more efficient process. | The aim of the HMCTS Reform Programme is to: • explore proposals for the reform of the resourcing and administration of our Courts and Tribunals; • secure the revenue and investment necessary to modernise the infrastructure and deliver a better and more flexible service to court users; • modernise and transform courts and tribunal services to increase efficiency, improve service quality and reduce the cost to the taxpayer; • explore how we can further enhance the position of the UK at the centre of the international legal market and the revenue it can generate; and • preserve the independence of the judiciary which lies at the heart of our constitutional arrangements. | The aim of the Legal Aid Transformation Programme is to: • reform remuneration in the shorter term; • tender crime contracts in the medium term; • increase the public credibility of the legal aid system • ensure that the introduction of Universal Credit does not create an additional pressure on the legal aid fund. In September 2013, the reforms were forecast to reduce fund spend by £220m pa by 2018/19. Since then, as a result of policy changes and updated data for Advocates Graduated Fee Scheme (AGFS) reform, the estimated savings has reduced to £215m pa by 2018/19. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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 commentary on actions planned or taken on the MPA RAG rating. | The Programme has an Amber/Green rating which reflects that whilst major changes to the way public sector prisons operate are by their nature complex, they are being managed effectively at the current time. The Programme remains on track to deliver fully against the £306m savings target. | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | The Programme has an Amber rating to reflect good progress in developing the new approach. The Programme has defined its scope and secured capital funding for the Secure College pathfinder. The Programme obtained HM Treasury approval of the Strategic Outline Business Case in November 2013. The Programme has a stakeholder management strategy in place to engage stakeholders in the delivery of the programme. The Programme has put a clear and effective decision making structure in place to ensure that the right resources are in place to successfully deliver the programme to timescales and the required quality. | The Programme has a Green rating. This reflects that the programme is running to time and cost to deliver 2100 places. | The Programme has an Amber/Red rating. This reflects the very early stage of the programme - the programme scope, controls and business case are still under development. Therefore, successful delivery of the programme is unclear. | The Project has an Amber RAG rating. This reflects that the payment system was not known at the time of the assessment, since then the project has obtained specialist finance and legal support to develop, model and test payment mechanism. | The Green rating reflects that the programme is on track to deliver. To date, 139 courts have closed, the latest of which was Andover Magistrates' Court in December 2013. | The Programme has an Amber-Red rating. This reflects the delays to the competitive process for the new service model (as a result of irregularities being identified in the existing service), the requirement to review the schedules as a result of the subsequent audit, the need to terminate and re-compete the Lot 3 competition. It also recognised the volume of work to be done before any contract award and that business continuity could be at risk if any further and unexpected delays occurred. Since then, the schedules have all been reviewed, quality assured by a QC for added assurance and final versions issued to preferred bidders. All the other recommended actions have either been undertaken or are in progress. The risk register has been redrafted to reflect the activity. Contract award of the new service is now expected in early June 2014. | The Amber rating reflects strong progress recently, with system stability now achieved and the first tranche of pilot user requested enhancements implemented. Engagement with the providers is increasing to allow for more users throughout March, April and May 2014. | The Programme has an Amber rating. This reflects that the Programme has achieved contract award for the Service Integration and Management (SIAM) capability, and finalised agreement on the procurement approach. Since then the Programme continues to deliver to plan with contract awards concluded for Protective Monitoring, Hosting, Data Centres and Network, Voice and Video Integration. Mobilisation of the Delivery phase is now well underway and to plan. | The Green status reflects that the project has closed and is currently planning its post implementation review. | The Amber/Red status reflects that the programme has undergone a restructure and a revised approach to delivering the programme objectives has been adopted. This revised approach involves merging existing systems to deliver a single platform for MoJ and then aligning MOJ's provision of Shared Services with the Government's Next Generation Shared Services Strategy, which may lead to MOJ joining one of the Cabinet Office appointed Independent Shared Services Centre providers (ISSCs). | All recommendations were accepted and welcomed by the SRO and appropriate actions taken on each one. | The Programme has an Amber rating. This reflects delays in the delivery of proof of concept. The Supplier is developing a solution to address the technical issues encountered during proof of concept phase. Once this has been proven to our satisfaction, we shall be in a position to agree an implementation plan for roll out. Prisons and NOMS HQ are still able to use the existing equipment | The Programme has an Amber rating. It reflects that the project was experiencing uncertainty at the time due to the need to investigate Serco (the lead bidder on South Yorkshire) for issues with another contract. A decision taken in July 2013 awarded the operating contract for HMP Northumberland to Sodexo. In November 2013, the SoS announced that the competition for South Yorkshire would stop and the prison remain in the public sector. | Delivered on schedule | This Programme has an Amber rating. This reflects the uncertainty over the approach to the Crown Court solution and the outstanding decision on an interim solution. This has now been addressed and a revised business case is planned for submission to the March '14 Programme Board. | The Amber/Red rating was based on the complexity of a number of the options considered in late 2013. Considerable work has since been carried out to develop a suitable model for delivery of the HMCTS Reform objectives, leading to the Secretary of States for Justice announcement HMCTS Reform in April 2014. it is likely that a new assessment rating would result in a greater confidence of delivery. | The Programme has an Amber rating. This reflects that the programme has been replanned since the last review and some further reforms being brought in to scope of programme, such as Domestic Violence cases and Court Bundles. Several reforms have been delivered including which Civil & Crime fees (barrister, expert, VHCC), Permission & Appeal work, Prison Law, Single Counsel, Borderline Merits & Crown Court eligibility. The Judicial Review permission, Domestic Violence and Family Fee changes are due to deliver 22 April 2014. Since September 2013, the advocacy fee reforms have been deferred to summer 2015. The Residence Test for civil legal aid is now due to be implemented, subject to Parliamentary approval of legislation, on 4 August 2014. The tendering process for criminal legal aid is due to commence on 25 April 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 |
| Project - Start Date (Latest approved start date) | 20/11/2012 | 05/11/2012 | 05/11/2012 | 10/01/2013 | 01/11/2012 | 31/08/2010 | 10/05/2010 | 10/05/2011 | 01/07/2009 | 01/03/2011 | 01/04/2011 | 01/01/2009 | 01/11/2010 | 18/07/2011 | 13/07/2011 | 08/01/2008 | 30/04/2013 | 21/03/2013 | 04/12/2012 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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 (Latest approved end date) | 01/12/2016 | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | 15/07/2018 | 31/05/2018 | 31/01/2017 | 31/07/2015 | 30/09/2014 | 30/09/2013 | 01/03/2014 | 01/04/2016 | 31/10/2013 | 07/07/2015 | 30/10/2013 | 30/11/2014 | 31/01/2014 | 31/10/2013 | 31/12/2016 | 01/01/2016 | 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 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The timescales remain challenging but the programme expects to complete on time and within approved cost. The prison closure and change of functions planned for March 2013 were fully completed on or ahead of target and a further round of closures and function changes were delivered successfully for December 2013. No significant deviation from the delivery schedule is planned for the remaining elements of the programme. | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | The Programme is performing well against milestones. The Programme Strategic Outline Business Case and the Outline Business Cases for Education Contracts and the Secure College have all been approved by HM Treasury. The Programme has undergone a Programme Gate 0 and a Gate 2 for Education Contracts. The Government response to the consultation; the OJEU for Education Contracts; and the competition for a Design and Build for the Secure College were all delivered in January 2014. Looking forward, some of the milestones identified for the Education Contracts project have been re-set following more detailed planning. The Secure College will open in Spring 2017. | Planning has been received ahead of schedule, acquisition of the site is almost complete and awaiting final sign off of Section 106 by Welsh Government. The tender process has been ongoing and bids are due to be submitted 17th March. 2014 | Since this assessment, a great deal of work has been done to expand and clarify the vision and blueprint and to add detail to the business case. Programme controls are now in place and a number of early applications are entering pilot or are underway. The current planning work , together with the Government Digital Service and the MoJ digital team, seeks to improve the delivery of early benefits in support of the business case. The programme is currently reassessing its approach to see if milestones can be beaten through use of more agile methods, working closely with the Government Digital Service. | There is no deviation from the planned schedule. The project team is continually assessing the project delivery plan with the aim to pursue the most ambitious timeline. | There are two closures remaining before the programme closes in September 2014. | Since this report, there has been an audit of existing electronic monitoring services and subsequent referrals to the Serious Fraud Office. This has significantly delayed the progress to contract award, as the initial specification has been reviewed in light of the findings. Lot 3 (hardware) of the competition is being re-competed under an accelerated process. We are aiming for contract signature for Lot 1 (Services and System Integration), Lot 2 (Monitoring and Mapping Software) and Lot 4 (Network Service) in June 14 - with Lot 3 to follow shortly afterwards. A test run of the new tags will take place in December 2014 with full service commencement to start in early in 2015. | National rollout was deferred to focus on system improvements. National Rollout is beginning March 2014. Use of Client & Cost Management System will be mandatory by 01/09/14. | The FITS Programme is nearing the end of its procurement phase and is moving into delivery in line with the approved plan. The remaining contract procurements for End User Computing (EUC), Wireless Area Networks/Local Area Networks (WAN/LAN), Hosting Services and Application Management and Support (AMS) are progressing to schedule. | The changes were implemented on schedule on 1 April 2013. The project has been closed and a post implementation review will take place shortly. | The programme remains on course to deliver to the revised schedule. | Programme completed and closed successfully. | Deployment is running approximately 6 weeks behind schedule and there are a number of technical issues affecting the stability of the new system at the Proof of Concept (POC) sites. Currently the delivery completion date can be held by commencing activities, such as printer deployment, early and a more aggressive schedule in the later deployment waves. | The contract award for Northumberland was 6 weeks later than scheduled but the time was recovered during mobilisation with service commencement as planned on 1 December 2013. The project is now in closure. | Delivered on schedule | Programme on schedule. | Planning of the projects to enable the delivery of Reform is underway . | The Government response to public consultation was published on the 5th Sept. The delivery of the Crime Competition services has been delayed from August 2014 to December 2014 in light of there being further consultation which is due to close in November. Since September 2013, the Government Response to the Next Steps consultation was published on 27 February 2014, setting out the way forward on criminal legal aid. On 27 March 2014, the Justice Secretary announced his decision to defer the implementation of the advocacy fee reforms until summer 2015. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2013/2014 Budget (£million) | 117.5 | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | 0 | 0 | 0 | 5.29 | 10.96 | 100.541 | 10.814 | 31.3 | 2.802875007 | 31.3 | 0.61 | 88.7 | 39.68587667 | 20.93 | 11.65 | 0 | 0 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2013/2014 Forecast (£million) | 117.5 | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | 0 | 0 | 0 | 2.21 | 4.517 | 33.421 | 10.814 | 31.3 | 2.802875007 | 14.236 | 0.450772 | 88.7 | 39.68587667 | 17.9 | 11.33 | 0 | 0 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2013/2014 Variance (£million) | 0 | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | 0 | 0 | 0 | -3.08 | -6.443 | -67.12 | 0 | 0 | 0 | -17.064 | -0.159228 | 0 | 0 | -3.03 | -0.32 | 0 | 0 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2013/2014 Variance %age | 0.00% | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | No departmental narrative | No departmental narrative | No departmental narrative | -58.22% | -58.79% | -66.76% | 0.00% | 0.00% | 0.00% | -54.52% | -26.10% | 0.00% | 0.00% | -14.48% | -2.75% | No departmental narrative | No departmental narrative | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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) | 212 | Exempt - Section 43(2) of Freedom of Information Act 2000 (Prejudice to Commercial Interests) | 0 | 252.3 | 0 | 12.19 | 45.44 | 912.531 | 68.798 | 1375.3 | 19.05981764 | 244.402 | 38.37443612 | 248.82 | 786.6930689 | 477.28 | 102.85 | 0 | 0 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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 2013/14 (if variance is more than 5%) | Not applicable. | Not applicable. | Not applicable. | Not applicable. | Financials were not available for this report. The Business Case is being developed for Programme Board approval during July 14. This will detail the full whole life costs and benefits/savings for the programme. | The current budget reflects those figures included in the Outline Business Case v1.2 that received HMT approval on 26/06/2013. The timing, and the need for some resource and capital spending, has moved into 2014/15 to reflect changes in the timing of activity. | The current year (2013/14) variance of £6.4mis due mainly to lower capital enabling work costs. There is currently no capital forecast for 13/14 as the planned enabling works at Camberwell Green Magistrates' Court and Aldershot are no longer required. These were included in the Business Case (budget) values. | The underspend variance is caused mainly by slippage on the programme and existing contract costs not being included in the £33.4m forecast which related solely to new contracts. Forecasts have been revised to take this into account in future reporting. | Not applicable. | Not applicable. | Not applicable. | The programme was restructured during 2013/14 around a lower cost option for delivering a single platform solution to MoJ. This resulted in an underspend against the original 2013/14 budget. | Programme completed and closed successfully within the budget identified. | Not applicable. | As a result of the reduction in scope, 2013/14 costs are now forecast at £23.3m. | Contingency of £7.5m not accessed. | Not applicable. | The Programme is currently finalising the Outline Business Case which will include details on project budget and forecasts. | Business Case is being developed for approval spring 2014 this will detail the full whole life costs and benefits/savings for the programme | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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 excludes ongoing business as usual costs and income. It includes the Voluntary Early Departure Scheme and associated costs together with project delivery costs. (The estimate of Voluntary Early Departure Scheme costs has since decreased in our more recent GMPP returns). | Not applicable. | At the time of this report - September 2013 - the Programme was not in a position to identify the budget and whole life costs for the Programme as the Strategic Outline Business Case had not been finalised and approved by HM Treasury at that point. The Strategic Outline Business Case was approved by HM Treasury on 22 November 2013. | £252m are the costs for the construction element of the project. The Programme team are confident that the profiling of the costs and the overall budget will be met with tender bids due back from construction bidders March 2014. | This will be provided once the Outline Business Case is approved. | The whole life costs included in the Outline Business Case excludes 2011/12 sunk costs (£0.4m) with whole life costs of £12.19m ( £12.6m - £0.4m). The whole life costs do not include any contract costs as there is an assumption in the Outline Business Case that any contract will result in a net saving. It is assumed that a third party supplier subsumes all severance costs. However, it is recognised that these costs will be met by HMCTS as they would be reflected in bids as part of the commercial process. Depreciation is included in the whole life costs. | This project is due to close in September 2014. The total project costs are lower than the business case (budget) by £18.7m. This is a result of lower dilapidations and lease exit costs than anticipated, £5m, lower ICT costs of £1m and reduced enabling work costs of £12m. | Whole life costs are an indicative forecast at £529.2m based on interim submissions. This forecast will change when final bids are received in April 2014. | WLC exceeds the Business Case figures as it includes the ongoing support costs for the programme. | Whole Life Costs includes Full Programme Costs as well as the full anticipated cost of the new contracts assuming a 5 year contract period. | Not applicable. | The whole life cost of the programme reflects the cost of the previous programme approach. A revised business case for the new approach is expected to be approved in May 2014 following which the Whole Life Cost will be reassessed. | The Programme delivered successfully with the identified budget. | The whole life costs cover the operational cost of the service provided to NOMS until the end of the contract plus the technical transformation costs. These costs may reduce as the services are moved across to the FITS providers. | As a result of the reduction in scope, whole life costs are now £457.6m. | £469m, nil contingency accessed | Whole Life costs represent the values included in the individual project approved Outline Business Cases with recurring costs until 2022/23. This is for the whole of the programme across all agencies and departments (HMCTS, CPS & MoJ). Costs include optimism bias at this stage (9%, 10%, 25% depending on expenditure type). | The Programme is currently finalising the Outline Business Case which will include budgeted whole life costs. | Business Case is being developed for approval spring 2014 this will detail the full whole life costs and benefits/savings for the programme | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | 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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