Transparency data
DH Government Major Project Portfolio data, September 2013
Updated 23 May 2014
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| Project name | E&N Herts NHS Trust - LIFT scheme - new QEII hospital in Welwyn Garden City | Mersey Care NHS LIFT scheme (TIME - To Improve Mental Health Environments) | PHE Science Hub | Royal National Orthopaedic Hospital (RNOH) NHS Trust PFI Project | Royal Liverpool & Broadgreen ('World Class Hospitals; World Class Services - Renewing the Royal Liverpool University Hospital') | Sandwell and West Birmingham Hospitals NHS Trust - The Midland Metropolitan Hospital Project | Brighton & Sussex University Hospitals NHS Trust (3Ts Programme - The development of a leading teaching, trauma and tertiary care centre) | Broadmoor Redevelopment Programme | E&N Herts NHS Trust - Lister Hospital ('Our Changing Hospitals' Phase 4 Programme) | Pre-Pandemic Vaccine | Rotavirus Immunisation Programme | Shared Services Programme | Shingles Immunisation Programme | Health and Care Modernisation Transition Programme | Health Visitor Programme | Electronic Prescription Service (EPS) Release 2 | General Practice System of Choice (GPSoC) Replacement | London Programme for IT | NHS e-Referral Service | NHSmail2 | NME Programme For IT | Public Services Network for Health (PSNH) | Summary Care Record (SCR) | South Acute Programme | Southern Programme for IT | Spine 2 | Spine Extension | N3 Extension | NHSmail Service | CAB Variation | Liaison and Diversion Programme | Seasonal Flu Extension to Children Programme | IMS3 | National Pandemic Flu Service | National Proton Beam Therapy (PBT) Service Development Programme |
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| Department | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DoH | DOH | DoH | DoH |
| 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) | No DCA | No DCA | Amber/Red | No DCA | No DCA | No DCA | No DCA | No DCA | No DCA | Green | Green | Amber | Amber/Green | Amber/Red | Amber/Red | Amber/Red | Amber | Amber/Green | Amber/Red | Amber | Amber | Red | Amber/Green | Amber | Amber/Green | Amber | Amber/Green | Red | Green | Amber/Red | Amber/Red | Amber/Red | Amber/Green | Amber | Amber/Red |
| Description / Aims | Following the consultation on the local strategy, Delivering Quality Healthcare for Hertfordshire (DQHH), the decision was made to develop a new hospital facility in Welwyn Garden City. The preferred solution identified in the business case is the provision of a designed for purpose New QEII in Welwyn Garden city on part of the current site of the existing QEII Hospital. The new facility will provide a range of care (including a local A & E), diagnostic, and outpatient services supporting the strategic vision of DQHH. The New QEII is being procured through Assemble, the South East Midland LiftCo. The scheme is a key component of the DQHH strategy enabling the consolidation of acute services in East and North Hertfordshire onto the Lister Hospital site in Stevenage. | The TIME Project is a multi-phased £130m project which will eventually deliver approx. 285 mental health beds in four/five sites across North Merseyside. Phase I comprises a new 85 bedded unit on the old Walton General site (£25m) and an 85 bedded unit also in Liverpool (£27m). The Phase I buildings are being procured under the NHS LIFT Initiative in conjunction with Liverpool and Sefton Health Partnership (LSHP). Phase II will follow but may be procured via other routes. The new accommodation will be single room en suite with access to outside and therapy spaces. It will replace functionally unsuitable accommodation currently based on a number of disparate sites. This will release significant land for sale. The two Phase I schemes have now been designated for separate Financial Close, with Edge Lane/Old Swan expected to be at least one year behind. Financial Close for Walton was achieved in February 2013. This return covers Phase 1 only. | The programme previously called Chrysalis evolved under the HPA from a new build on the Porton site to co-location of Porton elements (research, health protection services, and corporate services), Colindale and NIBSC on a single site in the vacated GSK Science Park at Harlow. HPA’s Chrysalis Programme focused on the urgent re-provision of the ageing, high security, high containment specialist microbiology laboratories at Porton Down that are a key part of the nation’s defence against novel and dangerous microbiological pathogens such as pandemic flu, ebola, anthrax and many others. The programme transferred to Public Health England (PHE) on 31st March 2013. An independent due diligence review carried out for PHE supported the continued investigation of Harlow and allowed PHE to adopt Harlow as the preferred option for the OBC. The vision under PHE is currently being developed and will build upon and strengthen the strategic case for an integrated public health service. This will look at the creation of a new integrated centre operating as the “apex of a pyramid” of the PHE national network for local public health services and facilities, supporting the entirety of the new public health system; - The best model for delivery of specialist national public health functions, looking at the benefits of colocation and virtual networks; - The benefits for public health that can be realised by the creation of a new integrated centre across all three domains of public health – including the benefits to the model for improving the public’s health and reducing inequalities; •-The national leadership and international global health impact that results from an integrated centre; - The contribution to the national Plan for Growth through its work on innovative public health solutions and specialist translational research by creating opportunities for “wealth creation” and links to the life sciences strategy; - Working with industry and academia; - Working with the developing National Laboratories Strategy; - Future proofing the proposals so that the vision is flexible and can respond to the new requirements and economic environment in the future. | The Trust is the largest specialist orthopaedic hospital in the UK and continues to be regarded as a world leader in the field of orthopaedics despite its ageing and dysfunctional site. The proposed PFI facility has a capital value of approximately £90m and will include: - Adult Acute inpatients (49 beds); - The London Spinal Cord Injury Centre (38 inpatient beds); - Children and Young People's Services (37 beds); - Therapy areas for all three inpatient service areas; - A new main entrance; - Inpatient and complex imaging. The new Healthcare Facilities will deliver improvements to clinical adjacencies, forming a main entrance 'hub' in the centre of the existing site, thereby commencing a process of site rationalisation that will deliver improved patient outcomes including: Improved privacy and dignity for patients as the project will deliver 100% single rooms for adults; Improved utilisation of beds as the single sex agenda and infection control will be easier to manage; Improved access to Imaging as the department will be planned to meet current and future activity and changes in technology; An attractive and modern environment to attract and recruit world-class professionals to train and work at the Trust; | A new Royal Liverpool University Hospital to be procured under the Private Finance Initiative. The scheme will address service delivery and building infrastructure concerns. It will secure the future provision of high quality service for the local population, together with specialised services for Cheshire, Merseyside and beyond and support world class research and teaching in partnership with the University of Liverpool. This will be achieved through the implementation of a Clinical Services Delivery Model, the development of services outside hospital, redeveloping or utilisation of facilities at Broadgreen Hospital and redeveloping the Royal Liverpool University Hospital. The existing hospital also presents a significant business continuity risk arising from serious issues concerning fire safety and the engineering structure. | The development of a new acute hospital on a brown field site in the Grove Lane area of Smethwick (in Sandwell) to replace the current Sandwell General and City Hospitals, as part of the wider changes to health and social care within the health economy being undertaken in the Right Care, Right Here Programme. This will result in a major shift of care away from the acute hospital into community settings, major investment in new community and primary care facilities and the state of the art new single-site acute hospital proposed in the OBC. Since DH approval of OBC , SoS has authorised use of compulsory purchase powers and the site has been acquired. PF2 procurement programme under development. | 1. Replacement of the Barry Building at the Royal Sussex County Hospital. The building was opened in 1828 and contains 200 medical and care of the elderly beds (with circa 5% single rooms), plus the main hospital imaging department and other diagnostic and treatment facilities; 2. The transfer of the regional neurosciences centre from Hurstwood Park (on the Princess Royal Hospital campus which is also part of the Trust). The building is over 70 years old. The project will create the capacity to treat patients from Sussex in Sussex (many currently travel into London); 3. The creation of a Major Trauma Centre for the South East region in line with policy; 4. The expansion of the Sussex Cancer Centre to enable Sussex patients to be treated in Sussex for non-surgical procedures; 5. Provision of teaching and research facilities for Brighton & Sussex Medical School. | Redevelop Broadmoor High Secure Hospital to replace Victorian accommodation which presents high levels of inherent risk to the safety of patients and staff and has been declared by regulators, including the Care Quality Commission (CQC), as 'not fit for modern mental health services'. The new hospital will provide a total of 234 beds (210 commissioned, 24 decant) in 10 new wards and 6 existing wards in an adjacent unit built in 2003. It will also provide two support buildings: an entrance building to control all access/egress for the site and a central building to house all off-ward activities and administration. The programme includes the realignment of the site boundaries and the sale of surplus land/buildings to support programme funding. | This is the fourth and final stage of the Our Changing Hospitals Programme which will enable full consolidation of all acute services onto the Lister site in Autumn 2014. The programme is at the heart of the organisations strategy and addresses a number of clinical and financial challenges:- allowing us to achieve best clinical practice and improve outcomes and productivity; providing the means for our response to the challenging economic conditions through QIPP; create a mass of clinical and specialist staff to sustain a wider range of high quality services and introduce new technologies; facilitate modernisation of our facilities and inprove patient experience whilst enabling reductions in estate and related costs through reshaping the QEII site; to offset the income loss and support the revenue consequences of the capital investment on the Lister site. | The aim of the project is to consult with subject matter experts on the feasibility of pre-pandemic vaccine and its effectiveness and, dependent on the outcome, procure further pre-pandemic vaccine to replace the existing stock that will expire in 2013. | Background: Rotavirus infection is the commonest cause of gastroenteritis in children under five years of age worldwide. Rotavirus infection in the UK is seasonal, occurring mostly in winter and early spring. In England and Wales an estimated 130,000 episodes of rotavirus-induced gastronenteritis occur each year in children less than five years and approximately 12,700 of these children are hospitalised. In 2011, following consideration of a peer-reviewed modelling study, JCVI advised that the licensed rotavirus vaccines would have a significant impact on reducing gastroenteritis in young children, and that the Department should introduce a rotavirus immunisation programme if the vaccines could be procured at a cost effective price. Following negotiations with the manufacturer, the price paid for rotavirus vaccine resulted in the vaccination programme being cost effective. The Department of Health has a legal obligation, under the 2010 NHS Constitution, to offer new vaccines to the public that are recommended by JCVI and which are shown to be cost effective. Objective: The overarching objective of the rotavirus immunisation programme is the reduction of rotavirus-induced gastroenteritis in England. Scope: The scope of the project is limited to England and includes all the elements required to successfully deliver a rotavirus vaccination programme. Benefits: The programme will deliver: (1) rotavirus immunisation for babies added to the national immunisation schedule; (2) a reduction of rotavirus-induced gastroenteritis; and (3) a reduction on the burden on the NHS by reducing hospital admissions and visits to GPs caused by rotavirus-induced gastroenteritis. Rotavirus immunisation has been introduced as part of the routine childhood immunisation schedule from 1 July 2013 and is being delivered via GPs alongside the other vaccines for infants. | To identify solutions for shared transactional services for finance, procurement, HR and Payroll. To gain agreement from all bodies to adopting those solutions and facilitating their implementation. The programme will close in March 2014 by which time the decisions on the service solutions will have been taken, contracts agreed and implementation plans will be in place. The programme will put in place governance arrangements which will facilitate the individual implementations in each stakeholder organisation. | Background: Shingles is caused by the reactivation of the chicken pox virus in a person with a dormant chicken pox infection. It is not known what causes the virus to reactivate but this is usually associated with those with a suppressed or less effective immune systems. Shingles incidence is highest in older people as the incidence of shingles increases with age; in the UK it is estimated to be around 790 to 880 cases per 100,000 people, an estimated 30,000 cases of shingles per year for people aged 70 – 79 each year. In 2010, JCVI advised that a universal shingles programme should be implemented for people aged 70 years and up to 79 years inclusive if a licensed vaccine was available at a cost effective price. The Department of Health (DH) has a legal obligation, under the 2010 NHS Constitution, to offer new vaccines to the public that are recommended by JCVI and which are shown to be cost effective. Shingles vaccination will be introduced as part of the arrangements for delivering routine immunisations to adults. NHS England will be responsible for commissioning these services and will need to decide on the most appropriate arrangements for securing delivery as per the service specifications supplied by Public Health England (PHE). Objective: The overarching objective of a shingles vaccination programme is the reduction of shingles and associated sequaelae in England. Scope: The scope of the project is limited to England and includes all the elements required to successfully deliver a shingles vaccination and catch up programme. Benefits: The programme will deliver: (1) sustained improvements in public health; (2) a reduction in burden on the NHS by reducing the need for treatment and (3) a cost effective health intervention. Maturity: The Shingles vaccination will be introduced as part of the arrangements for delivering routine immunisations to adults. The indicative start date for the programme is 1 September 2013, with the vaccine being given alongside the seasonal flu vaccine for the routine 70 year old cohort. There will also be an annual catch-up programme offered to specified co-horts, commencing with 79 year olds in year 1 of the programme, 78 year olds in year 2, 77 year olds in year 3 etc. This pattern will continue until those eligible for the vaccine between 70 – 79 are offered the vaccine. This delivery model is based around current vaccine supply. The catch-up programme could potentially be implemented quicker if vaccine production increases from 2016 | The objectives of the Transition Programme are to: • Modernising the Health and Care System such that it will deliver Secretary of State’s vision as set out in the NHS and Public Health White papers. • Deliver the structural changes to the system on time and within the programme budget. • Ensure the transition of activities from the old system to the new system occurs smoothly, including the closure of entities and transfer of appropriate accountabilities. • Ensure the future system runs within the cost envelopes set out within CSR. • Ensure the health and care system maintains operational and clinical performance and emergency preparedness throughout the transition. | In its 2010 Coalition Agreement, the Government committed to increasing the number of health visitors by an extra 4,200 FTE by April 2015. Ministers want that extra capacity to bring with it the ability for local teams to improve public health outcomes for the under-fives, with health visitors having the time to provide parents with critical health and development advice, and to connect families to the array of health and wider community resources that help them to give their children the best start in life. As part of the Government’s Health Visitor Programme, a commitment was made to improve the quality of services offered to parents and families in the early years of a child’s life. It has been shown that high quality early intervention, prevention and support is vital to giving children the best start in life. The expansion of the health visiting service is intended to: • improve health and wellbeing outcomes for under-fives • reduce health inequalities • improve access to services • improve the experience of children and families. The programme has faced a major governance challenge in 2013/14 with the creation of the new health and social care system. Responsibilities for delivery of the programme’s aims are now split across three key organisations: DH; NHS England; and Health Education England. This has meant recasting the governance and PPM arrangements to reflect Mandate responsibilities and the complex relationships. As the programme has moved into its key expansion and delivery phase, more focus has also been placed on preparing for successful handover of commissioning (as part of 0-5 children’s public health) to Local Authorities later in 2015. A multi-agency task and finish group has been established to plan and deliver the transfer. | The Electronic Transmission of Prescriptions (ETP) Programme is delivering the Electronic Prescription Service (EPS), which is a national service, and the aim is for this to operate in all GP practices and pharmacies in England. With 1.6 million paper prescriptions generated every working day in England and a predicted annual rise of 5 per cent, the EPS provides an alternative means of generating and processing the growing number of prescriptions. The NHS Electronic Prescription Service (EPS) enables prescribers, such as GPs and practice nurses, to send prescriptions electronically to a dispenser (such as a community pharmacy or dispensing appliance contractor) of the patient’s choice. Dispensing contractors can subsequently send electronic reimbursement endorsement claims to the NHS Prescription Service. The main aims of the ETP programme are: o To enable the electronic transmission of prescription data in England between: - Prescribers (GP, nurses, supplementary) - Dispensing contractors (community pharmacy, dispensing doctors and dispensing appliance contractors) - The NHS Care Record Service - Reimbursement Agencies (e.g. the Business Services Authority’s NHS Prescription Services) o To facilitate the efficient, convenient and accurate dispensing of medication to patients. The scope of the programme covers all primary care prescribing and dispensing (excluding Schedule 2 and 3 controlled drugs) and supply of medicines, drugs, appliances and chemical reagents by authorised dispensing contractors. Secondary care prescriptions issued for dispensing in the community are also within scope o To enable the NHS Prescription Service to re-engineer their processes to increase capacity and reduce the unit cost of processing prescriptions. | The objectives of the proposed investment in a replacement for GPSoC are: -Establish commercial and management arrangements for GP IT that facilitate an open and informed market over the life of this investment. -Support delivery of efficiency savings in General Practice by facilitating better use of existing GP IT and by implementing more mobile health technology over the life of this investment. -Introduce IT functionality that responds to the evolving needs of patients, practices and commissioners and the wider NHS. -Improve security of patient data by providing practices with the option to migrate to centrally hosted services over the life of this investment. | The purpose of the BT LSP (London) Programme is to support IT enabled transformation in the NHS in London to create a more efficient, joined-up and patient-led health service. The key objectives of the programme are to: - Provide patients with more choice and control over their patient records - Create a health service centred around the patient with health information following patients where they are receiving treatment - Provide health professionals and patients with better access to information and enhance the quality of clinical information so that decisions about patient care and treatment can be made quickly and efficiently based on secure and up-to-date healthcare records. - Help health professionals deliver better patient care by improving the way NHS staff connect with each other across organisational boundaries and provide them with faster, easier access to reliable electronic patient information - transform the way information flows around the health service and help to provide improved and innovative patients services in London. This will be achieved by delivering modern IT systems and services to the NHS in a flexible, efficient and effective way to enable trusts to tailor solutions to support local needs and priorities. This contract lasts until 31 October 2015. | This project is about the provision, development and implementation of a new NHS e-Referral Service (NHS e-RS) to succeed the existing Choose and Book service in line with NHS e-RS vision and a significant broader set of strategic drivers. The vision positions the new NHS e-Referral Service as a flagship programme to support paperless referrals and a paperless NHS by 2018, and as a centrepiece of NHS England’s response to the Government’s Digital First and transparency initiatives. The NHS e-RS project has the following scope. • Drive toward paperless referrals with necessary business change • Launch of new NHS e-Referral Service vision and sustained period of communications and stakeholder engagement • Software development, including: o Initial stage software development to re-platform o Future functional development post re-platform • A replacement national telephone Appointment Line function • Transition and exit from existing CAB and TAL services to new NHS e-RS, with ongoing live service operations and support for NHS e-RS • Programme and Service Management from HSCIC covering all aspects of delivery, including supporting business change, communications and stakeholder engagement. | NHSmail provides a secure email, calendar, directory, fax and SMS service provided for the NHS in England and Scotland to over 900,000 registered users. Further, NHSmail provides a national relay service which enables NHS organisations in England, Scotland and Wales to communicate. SMS (text) services provided are used extensively by NHS organisations with over 4.8 million SMS messages sent each month. Services are centrally funded and are currently free to NHS Organisations at point of use. NHSmail is a fully operational and successful programme. Demand for this service remains strong. High user satisfaction ratings and strong support from the National Stakeholder Engagement Group and National NHSmail Forum suggests a desire to continue a secure email service for the NHS in some form. The continuation of a need, along with a number of other key infrastructure projects, was confirmed in a DH announcement on 22nd September 2011. The existing NHSmail contract was executed on 1st July 2004 for a 9 year term which is now due to expire on 30th June 2014 with the recent contract extension. The currently contracted supplier for this service is Cable & Wireless Worldwide. The aim of the NHSmail2 project is therefore to identify a solution and replace this existing service, with the new service being phased in throughout 2015. The project is working with the Crown Commercial Service to set up and run a Managed Email Framework which will be available to the wider public sector. The OJEU for this was released on the 20/02/14, the framework being able to be procured from on the 30/06/14. The Project will run a further competition on suppliers which are on the framework to select an NHSmail supplier. This is currently scheduled for the 02/10/14. The SMS element is being procured via the G-Cloud framework, with a view to SMS being devolved to local procurements and funding in March 15. | CSC LSP Delivery Programme is the programme responsible for the implementation of digital health care records service in the North, Midlands and East of England. This programme is being delivered by CSC (Computer Sciences Corporation) as the Local Service Provider (LSP). The CSC contract consists of a number of Strategic Products aimed at different healthcare professionals working across multiple care settings. Where these Strategic Products were not sufficiently developed to provide all of the required functionality and benefits associated with them at the time required for deployment, a number of Interim Products were made available to NHS organisations for implementation. The Products will replace outdated legacy systems and manual processes for the capture of clinical information, enabling a number of benefits to providers, including; reducing the reliance on paper based process, improving safety of care and increasing operational efficiency and effectiveness. These Strategic and Interim Products will remain for the duration of the contract: * Strategic Products: • Lorenzo • TPP SystmOne • Medusa Emergency Care System (ECS) * Interim Products: • iPatient Manager (iPM) • iClinical Manager (iCM) • Evolution Maternity • HSW Child Health • Liquidlogic Single Assessment Process (SAP) • Surgical Interventions (ORMIS Theatres and IMS Instrument Tracking) The majority of this contract lasts until 7 July 2016. | The project will deliver a Wide Area Network (WAN) to support the needs of health and care in delivering business critical services and systems. Currently, N3 gives pervasive access to health to a range of national applications and N3 services such as VOIP and Video Conferencing and is fundamental to NHS service delivery. The deployment of a future WAN on the expiration of N3 (currently March 31st 2014) is essential for ensuring health and care is able to deliver services and quality care to patients. Furthermore, the information sharing needs across the public sector are growing exponentially. This investment will deploy a compliant Public Services Network for Health which will not only ensure interworking within health and care but also between the wider public sector. This will also enable access to the legacy N3 infrastructure during transition which will ensure health and care can transition from N3 to PSNH without loss of service, it is envisaged transition will last up to 3 years. The specific objectives are: • To underpin the Information Strategy by permitting the flow of electronic information between health and social care organisations. • To comply with government policies for the use of shared services. • To recognise and support health and care providers’ choice in their ICT by enabling devolved infrastructure procurement. • To facilitate a private network that meets information security standards. • To enable flexible communications infrastructure. • To provide continuity of Service | The Summary Care Record supports patient care by providing healthcare staff in urgent and emergency care settings with the essential medical information they need to support safe treatment. The SCR includes a defined set of key patient data for every patient in England except those who choose not to have one. The over arching aim is that the SCR will contain only significant aspects of a person’s care, those deemed to deliver benefit to a patient when receiving urgent and emergency care. When a patient’s SCR is first created it will contain details of: Medications; Adverse reactions; and, Allergies from the patient's GP record. Patients have a choice to opt out of the SCR at any time and must give permission for clinicians to view their SCR. To support this, a SCR public information programme involves making patients and NHS healthcare staff aware of the SCR. This includes sending a personalised information pack to all GP registered patients, over the age of 16. | The South Acute Programme was established by the Southern Programme for IT Board in Autumn 2011 to deliver clinical systems for Acute providers in the South of England that did not receive services from the Local Service Provider (LSP) contract. The systems, procured locally by providers through this programme, will replace outdated legacy systems and manual processes for the capture of clinical information, enabling a number of benefits to providers, including; reducing the reliance on paper based process, improving safety of care and increasing operational efficiency and effectiveness. Providers are working in 6 collaborative groups, each with their own scope, in order to procure and implement systems aligned to local informatics strategy and priorities, with DH providing some central funding to support these local investments. The service/system scope of each collaborative comprises: Group A - Electronic Prescribing and Medicines Administration (EPMA); Group B - Electronic Document Management and a Clinical Portal; Group C - Community-wide ePrescribing Group D - An enhanced Patient Administration System and a Maternity system; Group E - An Integrated Clinical Information System; and Group F - Clinical Document Management. | Following termination of the Fujitsu Local Service Provider (LSP) contract in the South on 28 May 2008, arrangements urgently needed to be put in place to ensure continuation of the care record service to the live communities within the BT LSP (South) Programme. Accordingly, on 31 March 2009 a contract was signed with BT LSP to: • support the current live sites, migrate from the Fujitsu data centre to a BT data centre, • deliver Upgrades to Cerner Millennium at 8 Acute Trusts (reduced to 7 when a Trust later merged), • and by later agreement 3 new Cerner Millennium deployments (the ‘Greenfields’), • deliver RiO to 25 Primary Care Trusts and Mental Health Trusts (new deployments and subsequent upgrades) • provide Map of Medicine to the South for three years. This contract lasts until 31 October 2015. | The Spine 2 programme covers the work required to develop Spine 2 services, their transition from the existing Spine services plus Spine 2 operation and support services, covering the period 1st April 2012 to 31st March 2018 The main objectives of the Spine 2 programme are to: • Maintain continuity of Spine service from the end of the current contract, through any transition of change of supplier(s), to the end of the period covered by the business case • Increase the number of external organisations able to connect and develop services on behalf of health and social care providers. • Reduce the cost and timescale of introducing changes to the Spine services • Reduce the annual cost of providing the service | The Spine is critical national infrastructure that supports the delivery of services and health care provision in the UK. As such it is part of “those facilities, systems, sites and networks necessary for the functioning of the country and the delivery of the essential services upon which daily life in the UK depends” The Spine contract was due to expire in June 2013. This investment extends the existing Spine Contract, substantially utilising the existing terms, to 31 December 2014. The investment objectives for the Spine Contract Extension project are: • To provide continuity and stability of the Spine Service during the procurement and transition to Spine 2. • Achieve the extension at a lower annual operational cost compared to the current service • To minimise the costs for any hardware and software upgrades necessary to maintain and support transition of the service up to December 2014 • To provide flexibility within the contract to enable phased transition to replacement Spine services and replacement SUS (Care.data and PBR) services. | N3 is the National Network for the NHS. It is a Wide Area Network (WAN) deployed as a Virtual Private Network (VPN) and is one of the largest in Europe. It provides reliable, supporting IT infrastructure, world class Internet Protocol (IP) networking services and sufficient, secure connectivity and broadband capacity to meet current and future NHS IT needs. It provides connectivity to all NHS organisations in England, as well as non-NHS sites providing NHS care, ensuring a reliable service at every site where NHS services are delivered or managed. Via N3 Voice Services it makes best value IP telephony services available to all NHS organisations including GP’s. N3 Managed Video Conferencing service has also been launched which will facilitate the opportunity for significant cost saving and productivity benefits for subscribed users. N3 is a fully managed IP network with over 48,000 connections (consisting of 14,700 aggregator and 19,000 VPN Token connections, the remainder being around 14,000 physical network connections) which is contracted to be available 24hrs, 7days a week for 365 days per year. A separate Programme is underway to contract for new networking arrangements at the termination of the N3 Contract. Service continuity will be assured by the transition arrangements being developed as part of the new Programme. | NHSmail provides the NHS with a secure email and calendar service hosting close to 950,000 registered users, with 660,000 of those regularly accessing the service. The existing contract (with Vodafone) is due to expire on 30th June 2014. The following aims reflect both the contract up to June 2013 and the approved extension up to June 2014: A fully integrated , safe and secure SMTP based email service Shared calendar/scheduling application A directory service that will store contact and profile information for all users and organisations. Users will be able to search and browse all the information in the directory, either from their email clients or via a web browser. Users will be able to update certain data items in their own directory entry. Outbound fax and SMS gateways from the service allowing users to send messages via either medium using their email client or a web interface Migration to the service for existing NHSmail users. This will include all mailbox and directory data and may also include calendar data. The migration process will minimise the impact on existing NHSmail users In addition to the core services a number of other value-adding optional services have been delivered, these main services are: SMS (outbound) and Fax (outbound) Relay service to replace existing Syntegra eSMTP relay Service being provided at IL3 (Restricted) security level to allow transportation of patient identifiable data There is a project in place to procure a replacement product to ensure the service does not discontinue post June 2014. | In December 2011 the Choose and Book Variation Business Case and Cabinet Office ICT Spend Approval were approved to allow continuation of the service for up to a further two years, during which time a re-procurement exercise is to be completed, including transition to a replacement service by December 2013 at the latest. During this period, the Commercial arrangement with the incumbent Supplier (Atos) is via a Change Control Note (CCN) to the CAB Project Agreement, utilising the transition support period. During this period the Supplier will: • Maintain the Service and undertake essential upgrades (Minimum Necessary Maintenance) to ensure the currency and capacity of the hardware and software components. • Undertake an essential change (provision of Referral to Treatment Time data) as directed by the Secretary of State for Health . | The aim of the Liaison and Diversion programme is to improve health and criminal justice outcomes for offenders (or suspected offenders) with mental health, substance abuse, personality disorder, learning disabilities and other vulnerabilities. This should be achieved by investing in services (Liaison and Diversion services) to screen, assess and refer offenders at the earliest possible point of the criminal justice system into relevant treatment and support, and that information from assessments is subsequently fed into the criminal justice process and can be used to inform decisions about justice outcomes, charging, prosecution and sentencing. This fits with the strategic aims and objectives (offender rehabilitation to support reduced offending, and improved health and wellbeing outcomes) of each of the departments involved. It is accepted by the Coalition Government that this direction of travel supports the business needs, as it was anticipated that early intervention and investment in health services for offenders across England will save money through reduced ongoing impacts on the criminal justice system. Policy work is being taken forward by a cross government programme, funded through the SR settlement to DH and involving DH, Ministry of Justice and the Home Office, working with NHS England and Public Health England. HMT has recently approved the Outline Business Case and trials of a standard service specification are due to commence in April 2014 (the programme is due to transfer to NHS England in March 2014). | Influenza is a viral infection of the respiratory system. For some people, especially older people, young infants and people with underlying health conditions, it can cause serious even life-threatening complications and death. The impact of influenza on the population varies widely from year to year due to changes in the virus. However, one recent estimate considered by the Joint Committee on Vaccination and Immunisations (JCVI) suggest that each year, on average, approximately 0.75 million people may consult their GP, approximately 27, 000 people may be hospitalised and 4, 700 people may die in England because of influenza. Currently the programme provides influenza vaccination on the NHS for people aged 65 years and older and those aged under 65 with certain underlying health conditions (e.g. those with chronic respiratory disease, chronic heart disease, pregnant women etc). JCVI has recommended that the current flu programme is extended to children aged 2 to less than 17 years. DH has a legal obligation, under the 2010 NHS Constitution , to offer new vaccines to the public that are recommended by JCVI and which are shown to be cost effective. The evidence reviewed by JCVI suggests that the extension to the current seasonal flu programme might result in around a 40% reduction in the death and hospitalisation figures shown above across the population, although there is large uncertainty either way in this estimate. For this reason, JCVI recommends that the impact and cost effectiveness of the extended programme be reviewed within five years of the introduction to assess whether the expected benefits have been realised. When fully introduced this will be the largest immunisation programme offered in the UK, offering vaccine to more than 9 million children every autumn. The programme is therefore being phased in to allow time to build up capacity and adopt learning from early pilots. | The reprocurement and implementation of the ICT managed service capablility for DH and its ALBs. IMS3 is a project, running a procurement against the ASCC framework to provide the next generation of agile ICT services to DH and its ALBs. The procurment completed in Dec 2011 and the delivery project ended in July 2013 following a transition phase from CSC to Atos IT Solutions & Services Ltd. The live service will then run for up to 5yrs. | The aim of the project is to re-procure the National Pandemic Flu Service to ensure that a complimentary service to primary care remains ready to be mobilised to enable the rapid distribution of antivirals to symptomatic patients. | To develop a full PBT service in England that delivers the following aims and objectives:- 1) ensure that all patients, for whom evidence supports PBT as the most clinically effective treatment, receive treatment within a clinically appropriate service specification and to nationally agreed standards. 2) to ensure that services provided enable the continued development of the technologies involved and that workforce and training issues are appropriarely addressed. 3) to deliver improved outcomes by ensuring that patients have access to high quality modern radiotherapy techniques comparable to those used in other european countries, to improve patients' experience by minimising any long term side effects of treatment. In particular to :- a) develop a PBT service that meets the objectives as stated in the SOC December 2011 b) oversee the facilities projects to ensure that the two sites develop a service that meets Commissioner's specifications to time and budget c) monitor the facilities projects financial governance arrangements to ensure that it delivers value for money d) manage the transition from an overseas service to a service in England e) identify and manage the impact of the PBT service on other clinical services f)develop a national clinical network g) ensure that a research strategy is in place that informs the future development of the service h) manage the impact of workforce across radiotherapy services. |
| Departmental commentary on actions planned or taken on the MPA RAG rating. | The RPA overall score was low, the complexity assessment summary was as follows - profile as medium, delivery challenge as low, capacity and capability as very low and scale as low | Following the DH Gateway review, further work was undertaken on the Benefits Realisation Plan, the Mobilisation programme, and also the reporting of progress to the Project Board. The build is now approaching completion. | The programme has been liaising with MPA and cross-government reviewers on the programme. This has included sharing Programme Board minutes and risk/issue registers to provide assurance around the management of the programme. A Project Assessment Review(PAR) is planned for the next quarter to provide further assurance. This will be targeted on the specific objective of creation of a new vision for the programme under PHE and the ability to deliver a new OBC in the summer of 2014 and obtain a decision by the end of September 2014. | There are no significant issues that threaten the success of this project. There is a delay risk relating to the approval of the Trust draft Appointment Business Case. This risk relates to the new NHS landscape, which has created a more time consuming commissioning intentions sign-off process. | The overall delivery confidence assessment is based on an internal project team view, against a background of a completed and implemented Gateway 2, completion of Gateway 3 and progression of the procurement process, an approved ABC and identification of a Preferred Bidder Minded to Appoint. The project continues to receive high or significant assurance from the project's auditors. | Project recommenced 2013 after issue of Private Finance 2 (PF2) guidance. Internal Assurance Process completed 2013. OBC approvals underway. Gateway 2 is planned for the end of March 2014. | There is no formal RAG rating as NHS schemes are not RAG rated by the MPA. The most recent Gateway Review of the scheme was in October 2011 (refreshed Gate 1). All Gateway recommendations have been actioned in full. One of the recommendations was that the next review would be a Gate 3 to be undertaken as the Full Business Case is being prepared for submission and approval (currently programmed for September 2014). This would be reviewed if the preferred procurement route and funding source in the OBC was changed or amended as part of the OBC approval process. | Once, the main contractor had been selected for appointment the final part of the Gate 3 review was carried out on 4th/5th March 2013 by two of the same reviewers that conducted the Gate 2A review in September 2012. The Delivery Confidence assessment was GREEN and key findings were: ‘A thorough tender evaluation process has now concluded and the Trust are to be commended on the evaluation process that has led to a firm recommendation for the selection of a main contractor. The Trust has every confidence that the preferred contractor will deliver the new hospital on time and within budget utilising a collaborative approach as well as innovative design solutions.’ ‘All stakeholders remain supportive and the Project Team are planning the next phases on the basis that the necessary approvals will be forthcoming. The Governance structure has been reviewed and further resources are being recruited. All major issues/challenges that could impact upon the Project appear to have been identified. We feel that this remains an extremely well run project and successful delivery appears highly likely subject to DH/HM Treasury approval.’ | The Health Gateway Review 0: Strategic Assessment completed on 21 March 2013 resulted in an Amber/Green rating. The review concluded that the component projects are ably led with widespread engagement and is on target to deliver to time and budget. The review noted there is a need to make progress with the development and implementation of the workforce plans which is in progress invoving all projects and managed via a PMO process. | No departmental narrative | The RAG rating is GREEN as immunisation started on schedule on 01 July 2013. | The Business Case for DH and 12 other organisations to move to the Cabinet Office's preferred solution, ISSC1, (Independent Shared Services Centre 1) was agreed by Secretary of State in Autumn 2013. Since that time the supplier has been working closely with DH on their business critical requirements. This has resulted in a review of prices by the supplier which has cast doubt over the financial viability of moving to ISSC1 for a number of the bodies involved. The current position is that DH is working closely with the supplier and Cabinet Office to understand the drivers for the increased costs and the potential to mitigate them. At present unless prices fall the maximum benefit for Government as a whole will be derived by DH alone migrating to ISSC1 and the other organisations looking for alternative solutions. This is however subject to change as a result of the work currently being undertaken. | Project delivered on time and within budget with NHS/Providers being experienced in the delivery of new immunisation programmes. There was a temporary delay with the supply of the shingles vaccine, Zostavax®, into the UK. Supply was resumed in December 2013. Preliminary data suggests, despite the interruption to vaccine supply, there is still good uptake in the identified cohorts. | The Transition Programme closed when it delivered the health and care reforms on 1 April 2013. Since this time there has been a Major Projects Review Group review which looked at the reforms post implementation. This review made a number of recommendations concerning the governance and management of future benefits delivery within the Health and Care System. The assurance of benefits delivery is now contained within the work of the Assurance Division within the Department of Health reporting to the Executive Board at regular intervals. | The following mitigating actions are in place to ensure all is being done to deliver on the programme’s workforce expansion aim: • a detailed analysis of the complex position between now and April 2015 of the key factors that will deliver service expansion: training intake; course attrition; trainee conversion rate to employment; participation rate in employment; net turnover (leavers); and other supply into employment, • a menu of interventions to improve each of the factors above to maximise FTEs in the workforce (including an additional, final March 2014 training cohort), • active performance management across the new system. These actions are being further developed by NHS England at NHS Area Team and Regional level, reflecting the different challenges in each part of the country. Delivery of service transformation is being assured through analysis and response to qualitative and quantative performance data. A formal baseline consisting of six impact/success criteria based on Ministerial health priorities will be in place by end-September 2014 so that delivery of service transformation by 31 March 2015 can be further assured. The risks around the handover of commissioning (as part of 0-5 children’s public health) to Local Authorities later in 2015 are being managed by a multi-agency task and finish group which has been set up to plan and deliver the transfer. | A Combined Gateway 5 / Assurance of Action Plan (AAP) (based on the Gate 0 of Nov 2012) was held in Jan 2014 at which the previous review's actions were revisited. The key outstanding actions related to confirming funding for the project from April 2014, undertaking a forensic review of the business case, confirming whether a new business case was required and confirming how changes to scope would be handled in future. The responsible Programme Director has confirmed that funding is in place. Outstanding actions are being tracked to closure providing the SRO with assurance of progress. The next assurance review is scheduled for July 2014. | All recommendations from the GPSoC Gateway 2 (Delivery Strategy) have been addressed which was acknowledged in the Gateway 3 Review (Investment Decision) undertaken in November 2013. The Gateway 3 Review identified a number of recommendations including risk management and contingency planning. All recommendations are in the process of being actioned. | Although deployments are complex, significant additional functionality can be deployed before the end of the programme. A Programme Assurance Review occurred in February 2014 (joint between CSC and BT LSP Programmes). Its recommendations were focused on accelerating exit from the contracts, and gaining clarity on the strategy and relative system responsibilities after the LSP contracts expire. Action planning and activity is occurring, with an assurance of action plan expected summer 2014. | A gateway 3 was undertaken on the 8-10 January 2014. The key outstanding actions relate to the review of programme governance, the recommendation to draw up a contingency strategy including go/no go milestone and to produce a delivery roadmap for NHS e-RS. In response to recommendations received the programme obtained Programme Board approval of a Contingency Strategy and updated the programme plan to include a series of go/no go milestones linked to the NHS e-RS initial phase development plan. The programme governance has also been reviewed and the governance structure revised. Actions are in progress and on track for completion and are being tracked to closure with the NHS e-RS Programme Team providing the SRO with assurance of progress via monthly Programme Board Highlight Reports. | All actions from the MPA Gateway 2 review in June 13 have been addressed. The major points covered in these recommendations were on clarifying the procurement approach with Government Digital Services (GDS). The procurement is now underway using a dedicated managed email framework. Other recommendations centred on project controls and resourcing which have now been addressed. Clarification of the security level of the solution was also flagged, this has now been done and agreed with the Communications-Electronics Security Group (CESG). Lastly It was identified that there was a need to clarify the situation regarding supplying NHSmail accounts to Any Qualified Providers (AQPs). The Outline Business Case (OBC) outlines the approach for AQPS - increased inclusion - this has now been approved by HMT. | A Programme Assurance Review occurred in February 2014 (joint between CSC and BT LSP Programmes). Its recommendations were focused on accelerating exit from the contracts, and gaining clarity on the strategy and relative system responsibilities after the LSP contracts expire. Action planning and activity is occurring, with an assurance of action plan expected summer 2014. | PSNH was rated RED Delivery Confidence at MPA Gateway 2 Review. While progress has been made against the recommendations, Delivery Confidence remained RED due to the dependency upon the N3 programme to achieve extension. N3 Delivery Confidence was RED as the extension business case has failed to gain approval. Any approval to spend from 1st April for N3 became contingent upon moving into the termination period provided for in the contract and agreeing a revised commercial position with BT. In addition, a clear agreement on future strategic intent was needed before the approval for N3 could be granted. To ensure PSNH can deliver successfully, continuity of service for the current N3 was necessary, to enable the requisite time for procurement and implementation. Therefore, due to N3 having a Delivery Confidence of RED for the current service and the delivery of the revised business case, PSNH Delivery Confidence was also stated as RED. N3 has subsequently moved into transition and funding has been approved. Agreement on the future strategic intent for health and care networking has also been agreed with the Cabinet Office as part of the approval; the PSNH programme is now working to achieve the commitments made by the end of June 2014. Delivery Confidence rating remains RED as any future approvals for PSNH are contingent on ensuring the commitments within the strategic intent are evaluated and progressed by the end of June 2014. | The Patient Information Pack process has been fully completed. The implementation trajectory for record uploads and sites going live for viewings has been re-forecast due to the knock on effect from the change from Primary Care Trusts (PCT) to Clinical Commissioning Groups (CCG). The project remains confident that these will be fully completed by the close of the project. As of 1 March 2014 (Q4) there have been 35.3 million SCR uploads and 567 viewing sites have gone live. | Following the last Gateway Review (Dec 2012), five of the six recommendations made have been closed. The closed recommendations relate to clarifying responsibilities and accountabilities, enhancing the governance structure to reflect the portfolio nature of the Programme, on-going collaborative support to Trusts, Trust delivery of procurement plans, and defining the Programme Team role post-procurements. All relevant actions against each recommendation are now complete. The remaining recommendation relates to each Trust to create clear benefit baselines; each Trust provided a calculation and assumptions in the central Outline Business Case stage, and each Trust will finalise their baseline in their collaborative Full Business Case (FBC). As agreed with the Major Projects Authority each of the 6 projects will write their own local FBC at the conclusion of their procurement activity (i.e. there will be 6 FBCs – one per collaborative) - each of these is due by end of FY14/15 and will be subject to usual formal assurance and approval . | Major deployments are completed. Upgrades and additional Clinical functionality continue to be deployed. A Programme Assurance Review occurred in February 2014 (joint between CSC and BT LSP Programmes). Its recommendations were focussed on accelerating exit from the contracts, and gaining clarity on the strategy and relative system responsibilities after the LSP contracts expire. Action planning and activity is occurring, with an assurance of action plan expected summer 2014. | The most recent MPA delivery confidence assessment recognised the programme faced challenges in: • completing the development work for data migration • ensuring that the owners of all interfacing systems complete their testing • successfully completing the rehearsals for the transition and cutover • securing effective resourcing for the transition and for live operation • agreeing the strategy for future development • creating an approach to requirements definition, approvals and procurement that enables the realisation of the benefits of an open and agile environment As a result of the assessment, the programme is taking action: • Finalised the date for delivery of the development work for data migration • Reviewing the approach to stakeholder communications to increase stakeholder confidence • Streamlined PPM processes to ensure the highest quality in those that contribute most to managing for success •Whilst it is anticipated that Core, IAM and SUS will be delivered in 2014, it is prudent to consider the contingency options with the Cabinet Office and the supplier • Develop the requirements definition, governance, decision making and communications approach for the future development and exploitation of the new capability | Spine Extension is aligned with the overall programme strategy (including Spine 2 and SUS replacement). It meets an existing business need and to a large degree continues established Business as Usual (BAU) services, rather than a project delivering change. It provides the operational time to transition the services to a lower cost base, which will be delivered through Spine 2. It provides continuity from today’s environment and utilises well established: • Management processes • Business organisation and supplier capabilities • Clearly defined responsibilities • Resources, and • IT security measures. | The Delivery Confidence of this report reflected the SRO view based on the failure to achieve approval for the N3 extension business case. N3 Delivery Confidence was rated GREEN at the last Gateway 5 (Operations Review and Benefits Evaluation) MPA Review. However, since this point, approval to spend from 1st April became contingent upon moving into the termination period provided for in the contract and agreeing a revised commercial position with BT. In addition, a clear agreement on future strategic intent was needed before the approval could be granted. Therefore, the current N3 Programme and its deliverables were rated RED. Allied to this, the challenge of achieving approval of a revised business case by 1st April 2014, would have also attracted a RED Delivery Confidence rating. Subsequently, progress has been made on moving N3 into transition and approval has been received to fund N3 for a further 12 months. Agreement on the future strategic intent for health and care networking has also been agreed with the Cabinet Office. Delivery Confidence rating remains RED. | There were no further outstanding actions following the October 2012 Gateway Review. An Earned Autonomy Review (EAR) took place on 11/03/14 as a final review of the programme which has confirmed that NHSmail can exit future GMPP reporting. | Discussions have been undertaken with the SRO and the MPA and agreement was reached that following the 2013/14 GMPP Quarter 3 return that CAB Variation would combine future assurance with NHS e-Referrals Service. The most recent review of Choose and Book was a gateway 0/5 undertaken in May 2011 . All actions were completed and closed by May 2013. | The programme governance has been strengthened, through the establishment of a cross-government programme board, along with an L&D programme board chaired by the SRO (who is at Director General level in the DH) and the appointment of an externally recruited professional Programme Director. All of which has resulted in the tightening of governance which has had the effect of placing the programme in a position where successful delivery of national roll-out of the L&D programme is becoming more tangible. As the programme moves into its implementation phase, it has produced implementation plans for the remainder of the programme, and addressed data / ICT strategy; workforce issues; risk and issue management; programme resources. | The Project Assessment Review (PAR) in October 2013 gave a red/amber rating. An action plan was produced, agreed and ratified through the Childhood Flu Implementation Board and action taken to address concerns from the MPA. As the scope of the programme has now changed considerably from the original proposal, it was agreed that the Action Plan should be signed off and a full Gate 4 Delivery review would be held in Q2 2014. | The project is now over, officially live service commenced in July 1 2013, following six months of transition and transformation. The transition project ended in Oct 2013, following the decommissing and exiting of the legacy arrangements. | No departmental narrative. | Following the MPA Delivery Confidence Assessment rating of Amber/Red, a detailed Management Action Plan was developed in consultation with the key Programme stakeholders which identified specific actions to be taken to address the findings from the MPA Review. Due to the complexity and unique nature of the Programme, targeted actions were implemented leading to: 1. Changes in the leadership and governance arrangements for the Programme to enhance the overall robustness by supporting the delivery and effective management of the current phase which largely involves procurement of the equipment, assurance and securing the necessary Government approvals. 2. A revamp of the Programme environment providing clarity to where accountability and responsibilities lies at the various tiers of the National Programme, for example, o DH is providing leadership and responsible for: i. Capital Funding ii. Programme management and delivery iii. Approvals and assurance using mandatory Cabinet Office and HM Treasury processes. o NHS England is providing leadership and responsible for: i. Commissioning ii. Clinical Services and Referrals iii. Mobilisation of PBT Services iv. Clinical Policy development v. Benefits Management and Realisation vi. Engagement with key stakeholders including the Devolved Nations and professional organisations vii. Research and Development. 3. Improvements in the resource levels including confirmation of the core Programme team and use of subject matter experts in specific areas such as the role of a national clinical lead for PBT, workforce strategy and development, and communications. 4. Structured and coordinated stakeholder engagement – in particular, the establishment of a National PBT Special Interest Group (SIG) with the active participation of the relevant Clinical Reference Groups (CRGs); Health Education England (HEE); professional organisations such as The Royal College of Radiologists (RCR), The Society and College of Radiographers (SCoR), Institute for Physics and Engineering in Medicine (IPEM). In addition, the Programme also has access to the expertise of specialists in the related fields relevant to developing a national PBT service in England. Early work has commenced to develop a national plan for the clinical management of patients who have been clinically assessed to benefit from PBT treatment. Part of this work involves the review and expansion of the clinical indications list via the new NHS England processes through the development of clinical policies by engaging with the relevant CRGs as a longer term strategy for the viability of a National PBT service. The culmination of these actions has put the Programme on a much improved pedestal in terms of governance, resources, communications, stakeholder engagement and the plans towards the delivery of sustainable benefits. |
| Project - Start Date (Latest approved start date) | 23/03/2011 | 30/08/2011 | 28/06/2013 | 15/01/2011 | 01/06/2010 | 01/10/2008 | 27/01/2012 | 01/03/2010 | 04/08/2011 | 01/10/2011 | 05/03/2009 | 01/12/2011 | 11/12/2012 | 01/10/2011 | 31/10/2010 | 28/11/2003 | 26/01/2012 | 18/12/2003 | 29/03/2012 | 29/03/2012 | 01/04/2004 | 29/03/2012 | 01/04/2006 | 02/01/2012 | 26/01/2004 | 10/05/2010 | 28/06/2011 | 19/02/2004 | 31/10/2004 | 01/10/2011 | 01/04/2011 | 03/09/2013 | 16/05/2011 | 19/03/2012 | 01/01/2012 |
| Project - End Date (Latest approved end date) | 01/04/2014 | 20/01/2015 | 30/03/2021 | 28/11/2016 | 01/11/2016 | 01/04/2019 | 24/12/2021 | 01/11/2018 | 17/03/2014 | 01/07/2014 | 01/04/2014 | 31/03/2015 | 01/11/2013 | 01/04/2013 | 30/06/2015 | 31/03/2014 | 31/03/2015 | 30/10/2015 | 31/03/2018 | 18/11/2014 | 31/07/2016 | 10/10/2014 | 31/03/2016 | 27/06/2017 | 31/10/2015 | 30/03/2018 | 31/12/2014 | 31/03/2014 | 30/06/2014 | 15/12/2013 | 01/04/2014 | 01/09/2017 | 29/03/2013 | 01/12/2015 | 01/12/2018 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The RPA overall score was low, the complexity assessment summary was as follows - profile as medium, delivery challenge as low, capacity and capability as very low and scale as low. | Allowing for a post-completion review in June 2011, the end date for the first part of the Project (the completion of the "Clock View" building at Walton) is now December 2015. The delay was chiefly attributable to delays in achieving approval and the securing of institutional funding. | The schedule to comence design work to provide the necessary cost certainty for the OBC was scheduled to start at the end of Q1 2013/2014. Due to the protracted negotiation for securing a site as one of the options this will now commence early Q2 2013. Delivery of the OBC in the summer of 2014 is still believed achievable. | There is a delay risk relating to the approval of the Trust draft Appointment Business Case. This risk relates to the new NHS landscape, which has created a more time consuming commissioning intentions sign-off process | Progress to Financial Close is in accordance with timetable and it is expected that start on site and construction completion will each be achieved as planned. | The project is on track to complete OBC approvals in Spring 2014 and commence a PF2 procurement. | Full Planning Consent was received in January 2012. A refreshed Outline Business Case was approved by the former Strategic Health Authority (NHS South of England) at the end of March 2012. The OBC currently remains under consideration by HM Treasury (since July 2012). | The FBC submitted to the Department in January 2013 contained a programme which anticipated DH/HMT approval of the FBC in April 2013. However, changes in the NHS structure, the Trust’s Foundation Trust application process and a DH review of capital commitments, have delayed the FBC approval process. At this point, the FBC has not yet been approved. | The programme is currently on timetable to deliver consolidation as planned in October 2014. | Slippage possible based on ongoing economic analysis and modelling for the Outline Business Case. | There are no current problems or issues with the functioning of the Rotavirus Immunisation programme. | The implementation end date is dependent of the number of organisations eventually joining ISSC1 and may extend to April 2016 | Project delivered on time. | The Transition Programme closed when it delivered the health and care reforms on 1 April 2013. | Workforce expansion: the latest data for the health visiting workforce (which shows the position as at November 2013) shows the total number of health visitors nationally is 9,920 full time equivalents (FTEs). Overall, there are 1,828 more health visitors compared to the May 2010 baseline of 8,092 (growth of 23%). DH, Health Education England and NHS England are working together closely to make sure we stay on target to have an additional 4,200 FTE health visitors by April 2015. Key actions are described under ‘Departmental commentary on actions planned or taken on the MPA RAG rating’ above. Service Transformation: A mix of qualitative and quantative data gathered to date shows that service transformation is on track. A formal baseline consisting of six impact/success criteria based on Ministerial health priorities will be in place by end-September 2014 so that delivery of service transformation by 31 March 2015 can be demonstrated. Transfer of health visitor commissioning to Local Authorities: this is on track to be delivered on 1 October 2015 as scheduled. | The target of achieving 20% GP Practice deployment was missed by 4 months (complete 21 Feb 2014). A change to engagement and funding was made in November 2013 which helped to accelerate GP practice deployment. If all planned go lives take place, GP practice deployment will reach 24% by the end of March 2014, just missing the 25% target. 90% deployment for dispensing contractors was achieved on 11 Nov 2013. The original milestone of 100% deployment for dispensing contractors was downgraded to 96% by end March 2014, taking into account the reality that every possible service recipient will not be taking up the functionality. It is currently anticipated this will be narrowly missed (95.35% forecast). | Since the publication of the Government Major Projects Portfolio Q2 13/14 the GPSoC Replacement project is still on track to deliver before the end of March 2014 timeframe. MCO ICT spend for the GPSoC R Appointment Business Case was approved on 4th March 2014 and HMT approval is expected before the end of March 14. | Significant deployments are planned this financial year, and the significant majority of them have now been deployed (including arresting some previous delays) (e.g. supporting a significant new electronic patient record system going live in Croydon Health Services NHS Trust on 30 September 2013, or the upgrades to the RiO electronic patient record system in Community and Mental Health care settings.) | Q2 13/14 was the first time that NHS e-Referral Service appeared on GMPP. Milestones along the critical path are currently on schedule to be delivered , the project's end date remains 31 March 2018. | Since the publication of the GMPP Q2 13/14 the project timescales have slipped. | No changes to the schedule. The contract renegotiation and Full Business Case approval are now complete. The three planned Lorenzo electronic patient record deployments planned for Q4 have now occurred. | Programme milestones refreshed to reflect anticipated two year extension of the N3 existing service. The PSNH programme is currently discussing plans for the replacement service with the Cabinet Office. | There has been no change in any of the critical milestones and the project remains due to complete for the end of March 2016 | All 6 projects are making good progress and each procurement has been successfully launched. However there has been an overall delay to the programme timescales due to the approvals process for the Outline Business Case taking longer than anticipated, and due to Trusts taking longer than anticipated to be ready to launch their procurements. The collaborative groups are working to an agreed end of funding date. | Upgrades and additional Clinical functionality continue to be deployed to schedule, such as the upgrades to the RiO electronic patient record system in Community and Mental Health care settings. | The programme remains on course to deliver Core Spine Services and Identity Access Management before the end of 2014. In order to ensure safe data migration and a seamless service transition, the delivery of Core Spine Services is now anticipated in July 2014. | Programme running to plan | Programme is on schedule to end as per the current approved business case. | NHSmail will end on the 30/06/14 as scheduled in the GMPP Q2 13/14 return. It's successor - NHSmail 2 is currently in the procurement phase. There is a 2 year transition phase during which time users and services will be migrated from the existing platform to the new. | The project was delivered on schedule on 15 December 2013. | The Gateway 2 Review (23 to 26/09/2013) found that significant progress had been made since the first PAR Review in April 2013. The Programme had been strengthened at SRO and Programme Director level which has led to a tightening in rigor of the overall programme. This represents a noteworkthy achievement, and reflects the hard work from the SRO and the Programme Team in getting to this position, in a challenging and difficult environment, which is to great credit of all those involved. Since the last GMPP return, HMT has approved the Outline Business Case and we are currently finalising arrangements for the transition of the programme to NHS England, which includes the development of a detailed delivery plan with identified work-stream plans. The target of establishing trial sites is on track for April 2014. The Overall Delivery Confidence Assessment status remains at AMBER RED until the results of the MPA Assurance of Action Plan Review, planned for 8th April 2014, are known. | The scale of the programme has not changed; a national programme with up to 9.5 million children to be vaccinated when fully rolled out. The pace of the roll out has been scaled down over years 14/15, 15/16 and 16/17 to take account of newly emerging information about capacity to deliver a robust and sustainable programme thus resulting in smaller cohorts of children being vaccinated in these years. The delivery profile has changed to reflect the need to run pilots in Secondary Schools to test costing, workforce capacity and the achievability of service models. A full roll-out plan will be confirmed once piloting is complete. | No departmental narrative | Existing contract for the service extended by 1 year to 20th April 2015 to allow for re-procurement to complete. | The PBT Programme remains on schedule to treat first patients in Manchester and London during 2018. The procurement process for the PBT equipment is currently underway and is the key critical path activity at present. |
| 2013/2014 Budget (£million) | 0 | 0 | 13 | 0 | 7.5 | 0 | 79.85 | 16.073 | 14.12 | Exempt under section 43 of the FoI Act (2000) | 19.2 | 3.97 | 51.3 | 364.5 | 123.8 | 5.86 | 100.74 | 149.58 | 12.43 | 0.83 | 297.3503299 | 11.6 | 14.486 | 40.4 | 75.98 | 204 | 57.989 | 125.33 | 22.8 | 15.75 | 35 | 34.2 | 14.3 | Exempt under section 43 of the FoI Act (2000) | 4.81 |
| 2013/2014 Forecast (£million) | 0 | 0 | 13.6 | 0 | 7.5 | 0 | 22.99 | 16.073 | 41.33 | Exempt under section 43 of the FoI Act (2000) | 19.2 | 3.97 | 51.3 | 328.7 | 123.8 | 5.8 | 96.45 | 188.15 | 12.43 | 1.44 | 224.6237504 | 0.57 | 15.34893777 | 42.69 | 47.47 | 28.95 | 55.51 | 99.23 | 20.66 | 16.13 | 19.374 | 34.2 | 22.99 | Exempt under section 43 of the FoI Act (2000) | 4.868823529 |
| 2013/2014 Variance (£million) | 0 | 0 | 0.6 | 0 | 0 | 0 | -56.86 | 0 | 27.21 | Exempt under section 43 of the FoI Act (2000) | 0 | 0 | 0 | -35.8 | 0 | -0.06 | -4.29 | 38.57 | 0 | 0.61 | -72.72657956 | -11.03 | 0.862937768 | 2.29 | -28.51 | -175.05 | -2.479 | -26.1 | -2.14 | 0.38 | -15.626 | 0 | 8.69 | N/A | 0.058823529 |
| 2013/2014 Variance %age | No departmental narrative | No departmental narrative | 4.62% | No departmental narrative | 0.00% | No departmental narrative | -71.21% | 0.00% | 192.71% | n/a | 0.00% | 0.00% | 0.00% | -9.82% | 0.00% | -1.02% | -4.26% | 25.79% | 0.00% | 73.49% | -24.46% | -95.09% | 5.96% | 5.67% | -37.52% | -85.81% | -4.27% | -20.83% | -9.39% | 2.41% | -44.65% | 0.00% | 60.77% | N/A | 1.22% |
| Total budgeted whole life costs (£million) (including non-government costs) | 67.44 | 208.8 | 6237.56 | 208.79 | 837 | 1116 | 500.8 | 287.426 | 212.03 | Exempt under section 43 of the FoI Act (2000) | 70.2 | 72.19 | 171.53 | 1485.2 | 335.8 | 36.38 | 319.03 | 628.2 | 212.03 | 157.38 | 5636.192321 | 748.16 | 51.1072 | 189.06 | 634.06 | 857 | 104.512361 | 371.88 | 235.45 | 54.24 | 59.474 | 719.5 | 139.38 | Exempt under section 43 of the FoI Act (2000) | 1312.944125 |
| Departmental narrative on budget/forecast variance for 2013/14 (if variance is more than 5%) | The Stage 2 Business Case (equivalent of the final Full Business Case) was approved in March 2013 and construction began that month. | No expenditure was budgeted/forecast for 2013/14 | Due to the early onset of design the forecast takes a conservative view of design costs and contingencies between October 2013 and March 2014. The forecast should be considered as likely worst case. | Favourable variance on budget forecast of 20% due to timetable amendments - professional fees relating to external advisors are now scheduled to be incurred in 2014/15, rather than the 2013/14 financial year. | Expenditure forecast remains on budget. | There is no variance | Budget assumed an earlier approval of Business Case by HM Treasury (OBC first submitted July 2012) and has meant programme and therefore project expenditure has been delayed. The project costs do include amounts for residual optimism bias and an allowance for building price inflation over the period of the construction. However, the delay to approval will mean that this will need to be reviewed when the project remobilises. Delays have also put increased pressure on Trust and the region as they will have to continue to maintain services for a longer period within the 19th century buildlings, whilst contending with growth, ongoing tariff reductions and capacity issues. | There is no variance at this point, although the approval of the FBC later than previously programmed may impact on this total in due course. | Variance is caused by slippage on the programme caused primarily by delays in approval of Full business Cases by Department of Health and Treasury. The Forecast outturn figure is within the original OBC allowance at constant prices | n/a | There is no variance. | The costs in 2013/14 represent the programme costs together with the costs of the existing payroll outsourced service in use by a number of organisations. The existing service is saving around £600k pa compared to previous service costs. | There is no variance. | No departmental narrative | Not applicable. Variance is less than 5% | Not applicable. Variance less than 5%. | Not applicable. Variance less than 5%. | Budget figures reflect a previous financial model - Change Control Notice 3 (CCN3). Approval of a new financial model (CCN4) will lead to updated figures in future GMPP returns (and were subsequently updated on approval of the CCN4 Full Business Case in October 2013). | Not applicable. There is no forecast variance. | Whilst the budgeted figures are based upon the HMT approved SOC, the forecast figures are based upon the NHSmail2 Outline Business which was at this point going through the approvals process. This accounts for the variance against budget. Note the approved OBC used a later figure of £1.58m | Budget costs relate to the previously approved business case (2008/09) at time of submission of the data. They include both Central and Local NHS costs. Forecast figures are based on more recent data, but are still subject to change in future GMPP returns when the Revised Project Agreement (RPA) will have been agreed, and a refreshed business case approved. This will also provide a revised set of budget costs (the RPA was agreed in October 2013, and the refreshed Full Business Case was subsequently approved in January 2014). Variance is due to the delay in deployment of the Lorenzo solution compared to the plan defined under the previously approved business case. | Forecast underspend in FY13/14 is a result of delays to approvals and change of approach which means this spend is no longer required in FY13/14. | The apparent overspend forecast in 13/14 is due to the fact that the Health and Social Care Information Centre percentage of the budget (20%) is now picking up work that would have been carried out by local PCT (now CCG) resource. Until local spend forecasts are adjusted, which account for 80% of the costs, an element of revenue spend will appear double counted. As of Q4 13/14 the budget had been reprofiled and no longer showed an overspend. | The variance of £2.29m results from costs not having been incurred in FY2012/13 due to a delay in approval of the Outline Business Case, which moved into FY2013/2014, although the overall programme costs remained unchanged. Subsequent reviews of forecast costs taking into account delays to the overall programme timeline (as a result of delays to the approvals, and in Trusts being ready to launch their procurements), show that there will be no programme spend in FY2013/14 other than programme admin costs. Contracts will be signed in FY2014/15 and supplier payments, which form the majority of programme spend, will commence at that point. | The reduced forecast reflects a significant cost reduction exercise across the government portfolio, which resulted in this specific contract contributing a £33m reduction in total contract value (given up for the FY09/10 Comprehensive Spending Review but realised over several years. This is not reflected in the forecast, but is in the budget). | The Spine 2 SOC was approved by HMT on 2nd February 2012 which estimated a total cost of £857M commencing FY 13/14 through to FY 23/24, and a budget for FY 13/14 of £204m. Subsequently in developing the Full Business Case the scope and approach of Spine 2 has changed significantly with a reduction in scope (the removal of SUS), and the business case duration is now from 12/13 through to FY 17/18, resulting in a reduced whole life budget cost of £205.71m and 2013/14 budget of £31.31m. The Full Business Case was approved on 17th February 2014. The Budget was set against the Strategic Outline Case and Forecast is against the new scope of the Full Business Case. The variance for FY 13/14 reflects the change in scope between the two stages of business case. | Not applicable. Variance less than 5%. | There is a variance between the EBC original figures and the £99.23m is due to various factors. There have been many technology changes – NGE, improved internet gateway, data centre migrations, CoIN re-signs and a core upgrade which have all contributed to reductions in spend. The original router refresh profile has also reduced for FY 13-14 and transit and exit costs of £10m are no longer included in the N3 budget as these should be in the PSNH business case. The remainder is a management challenge to further reduce costs. | Savings achieved through negotiation of fixed price service from July, and Income from Scotland not included in original budget (MOU was still awaiting sign off at the time of budget being set) | Not applicable. Variance is less than 5% | Variance on 2013/14 was due to the slower than planned roll-out schedule for Liaison and Diversion services. Full roll-out is dependent on HMT aproval of the Full Business Case and cannot be completed earlier than 2017. | There is no variance. | Variation largely due to NHS England's change in scope of locations and numbers of staff (planned = 27 and 3000, actual 61 and 6500) | n/a | The variance was an initially unbudgeted interest cost on PDC draw-downs from Trusts. The Trusts will charge this to NHS England. NHS England has identified an allocation of budget from the Overseas Programme to cover this cost. Furthermore, budgeted capital spend has been re-phased in line with the final version of the Trust OBCs. Actual capital drawdowns have fallen below this due to slower than expected spend caused by different procurement routes for The Christie building procurement and some forecast error. The delay in spend doesn't reflect slippage in meeting programme milestones. As a result spend now shows as under budget in 2013/14. |
| Departmental narrative on budgeted whole life costs | Approved within forecast budget. | As the Unitary Charge was lower than initially budgeted, Whole Life Costs are anticipated to be lower than budget. | Whole life costs include all operational costs associated with the proposed expenditure not just the costs associated with the buildings. | AUP figures from draft Appointment Business Case - Q1 return whole life costs £208.79m referred to the Annual Unitary Payment estimate included in the original OBC and excluded any assumptions relating to a capital contribution - the Q2 return refers to the revised AUP incorporated in the draft ABC, which includes a capital contribution of 30%, resulting in a material reduction in both the AUP estimate and WLC. The Q3 return still incorporates a capital contribution of 30%, but the AUP estimate has been further revised to reflect current financial market conditions and a change in assumed commencement date from 1st April 2016 to 1st April 2017 | The budgeted whole life cost includes project development costs, the Authority's capital contribution and the PFI Unitary Payment for the thirty-year concession period. | The Project is a PF2 procurement. The whole life costs relate to the net present value of the Unitary Payment which is expected to commence in 2018/19. | Whole life costs include the Capital Costs of the 3 Stages of the Hospital Development. Stage 1 replaces a mix of unconnected buildings including wards contained in the Victorian Jubilee Building and a temporary modular building from 1970 that houses the Trust's Nuclear Medicine department. Stage 1 will mainly be wards and allows whole site to be better connected. Stage 2 replaces the Barry Building built in 1828 with a modern Cancer Centre and Reserch facilities. Stage 3 is mainly demolition costs to allow a Facilities Management compound to be developed and take traffic presssure off the local community. Capital Costs are £420m and are based on PUBSEC prices from 2011/12 when the Outline Business Case was approved by NHS South of England. Within the £420m are costs to decant Stage 1 site, Equipment costs where it's not possible to transfer existing and £61m of VAT that the Trust cannot reclaim. Whole life costs also include Revenue aspects of the project where Transitional Support is required from the Surrey and Sussex Area Team of NHS England. These costs include double running costs and a local Project Team who are designing the buildings and the services delivered within them. Revenue costs also include operating costs associated with new activity through general growth, repatriated specialist activity and development of Trust's Private Patient strategy. | The forecast WLC will reduce from the total in the FBC submitted in January 2013 (£286m) because the tender which was provisionally accepted by the Trust in March 2013 is significantly lower than expected. There will be, however, some additional costs arising from the approval process for the FBC taking longer than previously planned. | The costs relate to the initial capital cost of the development and the lifecycle costs over the 60 year appraisal period. There is no change to that reported previously. | n/a | No variance between the WLC budget and the WLC actual forecast. | The whole life costs will be amended shortly subject to which organisations are to be in scope for ISSC1 | No variance between the WLC budget and the WLC actual forecast. | No departmental narrative | The costs of the programme are associated with: • The costs of employing the additional health visitors in each year of the programme until the end of March 2015 in line with the increasing trajectory. • Annual MPET (Multi-Professional Education and Training) allocations for the health service to cover costs of health visitor expansion, including covering salary and training costs and expected costs of training nurses to replace those moving into health visiting. • Specific recruitment, retention and training initiatives in addition to MPET-funded activity to support workforce expansion and service transformation; programme running costs, including Department of Health, NHS England, and Health Education England programme staff and their activity; and running the marketing strategy to attract people to the health visiting profession. | No change to budgeted Whole Life Costs. | The whole life cost for the GPSoC R project over 2 years 9 months (April 2014 to December 2016) is currently estimated at £319m including contingency & inflation, which is the same as reported in Q2. This is based on the v0.8 of the OBC. Business Case costs includes contingencies and CCG costs and it is assumed VAT is recoverable and CPI is used. | Whole Life Costs only represent those from August 2011 onwards in line with the signature date for Change Control Note 4 (CCN4). They will change in the next quarterly return as costs prior to CCN4 will also be included. | The cost presented in the NHS e-Referral Service OBC v0.4 business case was £131.2 million over 4.29 years; the cost currently approved by HM Treasury is £91.22 million over three years. HM Treasury approval of the NHS e-Referral Service OBC v0.4 was subject to a number of conditions. The NHS e-Referral Service programme began in 2013/14 hence no costs incurred pre-2013/14. Any costs incurred pre 2013/14 would be incorporated within the Choose and Book Variation project which completed on 15 December 2013. After this date, is where the expenditure on e-RS increases significantly due to supplier costs ramping up. 2013/14 is much lower than future years because from a supplier charges perspective, it is only a part year versus later years which are full. The £131.2 million figure excludes contingency and optimism bias and include irrecoverable VAT, inflation and depreciation. These costs cover Department of Health programme spend, HSCIC Admin spend and NHS England The Appointment Line spend. The forecast reflects costs identified to end of Mar 14 and in the longer term includes the recent review of admin costs across the funding period. | The whole life costs have risen from the figure of £157.38m to £168.1m. The higher figure is due to further detailed analysis carried out during the development of the OBC. | The finance figures are based on the predicted spend (both in DH and NHS) against the deployment volumes and unit costs in the previously agreed business case. As the anticipated volume of deployments has not been achieved, the figures are significantly higher than the actual spend. Following agreement of the Revised Project Agreement (RPA) with CSC, a refreshed Full Business Case was approved. This significantly reduced the whole life costs, and also revised the budget position. | Costs quoted are based on the current SOBC and it is anticipated that these will change by the time the Outline Business Case is completed. | The budget has not changed since the FBC was approved in 2012 | The programme is funded by a mixture of central DH and local NHS funding. The budgeted whole life costs were included in the Outline Business Case which was approved in May 2013. The current forecast shows that the programme will be delivered within the budgeted whole life costs. | The whole life costs reflect as in the 2009 Business Case for the South. | The Spine 2 SOC was approved by HMT on 2nd February 2012 which estimated a total cost of £857M commencing FY 13/14 through to FY 23/24. Subsequently in developing the Full Business Case the scope and approach of Spine 2 has changed significantly with a reduction in scope (the removal of SUS) , and the business case duration is now from 12/13 through to FY 17/18, resulting in a reduced whole life budget cost of £205.71m and 2013/14 budget of £31.34m. The Full Business Case was approved on 17th February 2014, and the variation in whole life costs reflects the change between the two stages of business case. | The whole life cost covers the upkeep of BT Spine until the end of Calendar year 2014. | WLC is Gov Spend There is no Non Gov Spend in this business case | The whole life cost is lower than above at £227.8 again due to reasons stated in above section | In line with the 2013/14 position above there was no change between the CAB Variation budget published in Q2 13/14 and Q3 13/14 which was the final CAB Variation GMPP return. | The profile for spend across the 4 years of the SR 2011-15 was set out in the 2010 HMT settlement letter to DH. The actual spend against 2012/13 and 2013/14 was taken from a spreadsheet provided by the SCLGCP directorate finance partner. Funding for 2014/15 is now profiled at £25.4m based on estimates undertaken as part of the OBC development. Now that the OBC has been approved by HMT, we can confirm that this level of funding is expected to increase to £29.7m in 2015/16. Further to that, the FBC (due to be delivered in Summer 2015) is expected to quantify the funding required for full rollout of this service, and if approved, will become ongoing funding for this service. The estimate in the OBC is that full rollout could cost £74m per annum from 2016/17 - this is an estimate and will be revised as services conforming to the new standard service specification are implemented and evaluated in 2014/15 and 2015/16. The Programme is due to end in 2016/17, and therefore to become business as usual for NHS England, therefore no project expediture beyond that point. | The whole life costs relate to the roll-out as set out in the FBC until the end of the contract period (2017). A considerable reduction in vaccine volume has occurred, due to a decision to extend implementation over a longer period of time, resulting in a smaller number of children being vaccination over first three years of the programme, which has reduced the whole life cost figure down from £719.50m reported in the OBC and GMPP return Q2. | The conclusion of the transition prohect in 12/13 and commencemnet of live service from july 1 2013 | n/a | Whole life costs have not changed significantly. There is now a slight reduction due to a later service commencement date assumed in the final Trust OBCs (ramp up commences one quarter later). This re-phasing reduces some costs and benefits in the twenty year window of the project life. |
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