Transparency data
FCO Government Major Project Portfolio data, September 2013
Updated 23 May 2014
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| Project name | ABUJA: New Office and Residence | JAKARTA: New Embassy | ICT Re-procurement | UKERP | Echo |
|---|---|---|---|---|---|
| Department | FCO | FCO | FCO | FCO | FCO |
| MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Amber | Amber/Green | Amber | Amber | Amber/Green |
| Description / Aims (From GMPP data) | To provide fit for purpose and secure offices for the BHC in Abuja, Nigeria. The existing Chancery and unclassified offices are located in split locations, both of which are rented and were opened in 1991 as a 'temporary' solution. Since then Abuja has firmly become established as the administrative capital of Nigeria and it has been the FCO's intention for some time to have offices that are fit for purpose for the next thirty years, that comply with current FCO security standards and provide an effective platform for a wide cross-section of UK government departments. Nigeria is one of the FCO's significant priority countries in Africa and presents a unique mix of threats and opportunities for UK interests. The business case clearly shows that the way to achieve our medium and long term aims in Nigeria is by building new premises on the UK-designated plot leased in 1991 from the Nigerians. It remains the case that the increasing clear and present danger to our staff working in the region is bringing intense pressure for the new BHC office scheme to be moved forward along an accelerated timescale. | Following the bombing of the Consulate General in Istanbul in 2003 a fundamental security review identified Jakarta as one of the most vulnerable posts in the estate. The FCO decided in 2004 to move to a greenfield site, which we acquired in 2009 at a cost of £7.56m. Both staff and visitors are at significant risk in a country with a proven track record of terrorist attacks on western interests (including Embassies). In October 2010 HMT approved an earlier FCO investment decision to provide new offices at a cost of £29.5m. Mace (FCO Stratgic Partner) were appointed in Dec 10 under a Works Instruction (target cost £22.63m) to deliver the new offices. Following a delay in the local permit process work started on site in June 11. Aim: to build safe and secure offices. Forecast proceeds of £11m in FY13/14 ( now anticpated 14/15) upon sale of current Embassy and Residence | To maintain continuity of the following business critical ICT services as the existing contracts expire by procuring new contract(s): • Prism : FCO's Oracle based enterprise resource and financial planning (ERP) contract with Cap-Gemini. Expired in Jan 2012. THIS WORKSTREAM HAS NOW BEEN EXCLUDED FROM THE PROGRAMME SCOPE AS A SEPARATE ERP REPROCUREMENT INITIATIVE HAS BEEN ESTABLISHED. • Firecrest: FCO's Microsoft based desktop infrastructure and management contract with Hewlett Packard (H-P). Expired in Feb 2012. • SMI supplier to manage the FCO's IT contracts on the FCO's behalf. The Programme has been established to carry out the necessary procurement activity, put in place and transition to the successor contracts, maintain service continuity, procure a supplier to take on overall Service Management and Integration of our IT contracts, enhance the systems and services and deliver significant cost savings in doing so. | The FCO wants to maximise the efficiency of its London estate by consolidating its core activities into the Main Building on King Charles Street (KCS). This will support the wider Cabinet Office strategy of consolidating the HMG Estate in Central London. It will free up the Old Admiralty Building (OAB) freehold for other Government Department use. There are significant savings for the FCO on operating costs and for the wider Government on lease rentals. This UK Estates Reform (UKER) project is a catalyst to provide a more modern working environment for FCO staff, to help deliver Diplomatic Excellence, to embed flexible working, and to drive efficiency across the FCO. The FCO must also introduce a new High Classification IT system by 2014, which will involve making a significant part of the KCS building secure. | Echo is rolling out a new global network for voice and data services currently delivered through the FCO Telecommunications Network (FTN) to FCO Overseas Posts. It will also replace the Managed Telephony Service (MTS) delivered to FCO sites across the UK. The Programme also caters for other members of the UK Government's Overseas Community, delivering a sharable service whereby the FCO provides the 'platform of choice'. The Echo Programme will make a substantial contribution to delivering the FCO’s ICT Strategy and, in turn, support Diplomatic Excellence, which is the FCO’s reform and modernisation programme. |
| Departmental commentary on actions planned or taken on the MPA RAG rating. | Since last quarter, no change in RAG status, pending Gate 3 review before Full Business Case submission to HMT. Amber rating due to managing the circumstances around this particular physical location. | Since last quarter, no change in RAG status, pending Gate 4 review before Full Business Case submission to HMT. Amber/Green rating due to need to improve benefits tracking. | Since last Quarter no change in RAG status pending Gate 4 Review by Cabinet Office (MPA) and FBC approved. | Since last quarter, no change in RAG status, pending Gate 3 review before Full Business Case submission to HMT. Amber rating due work in a Grade 1 listed building with high asbestos risks. | The RAG rating for Echo is based on our most recent Gateway (Gate 4, April 2011). A/G rather than Green feels appropriate in any case at this point, with remaining UK campus sites currently due to be deployed by mid November. The UK campus sites are challenging and the risks are being carefully managed. Until systems and processes are fully tested and signed off, we have adopted a cautionary approach. |
| Project - Start Date (Latest approved start date) | 01/01/2011 | 04/01/2004 | 01/01/2011 | 06/01/2011 | 06/09/2009 |
| Project - End Date (Latest approved end date) | 12/01/2017 | 09/01/2014 | 11/30/2013 | 08/01/2016 | 12/31/2012 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | No change | Schedule completed | Project end date may vary subject to the progress of the procurement, transition (Knowledge transfer) and any subsequent revision in other milestone dates. | No change | Not set |
| 2013/2014 Budget (£million) | 0.66 | 5.64 | 43.7 | 4.43 | 22.82 |
| 2013/2014 Forecast (£million) | 0.66 | 2.44 | 45.2 | 4.43 | 22.82 |
| 2013/2014 Variance (£million) | 0 | -3.2 | 1.5 | 0 | 0 |
| 2013/2014 Variance %age | 0.00% | -56.74% | 3.43% | 0.00% | 0.00% |
| Total budgeted whole life costs (£million) (including non-government costs) | 39 | 29.45 | 242.9 | 82.425 | 182.85 |
| Departmental narrative on budget/forecast variance for 2013/14 (if variance is more than 5%) | Not set | Underspend derived from coming in below the target cost which resulted in significant savings being realised at the end of the contract period | Not set | Not set | Not set |
| Departmental narrative on budgeted whole life costs | Budgeted costs remain as approved by MPA/HMT at outline business case stage | Budgeted costs remain as approved by MPA/HMT at full business case stage | Not set | Budgeted costs remain as approved by MPA/HMT at full business case stage | Not set |