Transparency data
CO Government Major Projects Portfolio data September 2013 (CSV)
Updated 23 May 2014
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| Project name | National Cyber Security Programme | Civil Service Reform Programme | Electoral Registration Transformation Programme | Next Generation Shared Services | New Civil Service 2015 Pension Scheme Implementation | Public Services Network Programme | National Citizen Service | G-Cloud Programme (covers Data Centre Consolidation and Application Store) |
|---|---|---|---|---|---|---|---|---|
| Department | CO | CO | CO | CO | CO | CO | CO | CO |
| MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Amber/Green | Amber | Amber | Amber/Red | Amber | Amber | Amber | Amber/Red |
| Description / Aims | The National Cyber Security Programme (NCSP) was put in place as a consequence of the Strategic Defence and Security Review (SDSR), with a budget of £650 million over 4 years. Its aim is to deliver a transformative programme to give the UK a strategic advantage in cyber security and resilience. The programme is managed by the Office of Cyber Security and Information Assurance (OCSIA) in the Cabinet Office. With the agreement of Treasury as part of the latest Spending Review, the programme has been extended for a fifth year to 2015-16, with an additional £210m funding. | Britain is in a global race – and to compete we need a world-class, 21st century Civil Service, capable of delivering a more balanced economy, a fairer society and the best public services. To help the Civil Service change to meet these challenges, we launched the Civil Service Reform Plan in June 2012. We then reviewed the progress made and updated the actions in the Civil Service Reform: One Year On report, published in July 2013. The Civil Service Reform Plan sets out a series of specific and priority actions to tackle long-standing weaknesses, build on existing strengths, and address the frustrations expressed by Ministers, civil servants and the public alike. The Plan sets out the priorities for action now – and is the first stage of the continuing programme of reform. | The Electoral Registration Transformation Programme will speed up implementation of the Individual Electoral Registration (IER) to tackle electoral fraud and improve the integrity of the electoral register. This will include legislation to bring forward implementation of compulsory IER to 2014, ahead of the next general election. Instead of one person filling in the annual registration form and including everyone's details, individuals will be expected to complete their own details and give supporting information - i.e. a national insurance number. There will be an element of 'confirmation' during the transition stage. Ensuring that the electoral register is as full as possible (i) will lead to increased democratic participation; (ii) gives a “voice” to local people leading to a legitimate political mandate; (iii) assists local people by supporting identification and residence, and (iv) is used as a basis for the collection of national statistics. | The NGSS Strategic plan (published 28 Dec 12) defines five centres for shared services, which accounts for all central government departments with the exception of FCO who are working on a separate international model but are still integral to the programme. Strategic goals: Create and operate a Crown Oversight Function (COF), to provide governance structure to monitor performance of all Shared Service Centres (SSCs) and Dept retained functions; Work effectively with DfT and DWP to create two Independent Shared Service Centre solutions (ISSCs), which will operate independently from any customer organisation, and work with targeted Depts. to transition current services to one of these two solutions; provide oversight, sharing of best practice and benchmarking facilities to those Depts. where it has been agreed they can remain stand alone (MoD, HMRC and MoJ). Ensure a lower cost ERP solution is available as part of the ISSC solutions, reduce dependency and cost on the current dominant ERP providers, remove barriers to entry for smaller Depts. and organisations by reducing software and maintenance costs. The Programme and strategic goals will be delivered by four component projects: 1. ISSC 1 is based on the DfT SSC in Swansea and has been divested to arvato. This is now in the process of being novated to Cabinet Office. ISSC1 will include a Low Cost ERP platform for smaller Depts. NOTE - DfT divestment (basis for ISSC1) is subject of a separate GMPP report 2. ISSC2 will build out of DWP SSC, working in partnership with DEFRA, EA and BIS and is currently going through a commercial procurement to deliver a JV partnership – this is due to complete in October 2013. 3. Crown Oversight Function is monitoring performance of all SSCs and Dept retained functions. Performance monitoring is being undertaken through centrally agreed benchmarks at both organisational level and process level for HR, finance and payroll. The COF will also include reporting benefits for the NGSS programme; 4. Single Operating ERP Platform Project (SOP). A key objective of the NGSS Programme is to consolidate ERP solutions and deliver standard processes across central govt depts. Central govt has a large portfolio of Oracle ERP implementations which require some form of upgrade to Release 12 and Govt has an opportunity to consolidate a number of solutions on to one Oracle Platform. | The purpose of the programme is to manage the successful delivery of the new pension arrangements against published timetables Critical success factors: • New arrangements will be implemented from 1/4/2015 and arrangements will be in place to implement additional changes post 1 April 2015 • Administration system, associated processes and all scheme documentation will be updated to be compliant with final regulations, enabling the scheme administrators (MyCSP Limited) to effectively manage members’ benefits under the new scheme in line with SMB Contract requirements • All members and prospective members will understand how they are affected by the new scheme, based on regular, clear and effective communication. Where members are able to choose when they transfer to the new scheme, members will have had sufficient information to make a choice • All members will be in the correct scheme | To create a secure Public Services Network comprising a network of networks built to common standards that enables the delivery of public services from any place by any provider; in doing so it will create a competitive marketplace to significantly reduce the cost of telecommunications services and enable different ways of delivering public services. | National Citizen Service (NCS) is a flagship government programme that gives 16-year-olds the chance to learn new skills and get involved in their communities. NCS promotes: • a more cohesive society by mixing participants of different backgrounds; • a more responsible society by supporting young people’s transition into adulthood; and • a more engaged society by enabling young people to work together to create social action projects in their local communities. NCS brings young people together from different backgrounds (e.g. religious, ethnic and socioeconomic) to work together, and teaches them what it means to be responsible and serve their communities. It is a high quality personal development programme that gives young people a chance to prove to themselves and their peers what they can do. NCS builds on a substantial range of government initiatives that aim to increase voluntary activity among young people and develop their life and citizenship skills. Such initiatives include the National Young Volunteers’ Service , the Millennium Volunteers programme, and Volunteering Together. NCS is also part of a broader agenda of improving services and outcomes for young people between the ages of 13-19, reflected in the Positive for Youth policy statement published in December 2011 as well as drawing inspiration from international programmes such as the Americacorps, a programme developed in the United States that supports volunteering and engagement in social action . | Implementing the Government Cloud, CloudStore (formerly the Applications Store) in order to make procurement simpler, cheaper, faster and to help enable meeting targets for increasing procurement with SMEs |
| Departmental commentary on actions planned or taken on the MPA RAG rating. | The programme devised a benefits management framework in 2013/14, and its successful implementation was reflected in the upgraded delivery confidence assessment. Prior to this, the programme had made good progress on developing its governance and addressing some of the skills gaps in the programme team. The programme conducted a comprehensive health-check in the second half of 2013-14, to provide assurance that the programme was still closely aligned to its strategic objectives, and to highlight potential gaps and areas where potential effort should be directed. | From September 2013, the programme moved into tranche 2. The CSR Team undertook a process review over the summer to inform its approach to tranche 2, identifying areas for improvement and change, as we move into the different phase. Changes include: refining the governance, streamlining reporting processes prioritising programme effort and resources accordingly, a new focus on departmental realisation of benefits and improving programme-wide risk and issues management. At a Programme level Civil Service Reform has had a number of key achievements since Q1, including the successful launch of the One Year On report and the ‘Be Exceptional’ Civil Service Live event, both in July. Also in this period a number of the Programme’s component Actions have moved through the Project Lifecycle to closure or are being embedded and translated into outcomes in Q2 .Further key milestones that have been achieved this quarter have been the completion of the first tranche of the Commissioning Academy, introduction of the CS High Potential Scheme, publication of the first edition of Civil Service Quarterly, launch of the Open Policy Making website in Beta, and the announcement of a new Commercial Model for government. Whist a number of issues and risks exist to the programme, these are being actively managed and do not pose an unacceptable level of risk to delivery of the programme. | The programme has made good progress, particularly in regard to benefits realisation. The critical components of the digital service have been built, including the online application, local authority EMS functionality, DWP matching capability, secure transfer methodology between local authorities and the IER Digital Service. A plan for live service support has been adopted and is being delivered. The forms for IER have been designated and hardware requirements to support them identified and payments to local authorities for these are underway. The programme is on track for 'go-live' in June 2014. While a number of issues and risks exist, these are being actively managed and do not pose any major risk to successful delivery of the programme. | The programme has scheduled the ISSC1 on-boarding and 'go-live' timetable with a planned delivery date for the DfT Tranche 1 Migration of 1 July 2014, to ensure that the supplier's (arvato Ltd) hardware infrastructure is fully compliant with CESG accreditation. The ISSC2 provider (Shared Services Connected Ltd) is working with customer organisations to ensure agreed services are delivered and a detailed Transformation Plan will be delivered by the end of April 2014. Business Assurance arrangements will also be in place by the end of April 2014. While a number of business and operational risks and issues exist across ISSC1 and ISSC2 these are being actively managed through more focussed and closer engagement with service suppliers and customer organisations alike and do not pose any major risk to successful delivery of the programme. | The 2015 New Pension Scheme Programme is part of a much wider Programme of Pension reform reporting in to HMT. The estimated Programme costs which have been agreed and approved by the SRO and by HMT are £13.4 million over the Programme life. My CSP costs are monitored and scrutinised by the Programme and HMT. Rigorous monitoring is applied to future forecast spend which is agreed on a quarterly basis subject to SRO approval. The new 2015 pension scheme is being introduced as part of wider reform to public service pensions. The reforms are legislated under The Public Service Pensions Act 2013 and these measures are projected to save around £65 billion by 2061-62 (HM Treasury calculations based on Office of Budget Responsibility’s Fiscal Sustainability Report 2012). While a number of risks and issues exist these are being actively managed and do not pose an unacceptable level of risk to the successful delivery of the programme. | Good progress has been made on improving the areas of the project related to Governance, Scope, Funding, Resourcing, Stakeholder Engagement and Communications, Compliance testing and approval, preparing for Business as Usual. The Governance issue, Scope and Compliance have now been addressed. The funding issue will be closed out by the end of March 2014 which in turn addresses the resource issue. Stakeholder and Comms and preparation for Business as Usual are ongoing. BaU preparation expected to be complete by May 2014. While a number of risks and issues exist these are being actively managed and they do not pose a major risk to successful delivery of the programme. | NCS continues to be fully on track to achieve all of its outcomes following the novation of provider contracts to the NCS Trust in November. The successful delivery of the Autumn 2013 programme by the NCS Trust further adds to programme confidence. Risks remaining for the programme relate to HMT approval of the 15/16 programme budget, ERG approval of the 14/15 marketing spend and commissioning of contracts for 2015 in late April 2015 for signature on October 2015. | G-Cloud moved to Government Digital Service (GDS) in mid-2013 as a transfer from project status to business as usual. At the time when the project moved to BAU there were three areas of concern (1) the programme was not funded (2) the programme was under-resourced (3) there was not an agreed benefits realisation methodology. All of these were addressed . During the transition to BAU steps were being put in place to meet the original objectives of the project and realise the benefits. G-Cloud came off GMPP with MPA and HMT approval once it was understood what actions were taking place. The G-Cloud programme has been successful in achieving its aims to support the Cloud First strategy and increase sales to SMEs. Sales at the end of April 2014 have reached £175m, with 60% by volume and value being with SMEs. The run rate for the last few months is averaging at £16m a month, suggesting an annual sales figure of nearly £200m. There is a programme in place to increase the monthly sales figure further. There is a full-time team of 25 x FTEs to support both the existing GCloud programme and the new Digital Marketplace that will replace Cloudstore later this year. A budget of £3.9m has been allocated for FY 2014/15 to support all GCloud activities including support to suppliers and buyers. The Alpha of the new Digital Marketplace will be live shortly after Easter and the Beta by the summer recess. An efficiency and benefit review was carried out at the end of January. This demonstrated that GCloud sales show a saving of 50% when compared to how such services were procured previously. A savings methodology has been agreed with NAO for capturing and reporting savings into the wider ERG savings reports. As part of the programme, we are making it clearer, simpler and faster for the whole of the public sector to buy digital products and services when it needs to. We are helping create a pool of quality suppliers of all sizes, who work in agile ways, to supply and work with government. We are doing this by: Building the customer base Building the supplier base Building the product catalogue Making the processes easier for buyers and suppliers Building a new digital marketplace around user needs |
| Project - Start Date (Latest approved start date) | 01/04/2011 | 19/06/2012 | 01/02/2010 | 28/12/2012 | 15/04/2013 | 16/08/2012 | 01/10/2011 | #N/A |
| Project - End Date (Latest approved end date) | 01/04/2016 | 31/12/2015 | 01/01/2016 | 30/04/2015 | 30/06/2016 | 13/10/2015 | 31/12/2014 | #N/A |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | Delivery in 2013/14 went largely according to plan, with all variation managed within the programme's governance, reflecting the ability of the programme to reallocate resources when required. After a mid-year review, it was possible to prioritise the implementation of new initiatives and the acceleration of other programme deliverables, in response to slippage elsewhere. | No departmental narrative | During this period some individual milestones have deviated slightly from the original schedule but the programme's critical milestones, overall timescale and original delivery dates remain on track. | The NGSS Programme is based in Cabinet Office and good progress has been made with the strategy and against the schedule and milestones. The 2nd shared service centre (SSC Ltd) was set up and began operations as a joint venture between Government and Steria Ltd in November 2013, going 'live' ahead of schedule. The programme assumed management responsibility for the SSC Ltd Framework Contract in November 2013 and the ISSC1 Standard Build, delivering a core operating platform across its customer organisations, was completed in the same month. ISSC1 customers HM Treasury, DCLG (Dept for Communities and Local Government) and DCMS (Dept for Culture, Media and Sport) signed Call-off contracts in January 2014 and the ISSC2 Stabilisation & Transition Phase was completed in February 2014, followed by the SOP (Standard Operating Platform) Core Design on 12 March 2014. | No departmental narrative | PSN has consistently achieved over 90% of its milestones against the ORIGINAL baseline. | No departmental narrative | No departmental narrative |
| 2013/2014 Budget (£million) | 180 | 2.99 | 26.05 | 8 | 0 | 0 | 104.85 | 1 |
| 2013/2014 Forecast (£million) | 179.9 | 2.99 | 26.05 | 8 | 0 | 0 | 104.85 | 0 |
| 2013/2014 Variance (£million) | -0.1 | 0 | 0 | 0 | 0 | 0 | 0 | -1 |
| 2013/2014 Variance %age | -0.06% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | 0.00% | -100.00% |
| Total budgeted whole life costs (£million) (including non-government costs) | 860 | 10.67 | 170.92 | 11.6 | 0 | 27.28508537 | 325.4 | 6 |
| Departmental narrative on budget/forecast variance for 2013/14 (if variance is more than 5%) | The programme is expected to spend 99.9% of its budget within 2013/14. | N/A variance less than 5% | N/A variance less than 5% | N/A variance less than 5% | N/A variance less than 5% | N/A variance less than 5% | Variance occurred due to savings made on changes to programme model in 2013 as well as a reductions in funding to providers due to performance management measures and reduced PbR payments. | No departmental narrative |
| Departmental narrative on budgeted whole life costs | The programme expects to spend its full life cost by the end of 2015/16. | Costs cover the resources to control and ensure delivery of the CSR Plan, plus costs associated with facilitating the delivery of key priorities in the Plan. It is anticipated costs will remain within budget projections. | The programme is scheduled to close 01/01/2016, so the budget spans the CSR 2010 period and FY 15/16 only. FY 2013/14 will be key for the transition to IER therefore Electoral Registration Officers (EROs) needed to change the processes that are currently in place and the new process of confirmation will be tested in all local authorities in Great Britain for the first time. As all EROs will have to manage this change successfully in order to meet their legal responsibilities funding (RDEL) was therefore made available to prepare for the transition to IER. The remaining of the budget relates to programme staffing. CDEL for FY 2013/14 relates to the Digital project which is responsible for the delivery of the IT and Digital services. Once the asset is built this will enable and support the steady state running of the new service including: (I) the making of digital and non-digital applications (ii) the verification of applications using data provided by applicants against data held by the Department for Work and Pensions (confirmation only) (iii) the secure transfer of data across the system. FY 2014/15 budget is substantially increased because this is when IER goes live across England and Wales, Scotland. Successfully completing the implementation of IER requires £65.5m which will allow the CO delivering against the four ERTP programme objectives (I) Improve the completeness and accuracy of the electoral register (ii) Tackle fraud and increase public confidence in the register (iii) Increase the registration of people historically and prospectively (under IER) under registered; and (iv) Provide greater citizen choice around how they register. The budgets and forecast are robust and accurate. FY15/16 and beyond need some further work to confirm validity when we have more evidence after the transition to IER is complete | No departmental narrative | The 2015 New Pension Scheme Programme is part of a much wider Programme of Pension reform reporting in to HMT. The estimated Programme costs which have been agreed and approved by the SRO and by HMT are £13.4 million over the Programme life. My CSP costs are monitored and scrutinised by the Programme and HMT. The forecast spend is agreed on a quarterly basis subject to SRO approval. The Finance Directorate in Cabinet Office have confirmed they are content with the spend to date and the level of rigour and monitoring being applied to future forecast spends. The new 2015 pension scheme is being introduced as part of wider reform to public service pensions. The reforms are legislated under The Public Service Pensions Act 2013 and these measures are projected to save around £65 billion by 2061-62 (HM Treasury calculations based on Office of Budget Responsibility’s Fiscal Sustainability Report 2012). | No departmental narrative | Whole life costs are reduced due to savings made in the 13/14 year, reduction in places to be delivered as well as more sophisticated payment mechanisms reducing costs. | The £1m budget for 2013/14 covered the support and worked required to support and maintain the Cloudstore. For 2014/15 the Cloudstore will be replaced with a new Digital Marketplace which will bring together the Cloudstore and Digital Services Store into one place, making it easier for both buyers and sellers to use. The budget for 14/15 for the new marketplace is £2.283m |