Transparency data
DfT quarter 2 2012 to 2013 GMPP data
Updated 24 May 2013
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| Project name | Olympics Transport Programme | Rail Refranchising Management Programme - East Coast | Rail Refranchising Management Programme - GA Long | Rail Refranchising Management Programme - Greater Anglia Short | Rail Refranchising Management Programme - West Coast | Search & Rescue Helicopters (SARH) | Thameslink | Rail Refranchising Management Programme- Thameslink, Southern and Great Northern refranchising project | M25 DBFO (Design, Build, Finance and Operate) | Managed Motorways | DVLA ICT Contract Procurement | Crossrail | High Speed Rail Programme | Shared Services Futures Project | Rail Refranchising Management Programme- Great Western | Periodic Review 2013 (HLOS) | Intercity Express Programme (IEP) | |||||||||||||||||||||||||
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| Department | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Green | Amber | Amber/Green | Green | Red | Amber | Amber/Green | Amber/Red | Green | Amber/Green | Amber | Amber/Green | Amber/Red | Amber/Red | Amber | Green | Amber/Green | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Description / aims | The transport strategy for the London 2012 Games has evolved over the past seven years in response to the requirements of the International Olympic Committee (IOC), the different International Sports Federations, (London Organising Committee of the Olympic Games (LOCOG) and the key objectives developed by the Olympic Delivery Authority (ODA) and their forerunners. The transport strategy has objectives which are: a) ensure that the athletes are the top priority b) aim to achieve 100 per cent of ticketed spectators travelling to competition venues by public transport, walking or cycling c) keep London and the UK moving during the Games d) ensure that the Games are accessible from all parts of the UK e) leave a lasting, positive legacy; and f) achieve maximum value for money. | The Secretary of State is required to designate certain services for the carriage of passengers as suitable for franchising under section 23 of the Railways Act 1993 (as amended). The East Coast services have been so designated and a procurement competition therefore needs to be run to re-let the East Coast Main Line. The aims are • to deliver the re-franchising of East Coast services by December 2013, • to ensure that the new franchise is let on terms that meet the franchise objectives; and • to ensure that the new franchise meets the Department’s value for money and affordability requirements. Following the West Coast contract cancellation the overall rail refranchising programme was paused, as a result the original delivery plan was no longer achievable. The Department announced the long term plans for rail franchising https://www.gov.uk/government/news/fresh-start-for-franchising in March 2013. | The Secretary of State is required to designate certain services for the carriage of passengers as suitable for franchising under section 23 of the Railways Act 1993 (as amended). The Greater Anglia services have been so designated and a procurement competition therefore needs to be run to re-let the Greater Anglia. The aims are • to deliver the re-franchising of Greater Anglia services by July 2014, • to ensure that the new franchise is let on terms that meet the franchise objectives; and • to ensure that the new franchise meets the Department’s value for money and affordability requirements. Following the West Coast contract cancellation the overall rail refranchising programme was paused, as a result the original delivery plan was no longer achievable. The Department announced the long term plans for rail franchising https://www.gov.uk/government/news/fresh-start-for-franchising in March 2013. | The Secretary of State is required to designate certain services for the carriage of passengers as suitable for franchising under section 23 of the Railways Act 1993 (as amended). The Greater Anglia services have been so designated and a procurement competition therefore needs to be run to re-let the Greater Anglia Short term franchise. The aims are • to deliver the re-franchising of Greater Anglia services by February 2012, • to ensure that the new franchise is let on terms that meet the franchise objectives; and • to ensure that the new franchise meets the Department’s value for money and affordability requirements. | The Secretary of State is required to designate certain services for the carriage of passengers as suitable for franchising under section 23 of the Railways Act 1993 (as amended). The West Coast services have been so designated and a procurement competition therefore needs to be run to re-let the West Coast Main Line. The franchise is one of the largest in terms of farebox revenue and connects London with key conurbations such as Manchester, Birmingham, Glasgow and Liverpool. The aims are • to deliver the re-franchising of West Coast services by December 2012, • to ensure that the new franchise is let on terms that meet the franchise objectives; and • to ensure that the new franchise meets the Department’s value for money and affordability requirements. The project was cancelled in October 2012. As a result the original delivery plan was no longer achievable. The Department announced the long term plans for rail franchising https://www.gov.uk/government/news/fresh-start-for-franchising in March 2013. | To procure a contract for the provision of a search and rescue helicopter service to cover the entire UK search and rescue region. This will replace the Maritime and Coastguard Agency (MCA) contracted service, which runs to June 2017, and the Ministry of Defence (MOD) capability which is due to end in March 2016 when the Sea King fleet is due out of service. The UK Government is committed to a number of international agreements which require a national framework of search and rescue resources to be available within a geographically defined region, currently the service is jointly provided by the MOD at 8 bases and the MCA at 4 bases. The benefit of the service is to save lives. | The Thameslink programme will dramatically increase capacity and improve accessibility to, from and through the heart of London. By project close Thameslink will link Sussex, Kent and Surrey with Hertfordshire, Bedfordshire and Cambridgeshire via 24 trains an hour in each direction through central London. The total capital value of the programme is c.£6bn, which is split between c.£4.5bn for infrastructure and c.£1.5bn for new rolling stock and depots. Major objectives of the scheme are to: a)Reduce overcrowding on current Thameslink and other commuter services; b) Provide for the introduction of new cross-London services, so improving public transport accessibility in south east England; c)Reduce the need for interchange between main-line and London Underground (LU) train services and therefore reduce overcrowding on LU; d) Improve the reliability of train services operating through the core route section between London Bridge/Elephant and Castle and St Pancras. | The Secretary of State is required to designate certain services for the carriage of passengers as suitable for franchising under section 23 of the Railways Act 1993 (as amended). The Thameslink, Southern and Great Northern (TSGN) services have been so designated and a procurement competition therefore needs to be run to re-let the franchise. This project will merge the existing Thameslink and South Central franchises. The aims are • to deliver the re-franchising of TSGN services by September 2013, • to ensure that the new franchise is let on terms that meet the franchise objectives; and • to ensure that the new franchise meets the Department’s value for money and affordability requirements. Following the West Coast contract cancellation the overall rail refranchising programme was paused, as a result the original delivery plan was no longer achievable. The Department announced the long term plans for rail franchising https://www.gov.uk/government/news/fresh-start-for-franchising in March 2013. | This project comprises two road widening schemes under a Design, Build, Finance and Operate (DBFO) contract. The schemes involve the widening of two sections of the M25 north of London, between junctions16 (M40) and 23 and between junctions 27 and 30 (A13 Interchange). The widening is over a combined total scheme length of 36.1 miles (58 kilometres) and will add a lane in each direction, making the majority of it a 4-lane motorway. Works commenced in 2009 and are scheduled to complete in 2012/13. The anticipated customer benefits will be a) improved journey time reliability, b) improved safety on the motorway, c) reduced congestion and d) improved driver information. | This project is currently made up of eleven individual Managed Motorway (MM) road schemes which were announced by the Secretary of State in April 2011 to commence work during the Spending Review (SR) 10 period. A managed motorway uses a range of innovative technology combined with new operating procedures to actively control traffic flow. Techniques such as varying the speed limits (Controlled Motorways), opening up the hard shoulder to traffic or limiting access to the motorway from slip roads (“ramp metering”) when needed are features of managed motorways all designed make journey times more reliable, improve traffic flow and reduce congestion. Two further MM schemes were added to the SR10 programme in the Autumn Statement (November 2011). These will be added to the project during 2012/13 when the economic benefits have been fully assessed and baselined. | The contract for Driver and Vehicle Licensing Agency's (DVLA) ICT service provision must be replaced by September 2015, when the current contract extension with IBM/Fujitsu runs out. This programme will: Seek to reduce the overall cost of delivery of ICT within DVLA Move away from a single monolithic contract to a supply chain made up of smaller, shorter contracts which avoid lock in to any supplier. We will do this by: a) contributing and aligning to a cross-Government approach b) undertaking preparatory work to specify the form, scope, nature and structure of provision required for the future c) work closely with others across DfT on contracts, data centre consolidation and virtualisation of databases d) planning and scoping the subsequent DVLA procurement activities needed e) delivering the future internal management arrangements needed to manage contract and service delivery (both up to and post 2015). | The Crossrail programme will deliver a new high-frequency rail service and supporting infrastructure for London and the South East. A key part of this is the construction of twin tunnels, each 13 miles long, through the heart of central London. When it opens (in stages from 2018) Crossrail will run from Maidenhead / Heathrow in the west to Shenfield in the east / Abbey Wood in the south east. Crossrail will create; economically-vital new transport infrastructure to support London’s growth, delivering faster journey times and providing a 10% uplift in rail-based transport capacity. It will put an additional 1.5 million people within 45 minutes of London’s business centres, facilitating employment growth of up to 30,000 jobs by 2026 in Central London. | The Government is committed to providing a strong basis for long-term and sustainable economic growth by creating the right environment for private enterprise to flourish and by re-balancing our economy. High Speed Rail can play a key strategic role in delivering these objectives. A Y-shaped national high speed rail network linking London to Birmingham, Manchester and Leeds, and including stops in the East Midlands and South Yorkshire, as well as direct links to the HS1 line and to Heathrow Airport, would deliver a huge increase in rail capacity to meet the rising demand for long-distance rail travel and ease overcrowding on existing railways. It would slash journey times between cities. High Speed Rail will play a central role in promoting long-term and sustainable economic growth. Work over the Spending Review period will include development of the first hybrid bill (London to Birmingham) and taking it through Parliament, as well as development of, and consultation on, the Manchester and Leeds routes. | The Shared Services Futures (SSF) project was established to develop, evaluate and deliver a new approach to the future sourcing of back office shared services functions by the Department for Transport (including its Executive Agencies). The DfT Board confirmed in April 2010 that running shared services is not “core business” for the DfT and subsequently the SSF Project was set up. Phase 1 of the project (August-November 2010) considered the potential for transfer to another Government Department or the private sector – as well as a base case of continued in-house provision. After Phase 1 the Project Board recommend to the DfT Board progressing divestment as a preferred option for the Shared Service centre subject to market testing. The DfT Board decided on the 9th December 2010 that its preferred option would be to sell Shared Services to a private sector provider. In taking this decision, the Board has committed to buying Shared Services from the new owner for up to 10 years and plan to require the new owner to retain a significant presence in Swansea. The Project is undertaking a competitive dialogue to deliver its chosen provider. Following a procurement process, 3 preferred bidders were chosen in late 2011 and Competitive Dialogue started in February 2012. This process is due complete in October 2012 and contract award is targeted for December 2012. The SSF project is also a key deliverable for the Next Generation Shared Services Programme (NGSS) which is managed by the Cabinet Office. This Programme is focused on the centralisation of transactional functions for Finance, HR, Payroll and Procurement into 2 Independent Shared Service Centres (ISSC). SSF will therefore be ISSC 1 and it is currently planned that the centre will include a low cost type ERP option, with smaller government departments joining this centre through using a call off arrangement. The key objectives are to identify and deliver an approach to the future provision of back office shared services to the Department which offer increased value for money by: a) delivering the required services and maintaining acceptable minimum quality levels (“delivers acceptable service”); b) standardising processes and outcomes sought from shared services wherever realistically possible, affordable and cost effective including through minimising and prioritising change requests (“standardised approach”); c) reducing significantly the management time and attention devoted to, and the need for future up front capital investment in, shared services provision (“reduces demands on DfT”); d) achieving material and continued overall cost savings within the current (2011/12-2014/15) and subsequent spending periods (“achieves cost efficiency”); e) minimising the risk to ongoing service delivery (“offers acceptable risk”); and which is also f) Consistent with wider Government initiatives and so supported by the Efficiency and Reform Group (“consistent with wider objectives”). | The Secretary of State is required to designate certain services for the carriage of passengers as suitable for franchising under section 23 of the Railways Act 1993 (as amended). The Great Western services have been so designated and a procurement competition therefore needs to be run to re-let the Great Western. The aims are • to deliver the re-franchising of Great Western services by July 2013 • to ensure that the new franchise is let on terms that meet the franchise objectives; and • to ensure that the new franchise meets the Department’s value for money and affordability requirements. Following the West Coast contract cancellation the overall rail refranchising programme was paused, as a result the original delivery plan was no longer achievable. The Department announced the long term plans for rail franchising https://www.gov.uk/government/news/fresh-start-for-franchising in March 2013. | As part of the Office of Rail Regulation's Periodic Review, Government is required to publish a High Level Output Specification (HLOS), setting out information about what the Secretary of State wants to be achieved by railway activities during Railway Control Period 5 (1 April 2014 to 31 March 2019); and a Statement of Funds available (SoFA), setting out the public funds that are or are likely to become available to secure delivery of the HLOS. This fulfils the statutory obligation required by paragraph 1D(1) of Schedule 4A to the Railways Act 1993 as modified by the Railways Act 2005. | Intercity Express Programme (IEP) comprises a service to finance, deliver and maintain a new fleet of intercity trains needed to replace ageing trains and support demand growth on the Great Western Main Line and East Coast Main Line routes. IEP's aim is to deliver a best overall long term value for money solution across the rail industry, optimising trains, infrastructure and operations. IEP's objectives are to: deliver increased carrying capacity on the rail network; deliver a fast reliable journey time; meet customer requirements by providing an enhanced passenger environment; improve safety; deliver an environmentally sustainable solution; minimise whole-life, whole-system cost; offer flexibility of deployment and; to manage the transition between the Train Service Provider and existing Intercity fleets. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative, actions on Delivery Confidence Assessment | This project was successfully delivered. More information on the delivery and legacy of the transport aspects of the Games can be found in the ODA's report 'Delivering Transport for the 2012 Games' (http://www.ice.org.uk/Information-resources/Document-Library/Delivering-Transport-for-the-London-2012-Games), and in TfL's 'Travel in London Report 5' (http://www.tfl.gov.uk/assets/downloads/corporate/travel-in-london-report-5.pdf). | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | The franchise is live - February 2013. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | Cross-departmental virtual team (DfT / MCA / MOD) working effectively towards successful delivery of this challenging scheme. Resources in place and scheme progressing to timetable. Procurement is progressing well and has incorporated the successful use of elements of Cabinet Office 'lean sourcing' principles. | The Department has worked closely with delivery partners to resolve planning issues and all necessary consents have now been achieved. The Department reached agreement on commercial terms with Siemens and their equity partners (Cross London Trains) in December 2012 and is now working with lenders to the project to conclude bank credit committee approvals in the run up to contract award. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | The project team have an action plan for any recommendations from assurance processes, these are reviewed by relevant parties for effectiveness and completion. All actions have been completed and all M25 projects are on track. | The schemes are on track to deliver on time and to budget. | Agency strategy has been re-defined to reflect digital delivery and to give clear context for required structure of contracts moving forward. Engagement Partner to be procured to address lack of in house capability to develop and deliver the delivery of the required contracts. Programme governance has been re-designed to facilitate effective decision making. | Sponsors continue to monitor progress through: (a) four-weekly periodic reports from Crossrail Ltd; (b) Semi-Annual Construction Reports from Crossrail Ltd; and (c) regular feedback from the Project Representative. | The DfT welcomes the MPA’s examination of the HS2 programme but this is a view from June 2012 and considerable progress has been made since then. This progress has addressed many of the concerns the MPA had. For example the Department has worked hard to strengthen and clarify governance arrangements for the HS2 programme. This has included appointing a new Director-General for HS2 to act as the Senior Responsible Officer and put in place a new senior management team of three Directors to lead on key areas of work, including legislation and funding, strategy and engagement and project sponsorship. The Department has also worked jointly with HS2 Ltd to develop a progressively more integrated and co-ordinated approach to programme planning, reporting and managing risk, bringing in specialist PPM expertise to lead this work. In addition, the Department has strengthened its working relationship with HM Treasury and Infrastructure UK, both of whom are full members of our main High Speed Rail Programme Board. Since the report, a number of key programme milestones have been delivered, including the launch of the proposed route for Phase 2 (Birmingham to Manchester and Leeds); introduction of a Paving Bill into Parliament and the launch of the Phase 1 draft Environmental Statement and Design Changes consultations. | As a project we produced a detailed Project Plan that gave us a critical path to project end, specifically taking into account the approvals process in the run up to contract award. This would ensure a more effective approach to planning and delivery. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | Action has now passed to the Office of Rail Regulation, who will be assessing the HLOS and SOFA in line with their statutory duties, and translating these into the determination of funding and outputs for Network Rail for CP5. | Rolling stock financing is now complete for the Great Western element of IEP. Senior team resourcing has been closely monitored and all senior posts have now been filled. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Project - start date | 13/09/2007 | 20/07/2009 | 19/07/2012 | 01/06/2010 | 22/09/2010 | 08/02/2011 | 01/07/2005 | 30/10/2011 | 31/05/2009 | 31/10/2011 | 01/03/2011 | 22/07/2008 | 28/02/2011 | 10/12/2010 | 21/07/2011 | 31/08/2011 | 01/06/2005 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Project - end date | 31/12/2012 | 31/05/2013 | 31/01/2015 | 28/02/2013 | 08/04/2014 | 08/09/2017 | 01/12/2018 | 27/02/2015 | 31/07/2013 | 30/09/2017 | 30/09/2015 | 31/12/2019 | 31/12/2033 | 31/12/2014 | 16/01/2015 | 31/07/2012 | 31/12/2019 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule | Completed on schedule. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | Completed on schedule. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | Scheme is on target to deliver against an aggressive timetable. Note that the end date reflects when all bases have gone live and Gateway 5 assurance undertaken. The service will then be in steady state. | The project continues to aim for delivery of a 24 trains per hour service through the core section of the Thameslink route by December 2018, and is working to mitigate risks to the project from delays to the rolling stock contract award and changes to refranchising timetables. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | The key delivery milestones - the opening to traffic of the two sections of the M25 - have been achieved on time (May 12). The project end date, taken as OGC/MPA Gate 5 is currently forecast for Oct 13, which is only slightly later than the original planned baseline date of July 13. | 3 key project milestones (start of works on 3 of the 11 schemes) have been achieved on schedule. Project end date is on target for Sept 2017. | Contract Let Procurement Programme (CLPP) had deviated from the planned activities as a result of the aggregation of a number of significant events. • Emergence of key Government Procurement Services (GPS) Frameworks in areas where DVLA had anticipated the requirement to undertake OJEU procurements. • Impact of Government Digital Services (GDS) intervention on the delivery of the digital agenda and the DVLA ICT Transformation Plan (ITTP). • Impact of Cabinet Office challenge on value for money from the existing PACT ICT contract and DVLA’s acknowledgement of the requirement for disaggregation of large contracts. • Delay in approval to recruit specialised resources to assist in the procurement of the TDP. As a result the programme went into Exception in August 2012 and was re-planned and resource gaps identified. The need for a delivery partner was reviewed as part of that exception process. It was anticipated that 'outcome based' procurements, probably via Cloudstore, would be used to fill the gaps. The Strategic Outline Case was approved by Board Investment Commercial Committee in November 2012. | Project is expected to be delivered on schedule. | The Department is continuing to make progress in line with the timetable set out in the DfT Business plan. | There was some slippage in the Project, but that was predominantly down to lack of resource i.e. we had a very small team operating in many workstreams at one time. However, with the use of the aforementioned project plan, we can ensure committing to the contract award date. | The franchise programme was paused in October 2012. A further announcement on the schedule was made March 2013. | Documents delivered in July 2012, - on schedule. | Project is on schedule | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2012/13 Budget (£million) | 24.607 | Not set | Not set | -144.7 | Not set | 37 | 28.826 | Not set | 99.609003 | 219.1875919 | 6.96 | 1206.5 | 306.8 | 0.5 | Not set | 0 | 5.86 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| 2012/13 Forecast (£million) | 24.862 | Not set | Not set | -154.9 | Not set | 37 | 26.827 | Not set | 74.773 | 245.449 | 3.463 | 1206.5 | 209 | 0.5 | Not set | 0 | 5.86 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Total budgeted whole life costs (£million) (including non-government costs) | 34.488 | Not set | Not set | -396.7769231 | Not set | 3286 | 5638.256 | Not set | 990.749003 | 1431.26716 | 102.06 | 14510.98 | 1117.9 | 3.2 | Not set | 18566.78771 | 1288.68 | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on budget/forecast variance for 2012/13 (if variance is more than 5%) | The forecast above is not the final figure. The latest (post-Games) estimates of expenditure indicate that the budget for 2012/13 will be underspent and that whole life costs will be broadly in line with budget (well within +/- 5%). | Not set | Not set | Subsequently, National Express was deprived of the franchise and it was competed being won by Abelio with a much higher premium than forecast in the Comprehensive Spending review (CSR) Budget. DfT takes revenue risk which means that DfT provides revenue support. Farebox revenues are over 3% lower than forecast in the CSR Budget which has lead to significant revenue support however the much higher premium bid by Abelio more than compensates for this so that overall at Q2 of 2012, the income from Greater Angila is better than budget. To summarise, the circumstances of the budget and forecast are completely different and the performance at Q2 reflects a better net premium achieved through re-franchising. | Not set | Not set | Minor underspend forecast for the DfT programme budget in 2012/13 due to delay in finalising the rolling stock contract award | Not set | £22m brought forward from 2012/13 to 2011/12 due to early delivery of milestones | The 11 managed motorways schemes are being managed as a programme, together with 3 non-mm schemes. The original annual budget profile was based on forecast scheme costs and an indicative start of works schedule. In order to deliver 20% efficiency savings across the programme, flexibility in start dates was agreed in order to optimise the programme and deliver the savings. In year variances on this sub-set of the overall programme are therefore not necessarily a cause for concern, providing Departmental in-year budgets are not compromised. | Funding of £6.96m was included in the DVLA Business Plan for FY 2012-13. This was reduced to £3.46m at the Agency's first quarter Executive Board financial review as a result of delays in obtaining approvals and revisions to Programme scope. Q2 budgets reflected the original Strategic Outline Business Case information which was subsequently revised and approved at Board Investment Commercial Committee in November 2012. Figures will be further refined as the Outline Business Case is prepared. | Excludes the cost of rolling stock and depot contact. | The main elements of the budget are programme costs for HS2 Ltd and costs associated with property purchase for the programme. The latter is demand driven and is not fully under the Department's control. The Department therefore provided a cautious budget for this, recognising that after the decision on the phase 1 route, property purchases would be expected to increase. But it was apparent during the course of 2012-13 that expenditure would be broadly in line with previous years and the forecast was revised downwards accordingly. | Not set | Not set | Not set | For forthcoming quarters we are predicting a budget underspend | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Departmental narrative on budgeted whole life costs | The costs reported (all resource) are the operational costs DfT and its Agencies have incurred specifically for the Games. They do not include the costs of 'business as usual' background infrastructure and other projects (eg national rail and London Underground capacity enhancement projects) that supported successful Games-time operations. Nor do they include capital or operational Games transport costs funded from the DCMS-led Public Sector Finance Package - the final report on those costs can be found at https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/78251/DCMS_GOE_Quarterly_Report_Q3.pdf. | Not set | Not set | The bases of the Budget and the Forecast are entirely different. The CSR Budget was based upon the expected franchise terms at that time with an expectation that National Express would continue with the franchise until its re-let in February 2012 with a premium that reflected the standard assumption on re-letting at that time of a Train Operating Company Margin of 7%. | Not set | Following MPA guidance requesting consistency on information provided in the quarterly reports the department reported legacy numbers hence the difference from those published in the OJEU (£3.1bn). The new SAR helicopters contract was let in March 2013, after which all forecasts will become firmer and the budget will then be re-baselined. | In December 2012 the Department reached agreement with Network Rail on the target cost for the second phase (KO2) infrastructure works which centre on the rebuilding of London Bridge Station. The overall cost for infrastructure remains within the baseline budget agreed in 2008. | Not set | The whole life cost represents the Capital (CDEL) investment in two road widening schemes (Initial Upgraded Sections - IUS) under the M25 DBFO | Budgets up to 2014/15 reflect the SR10 funding allocation which assume a 20% cost saving on approved scheme cost estimates. Current forecasts only include savings made to date, hence there will be variances between budget and forecast over the SR10 period which will reduce as efficiency savings are realised. Budgets beyond 2014/15 are not yet agreed but reflect the tail end costs of the schemes which will then be under construction. | 2012-13 Q2 financials reflected those presented in the original CLPP Strategic Outline Case (project and TDP costs) and were based on best estimates at the time over a ten year planning period (to be further refined as Outline Business Case options are evaluated). | Currently on budget. As of March 1st it was announced that the Crossrail fleet and depot will be publicly procured and not rely on PFI. Cost included in the total whole life cost is the expected capital of the Crossrail programme excluding rolling stock and depot contact. | These costs relate to the period up to 2014-15. Precise budgets beyond them remain to be settled. | A large majority of our admin budget was on consultancy spend; we were aware that these costs would increase in the run up to project end but we foresaw no consultancy spend in the next financial year. This would allow us to manage our budget more effectively going forward. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
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