Transparency data
Home Office government major project portfolio data: September 2014
Updated 25 June 2015
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| Project name | Adelphi Modernisation Project | Communications Capabilities Development Programme | Digital Services at the Border | Disclosure and Barring Service (DBS) Programme | Emergency Services Mobile Communications Programme (ESMCP) | Harmondsworth and Colnbrook Retender | Immigration Platform Technologies (IPT) | Next Generation Outsourced Visa Services Contract | Technology Reset Programme (TRP) | Schengen Information System (SIS II) Programme | Transforming the Customer Experience (Formerly A&E) |
|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | HO | HO | HO | HO | HO | HO | HO | HO | HO | HO | HO |
| 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 | Amber | Amber | Amber | Green | Amber | Green | Amber/Red | Amber/Red | Amber/Green |
| Description / Aims (From GMPP data) | Adelphi is the Home Office’s name for its Oracle Enterprise Resource Planning (ERP) system and Shared Service Centre. The Home Office currently uses a version of the system for which, as of March 2015, Oracle support is due to cease. Therefore it is proposed that the Home Office move to a supplier who can provide both an updated ERP i.e. Oracle Release 12, and a common shared service model to provide transactional human resource, finance (including payroll) and procurement services, in full alignment with the Cabinet Office Next Generation Shared Service strategic plan and the approved approach of the Crown Oversight Function based within the Cabinet Office. This will effectively upgrade the current Adelphi system and transactional processes whilst offering benefits in terms of cash savings through economies of scale and improved user experience. | In a world of internet enabled communication, ensure that the police, wider law enforcement, security and intelligence agencies can lawfully obtain, manage and use communications data and intercepted content to: detect, prevent and disrupt crime; protect the public and save lives. | The Programme was launched to deliver a new generation of Border Security Systems including replacing the Warnings Index (WI) and Semaphore (S4). The primary benefits of delivering Digital Services at the Border (DSAB) are to: enhance the security of the UK; gather and act on data from those people and entities crossing the border, both inbound and out; and provide timely and accurate data to those who need to access/use it. | The Disclosure and Barring Service (DBS) Programme is delivering a new modernisation release for Barring and Disclosure that will unify and improve the operational service, with the introduction of electronic applications and referrals, the provision of a full strategic solution for the Update Service including for Northern Ireland, and enabling new services such as Barred List Checks. The benefits to be delivered include: • A single integrated DBS Case Record Management (CRM) system that will provide enhanced workflow and automation. • Common ways of working across the business. • More efficient and effective information sharing across the business and with our delivery partners and stakeholders. • Support for the ‘Digital by Default’ Government agenda, reducing manual and offline processes. • Implementation of an efficient, Paperless Office. • Reduction in the Cost of Operations. | The police, fire and ambulance Emergency Services (3ES) in England, Scotland and Wales use a common radio system called Airwave for critical voice and narrowband data , and use commercial networks for broadband data communications. As Airwave contracts begin to expire, the Programme will replace the current arrangement with an integrated voice and broadband data service based on an enhanced commercial mobile network called the Emergency Services Network (ESN). ESN will provide public safety functionality, coverage, availability and security but not necessarily in the same way as Airwave. ESN strategic objectives are: • Meeting Requirements (Better) • Improved Flexibility (Smarter) • More Affordable (Cheaper) | To continue to provide secure accommodation for detained persons and reduce costs by amalgamating contracts at Colnbrook and Harmondsworth ensuring any change of contractor is mobilised effectively prior to the expiry of the existing contract on 31 August 2014. The new contract is expected to run for 8 years, with options for a further 3 years. | The Immigration Platform Technologies (IPT) Programme is providing the technology and information to support the immigration service now and in the future. UK Visas and Immigration (UKVI) Online Application Service: A single online application process for all visa and immigration services •Accessed via GOV.UK, for all in and out of country applications •Used to apply, pay and book an appointment •Replaces all of today’s online and paper-based application processes IPT Caseworking Tool: A modern, resilient caseworking tool for the Home Office •Core caseworking tool used in the Home Office (replacing legacy systems BRP, ICW, CID PBS, ASYS) •Configurable technology modules tailored to specific business areas needs •Automates existing manual, paper-based processes and provides supported decision-making to drive consistency Person Centric Data Platform: An integrated platform providing a single view of customers and their history •Combines sources of customer information into a single, resolved identity •Allows access to biographic and biometric information on our customers and their history •Enables effective day to day activity monitoring and production of management information. | The project will ensure that UK Visa and Immigration (UKVI) has contracted commercial partners to deliver Visa Application Centres and linked services including biometric enrolment, interviewing facilities and courier services to support the end to end visa process from 1 April 2014 and will enable UKVI to meet its obligations to secure the border, to provide good customer service in support of the UK Government’s growth agenda and to meet Spending Review obligations. | The main IT supply contracts for the Home Office expire in 2016. The main objective of the programme is to replace the existing IT service provision for the core Home Office whilst: • maximising the flexibility and agility of our IT provision • minimising the impact of the change on the business • innovating and making use of technology and process enhancements • ensuring service levels are maintained or improved upon (only reduced where conscious and evidenced cost saving decision is made) • minimising the costs of change (transition). | Schengen Information Systems 2 (SIS II) exchanges information on persons and objects wanted for law enforcement purposes. It enables the participating Member States to better combat domestic and transnational crime, protect the border and strengthen public protection. It also extends the reach of law enforcement across Europe through enhanced information sharing and increased operational effectiveness. | The Project is designed to improve customer service and reduce cost of operations; replace outdated infrastructure for increased resilience; and to replace the existing passport application management system with a new system for processing passport applications, to minimise support cost, both of which support the ability to issue passports reliably. The new system for processing passport applications is called Application Management System (AMS). |
| Departmental commentary on actions planned or taken on the MPA RAG rating. | Escalation to Cabinet Office for Next Generation Shared Services (NGSS) ISSC2 programme to provide revised plans which will validate the Adelphi go-live date and commercial impact. | Good progress has been made across the majority of delivery areas and we have made improvements in the flexibility and reliability of system capabilities. | The October 2013 Border Systems Options Review recommended the creation of a new programme, called Digital Services at the Border, to replace current IT systems. A new Programme Director is being recruited, along with a Portfolio Director to oversee the broader Border Systems Portfolio of which DSAB is part. | The project is undertaking additional assurance of the solution design to ensure that the solution will meet requirements and additional expertise has been introduced. | The Programme has completed all the recommendations raised from the Project Assessment Review & Major Projects Review Group Panels held during OBC approval in April/May 2014. | The programme has successfully transitioned to business as usual. | An action plan to address the review recommendations is in progress and reviewed by the programme board on a monthly basis. The reasons for this rating are: • Timescales for the programme are challenging, the Programme continues to work with suppliers to address and improve the speed of delivery. • This is the first large scale Agile programme delivered within the Home Office, new ways of working are being developed and the programme is refining the delivery approach with its suppliers. | The NGOV project has transitioned to business as usual with effect from 1 October 2014. Transition has been successfully delivered in all locations unless the service has been suspended due to security issues. Any further decision to open in these locations will be managed through business as usual processes. | The timescale pressure has been relieved by the identification of a ‘handover period’ with the incumbent suppliers contracts: however, the significant financial and solution / plan risks for the programme remain. The programme is working closely with Government Digital Service (GDS) to ensure the right level of disaggregation and is potentially looking to re-use GDS's solutions from their recent disaggregation. | Following the Project Assurance Review in October 2014 an 11 point action plan was implemented based on the recommendations in the report, 5 of which were able to be closed at the time of the Assurance Action Plan (AAP) in January 2015. Work on the remaining open actions is ongoing. | AMS and the online channel went live in September 13 and November 13 respectively. Since February 14, all new applications have been processed through AMS with a total of around 28% of applications from overseas and in the UK being made through the new online channel. The programme has now transitioned both AMS and the online channel into business as usual. |
| Project - Start Date (Latest approved start date) | 03/07/2014 | 01/04/2006 | 12/02/2014 | 29/12/2010 | 01/06/2011 | 01/03/2012 | 01/04/2013 | 01/12/2011 | 01/02/2014 | 01/04/2006 | 14/05/2007 |
| Project - End Date (Latest approved end date) | 31/03/2016 | 01/04/2020 | 31/03/2019 | 31/07/2015 | 31/12/2020 | 01/06/2015 | 31/03/2017 | 01/07/2014 | 01/09/2016 | 31/03/2015 | 01/11/2014 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | A key dependency, the NGSS ISSC2 programme is experiencing some slippage. This may impact on the HO go-live date (currently July 2015) but is not expected to affect the programme end date. | Not set | The Programme is undertaking an important period of analysis which will define the vision, objectives and business requirements and drive the programme plan and delivery. | The project has experienced delay as a result of infrastructure re-procurement: however, a revised schedule baseline has been established. | The first contract award remains on target for July 2015, subject to timely approvals following the general election. | Project ran to agreed schedule. | The programme is on track but with limited contingency in the schedule. | Data not provided by department | The programme is on track to deliver within the contractual run off period. | The Programme is currently working towards a revised Entry into Operation date of 30th March 2015. | Project end date was the end of December 14 as a consequence of the delay to completing the OGC gate 5 review. |
| 2014/2015 Budget (£million) | £0.00m | Exempt under Section 24 of the Freedom of Information Act (2000) | £16.20m | £136.00m | £9.60m | £16.98m | £77.64m | £85.01m | £32.00m | £14.25m | £11.00m |
| 2014/2015 Forecast (£million) | £0.00m | Exempt under Section 24 of the Freedom of Information Act (2000) | £16.03m | £136.00m | £13.20m | £16.98m | £54.85m | £83.90m | £32.00m | £16.66m | £11.26m |
| 2014/2015 Variance (£million) | £0.00m | Exempt under Section 24 of the Freedom of Information Act (2000) | -£0.17m | £0.00m | £3.60m | £0.00m | -£22.79m | -£1.11m | £0.00m | £2.41m | £0.26m |
| 2014/2015 Variance %age | 0% | Exempt under Section 24 of the Freedom of Information Act (2000) | -1% | 0% | 38% | 0% | -29% | -1% | 0% | 17% | 2% |
| Total budgeted whole life costs (£million) (including non-government costs) | £25.60m | Exempt under Section 24 of the Freedom of Information Act (2000) | £178.25m | £741.63m | £5,367.08m | £199.62m | £208.66m | £595.70m | £242.00m | £190.57m | £201.41m |
| Departmental narrative on budget/forecast variance for 2014/15 (if variance is more than 5%) | Budget variance less than 5% | Exempt under Section 24 of the Freedom of Information Act (2000) | Budget variance less than 5% | Budget variance less than 5% | The Programme continues to manage within the £3.6m pressure previously reported: caused by a restructure to the procurements and change in VAT advice. | Budget variance less than 5% | The programme is within agreed tolerance. Optimism Bias has not been utilised. | Budget variance less than 5% | Budget variance less than 5% | Budget variance is due to revised Entry into Operation date. | Budget variance less than 5% |
| Departmental narrative on budgeted whole life costs | The whole life cost forecast for the programme is within the agreed envelope. | Exempt under Section 24 of the Freedom of Information Act (2000) | Digital Services at the Border' is an agile Programme, rigorously re-prioritising and validating evolving customer needs during its lifecycle to ensure it delivers what is most needed first and to a high quality. The cost information provided is an estimate and matches the figures issued to PIC, GDS and HMT in v1.4 of the Business Case. | Whole life costs have increased since the last report due to an additional year of service running costs being included. | Whole life costs remain as forecast at OBC. True figures will not be known until BAFO returns are received from bidders during May 2015. | Whole Life Costs have risen slightly compared to previous reports due to the change of operator. | The whole life cost forecast for the programme is within the agreed envelope. | (i) Whole life costs cover the gross commercial cost of operating the visa application centre contracts (NGOV) for 7 years (5 year initial term plus optional 2 year extension not yet committed), and are on a consistent basis with the business case. (ii) This figure is reasonably certain as the cost of operating is contractually agreed. An element of the contract varies with volume however, so actual cost will vary with future demand for UK Visas. (iii) No change since Q2 2013/14. | The whole life cost forecast for the Programme is being recalculated as part of the Programme Business Case submission to Portfolio Investment Committee (PIC) in March 2015 | Whole Life Cost increased since the last report due to delays in implementation arising from EU negotiations. | The programme was delivered within budget. |