Transparency data
Government Major Projects Portfolio data, September 2015
Updated 7 July 2016
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| Project Name | The Francis Crick Institute (formerly UKCMRI) | Project Eagle (formerly Urenco Future Options) | New Polar Research Vessel | Local Land Charges (LLC) Programme | ICR Monetisation | Commercial Capability Programme | GOV.UK Verify | FOXHOUND Programme | ISSC2 | ISSC1 | New Civil Service 2015 Pension Scheme Implementation | National Cyber Security Programme | Electoral Registration Transformation Programme | Government Office Hubs Programme | ICT Restructure Programme | Super-Connected City Programme | Broadband Delivery Programme | Mobile Infrastructure Project | The Tate Modern Project | FID Enabling for Hinkley Point C | Sellafield Model Change (SMC) | Magnox & RSRL PBO Competition | Smart Meters Implementation Programme | Geological Disposal Facility Programme (GDF) | Carbon Capture & Storage Commercialisation Programme | CAP Delivery Programme | Thames Estuary Asset Management Programme (TEAM2100) | Thames Tideway Tunnel | DEFRA UNITY PROGRAMME | Priority School Building Programme 1 (PSBP1) - Capital | Priority School Building Programme 2 | Priority School Building Programme - Private Finance | St Helena Airport | Periodic Review 2013 (Rail Investment Strategy - HLOS & SOFA) | Search and Rescue Helicopters | Crossrail Programme | InterCity Express Programme (IEP) | Thameslink Programme | Shared Services Implementation Programme | Rail Franchising Programme | High Speed Rail Programme (HS2) | A14 Cambridge to Huntingdon Improvement Scheme | Lower Thames Crossing Feasibility | BT LSP | care.data | CSC Local Service Provider (LSP) Delivery Programme | Electronic Prescription Service (EPS) Release 2 | General Practice System of Choice (GPSoC) Replacement | Health & Social Care Network |
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| Department | BIS | BIS | BIS | BIS | BIS | CO | CO | CO | CO | CO | CO | CO | CO | CO | CPS | DCMS | DCMS | DCMS | DCMS | DECC | DECC | DECC | DECC | DECC | DECC | DEFRA | DEFRA | DEFRA | DEFRA | DFE | DFE | DFE | DFID | DFT | DFT | DFT | DFT | DFT | DFT | DFT | DFT | DFT | DFT | DOH | DOH | DOH | DOH | DOH | DOH |
| IPA 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 IPA Annual Report) | Amber/Green | Amber/Red | Amber/Green | Amber/Red | Amber/Red | Amber/Red | Amber/Green | Amber | Amber/Red | Red | Amber/Red | Green | Amber/Green | Amber/Red | Amber | Green | Amber/Green | Amber | Amber | Exempt under Section 43(2) of Freedom of Information Act 2000 | Amber | Amber/Green | Amber | Amber | Amber | Amber/Red | Green | Amber/Green | Amber/Red | Amber/Red | Amber/Red | Amber/Green | Amber | Green | Amber/Green | Amber/Green | Amber | Amber | Red | Amber | Amber/Red | Amber | Amber | Amber | Amber/Red | Amber/Red | Amber | Amber/Green | Amber/Red |
| Description / Aims | The Francis Crick Institute is a joint venture between the UK's largest biomedical research and academic institutions: The Medical Research Council (MRC), Cancer Research UK (CRUK), the Wellcome Trust, University College London, Kings College, London and Imperial College, London. A new research Institution will be established involving the construction of a new facility located close to St Pancras station, London. This facility will accommodate 1,268 scientists when fully operational. The National Institute for Medical Research (NIMR) will be closed. The funds from the sale of the former NIMR site at Mill Hill and the former National Temperance Hospital site will be used as part of this project. | The Shareholder Executive is taking forward preparations for a sale of HMG’s one-third shareholding in Urenco, a uranium enrichment company. | NERC/British Antarctic Survey has a business need to replace its two aging science/logistics support vessels with a new dual role purpose vessel. The FBC calculated that the NPV of the option selected as best overall Value For Money, (design, build operate a new dual role science/logistics support vessel) resulting in a saving of £102m over a period of 25 years representing the anticipated lifetime of the new asset. The reduction in vessel capacity and attendant running costs is predicted to deliver significant savings with only a minor impact of delivery of science days at sea. The Specification/Statement Of Requirements for the new vessel was developed in consultation with the key stakeholders including, but not limited to, the scientific user community; logistics support staff within the British Antarctic Survey and the Supply Side. Working with the selected shipyard, Cammell Laird we are oprimising the design and on track to deliver the vessel in Autumn 2018. Following intensive commissioning and sea trials, the vessel will enter into service in Autumn 2019. | Land Registry will create a single, digital LLC service that will improve access, standardise fees and improve turnaround times for property professionals and citizens. | HM Government is carrying out a programme of asset sales with the purpose of reducing public sector net debt (“PSND”). The Government has announced its intention to sell the pre-Browne Income Contingent Repayment (ICR) student loan book to contribute to this objective and to realise value to the taxpayer. This loan book will be sold in a series of tranches over a number of years. The first tranche of loans is expected to be sold by 2015-16. As is normal with transactions of this type, there will be a value for money assessment made before each sale. Each sale is required to represent value for money and meet other key project objectives to be considered a success. Failure to meet objectives will result in a decision not to sell. | The Commercial Capability Programme will deliver a step change in commercial capability by putting in place the key enablers that will lead to a function which is smaller, aligned with the new functional model for Government, and staffed with professionals who are more capable and confident. To do this we will recruit, retain, develop and grow our own best commercial talent, helping to drive commercial common sense. | GOV.UK Verify is the new way to prove who you are online and for public service providers to be assured you are who you say you are. Currently publicly accessible with 9 services, GOV.UK Verify will move from beta to live in April 2016, and will be rolled out across an increasing range of central government services from April 2016. | Design, development, build and deployment of an IT Shared Service across Government that enables them to work effectively and securely. | ISSC2 will transform back office operations by consolidating transactional services and by sharing HR, procurement, finance and payroll functions and processes, it will deliver more efficient and cost-effective services. The ethos behind this shared services model is to leverage skills and drive economic efficiency. The strategy is driven by the potential for financial savings in high volume, low risk and low complexity, less regulated work and streamlined systems and processes. The procurement phase of the ISSC2 project was completed on 31 October 2013, with 14 individual clients signing contracts with Shared Services Connected Limited (SSCL). As well as delivering Business Process Services (BPS) to its clients, SSCL is also designing, building and implementing a Single Operating Platform (SOP) to further enable the drive towards standardising services offered. | ISSC1 is based on the DfT SSC in Swansea which was divested to an independent shared service provider arvato, in March 2013. The framework contract was novated to the Cabinet Office in September 2013 and would include a low-cost ERP platform provision to enable an affordable service for the smaller department and its agencies which they can sign up to via a call off agreement. As the Framework Authority, Crown Oversight’s role is to assure this activity whilst at the same time monitoring the service customers receive to ensure that agreed standards and service levels continue to be met. | To manage the successful delivery of the new pension arrangements against published timetables. | The NCSP was put in place as a consequence of the 2010 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 OCSIA in the Cabinet Office. The 2013 Spending Review allocated an additional £210m to continue the programme throughout 2015/16 | The Electoral Registration Transformation Programme was set up to deliver Individual Electoral Registration (IER) in England, Wales and Scotland ahead of the 2015 General Election. Instead of one person filling in the annual registration form and including details for everyone in the household, individuals are expected to complete their own details and give supporting information, i.e. a national insurance number and date of birth. At the same time as the move to IER, online registration was made available to make it faster and more accessible. The programme aims to tackle electoral fraud and improve the integrity and completeness of the electoral register. | The Hubs programme will consolidate the office estate by creating a network of large, cross-government strategic hubs and supporting estate. | Most major ICT contracts for the department were due to expire in at the end of November 2015. This programme is to provide for continuity of operations for ICT services for the CPS beyond Nov 2015. Some of the services provided through the main PFI contract with CGI have been extended to end of Mar 2017. The contracts for Print Services and the Networks and Telephony Services have been removed from the PFI deal and have been procured through relevant frameworks with contracts commencing on 1 Dec 2015 and services transitioning from then to 1 Jun 2016. Having completed the necessary procurements, this programme will manage all service transitions. | 150 million central Government investment has been allocated to SCCP to provide: - A minimum of 10,000 vouchers to Small/Medium Enterprises (SMEs) across 22 cities - Wi-Fi in up to 1,000 public buildings - Other digital connectivity projects to increase broadband capability through delivering innovative projects to SME business hubs and internet exchanges. £40 million was announced at Autumn Statement 2014 to extend the connection voucher scheme to a further 28 cities to March 2016. | Phase 1: Delivering superfast broadband (24Mbs+) to 90% of UK premises by early 2016 and delivering universal standard broadband (2Mbps). BDUK investment of £530m and total public subsidy of £1.2billion to cover 4.1million superfast premises, delivered through 44 projects, and a small number of joint Rural Community Broadband Projects with DEFRA. Phase 2: Delivering superfast broadband (24Mbs+) to 95% of UK premises by December 2017, following Phase 1. BDUK investment of £250m, seeking to match with a further £250m of local/European funding, to cover 1 million premises. | The Government's Mobile Infrastructure Project aims to provide mobile voice coverage to areas of the UK that have not been covered by the commercial sector by building new mobile masts. The Mobile Infrastructure Project will bring voice and data services to some of the most remote parts of the UK for the first time. The project was extended in 2014 by a further year and is due to end in March 2016.DCMS have partnered with Arqiva and 4 Mobile Network Operators (MNOs) to identify areas of no coverage and build mobile phone infrastructure. The project is addressing complete "Not Spots" and not "Partial Not Spots" for state aid reasons. Not Spots are defined as areas devoid of network coverage from all mobile providers. | The New Tate Modern will provide London with a unique public space for a rich collection of international art, combined with educational initiatives for diverse audience groups. The New Tate Modern will significantly enhance the UK's reputation as a major cultural force in the world. | Primary objective is to agree a contract to enable the construction and operation of a new nuclear power plant that achieves a fair deal, represents good value for money, is affordable and is compatible with State aid rules. Secondary objective is to fully explore and understand the issues around a CfD for HPC and make a recommendation to ministers based on this. | Changing the model for engaging the private sector at the Sellafield Site from the current Parent Body Organisation model to a new Market Enhanced Site Licenced Company in which Sellafield is a subsidiary of the NDA characterised by public sector retention of the uncertainties intrinsically associated with Sellafield. Intended outcomes include faster progress in decommissioning, reducing the time at risk of older facilities and a more efficient delivery of the Sellafield Lifetime Plan. | The objective of the procurement (competition) is the delivery of a series of outputs largely based on the extant baselines of Magnox and Research Sites Restoration Ltd (RSRL) at 10% lower cost [currently defined as outcomes of the Magnox Optimised Decommissioning Plan and Optimised RSRL Baseline]. The performance obligations associated with delivery of this objective are embodied within a Client Specification which forms the basis of the Site Licence Company Agreement and Parent Body Agreement. | By the end of 2020 every household and small business will have been offered Smart electricity and gas meters. Smart Meters will give consumers up-to-date information about how much gas and/or electricity they have used in pounds and pence, as well as units of energy. Smart meters will have benefits for consumers, suppliers and energy networks. Consumers will have near real-time information about their energy use, enabling them to monitor and manage their energy consumption, save money and reduce carbon emissions. Switching between suppliers will also be made simpler and faster. Energy suppliers will have access to accurate data for billing and will be able to offer a wider range of services and tariffs. Energy networks will have better information to manage and plan current activities and support the move towards the development of a smart grid. | The primary objective of the programme is to site and construct a permanent geological disposal facility (GDF) as the safe, secure and environmentally responsible solution to the long-term management of higher-activity radioactive waste in the UK, excluding Scotland. The programme also supports the delivery of the UK's nuclear new build programme because before development consents for new nuclear power stations are granted, the Government needs to be satisfied that effective arrangements exist or will exist to manage and dispose of the wastes they will produce. | The CCS Commercialisation Programme aims to support practical experience in the design, construction and operation of commercial-scale CCS power generation. The perceived high technical and commercial risks have thus far prevented the deployment of CCS in the UK. Market failures have led Government to intervene by providing £1bn capital funding, and ongoing support for low carbon electricity generation as a means of encouraging future investment (without future HMG capital subsidy) in CCS in the 2020s.The strategic objectives of the programme:Creating confidence in the future market and bringing forward greater investment by demonstrating that CCS can operate on a commercial scale;Reducing technical uncertainties and assessing the benefits of different storage options, which will be crucial to the widespread deployment of CCS. | The primary objective of the Common Agricultural Policy Delivery Programme is to procure a solution for the processing, payment and accounting of claims for funding from all schemes as part of CAP2013. | TEAM2100 will further reduce tidal flood risk to the 1.25 million people and £200 billion of property in London and the Thames estuary through capital maintenance and refurbishment of tidal flood risk assets. It is the first multi-year programme to be implemented from the government approved TE2100 Plan. TEAM2100 is being delivered through a long-term, collaborative contract between the Environment Agency and the delivery partner, CH2M. | The planned Thames Tideway Tunnel is the most cost effective, comprehensive and timely solution to address the problem of combined sewer overflows into the Thames in London, and is due for completion in 2023. Following the procurement and licence award the duty to build the Thames Tideway Tunnel falls to ‘Bazalgette Tunnel Limited’ (also known as ‘Tideway’), with some work being done by Thames Water Utilities Limited. Oversight of customer interests falls to Ofwat. As lead Department, Defra is responsible for the regulatory regime for the water sector. Defra is also the lead department in managing risks to the taxpayer that arise from the requirement for contingent government support that enhances the credit of the project and enables the capital markets to finance the Tunnel. During the construction phase Defra will work closely with Tideway, Thames Water, and Ofwat, through the Liaison Committee to track progress and ensure customer and taxpayer interests continue to be protected. | DEFRA UNITY programme has been established to exploit the opportunity presented from the expiry of its two largest ICT contracts by June 2018 to move to a multi-vendor environment. The objectives of DEFRA UNITY include reduced running costs for ICT services in scope; compliance with Government and DEFRA ICT policies; and improvement and standardisation of services. It is a key enabler of wider transformation and business change in Defra. | To rebuild or refurbish the 260 schools in the worst condition across England. 214 schools are being funded through capital grant funding and 46 schools are being funded through private finance. | To rebuild or refurbish individual school buildings (or blocks) in the worst condition across 278 schools in England. All schools are being funded through capital funding. | To rebuild 46 of the schools in the worst condition across England through Private Finance. | The project aims to establish sustainable air services to St Helena to promote economic development and increased financial self-sufficiency, leading eventually to graduation from UK budgetary support. This will be done through the construction of an airport and the introduction of scheduled air services. The project also includes support to the operation of the airport for a period of ten years and the construction of a wharf. The project will put in place the necessary legal, regulatory and monitoring framework, and includes a series of reforms to be implemented by the St Helena Government to open up the island to inward investment and increased tourism. | 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. | To manage the delivery of a Search and Rescue Helicopter contract for the provision of search and rescue helicopter services for the UK. | A new high-frequency rail service which will increase rail-based capacity in London by 10% and cut journey times across London and the South East. | IEP will renew the UK's high speed train fleet on the Great Western and East Coast. Through franchise competitions, IEP is a key means to deliver the passenger benefits from the associated upgrades including more capacity, improved reliability, reduced journey times and better environmental performance. The order supports a new train factory at Newton Aycliffe which will create 730 new jobs with thousands more in the supply chain. IEP serves London to Bristol, Cardiff, Swansea, Cheltenham & Worcester, and London to Leeds, Edinburgh & Aberdeen offering through-trains from non-electrified lines without the need to change or attach a locomotive. | The Thameslink Programme will deliver increased capacity and faster and more reliable journeys for people travelling to and across London. The Programme will deliver a series of infrastructure enhancements across the Thameslink network (such as platform lengthening) and the rebuilding of Blackfriars and London Bridge Stations, major works at Farringdon Station where Thameslink will connect with Crossrail, and the introduction of a new fleet of 115 state of the art trains from 2016 . The Programme will complete in late 2018 when 24 trains per hour will travel north-south across central London in each direction during peak hours. | To centralise transactional functions for Finance, Human Resources, Payroll and Procurement into two Independent Shared Service Centres. | To secure the provision of passenger rail services as set out under the Railways Act 1993 (as amended) by letting Rail Franchises. | A new, fully integrated, high speed North-South railway. | The A14 trunk road provides a vital road transport corridor between West Midlands and East Anglia and is of local, regional, national and international significance. The improvement scheme will: • combat congestion, making the A14 more reliable and providing capacity for growth; • unlock economic growth, both regionally and nationally; • improve local connectivity and local network for all users; • improve safety for road users and community; • recognise the wider benefits of road investment and leave a positive legacy. | The project has been established to identify and develop options for relieving congestion at the existing Dartford crossing and enabling economic growth through the provision of additional road capacity across the river in the Lower Thames area. In the initial Options Phase the project will identify and assess: • the best location for a new crossing • the most suitable type of crossing structure • the funding/investment strategy (including the approach to user charging and the role of private sector finance) • the Options Phase will produce a Preferred Scheme supported by a business case, a funding strategy, the approaches to consenting, procurement and delivery. This will include a non-statutory consultation (26th January to 24th March 2016). | To support IT enabled transformation in the NHS in the South to create a more efficient, joined-up and patient-led health service. 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. | Care.data is a programme of work which aims to increase the range and detail of information that is collected across Health and Social Care services, then to securely connect that information together and make it available to those who plan NHS services, as well as to researchers, clinicians, medical charities and businesses that support the NHS to make services better. | The Programme delivers the LSP contract for IT services across to health and care organisations in the North, Midlands and East of England including delivery of the strategic electronic patient record system (Lorenzo) and the safe and secure exit of all non-Lorenzo deployed services by July 16. | The Electronic Prescription Service enables prescribers - such as GPs and practice nurses - to send prescriptions electronically to a dispenser (such as a pharmacy) of the patient's choice. This makes the prescribing and dispensing process more efficient and convenient for patients and staff. | GPSoC Replacement Project: Continued funding for the provision and development of the GP clinical IT systems used in all practices in England by appointing a range of suppliers to a procurement framework, offering GP practices a choice of systems from a diverse market | Health and Social Care Network (HSCN) is the programme set up to deliver services to succeed the current Health Network provided through the N3 service contract which expires in March 2017. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | On 1st April 2015 the NIMR transferred to the Francis Crick Institute. This highly complex transfer included the transfer of 611 former NIMR staff by TUPE, all NIMR assets and the leasing of the NIMR site. Construction of the new Francis Crick Institute near St. Pancras is scheduled to be complete as planned in November 2015. However, Practical Completion of the building is delayed due to difficulties in completing the extensive commissioning activities. This delay will not impact on the planned overall end date of the project as staff and equipment occupation plans will be accelerated. The project remains within the budget set in 2010. On 30th June 2015 contracts were exchanged with a Developer to sell the NIMR site at Mill Hill. The funds from the sale of this site will be sufficient to complete MRC's funding obligations to the Francis Crick Institute. The sale will be completed when MRC is in a position to fully vacate the site. | No final decision has been made by the British government on the sale of its shares in Urenco. We continue to move forward with preparations for the sale of our shareholding. Any sale of our shareholding will be contingent on safeguarding our security and non-proliferation interests, and delivering value for money for the UK taxpayer | A preferred bidder for the Ship ‘Design and build’ element of the programme will be selected and a signed contract in place by November 2015. Detailed work will be undertaken to consider resource requirements which will then be followed by a recruitment process to fill key posts, for example, an Antarctic Logistics technical advisor and a Business Change Manager within BAS. Further work to resolve uncertainties around costs will be done with to put a detailed programme budget in place early in 2016. | The Outline Business Case was approved by HM Treasury in September 2015 enabling the project to move forward after a period of uncertainty and a re-planning exercise will now be done. Work to secure approval to recruit suitably experienced staff for key posts including a Programme Director is underway with a view to having them in place by the end of 2015. This will include developing improving the organisational capability and capacity within Land Registry. Work on improving stakeholder engagement with both other government departments and external stakeholders is planned. | The first tranche sale has now been moved from a 15/16 timetable to 16/17. | Professional Standards (a major dependency across the programme) for those in the Commercial Profession have been developed and published. A number of projects have moved from the strategy and design phase to implementation - most notably the drive to recruit experience and new talent. A Development Centre to assess commercial professionals has been designed and tested. | We are on track to go live in April 2016, meeting our 6 key objectives listed on our blog. | The Foxhound Programme was faced with a number of challenges to meet in during 15/16, which have been addressed. In addition to delivery of the solution proof of concept and initial rollout (Wave 0), the programme was committed to: - Planning the solution's technology releases out to 2018; - Consult partner organisations to identify user needs; - Develop a workable deployment schedule; and, - Establish a programme team with the capability and capacity to deliver the programme. The last of these challenges, programme resourcing, has seen a significant increase in the programme's headcount. This has been a key factor in progressing the other major deliverables of technology and deployment roadmap, which are now complete and ratified by the Programme Steering Group. The programme has continued to mature the funding position and has submitted the OBC for Treasury review as planned. | SSCL continue to deliver a satisfactory BAU service. Across all customers, 95% of Key Performance Indicators and 99% of Service Level Agreements were passed. HO / MOJ as new customers has put additional demand for resources on SSCL. Metropolitan Police also joined the ISSC2 Framework in August 2015. The original contracted dates for these new customers have proven challenging for both contractor and customers. Target dates are being revised, and the impacts and interdependencies on any already agreed dates reviewed. The Programme's DCA reflects the offshoring and the Single Operating Platform (SOP) workstreams being behind schedule. The impact is that SSCL is not able to fully move to its target operating model and customers are not receiving the full benefits expected from an upgraded IT platform. Customers are also requesting that COF consider enhancing SOP services to take account of the changing digital environment. COF has increased focus and resources to deal with the delayed programme and is considering strategic options to enhance SOP and other associated future services. | As a result of further delay to the initial DfT migrations, a joint supplier/customer phase of re-evaluation and re-planning has begun. Cabinet Office and DfT have agreed that DfT will lead this activity on behalf of the Framework Authority. This activity will focus on sole delivery of DfT migrations and how soon these might be achieved. Standstill agreements have been agreed with OGDs in respect of their migration plans. | The Project was due to close on 30/06/15 but at that stage it was Amber/Red due to the number of outstanding interfaces so the Programme Board advised the SRO not to close it at that stage. The Programme was extended to the 31st December 2015. There are now only 3 employers with more than 1000 members to migrate but overall 98.49% of alpha membership has successfully loaded against 80% in September 2015. The swing from 80% to 98.49% was mainly due to the receipt of the CGI files.There is a plan and dates for actioning the outstanding interfaces and as result the on 14 January 2016 the Programme Board was happy to recommend to the SRO that the Programme be closed, with the caveat that the scrutiny and oversight of the remaining interfaces is not taken away and will be continued in Business As Usual (BAU) | The Programme is on track to deliver against all overarching benefits identified in the National Cyber Security Strategy. Benenfit realisation continues to be monitored across all delivery partners to ensure the best return against programme investment | ERTP's delivery confidence remains positive. A Planned Closure / Exit review was conducted by the IPA in January 2016 to ascertain if the programme can officially close by the end of March 2016. Following a positive review the programme is now working to close to this timetable, after having successfully delivered Individual Electoral Registration nationwide. | The programme will deliver a massive reduction in the scale of the civil service office estate moving from around 800 to about 200 buildings. We are working closely with all government departments to understand and respond to their business transformation plans and workforce strategies. Industry experts have been secured to help ensure that the best deal for government is secured. The full programme team is not yet in place. Work is therefore focussed on priority locations. Programme funding was agreed as part of the spending settlement. Programme team capacity/capability remains a programme risk. Other key risks include disclosure of commercially sensitive information and major lease/PFI events. | The CPS successfully implemented the new contracts with CGI, Xerox (Print) and Level 3 (PSN S and PSN C) on 1st December 2015, without disruption to service and at new, reduced pricing. The remaining activity for the programme and the CPS is to implement the technical changes proposed by the suppliers to ensure full cost savings can be realised. In preparation for the implementation of new technologies the programme has been working with suppliers to develop and agree rollout plans for the new technologies planned to commence in February 2016. The major risk to the CPS and the programme is disruption to services. There are some new technologies to be rolled out and this continues to give rise to some programme risk. The roll out will take place in a planned and controlled manner with governance and change control in place minimising disruption to service. Whilst the risk of service disruption is low, the consequences would be severe; thus leading to the RAG rating remains at Amber. | Programme is Green and has met its planned objectives. | Programme is Amber/Green and is on track to meet its objectives. | Programme is Amber and is scheduled to complete at end of March 2016. | Data not provided by department | Data not provided | The programme continues to make good progress and remains on track to successfully deliver share transfer on 1st April 2016 and to create the new environment for success. There has been no deviation to the schedule. Key risks continue to be mitigated /retired and no risks have become issues. Actions arising from the DCA receive focussed attention and are either closed out or mitigations are underway. Budgets remain on track. | Following the application of competitive tension via the competition process and share transfer to a new Parent Body, a target cost incentivised contract arrangement is in place for delivery of the performance obligations in the contract over a period of 14 years, envisaged in two phases each of circa seven years. The target cost as bid is £2.4bn for phase 1 (nominally seven years) and £1.4bn for phase 2 (nominally seven years). Currently the project is focussed on "Consolidation" of the successful bidder’s commitments into the Site Licence Company's Lifetime Performance Plan. The Licence Agreement anticipates some change to the Target Cost during the Consolidation phase but the full extent of the change will only be known on completion of Consolidation which is forecast to be April 2016. A key enabler to achieving a lower cost for delivering the programme is the NDA's ability to put in place funding to match the programme established by the contractor in the updated Lifetime Performance Plan. Should the updated Plan prove unaffordable a further iteration may be required. | A MPA Gate 0 Review in March 2015 assessed the Programme as Amber. This reflected the good progress made since the last Gate Review in 2014, but acknowledged that there remained a number of areas requiring close management attention by the DECC programme team. Action is underway or complete against all recommendations. The Programme needs to continue to work closely with multiple cross-industry delivery partners to ensure Programme success. | In July 2014, the Government published a White Paper setting out the revised siting process for a GDF. The rating continues to reflect the early stages of a long term project that involves working in partnership with communities. | Data not provided | The Amber/Red rating reflected the significant challenges seen at that time in being able to make payments from 1st December 2015 to the Pillar 1 customers who had made claims. This was both in terms of developing and deploying system functionality, and also the volume of manual processing required as a result of the contingency approach invoked at the start of the year. For the Pillar 2 Countryside Stewardship applications, system fixes and workarounds were also required to allow them to be processed and agreements started from 1st January 2016. Defra subsequently began making payments to Pillar 1 customers on the first day of the EU payment window in December. As of 2nd May 2016, £1.28 billion was paid to 85,594 farmers, including around 7,500 bridging payments made to those not in receipt of a claim payment in April. Nearly 3000 mid-tier and higher-tier Countryside Stewardship applications have been received with agreements taking effect from the start of 2016. For 2016 an online application service has been launched for Pillar 1, with additional improvements to the online claim service for Pillar 2. As of 2nd May 2016, 39,397 Pillar 1 applications had been successfully submitted, of which around 33,500 were made online. Further incremental enhancements to the service will be made during the first half of 2016 to develop it for 2017. | The Green rating signifies that successful delivery of the project/programme to time, cost and quality appears highly likely. There are no major outstanding issues that, at this stage, threaten delivery. | With licence award and signing of the Government Support Package, the development, planning and procurement phase of the project has been delivered. The construction phase has only just started and there are no indications to suggest that this is not on track or that there is an increased risk to Government. Wider project governance has been developed and is being tested. | The Amber/Red rating reflected issues faced by the programme on resourcing, governance and detailed planning. Since September 2015, UnITy has mobilised a full programme team, developed commercial and technical proposals and strengthened governance. | A number of external factors continue to impact the programme, the most significant being the recovery of the construction market. Over the last 22 to 24 months we have experienced a lack of interest from the contractors in the new batches being released into procurement and delays on a number of schemes as contractors seek additional funding to cover increasing costs of labour and materials. This has resulted in delays against our internal delivery programmes, expenditure slipping backwards and an increase in the overall cost to deliver the programme. The PSBP is continually reviewing the market strategy. To mitigate the risks described above we have expanded the number of procurement routes that we are using: we are now using the EFA Contractors Framework, the EFA Regional Framework, we have procured two batches of schools using the CSS modular framework and we are currently preparing documentation to allow us to OJEU projects. The Education Funding Agency is also reviewing the location factors and the base funding rates to ensure that the funding envelopes we set are competitive. In addition we have ensured that every project has a back up" option available. Should a procurement fail, the project has been named in a second procurement so it can be quickly switched to a second procurement option. | Although the programme is at an early stage of development and the SRO is confident that good progress is being made, there is growing evidence of a significant increase in demand for construction capacity leading to cost pressures to deliver the programme to the agreed timeframe and capital budget. This is being addressed as more detailed feasibility assessments are made of the individual projects. | The delivery confidence remains amber green. All 5 Private Finance batches have reached financial close. There are 8 PF schools opened to children as at April 2016 and a further 37 schools on site in construction. A total of 30 schools are expected to be open by December 2016. | The Delivery Confidence Assessment rating at the last Gateway Review (April 2014) was Amber/Green. However, the Senior Responsible Owner, with the agreement of the Project Board, reduced the rating to Amber in September 2015 in light of significant issues with the navigational equipment (now resolved) and delays to achieving readiness for airport certification. Action has been taken to allocate additional resources to address these issues. | The HLOS was published with the required information as planned in July 2012. The rail industry responded with a Strategic Business Plan in January 2013 setting out how it proposed to deliver the HLOS within the financial ceiling of the funds available. The independent Office of Rail Regulation (ORR) undertook a review of this plan in 2013 and concluded it was appropriate and would deliver the HLOS. The HLOS Project completed following completion of the ORR Periodic Review for Railway Control Period 5 in late 2013. The Department has since established separate arrangements for monitoring the subsequent delivery and affordability of the Rail Investment Strategy for Control Period. The exit review for the HLOS project was incorporated in the wider Bowe Review commissioned by the Secretary of State for Transport to identify lessons learned from the planning process for ‘Control Period 5’ (2014-19) for rail investment to be delivered by Network Rail. The Bowe Report was published on 25th November 2015. The recommendations have been accepted in full and are now being implemented. | The UK SAR Helicopter Programme is nearing conclusion of its transition phase. The military Sea King SAR service in the UK has now ended and has been replaced with new helicopters operating under the UK SAR Helicopter Programme. This is a very significant milestone. In addition to marking the end of military involvement in SAR in the UK, it means that all state-operated SAR helicopters in the UK are now in Coastguard livery. Since SAR services under the UK SAR Helicopter Programme started, HM Coastguard's new helicopters have responded to over 600 requests for assistance, and saved or assisted over 500 people. The next SAR bases to fold into the new UK SAR Helicopter Programme are at Stornoway, Lee-on-Solent and Shetland in 2017. These bases are currently operated under legacy Coastguard helicopter contracts. All indications are that the transition of these three remaining bases will happen on time. | The project is forecast to be completed within budget. The Department, as well as Transport for London, will continue to monitor costs and schedule (with the assurance of the Project Representative), to ensure that the project is delivered on time and within budget. | The trains are expected to be on time and on budget with the first vehicles accepted into service from 2017. In the light of the delays to the Great Western Electrification Programme we are working with Agility and Hitachi on developing mitigations including re-phasing electrification and options that could see the 21 electric sets are delivered as bi-mode in 2018. This will be subject to confirmation of the Hendy Review and review of options to recommend a course of action to Secretary of State. | The project is progressing to time with train manufacture (by Siemens), infrastructure works by Network Rail (including rebuilding London Bridge Station) and the construction of Hornsey depot all being delivered to the programme schedule. Recently completed programme milestones include: the completion of the new Three Bridges depot (July 2015); the start of train testing in the UK (Nov 2015); the successful completion of infrastructure works at London Bridge station over the 2015/16 Christmas blockade (which enabled the completion and delivery into service of the new Borough Viaduct in Jan 2016). Revised NR costs and increases in programmes associated with Major Projects were included as a result of the Hendy Review and are currently going through management and programme board scrutiny and approval. Key risks to the programme relate to train introduction, passenger facing changes at London Bridge (Aug 16), programme cost pressures, and the introduction of the 24 trains per hour timetable in 2018. | The DfT Shared Services Implementation Programme comprises a series of planned (tranche) migrations to the new ISSC-1 service provision. Originally scheduled to complete by the end of the 2014 calendar year, delays to the tranche-2 & 3 migration, mean a rightward shift of later planned deliveries. Consequently it is currently anticipated that the programme will not be finalised until end 2017 as on-going delivery issues have recently resulted in a further slippage. Close interaction between the supplier (arvato) and the DfT is on-going to monitor and correct variance from delivery plans. | The Rail Franchising Programme continues to deliver in line with the published schedule. Since Q2 we have made 3 franchise awards- 1 through Direct Award (West Midlands) and 2 following competition (Northern and TransPennine Express (TPE)). These awards will deliver significant benefits for passengers and higher returns to the exchequer. The Northern and TPE franchises will begin 1 April 2016 and work to mobilise them continues. This includes the formation of the joint Rail North/ DfT commercial management teams in Leeds, which will see a more localised approach to the franchises and is a step toward eventual devolution. The most recent issue of the franchise schedule included a retiming of the InterCity West Coast competition to ensure it is well aligned with the HS2 programme. The ICWC operator will play an important role during the construction of HS2 and in facilitating the introduction of High Speed services in 2026. This retiming will allow us to continue to engage with the market on the best options for the franchise to do this. We have also made changes in the procurement process to introduce a “Passport” approach to prequalification of bidders, which will make the franchise bidding process simpler and reduce the barriers to entry for new entrants to the market. This has been designed to streamline the pre-qualification process for rail franchise competitions. In particular, the Passport System is intended to reduce the time and cost involved for Applicants in providing detailed technical information for multiple rail franchise competitions. A Passport is needed for any organisation to express an interest in any future rail franchise competition. We currently have teams working on 3 live franchise competitions at various stages of completion. West Midlands and South Western are undergoing consultation exercises and developing specifications; East Anglia is currently evaluating bids in preparation for award in the summer. The West Coast team is also in place doing preparatory work to launch the competition later this year. A recent PAC report into the programme confirmed the significant progress we have made in improving franchising and the benefits that it has brought to passengers since the launch of the programme in 2013. It highlighted the need to continue to ensure that the franchise market remains competitive. We are taking active steps to do this by working with OGDs and altering our policies to encourage new entrants to the market. | HS2 is in excellent shape and substantial progress has been made in all areas of the programme this year. The Amber-Red assessment reflects the complexity of the scheme and this early stage of the programme. - The target opening date for Phase 1 remains 2026, with Phase 2a (Birmingham to Crewe) to open in 2027, and the rest of the “Y” (Crewe to Manchester and Birmingham to Leeds) in 2033. - The Spending Review 2015 (SR15) settlement announced on 25 November 2015 provides £14.8bn of capital funding for the programme over the next five years and sets out an updated funding envelope of £55.7bn for delivering HS2 in 2015 prices. This was an excellent outcome for the programme, and provides the funding for construction of Phase 1 to start in 2017 and keeps plans for Phase 2 on track. - An updated programme cost and schedule baseline (BL6) has been developed which contains a further level of granularity to inform the assumptions against which the Invitation To Tender for the Main Works Civils Contracts will be assessed. We expect BL6 to be adopted in April 2016. - New programme governance arrangements were implemented in December 2015, including a new Programme Board and three new Sponsor Boards (for Phase 1, Phase 2 and Commercial Operations) reporting to it. - There has been significant progress on building capability in the client and delivery organisations as the programme transitions towards the delivery phase, through DfT and HS2 Ltd developing Delivery, procurement and commercial strategies and demonstrating that the right capabilities and skills are in place to move forwards with procurements. - The Integrated Programme Management Office has been set up to put in place effective processes for joint planning, reporting and risk management across the wider programme. - A new Managing Director and team for Railway Operations are in place for HS2 and their work will include the development of the Operational Concept (a blueprint for how the future HS2 railway and its train services will work as an operational system), and the management of the Rolling Stock and Depots Programme. | Highways England’s intention is for the A14 to be an exemplar for commercial and procurement best practice in the delivery of major projects. The strategy for delivery has centred on the Collaborative Delivery Framework (CDF) which centres upon the core belief of Highways England that significantly better value can be achieved through its supply chain with greater collaboration and engagement. The Integrated Delivery Team has been formed to enable collaboration between the various partners in the design and construction process along with Highways England. The partners are incentivised to drive down costs and to deliver early. Incentives have been set at a project wide level so that the performance of the A14 scheme, and its completion as a whole, will determine the level of incentive payments. Successful delivery is forecast with the constant monitoring of programme, budget, spend and management of key risks to delivery. All critical delivery areas have dedicated leaders and are appropriately resourced. A key risk to achieving the start of works commitment is legal challenge to the Development Consent Order outcome. The team has worked hard to implement a robust mitigation strategy to counter such an occurrence as far as possible. A risk management process is in place with an identified mitigation/escalation process. | The Options phase work is continuing according to the approved scope and programme of work. Following an assessment of the long list of feasible options, four front running options (one at location A and three at C), have been shortlisted and were shared with Ministers in June 2015. Since then Highways England has carried out a detailed appraisal of each and determined its Proposed Scheme and consulted with the public. The Strategic Outline Business Case has been approved by H M Treasury. Procurement of a technical partner for the Development Phase is underway and the Project is supporting the DfT in its assessment of the role of private finance. The public consultation closed on 24th March and Highways England is on schedule to provide its Preferred Route Recommendation this summer. | Since the delivery confidence assessment, all NHS trusts within the BT Local Service Provider programme have safely and securely transitioned their systems from the central Local Service Provider service to locally-contracted replacement services, thereby concluding the exit programme. Decommissioning of the Local Service Provider service commenced in January 2016, following which the programme will be formally closed. | The Delivery Confidence is based on latest Major Projects Authority Project Assurance Review which assessed the delivery confidence as Amber/Red. The pathfinder stage of care.data was delayed by the National Data Guardian's review for consent/opt out, as announced by Secretary of State for Health on 2 September 2015. Good progress continues to be made across all other aspects of the Programme, however, it remains under intense scrutiny, operating without an approved business case and managing significant risks. The Outline Business Case for Phase 1 of care.data is in development and the plan is to obtain all required approvals by April 2016. Work has continued to develop the strategy for the national rollout of linked datasets and stakeholders have been engaged. Materials, including patient facing communication materials and a practice toolkit are ready for use in pathfinder areas; subject to amendments that may be required following the outcome of the National Data Guardian's review. | The CSC Local Service Provider Programme has three major components: (1) Delivery of Lorenzo (strategic electronic patient record system) – All 11 NHS organisations approved for Department of Health funding have implemented the Lorenzo product. Further deployments may be approved during 2016 subject to value for money assessments. (2) Supporting benefits delivery at organisations with a significant focus on recovering the previous position and reaching a break-even point by programme end. (3) Safe and secure exit of all 2,700 non-Lorenzo deployments by July 2016. This is an area of major focus and risk as identified in the Major Projects Authority Project Assessment Review which reported in April 2015. Significant progress has been made since the review with 10 of the 11 recommendations addressed with cross system support to the actions, including absolute clarity on post-contract responsibilities and 96% of organisations with exit planning information in place. An assurance of Action Plan review was undertaken in November 2015 which demonstrated significant progress against the April 2015 Project Assessment Review. All recommendations are complete including planning framework and commercial agreements. | The rating was confirmed by the outcome of the Major Projects Authority Gate 5a review in December 2015. Recommendations, which cover the top risks (A need for more robust planning, a clearer timeline and dependencies for the prerequisites, including Controlled Drugs and Business Continuity), were made to aid the programme in progressing towards successful implementation of Phase 4. An action plan to achieve review recommendations was worked up in January 2016 and work continues following approval of a Tolerance Exception Report, which sought funding to deliver the revised full scope including pre-requisites for Phase 4. Release 2 contains both phase 3 and phase 4, which will allow all prescriptions to be sent electronically without requiring a patient nomination. Progress has also been made on Completion of Service Model Review - for which development of the implementation plan is now underway; updating and agreeing Terms of Reference for the Programme Board; and putting a benefits realisation strategy, methodology and associated data gathering processes in place. As of November 2015, 5,556 GP Practices had deployed technology for the Electronic Prescription Service. This brings deployment up to 73.1%. Estimated prescription claims made using the Electronic Prescription Service in October 2015 was 34.8% - ahead of a forecast of 29% and a year-end target of 33%. | The overall assessment of delivery confidence is AMBER/GREEN based on the Senior Responsible Owner's current view (as at Q2 2015/16) and due to the following main risks and issues that are being managed: • An Addendum to the Business Case is continuing through the approvals process. • Resource capacity within Health & Social Care Information Centre continues to be under planned against requirements, specifically business analysts, account manager and commercial roles. • Principal Clinical System supplier delivery progresses at pace. However, some suppliers are rebaselining delivery plans, as a result of their move to a new technology platform. • With regard to the Interface Mechanism, engagement with existing suppliers and potential new suppliers is underway in order to bring more suppliers through the delivery pipeline. To date there are 56 suppliers at various stages of engagement within the pairing process. • For the GP Connect (Common Interface) project, the possibility of using middleware to implement Application Programming Interfaces and facilitate the pairing process is being investigated via a Proof of Concept. | Since the 2014/2015 report, the Health and Social Care Network programme has undergone a Major Projects Authority Programme Assurance Review at the request of the Senior Responsible Officer in January 2015 and a subsequent Major Projects Authority Gate 2 review in September 2015. The Programme was assessed as a Red delivery confidence status during the Programme Assurance Review and subsequently improved to an Amber/Red status at the Gate 2. Following each review the Programme has addressed the recommendations provided via action plans with regular reviews by the Programme Board, which incorporates permanent Major Projects Authority membership. Both reviews noted the considerable progress that had been made by the Programme but also noted further work that was required to increase the delivery confidence of the Programme. The reviews also noted the resource pressures that the Programme had operated under and that the short timeline available for delivery represented a severe challenge. Several recurring themes of review recommendations have been identified and these have provided a particular focus for the Programme Team. They include Communications and Stakeholder Engagement, Governance and Programme Controls, Procurement Strategy and Solution Design works. All have since received comprehensive review and assurance to ensure that they are fit for purpose. Following quarter two 2015/16 and the Gate 2b review the Programme has made considerable progress to address the recommendations whilst continuing its progress towards delivery of the Health and Social Care Network. The Programme successfully navigated a tightly planned assurance and approval cycle for the Outline Business Case which resulted in its formal approval in December 2015. Following this the Programme continued to develop its plans and designs in order to deliver a successful, safe procurement phase in 2016 that will enable the transition from N3 to a stable future state that meets the needs of users and stakeholders. |
| Project - Start Date (Latest approved start date) | 01/10/2006 | 01/02/2010 | 01/05/2014 | 01/03/2014 | 01/03/2010 | 01/01/2015 | 01/04/2012 | 01/09/2013 | 28/12/2012 | 28/12/2012 | 15/04/2013 | 01/04/2011 | 01/02/2010 | 01/05/2015 | 01/10/2013 | 05/12/2012 | 06/12/2010 | 01/10/2011 | 01/01/2010 | 01/09/2011 | 13/01/2015 | 03/04/2012 | 02/12/2009 | 30/06/2008 | 25/10/2011 | 01/01/2011 | 01/04/2010 | 07/09/2010 | 01/11/2014 | 19/07/2011 | 01/05/2014 | 19/07/2011 | 15/03/2005 | 31/08/2011 | 08/02/2011 | 22/07/2008 | 01/06/2005 | 01/07/2005 | 10/12/2010 | 26/03/2013 | 28/02/2011 | 01/09/2012 | 30/05/2014 | 18/12/2003 | 01/09/2012 | 23/06/2003 | 01/01/2003 | 26/01/2012 | 29/03/2012 |
| Project - End Date (Latest approved end date) | 31/12/2016 | 15/06/2017 | 05/08/2019 | 28/06/2018 | 31/12/2018 | 31/03/2017 | 01/04/2020 | 01/07/2018 | 30/04/2015 | 01/06/2016 | 31/12/2015 | 01/04/2016 | 31/03/2016 | 31/12/2023 | 01/05/2016 | 31/03/2016 | 31/12/2017 | 31/03/2016 | 31/12/2016 | 01/06/2016 | 24/05/2017 | 01/09/2028 | 31/12/2020 | 31/12/2040 | 31/12/2016 | 31/03/2016 | 31/12/2025 | 31/12/2023 | 01/06/2018 | 01/01/2019 | 31/03/2021 | 01/04/2018 | 31/08/2026 | 31/07/2012 | 08/09/2017 | 31/12/2019 | 06/02/2020 | 31/12/2018 | 01/06/2015 | 31/12/2022 | 31/12/2033 | 30/09/2021 | 31/12/2026 | 31/10/2015 | 31/03/2020 | 31/03/2023 | 31/12/2016 | 31/03/2015 | 01/04/2020 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | Data not provided | Data not provided | Data not provided | Data not provided | HMG has enhanced its intention to carry out a programme of sales over 5 years with a first sale expected to occur in 2016/17. | On track to deliver programme enablers by 31/03/2017 | We are on track to go from a beta to a live service in April 2016, meeting our objectives for live (see objectives and progress reporting on our blog). | The programme is on track to delivery within the stated dates. Elements of the detailed technology delivery plan are still being developed in conjunction with delivery partners, a full programme delivery plan will be presented to stakeholders in Q4 15/16. | The delivery schedule is currently being assessed on to accommodate the new customers joining the ISSC2 Framework and the potential options for enhancing the Single Operating Platform to benefit from the changing environment in digital technology services. Therefore, project end date is currently being revised. | The DfT Programme remains classified as Red due to the continued delays of UAT and resolution of some defects raised during testing. arvato and DfT are considering issues around go-live dates of DfTc and DVLA. As a result, the lead time for DfT to fully effect the migrations of its business units is currently under revision. | The Pensions 2015 Programme was formally closed on the 14th January 2016 | The Programme is on track to deliver against all overarching benefits identified in the National Cyber Security Strategy. Benefit realisation continues to be monitored across all delivery partners to ensure the best return against programme investment | No deviation to schedule | The programme plan is being re-baselined | The CPS successfully implemented the new contracts with CGI, Xerox (Print) and Level 3 (PSN S and PSN C) on 1st December 2015 to plan. The remaining activity for the programme and the CPS is to implement the technical changes proposed by the suppliers to ensure full cost savings can be realised. Issues have been identified with the PSN rollout plans which have pushed out the completion date. This will not impact the business continuity and will have only minor impact on the benefit realisation as much of the new pricing starts from 1/1/16. The PSN S transition is dependent on the completion of the PSN C project for it to complete. The rollout plan has also been pushed back for the implementation of the new Print service. The delay will not impact the business continuity and any delayed benefit realisation is more than compensated for by reduced volumes. | The Super connected Cities Programme has delivered: - Over 17,000 vouchers under the original connection vouchers scheme in 22 cities up to 31 March 2015 versus a target of 10,000 vouchers; - WiFi in over 1300 public buildings; and - WiFi in over 1,400 transport projects - 12 other connectivity projects delivered, including Cloud Computing Centre in Newcastle and Digital Exchange in Brighton, supporting local businesses. The extended voucher scheme provided a £40m challenge fund to issue more vouchers in an additional 28 cities (50 cities in total) from April 2015. This has provided over 30,000 additional vouchers. In total over 50,000 vouchers have been issued under the scheme, exceeding all expectations. The £40m challenge fund has now been exhausted. | The SRO has given the programme a rating of Amber/Green. Phase 1 and 2 have both been rated at Amber/Green individually - key milestones are being met as planned. Phase 1 of the Superfast Broadband Programme is progressing well. It is on track for superfast broadband coverage to reach 90% of premises by 2016. 44 of the 47 Phase 2 contracts were signed by the end of June 2015 and some of these are in delivery. The remaining contracts - two Scottish projects and Devon & Somerset will commence procurement within the next six months and are dependent on State Aid prior to contract signature. The Universal Service Commitment to provide access to basic broadband of 2MBs per second via satellite technology with superfast capable speeds launched at the end of September 2015 via a phased approach in West Yorkshire and Suffolk. BDUK are on track for the pilot to be extended nationwide by the end of December 2015. | Contract signed with Arqiva 10 May 2013. The project is due to complete in March 2016. BDUK estimate that the Mobile Infrastructure Project will deliver between 40 and 60 masts covering around 6,000-7,000 premises and have a high confidence level on delivery. | Data not provided by department | Start date represents start of project following the EMR White Paper of July 2011. End date represents the expected conclusion of the project following award of contract and transition of contract management to the Counterparty body. End date estimated as being in 2016 | 2015/16 milestones delivered to schedule | The date for completing the current Consolidation Phase has been extended to accomodate addtional scope compared to the March 2013 postion which was the basis for the bid. However, this will not impact on the project end date. | On schedule for 2020. (The Data and Communications Company (DCC) has drawn on some planned contingency. The DCC Live date remains August 2016.) | The programme commenced following publication of the Managing Radioactive Waste Safely (MRWS) White Paper in June 2008. In July 2014, the Government published a further White Paper on a revised siting process. Planning assumptions will be kept under review by the developer, Radioactive Waste Management Ltd. | The Project end date reflected the situation where Final Investment Decision would be taken in the first half of 2016 transitioning to business as usual arrangement contract management and closing the CCS Commercialisation Programme by the end of the 2016. | System development is expected to continue into summer 2016 and the formal end date of the programme is under review. | Key procurement milestones were achieved and the programme is on schedule to deliver by closure date. | Project is on track to deliver to current timelines. | The high level plan for UNITY has been amended to take account of restructuring of corporate services in Defra. The programme is on schedule to replace or extend services in line with contract end dates. | The majority of new or refurbished school buildings will be handed over by the end of 2017. Some projects are affected by market interest and technical issues and this means that their delivery timetables will go beyond the the end 2017. Following handover of buildings the EFA oversees the one year defects liability period. The programme end date is forecast as 15/04/2020. | The programme is at an early stage of development and the programme is currently being developed. | The programme is on track to deliver 45 schools by December 2017 and Oakbank School (which was recommended for listing by Historic England) is expected to open to the public in April 2018. | By end September 2015, construction of the airport was more than 90% complete, with all infrastructure at the airport expected to be ready for operations by end February 2016. Commissioning of permanent fuel facilities is unlikely until later in 2016, but contingency measures have been put in place to ensure the supply of aviation fuel. Currently the project is running to time for airport opening in mid 2016, and to budget, although significant challenges remain. | HLOS project delivered to schedule. The HLOS exit report was incorporated in the wider review of the process commissioned by the Secretary of State for Transport from Dame Collette Bowe in March 2015 | The programme is performing well against the plan. We are nearing the final stages of the transition phase with the first seven bases now operational delivering SAR services. The three remaining bases to transition are on track to do so at the point at which the legacy Coastguard contracts they operate under end. The issues delaying the introduction of the smaller airframe type are being addressed. A phased introduction of these aircraft will take place only when these issues have been resolved and is anticipated to start from April 2017. The delayed introduction of these aircraft is mitigated through the use of alternative aircraft from the contractor's fleet. | Crossrail Ltd report that the overall schedule and completion dates will be maintained. The Project Representative, who reports directly to the Department and Transport for London, provides ongoing assurance on the project schedule and will flag any potential deviation on the schedule to both Sponsors where corrective action can be taken. | In the context of delays to the electrification of the Great Western, the Department is looking at a range of technical and commercial options to ensure passenger benefits such as more capacity are delivered on time. It is anticipated that a recommendation and decision will be made by May 2016. Train delivery is on schedule - the first three pre-series trains are currently being tested in the UK. In the light of delays on Great Western electrification, alternative solutions for train testing at Old Dalby and on the East Coast are being considered. The manufacturing facility at Newton Aycliffe was opened by the Prime Minister and Chancellor on time in September 2015. The delivery of the main depots at Doncaster, North Pole (London) and Stoke Gifford (Bristol) is progressing as planned. | Good progress has been made on all the key elements of the programme with no specific concerns regarding completion. The programme is progressing well and is scheduled to complete in 2018. | Re-planning is underway regarding the broader migration schedule for the DfT Business units left to move across to the Agresso system. The Department is aiming at agreeing a robust schedule of migrations underpinned by evidence of delivery. | Ministers have agreed to a 6 month retiming to the start of the West Coast ITT to enable DfT to impact assess redevelopment of Euston and HS2 on the West Cost franchise . Key work streams of the Specification work have been brought forward to enable more time to meet the ITT milestones. | The programme remains on schedule to open Phase 1 of the Railway in 2026 and Phase 2 in 2033 - The Phase 1 Hybrid Bill remains on track for Royal Assent in December 2016, with Select Committee Stage completed in early February 2016, nearly 2,600 petitions handled, and five Additional Provisions successfully managed. Third Reading of the Bill in the Commons took place on 23 March, with MPs voting 399 to 42 in favour of the Bill, demonstrating strong cross-party support for HS2. The Bill has now passed to the House of Lords, with Lords First Reading also taking place on 23 March, and a Chair and members for the Lords Select Committee due to be appointed in May. - The Phase 1 Main Works Civils Contracts (MWCC) Pre-Qualification Questionnaire and the Invitation To Tender (ITT) for the Engineering Delivery Partner contracts were issued on 24 September 2015 following approval by the Secretary of State and HMT, marking a significant step towards start of construction in 2017. The successful bidder for the contract for the Engineering Delivery Partner was announced in March 2016, and we expect to issue the ITTs for the MWCC in early June 2016. - The ITT for the Phase 1 Enabling Works was issued on 23 March 2016 (for activities such as utility diversions, site clearance, demolition and ground remediation). The work is expected to start on schedule in 2017. - Following further work with the rail industry and Network Rail, a revised scheme for Euston station was developed, with a 3 stage delivery plan to support Phase 1, Phase 2 and 'classic' rail. The revised plan for Euston was outlined in Additional Provision 3 to the hybrid Bill, which was approved by the Chancellor and deposited in Parliament in September 2015. - The Secretary of State has granted approval for HS2 Ltd to be appointed as the ‘Agent’ responsible for the procurement of a Master Development Partner for Over Site Development (OSD) at Euston. - The procurement process was also started for seven million trees to be planted alongside the London to West Midlands line to mitigate its impact on woodland. A contract is expected to be awarded in the autumn of 2016, which will provide time for the trees to grow to a sufficient size to be planted out during construction. - On 30 November 2015, the Secretary of State announced his decision to accelerate part of the Phase 2 route (Phase 2a - Birmingham to Crewe), in order to bring benefits to the North earlier, and we commenced work to prepare a hybrid Bill for Parliament to take this forward. Property compensation arrangements for Phase 2a were announced along with the direction of travel on Phase 2b (Crewe to Manchester and Birmingham to Leeds), and the next steps on Crewe and Leeds stations. Sir David Higgins also published his findings on his review of the redevelopment options for Leeds station to prepare it for HS2. - The contract was awarded for the Phase 2a Parliamentary Agents on 25 February, who will be responsible for the drafting of the Phase 2a hybrid Bill. - A report was published on 21 March on the “Broad options for upgraded and high speed railways to the North of England and Scotland”, together with a joint UK/Scottish Government statement on next steps. - A supplement to the 2013 HS2 Strategic Case was published in November 2015, which updated and improved the evidence base including emphasis on capacity and demand on the West Coast Main Line and the way in which HS2 will support a modern economy. -The National College for High Speed Rail was incorporated in July 2015 and is on track to open in 2017, with funding through BIS agreed as part of the SR15 announcement in November 2015. Construction contracts were let for the new Doncaster and Birmingham National College sites in February and March 2016 respectively, with construction due to start in April 2016. - In March, the Secretary of State approved the principles, high-level terms and process through which the DfT-owned land at Old Oak Common will be transferred to the Old Oak Common and Park Royal Development Corporation (OPDC). A Memorandum of Understanding (MoU) for the land transfer was then signed between Government and the OPDC on 15 March and an announcement on this made during the 2016 Budget. - Approval was given in November 2015 to provide early funding for HS2 Growth Strategies for Crewe and East Midlands via the relevant Local Enterprise Partnerships, which will enable a joined-up regional approach in developing regeneration and transportation plans. | The Development Consent Order (DCO) application was submitted on 31 December 2014 followed by a six month examination period which ended on 13 November 2015. The Examining Authority is currently preparing its recommendations which will be submitted to the Secretary of State no later than February 2016. It is expected that a decision will be announced by the Secretary of State on or before May 2016. The project is on track to commence construction works at the earliest opportunity following a positive DCO decision with the scheme open for traffic by the end of 2020, as indicated in the Roads Investment Strategy Delivery Plan. For the Delivery Plan to be met, Highways England Board approved the award of the detailed design package and three construction packages for the scheme under Highways England’s Collaborative Delivery Framework Lot 3B to progress detailed design and pre-construction activities ahead of the DCO announcement. HMT approved funds in order to undertake early enabling works and secure long lead time materials for statutory undertakings. These works are ongoing. Final Business Case approval and full construction funding will be progressed for approval in June/July 2016. Full award of the construction contracts will take place once funding and DCO approvals have been granted. | Having taken into account a very high level of response to the consultation, the project has agreed with DfT that the period of consideration of consultation responses will be extended. This means a Preferred Route Announcement will be made later in 2016. The Project is being carried out using Highways England's Project Control Framework and the next Stage Gate Assessment Review is scheduled to take place in June 2016. The next IPA review is scheduled for the Autumn 2016 (exact dates to be agreed with IPA) . An Integrated Assurance and Approvals Plan has been submitted to DfT and the IPA. N.B. The "open for traffic date" of 2025 assumes public funding. The DfT is working with H M Treasury to assess the potential for private finance. If private finance is used, the overall programme would be extended by up to 2 years. | The BT Local Service Provider service was continued to 31 January 2016 to manage the business continuity and patient safety risks associated with contract exit. The final NHS trust transitioned to its replacement service on 30 November 2015. Decommissioning of the Local Service Provider service commenced in January 2016, following which the programme will be formally closed. | Movement of scheduled dates for pathfinder and Phase 1 national rollout activities has occurred following the Secretary of State for Health announcement on 2 September 2015, as communications cannot begin with the public until the National Data Guardian’s review of the model of consent/opt out is complete. The Programme Business Case entered the assurance and approval process in February 2015, after being endorsed by the Programme Board. The case was reviewed by Department of Health Economists which led to a change of approach. A revised Programme Business Case is being developed. | The Programme continues to deliver new deployments of the strategic electronic patient record system (Lorenzo) to planned schedule. For non-Lorenzo deployed services the programme remains on track for the majority of systems to have exited the contract by July 2016. The overall programme end date for Lorenzo systems remains as 2023. | The rollout of EPS Release 2 to prescribing sites had been slower than anticipated and the BSA redundancies were not realised. It was expected that EPS Release 2 would be rolled out to 100% of prescribing and dispensing sites by the end of December 2009. In reality, as of December 2013, 91% of dispensing sites (pharmacies) and 16% of prescribing sites (GP practices) had EPS Release 2 deployed, and this increased to 98.2% of dispensing sites and 65.8% of prescribing sites as of September 2015. The factors which led to the lower than expected national rollout of EPS Release 2 were fully explored and documented in the Extension Business Case. | The original Project End Date for the General Practice System of Choice Replacement Project was 31/03/15. An extension was requested and approved to extend the End Date to 31/10/15. A seven month extension was required because: • Supplier delays have impacted the delivery of Entry and Standard Requirements within required operational service dates. • Suppliers are late in the delivery of General Practice System of Choice Services specifically against Principal Clinical System and National Services (Summary Care Record and GP2GP) Requirements. • Current General Practice System of Choice Interface Mechanism pairing process has been limited due to delayed delivery of Principal Interface Management requirements, assurance of Subsidiary Supplier systems and the evolvement of supporting processes and test environments. This in turn may impact the ability to deliver Subsidiary Supplier pairings. • Programme and Commercial resource shortage is impacting the ability to deliver commissioned projects. The Programme is aiming for the project to move into Business As Usual following the approval our the Project Closure Report by the end of the financial year 2015/16. | Following the reset of the Programme in 2014 the programme devoted considerable resources to planning the transition and transformation activities necessary to deliver on the Programmes goals and objectives. The outcomes from this work have been incorporated in the Health and Social Care Network Programme Business Case and Outline Business Case that have been approved by the Department of Health, Cabinet Office and HMT. This has resulted in a comprehensive view on the activities and associated timelines necessary to transition from the current N3 contract and to subsequently transform the services to a future internet enabled state by 01/04/2020. |
| 2015/16 Budget (£million) | £6.20 | £1.30 | £41.00 | £5.50 | £5.80 | £5.20 | £30.00 | £18.80 | £5.70 | £1.40 | £1.70 | £212.00 | £37.41 | £7.00 | £27.57 | £42.27 | £250.00 | £28.47 | £43.50 | £2.30 | £2,217.25 | £674.00 | £12.00 | £25.58 | £40.27 | £25.29 | £7.35 | £2.38 | £291.00 | £693.44 | £38.50 | £221.42 | £25.98 | £3,381.94 | £119.00 | £1,794.50 | £98.75 | £29.58 | £20.20 | £0.00 | £713.00 | £40.10 | £19.10 | £59.89 | £4.19 | £237.73 | £4.96 | £87.32 | £166.95 |
| 2015/16 Forecast (£million) | £6.20 | £1.30 | £39.70 | £5.50 | £5.80 | £5.20 | £30.00 | £18.80 | £4.70 | £1.20 | £3.50 | £212.00 | £37.41 | £7.00 | £27.80 | £61.67 | £164.06 | £28.07 | £43.50 | £5.90 | £2,217.25 | £549.00 | £12.00 | £25.83 | £29.23 | £60.63 | £12.30 | £3.00 | £291.00 | £801.80 | £10.33 | £234.35 | £25.56 | £2,577.40 | £112.80 | £2,068.90 | £98.00 | £29.58 | £11.17 | £0.00 | £713.00 | £41.73 | £16.40 | £82.77 | £4.10 | £115.70 | £7.83 | £82.13 | £87.38 |
| Variance Budget / Forecast %age | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | -17.54% | -14.29% | 105.88% | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | 45.90% | -34.38% | Budget variance less than 5%. | Budget variance less than 5%. | 156.52% | Budget variance less than 5%. | -18.55% | Budget variance less than 5%. | Budget variance less than 5%. | -27.41% | 139.73% | 67.35% | 26.05% | Budget variance less than 5%. | 15.63% | -73.16% | 5.84% | Budget variance less than 5%. | -0.2379 | -0.05210084 | 0.1529 | Budget variance less than 5%. | Budget variance less than 5%. | -0.447029703 | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | -0.141361257 | 38.20% | Budget variance less than 5% | -51.33% | 57.86% | -5.93% | -47.66% |
| Total budgeted whole life costs (£million) (including Non-government costs) | £752.70 | £12.90 | £1,186.00 | £193.30 | £15.29 | £10.40 | Exempt under Section 43(2) of the Freedom of Information Act (2000) | £187.80 | £32.80 | £8.20 | £14.90 | £860.00 | £129.40 | £42.00 | £144.30 | £154.60 | £1,910.11 | £43.97 | £255.50 | £36,963.64 | £29,975.00 | £3,860.00 | £19,261.09 | £11,393.00 | Exempt under Section 43(2) of Freedom of Information Act 2000 | £154.80 | £318.42 | £4,221.10 | £1,666.00 | £2,023.30 | £1,580.79 | £2,085.52 | £445.17 | £16,840.60 | £1,923.00 | £14,768.87 | £6,246.89 | £6,830.50 | £222.30 | £1,036.30 | £42,559.51 | £1,519.32 | £199.10 | £1,743.03 | £0.00 | £2,294.07 | £77.73 | £309.43 | £748.20 |
| Departmental Narrative on Budget / Forecast variance for 2015/16 where more than +/- 5% | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | We pay our suppliers on results - the number of people they successfully verify online. The number of people who successfully verify online is dependent on: supplier performance, service adoption of verify, citizen adoption, online channel volumes and the other channels available. This uncertainty on volumes is the driver of variance on in-year budget forecasts. | Budget variance less than 5%. | NGSS is forecast to spend lower than budgeted partly due to the requirement to make in-year savings and staff vacancies | NGSS is forecast to spend lower than budgeted partly due to the requirement to make in-year savings and staff vacancies | The increased cost in year (15/16) was due to approved scope changes including additional funcationality for operational managers (Prison Governors); additional systems enhancements around effective pension age; and additional support for the Employer Engagement. | The Programme is currently forecasting a full spend for 2015/16 | Budget variance less than 5%. | Progress of departmental approval and recruitment processes will influence how much of 15-16 budget is spent in 15-16. | Budget variance less than 5%. | This data was correct as at Q2 2015/16. 1. The original 22 Cities scheme has 15,807 vouchers issued net of cancellations to date with a value of £26.7m. 2. £14.5m is the forecast for the final total value of voucher claims for 2015/16 in respect of the 22 Cities scheme but is dependent on the value of vouchers that do not connect by the deadline (cut-off point). A further £4.9m will be spent on non-voucher projects. 3. The extended scheme includes 28 additional cities and is in the form of a £40m challenge fund, which each city can claim against as required. The £40m challenge fund has now been allocated (October 2015). 4. BDUK has revised the accounting policy used to recognise expenditure, changing the recognition point to be the issue of vouchers, which was agreed with the NAO in October 2015. 5. With HMT approval £40m has been vired from prior years budgets in 2015/16 to cover the voucher scheme extension. A further virement as part of the supplementary exercise has been agreed with HMT to cover funding commitments on the old scheme, the final value will be confirmed in December. The CDEL spend forecast for 2015/16 is £59.4m. 5. Current RDEL budgets end in 15/16, the 16/17 forecast reflect the funding applied for in the spending review which assumes that staff will roll off by December 2016. | This data was correct as at Q2 2015/16. 1. Quarter 2 forecasts in 15/16 are based on supplier Milestone Payment Tables; they have been adjusted to factor in Phase 2 acceleration and to take account of those projects where efficiencies in delivery have led to BDUK grant funding covering further delivery and the coverage of more premises. 2. As a result, £8.8m of funding has been brought forward into financial year 15/16. The profile for future years continues to be based on modelling. 3. Current RDEL budgets end in 15/16. | Budget variance less than 5%. | Budget variance less than 5%. | Project costs relate to the project team and external technical, legal and financial advisers. In Q1 2015/16 an overspend was forecast against the 2015/16 budget due to changes to the project timetable. Additional budget was sought in DECC's mid year review. | Budget variance less than 5%. | The Budget values reflect the estimated cost for Phase 1 work only under the previous Parent Body Organisation on a cost re-imbursable arrangement for Magnox. The forecast values reported here reflect the reduced Target Cost (price) for the same work under the new contract, now that the competition has been concluded and share transfer completed, with amendments for the new consolidation time frames. | Budget variance less than 5%. | Budget variance less than 5%. | The variance is due to changes in the anticipated level of Front End Engineering and Design expenditure. | 2015/16 Budget is based on the Full Business Case approved by Treasury in March 2014 and Forecast is based on the updated Full Business Case which has subsequently received Treasury approval. The reason for the significant increase in 2015/16 forecast expenditure is due to the requirement to adopt a contingency approach in 2015, which extended the Programme and increased costs. | The budget variance in 2015/16 resulted from bringing forward engineering investigations and pilot studies to optimise the programme. This increase represents costs that have been brought forward from future years of this 10 year programme, as opposed to additional expenditure. | The 2015/16 variance relates to a higher then anticipated requirement for external advice in the development and approval of the Government Support Package to ensure Government’s interests are fully protected. | The £291m budget for 2015/16 is the total IT costs across the Defra group as included in the latest approved Strategic Outline Business Case. | The baseline for 2015/16 expenditure is based on the current approved programme budget of £2,023m, therefore is different to the revised forecast which was reported to the Treasury in May as part of the Spending Rreview preperations and included in the Q1 GMPP submission. The HMT Settlement of January 2015 is £2,120.6m. The current capital forecast outturn for the programme remains at £2,298.8m. This represents a £178.2m overspend compared with the January 2015 Funding Settlement but remains in line with the latest forecast expenditure prepared in August 2015 and reflects a number of changes in scope to the programme. | Initial development stage of programme extended to allow for more detailed feasibility appraisal of projects ahead of procurement. | Delays to the financial close of 3 batches (HLR, NE & Yorkshire) led to reduced costs and a variance in 15/16 due to delayed start of UC payments aside from one school to 16/17 and 17/18. | Budget variance less than 5%. | The BUDGET provided is based on the Secretary of State's Statement of Funds Available (SOFA) which was published in July 2012 as part of the Control Period 5 HLOS. The FORECAST provided is based on the current net resource and capital position, based on the most up-to-date Long Term Forecast for Rail, at the time of reporting. The resource FORECAST is based on the in year Support for Passenger Rail Services position, which has improved significantly as a result of increase in revenues. The capital FORECAST is based on the Office of Rail and Road Final Determination from 31 October 2013. The Determination sets out the amount of capital grant the DfT provides to Network Rail in 2012/13 prices. This is inflated using the latest Office for Budget Responsibility indicators to produce the forecast. The amount of grant Network Rail receive in each year of Control Period 5 is recalculated in this way annually and detailed in the Deed of Grant. As such, inflation risk remains. | The forecast variance in 2015/16 of an underspend versus budgeted costs is the result of a negotiated reduction in contractual charges relating to Bristow's contingency plan to address issues with the smaller airframe type coupled with generally favourable movements in variable costs such as the lower price of fuel. | The variance in the 2015/16 Crossrail budget is due to the funding arrangements for the project. The budget describes the schedule for Sponsors funding Crossrail Limited. The forecast describes the profile for Crossrail Limited then spending those funds. A re-baselining of the programme schedule in 2010 meant that costs have been incurred in different years than originally anticipated. Despite this the Crossrail project is still forecast to come within the total available budget. | Budget variance less than 5%. | Costs refer to DfT costs for the Programme. Budget variance less than 5%. | The changes in the migration dates have meant that the Programme team has needed to stay in place for longer than originally planned to see through the re-planning and subsequent migrations of the DfT family of business units. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | The in-year spend has been reduced following a review of the scope of Stakeholder Management activity, rescheduling the commencement of work for the technical partner (including surveys) and deferring commencement of work on Version 3 of the Traffic Model until later in 2016. | Costs for service transition and contract exit, which were not included in the original baseline, have been incurred in 2015/16. | Budget variance less than 5% | The 2015/16 forecast is lower than budget due to the budget including NHS Trust costs which are not included in the actual and forecast and the forecast deployment and services charges being lower due to fewer deployments, revised scope of deployments and interim date changes. | The increase in budget for 2015/16 is due to the approved change request for the Phase 4 pre-requisites, including Pharmacy Training, Business Continuity and Controlled Drugs, which is additional activity, covered in the Tolerance Exception Report/Change Request. | Budget figures from the Appointment Business Case (17 March 2014) include contingency in FY15/16, but contingency is not included in the forecast figures. Clinical Commissioning Group costs have been included in the forecast at the rate given in the business case. Two different sets of variances have arisen since the Appointment Business Case was approved due to contract negotiations were still ongoing during the approval of the Appointment Business Case, and as a result of delays to the delivery of the new services. Further reductions will follow as a result of restrictions to subsidiary module deployments between now and Dec 2016 which are needed to ensure that the costs remain within the business case allocation for the follow on term. | The budget was allocated according to the original plan which expected exit and transition to be taking place throughout 2015/ 2016. The programme has been considerably delayed while it's strategic direction was reviewed and reset. As a result this budget allocation is no longer relevant. The budget figure is as per the Strategic Outline Case and envisaged a completed transition to the Public Service Network for Health (as was) and does not include any N3 spend. The recently approved Health & Social Care Network Outline Business Case provides an up to date view on the programme financials. |
| Departmental Narrative on Budgeted Whole Life Costs | The Whole Life Costs represent the total construction costs including contributions from all the participants. | Data not provided | Data not provided | Data not provided | Data not provided | We are on track to deliver the programme enablers within the forecast whole life cost | Fixed costs for this programme (staff and infrastructure) are relatively stable whilst variable costs are dependent on the volume of users. The whole life costs are based on our estimate of the number of people who will use online central government services over 5 years - the profile over the 5 years is dependent on supplier performance, service adoption of verify, citizen adoption, online channel volumes and the other channels available. Therefore, in-year forecasts are difficult to predict as we only pay our suppliers on results, where the cost is driven by volumes. | The whole life costs figures are those documented in the OBC; FBC development, due for completion during Q1 16/17, will provide further granularity to these figures. | WLC figures have changed to reflect a more accurate analysis of costs. The gross NGSS spend from 2012/13 to 2019/2020 is forecast to be £41m and is split between ISSC1 and ISSC2. However, ISSC2 contract also receives a management fee from SSCL amounting to £20m over the life of the contract. This reduces the net spend for ISSC2 to £12.80m. | Figures have changed to to more accurate analysis of costs. The gross NGSS spend form 2012/13 to 2019/2020 is £41m and is split 80/20 between ISSC2 / 1. However, ISSC2 contract also receives a management fee from SSCL amounting to £20m over the life of the contract. This reduces the net spend for ISSC2 to £12.80m. | Initial WLC was budgeted to be £13.4m following scope changes WLC on project closure was £14.9m. | The programme remains on course for a full spend in its final year | Budget forecasts to date are accurate and the funding has been sufficient throughout the lifetime of the programme. | Project costs include costs of change and cost of running the Hubs programme over 5 years | Budgeted whole life costs for the programme have increased by 0.07% to £144.30 million, this is due to the additional costs as a result of the minor delays to the rollout of the MFDs. | The scheme is on track to deliver its objectives within budget. With HMT approval £40m has been vired from prior years budgets in 2015/16 to cover the voucher scheme extension. A further virement as part of the supplementary exercise has been agreed with HMT to cover funding commitments on the old scheme, the final value will be confirmed in December 2015. | 1. Whole life costs cover Government funding only for Phase 1 and Phase 2. Other sources of funding, including local authority and supplier investment are not included. 2. £6.9m has been profiled from Phase 1 into 16/17 for the implementation of the Universal Service commitment. 3. £10m announced by the Chancellor has been included in anticipation of the Ultrafast South West projects. (£5m in 16/17 and £5m 17/18) | 1. The 2015/16 CDEL forecasts have been amended since the Q1 return due to continued re-forecasting. As the pipeline is delivered this will be revised based on actuals. 2. The 2015/16 forecast is based on 70 masts being delivered by March 2016. This is the maximum likely to be achieved. 3. Retention payments in 2016/17 will be up to £1.2m. £0.5m for force majeure and slippage into 2016/17 has also been included. 4. Current RDEL budgets end in 15/16, the 16/17 forecast reflect the funding applied for in the spending review which assumes that staff will roll off over the course of 16/17. 5. Original budget allocation of £150m. | Data not provided by department | The Whole Life Costs (WLC) for this project are determined by the difference between the Strike Price for Hinkley Point C and the long-term Wholesale Electricity Price forecasts, which are influenced by market prices for fossil fuels. Therefore, we would expect the WLC to vary year on year to reflect changes in the market. From 2014 to 2015, DECC’s projections of wholesale electricity prices fell, reflecting underlying low fossil fuel prices and a subsequent reduction in DECC’s gas and coal projections. This resulted in an increase in the whole life costs for Hinkley Point C. Wholesale prices are volatile and sensitive to a number of uncertain factors including, for example, future global gas price trends, carbon prices, coal prices, the level of intermittent generators in the system and demand trends. Whereas the strike price agreed for Hinkley Point C is fixed and has been set following extensive negotiations with EDF and with advice from independent expert advisors. Hinkley Point C alone will generate 7% of reliable low carbon electricity for the UK; enough to power 6 million homes for 65 years. | These costs are those that will be incurred over the period which the benefits from the Sellefield Model Change were expected to accrue in the Outline Business Case. | Whole life cost cover the Phase 1 costs only of decommissioning the ten Magnox and two RSRL sites and taking them into their Care and Maintenance states. They also cover the costs of processing and managing the resultant radioactive and non radioactive wastes arising from decommissioning activities for Phase 1 only. Finally the whole life cost addresses the establishment of a "Regionalised approach" to carry out surveillance and, if required, maintenance ops on the sites after they enter Care and Maintenance. | The total budgeted whole life costs figure in this return is presented in undiscounted nominal terms for comparability with other programmes. The figure differs to the total cost figure in the January 2014 Smart Meters Implementation Programme Impact Assessment which is expressed in 2011 real prices and discounted to present values (in line with HM Treasury appraisal guidance); the total cost figure in the 2014 IA is £10,927m, which is expected to generate a total benefit of £17,141m, resulting in a net present value benefit of £6,214m. | Whole life cost figures represent the estimated cost of designing, constructing and operating the GDF out to 2130s. Note that the costs reported here only cover costs related to a GDF for legacy waste and waste arising from the existing fleet of nuclear reactors, it does not include any provisions for waste disposal from a new nuclear build programme, as this will be funded by new nuclear operators. The Whole Life Cost figure is presented in real terms due to the long timescales associated with the programme. | Data not provided | The Whole Life Cost baseline is from the Full Business Case approved by Treasury in March 2014. A new Full Business Case has subsequently received approval, showing an increased Whole Life Cost of £215.88m. The main areas of cost growth are: i. Core Application Build (Customer portal and rules engine). ii. Environments/Platforms. iii. Programme Support. | The project is on track to deliver within original budget. | The whole life cost is made up of two elements: the whole life capital cost of tunnel construction of £4.2bn to be funded by ‘Tideway’ and Thames Water Utilities Limited, which relates to the private sector project; and the Government costs, estimated in September 2015 at ?21.1m. The Government costs relate exclusively to the Enabling Project and include staff costs for the Thames Tideway Tunnel Project Team in Defra and their external advisers. Information on the overall capital costs can be found in Defra’s publication “Costs and benefits of the Thames Tideway Tunnel - 2015 update” | The forecast whole life cost of almost £1.7bn over 5 years is taken from the latest approved business case. It has been calculated using a top down approach applying percentage savings to individual services based upon external benchmarking data, comparisons to market pricing (where available) and other industry experience. | Initial capital investment to address the poor condition of school buildings will avoid significant future costs to deal with a deteriorating estate and help to avoid any incidences of basic need pressure created through obsolecence. | Initial capital investment to address the poor condition of school buildings will avoid significant future costs to deal with a deteriorating estate and help to avoid any incidences of basic need pressure created through obsolecence. | Forecast Whole Life Costs of £1,517m are significantly below budgeted whole life costs due to favourable interest rates and savings due to the economies of scale of the aggregator structure. | The whole life costs cover the 40 year design life of the airport. The costs are attributable to both the UK Government and St Helena Government; with UK Government commitment due to cease in 2026 after 10 years of airport operations. Areas of expenditure included when calculating the whole-life cost are: planning, design, construction, operations, maintenance, asset renewal and/or disposal. As the project is forecasting so far into the future (2046) there are high levels of uncertainty pertaining to some of the costs. | The programme completed in 2012. The Department is working to develop the programmes and projects to deliver the infrastructure and train service changes, and will consider lessons learned for the next Periodic Review in 2018. | Budgeted whole life cost of £1,923m is the headline cost figure for the contract of £1.6bn plus the associated non-recoverable VAT. This represents a significant saving against the previously reported whole life cost figure of £3,286m as a result of the procurement strategy requiring a shift away from a PFI-negotiated contract to a contract procured under the Competitive Dialogue process. Contractual costs began to be incurred in April 2015 when operational delivery commenced at the first two bases and will continue until the end of 2025/26. | This constitutes the funding envelope for the project as a whole. There are a series of intervention points set out in the governance documents which are designed to mitigate against the risk of exceeding the total funding available. The aim of both Sponsors (DfT and TfL) is for final outturn costs to remain well within the total funding envelope. | The total costs of £5.7bn are financed via PFI payments over 27.5 years. DfT guarantees use of the trains in the Great Western and East Coast franchises. Network Rail funded in CP5 to deliver £480m of enabling works prior to entry into service. The combined cost is £6.2bn. | The budgeted Whole Life Cost for the Thameslink Programme is £6.5bn of which £4.6bn is Network Rail infrastructure costs, £1.9bn in respect of new rolling stock and maintenance depots. We expect a cost increase following changes to the NR infrastructure programme which was included in the Hendy Review during 2015. | Measurable monetarised benefits will result following the successful migration of the DfT family of business units, now scheduled for end-2017. The financial benefits have been calculated by taking the costs of services if the Shared Services Centre remained in DfT ownership and cost of core service under the divestment case (F/C) and comparing the difference. Framework Authority commercial discussion may impact overall benefits, but the detail remains sketchy at this time. Consequently, the profile of benefits is subject to change. | Budget values are derived from v15.51 of the rail LTF amended for subsequent CP5 and other changes. Economic factors as most recent OBR projections. Forecast from rail LTF v June 2015. A significant policy change since the Q1 forecast is the change in fares policy for the years of 2015/16 to 2019/20 where the fare increase has been reduced from RPI+1% to RPI+0%. This change increasingly reduces farebox across all years. Lower inflation forecasts will have also reduced farebox although this will be partially offset by lower costs. For all franchises, the franchise duration has been amended to the current duration. Both the budget and forecast values have been amended to this basis. | In the 2015 Spending Review (SR15), Government restated the long-term funding envelope for the HS2 programme at £55.7bn in 2015 prices. This budget is for delivery of the full HS2 scheme including rolling stock. The SR15 settlement sets a year by year funding allocation for HS2 as a whole for a period of 5 years (2016/17 to 2020/21). Following the precedent set by Phase One, we expect to capitalise all expenditure following second reading of the Bills. | The latest agreed forecast outturn estimate of £1.487bn is below the current Whole Life Cost Budget. A refined estimate is currently being produced by the project team which will be included in the final business case. | Costs presented here are for the Options Phase which is scheduled to be complete in Summer 2016. Estimates of whole life project forecasts were included in the Strategic Outline Business Case for each of the short-listed routes. An application for Initial Development Phase funds (FY 16/17) was approved by DfT, BICC in February 2016 and is now awaiting HMT approval. The request for the remainder of the Development Phase funds will be submitted to DfT before the end of 2016 after the Preferred Route Announcement and completion of the Outline Business Case. | Electronic Patient Record systems were deployed at 80 NHS trusts during the lifetime of the BT Local Service Provider programme. Due to trust mergers, the final deployed estate was: 17 trusts and 170,000 users of the Cerner Millennium Electronic Patient Record system (acute care setting); and, 39 trusts and 150,000 users of the Servelec RiO Electronic Patient Record system (community and mental health care setting). The programme also supported all NHS trusts to safely and securely transition their systems from the central Local Service Provider service to locally-contracted replacement services. The whole life cost of the programme is forecast to be 1% under budget on completion. Budgeted whole life costs are unchanged from quarter two 2014/15. | Financial information will be available on the whole life costs once the Programme Business Case and Phase 1 Outline Business Case have been approved. | The total actual / estimated programmes whole life costs is £2,007.90 million of a total budgeted whole life costs of £2,294.07 million. This includes the costs to deploy and run critical clinical IT systems to health and care organisations across the North, Midlands and East of England including the strategic electronic patient record system (Lorenzo) and 2,700 non-Lorenzo clinical information systems. | There is now a significant reduction in forecast costs compared to budget because the rollout of Electronic Prescription Service Release 2 to prescribing sites was slower than anticipated and NHS Business Sservice Authority redundancies, which had been budgeted for centrally, will not now take place. | The whole life cost for the General Practice System of Choice Replacement project over the initial term to December 2016 is £309.4m including contingency & inflation as per the Business Case. The Business Case costs include contingencies and Clinical Commissioning Groups costs. The whole life cost is set to reduce as a result of contingency not included in the forecast, finalisation of Contract negotiations and as a result of delays to the delivery of the new services. | The budgeted whole life costs are based on the N4/Public Service Network for Health Strategic Outline Business Case and have now been superseded. Whilst reported as the baseline the actual/forecast position on costs is substantially lower and is reflected in later reporting. |