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MOD Government Major Project Portfolio data, September 2014 (CSV)

Updated 25 June 2015
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Project name	A400M	Airseeker	Army 2020	Army Basing Programme	Astute Boats 1-7	BORONA	CEPP	CHINOOK (incl Project Julius)	Complex Weapons	Core Production Capability	Corporate Services Systems Convergence Programme	Crowsnest Programme	Cryptographic Enabling Services	Defence Core Network Services	Defence Information Infrastructure	Future Reserves 2020	Head Office and Customer Design	Lightning II Programme	Logistics Commodities Services Transformation	Maritime Sustainment Programme	MARSHALL	Merlin Programme	Mounted Close Combat	Next Generation Estates Contracts	New Employment Model	Nuclear Warhead Capability Sustainment Programme	Operating Model Rollout	Puma Helicopter Life Extension Programme	Queen Elizabeth Programme	Spearfish Upgrade Programme	Strategic Business Partner Implementation Programme	Submarine Enterprise Performance Programme	Successor SSBN	The Materiel Strategy	Type 26 Global Combat Ship Programme	Typhoon	Wildcat	WATCHKEEPER	Whole Fleet Management
Department	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD	MoD
MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report)	Amber/Green	Amber/Green	Amber	Red	Amber/Red	Amber/Green	Amber/Red	Amber/Green	Amber	Amber	Amber	Green	Exempt under section 26 of the Freedom of Information Act (2000)	Amber/Red	Amber/Red	Red	Amber	Amber	Amber	Amber/Green	Amber	Green	Amber	Amber/Green	Amber	Exempt under section 24 of the Freedom of Information Act (2000)	Amber/Green	Amber/Green	Amber/Red	Amber/Green	Green	Amber	Amber/Red	Amber/Red	Exempt under section 43 of the Freedom of Information Act (2000)	Amber/Green	Amber/Green	Amber/Green	Amber
Description / Aims (From GMPP data)	The A400M Programme is a multinational European collaboration to design, develop and deliver a brand new military transport aircraft. The A400M will provide a worldwide medium lift, Tactical Air Transport (Tac AT) designed to meet the requirements of Defence policy; as such, it will ultimately replace the UK’s current C-130J Hercules fleet. The scope of the UK elements of the Programme comprises: delivery of 22 A400M aircraft; a UK In-Service Support Solution; and a UK training solution for aircrew and ground personnel.	AIRSEEKER will sustain the UK's airborne electronic surveillance capability previously provided by the Nimrod R1 aircraft against an evolving and increasingly complex target set up to 2025. It will provide a rapidly deployable capability to support operations where it will be able to collect, analyse, fuse and disseminate a coherent and readily interpretable electronic surveillance picture in support of national, joint and coalition operations. This information will support targeting and combat identification. The period between retirement of the Nimrod R1 and introduction of AIRSEEKER is being covered through the UK/US Co-manning Memorandum of Understanding (MoU).	The overall aim of the Army 2020 Programme is to transform the British Army by the end of the decade in accordance with the structural design and operational concepts devised by the Army 2020 Study Team and endorsed by the Defence Board, to meet Defence Planning Assumptions and unforeseen challenges in the future strategic environment. The Programme sets out a whole force concept where regulars, reserves and civilians create an integrated capability that adds up to more than the sum of the parts. Extensive changes are made to the Army's structure, creating a Reaction Force and a pool of Adaptable Forces, supported by Force Troops. The number of Regular posts within the structure will fall from a post-SDSR endorsed total of c.94,000 to c.82,000 by 2016. The number of Reserves rises to c.30,000 to create an Army numbering c.112,000. Wider changes will be made to the Army's procedures, behaviours and culture by 2020 to ensure the effectiveness and long-term viability of the new model (the Transformation Agenda).	The aims and scope of the programme were set out in the Ministerial announcement of March 2013. The programme is to coordinate and deliver infrastructure, and non-infrastructure requirements to realise the capability and financial benefits: enable the A2020 organisational structure and UK laydown to be achieved, withdrawing the Army from Germany and delivering reduced costs.	The scope of the programme covers the design, development and manufacture of 7 Astute class submarines as detailed in the formal Staff Requirement of 1997. The military requirement for up to 8 submarines was re-endorsed in the SDSR 10 which require the submarines to perform a wide range of military tasks; demonstrate global reach, endurance, covertness, sustained high speed and the ability to conduct unsupported operations in hostile environments.	To examine and implement the most effective way of closing Rhine Garrison and Munster Station in Germany by: - moving HQ Allied Rapid Reaction Corps (ARRC), 16 Sig Regt and 1 Armoured Division Signal Regiment (ADSR) to the UK; - streamlining the infrastructure delivery management in support of UK Defence personnel based in Germany and the European mainland; - utilising or releasing estate vacated in Germany as a result of the Strategic Defence and Security Review Preliminary Moves (i.e. Celle).	The Carrier Enabled Power Projection Programme (CEPP) comprises the Queen Elizabeth Class (QEC) Aircraft Carriers, the Lightning II Short Take off and Vertical Landing (STOVL) Joint Strike Fighter variant aircraft and the CROWSNEST early warning capability for the Multi-role Merlin helicopter. The main focus of the CEPP Programme is the successful delivery of a Carrier Strike capability which is assessed to be the most technically challenging and Force stressing requirement. The other elements of fighting power (amphibious capability and the support shipping) will be managed and delivered by the most appropriate Front Line Command (FLC) as key dependencies. The aim is to deliver a successful UK Carrier Strike capability by the end of 2020 followed by enabling the broader CEPP capabilities. The QEC, Lightning II and CROWSNEST projects provide separate DMPP returns with the associated financial data.	As the primary heavy-lift support helicopter in Defence, the Chinook supports the rapid deployment, in-theatre movement, insertion, resupply and extraction of Joint Forces and their equipment. The Chinook Programme improves this capability, enabling it to form a key component of Future Force 2020. The Programme includes Project JULIUS, which upgrades the fleet with a common digital cockpit to optimise flexible employment of the aircraft, and Project NEW BUY, which will purchase 14 additional helicopters.	The main aim is to realise an improved, affordable and dynamically adaptable military Complex Weapons capability which protects sovereignty and assures Operational Advantage. The pipeline provides a new way of working in terms of programmatic approach to acquisition which will enable reuse, commonality and a subsequent reduction in costs.	The phased regeneration of the current nuclear reactor core production facilities on the Rolls-Royce (RR) site at Raynesway in Derby, the sustainment of the reactor Core Production Capability (CPC) and the development and manufacture of nuclear reactor cores to meet the submarine programme.	The scope of CSSCP centred on the corporate services functions of finance, civilian Human Resources (HR) and procurement, with links into logistics and the back office elements of military HR. The programme set out to address business processes and supporting applications, the physical environment on which applications operate and support arrangements for maintenance and development.	The CROWSNEST project will replace the capability currently provided by the Sea King Mk7 Airborne Surveillance and Control (SKASaC) aircraft. The primary purpose of this capability is to provide Force Protection for Maritime Task Groups and their forward deployed Task Elements, including wide area surveillance overland and in the Littoral (SKASaC is currently deployed on Op HERRICK). The CROWSNEST ASaC capability will now be delivered as role-fit mission system equipment for installation into the Merlin Mk2 aircraft.	To support the Department’s information assurance capability	DCNS was established as a capability replacement programme to deliver to Defence successor ICT services that were aligned to Defence and Government strategies through the rationalisation of current sub-optimal commercial arrangements and technical solutions delivered by five legacy projects and programmes. DCNS set out to achieve this by managing the transition to new services through five key procurement projects. These were: 1. EMPORIUM - Applications Hosting & Management. 2. GRAPEVINE 1 - Office Services and Collaborative Services. 3. GRAPEVINE 2 -Telephony and Networks. 4. GRAPEVINE 3 - Operational IS. 5. Future Beyond Line of Sight. Satellite & High Frequency Services.	To deliver to Defence a secure and coherent information infrastructure at best value for money and to approved cost. Due to its size and scope, DII is being delivered incrementally, delivering capability across the following areas: Increments 1, 2a & 3a: Fixed (SECRET & below). Increment 2b: Deployed (SECRET); DII Maritime is being delivered as part of Increments 1 and 2b.	As laid out in the mandate, the thrust of the Commission’s six high-level recommendations will be implemented as follows: a. Stabilisation and Reinvigoration (arrest decline, revise proposition, better integration); b. Revised Roles (better definition of strategic purpose/roles; explore use of Reservists to meet some mil tasks as formed sub-units and units); c. Enablement (legislation, employer recognition, employee protection to ensure guaranteed use of Reserves; exploit innovative partnerships between Defence, Education and Industry; better admin, inc MIS; transform volunteer estate (via Defence Infrastructure Organisation)); d. Adjusting Regular: Reserve Balance (develop/deliver Reserve component of Whole Force; adjust Regular: Reserve balance to deliver cost-effective manpower mix); e. Force Generation (transform/optimise volunteer estate; facilitate better Regular: Reserve integration by reviewing requirement for Regular Permanent Staff; mechanisms to improve Force Generation Factor); f. Governance (revised governance structure to oversee implementation of recommendations and provide an independent reporting mechanism to the SofS and Parliament).	The programme seeks to design, orchestrate and implement change in Head Office and the Commands in order to improve the efficiency and effectiveness of the Defence Acquisition System. This will be achieved by establishing the framework and protocols for the overall Acquisition System within the context of the Defence Operating Model; putting in place the governance and performance management arrangements through which Defence Equipment & Support (DE&S) will be held to account as a Bespoke Central Government Trading Entity; creating a more disciplined interface between DE&S and its Customers; and strengthening the capability of the Commands to operate effectively in the Customer role.	The intent of the Lightning II Programme is to deliver a deployable capability using the Lockheed Martin F-35 Joint Strike Fighter (JSF) - termed Lightning II (LII) in the UK - by 31 Dec 2018 and to contribute to the UK’s Carrier Strike capability from 2020. Lightning will contribute to the Responsive and Adaptive Force, providing 25% of UK Combat Air Force Elements at Readiness (FE@R) from 2023. SDSR 2015 will determine the final buy profile for LII.	The rationale for LCS(T) is built around the need for a future operating structure that adopts the core fundamentals; - A first principle of certainty of Military supply and; - A secondary principle of cost minimisation The scope includes all activity that the LCS Operating Centre is currently responsible for with the exception of British Forces Post Office, Disposal Services Agency, Bulk Fuels, Blood Products and Medical Counter Measures. The activity within scope falls into four broad areas - 1. supply chain integration, 2. commodity procurement and inventory management, 3. storage of 'non-explosive' stock items and 4. distribution of non-explosives and munitions.	The Category A MARS Tanker project makes up the current acquisition element of the Maritime Sustainment Programme. The Military Afloat Reach and Sustainability (MARS) Tankers will replace the current single hulled tankers operated by the Royal Fleet Auxiliary, which are no longer fully compliant with international maritime legislation, with an efficient and cost effective solution providing support for the sustainment of Future Force 2020 (FF2020). These ships will provide valuable bulk fuels capability in support of the Royal Navy and forces ashore, including the new QE Class Aircraft Carriers and on operations as varied as Littoral Manoeuvre, constabulary and humanitarian relief, through to the 2040s. Four Tide Class ships (RFA TIDESPRING, RFA TIDERACE, RFA TIDESURGE, RFA TIDEFORCE) have been ordered from DSME South Korea, to a UK BMT basic design. The ships will travel to the UK for customisation and final trials prior to entering service. The HRAS project delivered the key safety and capability risk mitigation for future HRAS design and systems integration through a Land Based Demonstrator and the completion of system trials; and the infrastructure has now been converted to provide the training facility for future seamanship training, including replenishment of solids and liquids at sea.	MARSHALL aims to provide a Terminal Air Traffic Management capability for Defence. The capability will be delivered by a Service Provider and will be provided at all agreed MOD aerodromes and Air Weapons Ranges. An agreed level of deployable capability will also be provided and in order to provide efficiencies of scale the programme will supply and support secure Air Defence radios.	The Merlin Capability Sustainment Programme (MCSP) is updating 30 Merlin Mk1 aircraft to overcome existing and forecast obsolescence within the Weapon Systems Avionics to ensure sustainment of the required capability until the planned Out of Service date (2029). The converted aircraft are known as Merlin Mk 2. The Programme is also updating, as necessary, the support products and the full Merlin Training Facility at Royal Naval Air Service (RNAS) Culdrose.	The aim of the Mounted Close Combat (MCC) Capability Change Programme was to deliver appropriate, integrated capability in order for the Army to generate and sustain MCC capability for operations, within allocated resources, in the 2025 timeframe. There have been significant changes to the MCC Programme since the submission of the Q2 2014 summary. Following a Cabinet Office assurance review in April 2014, and extensive consultation, the SRO has split the previous large MCC Programme into four constituent programmes, of which two are now in the GMPP – Armoured Cavalry 2025 and Armoured Infantry 2026. The new four programmes are: a. Armoured Cavalry 2025. Consists of the SCOUT Specialist Vehicle Equipment Project; its supporting training solution; and the other pan-Defence Line of Development projects to deliver the new Armoured Cavalry capability out to 2050; b. Armoured Infantry 2026. Consists of the Warrior Capability Sustainment Project (WCSP) – a full turret upgrade to the Army’s principal Infantry Fighting Vehicle. The Army also has an aspiration to establish a further project within the programme to provide support to the Armoured Infantry capability through the Armoured Battlefield Support Vehicle (ABSV). This will create an upgraded and fully integrated capability out to 2040+; c. Armour Main Battle Tank 2025. Consists of the Challenger 2 Life Extension Programme which extends the life of the tank and its training aides to provide the Armoured capability out to 2035; d. Mechanised Infantry 2029. It will enable the protected movement and manoeuvre of infantry and associated combat support users. Currently in the Concept phase and not yet formally established as a programme.	The replacement of the existing estate maintenance contracts across the UK as they expire. The scope includes the following: - 4 Regional Primes - Scotland and Northern Ireland; South West; South East; Central - delivering routine maintenance services Hard Facilities Management (FM) and capital works projects (up to £3.93m); - National Housing Prime Contract - delivering maintenance services across the whole of UK Service Families accommodation; - National Training Estate Contract - delivering a range technical support, Hard Facilities Management (FM), Soft FM and a range of booking services across UK; - National Framework contract - for higher value (up to £50m), cross boundary and complex capital works projects; - Six regional framework contracts - for the majority, by volume of capital works projects up to £12m.	The overall NEM Objective - To design and deliver (Full Operating Capability FY 20/21) a New Employment Model for Regular and Reserve Service Personnel that supports Operational Capability through a competitive offer which: • is sufficiently Attractive to recruit and retain personnel of the right quality to the point of Service need, • is Affordable within planned resources and better addresses the key drivers of net, long-term cost growth, • enables Agility through improved organisational efficiency, flexibility and adaptability. The supporting projects operate within four work streams: Terms of Service (including career management and structure, and flexible working practices); Value and Reward (including Pay and Allowances; Future Accommodation (including both publicly provided accommodation and supporting the aspiration amongst many Service Personnel for home purchase); and Training and Education. The harmonisation of terms and conditions of service for Regular and Reserve personnel is also the responsibility of the NEM. Key outcomes of the NEM include: tackling the demand for greater stability (particularly for Service families); the ability to exercise choice in the way that Service personnel and their families live their lives; and the need for personnel to take greater responsibility in doing so.	1. To deliver and sustain the capability to underwrite the UK stockpile now and in the future including transition to Mk4A and to be have the capability required for a future warhead if required. 2. To develop and deliver essential science, technology and production capabilities and critical skills to enable Atomic Weapons Establishment (AWE) to operate, maintain and certify the safety and performance of the Trident Holbrook warhead. 3. To develop and deliver the UK stockpile to the Mk4A warhead (production, skills, science) approved design. 4. To deliver facilities, skills, production and science capabilities required to maintain the current warheads and support a possible future warhead. 5. To deliver the new hydrodynamics facility.	To implement a single integrated DIO Infrastructure Management System (IMS) that supports DIO’s core operations through -Standardisation of DIO business processes and delivery of efficiencies through e-enablement . -To rationalise and replace over 80 legacy systems with a single, integrated solution which in turn will reduce DIO’s IT running costs. -To increase the ability of DIO to measure how effective it is at managing the Defence estate through centralisation of key estate data and to introduce a common approach for the integration, interrogation, reporting and trend analysis of management data from a range of MOD and Industry Partner systems. -Increase DIO's ability to challenge more robustly whether the use of the estate is cost effective and efficient through introducing a consistent and coherent approach to the management of information. -Improve DIO's planning capability by providing users with the information and technology to develop the Defence Infrastructure Programme and carry out 'what if' scenarios relating to priorities and funding alternatives. The scope of the OMR programme includes implementation of the following capabilities: -Governance and financial control through approvals, delegations and budget allocation -Project management through ‘Statement of Need’, Capital and Real Estate Projects -Service Delivery through facility management -Property management through Lease Administration -Utilities management through actual and forecasting consumption, and bill validation and payment -Compliance management through reporting, inspections, audits, assessments and licensing -The management of Single Living Accommodation (SLA) through the allocation of space -Reporting functionality for Programme, Corporate and Strategic Asset Management.	The Puma Life Extension Programme makes major modifications to the existing fleet of Puma helicopters to install a glass cockpit, modern avionics (including a digital automatic flight control system) and new engines. These upgrades will address obsolescence and safety issues, deliver a step change in performance (particularly in hot and high environments) and ensure the aircraft (which is known as the Puma Mk2) can continue to contribute to the required Battlefield Helicopter LIFT capability until its Out of Service Date in 2025.	The Programme will deliver 2 x Queen Elizabeth Class aircraft carriers, capable of operating Lightning II and Merlin aircraft (Crowsnest), as key elements of the Carrier Enabled Power Projection Programme (CEPP). HMS Queen Elizabeth (ISD December 2017) and HMS Prince of Wales (ISD March 2020) will be delivered with the flexibility to operate a broader range of aircraft types in the widest range of roles in the future.	SFU Project has 4 key outputs: 1. Single Fuel – Create a single fuel weapon to replace the current bi-propellant system; 2. Insensitive Munition (IM) Warhead. Replacement of the current warhead with an IM warhead before the existing warheads start to reach their end of life; 3. Digital Weapon – Digitisation of the weapon to deliver the software integrity improvements necessary to comply with the modern standard for systematic safety integrity; 4. Fibre Optic Guide-fibre – The replacement guidance link will remove the communication delays between the platform and the weapon, thereby enabling safety and capability improvements and replacing the existing Copper/Cadmium (Cu/Cd) wire.	The objectives of SBPIP are to build from the SBP procurement to: • on board the SBP Executive Management team, ensuring that they can take on the leadership of the DIO and start the effective implementation of SBP Transformation within 3 months of contract award. • deliver the Governance structures, resources and processes required to effectively manage the contract and the performance of both the SBP and wider Defence Infrastructure Delivery Organisation (DIDO). • establish the Incorporated entity in 2017, subject to a Review Note in 2016. The scope of the SBPIP, as laid out in the previous Defence Board papers and Business Cases, remains the same. The SBPIP includes: • preparing for and mobilising the SBP as required by Schedule 2 of the contract. • activities relating to preparation for and implementation of the Incorporated model. • creation, implementation and development of the Governance arrangements. The transition phase of SBPIP runs from SBP Contract Award through to Establishment of the Incorporated body (GovCo). However, the scope includes activities associated with the preparation for the Transition phase that will occur prior to SBP Contract Award.	SEPP is a business transformation programme in which the three monopoly tier 1 suppliers within the Submarine Enterprise (BAE Systems, Babcock and Rolls-Royce) work together collaboratively with the MOD. The scope of SEPP covers the entire Submarine Enterprise, including the design, build and in-service support of submarines; it does not cover the Strategic Weapons programme, including the Atomic Weapons Establishment (AWE), which is being reviewed under a separate programme within the Submarine Operating Centre (SM OC). SEPP has three strategic objectives: Performance Up - working with industry to improve performance on new and existing submarines and strengthen the linkage between customer requirements and Operating Centre outputs; Cost Out - realising significant savings through the rationalisation of facilities, adopting an holistic approach to design, build and support and exploiting buying power; and Sustainability In - protecting the UK’s ability to retain and sustain the capability to design, build and support nuclear submarines as identified in the Defence Industrial Strategy and to meet the commitment to build a successor for Vanguard class submarines.	The scope of the programme covers the design, development and manufacture of 4 Successor SSBN Class submarines, to be confirmed at Main Gate, in response to the requirement detailed in the Government White Paper 2006: The Future of the UK's Nuclear Deterrent. The requirement for a class of SSBNs (Successor) to replace the current Vanguard class was subsequently re-endorsed in Strategic Defence and Security Review 2010, which required a force of SSBN submarines to support Continuous at Sea Deterrence (CASD) as delivered under the enduring operation: Op RELENTLESS.	The Materiel Strategy Programme seeks to design and implement transformational change within Defence Equipment and Support (DE&S), the organisation that equips and supports the Armed Forces for current and future operations, in order that DE&S can operate more effectively and efficiently within a simplified and improved Acquisition System. Following the decision to terminate the competition for a Government Owned Contractor Operated arrangement in December 2013, the programme has proceeded with two strands of activity: firstly, the establishment of DE&S as a bespoke, central government trading entity with the necessary freedoms and governance structures to embark on the transformation process; and, secondly, the transformation process itself which is supported by an injection of Managed Service Provider private sector skills into DE&S.	Type 26 Single Statement of User Need is to deliver: An interoperable, survivable, available and adaptable capability that is operable globally within the maritime battle space to contribute to sea control for the Joint Force and contribute to maritime force protection with the flexibility to operate across and within the range and scale of operations. Current planning assumption is that 13 Type 26 GCS will be procured in order to replace the Type 23 Frigates on a 1 for 1 basis from 2023 when the first Type 23 reaches its Out of Service Date (OSD). Joint Assessment Phase mission is to develop and cost an affordable T26 solution and in-service support model that meets the capability requirements, with the evidence to achieve MOD and corporate approvals, enabling the successful transition of the programme to the Design and Manufacture phase.	The Typhoon Programme aims to deliver an agile multi-role fighter that is capable of providing 75% of UK Combat Aircraft (ac) Force Elements at Readiness (FE@R) for Future Force 2020. Typhoon is being delivered in 3 Tranches of ac; Tranches 1 and 2 have now all been delivered with the Tranche 3 delivery profiled between December 2013 and April 2018. The current delivery programme has the following major elements: Future Capability Programme 1 - to deliver a multi-role, dual-mode precision guided bomb (PWIV) capability to Tranche 2 and 3 ac; Future Capability Programme 2 - to deliver Meteor, Stormshadow and Brimstone 2 to Tranche 2 and 3 ac; AESA radar - to deliver increased capability to Tranche 3 ac, specifically Electronic Attack, Day/Night/All weather targeting and full exploitation of Meteor; Typhoon Future Synthetics - to improve synthetic training capability and enable Air Command's intent to reduce the volume of live training flying.	Wildcat has been developed to meet the twin requirements for a dedicated small helicopter for deployment in the Maritime (Surface Combatant Maritime Rotorcraft (SCMR)), Littoral and Land environments (Battlefield Reconnaissance Helicopter (BRH)). The programme is procuring the necessary aircraft to field and support the capability and the capital equipment to support the training service (primarily simulators, training facility and courseware). The remainder of the through life training and support services required are being provided through the related Wildcat Integrated Support and Training (WIST) contract let 26 Jan 2012.	WATCHKEEPER will provide the operational commander, (normally Army) with a 24 hour, all weather, intelligence, surveillance, target acquisition and reconnaissance capability supplying accurate, timely and high quality imagery to support decision making. The system consists of unmanned air vehicles, sensors, data links, ground control stations and tactical ground vehicles, allowing it to operate from both deployed operating bases and austere air-strips. Watchkeeper deployed to Afghanistan in 2014, but is still very much in development until Full Operating capability is generated in 2017.	The aim of WFM is to deliver the concepts, policy, processes and facilities to manage the ground based Defence vehicle fleet and its associated equipment to meet the stated operational training and support requirements in the most supportable, effective and economic way. The four key components of the programme are the Fleet Management Concept, Controlled Humidity Environment (CHE) storage, the Joint Asset Management and Engineering System (JAMES) and the Data Recording Analysis and Corrective Action System (DRACAS). Fleet Management delivers the concepts, policy and processes to deliver the same outputs with a smaller number of vehicles, which are split into stored and active elements. CHE provides the facilities to store the stored element in the most cost effective way, DRACAS reduces maintenance costs and increases availability across the fleet and JAMES provides global visibility of the location and state of the fleet.
Departmental commentary on actions planned or taken on the MPA RAG rating.	The delivery confidence at Q2 FY14/15 reflected the fact that the Programme was entering a critical phase with many time-sensitive activities subject to external international dependencies. Most notably, there was a significant reliance on the six-nation Certification and Qualification Committee (CQC) to sentence the remaining evidence needed in time to support the award of Military Certification which would allow operation of the first aircraft. Secondly, there was a dependency on Airbus Defence & Space to supply an aircraft of a mature enough standard to pass UK acceptance checks. Finally, aircraft acceptance to provide a 'Day 1' capability was also dependant upon the ability to support flying operations in accordance with engineering maintenance contractual obligations. More than 20 formal governance meetings were held throughout August and September 2014 in order to carefully manage risks associated with delivery and first operational flight; these included operator level working groups through to a series of executive-level readiness reviews, and meetings with industry. This approach ensured that all support requirements were in place at RAF Brize Norton. The first A400M aircraft (ZM400) arrived at RAF Brize Norton on 17 November 2014 and completed its first training sortie the following day, as planned. Many key Programme targets had to be achieved to facilitate support for the first aircraft including: the successful Transfer of Title of the Full Flight Simulator and commencement of aircrew training at RAF Brize Norton; UK logistical support declared as 'ready to support'; interim infrastructure works completed; Military certification in place to allow operation of the first aircraft; and the In Service Support Business Case approved with contract signature achieved.	The development of the full AIRSEEKER capability continues to make good progress and delivery confidence has received some significant boosts. Following the approval of an Interim Release to Service (RTS) by the Assistant Chief of the Air Staff, 51 Squadron completed a rapid Op HERRICK work-up enabling deployment of the capability on 14 July 14. Also in July, the contract was awarded for the RAF Waddington infrastructure project and Initial Operating Capability (IOC) for AIRSEEKER was declared on 12 Dec 14. However, although these represent some major milestones, management action is still required to ensure that Full Operating Capability (FOC) is achieved against the required metrics of performance, time and cost. Management attention will continue to focus on 5 key elements: the delivery of a less restrictive RTS that permits flying for routine training; the delivery of the required deployable ground stations, including their transportable infrastructure; the delivery of the infrastructure project at RAF Waddington; the establishment of UK-based training for air and ground crews; and the accurate assessment of final Programme costs.	The last Major Projects Authority (MPA) Gateway Review of Army 2020 in May 2014 made a number of recommendations relating to the Transformation phase of the Programme. The Army 2020 Team has now developed a set of milestones to provide a clear way ahead for the cultural and behavioural changes required, as well as producing a mechanism for measuring progress of this work. Management and measurement focus around the Programme’s benefits and the activity that will realise those benefits is underway.	The Major Projects Authority (MPA) review of the Programme in September 2014 raised significant concerns about the programme - including resourcing, governance and planning - and made a series of recommendations. However the review also noted their optimism about the ability of the new leadership team to turn around the programme and its return to stability. Since then very significant progress has been made to return the programme to a point where it should, with appropriate actions, be successful against the original vision and objectives. An action plan has been developed and taken forward to address all the recommendations made by the MPA Review Team, alongside wider programme delivery. Dedicated resources on the programme have doubled since 2014/15 Q2, with all senior leaders recruited now in post, established and delivering. Plans continue for each project and a "single version of the truth" for all key Programme Information is being refined and used widely. The MPA have recognised the strong leadership and positive progress since the arrival of the new leadership team.	The Astute Class submarine project has progressed with the launch of Boat 3 and the first steels being cut for Boat 7. However, the project remains a very technically demanding endeavour and the schedule to deliver the remaining 5 boats is challenging. Whilst the MOD, shipbuilder and supply chain have all learned much from the construction of the first 2 boats, challenges remain, and a number of performance improvement projects, recommended by the MPA, have been established to address the main technical, logistical and management risks and issues. These all involve close working between the MOD and its main suppliers and are providing some evidence of the manufacturing performance required to meet the approved targets for schedule, cost and performance. All of these business Improvement initiatives are being fed into the Successor Programme. The recommendations of Cabinet Office MPA review of the Astute Programme, have been taken and are reviewed regularly to ensure adherence.	We remain on track to relocate the two Signal Regiments to Stafford from Germany in summer 2015. Construction work to redevelop Beacon Barracks and to build Service Families' Accommodation on MOD-owned land adjacent to the barracks has progressed relatively quickly and, in some cases, buildings are likely to be ready for handover ahead of schedule. The Amber/Green rating reflected the risks associated with the national shortages of construction trade workers and materials and the possibility of a severe winter that would hamper building works. In practice both of our contractors have managed the workforce and materials issues most effectively and the good Autumn and mild start to the Winter period has meant that any adverse weather now is likely not to significantly affect the build schedule.	The 2014/15 Q2 RAG assessment was based on the delivery challenges within the core CEPP programmes. The SRO for CEPP issued objectives to improve RAG delivery confidence that were focussed on the major programme risks, specifically, equipment, support, infrastructure and personnel. This work is progressing with other major achievements including: the Queen Elizabeth naming ceremony; announcement of retaining and operating the second carrier; Main Gate approval and move to contract for the first operational F35B Lightning II aircraft; and continuing to develop and mature the operating model (with credible evidence) against which future capability choices can be made and supported. While considerable progress has been made since the last report, delivery challenges remain significant, especially for the QEC programme.	Seven of the 14 Mk6 Chinook aircraft have now been delivered to the UK. Strong governance, close programme oversight and effective stakeholder engagement by the SRO continue to mitigate risks to delivery.	The department is continuing to manage ongoing issues such as skills, capabilities and dependencies through the maturing governance process.	The Delivery Confidence Assessment reflected the challenges consequent on the project following the Secretary of State's announcement, on 6th March 2014, of his intent to refuel HMS Vanguard, and to maintain options to refuel HMS Victorious. This requirement to manufacture two additional cores has resulted in a five year deferment of phase 2 of regeneration, which is now forecasting completion in 2026 (Full Operating Capability(FOC)), with programme closure following demolition of old facilities in May 2029. The project delivery team and Rolls-Royce continue to work together to reduce the time and cost impact of this change of requirement. There is currently no anticipated impact to the Astute or Successor boat programmes.	CSSCP is now graduated from GMPP and a new programme, dedicated to the delivery of the Contracting Purchasing and Finance (CP&F) project, was initiated in 2014. The remaining live, and much smaller, projects that sat within CSSCP were transferred to other Governance arrangements.	CROWSNEST has completed the competition phase with Thales being selected as the successful Mission System bidder. Main Gate approval remains on course for end of Q1 2016.	Exempt under section 26 of the Freedom of Information Act (2000)	Following the MPA PAR in February 14, it was recommended that to improve delivery confidence, the DCNS Programme be disaggregated and closed as a programme. In May 2014, a new SRO was appointed and his assessment aligned with the findings of the PAR, in that DCNS was too ambitious. The five enclosed projects were grouped into three smaller and more deliverable programmes (Infrastructure, Networks and Applications). These are subject to programme validation reviews in spring 2015. The encompassed projects are driving forward at pace.	The MPA RAG rating at 2014/15 Q2 acknowledged that the totality of the programme could not be delivered within its approved timeline. Plans were put into effect to assess the capability that would need to be transferred into successor programmes and approval sought to enact this. DII will end as a programme in March 2015, with GRAPEVINE1 providing successor services and supporting the delivery of the DII capability identified as outstanding beyond March 2015. A high level of activity is required of DII, however, before programme closure on 31 March 2015.	Whilst the FR20 Programme remains on track to meet all its benefits, there has been particular focus on the Army’s ability to meet its new entrants target as outlined in the Written Ministerial Statement put before the House of Commons on 19 December 2013. The Red Q2 MPA RAG rating reflects the significant MPA concerns over whether the Army would meet its manpower growth targets. Since then, there has been progress across the overall programme with particular success in the creation of the conditions for expansion of the Reserves, principally in the formation of the Defence Relationship Management organisation, further enactment of the Defence Reform Act and a significant improvement in the coherence and effectiveness of communications and marketing strategies. In July 2014 the Secretary of State (SofS) directed that the FR20 programme be divided into four independent, albeit related programmes comprising FR20 (Maritime), the Army Reserve Development Programme (ARDP), FR20 (Royal Air Force) and FR20 (Centre). The FR20 (Centre) programme has the additional responsibility of helping with the delivery of Joint Force Command FR20 projects. With this disaggregation of responsibility each programme now has its own SRO. Also, as part of the changes in governance, Vice Chief Defence Staff (VCDS) and Permanent Under Secretary (PUS) were charged with providing assurance of the coherence and progress of the programmes. As the most significant element, ARDP builds on the FR20 (Army) project (that was part of the previous FR20 construct) and will continue to be centrally assured with MOD and the Cabinet Office. Supporting the ARDP SRO is a newly appointed 2* Programme Director. ARDP has instigated a number of measures to increase inflow and reduce the time it takes for new applicants to be processed, and improve applicant experience including: streamlining the security clearance process; streamlining of the medical screening process; removal of the requirement for employer consent to join the Army Reserve for Civil Servants and Public Service employees; and increased responsibility by and empowerment of the Chain of Command in nurturing applicants through the process.	The Project Assessment Review in July 2014 reinforced the need to continue the reforms following the completion of the Customer Design mandate in April 2015, and re-confirmed the original objectives were broadly on track. To ensure that the implementation of reforms continued post April 2015, the September Acquisition Architecture Board, which oversees the work of Customer Design and is chaired by PUS, considered and approved plans for Director General (DG) Head Office & Commissioning Services, in his role as the Defence Authority for the Acquisition System and supported by the Acquisition System Authority, to manage and monitor the ongoing work.	At 2014/15 Q2 it was assessed that that the programme was taut but that Initial Operating Capability (IOC) was achievable on time and to cost. Challenges within the Equipment, Infrastructure and Logistics Defence Lines Of Development DLOD, were the main drivers leading to the overall delivery confidence assessment. The Equipment DLOD had two main issues. The first was the inability to reach a decision on a solution to airframe fatigue, leading to contract delay but not yet causing programme slip. The second factor was a possible projected delay to the production of "Block 3F" standard software, which is critical to IOC. Since Q2 a solution to the fatigue problem has been identified and agreed, and the likely slip to the software release will not affect IOC. Progress in the Infrastructure DLOD was noted as being slow, however the SRO reported that an adequate scale of infrastructure would be available to enable IOC. Progress has now been made on gaining planning approval for the build, with Permitted Development being approved. The logistics DLOD report was occasioned by the lack of maturity of the through life sustainment plan for the Air System. Since Q2 the Lightning II Sustainment Strategy has been developed. This document lays out clearly what the sustainment strategy is through life and work is progressing through 2015 to better understand sustainment costs and to contract for the initial sustainment contract for RAF Marham. At the programme level the lack of appropriately resourced Programme Management Office was identified as being a Programme Risk, as was the lack of resource available to the DLODs themselves. This contributed to the overall Q2 Delivery Confidence. Wider Air command work is looking at both the provision of Portfolio Management Office (PMO) and resource to the DLODs.	The programme reached another significant milestone in August with the receipt, on time, of the three bids (the two commercial bids and the In House Proposal). There were clearly still challenges ahead with the evaluation of the bids to be undertaken and the formal approvals process to complete, hence the Q2 delivery confidence rating. Since the period of this return a robust and thorough evaluation process has been undertaken which included bidders submitting a Best And Final Offer (BAFO). To provide added rigour to the process an external independent observer was appointed. Alongside the evaluation the regular engagement with the approvals community (including HMT and CO) was stepped up to ensure that the resulting Main Gate Business Case met the needs of all parties. The Business Case was approved by the MOD's Investment Appraisal Committee and the Defence Board in January 2015.	A number of actions/recommendations were identified from a Gateway 0 Review in November 2013 and are being tracked. A further Gateway 0 Review will be conducted in 2015/16.	The MARSHALL Programme continues to be given oversight by a Programme Board chaired by the Senior Responsible Owner (SRO). Scrutiny is currently focussed on ensuring that the Programme can meet vesting day and transition milestones. Greater confidence and clarity of the current MPA RAG rating assessment will become more evident as the programme progresses through the transition phase.	The MCSP remains within the Performance, Cost and Time envelope defined in the Main Gate Business Case (MGBC) approval with Initial Operating Capability (IOC) already achieved within the not to exceed approval date (September 2014) with some acceptable capability limitations which will be overcome by Full Operating Capability (FOC), which is forecast for June 2015.	The delivery confidence assessment for Q2 2014/15 was based on a level of uncertainty in the wider MCC Programme, particularly with reference to the Armour and Mechanised Infantry projects – both at that time requiring additional project definition. The financial variance also meant that the assessment was appropriate. There have been significant changes to the MCC Programme since Q2 2014/15. Following a Cabinet Office assurance review in Apr 2014 and extensive consultation with MOD Head Office and the MPA, the SRO has split the previous large MCC Programme into the four constituent programmes above enabling increased focus on the individual programmes.	Since Q2 2013/14 the NGEC Programme was rebaselined and approved in Q4 2013/14 which has resulted in a revised delivery confidence of Amber/Green as at Q2. Further independent assurance reviews were undertaken in Q2 and Q3 2014/15 and action plans are in place.	In response to the MPA Gateway Review of June 2014, NEM has continued to build a strong evidence base to support policy decision making. The result is that we have greater confidence in the benefits and costs of our major proposals, including Pay Reform and Accommodation Charging. The Strategic Outline Case for the programme has been approved, and the stakeholders are committed to deliver changes in 2015 and 2016.	Exempt under section 24 of the Freedom of Information Act (2000)	The programme has made good progress achieving all of its milestones in line with the agreed delivery plan. A robust deployment is now in place which was absent at the time of Q2 publication and which was the primary reason for the delivery confidence assessment.	All upgraded aircraft have now been delivered to the UK. Delivery of capability is progressing steadily as the necessary Release-to-Service clearances are achieved. An OGC Gateway 4 Review took place in Mar 15 and confirmed good progress.	At Q2 a significant amount of build activity on the critical path for HMS Queen Elizabeth remained behind schedule. The programme was assessed as Amber / Red due to uncertainty over the ability to recover the backlog of outstanding work and to control costs. The lack of useable Management Information (MI) was also a concern. The lack of useable MI remains a concern although recent engagements between DE&S and Navy Command HQ have now established a clear path to a useable MI tool. Once the analysis of the third (following the Programme rebaselining in May 14) Estimate at Completion (EAC3) and the new build Schedule has been finalised, a robust baseline will be established from which to move forward.	The delivery confidence reflected the ongoing contract negotiations and re-approval for the demonstration and manufacture phases. Since this time, re-approval has been gained and a contract has been placed.	The Strategic Business Partner Implementation is green because objectives to date have been met and Defence is confident that the remaining objectives are achievable. Mobilisation was successfully completed and on 3 Sep the Strategic Business Partner took on leadership and management of the DIO. Revised governance structures have been put in place and are being used by Defence as planned to manage the performance of the SBP and wider DIO. A recent MPA review has concluded that there are no remaining procurement issues to be addressed, and has recommended that work on incorporation is taken forward as a separate project. This project has now been established. The SBPIP can therefore now be closed.	The main focus has been on identification and realisation of benefits and the achievement of the delivery of the Foundation Contracts (FC). These embed the commitment from industry to their benefit targets. The Rolls-Royce FC was signed in February 2013, the BAES FC was signed in July 2013 and Babcock's FC equivalent, the Maritime Support Delivery Framework (MSDF), was signed in September 2014. There is increased confidence in achieving the £900m SEPP Planning Round 2011 (PR11) target with SEPP having realised a greater savings profile than initially planned.	The MPA report was issued on 3 March 2014. The principal recommendations around commercial, financial and Government/Industry structures and governance arrangements are being taken forward under Project ADVANCE. The delivery confidence assessment was based on: strengthened governance provided by the Defence Nuclear Executive, Future Strategic Deterrent Management and Successor Programme Boards; and, the initiation of work to examine the optimisation of organisational design, commercial and financial arrangements to deliver the Successor programme being conducted jointly by MoD, HMT and the Major Projects Authority, which is due to report in mid 2015. The project is also benefitting from a substantial business improvement initiative led jointly by the MoD and the main Tier 1 suppliers. Overall progress with developing the submarine platform and propulsion system design is progressing satisfactorily. The Integrated Master Schedule has been consolidated and principal contractors’ schedules are aligned.	We understand that the MPA’s RAG rating of Amber / Red at Q2 was based on its assessment of the impact of delay to award of the Managed Service Provider contracts and concern over how these private sector companies would integrate with DE&S once on contract. Since Q2, DE&S has awarded contracts in November 2014 (7 weeks later than planned) for Managed Service Provider support on Project Delivery (Work Package 1) to Bechtel and CH2MHILL and on Human Resources (Work Package 3) to PWC. Senior personnel from these companies are now embedded in the Materiel Strategy team and the wider DE&S, and are in the process of working with DE&S staff to define the ‘end-state’, design the transformation and plan its implementation. The Materiel Strategy team is closely managing the challenge of integrating services across all three companies. In January 2015, DE&S and the three Managed Service Providers agreed a Collaboration Charter which establishes the framework and principles on which the Managed Service Providers are being integrated into DE&S and sets out the collaborative behaviours which they are required to demonstrate under the terms of their contract. The approach is firmly based on all three providers working to a single integrated plan, collaborative behaviours and aligned commercial incentives.	Project Vector has been established by DE&S and BAES in order to better define cost, risk and its apportionment with a view to providing the robust evidence required to deliver a successful manufacture Main gate submission by the end of 2015. Programme momentum has been maintained and progress made towards approval of the T26 Demonstration Phase. Programme momentum has been maintained with the approval of the T26 Demonstration Phase, which will further mature the design and build the body of evidence required to secure a successful main investment decision.	Funding of future upgrades to ensure that Typhoon delivers its required capability outputs continues to be progressed through the approvals process. An agreement has been reached with the EuroFighter Partner Nations for the UK to progress some key UK-only requirements which will significantly de-risk delivery timelines. Shared integration of Stormshadow has been agreed and contracted for in partnership with KSA	The Wildcat Programme remains within the Cost and Performance envelope as defined in the Main Gate Business Case approval with all Performance risks being satisfactorily mitigated.	The capability is still in development and will require considerable further development to reach the Full Operating Capability in 2017. WATCHKEEPER is a first-of-type Unmanned Air System (UAS) and there is no other bench-mark system to compare progress against. The most significant challenge is the establishment of the training systems and capacity in the UK for this novel capability which will sustain the growth of the capability, whilst simultaneously conducting the test and evaluation of the FOC capability. This will require careful management of the initial small cohort of military and civilian operators and instructors in 2015/16. The other significant challenge will be the development of Boscombe Down airfield to sustain routine WATCHKEEPER operations including the more flexible and efficient use of take-off slots and airspace. This should provide the appropriate governance across the Watchkeepeer stake-holders to generate the momentum and agility required to achieve FOC.	The Amber delivery confidence assessment reflects a combination of good progress towards operational delivery, risk concerning reprovision of CHE storage and a reduced level of benefits compared with the Main Gate Business Case (MGBC) forecast. The programme is exploring options with the Defence Infrastructure Organisation (DIO) for CHE reprovision. The benefits numbers are being rebaselined.
Project - Start Date (Latest approved start date)	01/07/1997	18/03/2010	31/08/2011	22/05/2013	17/03/1997	31/08/2006	31/01/2011	01/04/2008	31/03/2008	23/04/2012	01/02/2010	26/03/2013	Exempt under section 26 of the Freedom of Information Act (2000)	01/12/2009	03/09/2001	30/09/2011	01/01/2014	01/10/2001	01/08/2011	25/07/2005	03/04/2006	01/06/2003	16/03/2010	02/03/2009	02/05/2011	01/04/2008	06/11/2013	01/02/2007	01/12/1998	01/04/2008	06/03/2014	31/05/2010	14/04/2011	02/05/2011	21/07/2008	06/11/1987	01/12/2001	01/03/1998	31/01/2001
Project - End Date	31/03/2022	01/04/2018	30/04/2020	31/03/2020	31/03/2024	31/03/2016	30/12/2030	31/03/2017	Not Applicable	02/05/2029	28/02/2020	30/09/2022	Exempt under section 26 of the Freedom of Information Act (2000)	02/03/2020	21/03/2015	31/03/2019	31/07/2015	31/03/2035	01/02/2018	30/04/2018	04/10/2020	31/12/2015	31/12/2033	20/03/2015	29/10/2021	30/04/2025	26/02/2016	31/12/2015	31/03/2023	31/03/2024	30/12/2016	30/10/2014	Exempt under section 35 of the Freedom of Information Act (2000)	31/05/2017	31/12/2034	30/03/2024	31/05/2016	31/12/2042	30/06/2025
Departmental narrative on schedule, including any deviation from planned schedule (if necessary)	The forecast end of the programme remains unchanged. Airbus Defence and Space was unable to provide an aircraft that passed the exacting acceptance criteria on schedule to meet the Programme's Capability Milestone 1 (delivery of first aircraft). This resulted in the Transfer of Title being delayed from September 2014 to November 2014. The aircraft flew to RAF Brize Norton on 17 November 2014 and completed its first training sortie the following day. January 2015 saw Airbus Defence and Space advise OCCAR of a likely revised delivery schedule; this was published formally in February 2015. The resultant delay to UK A400M aircraft delivery will prevent UK achieving Capability Milestone 2, UK In Service Date (ISD) (planned for March 2015) until September 2015. The impact of these aircraft delays on subsequent UK milestones can be contained within the revised delivery plan, albeit at increased Programme risk, due to UK Programme Board action to prioritise the builds up of frontline capacity, whilst demanding more efficiency from the UK-specific A400M Defensive Aids modification programme, which is running in parallel with aircraft deliveries.	AIRSEEKER has delivered an early beneficial use in direct support to operations ahead of the approved Initial Operating Capability (IOC) declaration. Considerable progress against the IOC Programme of Record has been achieved. The Programme's focus is now on the planned schedule working towards Full Operating Capability in 2017.	On Schedule. The structural changes to be implemented as part of the first phase of the Programme are on track, with the main changes due to complete in accordance with the plan during 2015. The Army 2020 Team is now working to complete the detailed implementation plan for the second and final phase of the Programme, which entails Transformation of the Army so that it is able to deliver its required outputs within reduced resource levels. This too remains on track.	In 2014 the Army Basing Programme (ABP) has seen 30 Units move and/or re-role in the UK, plus one unit move from Germany to the UK, in line with plans. This has created the conditions for troops to return from Germany in 2015 to deliver the Strategic Defence and Security Review promise of 50% of troops out of Germany by 2015. Of those units planning to move in 2015 there are a small number for whom the necessary end-state infrastructure will not be available in the declared timeframe, and work is ongoing to further understand the implications and identify solutions. As of now MOD remains on track to deliver the announced closure of garrisons in Germany in addition to the return of all Army personnel from Germany to the UK by 2020.	The Project remains on schedule to deliver the remaining 5 submarines within the latest approval, although some substantial risks and challenges remain. The first two submarines have been handed over to the Royal Navy and the third was launched in May 2014.	The delivery of living and working accommodation at Stafford for the two Signal Regiments relocating from Germany is on schedule, and in some cases, ahead of schedule. We have a detailed movements plan that will see the units relocate in Summer 2015 enabling us to close Elmpt and Herford Stations in Germany and hand them back to the German Federal authorities by the end of this calendar year.	No change to end date since last year. The Red/Amber RAG status at 2014/15 Q2 reflected the major risks and issues which were apparent in a number of areas such as delivery schedules and support solutions which will require additional maturity. Progress is closely monitored and reported through CEPP governance processes. The objectives issued by the Senior Responsible Owner (SRO) are the route to improving the delivery confidence and keeping the programme on schedule, by promptly resolving the risks and issues. This appears feasible at this stage.	Project NEW BUY Initial Operating Capability was achieved on 31 Jan 15, while Project JULIUS Full Operating Capability was declared over 6 months early on 22 Apr 15. The remaining NEW BUY aircraft remain on schedule to be delivered by 31 Dec 15, with the last JULIUS aircraft delivered by 31 Dec 16.	Complex Weapons is a pipeline, which means that the current end date will change in line with the inclusion of new projects within the pipeline construct.	The requirement to refuel HMS Vanguard, with the option to refuel HMS Victorious, is an extension to the scope approved at Main Gate, and the consequential impact upon CPC is a five year deferment to the approved FOC date (May 2021). This deferment allows the manufacturing of cores for Astute and Successor boat 1 in parallel facilities. The project delivery team and Rolls-Royce continue to investigate potential opportunities to improve the programme's resilience. Phase 1 of regeneration continues to make good progress with the construction and fitting-out of buildings, and purchase and trials of equipment. Completion of phase 1 is currently forecasted to be March 2017.	Strategic schedule remains intact.	The Department has accelerated the CROWSNEST Programme and downselect was achieved in April 2015.	Exempt under section 26 of the Freedom of Information Act (2000)	The projects need to deliver new services at the point where the legacy contracts expire. In 2015, DII and DFTS successor contracts will be placed and the Future Application Hosting Environment will achieve initial operating capability. These are key elements of the Infrastructure, Networks and Applications programmes. The other key elements of these programmes remain in concept phase.	Schedule being accelerated to achieve maximum benefits available.	The Programme remains on schedule to realise its benefits	The programme is on track to deliver, with Command Implementation Plans being endorsed as planned, or on track to be endorsed.	The Programme remains on track to deliver the UK IOC in December 2018 and subsequently IOC (Maritime) and FOC. The UK's first Lightning II Squadron is in place at Edwards Air Force Base in California and has taken delivery of its first aircraft. Some risk to the schedule remains as the Air System is still in the System Design and Development phase. Work since 2014/15 Q2 within the programme has identified a more suitable end date of 2026 by which time FOC and the current weapon programme will have been delivered.	No change. The Business Case was approved by the MOD's Investment Appraisal Committee and the Defence Board in January 2015.	MARS Tanker project remains on track, with cut Steel and Keel lay Milestones for the first ship was achieved in June and December 2014, respectively, on time. Steel Cut Milestone for the second ship was achieved in December 2014. HRAS has now been converted and handed over to Flag Officer Sea Training as the Future Replenishment At Sea Trainer (October 2014).	The MARSHALL Programme achieved Contract Award on 28 Oct 2014 and met its programme vesting day milestone of 1 Apr 2015.	The Programme achieved its Initial operating capability (IOC) early in Jun 14. The Programme is on schedule to deliver ahead of approved timescales.	MCC no longer exists as a programme construct and the above start and end dates are no longer relevant. However the two new disaggregated GMPP programmes end dates are scheduled as: Armoured Cavalry 2025. The programme should be closed once full operating capability is reached – scheduled for Q1 2025; Armoured Infantry 2026 - The ABSV (as part of the programme) remains an aspiration at this stage but is likely to deliver vehicles on a schedule out to Q4 2026. At this point, the Armoured Infantry Programme will have reached full operating capability and can be closed. Thus these two programmes will end well in advance of the 2033 date, stated against the previous MCC Programme, because the elongated timelines were applicable to programmes now out of scope of the Armoured Cavalry and Armoured Infantry programmes.	Tranche 1 In Service Date (ISD) took place in Q3 2014/15 and is now in Steady State running, NHP's ISD took place in Q3 14/15 and is now in Steady State. Tranche 2 ISD is scheduled for Q4 14/15. Regional Frameworks for Scotland - Successful Bidders letters issued Q3 2014/15. Regional Framework for South West and South East - Contract Award Q4 2015/16. NGEC Programme delay of one year was caused through a combination of delays to approvals, limited number of subject matter experts, the integration of a new Integrated Management System (IMS), the Enhanced Operating Model and the integration of other programmes into NGEC.	The NEM programme remains on track to deliver its agreed remit by 2021; the transition plans for pay reform and accommodation charging will have completed by then. Forces Help To Buy (FHTB) interest-free loan pilot was successfully launched in April 2014. The next milestone is harmonisation of Engagement Structures which will take effect from April 2015. Further change is anticipated in 2016 when a new pay model and accommodation charging system are planned to go-live.	Exempt under section 24 of the Freedom of Information Act (2000)	The programme has achieved a number of key milestones in line with the baselined plan and future milestones are on track to be achieved. Release 1 system development completed on time and is in the process of being deployed into the business. Scoping for Release 2 is underway which will provide a firm delivery schedule for the next phase of the programme.	Close management of the remaining work, most notably the Release-to-Service approvals, continues to improve delivery confidence. The programme achieved Initial Operating Capabilities five weeks ahead of schedule on 23 Feb 2015 and is on track to deliver Full Operating Capability on or before their target date.	Some of the Alliance Management Board's initiatives are starting to bite and strike rates are improving in areas. This is encouraging and we look forward to tangible progress in adherence to schedule, although schedule risks remain. We continue to work with the Alliance Management Board to mitigate this and to resolve areas critical to the capability of HMS Queen Elizabeth. Early indications of progress on Prince of Wales are that build quality is significantly improved and the current performance, cost and time remain on track.	The latest approval for SFU includes the full manufacture phase and the above project end date reflects the end of manufacture.	The SBPIP in on schedule to date. A recent MPA review has concluded that there are no remaining procurement issues to be addressed, and has recommended that work on incorporation is taken forward as a separate project. This project has now been established. The SBPIP can therefore now be closed.	The programme is on track with benefit identification and delivery underway. The signing of the Foundation Contracts has been achieved (Rolls-Royce in February 2013, BAES in July 2013 and Babcock's MSDF in September 2014). With all Foundation Contracts signed, SEPP is preparing for the Graduation process from the Defence Major Programmes Portfolio which is scheduled for Spring 2015.	The Successor assessment phase programme is currently on average three months behind schedule, but key milestones such as the Whole Boat Preliminary Design Review and power plant Critical Design Review have been achieved on time.	DE&S was established as a bespoke trading entity in April 2014. Managed Service Providers are under contract to support DE&S in developing plans to reach a ‘match fit’ end-state. The process of transformational change is to deliver a ‘match fit’ DE&S by April 2017.	The programme is maintaining current delivery milestones. The known issues which were re-enforced in the July 2014 Project Assessment Review (PAR) precipitated Project Vector and a move to an incremental procurement strategy to bring realism to the programme and adjustment to some of the assumptions may occur over the next year. These will become clear in late Spring/early Summer 2015 and will bound the Manufacturing Phase delivery assumptions.	Typhoon Tranche 2 has been declared multi-role capable for air to ground operational missions; The next major milestone for Typhoon is on 31 Dec 18 when Typhoon Tranche 2 and 3 will declare a Stormshadow and Brimstone 2 capability (the latter almost 2 years earlier than originally planned). This will align delivery of key weapons with the Out of Service Date for Tornado GR4 and therefore ensure continuous delivery of key UK capability effects from combat aircraft. Delivery of Tranche 3 aircraft is progressing on schedule.	The Army (BRH) Initial Operating Capability (IOC) was declared in August 2014, within planned timescale. The Flight Simulators reached a limited standard to support early training and extraordinary management action continues to be applied to build incrementally to the full training system. The revised Mission Support System is due to start implementation in early 2015. An additional maintenance contract has been let and aircraft availability has significantly improved and is no longer impacting aircrew training. The Navy (SCMR) IOC remains within its Time, Cost and Performance approval and is independent of the Future Anti-Surface Guided Weapon (FASGW) Programme.	The programme was re-baselined in June 2014. The first major milestone (Initial Operating Capability) was achieved by deploying the capability to Afghanistan in August 2014 at the Operational Capability Unit (OCU) standard. The next milestone is to generate additional capacity of 4 Task Lines (at the OCU standard) in April 2016. The main effort is to achieve Full Operating Capability (FOC) Apr-Jul 17 with an uplift of the capability to Equipment Standard 2 (ES2). This will require a major Release to Service (RTS) amendment. The programme remains on track to achieve these milestones. Achieving programme milestones remains challenging but the re-balancing process has delivered a taut and achievable timeline.	JAMES completed its rollout as planned in March 2014. The current delivery Fleet Management and DRACAS are on track. The requirement for additional CHE storage has changed into a requirement to re-locate and expand the existing storage. A DIO Initial Gate Business Case (IGBC) for CHE storage will be presented in 2015 setting out the options for the way forward.
2014/2015 Budget (£million)	£646.36m	£132.22m	£0.00m	Data not provided by department	£558.10m	£161.10m	£1.58m	£240.03m	£508.61m	£144.15m	£27.02m	£19.86m	Exempt under section 26 of the Freedom of Information Act (2000)	£46.27m	£770.20m	£174.00m	£11.16m	£306.68m	£12.17m	£68.71m	£41.50m	£90.50m	£288.34m	£75.58m	£12.29m	£1090.98m	£17.37m	£10.15m	£844.81m	£21.65m	£26.11m	£0.28m	£623.19m	£23.00m	£182.00m	£1069.46m	£106.87m	£63.37m	£22.76m
2014/2015 Forecast (£million)	£640.69m	£127.96m	£0.00m	Data not provided by department	£645.59m	£147.01m	£1.58m	£226.56m	£527.70m	£144.23m	£14.33m	£14.60m	Exempt under section 26 of the Freedom of Information Act (2000)	£24.85m	£787.39m	£174.00m	£10.12m	£290.40m	£11.85m	£75.73m	£41.50m	£25.67m	£308.75m	£66.25m	£8.56m	£1064.55m	£17.37m	£8.46m	£810.06m	£23.55m	£26.11m	£0.23m	£628.04m	£42.03m	£169.51m	£1023.39m	£105.45m	£68.04m	£19.90m
2014/2015 Variance (£million)	-£5.67m	-£4.26m	£0.00m	Data not provided by department	£87.49m	-£14.09m	£0.00m	-£13.47m	£19.09m	£0.08m	-£12.69m	-£5.26m	Exempt under section 26 of the Freedom of Information Act (2000)	-£21.42m	£17.19m	£0.00m	-£1.04m	-£16.28m	-£0.32m	£7.02m	£0.00m	-£64.83m	£20.41m	-£9.33m	-£3.73m	-£26.43m	£0.00m	-£1.69m	-£34.75m	£1.90m	£0.00m	-£0.05m	£4.85m	£19.03m	-£12.49m	-£46.07m	-£1.42m	£4.67m	-£2.86m
2014/2015 Variance %age	-1%	-3%	0%	Data not provided by department	16%	-9%	0%	-6%	4%	0%	-47%	-26%	Exempt under section 26 of the Freedom of Information Act (2000)	-46%	2%	0%	-9%	-5%	-3%	10%	0%	-72%	7%	-12%	-30%	-2%	0%	-17%	-4%	9%	0%	-18%	1%	83%	-7%	-4%	-1%	7%	-13%
Total budgeted whole life costs (£million) (including non-government costs)	£3,833.15m	£753.11m	£0.00m	Data not provided by department	£9,860.64m	£1,557.10m	£21.70m	£1,048.33m	£17,490.60m	£1,268.97m	£77.96m	Exempt under section 43 of the Freedom of Information Act (2000)	Exempt under section 26 of the Freedom of Information Act (2000)	£6,113.33m	£7,432.41m	£1,819.00m	£14.73m	£13,203.23m	£803.73m	£596.51m	£716.60m	£806.44m	£17,251.83m	£2,250.69m	£66.72m	£20,957.16m	£61.57m	£377.79m	£7,209.06m	£428.89m	£205.70m	£15.73m	Exempt under section 43 of the Freedom of Information Act (2000)	£98.68m	Exempt under section 43 of the Freedom of Information Act (2000)	£19,210.68m	£1,601.52m	£1,167.56m	£1,295.46m
Departmental narrative on budget/forecast variance for 2014/15 (if variance is more than 5%)	Budget variance less than 5%	Budget variance less than 5%	Budget variance less than 5%	At Q2 2014/15 the ABP financial position had not matured as quickly as anticipated in the 2014 data set. As a result finance figures were not submitted in the Q2 GMPP report. The programme has subsequently made significant advances including achievement of a number of key programme approvals. As a result financial data is being provided within GMPP reports and will be reflected in the 2016 return, subject to any exemption considerations at that time.	The variance in the 2014/2015 Astute programme expenditure are caused by: HMS ARTFUL (Boat 3) remaining in Barrow longer than originally scheduled; early investment in activities to reduce risks in boats 4-7 including batch buying of materials, outsourcing a greater quantity of production work, and increasing the volume of work above that originally planned; and investment in improving supply chain capabilities.	The variance was due to a combination of reduced expenditure in Germany, reduced costs for both Stafford construction projects, a reduction in bulk lease costs for the Stafford project and a reduction in manpower requirement for the Innsworth project against the original control total.	Budget variance less than 5%	Variance in the current year relates only to the Mk6 project and is due to changes in foreign exchange.	Budget variance less than 5%	Budget variance less than 5%	Budget and forecast subject to realignment to new governance arrangements.	As part of the work to accelerate the CROWSNEST programme, spend in FY13/14 was increased in comparison to the original budget with a commensurate drop in FY14/15 cost.	Exempt under section 26 of the Freedom of Information Act (2000)	Forecast being defined in line with delivery priorities and programme sequencing.	Budget variance less than 5%	Budget variance less than 5%	Variance reflects staff turnover within the team (including the external assistance) leading to an underspend being forecast.	Budget variance less than 5%	Budget variance less than 5%	Variance between budget and forecast in 14/15 due to reprofile of MARS Tanker accruals due to Daewoo Shipbuilding and Marine Engineering (DSME) build activity being more advanced than originally planned. This does not affect the overall forecast project spend which remains within budget.	Budget variance less than 5%	CDEL Variance arises following accelerated performance by supplier in FY 2012/13 as negotiated by DE&S.	The in-year variance of circa £20m between Budget (CT) and Forecast (Costs), as at Q2 2014 was due to: • Armoured Cavalry - SCOUT SV. In year figures include provision for early manufacture activities. • Armoured Infantry - Warrior Capability Sustainment Programme. Acceleration of Demonstration costs to FY 2014/15 following Prime Contract Reset. • Armour MBT - Challenger 2 Life Extension Project. Variance in FY 2014/15 against CT is due to slippage of Concept studies from FY13/14 to FY14/15.	Slippage of new contracts by 2 months for Tranche 2 (RP South East, RP South West and RP Central/East). There is also no longer a requirement for the full risk pot and certain mobilisation milestones for Tranche 2 projects have moved to the right i.e. FY15/16.	The variance is a result of the reprofiling of significant Joint Personnel Administration change programme costs from FY2014/15 into FY2015/16, alongside a reduction in forecast NEM manpower costs due to unfilled posts.	Budget variance less than 5%	Budget variance less than 5%	Variance in the current year relates to screened programme changes, including the slippage of hot and high flight trials into 2015.	Budget variance less than 5%	Funding was slipped from 2013/14 to 2014/15 to reflect the delays to the Assessment Phase completion. The Assessment Phase completed in May 2014.	Budget variance less than 5%	The cost variance in 2014/15 is attributable to a reduction in the need for technical support for cost modelling and preparation of Foundation Contracts following signature of the BAES and Rolls-Royce contracts and support for MSDF being provided by another delivery team.	Budget variance less than 5%	The 2014/15 budget was set prior to the decision to terminate the Government Owned Contractor Operated (GOCO) competition and the budget is being realigned to reflect the new programme as part of the Departmental planning process.	The main cause of the variance is the industrial partner's unrealistically aspirational work rate.	Budget variance less than 5%	Budget variance less than 5%	The budget figure (£63.37M) reflects the WATCHKEEPER annual budget allocation which was set in November 2013. The increase in the forecast against this budget (£4.67M) for the current financial year is due to a funding shortfall against the expected contingency (NATO Air Command and Control Management Organisation) funding for the year.	The reduction of the forecast from the budget reflects an in year improvement to the management of JAMES data entry devices which extended their in-service life and avoided the need to purchase replacements.
Departmental narrative on budgeted whole life costs	The costs are broken down into the following areas: a. Production of aircraft; b. Support Costs (i. Airbus Defence and Space Support/Airframe Support (Airframe Medium Term Contract, Airframe Design Services Contract), ii. Engine Support (Engine Medium Term Contract, Maintenance Level 3 Contracts, Engine Design Services Contract), iii. Other Support (inc DAS Support, Mission Planning Support and other DE&S support and commodities), iv. Infrastructure Support; c. Training Costs; d. Other minor projects. Budget forecasts are considered to be mature and accurate; however, costs associated with the Programme's final milestone objective (Full Operating Capability) are currently being scrutinised by the Programme Board.	Budgeted whole life costs for Programme AIRSEEKER include the delivery of 3 RIVET JOINT aircraft, associated Ground Equipment and modification to existing infrastructure. This will deliver a rapidly deployable airborne capability configured to provide effect across the spectrum of operations to 2025. There has been technical adjustment to the way costs are reported, resulting in an apparent reduction in costs since Q2 2013/14. Budgeted Whole Life Costs are now reported out to end of manufacture rather than up to the out of service date.	Data not provided by department	Data not provided by department	The budgeted whole life costs reflect the outcome of the latest completed MOD Planning cycle which assures the tautness and robustness of the estimates.	Whilst we have adjusted our 10-year profile to reflect reductions in construction spend and to account for additional expenditure accruing in later years these changes remain within the approval limits for this Programme.	Whole Life Cost above reflects the additional marginal CEPP costs over the life of the programme - derived from the overall Head Office finance costs. Budgeted Whole Life Costs for the constituent projects (QEP / Lightning II and CROWSNEST) are included within their own submissions.	The programme remains within its Approved Budgetary Limit and is affordable within the funding provision. Whole Life Costs include the funding for costs relating to the Chinook Mk 6 Programme up to the end of manufacture, but exclude in-service support costs.	The WLC reflect the total of all relevant projects up to the end of the Manufacture phase at this current time. The growth in funding relates to the inclusion of new project funding within the pipeline in the second & third decade.	This cost represents the current approved baseline cost which includes: regenerating and sustaining the core production capability, personnel, training, plant, equipment and raw materials, and development and manufacture of cores. The cost is expected to increase, subject to approval, due to the change of requirement as above. This cost includes the additional material, resources and dual running of the facilities required to manufacture the additional cores.	Budget and forecast subject to realignment to new governance arrangements.	Exempt under section 43 of the Freedom of Information Act (2000)	Exempt under section 26 of the Freedom of Information Act (2000)	Forecast being defined in line with delivery priorities and programme sequencing.	DII's cost of ownership within programmed approvals.	No significant change. The programme remains on track to deliver using the allocated resources	WLCs reflect the programme team costs.	The forecast whole life cost estimates represent the estimated position at the end of the previous Annual Budgeting Cycle and includes all costs relating to procurement, equipment support and sustainment (excluding overhead costs such as manpower and fuel), and basing for the Lightning capability. There has been technical adjustment to the way costs are reported, resulting in an apparent reduction in costs since Q2 2013/14. Budgeted Whole Life Costs are now reported out to the end of manufacture rather than up to the out of service date. It should be noted that planned expenditure is continually subject to review as the cost model matures through the System Development and Demonstration phase of the US Joint Strike Force (JSF) Programme.	At the time of the submission the total budgeted whole life cost did not meet the forecasted requirement to deliver the transformation (£897m). The variance is mainly in 2015/16 and 2016/17 and relates to additional implementation costs such as rebrigrading incurred during transition. As part of the Main Gate Business Case approval process the MOD Defence Board approved the additional expenditure required. The case estimated total savings of £0.5bn over the 13 year life of the contract.	Budgeted Whole Life Costs are different this report from Q2 13/14 due to a change in the way these costs are reported. Previously the Whole Life Costs included all forecast costs to planned out of service date for the ships. This report reflects the costs up to delivery into service of all four ships and the initial support package as approved in the main investment decision business case.	Current forecast is in line with original Main Gate Business Case approvals	The Whole Life Cost includes the introduction of those avionic systems needed to address obsolescence issues, as well as the necessary support products and training requirements. The latest revised figure includes the incorporation of additional capability enhancement measures.	The increase of the total budgeted whole life costs from Q2 2013 is caused by the funding profiles being amended to include all costs out to the end of manufacture. This has predominantly seen additional costs added to Future Years (Yr 10+). Costs reported in Q2 2014 are associated with procurement of vehicles, their whole life costs, training simulators and a 1-2 year initial support package. The CT does not currently include other Defence Line of Development costs, specifically Infrastructure and Training. These will be identified and resourced during the next annual budgeting cycle to provide a complete picture.	The reduction in Whole Life costs is due to the prior year planning round being based on the previous contract costs for the Regional Prime Contracts. The current planning round reflects the new firm price contract values.	The budgeted whole life cost equates to the NEM Annual Budgeted Cycle (ABC) 14 bid and can be broken-down as follows: Defence Business Services (DBS) Joint Personnel Administration (JPA) change programme costs £45m; Programme Office & Project Team costs £11.30m; DBS Implementation costs £6.42m & Technical support £4m. This figure is reduced by £19M from the previous year due to an administrative move from NEM into the DBS core budget of £19m of costs covering some Business As Usual requirements.	Exempt under section 24 of the Freedom of Information Act (2000)	The Whole Life Cost figure covers the cost of implementing the full scope of the Infrastructure Management System and enduring support and maintenance costs over a 10 year period.	The programme remains within its Approved Budgetary Limit and is affordable within the funding provision. Whole Life Costs include the funding for costs relating to the Puma Life Extension Programme up to the end of manufacture, but exclude in-service support costs, which are the subject of a separate business case.WLC budget has increased since 2013/14 Q2 to recognise sunk costs across the whole life of the Programme to better represent the variance of the forecast to budget. Forecast over the year has come down.	The increase in whole life costs since Q2 2013/14 was due to the subsequent inclusion of costs associated with multiple Defence Lines Of Development (DLOD): for example Support and Infrastructure expenditure. This aligns with the recent Defence Operating Model FOC instruction to capture programmes’ costs cross-DLOD. There was no material change to the build cost. Work continues to define the In-Service Support Solution for both spares and the maintenance routine post 2023, resource allocation for items such as spares is being reassessed and spares availability reviewed to establish accurate whole life costs.	The forecast whole life cost for SFU, as presented in the re-approval business case, fall within the budgeted whole life costs above.	The budgeted whole life costs include the operating costs of the Defence Infrastructure Governing Authority (DIGA) and the fixed fees payable to the Strategic Business Partner (SBP) appointed to manage Defence Infrastructure Organisation (DIO) over the duration of the contract. The fees payable included in the whole life costs do not, however, include the gainshare element of fees which are payable on the delivery of enduring DIO operating cost savings to the MOD and which are funded from the savings delivered (i.e. with savings reported net of gainshare payments).	The following are included in the WLC for SEPP: · Supporting the preparation and signing of the 3 Foundation Contracts; ·Insurance; ·Support contracts.	Current Successor programme assumption is that WLC will be no more than current class, and the in-service costs of the current class are publicly quoted as being 5-6% of the Defence Budget.	The budgeted whole life cost was set prior to the decision to terminate the GOCO competition and the budget is being realigned to reflect the new programme as part of the Departmental planning process.	The whole life costs are currently subject to a major review which is due to report in 2015.	Work continues to ensure that whole-life costs remain within allocated budget. The Fast Air Support Team is working closely with BAES to produce a Future State Operating Model. This will create mutually agreed efficiencies in order to achieve budget forecasts and to provide programme financial headroom for future platform development. There has been a reduction in costs since Q2 2013/14 which is due to the reporting horizon now being aligned to the ‘end of manufacture’; FOREX adjustments to Tranche 2 and 3 CTs, both US$ and EURO; Retirement of Risk Inside Costing; and, the McKinsey Flying Hours work.	The Wildcat Programme incorporates the procurement of the aircraft, some initial provisioning spares and training equipment (simulators and courseware). Support and other training-related costs are funded separately through the Wildcat Integrated Support and Training (WIST) contract.	Whole life costs currently include the Development, Manufacture, and Initial Support of the Watchkeeper System.  This includes the delivery of Equipment (54 Air vehicles and 15 Ground Control Stations), contractor logistic support, and initial training delivery of Watchkeeper Operators and Maintainers. Costs are based on a mix of Firm Price Elements (£1145.36M) and an estimate (risk assessed) for the completion of programme activities (£22.2M). Changes since Q2 2013/14 are attributable to the deferred deployment of Watchkeeper to Afghanistan, where activities required re-profiling. There has also been technical adjustment to the way costs are reported, resulting in an apparent reduction in costs - budgeted Whole Life Costs are now reported out to Full Operating Capability (2017) rather than up to 2023/24.	The budgeted whole life costs have reduced by £153M since 2013/14. This is a combination of reduced White Fleet costs to the programme due to White Fleet being able to absorb current and forecast levels of Whole Fleet Management based activity within their existing budget and a reduction in Fleet Management manpower costs due to the reduced overall storage requirement over the remaining life of the programme.