Transparency data
MOJ Government Major Project Portfolio data, September 2014
Updated 25 June 2015
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| Project name | Court Estates Reform | CJS Efficiency Programme Phase 2 | Common Platform | Crime Change Programme | Electronic Monitoring | Future IT Sourcing Programme (FITS) | HMCTS Compliance & Enforcement Services Project | HMCTS Reform | Integrated Delivery Programme | Legal Aid Reform Implementation | Legal Aid Transformation | MoJ Shared Services | New Wales Prison | NOMS ICTS Services (NIS) Programme (formally part of Quantum Re-compete Project) | Prison Competitions Phase 2 | Prison Unit Cost Programme | Rehabilitation Programme | Transforming Youth Custody |
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| Department | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ |
| MPA RAG rating (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Green | Amber | Amber/Red | Amber/Green | Amber | Amber | Amber/Green | Amber/Red | Amber | Green | Amber | Amber | Green | Red | Green | Amber | Amber/Red | Amber |
| Detailed Description / Aims | The aim of the Court Estate Reform Programme (CERP) is to deliver a step change in financial efficiency in the provision of court based services, by disposing of surplus buildings and making more efficient use of retained buildings. The objectives are: • To close a total of 140 courts in England & Wales. • To reform Local Justice Areas (LJAs) to increase efficiency & effectiveness. • To maintain acceptable standards of service in terms of time and travel costs incurred by court users in attending courts. • To close sub-standard accommodation and provide a court estate that can evolve in line with developing MoJ policy, such as provision of facilities for live video links and greater community involvement in how justice is administered. | The aim of the CJS Efficiency Programme is to introduce digital working throughout the Criminal Justice System (CJS), in particular to deliver the ‘digital courtroom’. The objectives are: • To transform the operation of the criminal courts, with all parties able to work from digital devices and with evidence being presented to the court electronically. The digital court will enable a shift away from paper-based working and further streamlining of business processes. • To support the increased use of video technology - routinely using video technology across the CJS wherever it offers a more cost-effective alternative to the physical movement of people, provided that the interests of justice are protected. | The aim of the Common Platform Programme (CPP) is to support business transformation across Crown Prosecution Service (CPS) and Her Majesties Courts and Tribunal Services (HMCTS). The 'common platform' will be an integrated data store and suite of services that allows all stakeholders to access and use the same data. The shared data will be the basis for all working across the Criminal Justice System (CJS) (and in time across other justice jurisdictions), from initial capture of information through charge, in-court presentation of evidence, verdict, sentence and subsequent enforcement action. The objectives are: • Flexibility to respond to policy and legislative changes and HMCTS and CPS business plans, • Improving the effectiveness of HMCTS and CPS and the quality of justice outcomes, • Decision makers have the right information to ensure better outcomes, • Cutting the total cost of HMCTS and CPS services, • Achieving lowest possible transaction cost, • Improving the experience of participants in the CJS (especially victims and witnesses), • Continuing to meet statutory requirements and obligations, • Reduced cost of IT estates including switching off legacy systems, • Minimising the need to transition legacy systems to new suppliers. | The aim of the Crime Change Programme is to process all criminal legal aid in a paperless and electronic environment. The objectives are: • To review current processes for criminal legal aid applications; seeking out and implementing improvements in terms of cost, quality and efficiency. • To centralise criminal legal aid processing in order to achieve maximum efficiency, cost savings, improved quality of decision making and assurance. • To improve casework and control by transforming crime case management, so that by July 2015 all criminal legal aid work (applications and bills) will be received and processed electronically by the Legal Aid Agency (LAA). • To review and revise both existing and future processes to maximise efficiencies, support policy changes and deliver electronic working across LAA crime case management. | This aim of the Electronic Monitoring (EM) Project is to procure provision of an electronic monitoring service for the next six years. The objectives are: • Introduce new technology, • Encourage subsequent innovation, • Significantly reduce unit costs. The proposed procurement model means four suppliers (lots) will now work together to supply separate components of a modern, flexible, end to end, national service, capable of monitoring those subject to a tagging order in a greater variety of ways than the current system: Lot 1: Overall Services and System Integrator (SSI), combined with Monitoring and Field Service provided by Capita, Lot 2: Provision of Monitoring and Mapping Software provided by Airbus, Lot 3: Provision of Hardware; including Subject and Field management Devices and associated support technologies provided by Steatite, Lot 4: Provision of a Network Service, comprising a voice and data service with provision of associated SIM cards provided by Telefonica . | The aim of the Future IT Sourcing (FITS) Programme is to deliver a around £110 million per annum reduction in MoJ Technology operating costs through the design and implementation of a new ICT Operating Model. This will be enabled by a transformed ICT supplier model, leading to delivery of industry standard services at market competitive prices. FITS will continue to deliver existing ICT services to the business but more efficiently and at a lower price. | The aim of the Compliance & Enforcement Services Project is to reform the compliance and enforcement activity within Her Majesties Courts and Tribunal Services (HMCTS) by delivering the Criminal Compliance & Enforcement Blueprint. The objectives are: • To deliver a modernised compliance and enforcement regime which pursues financial debt and enforces other orders of the court at a significantly lower unit cost, • To increase collections through a more proactive, automated, efficient and intelligence-led business model, • To provide a more credible threat to prolific and persistent fine defaulters. The project aims to outsource the services to a commercial provider via an open competition and a services contract. | The aims of the HMCTS Reform Programme are to: • Explore proposals for the reform of the resourcing and administration of our Courts and Tribunals, • Secure the revenue and investment necessary to modernise the infrastructure and deliver a better and more flexible service to court users, • Modernise and transform courts and tribunal services to increase efficiency, improve service quality and reduce the cost to the taxpayer, • Explore how we can further enhance the position of the UK at the centre of the international legal market and the revenue it can generate, • Preserve the independence of the judiciary which lies at the heart of our constitutional arrangements. | The aim of the Integrated Delivery Programme is to reform Local Justice Areas (LJAs) to increase efficiency & effectiveness. The objectives are: • To address a number of financial control weaknesses identified by the National Audit Office in qualifying the 2008/09 and 2009/10 accounts for the Legal Service Commission (the forerunner of the Legal Aid Agency), • To be a key step in replacing an ageing case management system (CIS) • To improve service for providers and clients by providing for increased online working, • To support more efficient ways of working that will be crucial to enabling the Legal Aid Agency to meet challenging cost reduction targets. | The aim of the Legal Aid Reform Implementation Programme is to change the scope of civil legal aid, to change eligibility and to change remuneration. The Programme aims to deliver savings to the annual legal aid budget of £350 million. The first phase was set to deliver £130 million, of which £30 million was to come from the family fee reductions. Legal aid is currently available for cases involving the individual’s life, liberty, physical safety and homelessness, which are considered to be a high priority, as are cases where the individual faces intervention from the state, or seeks to hold the state to account. The intention is to discourage people from resorting automatically to lawyers whenever they face a problem, to ensure taxpayer funding for legal advice and representation is reserved for the most serious issues, and that where funding is made available the service provides value for money. This included a reduction in the number of categories of claim on state funds, as well as a reduction in the fee rates which are paid to claimants’ legal representatives. | The aim of the Legal Aid Transformation Programme (LAT) is to reduce the cost of legal aid through providing a more efficient service, so as to improve public confidence in the system. The objective are: 1: Improve casework to reduce cost, enhance control and give better customer service, 2: Improve organisational capability to meet the challenges ahead, including developing and engaging our people, 3: Build and maintain strong partnerships to secure quality provision and contribute fully to wider justice and Government aims. | The aim of the MoJ Shared Services Programme is to transform the approach to the provision of back office services in MoJ. The objectives are: • To contribute to savings identified in the HM Treasury Spending Review 2013 as part of the back office savings target, • To negotiate value for money, third party, supply contracts for future delivery of shared services to MoJ through exploiting established cross-government framework contracts offering scale economies, • To ensure the Ministry, and the existing customer-base already using the Shared Services office, continue to experience a reliable & efficient service across the range of back-office functions supporting priority frontline and transactional services for HR, Finance, Payroll and Procurement. The Programme is aligned to the Cabinet Office Strategic Plan: Next Generation Shared Services. | The aim of the New Wales Prison Programme is to build a new prison in Wrexham (North Wales) that will be operational in 2017. The prison will be run within the public sector. | The aim of the NOMS ICT Services (NIS) Programme is to address the provision of ICT Services under the Quantum contract, which expired at the end of 2012. The new ICT Services contract will sustain the NOMS service until the forthcoming Future IT Sourcing (FITS) contracts are in place and are ready for applicable services to be transitioned. The objectives are: • Ensure the new NIS contract can be terminated by service ‘tower’ and by month, to be replaced by FITS contracts for service towers, unless the contractor can demonstrate superior value for money during the remaining contract term, • Deliver the transformation of the current technology to the new infrastructure services. | The aim of the Prison Competitions Phase 2 Programme is to deliver the second phase of the NOMS Agency Framework Agreement. This includes: • A commitment to ensure that the organisation engages in effective and efficient commissioning practices, • Stimulation of market activity to assure best value is obtained through its delegated resources. Competition in prisons has been used to deliver multiple objectives: • Increases in capacity, • Value-for-money, • Service/performance improvement, • Productivity, • Innovation. The objectives are: • Significant cash savings, over the life of the contracts, • Improvements in custodial services, • Progress towards the strategic objectives set out in the Green Paper, including Working Prisons and Drug Free Wings, • Bringing more bidders to the competition process. | The aim of the Prison Unit Cost Programme is to maximise the delivery of savings from public sector prisons over three years (2013-2016). The objectives are: • To reduce unit cost in real terms by £2,200 [†] p.a. per place when compared to the 2012/13 baseline on a consistent basis, • To deliver an overall reduction in spend over the lifetime of the programme in public sector prisons by £550 million with ongoing annualised savings of £306 million (15%) against a 2012/13 baseline, • To ensure that these changes support the safety, security, and decency of public prisons within the agreed specifications. [†] This is calculated on direct operating cost of public sector prisons only divided by the number of operational capacity places only. For future years the planned savings and changes in capacity (closures, new house blocks) is taken into account. The future years inflation rates is based on HMT GDPs. | The aim of the Rehabilitation Programme is to open up rehabilitation services to a more diverse market of private and voluntary sector providers, and introduce payment by results to reward providers for their success in reducing re-offending. The efficiencies generated by these reforms will enable extending the provision of rehabilitation support to offenders who serve a custodial sentence of less than 12 months for the first time. | The aim of the Transforming Youth Custody Programme is to deliver a new approach to youth custody through development of a new delivery model which: • Focuses on education; • Seeks to reduce reoffending; • Improves resettlement; and • Improves value for money. The objectives are: • To deliver a Secure College Pathfinder by Autumn 2017. • To reform current provision of youth custody: - Change the regime in Young Offender Institutions (YOIs) to enable a significant increase in the number of hours and quality of education provided and improve mental health and criminogenic interventions, - Retender provision in Secure Training Centres (STCs) to maintain capacity and capability while testing the Secure College pathfinder, - Improve the resettlement of young offenders through establishing Strategic Resettlement Consortia which bring together partners from the custodial estate, Youth Offending Teams, local authorities and the community to support young offenders on release and establish Regional Employment Forums (the Turnaround to Work initiative). |
| Departmental commentary on actions planned or taken on the MPA RAG rating. | The Delivery Confidence reflects the completion of the programme aims. Her Majesties Courts & Tribunals Service continues to keep the use of its estate under review to ensure it meets operational requirements. As part of these reviews, the total number of courts to be closed under CERP was reduced from 142 to 140. | The Delivery Confidence rating reflects the outcome of the most recent Independent Assurance review, which stated it is well placed with plans in hand to deliver on schedule, but a full review of the capacity and capabilities of the team is needed to ensure continued implementation and rollout momentum. This includes taking steps to recruit an experienced contract manager to the team. Whilst great progress has been made against the risks highlighted by the review team, (including the appointment of a contract manager in September 2014), other risks have been identified. These include planning for a seamless solution handover to the business and ensuring plans are in place to deliver realisation of benefits. Mitigating plans are being drawn up and agreed. Whilst rollout has commenced, challenges do still exist. The Programme is well placed to delivery as planned. | The Delivery Confidence rating reflects the scale and complexity of the Programme and the need to change the approach to an agile development methodology. In response, the delivery approach needs to be developed and agreed with all stakeholders. Particular areas of focus were: • The need for clear agreement of the way forward, • Streamlining the governance as part of the HMCTS Reform Programme including clear delegations, • Formal agreement of a Business Case. The Business Case is progressing through governance and there is good engagement with all key stakeholders. | The Delivery Confidence rating reflects national roll out commencing in October 2014 after a successful test phase during summer 2014, with all key milestones on track. The programme is now mid way through the transfer of granting legal aid from Her Majesties Courts and Tribunal Services (HMCTS) to the LAA. Take up of electronic application forms (eForms) has been significantly greater than predicted and continues to increase as roll out progresses. Initial figures for the London area were lower than experienced elsewhere due to the date on which the area transferred skewing data, however targeted intervention has resulted in improvements. The most recent independent assurance review in December 2014 recommended several actions for the Programme to take. These included a review of the planning assumptions, contingency options and a programme stock take. The Programme held a stock take session in January through which members were able to review the Programme’s progress and put in place plans moving forward. The review also commended the collaborative working between HMCTS and the LAA. The Programme planned to mandate the use of eForms in July. This has been delayed in line with the procurement process. | The Delivery Confidence rating reflects successful signing of contracts for all 4 Lots on 1 August 2014 and the project moving into mobilisation phase. | The Delivery Confidence rating reflects the programme managing the last of its contract procurements and moving into the delivery phase. Some delays were experienced in the End User Computer Systems (EUCS) and WAN/LAN procurements but both have now been successfully let. The Application Management Services (AMS) Lot 1 procurement was let at the end of December. AMS Lot 2 contracts are due to be signed in the first quarter of 2015. The programme has worked closely with the new suppliers to mobilise their transition teams to deliver FITS services. Overall the benefits are on track for delivery. | The Delivery Confidence rating has improved over the past year. Costed bids for the Compliance and Enforcement Service solution have been received and are being evaluated. | The Delivery Confidence rating reflects the complexity of the Programme, owing to the scale and integrated approach imperative to achieving the desired objectives of reform. Particular areas of focus are: • The need for clear leadership, • Developing a unified and joined up vision, • Formal agreement of a realistic and deliverable Business Case so that all the issues are fully explored, • Streamlining of programme governance. From January 2015, the programme adopted a two phase approach. Phase 1 is currently in Delivery and Phase 2 in Design. These two phases will run concurrently until June when the outcomes of the design phase will enable a review of how the programme is broken down and an opportunity to consider different project groupings. A Reform Programme Director and other members of the programme leadership team are now in post and recruitment continues on other key posts. | The Delivery Confidence rating reflects the continued challenges in migrating users to the new system, and the programme's on-going efforts to improve the user experience by implementing enhancements to it. Delivery Confidence has subsequently improved. | The Delivery Confidence rating reflects the implementation of the changes on schedule on 1 April 2013. | The Delivery Confidence rating reflects the challenges faced by this well run and tightly managed programme. It is delivering into a contested environment where legal challenge is the norm and at a time when a General Election is close. These external realities have created scheduling issues in the delivery plan which the programme can neither avoid nor resolve on its own. | The Delivery Confidence rating reflects the good progress made to date by the programme, but acknowledges the challenges still to come. The Shared Service organisation within MoJ experienced industrial action in Summer 2014. An agreement was reached with DTUS. There were slight disruptions to the business, but contingency measures were put in place which limited these. The programme is on track to move to the new Operating Platform in 2016. | The Delivery Confidence rating reflects progress in line with plan. Milestones achieved to date include: • Planning approved, • Site acquired, • Preferred bidder announced for the construction. | The Delivery Confidence rating reflects the main rollout phase of the programme being paused in August 2014, due to performance issues with the live service. It was subsequently re-started, but further operational service issues in March 2015 have led to an independent review by Deloitte. Whilst awaiting the outcome of that review, significant work has been completed to ensure the live service has been kept in a stable and usable state. The programme is preparing for a decision to restart roll out in late June 2015. Separately, commercial negotiations are ongoing. These will give the programme the contractual right to cease the contract, and obtain a satisfactory settlement from the provider. | The Delivery Confidence rating reflects the successful award of one prison (HMP Northumberland) to the a private sector provider (Sodex), with service commencing on 1st December 2013. Following a review by the Secretary of State it was announced in November 2013 that the competition for the South Yorkshire Cluster would end and the prisons remain in the public sector. The Programme is now moving towards closure. | The Delivery Confidence rating reflects the high degree of confidence that the programme will deliver the planned savings, but that there are concerns that the wider benefits of implementing cultural change and new ways of working in prisons may not be fully realised by March 2016. This was confirmed by an independent assurance review in December 2014. Prisons that have concluded the transition phase of benchmarking are generally showing improved performance, but due to a combination of staff vacancies and increased prison population there remain challenges in applying benchmarking across the whole estate. Recruitment activities are gaining momentum and there is increasing evidence that the workforce vacancy position is improving significantly. The increased Competing Delivery of Services savings remain on track and the prison estate restructuring savings have been delivered. | The Delivery Confidence rating reflects the delivery challenges, complexity and timescales faced by the programme. The programme has actively continued to mitigate risks and resolve issues, including: • the appointment of a dedicated senior assurance lead and specialist financial advisors, • creation of dedicated implementation and assurance governance arrangements, • six months shadow running, • five test gates supported by external independent expertise. | The Delivery Confidence rating reflects the good progress across the programme, with all key milestones delivered to time and quality but with some projects at key stages of complex procurements. This stretch on capacity created inherent risks requiring active management to ensure delivery. On 15 December 2014, new education contracts were awarded in Young Offender Institutions (YOIs), with a focus on increasing and improving the quality of education delivered. The new service began on 1 March 2015 with 15 hours of education delivered per learner per week. The aim is to double this by the end of August 2015. Final bids for Secured Training Centre (STCs) were received in February 2015. These bids are now in the final stages of evaluation. |
| Project - Start Date (Latest approved start date) | 10/05/2010 | 30/04/2013 | 01/11/2012 | 07/07/2013 | 10/05/2011 | 01/03/2011 | 21/06/2012 | 21/03/2013 | 01/07/2009 | 01/04/2011 | 04/12/2012 | 04/10/2009 | 10/01/2013 | 18/07/2011 | 13/07/2011 | 20/11/2012 | 05/11/2012 | 05/11/2012 |
| Project - End Date (Latest approved end date) | 30/09/2014 | 31/12/2016 | 31/01/2017 | 31/07/2015 | 30/09/2013 | 01/09/2016 | 31/07/2015 | No end date | 01/09/2014 | 31/10/2013 | 01/08/2015 | 07/07/2015 | 31/03/2018 | 30/11/2014 | 31/01/2014 | 01/12/2016 | 31/03/2015 | 15/07/2018 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | In September 2014 the final court closure, Alton Magistrates’ Court, was completed. | The programme is on track to deliver as planned: • Rollout of digital solutions has already commenced, • The Magistrates In Court Presentation solution is almost 50% complete, • Wi-Fi installations are on track and national rollout has commenced. | The programme end date has now been re-forecast based on: • The new timetable for business case approval, • A better understanding of scope and implementation logistics, • Feedback from the market as to likely duration of development and deployment. | The programme is performing well against all planned milestones. Of particular note is the successful uptake of eForms, which has been significantly higher than projected. The interface for automatic exchange of data between the case management systems at the LAA and HMCTS was implemented on 8th December 2014. It is currently being used by a small number of caseworkers in the Nottingham Criminal Applications Team and caseworkers have been able to take advantage of interdepartmental information sharing by obtaining more accurate data from a range of resources. The transfer of the London area was a very important milestone for the programme, due to the area's unique nature. Throughout its transition the programme followed progress very closely and were able to identify specific issues and provide solutions to these. The programme has implemented an extensive engagement plan with providers, to explain the benefits of electronic working. | The programme end date was delayed due to the withdrawal from the competition, and subsequent audit, of the incumbent EM service suppliers. This impacted decision making on the EM competition and contributed to a protracted preferred bidder phase as lessons were incorporated from the audit. | The FITS Programme is moving from its procurement phase into delivery in line with the approved plan. | There is no deviation from revised schedule. The project team is continually assessing the project delivery plan with the aim to pursue the most ambitious timeline. | Funding has now been agreed and work has commenced on projects that underpin the delivery of the HMCTS Reform Programme. The end date has now been finalised as 2020. | Client and Cost Management System (CCMS) is the online system through which providers can submit civil legal aid applications. National rollout of voluntary usage of CCMS commenced on 31st March 2014 and was completed on 29th September. Contractual Notices outlining the timeline to mandatory use of the system were issued to providers on 26th January 2015. This will mandate the use of CCMS for new legal aid applications from 1st October 2015. The 8 month lead in time is to provide firms with sufficient time to train their staff and integrate the system into their businesses. There has been a steady increase in usage with approximately two-thirds of providers using the system to process applications, equating to c.50% of applications being processed digitally. The project end date has consequently been revised accordingly. | The programme completed in June 2013, but was retained on the MPA reporting pending an independent post implementation review. This was completed in October 2014 and the programme is now formally closed. | The introduction of the Residence Test for civil legal aid was delayed from 4 August 2014. The Government has appealed the Judicial Review judgment. All other reforms scheduled for implementation between December 2013 and July 2014 have been delivered. For example: • Restricting the scope of legal aid for prison law, • Reducing the use of multiple advocates, • Reduction in Expert Fees in Criminal and Civil Family Proceedings, • Imposing a financial eligibility threshold in the Crown Court, • Harmonising fees paid to self-employed barristers with those paid to other advocates appearing in civil (non-family) proceedings, • Court Bundles changes. Prompted by the judgment in a legal challenge to the 2015 Crime Competition Duty Tender, the MoJ launched a consultation in September 2014 seeking evidence relating to specific technical aspects of the KPMG and Otterburn financial reports. The consultation closed on 15 October 2014. This has delayed the commencement of a competitive tender for crime contracts. | The Programme remains on schedule and continues to work to minimise risks to delivery. Commercial negotiations with SSCL completed to schedule and a contract to outsource the relevant back office services is in place as of 1st November 2014. Negotiations were supported by Cabinet Office. Work is progressing on planning transition activities including arrangements for incumbent suppliers, whose services will continue to be required up to the transition to the "Independent Shared Service Centre 2" (ISSC 2) Standard Operating Platform in 2016. A project recommendation was approved in October 2014 to defer the migration of Finance data from the legacy system. This transfer was aligned to the end of the 14/15 financial year. This was due to technical issues around data extraction from the old platform ready for the new platform. The data assurance testing is now complete and User Acceptance Testing (UAT) is now complete. Business readiness preparations are underway. The programme is due to exit Steady State and commence transformation. Some initial milestones have been missed as the transformation plan delayed but the programme is working closely with SSCL to bring the timetable back on track. | The project remains on schedule to deliver the first of 2,100 places in February 2017, with a phased rollout of further places throughout 2017. Funding has been re-profiled to allow construction work to commence earlier. | Deployment of the main rollout activities was paused between August and December 2014, whilst significant performance issues were investigated and corrected. The revised remediation plan agreed by the Programme Board, sets out the new phased approach to delivery. This has had significant impact on the schedule, moving the main rollout and programme closure into 2015/16. However, some aspects of the programme (printer deployment and Satellite replacement) have now been completed. | The Programme completed all its deliverables in December 2013. Following the standard MPA approach to assess costs and benefits, sufficient time operating under a new contract must be allowed before formal project closure can be achieved. An independent assurance review to assess delivery of benefits was undertaken in Autumn 2014, enabling formal closure in early 2015. | The programme remains on track. The Competing Delivery of Services contracts were awarded in November 2014 as per schedule. | The programme delivered against key milestones, including: • The transition to the new Community Rehabilitation Companies (CRC) and National Probation Service (NPS) structure on the 1st June, • The launch of the CRC competition which generated significant levels of market interest from a broad and diverse set of bidders, • The award of contracts on 18th December 2014, • Commencement of the under 12 month provisions for the Offender Rehabilitation Act. The programme was successfully closed as planned in Mar 2015. All outstanding issues and actions were formally transferred to the business owners responsible for ongoing service delivery. Delivery of benefits against the business case will be tracked within the business areas. | The programme is delivering to schedule. In addition to the progress on procurements for improved services, four Regional Resettlement Consortia were launched in November 2014, alongside an innovative partnership with employers to provide work placement on-release (the Turnaround to Work initiative). The programme is now focused on • Successful mobilisation of the new YOI Education Provision alongside wider improvements to the operation of YOIs , • Finalising arrangements to build the Secure College Pathfinder and to run a competition for the operator. |
| 2014/2015 Budget (£million) | £0.59m | £34.28m | £38.37m | £10.36m | £49.90m | £77.00m | £47.67m | £23.80m | £3.94m | £0.00m | £4.90m | £27.60m | £14.24m | £89.40m | £70.13m | £85.20m | £437.91m | £17.60m |
| 2014/2015 Forecast (£million) | £0.09m | £31.45m | £25.94m | £10.36m | £49.90m | £77.00m | £52.29m | £12.10m | £3.97m | £0.00m | £3.80m | £30.50m | £15.24m | £95.80m | £32.61m | £23.20m | £437.91m | £17.60m |
| 2014/2015 Variance (£million) | -£0.50m | -£2.83m | -£12.43m | £0.00m | £0.00m | £0.00m | £4.62m | -£11.70m | £0.02m | £0.00m | -£1.10m | £2.90m | £1.00m | £6.40m | -£37.52m | -£62.00m | £0.00m | £0.00m |
| 2014/2015 Variance %age | -85% | -8% | -32% | 0% | 0% | 0% | 10% | -49% | 1% | 0% | -22% | 11% | 7% | 7% | -53% | -73% | 0% | 0% |
| Total budgeted whole life costs (£million) (including non-government costs) | £45.44m | £141.19m | £374.07m | £28.82m | £425.83m | £1,205.00m | £439.20m | £619.75m | £71.49m | £19.06m | £11.80m | £357.3m | £208.04m | £248.82m | £786.71m | £866.40m | £9,607.74m | £3,466.30m |
| Departmental narrative on budget/forecast variance for 2014/15 (if variance is more than 5%) | The current full year forecast is below the estimated figure in the approved business case, which is due to planned capital enabling works no longer being required at two sites. | Amounts included as contingency are not needed due to careful financial controls and supplier management coupled with a realignment of the roll out schedules for Bench and Crown after a more protracted engagement regarding those solutions with stakeholders. | Actual spend was lower than the budget in 2014/15 due to replanning the programme. | Data not provided by department | Data not provided by department | Data not provided by department | Costed bids for the Compliance and Enforcement Service solution have been received and are being evaluated, providing more accurate forecasts of expected spend. | The variance to budget is due to a delay in the appointment of a Programme Director and deferral of consultancy spend to prepare detailed programme plans. | Data not provided by department | Data not provided by department | The variance against budget is mainly due to the under spend in capital IT costs and resources (staff costs) due to a delay in implementation of a number of reforms. | The forecast now reflects the outcome of commercial negotiations with the Integrated Shared Services Centre (ISSC) 2 service provider and reflects the cost of the ISSC 2 service over the seven year period of the contract. The costs associated with the ISSC 2 service are offset by additional benefits. | Funding has been re-profiled to allow construction work to commence in 2014/15. The impact is to the cash flow across the lifecycle of construction though there is no impact on the overall Whole Life Costs of the programme. | The above forecasts were provided when the current plan was to deliver the main NIS Programme within 2014/15. The variance is caused by forecast payment dates moving from 2013/14 to 2014/15, in line with the slippage in contractual milestones. Subsequently, the main programme rollout was paused. An updated financial position will be available following recommencement of rollout. | The 2014/15 budget figure is based upon the Full Business Case that was approved in May 2013. The figure includes project implementation costs and the anticipated resulting contract costs of competing both the South Yorkshire Cluster and Northumberland. The variance is a result of the change in scope in the programme with the South Yorkshire Cluster remaining in the Public Sector. The forecast costs only reflects the contract cost for Northumberland. | Almost all of the 2014/15 forecast variance is as a result of a lower than planned VEDS (Voluntary Early Departure Scheme) requirement. The requirement decreased significantly for both the Closures and Benchmarking Projects due to a combination of operational pressures and vacancies, consequently we do not need to make as many staff redundant as originally anticipated. | Data not provided by department | Data not provided by department |
| Departmental narrative on budgeted whole life costs | This programme is now complete. The total programme costs are lower than the business case (budget) by £18.7m. This is a result of lower than anticipated dilapidations and staff exit costs of approximately £5m, lower ICT costs of approximately £1m, and reduced enabling work costs of approximately £12m. | The programme Outline Business Case has been approved since the above numbers were forecast. This has rebaselined the Whole Life Costs at a lower figure than previously anticipated due to a general reduction of industry costs in Wi-Fi and lower costs for In Court presentation equipment | Whole Life Costs cover the development of early projects within the programme. The Outline Business Case that encapsulates a new approach with revised cost profiles has subsequently been completed and has received approval from HM Treasury. | The Whole Life Costs include operational costs, associated training and accommodation, capital and IT related spend. These figures are based upon detailed plans submitted by operational units, and are priced-up using historical averages. | The Whole Life Costs represent the Full Business Case position, based upon best and final offers for the 4 lots comprising the project. The final Whole Life Costs are likely to vary as the contracts are crystallised and treatment of VAT is confirmed. | The Whole Life Costs include full Programme costs as well as the full anticipated cost of the new contracts, assuming a 5 year contract period. | The Whole Life Costs include both capital and resource expenditure. | The Whole Life Costs include both capital and resource expenditure. | The Whole Life Costs cover the implementation budget and some elements of ongoing Business As Usual support costs. The ongoing support costs will continue until this system is no longer in use and it does not have a defined end date. | The Whole Life Costs represent the full cost of delivering the programme. No further costs will be incurred. | The Whole Life Costs covers direct implementation; IT changes and the programme team. There are currently no ongoing annual contract costs. However, as a result of the Legal Aid Transformation Programme there will be an ongoing staff costs to the LAA to cover, for example, peer reviews for future years. The estimated savings are derived from the LAA forecasting models; independently quality assured by MoJ analytical team. The programme has already implemented over 70% of its reforms. | The Whole Life Costs reflect the change in approach, moving to an outsources service, utilising the Government's Next Generation Shared Services Strategy | The Whole Life Costs represent the total costs for construction of the new prison in Wrexham. These are forecast to increase slightly. | The Whole Life Costs are based on the assumptions made to deliver the main NIS Programme within 2014/15. Since that point, significant issues have occurred and the main programme rollout was paused. An updated financial position will be available following recommencement of rollout. | The budgeted Whole Life Costs included the project implementation costs and contract costs of competing both the South Yorkshire Cluster and Northumberland. The actual Whole Life Costs are significantly lower than the budgeted position as costs exclude the South Yorkshire Cluster as the establishments remained in the Public Sector. | The Whole Life Cost has increased from last year due to the inclusion of estimates from the Competing Delivery of Services Outline Business Case, in respect of the 5 years contract for Facilities Management Services. It should be noted that these costs are likely to fall as the tender process progresses and the contract scope crystallises. | This figure represents the expected Whole Life Costs, as at Q2, based on the implementation of the Rehabilitation Programme reforms | The Whole Life Costs at Q2 2014/15 include: i) the design and build of the Secure College Pathfinder, and 60 years of operation, ii) the costs of retendering and operating the STCs over a period of 7 years, iii) the costs of tendering and operating education contracts in public sector YOIs for 5 years, iv) programme overheads. Since Q2 2014/15, the forecast whole life costs have reduced, following: 1.The decision by Youth Justice Board on 24 October to decommission accommodation in the youth secure estate – changing the scope of the STC competition from three sites to two sites, 2.The receipt of bids for YOI Education Provision and the award of contract on 15 December, updating previous assumptions, 3. Variances in the assumptions to the Secure College Pathfinder as we get closer to signing the contract for the build and to running the competition for an operator. |