Transparency data
MOJ Government Major Project Portfolio data, September 2016 (CSV)
Updated 18 July 2017
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| Project Name | North Wales Prison (NWP ) Programme | Common Platform (CP) | CJS Efficiency Programme (CJS Efficiency) | Electronic Monitoring (EM) | Future IT Sourcing Programme (FITS) | Her Majesty's Courts and Tribunals Services (HMCTS) Reform Programme | Integrated Delivery Programme (IDP) | MoJ Future FM | NOMS Digital Transformation Programme | NOMS ICTS Services (NICTS) Programme (formally part of Quantum Re-compete Project) | Prison Estate Transformation Programme (PETP) | MoJ Shared Services Evolve (SS Evolve) Programme | Secure Training centre (STC) Retendering Project | |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | MoJ | Not set |
| IPA Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red ? Amber/Red ? Amber ? Amber/Green ? Green; definitions in the MPA Annual Report) | Amber | Amber | Green | Amber/Red | Amber/Red | Amber/Red | Amber/Green | Amber | Amber | Green | Amber | Amber/Red | Amber/Red | Not set |
| Description / Aims | The Berwyn Programme aims to build a new prison in Wrexham (North Wales) that will be operational in 2017.Compliance with Steel Guidance: the programme is compliant with PPN Action Note 16/15 and associated guidance. | The Common Platform Programme aims to deliver a technology platform which supports business transformation across the Crown Prosecution Service and HMCTS | The CJS Efficiency Programme aims to introduce digital working throughout the Criminal Justice System, in particular to deliver the ?digital courtroom?. | The Electronic Monitoring Programme aims to procure an improved electronic tagging system that exploits the latest technology. | The FITS programme aims to deliver at least œ95m per annum reduction in MoJ ICT operating costs through the design and implementation of a new ICT Operating Model. | The aim of the HMCTS Reform Programme is to: modernise the infrastructure and deliver a better and more flexible service to court users; modernise and transform courts and tribunal service to increase efficiency, improve service quality and reduce the cost to the tax payer. | The Integrated Delivery Programme aims to improve financial control and service for providers and clients by replacing an ageing case management system. | The Future FM programme is the re-procurement of time expired Total Facilities Management contracts, covering the FM requirements of a number of Government Departments over a five year period, with an value of circa œ288 million. The project also includes the reorganisation and improvemnet of the internal FM operational and contract managemnt (client) unit. | The Digital Transformation programme will shift how technology is used to improve the outcomes of prisoners and performance and safety of prisons. There are three elements: 1) Digital Prison, 2) Enabling Transformation and 3) Operational Transformation. | The NICTS Programme aims 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 National Offender Management Service until the forthcoming Future IT Sourcing contracts are in place and are ready for applicable services to be transitioned. | The PETP will change the way the prison population is managed. It will create reception prisons which will service the courts and manage those on remand. The training estate for sentenced prisoners will be improved and expanded so that the supply of places meets demand. For prisoners nearing the end of their sentence or on short custodial sentences there will be enhanced resettlement prisons. PETP will improve how female offenders are managed through the creation of small community prisons. These changes will be delivered through the reconfiguration of the existing custodial estate and the construction of new prisons and smaller houseblock units within existing prisons. In the interest of transparency, the programme's capital value will likely include a steel element whose value will be in excess of œ10m. | The MoJ Shared Services Programme?s aim is to deliver transformation in the approach to the provision of back office services in MoJ. | The project is retendering and mobilising a Secure Training Centre (STC) contract. The project originally started with a retender of 3 contracts for Rainsbrook, Medway and Hassockfield STCs). During the course of the project however, this was reduced to 1 contract due to a fall in demand resulting in Hassockfield STC being decommissioned and decisions made by the Secretary of State resulting in the National Offender Management Service (NOMS) being asked to take over the running of Medway STC from 1 July 2016. The remaining STC at Rainsbrook is a site of about 80 places, which accommodates 12-17 year old boys, and girls (including mothers with babies) remanded or sentenced to custody who, because of their complex needs and risks to self and others, are unsuitable for placement in other parts of the youth secure estate. The project is at the stage of transformation of a new contract with a new provider. | Not set |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The Amber delivery confidence assessment reflected the good progress being made in many areas of the programme, including the handover of the support building ? allowing training for the prison officers to begin. However there remained challenges to ensure the prison was ready to open smoothly in February 2017, including actively managing the handover dates with the constructor, ensuring they do not move, and sequencing delivery of IT. Since then, the remaining buildings within section have been successfully delivered. The prison opened to time on 27 February and the team are now focussed on opening up the rest of the accomodation. | A recent IPA Assurance Review reported the programme has made positive progress since the challenging re-sets that took place in 2015; meaning the delivery confidence rating moved to amber. This reflects the strong response to a number of recommendations made; the continual growth in agile maturity; ensuring the right capability and capacity to deliver; and, the efforts to improve pace of delivery since the previous report. The Programme continues to receive support from all three current SROs. Despite a moderate increase in pace of delivery, further increases would be required for the Programme to deliver the full extent of its agreed scope within its lifetime and budget. The Programme continues to develop its benefits realisation strategy to ensure deliverables are aligned to business value and is closely managed by the Programme Board. | The Programme effectively closed on 31 March and entered a formal programme closedown period up to July 2016. All delivery was completed, as set out below, within scope and budget: ? A new data store for HMCTS rolled out to all criminal courtrooms. This allows automated receipt of case paperwork from CPS, access for GSI users and improved data housekeeping and archiving ? Bench solutions that enable Magistrates to view digital case documents held on the HMCTS Court Store ? Widescreens and Clickshare presentation technology for showing digital evidence in courtrooms rolled out to all Magistrates and Crown Courts ? Digital case working solution rolled out to all Crown Courts ? Professional Court User WiFi installed in 240 criminal courtrooms | Delivery confidence at quarter 2 improved from Red to Amber/Red reflecting two key developments: The programme has been assured by the Infrastructure Projects Authority, Crown Commercial Services, Her Majesty's Treasury and the Implementation Unit culminating in a stocktake by John Manzoni on 13th June 2016, which concluded a programme rating of amber on the areas assessed. Also, on 7th July 2016 a procurement notice was released in the Official Journal of the European Union as part of the first stage of the competition for a new tag provider. Since then four suppliers have been short-listed for the negotiation phase of the procurement phase and a final business case is being prepared for approval. | Challenges with supplier delivery plans meant that the DCA was Amber/Red at quarter 2. The Programme has now received updated supplier delivery plans from ATOS (for End User Computing core / build elements) and a revised draft plan from CGI for hosting. Other Suppliers are now impacting those plans against their own service delivery plans under the FITS contract. The updated plans for deployment of new computers using Office 365 and Windows 10 and the new network early adopter sites have been endorsed by the FITS Programme Board and delivery of EUCS is now moving forward. It is anticipated that further improvements to delivery confidence will be made once full supplier plans have been considered and confirmed, along with any potential programme milestone adjustments. | The MPRG on 10 November 2016 approved the refreshed business case which underpinned the move from a 4 year to a 6 delivery plan. The programme retained an Amber/Red rating, reflecting the significant further detailed planning that was being undertaken to ensure successful delivery against the new timetable. The panel recommended to HMT that funding be approved until Interim State 1 (Sept 2017). Full review will now be at each interim state rather than fixed 6 monthly approval stages with next one due October 2017. In March 17 a stocktake will be held where the Programme Team will be required to give up-dates on Programmme planning including development of a Critical Path and identification of whole life costs. An overarching view of the business architecture that will be in place for Interim state 1 (September 2017) and how this will develop through Interim State 2 to Interim States 3 and 4. Supporting this is a baselined, integrated Portfolio level plan of how IS1 will be achieved, with critical path activities, risks and dependencies built in. A dashboard of critical success measures to track progress is currently under development. | The delivery confidence assessment reflects that the programme has delivered and 100% of civil certificated legal aid is now processed on CCMS. With all providers and case workers using the system to manage legal aid and pay provider bills for the entire legal aid fund. This was achieved in Q1 of the financial year 2016/17. There have been no issues. The benefits and associated profiles are currently being revalidated and the figures are therefore subject to change. | The amber delivery confidence at quarter 2 was driven by two main factors, namely a) the lack of float in the plan to accommodate any delays in the multiple levels of approval between Programme Board and ultimate sign off by HMT and b) the risk of appeals associated with the transition to a new more capable Client Unit. Actions to improve delivery confidence include: 1. Early communication with the key stakeholders and approvers on the full business case to address questions and issues and ensure a smooth path through the various case approvals. 2. Early consultation with CO/HMT to obtain an approval for an extension to the existing Probation contracts to avoid the need to shorten the new contract mobilisation period. 3. Completion of the tender evaluation and recommendations (in progress) and evidencing affordability and value for money against existing baseline contract values. 4. On-boarding additional project team resources to cover the resourcing gaps and maintain progress on the plan timetable. | Programme entered the GMPP at quarter 2 and was given an amber delivery confidence reflecting senior executive and SoS support for the programme objectives and positive feedback from the front line on delivery thus far. There were some delays within individual workstreams which caused the rating to remain amber, most notably in the NOMS 2018 stream. Options are being evaluated with regards to how best to exit the end user computing (EUC) tower - this evaluation is nearing completion with agreement on the approach due imminently. The programme is heavily reliant on a managed service contract which is coming to an end. The programme business case is currently progressing through governance and delivery confidence is expected to improve once signed off. | The NICTS Programme formally closed in June 2016. The only outstanding activity is to complete a Gate 5 Review (planned for 20/21 March 2017) | The Programme is complex with a relatively large number of interlinked projects and workstreams. The operating environment within which the programme is being delivered is also undergoing significant change. The programme has put in place appropriate mitigations, including use of Optimism Bias, resulting in an overall Amber score. Extensive engagement with stakeholders and robust modelling is being used to develop a preferred option for the Outline Business Case to maximise the programme's contribution to rehabilitating offenders, reducing long term costs and releasing land for housing. Independent assurance is planned to ensure the preferred option is robustly challenged prior to Outline Business Case approval. | At quarter 2, the programme was working to a plan, baselined June 2016, which the MoJ and Crown Oversight Function acknowledged was a high risk plan, for November delivery. Risk in key areas to the programme were high: data, payroll, IT Enablement and some SOP design elements. These were escalated to the Evolve Programme Board to progress mitigating actions. This was reflected in the Amber/Red delivery confidence assessment. A decision was later taken that the portal would be upgraded and operating before the end of the calendar year and as a consequence, MoJ would go-live on the single operating platform in January 2017. The programme has successfully taken remedial action against the delivery confidence rating and delivered successfully on 30 January 2017. The post go live support period will run to 22 March 2017 at which point the programme will close and the management of the Standard Operating Platform will move to business as usual delivery. | Quarter 2 was assessed as Amber/Red as there were significant risks to transformation delivery caused by operational performance issues and the contractors reduced workforce. This required MTCnovo to reprioritise some of its transformation resource to deliver immediate operational improvements. The contractor successfully mobilised and new service commenced at the STC on 5 May 2016. However they inherited a depleted staff group and this affected the contractor's plans for operation and transformation of the site. In response, the contractor introduced a new recruitment and retention strategy. Further plans for improving the site have been agreed together with an extension to the transformation period. Some areas of transformation have now been delivered including changes to education, case management and other activities for young people, new staffing structures and rotas and building improvements. Other key areas of transformation, including the introduction of new operating procedures are expected to be complete by May 2017. Some areas of work, including roll out of IT for use by young people may continue after this period. | Not set |
| Project - Start Date (Latest approved start date) | 10/01/2013 | 01/11/2012 | 30/04/2013 | 10/05/2011 | 01/03/2011 | 05/01/2015 | 01/07/2009 | 01/07/2016 | 01/01/2016 | 18/07/2011 | 01/04/2016 | 07/09/2013 | 05/11/2012 | Not set |
| Project - End Date (Latest approved end date) | 31/05/2018 | 29/03/2019 | 30/06/2016 | 30/11/2016 | 30/11/2017 | 31/03/2022 | 30/04/2016 | 01/04/2018 | 31/03/2021 | 30/06/2016 | 31/12/2021 | 05/11/2015 | 01/05/2017 | Not set |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The project remains on schedule. The first of 2,106 places opened on 27 February. | The Programme continues to progress and a number of services have been delivered. The Rota Service, which allows Magistrates to manage their own availability for court sittings online, has been successfully rolled out, with over 95% of Magistrates actively using the system. The Online Plea Service, which allows defendants to enter pleas online (for summary non-imprisonable motoring offences), has been implemented across the majority of sites. Digital Mark Up, which allows results to be captured digitally in court, continues to be iterated and tested in a live court environment ahead of national rollout. | The project has now closed. | Following the decision to terminate the contract for the development of bespoke tags we have released a procurement notice in the Official Journal of the European Union as part of the first stage of the competition for a new tag provider. We have now short-listed four suppliers for the negotiation phase of the procurement phase. Whilst we are proceeding with the re-procurement we are restructuring the programme to maximise our chances of successful delivery. The September 2013 date refers to the original baseline date for project closure as per the original business case, whilst the November 2016 date refers to the revised end date agreed as part of the 2014 update to the Full Business Case. Please note that these dates do not reflect the current status of the programme and a further revision to the Full Business Case is currently undergoing approvals. | As a result of very complex and protracted Commercial negotiations, the baseline Programme end date has moved from Apr 2016 to November 2017. Replanning and a revised EUCS solution have contributed to the deviation from the baseline end date. Major milestones achieved include: - The OMNI (Probation) voice transition to TTP was successfully completed to 78 NPS sites in November 2016. - Go live of the first WAN/LAN pilot site at Orpington commenced in December which paved the way for the remaining pilot sites to complete and enabled WAN/LAN national rollout to commence in early 2017. The first 2 sites to be transitioned were the Family Court Welfare Service in Middlesbrough and the NPS in Basildon | The whole programme is delivering well in its early phase and is now due to conclude at the end of March 2022, in line with the refreshed PBC approved by MPRG which moved delivery from a 4 year to a 6 year timeframe. Wi-Fi is now installed in the CFT areas of 45 Combined Courts and work is underway to roll out enhanced WiFi and screens to all CFT courts. Early on-line applications for Divorce, probate and 'track my appeal' are moving to pilot stages. Rationalisation of HMCTS estate continues. At end January a total of 84 sites had ceased to provide customer facing services and 56 fully exited. | The programme has now been delivered and a review date is TBC within the next 6-12 months. | The new contract commencement date has been moved back by four weeks due to an extension of time being awarded to bidders during the tender period. The overall start and end dates of the programme are unaffected by the extension of tender time. Tenders have been successfully received and the initial evaluation and moderation of the qualitative bids has been completed to time. The programme is on target to complete evaluation and commence the FBC approvals by early April 2017. | The programme is on track as planned | The NICTS Programme is now closed | The programme is on track as planned. | The revised June 2016 baseline had a delivery of November 2016. However, a decision was made in early October between John Manzoni, Chief Executive of the Civil Service, Ministry of Justice and Department for Work & Pensions Permanent Secretaries to delay a planned upgrade to the RM portal until November 2016. This enabled the upgrade to the RM portal to take place with the least disruption across all framework customers. This decision impacted on the planned date for Ministry of Justice to on-board to the SOP platform, moving it to January 2017. | The new service at Rainsbrook STC commenced on time on 5 May 2016. The period in which the contractor will implement most of their plans for transforming the operation of the site was increased from 6 months to a year. As a result project closure is now expected to take place during the summer of 2017. This does not affect the overall contract period. | Not set |
| 2016/17 TOTAL Baseline œm (including Non-Government costs) | œ104.40 | œ92.74 | œ7.33 | œ62.50 | œ375.00 | œ147.20 | œ0.00 | œ1.60 | œ0.00 | œ13.40 | œ0.00 | œ76.76 | œ10.83 | Not set |
| 2016/17 TOTAL Forecast œm (including Non-Government costs) | œ122.00 | œ73.11 | œ9.07 | œ88.30 | œ388.13 | œ139.19 | œ0.00 | œ1.60 | œ0.00 | œ12.08 | œ0.00 | œ75.51 | œ10.83 | Not set |
| 2016/2017 Variance %age | 17% | -21% | 24% | 41% | 4% | -5% | 0% | 0% | - | -10% | - | -2% | 0% | Not set |
| Whole Life Cost TOTAL Baseline œm (including Non-Government costs) | œ2,252.70 | œ380.89 | œ84.85 | œ380.60 | œ2,879.25 | œ1,638.48 | œ35.31 | œ288.80 | œ0.00 | œ40.80 | œ0.00 | œ395.15 | œ86.98 | Not set |
| Departmental narrative on budget/forecast variance for 2016/17 (if variance is more than 5%) | The figures reported as part of the baseline are for MoJ estates construction costs only and do not include NOMS enabling capital and resource costs that were due to be incurred in 2016/17. The total baseline including these costs was œ121m. Therefore the actual variance is within the 5% tolerance. | The in year variance relates to reduced Hosting and Support requirement, release of contingency funding and a reduced Interfaces specification to the legacy systems. | Variance is due mainly to additional scope and delay of implementation during 2014/15. | The baseline budgets were developed based on a profile as provided by the 2014 Full Business Case. The baseline budgets will be reprofiled on the basis of the 2017 Full Business Case, once this has been approved. | Budget variance less than 5% | The majority of the budget/forecast underspend for 2016/17 is largely down to the following three reasons: a) the impact of moving from a 4 year programme to a 6 year programme. This was approved by MPRG resulting in a reprofile of spend in future years; b) slower than planned ramp up of spend in 16/17 and c) a reduction of unutilised VEDS funding. Additional underspends are related to value for money decisions taken in the Estates Reform Programme as initial estimates of enabling works far exceed planned costs in the business cases. ÿ | Budget variance less than 5% | Budget variance less than 5% | The programmes business case is progressing through governance, and therefore there are no approved baseline / forecast figures to report against, and hence no variance. | The variance between actual and forecasts can be mainly attributed to a commercial settlement that was agreed by the MoJ, following the significant delays to the Programme. | The programmes business case is progressing through governance, and therefore there are no approved baseline figures to report against | Budget variance less than 5% | Budget variance less than 5% | Not set |
| Departmental Narrative on Budgeted Whole Life Costs | The whole life costs include both the costs to implement the project and also the ongoing running costs of the new prison over its 60 year lifetime. | The whole life costs include both the cost to deliver the project and also the ongoing operating costs of the new service. The whole life cost is œ15m lower than the baseline due to a reduction in VED's requirement. This will be incorporated as part of the refresh. The whole life costs for the project will be revised in line with the refreshed business case for FY1718. | The project has now closed. Final whole life costs are œ72.11 and represent the costs to deliver the programme and also the ongoing costs of the new service up to financial year 2022/23. | The programme has been delayed and undergone a major review, it is therefore not comparable to the original planned business case which was developed in 2014.ÿ The baseline budgets will be re-profiled on the basis of the 2017 Full Business Case, once this has been approved. | The FITS Programme Whole of Life Costs cover the financial years 2011/12 through to 2021/22 and include both the cost to deliver the project and also the ongoing running cost of the services. | Whole life costs cover both the cost to deliver the programme and also the ongoing running costs of the new service as detailed in the previous MPRG business case submitted in May 2016. Since quarter 2 a revised business case was approved by MPRG in November 2016. There has been a substantial amount of change between the two business cases with revisions to implementation cost, the inclusion of additional contingency costs, changes to gross benefits and BAU running costs. | The Whole Life Costs cover the implementation budget and some elements of ongoing business as usual support costs. | The whole life costs include the one off project setup, delivery and mobilisation costs and the contract costs for the 5 year life of the new contracts. The cost also include the reorganisation costs associated with the new FM contract management unit. There are no variances from the previous forecast œ288m whole life cost at this stage. The tender costs are currently being evaluated and the financial models for the FBC are in development. | The programmes business case is progressing through governance, and therefore there are no approved baseline figures to report against. | The whole life costs of the project reflect programme costs only. | The programmes business case is progressing through governance, and therefore there are no approved baseline figures to report against. | The Whole Life Costs (WLC) represent the move to a fully outsourced service of the MoJ?s back office functions in line with the Government's Next Generation Shared Services Strategy. The current WLC includes Resource costs covering: programme team delivery, training, legal and development costs. In addition Capital investment has been made to create IT infrastructure assets i.e. Merge and SOP asset. These costs are derived from the original Financial Business Case. There is no significant changes to the figure since quarter 2 2016/17. | The whole life cost of the project reflects the agreed new contract and utilities costs over 7 years. It also covers the project costs which include YJB and MoJ Procurement team staffing, and spend on external specialists (e.g. legal, financial, insurance, education, ICT). This has not changed since quarter 2 2016/17. | Not set |
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| ID Numbers | MOJ_0023_1314-Q1 | MOJ_0021_1314-Q1 | MOJ_0027_1314-Q2 | MOJ_0003_1112-Q1 | MOJ_0004_1112-Q1 | MOJ_0028_1314-Q2 | MOJ_0006_1112-Q1 | MOJ_0032_1617-Q2 | MOJ_0034_1617-Q2 | MOJ_0015_1112-Q2 | MOJ_0033_1617-Q2 | MOJ_0008_1112-Q1 | MOJ_0030_1516-Q1 | Not set |
| Annual Report Category | Infrastructure and Construction | ICT | ICT | Government Transformation and Service Delivery | ICT | Government Transformation and Service Delivery | ICT | Government Transformation and Service Delivery | Government Transformation and Service Delivery | ICT | Infrastructure and Construction | ICT | Government Transformation and Service Delivery | Not set |