Transparency data
Annual Report on Major Projects 2016 to 2017, consolidated data and narratives
Updated 18 July 2017
Download CSV 276 KB
| Project Name | Local Land Charges (LLC) Programme | New Polar Research Vessel | Project Eagle (formerly Urenco Future Options) | The Francis Crick Institute (formerly UKCMRI) | FID Enabling for Hinkley Point C | Geological Disposal Facility Programme (GDF) | Heat Networks Investment Project | Magnox & RSRL PBO Competition | Sellafield Model Change (SMC) | Smart Meters Implementation Programme | Commercial Capability Programme | FOXHOUND Programme | Government Office Hubs Programme | GOV.UK Verify | ISSC2 | 16/17 New Property Model Programme | ICT Restructure Programme | Blythe House Programme | Broadband Delivery Programme | The Tate Modern Project | 700 MHz Clearance Programme | CAP Delivery Programme | DEFRA UNITY PROGRAMME | Thames Estuary Asset Management Programme (TEAM2100) | Thames Tideway Tunnel | Apprenticeships Reform Programme | ICR Monetisation | Priority School Building Programme (PSBP) | Priority School Building Programme - Private Finance | 30 Hrs Free Childcare Project | St Helena Airport | A14 Cambridge to Huntingdon Improvement Scheme | A303 Amesbury to Berwick Down | Airport Capacity Programme | Crossrail Programme | East West Rail Programme (Western Section) | Great Western Route Modernisation (GWRM) including electrification | High Speed Rail Programme (HS2) | InterCity Express Programme (IEP) | Lower Thames Crossing Feasibility | M20 Lorry Area | Midland Main Line Programme | North of England Programme | Rail Franchising Programme | Search and Rescue Helicopters | South West Route Capacity | Shared Services Implementation Programme | Thameslink Programme | Childhood Flu Immunisation Programme |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | CO | CO | CO | CO | CO | CO | CPS | DCMS | DCMS | DCMS | DCMS | DEFRA | DEFRA | DEFRA | DEFRA | DfE | DfE | DfE | DfE | DfE | DfID | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DH |
| 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 | Red | Amber | Green | Amber | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Amber | Amber | Amber | Amber | Amber | Amber | Amber/Green | Amber | Amber | Amber/Green | Amber/Red | Amber/Green | Green | Amber | Amber | Amber/Red | Green | Amber/Green | Amber/Red | Amber | Amber | Amber/Green | Amber/Red | Amber/Red | Amber | Red | Amber | Amber/Green | Amber/Red | Amber/Red | Amber/Red | Amber | Amber/Red | Red | Amber | Amber/Red | Amber | Amber/Green | Amber/Red | Amber | Amber/Green | Amber/Green |
| Description / Aims | A Local Land Charge (LLC) is a restriction or prohibition on land which binds successive owners and occupiers. The LLC Programme will deliver a single LLC Register Service for England (the inclusion of the LLC Registers in Wales will be subject to a further business case), implementing the powers granted to Land Registry under the Infrastructure Act 2015. The scope of the Programme is to take the 326 English Local Authorities registers and replace them with a single digital register, resulting in Land Registry becoming the sole registering authority and official search provider for LLC. | NERC/British Antarctic Survey has a business need to replace its two aging science/logistics support vessels with a new dual role purpose vessel. The FBC calculated that the NPV of the option selected as best overall Value For Money, (design, build operate a new dual role science/logistics support vessel) resulting in a saving of £102m over a period of 25 years representing the anticipated lifetime of the new asset. The reduction in vessel capacity and attendant running costs is predicted to deliver significant savings with only a minor impact of delivery of science days at sea. The Specification/Statement Of Requirements for the new vessel was developed in consultation with the key stakeholders including, but not limited to, the scientific user community; logistics support staff within the British Antarctic Survey and the Supply Side. Working with the selected shipyard, Cammell Laird we are optimising the design and on track to deliver the vessel in Autumn 2018. Following intensive commissioning and sea trials, the vessel will enter into service in Autumn 2019.NERC is not purchasing any steel. Steel purchased by the main contractor has due regard for the guidance and commercial best practice. | Urenco is a company which provides enriched uranium to the civil nuclear industry.HMG's objective is to sell HMG's one- third shareholding in Urenco.UKGI is currently looking at 1. the benefits of transforming the governance to a corporate board structure and 2. the commercial value of creating the optionality to sell. | The Francis Crick Institute is a joint venture between the UK's largest biomedical research and academic institutions: The Medical Research Council (MRC), Cancer Research UK (CRUK), the Wellcome Trust, University College London, Kings College, London and Imperial College, London. A new research Institution will be established involving the construction of a new facility located close to St Pancras station, London. This facility will accommodate 1,268 scientists when fully operational. The National Institute for Medical Research (NIMR) will be closed. The funds from the sale of the former NIMR site at Mill Hill and the former National Temperance Hospital site will be used as part of this project. | Primary objective is to agree a contract to enable the construction and operation of a new nuclear power plant that achieves a fair deal, represents good value for money, is affordable and is compatible with State aid rules. Secondary objective is to fully explore and understand the issues around a CfD for HPC and make a recommendation to ministers based on this.Procurement Policy on steel in major projects It doesn’t apply as DECC is not procuring HPC. | The primary objective of the programme is to site and construct a permanent geological disposal facility (GDF) as the safe, secure and environmentally responsible solution to the long-term management of higher-activity radioactive waste in the UK, excluding Scotland. The programme also supports the delivery of the UK's nuclear new build programme because before development consents for new nuclear power stations are granted, the Government needs to be satisfied that effective arrangements exist or will exist to manage and dispose of the wastes they will produce. The programme complies with all public procurement policy obligations including the guidance in Procurement Policy Note 16/15. The developer will be able to provide data once we are in the implementation phase of the programme ie we have a designated site and a site specific rather than a generic design. | The Heat Network Investment Project (HNIP) consists of project pipeline development and time-limited £320 million capital support to build heat networks in England and Wales. | The objective of the procurement (the Magnox Competition) is the delivery of a series of outputs largely based on the extant baselines of Magnox and RSRL, currently defined as outcomes of the Magnox Optimised Decommissioning Plan (MODP) and Optimised RSRL Baseline (HOP and WOP) at 10% lower cost. The performance obligations associated with delivery of this objective are embodied within a Client Specification which forms the basis of the Site Licence Company Agreement (SLCA) and Parent Body Agreement (PBA). Following the application of competitive tension via the competition process and share transfer to a new PBO, a target cost incentivised contract arrangement is in place for delivery of the performance obligations in the contract. A contract period of 14 years is envisaged in two phases each of circa 7 years. The target cost as bid is £2.4bn for phase 1 and £1.4bn for phase 2. Currently the project is focussed on "Consolidation" of the successful bidders commitments into the SLC Lifetime Performance Plan (LTPP).The SLCA anticipates some change to the Target Cost during the Consolidation phase but the full extent of the change will only be known at the end of May 2016. A key enabler to achieving a lower cost for delivering the programme is the NDA's ability to put in place funding to match the programme established by the contractor in the updated LTPP. Should the updated LTPP prove to be unaffordable a further iteration may be required. | Changing the model for engaging the private sector at the Sellafield Site from the current Parent Body Organisation model to a new Market Enhanced Site Licenced Company characterised by public sector retention of the uncertainties intrinsically associated with Sellafield. | The Government's vision is for every home in Great Britain to have smart electricity and gas meters by 2020. Smart Meters will give consumers up-to-date information about how much gas and/or electricity they have used in pounds and pence, as well as units of energy. Smart meters will have benefits for consumers, suppliers and energy networks. Consumers will have near real-time information about their energy use, enabling them to monitor and manage their energy consumption, save money and reduce carbon emissions. Switching between suppliers will also be made simpler and faster. Energy suppliers will have access to accurate data for billing and will be able to offer a wider range of services and tariffs. Energy networks will have better information to manage and plan current activities and support the move towards the development of a smart grid. | The Commercial Capability Programme will deliver a step change in commercial capability by putting in place the key enablers that will lead to a function which is smaller, aligned with the new functional model for Government, and staffed with professionals who are more capable and confident. To do this we will recruit, retain, develop and grow our own best commercial talent, helping to drive commercial common sense. | Design, development, build and deployment of an IT Shared Service across Government that enables them to work effectively and securely. | The Hubs programme will consolidate the office estate by creating a network of large, cross-government strategic hubs and supporting estate | GOV.UK Verify is the new way to prove who you are online and for public service providers to be assured you are who you say you are. The programme delivered a live service in May 2016, and implementing it across central government services. | ISSC2 will transform back office operations by consolidating transactional services and by sharing HR, procurement, finance and payroll functions and processes, it will deliver more efficient and cost-effective services.The ethos behind this shared services model is to leverage skills and drive economic efficiency. The strategy is driven by the potential for financial savings in high volume, low risk and low complexity, less regulated work and streamlined systems and processes.The procurement phase of the ISSC2 project was completed on 31 October 2013, with 13 individual clients signing contracts with Shared Services Connected Limited (SSCL).SSCL is a joint venture between Steria (75%) and Government (25%) with a 7 year contract, and a 3 year option to extend. It has an ambitious strategy for growth, and signing contracts with the Ministry of Justice (MoJ) and Home Office (HO) represents a key milestone in its continued expansion to achieve its strategy. MoJ and HO joined as SSCL clients in November 2014.As well as delivering Business Process Services (BPS) to its clients, SSCL is also designing, building and implementing a Single Operating Platform (SOP) to further enable the drive towards standardising services offered by SSCL. | The need to manage assets more commercially and strategically reducing costs through effiecient use of assets with a cross Government perspective.*Incentivising the efficient use of land and property assets*Introducing market rent charges*Providing extra support to departments to help them implement agreed portfolio strategies | Most major ICT contracts for the department expired at the end of November 2015. This programme has provided for continuity of operations for ICT services for the CPS beyond Nov 2015. Major portions of the main PFI contract with CGI have been extended to end of Mar 2017. The contracts for Print Services and the Networks and Telephony Services have been removed from the PFI deal and procured through relevant frameworks and have commenced on 1 Dec 2015. This programme will manage the necessary procurements, contract agreements, service transitions and transformation. | The Blythe House Programme seeks to unlock national collections that cannot readily be viewed by the public and to care for and preserve them for future generations. The Programme's 3 key objectives:1) To ensure the Blythe House is put to its most efficient and effective use in order to deliver maximum value for money 2) To meet the governments obligation to ensure that the collections currently held at Blythe House are properly stored and cared for 3) To ensure that the Blythe House museums are able to care for their collectionsin the most efficient and effectiveway | Phase 1: Delivering superfast broadband (24Mbs+) to 90% of UK premises by early 2016 and delivering universal standard broadband (2Mbps). 4.1million superfast premises to be covered under Phase 1, delivered through 44 projects, and a small number of joint Rural Community Broadband Projects with DEFRA.Phase 2: Delivering superfast broadband (24Mbs+) to 95% of UK premises by December 2017, as a continuation of Phase 1 covering c1 million premises. Combined investment of £1.7bn central and local Government plus supplier investment. | The New Tate Modern will provide London with a unique public space for a rich collection of international art, combined with educational initiatives for diverse audience groups. The New Tate Modern will significantly enhance the UK's reputation as a major cultural force in the world. | Up to £600m has been made available to make the 700 MHz band available for mobile broadband. The programme consists of the following projects:1) Infrastructure programme to clear the spectrum – comprising implementing a new transmission frequency plan for Digital Terrestrial Television (DTT) broadcasting, building or modifying broadcast masts and antennas, including over 80 main transmitters, and administering the payment of grants to deliver this infrastructure work.2) Programme Making Special Events (PMSE) - putting in place alternative spectrum for the PMSE community and delivering a Help Scheme for current PMSE users impacted by the Programme.3) Viewer Support - communicating to DTT viewers if they need to retune their TV equipment, and providing support to affected viewers that may need to repoint or replace their aerials. | The primary objective of the Common Agricultural Policy Delivery Programme is to procure a solution for the processing, payment and accounting of claims for funding from all schemes as part of CAP2013. | The Defra UnITy programme will replace the two large ICT contracts that provide the majority of ICT services across Defra. The programme will deliver a common ICT function and common services across Defra, supported by a new, broader, supply chain. Defra UnITy will reduce in-scope ICT running costs by over 25%, ensure compliance with Government and Defra ICT policies and improve services for its users. It is a key enabler of wider transformation and business change in Defra. | TEAM2100 will further reduce tidal flood risk to the 1.35 million people and £275 billion property in London and the Thames estuary through capital maintenance and refurbishment of tidal flood risk assets. It is the first multi-year programme to be implemented from the government approved TE2100 Plan. TEAM2100 is being delivered through a long-term, collaborative contract between the Environment Agency and the delivery partner, CH2M. | The Thames Tideway Tunnel project will protect the River Thames in London from sewage discharges arising from an old and at-capacity sewerage network. Bazalgette Tunnel Limited (also known as Tideway) is the Infrastructure Provider appointed to deliver and finance the project, along with enabling and interface works that are being led by Thames Water Utilities Limited. The project has now entered the construction phase. Defra is the lead department that monitors the potential risks to the taxpayer that may arise from the project, including potential calls on the contingent financial support package provided by Government for the project to cover certain remote but high impact risks. | A multifaceted transformation programme, aiming to deliver against 4 key strategic objectives: · To meet the skills needs of employers - and the country by being high quality, relevant programmes that result in apprentices becoming fully competent in their occupation · To create progression for apprentices - by creating high quality programmes that result in apprentices becoming fully competent with transferrable skills in an occupation that offers progression. · To widen participation and social mobility in apprenticeships – to ensure that more people from a diverse range of backgrounds have access to the benefits of apprenticeships at all levels. · To create more quality apprenticeships - through our campaign work and by creating a sustainable funding system and a high quality apprenticeships offer. We have looked to develop and implement a new employer levy and funding system, design and implement a new digital online IT system which will enable employers to manage their apprenticeship programmes and establish a new Institute for Apprenticeships, which will all complete in April 2017. We are supporting transition from apprenticeship frameworks to new employer designed standards, establishing ways to raise BAME participation rates by 20%, designing a policy to ensure inclusive apprenticeships to support social mobility and, with the support of the Institute, significantly uplifting the quality and quantity of apprenticeships. We will also implement a comprehensive strategy to support employers and providers to understand the changes to the apprenticeship system and ensure that the wider market is ready. | HM Government is carrying out a programme of asset sales with the purpose of reducing public sector net debt (“PSND”). The Government has announced its intention to sell the pre-Browne Income Contingent Repayment (ICR) student loan book to contribute to this objective and to realise value to the taxpayer. This loan book will be sold in a series of tranches over a number of years. | The Priority School Building Programme is rebuilding and/or refurbishing those school buildings in the very worst condition across the country. There are two phases of the programme, covering a total of 537 schools.:- Under the first phase of the programme, known as PSBP1, 260 whole schools are being rebuilt and/or refurbished. 214 schools through capital grant and 46 using private finance. The vast majority of schools in PSBP1 will be handed over by the end of 2017, two years earlier than originally announced. - Under the second phase, PSBP2, individual blocks of accommodation at 277 schools will be rebuilt and/or refurbished using capital grant. The schools will be handed over by the end of 2021.To ensure value for money for the public sector, schools in both phases of the programme are grouped together to make projects (or batches) that will be commercially attractive and drive strong competition. This grouping of projects also allows us to take advantage of economies in procurement in terms of both time and cost. The programme has 143 schools worth over £10m of which 75 have their design and build contracts awarded.The future pipeline of projects determining requirements on steel sourcing have been signalled to the market pre-procurement. This gives potential bidders sufficient time to prepare for competitive bidding under EFA frameworks; alternative frameworks and OJEU procurements. | To rebuild 46 of the schools in the worst condition across England through Private Finance | The Government has legislated through the Childcare Act 2016 to introduce an entitlement to 30 hours of free childcare for working parents of 3 and 4 year olds (the extended entitlement). The extended entitlement will be rolled-out nationally from September 2017 with early implementation in some areas from September 2016 in keeping with commitments made by the Prime Minister. | The project aims to establish sustainable air services to St Helena to promote economic development and increased financial self-sufficiency, leading eventually to graduation from UK Government support. This will be done through the construction of an airport and the introduction of scheduled air services. The project also includes support to the operation of the airport for a period of ten years and the construction of a wharf. The project will put in place the necessary legal, regulatory and monitoring framework, and includes a series of reforms to be implemented by the St Helena Government to open up the island to inward investment and increased tourism. | To improve the A14 which is a major national and inter-urban regional transport artery between Cambridge and Huntingdon to relieve congestion and support both national and regional economic growth | Construction of twin-bored tunnel of at least 1.8 miles as the road passes Stonehenge coupled with a dual carriageway bypass for Winterbourne Stoke to link the existing dual carriageway section around Amesbury with the dual carriageway at Berwick Down. Project aims are: - To create a high quality route between the South East and the South West that meets future needs of traffic - To enable growth in jobs and housing by providing a free-flowing and reliable connection between the South East and the South West - To help conserve and enhance the World heritage site and to make it easier to reach and explore - To improve biodiversity and provide a positive legacy for nearby communities. | The Airport Capacity Programme's scope encompasses the DfT activities required to enable a decision on a preferred scheme for increased airport capacity and then the DfT’s activities required for new capacity to be delivered, including in relation to policy development, surface access and risk mitigation. | A significantly enhanced high-frequency rail service which will increase rail-based capacity in London, provide new journey opportunities and reduce congestion on the Underground. | The East West Rail Western Section project will re-construct and upgrade a partly disused railway between Oxford, Aylesbury and Milton Keynes / Bedford allowing for the introduction of new passenger and freight services improving connectivity and journey times along the corridor to meet transport and economic growth needs. | The Great Western Route Modernisation is an extensive programme undertaken by Network Rail and other key stakeholders to modernise existing infrastructure on the Great Western mainline - it will create faster more reliable services better stations and increased freight capacity. Modernising the route will improve the experience of everyone who uses it and stimulate economic growth in the south west and beyond. | A new fully integrated high speed North-South railway | Intercity Express Programme (IEP) will renew the UK's high speed train fleet on the Great Western and East Coast. Through franchise competitions IEP is a key means to deliver the passenger benefits from the associated upgrades including more capacity improved reliability reduced journey times and better environmental performance. The order supports a new manufacturing facility at Newton Aycliffe where a new highly skilled engineering workforce will process the carriage body shells that Hitachi produce in Japan and build and fit out the trains ready for passenger service. This has created over 900 new jobs and supports thousands more in the UK supply chain as over 70% of parts for the trains are from UK sources. IEP serves London to Bristol Cardiff Swansea Cheltenham & Worcester and London to Leeds Edinburgh & Aberdeen offering through-trains from non-electrified lines without the need to change or attach a locomotive. | The project aims to solve the problems of traffic congestion at the existing Dartford Crossing and on local roads. In the first phase the project will identify feasible options for additional river crossing road capacity in the Lower Thames area and assess these against the Client Scheme Requirements (Version 2.8) which were agreed with DfT early in 2014. Public commitments to this work were given in 2014 by the SoS in response to the DfT consultation held in 2013. | A permanent solution for Operation Stack in Kent. This includes the provision of up to 4,000 HGV parking spaces including safe access and egress from/to the M20 Motorway and associated technology and signage. The project has a high level of political interest. The project aims to resolve: 1. Improve journeys in Kent during times when Operation Stack is called due to service disruptions at the Channel ports. 2. Boost economic growth and opportunity in Kent which are affected during times of Operation Stack, including local businesses and tourism. 3. Provide a safe, secure, reliable and sustainable transport system in Kent during times of Operation Stack and service disruptions at the ports and taking in to account the projected increase in freight volume within the next decade by both Channel ports. In November 2015, Government announced £250m will be allocated for a lorry holding area to manage disruption from Operation Stack. A site at Stanford West was announced by the DfT Secretary of State in July 2015. However, the decision was subject to a Judicial Challenge in October 2016 | The Midland Main Line Programme will reduce journey times, increase capacity for passenger and freight services and improve the passenger experience. It will reduce operating costs and the environmental impact of railway operations. | The North of England Programme will improve the connectivity and capacity of the existing rail network across the north of England. This will improve services for passengers and bring economic benefit to the region | To secure the provision of passenger rail services as set out under the Railways Act 1993 (as amended) by letting Rail Franchises. This is an ongoing programme of replacement and renewal of franchises, and the continual performance management of contracts, once signed. | To manage the delivery of a Search and Rescue Helicopter contract for the provision of search and rescue helicopter services for the UK | The programme will deliver increased capacity into and from London Waterloo during the busiest times of the day through: • Improvements to London Waterloo including the reopening of the Waterloo International, the lengthening of platforms 1-4 and improved passenger flows • Longer platforms for longer trains, at a number of stations on the Reading line • 30 brand new trains, providing 150 extra carriages, between London Waterloo and Windsor • New technology to make trains more efficient and improve punctuality • Improvements to depots and maintenance facilities to look after the network’s biggest ever fleet of trains. | The Independent Shared Service Centre (ISSC1) was created in early 2013 when the DfT shared service centre was divested to arvato. A Framework Agreement based on a new, lower cost Agresso ERP platform was established. DfT transferred the ISSC1 Framework Agreement to Cabinet Office in October 2013 and Cabinet Office became Framework Authority. In 2013, four other government bodies agreed call-off contracts with arvato under the ISSC1 Framework. These were HM Treasury, DCLG, DCMS and the Civil Nuclear Constabulary.The original plan to migrate parts of the DfT family and OGDs on to the Agresso platform resulted in significant time delays and cost overruns. The DfT family was scheduled to have migrated by October 2014, followed by the OGDs due to go live by the end of 2015. By the end of 2015, the Maritime Coastguard Agency (MCA) – an agency of the DfT, had migrated on to Agresso, In November 2015, arvato approached HMG seeking to renegotiate the terms of their contract. Acting on behalf of the Framework Authority and OGDs, the DfT negotiated exit for the OGDs from their contracts and new Heads of Terms with arvato through which DfT became the sole recipient of services and replaced Cabinet Office as the framework Authority. The new terms became effective from 18 August 2016. | A significantly enhanced high-frequency rail service which will increase rail-based capacity in London by 10%, provide new journey opportunities and reduce congestion on the Underground. | To extend the current flu programme to children aged two to less than 17 years as part of DH legal obligations, under the 2010 NHS Constitution. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The programme has in place an action plan to address all recommendations from the review. | The Programme team has actions underway or complete against all recommendations identified. | The proposed corporate restructuring of Urenco that would have enabled a possible future sale of HMG’s stake in the company is now not going ahead as all the parties involved were unable to agree and we will continue to assess all our options. | The Department will continue to monitor and seek to mitigate risks to operation accordingly which include the British Library development and the route of Crossrail 2 | The Green DC RAG in September 2016 was reflective of the significant decisions taken in autumn 2016, since when the project to gain an investment decision has completed its final delivery, through to project closure in June 2017. | The rating continues to reflect the inherent uncertainty of being at the early stages of a long term project that involves working in partnership with local communities. | HNIP has made full use of both internal and external (IPA) reviews to ensure that the project was on track prior to the launch of pilot. HNIP is also undertaking lessons learned reviews as well as comissioning an evaluation of the project so that HNIP can learn from the pilot phase and refine the project ahead of Main Scheme launch. Since the the October GMPP return the project has made considerable progress and has successfully launched and delivered the pilot phase, on schedule. | Although the DCA was rated amber in the Quarter 2 and Quarter 3 GMPP returns, there has since been a change in circumstances. The Parent Body (CFP) started work on the Magnox estate on 1st September 2014. There then started a process to ensure that the scope of the contract assumed in the 2012 tender matched the actual status of the decommissioning to be done on each site – a process known as Consolidation. It has become clear to the NDA through this Consolidation process that there is a significant difference between the work when the contract was tendered in 2012 and awarded in 2014, and the work that actually needs to be done. The scale of the additional work is such that the NDA Board considers that it could amount to a material change to the specification on which bidders were invited in 2012 to tender. In the light of this the NDA Board has exercised its right to terminate the contract on 2 years’ notice. The contract will be terminated in September 2019, after 5 years rather than its full term of 14 years. This termination is made with the agreement of CFP. During the period to September 2019, the NDA will establish arrangements for a replacement contracting structure to be put in place when the current contract ends. | This complex programme of work is pregressing well through the consolidation phase and the decision in Q3 to undertake an IPA Project Initiation Routemapping exercise, concluding in Q1 17/18, will ensure we have created the delivery environment best suited to a transformation of this nature. Sellafield, supported by NDA, continue to work on the transformation proposition and vision, and to work with senior government officials, to secure the guiding coalition and the delivery controls and reporting required for successful delivery. This will be concluded by September 2017, within the original 12-18 month estimate set out in SMC. | An IPA Gate 0 Review in March 2016 assessed the Programme as Amber. This reflected the good progress made since the last Gate Review in 2015, but acknowledged that there remained a number of areas requiring close management attention by the BEIS programme team. Action is underway or complete against all recommendations. | The Commercial Capability Programme has been increasingly moving from the design and strategy phase into the implementation and operational phase. Highlights include: HMT endorsement on new terms and conditions for commercial professionals. The assessment of over 250 commercial staff against a new set of professional standards and ongoing design work around central services to recuit, retain and develop staff. Departments are progressing in developing their Commercial Blueprints, which set out their commercial activity and target operating model for their commercial functions, a number are now moving through final approvals and sign off. | Key challenge has been to deliver the technology to an increasing number of partners within tighter financial constraints in 16/17 and beyond. The Programme has addressed loss of capacity as a consequence of IR35 legislation changes by recruiting new resources, including more civil servants, and introducing output based contracts to deliver services. The Programme has also been developing a Target Operating Model (TOM), allowing development of its business design approach. The draft TOM was signed off by the Programme Steering Group meaning that business change work could proceed. | Programme team capacity improving and standing at 70% resourced by end September 2016. The structure remains under regular review and operates a flexible pool approach. Further bid to HR panel for approval to recuit over the coming months. Stakeholder engagement srengthened with therecruitment of Regional Stakeholder Manager posts. Work continues to address all recommendations from the recent PAR. | The IPA rated the programme’s technical delivery as green, but government’s ability to adopt as amber. The programme has developed a targeted commercial plan to rapidly increase adoption and user volumes in 2017/18. This includes providing a new lower level of identity assurance to support departments’ needs. | SSCL continue to deliver a satisfactory BAU service. Across all customers, 95% of Key Performance Indicators and 99% of Service Level Agreements were passed. During 2016/17, DEFRA and MoJ have successfully migrated on to the Single Operating Platform (SOP). Plans to manage some transactions offsore have been successufully delivered after passing strigent security snd assurance gateways. In 2017/18 it is anticipated that DWP and Met Police will migrate onto SOP. Target dateswererevised at the start of the year and have been adhered to. | All IPA recommendations from last Gateway review have now been addressed and implemented where appropriate. | The CPS undertook has undertaken a detailed lessons learnt exercise and this will be used to inform subsequent transitions of the COMPASS services. The change management process has been clarified with all vendors and in particular CGI’s role as agency manager. Work to plan for post March 2017 including assessing capability and resource gaps is well in train. | An IPA Gate 0 Review in April 2016 provided an assessment of Amber/Red, reflecting the complexity of the programme and early stage of delivery. | An IPA PAR review was undertaken in November 2016 provding the programme with an Amber/Green rating. | Final recommendations have been met and programme has now completed. | The Infrastructure and Projects Authority gave the 700 MHz Spectrum Clearance programme an Amber Delivery confidence rating in June 2016. This reflected the fact that the programmme was in the start up phase and that the completion date for the programme had not been confirmed. The programme has now moved into the delivery stage. We have invited IPA to review the programme again later this year. | The Amber rating at 30th September 2016 reflected good progress towards meeting Basic Payment Scheme (BPS) targets and in processing Countryside Stewardship (CS) applications, but also took into account the requirement for additional system releases to be made later in the year and the risk in delivering these. Details of delivery to date are: Although the deadline for making 95.238% of payments funded by the EU to BPS customers for the 2015 scheme year was extended by the European Commission, this target was actually achieved by the original deadline of 30th June 2016. At the end of Q2, full payment had been made to 99.5% of BPS2015 customers totalling £1.38bn, and by the extended deadline of 15th October, only a small number were still to be paid, which were largely probate cases, fraud cases, and those with missing bank account details. Processing of BPS 2016 claims was well under way at the end of Q2 and a public commitment to pay 90% of claims by the end of December 2016 was met, and the further commitment to pay 93% of claims by the end of March 2017 was exceeded. The application window for 2017 CS Mid-Tier agreements closed on 30th September, at which point 3770 applications had been received, in addition to 954 applications for Higher Tier agreements. Delivery of the majority of Minimum Viable Service capability for CS continued through six system releases during the quarter. Further releases were scheduled for Q3 to deploy the remaining in-scope MVS and MCS functionality, supporting on-system processing of CS applications that began on 1st January 2017. These releases were the largest deployments of CS functionality to date and carried significant risks in fully testing and deploying against a challenging schedule. | The Amber/Red rating reflected a number of risks, which is normal for a programme of this complexity and size. The main risks identified related to the imminent closure of a major Defra Data Centre. Since September 2016 significant progress has been made and acknowledged externally, and the main risks have been mitigated: a new data centre for Defra has been built in Crown Hosting and migration of services has commenced, supported by Crown Hosting and IBM; we have brought in a Service Management delivery partner; the major procurements have commenced and most have been published through the Official Journal of the EU; programme resources have been strengthened, including the appointment of a new Programme Director. | The continued Green rating signifies that the project remains on track. Delivery of the 2nd Annual Plan for financial year 2016/2017 continues to progress well. The Annual Plan forms the basis of works for each financial year, and comprises works at the Thames Barrier and Associated Gates (TBAG), engineering investigations and appraisals for fixed and active assets and asset management projects. | The construction phase has commenced. The project is on track (construction began ahead of schedule) and on budget. Project monitoring and governance arrangements are in place and maturing as construction gets underway. Internal assurance mechanisms for the project are being put in place for when the project exits the Government Major Projects Portfolio during 2017, including ongoing delivery and reporting support from the Infrastructure & Projects Authority. | A subsequent IPA Gateway 0/4 review in January 2017 has improved the overall delivery confidence RAG status of the Apprenticeships Programme from Amber/Red to Amber and improved the Readiness for sevice in April to Amber/Green. | All stakeholders and governance bodies are aware of the challenging timetable, lack of contingency and urgency needed in decision making, and continue to be regularly updated. On 6 February 2017, Government announced the start of the sale process, which is expected to take several months. | A number of external factors continue to impact the programme, the most significant being the recovery of the construction market. Over the last 25 to 27 months we have experienced a lack of interest from contractors in the new batches of schools being released into procurement and experienced contractors seeking additional funding . This has resulted in delays against our internal delivery programmes, expenditure slipping backwards and an increase in the overall cost to deliver the programme. We continue to review and adapt our market strategy to identify further opportunities and solutions to drive value for money for the projects remaining in the programme pipeline. PSBP2 is at an early stage of development and the SRO is confident that good progress is being made. There is growing evidence of cost pressures to deliver the programme to the agreed capital budget. | Private Finance team continue to closely monitor contractor performance to ensure schools are handed over to schools in suitable condition. To date construction is complete on 32 of the 46 schools. | Since the Q2 Amber/ Red delivery confidence assessment, the department has published the Government response to the consultation on the Early Years National Funding Formula, published final funding allocations to local authorities, and put in place the necessary regulatory framework to ensure effective delivery of the 30 hours entitlement from September 2017. DfE has continued to work closely with HMRC to develop and trial a common application and eligibility checking system (the Childcare Service) for both the 30 hours and Tax Free Childcare entitlements. We are already delivering 30 hours childcare early in 8 local authorities, with nearly 5,000 places being taken up. A further 4 early roll out areas will be delivering 30 hours childcare from April 2017 to more fully test live roll out conditions. A national delivery contractor, Childcare Works, has been appointed and is providing a universal programme of support for local authorities to help them prepare for delivery of the 30 hours entitlement from September. A further £50 million capital funding to local authorities was announced in March 2017, which will enable just over 200 providers to create new 30 hours childcare places. | In April 2016, a number of test flights experienced turbulence and wind shear on the northern approach to the runway. This led to a decision that further technical work was needed before scheduled commercial services could start. That technical work has been progressing over the last five months. We are assessing the possibility for landing into the southern approach to the runway (where wind shear is less of an issue). Discussions have been held with a number of interested air service providers and it is likely that a procurement exercise for a scheduled commercial service using the southern approach will be initiated in the coming months. In parallel, detailed modelling work on the wind conditions on the northern approach to the runway is ongoing. In the meantime, the Airport remains open; 8 flights have landed at the airport to date, 3 of which were for medical evacuations. | The project is on track and to ensure successful, timely delivery of the project, the Project Board continues to monitor progress. To improve the amber delivery confidences rating all actions given to the project have been completed from the 2016 IPA review. | The red delivery confidence rating that was awarded at Gateway 1 reflects the complexity of the project. To improve this rating an action plan was put in place. A review of progress made against the recommendations was carried out in October 2016, in which the delivery confidence rating was upgraded to red/amber. The review team acknowledged the progress made by the project team but proposed a review of the delivery schedule, in light of the recent decision from HMT to adopt a Private Finance DBFM approach. The project team will ensure successful, timely delivery of the project by undertaking the recommendations proposed by the review team | The Amber delivery confidence rating reflects the complexity of the Airport Capacity Programme (‘the programme’) in terms of the political, public, stakeholder and media interest as well as the significant dependencies with other environmental and transport programmes. The programme is at an early stage which is also reflected in the delivery confidence rating. Resources and governance arrangements are in place to progress the current phase of the programme. In parallel to development and consultation on a draft Airports National Policy Statement (NPS), we are also defining the approach to longer term delivery of a new runway, should the decision be taken to designate the NPS. | The project is forecast to be completed within the funding envelope . The Department, as well as Transport for London, will continue to monitor costs and schedule (with the assurance of the Project Representative), to ensure that the project is delivered on time and within the funding envelope | The project is progressing on schedule and on budget, with Phase 1 now complete with London Marylebone to Oxford Parkway services extended to Oxford on 12 December 16. Work is on-going on Phase 2, between Bicester / Milton Keynes and Aylesbury / Bedford, to ensure that services a delivered as soon as possible in Control Period 6. The Department has taken on board the feedback received from a recent IPA Project Assurance Review regarding the capacity of the teams in charge of overseeing the delivery of the enhancement portfolio. We are planning to strengthen the team in charge of the ‘Clienting’ role by adding supplementary dedicated programme management and technical/operational resources. In parallel, we are firming up the project governance and reinforcing the project quality processes | Significant improvements have been made to the governance and programme management of Great Western Route Modernisation, leading to an integrated industry approach. Since Sir Peter Hendy’s report reset the cost and schedule baselines for the programme in November 2015, the Programme is delivering to time and budget, and the first new electric services on the Great Western Mainline have now been introduced. The recent National Audit Office and Public Accounts Committee reviews recognised the significant improvements made in programme management and governance over the last year, and the Department is currently implementing these reports’ recommendations to improve the programme further. Scope changes have been made to ensure that the entire Intercity Express Programme (IEP) fleet coming into service on the route will be able to run in both diesel and electric modes, providing more flexibility for how the electrification programme is scheduled | The SRO notes the Amber Red assessment, which reflects the overall complexity of the project and should be seen in the light of the very significant progress made recently on all phases of the programme, as set out below. HS2 is in excellent shape and substantial progress has been made in all areas of the programme this year. The Hybrid Bill for Phase 1 received Royal Assent in February 2017, giving us powers to acquire land and construct the railway. Phase 1 has now moved into its delivery phase; enabling works have commenced, we are preparing to let the main civil works contracts for the construction of the railway and we have issued the first notices under the compulsory purchase powers to acquire the land. Following engagement with train manufacturers, we are also readying ourselves to launch the procurement for the rolling stock for the scheme. We have also issued a Prior Information Notice for a Master Development Partner to work with us on regeneration above and around Euston Station. Phase 2 has also progressed well, we are readying ourselves to deposit a hybrid Bill for Phase 2a prior to summer recess. The Secretary of State announced the route for Phase 2b and we have consulted on property compensation schemes. | Given the revised electrification dates published in the Hendy Review, the Department has decided to ensure passengers benefit from the new trains as soon as possible and funded conversion of all GWR IEPs to bi-mode. The trains are scheduled to enter passenger service from Autumn 2017. Although there were delays to the completion of the test site, train testing is progressing but requires continued attention to ensure successful delivery, hence the Amber rating. A Taskforce meets at least weekly and a Delivery Board weekly to track progress of activities reuqired to achieve October 2017. | The project was given an amber/red delivery confidence rating. We have been working closely with the Department for Transport to make the Preferred Route Announcement (PRA) and to make significant progress with addressing the MPRG panel’s recommendations. | The HE Project Team has taken onboard the Q2 IPA Narrative. The project team has been working on solutions that would help to address the concerns associated with the Judicial Review and allow further progress on the scheme. Start Date Original Baseline 25/11/2015 Start Date Latest Approved Baseline 30/01/2018 Project Closure (End Date) Original Baseline 20/01/2018 Project Closure (End Date) Latest Approved Baseline 30/11/2019 | Costs and schedule continue to be closely monitored by the Department. Work has taken place on Reference Class Forecasting to strengthen financial and schedule forecasts, utilising external expertise. Currently external design assurance is being commissioned and undertaken to further strengthen confidence in the programme. The Outline Business Case for Key Output 1 (electrification to Kettering and Corby and capacity works) was approved in October 2016 and authority was also provided to continue to develop the plans for Key Output 2 (electrification to Sheffield and Nottingham). | Substantial progress is being made in all areas of the programme this year. The Amber-Red assessment reflects the complexity and risk to the programme and its various delivery stages. The team have worked to address the cost pressures and programme delays on Phases 4 & 5 of electrification. Passenger benefits will now be delivered in phases to enable the fastest possible deployment of a series of major improvements to services across the North. Constructive working relationships have been established between the DfT, Network Rail, Rail North, delivery partners, customers and stakeholders. The Transpennine Route Upgrade is being developed in line with the new governance arrangements agreed with Network Rail in the Memorandum of Understanding (MoU) for enhancement projects. A Client Development Remit was issued in July 2016 which established a set of High Level Outputs. Network Rail is now developing a Single Development Option for December 2017 that will identify a list of interventions that deliver the High Level Outputs, allowing the DfT to make an investment decision in early 2018. | Since Q2 the IPA have recognised the external challenges that the Programme faces, many of which are out of its control (including adverse developments in national PPM trends, market interest in bidding declines and the downward shift in revenue growth, counter to the trend over the last two decades). Despite the rating Passenger Services was praised for the significant progress that has been made over a period in the face of great scrutiny and a very significant workload. There are 11 recommendations that will now be taken forward including 2 critical recommendations around contingency planning and recruitment. Initial plans to respond to the recommendations are now being developed with the intention of holding an Assurance of Action Plan in summer 2017. All recommendations from the previous Gateway 0 in October 2014 were responded to and implemented in 2015. This includes the appointment of Directors accountable to the SRO, improvements to our Risk Process and developing our Programme Outcomes. The Rail Franchising Programme continues to deliver in line with the published schedule. Since Q2 we have made 1 franchise award following competition (East Anglia). This award will deliver significant benefits for passengers and higher returns to the exchequer. The East Anglia franchise was awarded in June, mobilised and begun in Oct 16. Key benefits of the new franchise include: • £1.4 billion investment to local rail services • 1,043 new, state of the art carriages between January 2019 and September 2020 to support the faster timetable, with a full programme of refurbishment for the current fleet in the meantime • at least 4 90-minute services (2 in each direction) between London and Norwich each weekday and 2 60-minute services per day between London and Ipswich • free Wi-Fi for all passengers on trains and at stations • automatic ‘delay repay’ for season and advance purchase tickets • tough new targets for operational performance levels at 93% - up from 89.7% currently • a host of new ticketing initiatives, starting in October 2017, including new offers for part time users and those who don’t travel every day We have developed commercial plans to make better use of the information we receive from a variety of sources so that we can: • Better anticipate and plan for changes in market conditions and more robustly plan for future franchise specifications • Be more informed and provide a better response to the annual business plans we receive from TOCS The Commercial Plans will provide • Strategic objectives planned for each franchise post-contract award, which will provide the basis for in-life management team’s performance objectives; • An overview and most importantly a critical analysis of core MI; • Planned policy activities requiring in-life Changes; • A focus for value add contract management activities, e.g. assessing benefits realisation following delivery of committed obligations; and The basis for future franchise specifications forming the basis of the Project Mandate | The UK SAR Helicopter Programme is reaching the end of the transition phase. The final SAR bases to fold into the new UK SAR Helicopter Programme are at Stornoway, Lee-on-Solent and Shetland in 2017. These bases are currently operated under legacy Coastguard helicopter contracts. All indications are that the transition of these three remaining bases will happen on time and to budget. Since SAR services under the UK SAR Helicopter Programme started, HM Coastguard's new helicopters have responded to over 2,800 requests for assistance, and saved or assisted over 1,900 people. | The amber/red delivery confidence rating reflected interface issues and risks related to the change of the franchise competition during the part-closure of Waterloo and interface issues with the retail project being developed. It is important to highlight that the IPA review team noted that the programme elements directly associated with delivery of infrastructure upgrades, rolling stock renewal was progressing well. | Following the project re-scope in August 2016, DfT is the framework authority and the sole recipient of services from Arvato. As a consequence of the project re-scope, which sees a reduction in the value of the contract and the 'novel and contentious' nature of the project, the project has been recategorised as a Tier 2 investment and as such the project no longer reaches the threshold requirements for reporting to GMPP; the risk of the programme has therefore been reduced in line with the risk thresholds appropriate for Tier 2. | The Thameslink Programme is progressing to time. The key milestones achieved in this period include: the successful completion of Hornsey Depot which was declared practically complete on 20 July 2016 and taken into operational use by the operator Govia Thameslink Railway; the successful opening of the southern concourse at London Bridge station on 29 August 2016; and the substantial completion of the Charing Cross platforms at London Bridge station which are now in service. By 30 March there were 30 trains in services. | Three seasons of successful programme roll-out have taken place including implementation in primary schools. This experience and planning for the programme for the forthcoming season have demonstrated that the programme is now becoming established. In addition to the children already offered vaccination each year, the 2016/17 season will see flu vaccine offered to children in primary schools in year 3 for the first time. Planning has been completed and delivery partners are prepared. We expect vaccine supply to be in place in time to meet GP and school schedules and planning is underway to put a contract in place for vaccine up to 2021/22. |
| Project - Start Date (Latest approved start date) | 01/03/2014 | 01/05/2014 | 01/02/2010 | 01/10/2006 | 01/09/2011 | 30/06/2008 | 25/11/2015 | 03/04/2012 | 13/01/2015 | 02/12/2009 | 01/01/2015 | 01/09/2013 | 01/05/2015 | 01/04/2012 | 28/12/2012 | 01/04/2015 | 01/10/2013 | 25/11/2015 | 06/12/2010 | 01/01/2010 | 13/01/2016 | 01/01/2011 | 01/11/2014 | 01/04/2010 | 07/09/2010 | 08/05/2015 | 01/03/2010 | 19/07/2011 | 19/07/2011 | 11/05/2015 | 15/03/2005 | 01/09/2012 | 1/012/2014 | 01/07/2015 | 22/07/2008 | 31/10/2012 | 01/12/2011 | 28/02/2011 | 01/06/2005 | 30/05/2014 | 25/11/2015 | 01/01/2011 | 03/11/2011 | 26/03/2013 | 08/02/2011 | 16/07/2012 | 10/12/2010 | 01/07/2005 | 03/09/2013 |
| Project - End Date (Latest approved end date) | 17/11/2023 | 01/07/2020 | 30/04/2013 | 31/12/2016 | 30/09/2016 | 31/12/2040 | 31/03/2021 | 31/08/2015 | 24/05/2017 | 31/12/2020 | 31/03/2018 | 01/07/2018 | 31/12/2021 | 31/03/2020 | 30/04/2015 | 01/04/2021 | 31/08/2016 | 31/03/2023 | 31/12/2020 | 31/12/2016 | 01/01/2022 | 31/03/2017 | 31/10/2018 | 31/12/2025 | 31/12/2023 | 01/04/2021 | 31/03/2017 | 31/12/2075 | 01/07/2043 | 31/03/2020 | 31/08/2026 | 30/09/2021 | 01/06/2024 | 31/12/2029 | 31/12/2019 | 31/03/2024 | 31/12/2024 | 31/12/2033 | 06/02/2020 | 31/12/2026 | 20/01/2018 | 31/12/2024 | 31/12/2022 | 29/11/2029 | 08/09/2017 | 31/12/2019 | 01/06/2013 | 31/12/2026 | 01/09/2018 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | In March, our LLC Programme Plan was re-baselined to take into account delays with the approval of the Programme Business Case. Despite key milestones being revised to the right we are absorbing the delay and currently holding to the scheduled end date of the Programme. | Programme remains on schedule | The proposed corporate restructuring of Urenco that would have enabled a possible future sale of HMG’s stake in the company is now not going ahead as all the parties involved were unable to agree on a proposed new governance structure. As no agreement was reached we continue to assess all our options | Migration of all MRC researchers to the new Crick building is complete as scheduled. Crick removed from GMPP following the Q3 report. | Start date represents start of project following the EMR White Paper of July 2011. End date represents the conclusion of the project following award of contract and transition of contract management to the Counterparty body. | Planning schedules are in line with the ambition to identify a site and construct a GDF by the 2040s and are kept under review by the developer, Radioactive Waste Management Ltd. | The HNIP is being developed in 2 stages, Pilot Phase and Main Scheme The Pilot Phase consists of an initial funding round, delivered through Salix/BEIS and utilising funding allocated to 2016/17 as well as some from 2017/18, to test process and project design. This will conclude on 31st March 2017 The Main Scheme will incorporate learning from the Pilot Phase and will cover the remaining period of the project which runs to 2021. A delivery body for the Main Scheme will be procured through open competition. The aim of the project is to launch the Main Scheme in 2017, but final timings regarding this will be confirmed later in the year. | With the announcement on the 27th March 2017 that the Magnox Contract has been terminated by mutual consent, the NDA will now embark on a process to establish replacement arrangements. At the same time a timetable and schedule of activities for delivering this alternative will be prepared and the required assurance framework will be established to run alongside | In 2014, the original Sellafield Model Change programme set out four tranches (decision, transition, consolidation and transformation); we are now ten months into the 18 month schedule for Tranche 3 – Consolidation, during which SL and NDA are implementing and refining the subsidiary arrangements and planning for the very substantial challenges of long term transformation. The overall approach to Transformation is making good progress towards delivering real impact in FY 17/18, and leading further work in defining the critical activities and capabilities required in the longer term. Driven by the need to implement a better way to deliver three specific time critical projects, a proposed approach for improving project delivery at Sellafield was brought forwards for an approval in advance of the wider transformation proposition. Sellafield, supported by NDA, continue to work on the transformation proposition and vision, and to work with senior government officials, to secure the guiding coalition and the delivery controls and reporting required for successful delivery. This will be concluded by September 2017, within the original 12-18 month estimate set out in SMC. | On schedule for 2020 subject to energy suppliers accelerating their rollouts in line with their plans provided to Ofgem. | On track to deliver key enablers within current scope | The Programme has the challenge of rolling out the technology to an increasing number of partners who also now want the system, within compressed timescales. To keep to the planned schedule, the Programme has increased its focus on building partner delivery and support; the capacity of the Service Centre; and ensuring that specialist technology organisations have been procured where necessary to keep to delivery timescales. | Significantly, in early September a revised and streamlined business case approval process was agreed by TAP and we are rebaselining the programme plan to reflect this and the disbanding of Regional Programme Boards. | User volumes have been lower than forecast due to slower than anticipated digital transformation across government. The programme continues to work towards government’s target of 25m users by 2020. | The delivery schedule has been rephased during 2016/17 and adhered to. Potential options for enhancing the Single Operating Platform to benefit from the changing environment in digital technology services is currently being considered. | The programme remains on schedule to begin delivery of services in late 2017. | The programme remains on schedule to deliver its objectives. To enable the transition of further services away from the PFI deal, the CPS plans to extend the remaining elements of the contract to March 2019. This will provide sufficient time to procure services such as applications hosting/management, end user computing and unified service desk. It will also allow sufficient time to build in-house capability in order to in-source SIAM functions and align with interdependent programmes such as the Common Platform Programme. The CPS has continued to work closely with the Government Digital Service and their Strategic Support Team and has outlined a plan of work to ensure that any necessary spending control approvals are sought and considered in time. | In June 2016, the Blythe House Programme Business Case received approval from HM Treasury to release £5.4 million funding. This is supporting the development of Outline Business Cases for the Programme’s four constituent projects (three museum storage facility projects and the asset disposal of Blythe House) towards a further Treasury Approval Point in Q1 2016/17. | The programme reached 90% superfast coverage in April 2016 and is on track to reach 95% superfast coverage by the end of 2017. Coverage as at March 2017 reported by ThinkBroadband is 92.6%. | Programme has now completed | A plan for accelerated delivery of the programme was agreed in September 2016. This aims to clear 700MHz spectrum by mid-2020. A review in September 2017 is planned to confirm this accelarated delivery schedule. | The Programme remained on schedule and formally closed on 31 March 2017, having developed nearly all the functionality required for the Minimum Viable Service and the Minimum Credible Service, the remainder of which will be delivered through business as usual activities. | The high level plan for UNITY is making significant progress towards the replacement of services in line with current incumbent contract end dates and the DEFRA transformation Programme for Corporate services | Key milestones have been met and the project is on schedule to deliver by closure date. | Project is on track to deliver to current timelines. | The Apprenticeship Reform Programme has continued to deliver to plan, with key milestones achieved ahead of Levy implementation in April 2017 | Sale process was delayed by the general election. Ministers will consider revised timings over the summer | Although there have been variations to the schedule of individual schemes within PSBP, the overall programme remains on track. PSBP1 will deliver the majority of its schemes by Dec-17 as anticipated and PSBP2 although in the early stages does not at this point indicate any overall delays in delivery. | No deviation from planned schedule | The project remains on schedule, with 30 hours childcare places being delivered early in 8 selected Local Authorities from September 2016, launch of the Childcare Service digital application system on track for April 2017 and nationwide delivery of 30 hours places expected to commence in September 2017. | The construction of the airport was completed on schedule with the airport receiving certification during May 2016. However, there has been a delay in starting commercial air services and aspects of the associated infrastructure are not complete | The project started construction works in Autumn 2016 as planned and the site compound opened in January 2017. The scheme is also on track to be open for traffic by December 2020 | Project is on track with the option selection process prior to a statutory pre-application public consultation planned for January 2018 as part of the Development Consent Order Process. The Road Investment Strategy (RIS) has set a challenging target of starting works within the first RIS period, i.e. prior to April 2020. This target can only be achieved if the project is publicly financed. A revised Private Finance delivery programme is being developed | In October 2016 the Government announced its support for a new Northwest runway at Heathrow as its preferred scheme for delivering additional airport capacity in the South East. The end date of the programme has been amended to reflect the Airport Commission’s assessment of need for new airport capacity by 2030. This is also in line with the draft Airports NPS published in February 2017 which refers to development anticipated to be required by 2030. If the NPS is designated, Heathrow Airport Limited have stated in their ‘Statement of Principles’ (published in October 2016) that they expect to start operations in 2026 and this date may be revised as scheme planning progresses | Crossrail Ltd report that the overall schedule and completion dates will be maintained. The Project Representative, who reports directly to the Department and Transport for London, provides ongoing assurance on the project schedule and will flag any potential deviation on the schedule to both Sponsors where corrective action can be taken. | The overall schedule and completion dates will be maintained. Phase 1 was delivered on schedule in December 2016. We are looking at options to accelerate the delivery of the section between Bicester Village and Bletchley, and in parallel at potential synergies in the section where HS2 and East West Rail infrastructure works could impact each other. | The programme is progressing to schedule, and all major milestones have been met since the Hendy replan of November 2015, such as the recent completion of the Intercity Express Trains test track between Reading and Didcot in September | The project continues to make excellent progress against a challenging schedule. Phase 1: Royal Assent has been given to the Hybrid Bill which has given us powers to acquire land and construct the railway. HS2 Ltd has been appointed nominated undertaker for the scheme. We have started to acquire land to commence construction, with around 500 notices for access being issued in March 2017 to carry out surveys, together with up to 50 temporary possession notices. The first compulsory purchase order notices were served in April. Contracts have been let to undertake essential enabling works along the route, and we have started these works. The procurement process for main works contractors for the scheme has commenced and tender bids are being evaluated. Award of contracts is expected in summer 2017, following completion of the procurement process. We are also preparing to start the procurement of a Master Development Partner to create a scheme for the development of the wider Euston station area. Phase 2 Phase 2a Bill preparation is underway and the programme remains on track to deposit a hybrid Bill prior to summer recess in 2017. | IEP is operating to a compressed schedule to deliver trains to GWR by October 17 following delays to completion of the test site and discovery of electrical interference issues. Many of these issues have now been resolved and the test programme is progressing but remains compressed and therefore risky The train build schedule and the depot works remain broadly on-track. There remain a number of challenging milestones associated with infrastructure compatibility and technical approvals which must be overcome to achieve type acceptance and entry into service of the first trains on the Great Western route which is currently planned for October 2017. NR's Chief Engineer is fully engaged to help resolve these issues. | The project remains on target to achieve open for traffic by the end of 2025 if publicly financed. The Department for Transport is working with HM Treasury to assess the impact for private finance which, if used, could extend the overall programme by up to 2 years | The Project is currently subject to Judicial Challenge which was lodged in October 2016 and validated by court in November 2016. A hearing is scheduled for December 2017. Construction works were initially planned to start in October 2016, then delayed to December 2016 due to detail design delays. Since the Judicial challenge was lodged, the project team has been exploring means to increase the confidence in delivery of the project by working on an alternative design. | Electrification from London St Pancras to Kettering and Corby, as well as capacity works on the whole route is due to be completed in 2019. Plans for electrification of the rest of the route to Sheffield and Nottingham by 2023 continue to be developed. | Key Programme delivery milestones remain challenging particularly on Phases 4 & 5 of electrification. The programme team are working with Network Rail, the Freight and Train Operating Companies (FOCs/TOCs) to maintain passenger benefits. | Proactive management of rail franchise schedule led to the most recent issue (Dec 16) with several competitions being retimed. The retiming serves to reduce the contract award congestion in 2018, de-conflict the franchise competitions to maximise commercial interest, optimising market capacity , maintaining market confidence and ensuring Passenger Services are resourced to undertake multiple procurements. The retiming of the InterCity West Coast competition (ICWC) (now the West Coast Partnership (WCP)), which will incorporate the procurement of a shadow operator for HS2 into the franchise competition and was announced in Nov 16. This retiming will allow us to continue to engage with the market on the best options for the franchise to do this. A West Coast Continuation project is now underway to ensure there is no gap in service between the ICWC expiry date (Apr 18) and the start of the new WCP franchise (Apr 19) Also retimed were the South Western, South Eastern franchise and Great Western Franchise competitions. We currently have teams working on 5 live franchise competitions at various stages of completion. | The programme is performing well against the plan. Seven out of the ten planned bases are now in full operation. The three remaining bases to transition are on track to do so at the point at which the legacy Coastguard contracts under which they currently operate end. The issues which were delaying the introduction of the smaller airframe type have been addressed an introduction of these aircraft will start to take place from April 2017. The delayed introduction of these aircraft has been mitigated throughout with the use of alternative aircraft from the contractor's fleet. | The programme is on track to deliver the service changes expected in 2017 and 2018 | The programme is currently on track with the rescoped plan agreed by Permanent Secretaries at DfT and Cabinet Office in August 2016. | The Thameslink Programme is a circa £7bn project which will increase capacity and improve accessibility to, from and through the heart of London. The programme remains on schedule for completion in December 2018. Although good progress has been made on train delivery, infrastructure works at London Bridge station and the construction of two new depots, there remains a number of challenges relating to the delivery of the new timetable into service in December 2018 which includes agreeing the timetable, rolling stock acceptance testing and operational readiness. The IPA RAG rating for the programme remains unchanged from Q1 at Amber/Green The implenteation of a new corss industry delivery board and idnepenedent process is design to imporve readiness for 2018. | The programme continues to roll out in line with planning, which is currently up to 2021/22. Ministerial approval has been gained for these plans. |
| 2016/17 TOTAL Baseline £m (including Non-Government costs) | £12.20 | £63.00 | £1.70 | £27.70 | £1.80 | £28.47 | £36.60 | £692.00 | £2,302.50 | £524.26 | £6.20 | £21.75 | £55.60 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £5.70 | £17.90 | £21.70 | £29.00 | £456.10 | £12.90 | £71.78 | £13.14 | £160.80 | £23.40 | £1.50 | £1,919.40 | £0.00 | £745.07 | £329.90 | £80.00 | £7.20 | £106.30 | £8.60 | £14.00 | £770.49 | £72.50 | £772.40 | £928.62 | £98.00 | £35.60 | £230.00 | £263.20 | £652.00 | -£74.90 | £207.60 | £178.86 | £20.20 | £20.74 | £78.90 |
| 2016/17 TOTAL Forecast £m (including Non-Government costs) | £9.90 | £71.50 | £1.70 | £24.00 | £1.70 | £28.53 | £36.60 | £434.00 | £2,204.50 | £523.96 | £6.20 | £21.75 | £51.90 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £5.70 | £17.90 | £22.00 | £16.42 | £437.80 | £10.90 | £34.12 | £24.60 | £160.80 | £20.30 | £1.50 | £1,784.20 | £5.50 | £724.07 | £326.86 | £79.30 | £11.50 | £131.90 | £11.30 | £9.00 | £2,167.20 | £69.10 | £740.10 | £928.62 | £146.34 | £26.62 | £86.50 | £256.50 | £474.50 | -£53.20 | £193.50 | £180.96 | £9.90 | £20.99 | £78.90 |
| 2016/2017 Variance %age | -19% | 13% | 0% | -13% | -6% | 0% | 0% | -37% | -4% | 0% | 0% | 0% | -7% | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | 0% | 0% | 1% | -43% | -4% | -16% | -52% | 87% | 0% | -13% | 0% | -7% | 100% | -3% | -1% | -1% | 60% | 24% | 31% | -36% | 181% | -4% | -4% | 0% | 49% | -25% | -62% | -3% | -27% | -29% | -7% | 1% | -51% | 1% | 0% |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £193.30 | £1,403.00 | £32.60 | £752.70 | £49,891.20 | £11,751.97 | £352.70 | £3,860.00 | £29,992.92 | £17,215.78 | £17.50 | £189.30 | £1,076.90 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £26.10 | £94.50 | £146.00 | £337.95 | £2,223.90 | £271.00 | £594.90 | £215.88 | £1,048.40 | £318.42 | £4,159.80 | £11,347.50 | £15.29 | £4,403.01 | £2,153.04 | £1,920.72 | £445.45 | £1,492.30 | £385.11 | £79.00 | £14,768.87 | £1,592.00 | £5,507.00 | £55,700.00 | £6,512.95 | £199.10 | £250.00 | £2,620.00 | £4,826.80 | -£7,169.20 | £2,157.40 | £733.90 | £161.10 | £7,287.70 | £318.81 |
| Departmental narrative on budget/forecast variance for 2016/17 (if variance is more than 5%) | Budget/forecast variance (underspend) in 2016/17 is due to delays in two key suppliers joining the Programme. These suppliers were successfully onboarded in September and November 2016. A futher decision was taken to complete data quality work in-house as opposed to procuring a quality supplier, contributing to underspend. | 2016-17 budget variance resulted from financial re-profiling to match revised project milestones, including bringing forward £5M capital funding from 17/18 to 16/17. It does not increase the whole life cost of the project. | Budget variance less than 5%. | Costs re-scheduled to 2017/18 budget. No cost overrun to WLC | Internal project resource required for 2017-18 has been marginally less than forcast at the start of the year. | Budget variance less than 5%. | Budget variance less than 5%. | The 2016/17 variance between the baseline and the forecast reflects a pre-consolidation position for the Target Cost. At the time of the termination announcement, the Consolidation process remains incomplete, and as a result a variance commentary is not meaningful. On completion of Consolidation an updated variance commentary will be provided. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5% | Budget variance less than 5% | In December 2016 it was highlighted the programme savings appeared to have reduced by £650m. This figure was extrapolated from a comparison between GMPP returns submitted in Q2 2015-16 versus Q2 2016-17.Having investigated further, it came to light that there is no significant reduction in the savings being delivered by the programme, and that this had more to do with where the programme was in the delivery life cycle at the time of the report, which was setting up of the programme before moving into delivery.The figures reported in the 2015-16 Q2 report only detailed the programme set-up costs (£7m pa budget approved for programme running costs and no delivery costs) because the hubs strategy and costs & benefits of delivering the hubs had not been detailed at that time. | The majority of the programme’s budget (~75%) is allocated to payments for identity verification, these are driven by user volumes and commercial negotiations with suppliers. Lower than anticipated user volumes have resulted in reduced spend in 2016/17. | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | £5.4 million funding for 2016/17 was approved by HM Treasury in June 2016. The forecast of £16.42 million is based on the draft project Outline Business Cases of Spring 2016 and further funding may potentially be spent following the approval of project business cases at the next TAP. | Budget variance less than 5% | The final cost is £2m lower than Baseline. | The financial profiles for the Programme were reprofiled in September 2016. Variances for 2016/17 financial year reflect efficiency savings, re-sheduling and infrastructure re-planning. | The budget variance at Q2 2016/17 was primarily due to slippage of development spend from 2015/16 into 2016/17 and the delays in that development requiring the extension of people and environments into 2016/17. This has not resulted in an increased overall cost and the programme is still forecasting to deliver with the agreed baseline. The delayed development was completed by the end of September 2016 and became functional through three more releases in the subsequent months. The first business as usual release was deployed in February 2017. | Budget variance less than 5% | Forecast spend at Q2 2016/17 has reduced by £3.1m. This was due to re-scoping of work within the project. Opportunities to bring forward expenditure from future years are being considered and there is confidence that the project will continue to deliver in line with the overall baseline. | Budget variance less than 5% | Slower than budgeted move from frameworks to more expensive standards and lower than anticipated number of learners from those assumed in the spending review model. | Due to the rebaselining to the 16/17 timeline, the project has now forecasted a 16/17 budget and with the additional years' work and final scoping of costs, the new forecast of £19.2m has been submitted in the FBC for approval. This was approved by HMT and DfE, at Ministerial level, prior to sale launch. | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | The project has continued to incur capital costs to complete key aspects of the associated infrastructure including the Bulk Fuel Installation. The project costs remain within the approved budget. | The variance in 2016/17 was due to an increased target which was agreed due to an accelerated programme for this project in the 16/17 financial year. | The variance in 2016/17 was due to an increased target which was agreed due to an accelerated programme for this project in the 16/17 financial year. | The variance in 2016/17 was due to changes in the phasing of work in this early stage of the programme. The programme’s initial programme budget and resource plan is subject to annual corporate planning, ongoing resource planning and spending reviews. | The budget sets out when the funding is provided by Sponsors to Crossrail Ltd. The forecast describes when this budget will be spent. A variance between the two is to be expected and does not indicate an over or underspend. The Crossrail project is forecast to be completed on time and within the funding envelope. | Budget variance less than 5%. | Budget variance less than 5%. | Budget variance less than 5%. | The increase in variance is due to the testing delays and the approved bimode variation, which is required to enable diesel running on non-electrified sections of the Great Western route. This mitigates the programme delivery and benefits realisation impacts of the delayed Network Rail electrification works which are being delivered as part of the Great Western route modernisation. | To ensure all consultation results and evidence was examined ahead of the PRA being made has seen expenditure reprofiled from 2016/17 to 2017/18 and 2018/19. | As the project has been subject to Judicial Challenge, the largest variances are due to: 1. Land purchase delayed until JR outcome envisaged mid July 2017 2. Construction cost for permanent works which were initially forecasted to start in October 2016 | Budget variance less than 5%. | The reason for the variation has been a re-profiling of NR spend from the financial year 16/17 to 17/18. | The figures above represent the revenue line from the Long Term Forecast (LTF) for the 3 franchise competition which was beyond the OBC stage (which coincides with the invitation to tender (ITT) and thus have financial figures). The baseline figures are based on an earlier version of LTF. Since the baseline figures were produced, the actuals were contracted, with lower than forecast premium in 16/17 and 17/18, but higher than forecast premium in the later years of the franchises. This has led to lower forecast figures in 16/17 than previously assumed in the LTF. This will be the last time that the costs will be represented this way. The department is reviewing how the franchise programme reports its financial data on the GMPP | The forecast variance for 2016/17 is an underspend of nearly 7% versus budgeted costs. This is partly attributable to DfT and MCA’s management of the contract, negotiating reduced charges for contract variations and enforcing contractual terms where the contractor has not met performance criteria. Both DfT and MCA have also benefitted from favourable movements in variable costs such as the lower price of fuel and a lower than expected rate of inflation. | Budget variance less than 5%. | The variance shown above is the variance in relation to the original business case for divestment of the shared service centre. Whilst the divestment itself was successful the transformational IT programme ran into difficulties which led to the commercial negotiations Decemeber 2015 - August 2016. At this point the project was rescoped (see Project Description/Aim) and the costs were rebaselined. | Budget variance less than 5%. | Budget variance less than 5% |
| Departmental Narrative on Budgeted Whole Life Costs | Baseline costs have been derived from the financial model in the Outline Business Case approved in September 2015. The Programme has now submitted Version 1 of the updated Programme Business Case for approval. Once thishas been approved, the costs will need to be updated in line with the PBC. | The whole life costs represents costs until 2043/44. These cost include the project costs until closure and recurring Antarctic Partition and Logistics infrastructure budget costs. | The whole life cost respresented an estimate at April '16 of the advisory fees payable in order to realise a sale. These were mainly a success fee to an investment bank upon successful completion of a sale and legal fees on the corporate restructuring, shareholder agreement, taxation structuring, legislation and other elements necessary prior to a sales process being possible. However, the project has since closed whilst structuring and governance issues are re-examined. | The Whole Life Costs represent the total construction costs including contributions from all participants. | The Whole Life Costs (WLC) for this project are determined by the difference between the Strike Price for Hinkley Point C and the long-term Wholesale Electricity Price forecasts, which are influenced by market prices for fossil fuels. Therefore, we would expect the WLC to vary year on year to reflect changes in the market. Wholesale prices are volatile and sensitive to a number of uncertain factors including, for example, future global gas price trends, carbon prices, coal prices, the level of intermittent generators in the system and demand trends. Whereas the strike price agreed for Hinkley Point C is fixed and has been set following extensive negotiations with EDF and with advice from independent expert advisors. Hinkley Point C alone will generate 7% of reliable low carbon electricity for the UK; enough to power 6 million homes for 65 years. | Whole Life Cost figure represents the estimated cost of designing, constructing and operating the GDF out to 2130s. Note that the figures reported here only covers costs related to a GDF for legacy waste and waste arising from the existing fleet of nuclear reactors, they do not include any provisions for waste disposal from a new nuclear build programme, as this will be funded by new nuclear operators. Figures are provided in real rather than nominal values due to the long timescales associated with the programme. | As part of the 2015 Spending Review agreement, £320m of capital funding was allocated to BEIS to support investment in heat network projects. The funding comprises £170m of fiscal spend and £150m non-fiscal that does not negatively affect Public Sector Net Borrowing. Of this money £27m has been allotted to the financial year 2016/2017 with the rest profiled each year to 2020/2021. The cost-benefit analysis undertaken for the HNIP Pilot Outline Business Case (in line with Q2) assesses the social NPV for the scheme as a whole at £365m, with 6.5Mt of total carbon savings over the appraisal period. This will be finalised as part of the work on the OBC for the Main Scheme in 2017. | The comment above relating to the 2016/17 variance is also applicable to the Whole Life Cost. | The budgeted whole life costs relate to the whole of Sellafield Site costs to the end of financial year 2028/29 and our forecast RDEL and CDEL numbers reflect the allocation of funding to Sellafield from the NDA's Spending Review (SR) settlement agreement. | The total budget whole life cost figures in this return are presented in undiscounted nominal terms, for comparability with other programmes. The figure differs from the total cost figure forecast in the Smart Meter Programme's 2016 Cost-Benefit Analysis (CBA), which expresses net costs and benefits over 2013-30 in 2011 real prices and discounted to 2016 present values (in line with HM Treasury appraisal guidance) giving net present value benefits of £5,746m. | On track to deliver within budgeted whole life costs | Following the initial stages of Release 1.0 in Feburary, the Full Business Case was approved by HM Treasury and sets out the Whole Life Costs of the programme [£190.68m]. | In Q3 2015-16 whole life costs were included, and a narrative notation confirmed CDEL costs were being included. It also highlighted the CDEL costs would sit with Departments with the money being released to the programme once specific locality costs had been identified in the differing Hubs and NPC business cases. The above also helps clarify why the figures have changed so dramatically as the 2015-16 Q2 figures only included programme set-up and running costs whereas the figures since 2015-16 Q3 include delivery costs for the Hubs. The programme has reported consistently throughout to ensure that the latest position is reflected and aligns with communications and updates provided to stakeholders as the programme progresses. | The programme’s whole life costs cover the fixed costs of running the programme, and the verification and account maintenance for 25m users. The costs of identity verification are dependent on user volumes and commercial renegotiations with suppliers and contain significant uncertainties. | The whole life costs cover the establishment of the Single Operating Platform. | The Whole Life Costs for the Programme are budgeted at £94.5m. These are made up of £22.5m in one-off costs of investment in preparing for and setting up the Government Property Agency. The remainder of £72m relates to the recurring new costs of the operation of the Agency. | The programme is continuing to forecast a small increase in one off programme costs for the financial year 16/17. These continue to be more than off set by reduced BAU costs. | The whole life cost total baseline is from the Programme Business Case approved by HM Treasury in June 2016. This will be refined during the development of component project business cases to FBC stage. | The c£2.2bn whole life cost is made up of c£1.7bn public sector funding and the remainder supplier investment. Of the £1.7bn public sector funding, £770m has been provided by BDUK with the remainder being match funding provided by Local Authorities. | The anticipated final cost is £269m. | Up to £600m has been made available to make the 700 MHz band available for mobile broadband. | The Whole Life Cost baseline is as per the Full Business Case approved by HMT in April 2016. The costs include £109.62m capital spend up to and including 2016/17 and £106.26m revenue spend up to and including 2022/23. | The programme remains on track to better the original savings forecast | The project remains on track to deliver within original budget | The whole life cost is made up of two elements: the whole life capital cost of tunnel construction of £4.14bn to be funded by ‘Tideway’ and Thames Water Utilities Limited, which relates to the private sector project; and the Government costs, estimated in October 2016 at £23.7m. The Government costs relate exclusively to monitoring the risks to a call on the Government Support Package and include staff costs for the Thames Tideway Tunnel Project Team in Defra and their external advisers. Information on the overall capital costs can be found in Defra’s publication “Costs and benefits of the Thames Tideway Tunnel - 2015 update”. | Forecast Whole Life Costs are currently within profile limits projected in the Strategic Outline Business Case. | As required by the Sale of Student Loans Act 2008, the Government will provide a report to Parliament on whether the sale gives good value within 3 months of sale completion. | All current indicators point to PSBP being delivered within the approved Budgeted Whole Life Costs | The CDEL forecast changed in 2016/17 as it now include the CDEL scores for the Aggegator Vehicles's (AV)) own financial assets (loans to Borrower SPVs). DfE reached agreement with HMT in Autumn 2016 that the AV had a net CDEL score through removing the CDEL score for the AV's financial liabilities. | The whole life costs are made up of: the resource costs associated with delivering the 30 hrs project by Sept 2017; capital budget which will enable the creation of new childcare places; and the Dedicated Schools Grant (DSG) to fund the extended 30 hrs entitlement for the remainder of the Spending Review period. | The whole life costs cover the 40 year design life of the airport. The costs are attributable to both the UK Government and St Helena Government; with UK Government commitment due to cease in 2026 after 10 years of airport operations. Areas of expenditure included when calculating the whole-life cost are: planning, design, construction, operations, maintenance, asset renewal and/or disposal. As the project is forecasting so far into the future (2046) there are high levels of uncertainty pertaining to some of the costs. | Currently the scheme has full funding approval of £1,435m. | Estimates of whole life project cost forecasts will be included in the Strategic Outline Business Case for each of the short-listed routes. As the project is at an early stage, and delivery is in Road Investment Strategy 2, whole life budgets have not yet been set. | The WLC figure in this report refers to programme and administration spend up to 2020/21 only and Government spend only. The expected timescale for delivery for new airport capacity is the mid to late 2020s so budgets are likely to be extended to cover that period. At present the numbers included are an early forecast. New Text: If the scheme at Heathrow goes ahead, the scheme itself is expected to be designed, built and funded by the private sector. This includes the cost of surface access schemes required to enable a runway to open. Government expects to share the cost of some of the surface access schemes with the private sector where a split of beneficiaries is expected, and the split of costs will be decided through the regulatory processes. Non-Government costs will be included as they are known. In the current phase of the programme, the administration and programme spend is expected to be made up Civil Service staffing costs, legal advisors, resources to undertake the consultation on the draft National Policy Statement and commercial and financial advisers. | This constitutes the funding envelope for the project as a whole. There are a series of intervention points set out in the governance documents which are designed to mitigate against the risk of exceeding the total funding available. The aim of both Sponsors (DfT and TfL) is for final outturn costs to remain well within the total funding envelope. | This total amount constitutes the funding envelope for the design and the infrastructure works, to be carried out by Network Rail and industry partners. As for any project of this nature, the amount contains some contingency associated with the remaining design uncertainties at this stage. The budget covers phase 1 for £308m and phase 2 for £1,284m. Rail investment period settlements are made in five year blocks. The budgeted whole life costs for this project includes the forecasts for this rail investment period (Control Period 5) and forecast cost for the next rail investment period (Control Period 6). The period for agreeing the settlement for Control Period 6 will not conclude until late 2018. | The total cost of £5.5bn is based on costs of the Great Western Electrification Programme - £2.8 billion (includes Maidenhead to: Cardiff, Oxford, Newbury, Bristol Temple Meads) Other electrification £0.7 billion the Trains Infrastructure programme and Other Great Western Route Modernisation infrastructure £2.1 billion (includes Reading Station (£763 million), capability and capacity works for new trains (£258 million), Bristol area signalling (£228 million), track widening at Filton Bank (£91 million)) Rail investment period settlements are made in five year blocks. The budgeted whole life costs for this project includes the forecasts for this investment period (Control Period 5) and forecast cost for the next rail investment period (Control Period 6). The period for agreeing the settlement for Control Period 6 will not conclude until late 2018 | In the 2015 Spending Review (SR15), Government restated the long-term funding envelope for the HS2 programme at £55.7bn in 2015 prices. This budget is for delivery of the full HS2 scheme including rolling stock. The SR15 settlement sets a year by year funding allocation for HS2 as a whole for a period of 5 years (2016/17 to 2020/21). Following the precedent set by Phase One, we expect to capitalise all expenditure following second reading of the Bills. | Following the approved cost increase the budgeted WLC for IEP is £6.5bn. This comprises £480m for CP5 Network Rail infrastructure works and £6.02bn in respect of the new rolling stock and depots. The increase is attributed to payments for works required to mitigate the testing delays and the bi-mode variation. Further cost increases as a result of work on the unmuzzling variation and wider commercial contract negotiations. | Costs to take the project through the development phase (including the costs of the options phase) are forecast to be £295.2m of which £157.8m falls in the RIS1 period. | The project team has tasked the Contractor to undertake an estimate of the new design. Following this estimate being completed it is envisaged that the project remain deliverable within the £250m Government allocated budget. | The stated cost is within the funding envelope for the programme as agreed following the Hendy Review in 2015. Rail investment period settlements are made in five year blocks. The budgeted whole life costs for this project includes the forecasts for this investment period (Control Period 5) and forecast cost for the next rail investment period (Control Period 6). The period for agreeing the settlement for Control Period 6 will not conclude until late 2018. | The Network Rail baseline whole life cost for the programme is £4.827 billion in 2012/13 prices which includes an initial estimate for the delivery of Transpennine Route Upgrade (TRU) by the end of 2022. The TRU programme is in development and a decision on which options will be selected will be made in 2018. These figures represent only DfT High Level Output Specification (HLOS) allocations. External funding figures (e.g. third party contributions; renewal contributions; maintenance costs; additional rolling stock costs) have not been included. Rail investment period settlements are made in five year blocks. The budgeted whole life costs for this project includes the forecasts for this investment period (Control Period 5) and forecast cost for the next rail investment period (Control Period 6). The period for agreeing the settlement for Control Period 6 will not conclude until late 2018. | Budget values are derived from v15.51 of the rail LTF amended for subsequent CP5 and other changes. Economic factors as most recent OBR projections. Forecast from rail LTF v June 2015. A significant policy change since the Q1 forecast is the change in fares policy for the years of 2015/16 to 2019/20 where the fare increase has been reduced from RPI+1% to RPI+0%. This change increasingly reduces farebox across all years. Lower inflation forecasts will have also reduced farebox although this will be partially offset by lower costs. | Budgeted whole life cost of £2,157m represents the contracted cost for running the UK SAR Helicopter Programme from FY 2013/14 until the end of FY 2025/26, inclusive of non-recoverable VAT. | The current forecast is in line with the current rail investment (Control Period 5) programme baseline. Rail investment period settlements are made in five year blocks. The budgeted whole life costs for this project includes the forecasts for this investment period (Control Period 5) and forecast cost for the next rail investment period (Control Period 6). The period for agreeing the settlement for Control Period 6 will not conclude until late 2018. | The costs of the prgramme above reflect the historic programme scope pre-negotiation. The rescoped project costs reflect the revised programme and are managed at Tier 2 level within the Department. | Following the approved cost increase the budgeted Whole Life Cost for the Thameslink Programme is £7.2bn of which circa £5.05bn is Network Rail infrastructure costs, £2bn in respect of new rolling stock and Depots costs. | The budgeted whole life cost covers each year of the programme including rollout to all primary school years, i.e. up to and including year 6. The figure is informed by birth rate figures, uptake rates, the vaccine price and the costs of administration (which is commissioned by NHS England). The existing vaccine contract provides for vaccine for the 2017/18 season and the new contract vaccine price may affect future costs. |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| The IPA Annual Report publishes the whole life cycle costs on projects - including Resource, Capital and other recurring costs - whilst the National Infrastructure and Construction Pipeline (NICP) focuses primarily on the upfront capital investment on a project. Where both documents refer to the same projects, this distinction will be the principal reason for any differences in the data sets published. | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |
| Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |