Transparency data
FCO Government Major Project Portfolio data, September 2016
Updated 18 July 2017
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| Project Name | ABUJA New Office and Residence | Movement of Personal Effects Contract | Technology Overhaul | UKERP |
|---|---|---|---|---|
| Department | FCO | FCO | FCO | FCO |
| IPA Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the MPA Annual Report) | Amber | Amber/Green | Amber | Amber |
| Description / Aims | To provide a secure modern fit for purpose HMG office compound for both BHC and DFID in Abuja, Nigeria. | To provide the continuation of the movement of personal effects (e.g. Heavy Baggage, UAF, Car Freight) to HMG staff and their dependents posted overseas from September 2016 | • Providing reliable, resilient and easy to use technology across our global network. • Enabling mobile and flexible working, ‘Official’ where possible, ‘Official-Sensitive’ where really necessary. • Providing customer interaction and service provisions which are digital by default, delivering information and knowledge management capabilities, encouraging innovation and a culture of working together. | The project supports the wider Cabinet Office strategy of consolidating the HMG Estate in Central London in KCS. The project will deliver savings from 2016/17 in operating costs and promotes Diplomatic Excellence. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | Amber is appropriate at this stage in the project given the challenges with achieving the required quality of workmanship in Nigeria using local labour. Additional exPat supervision and UK supplier input has been procured to support the main contractor with the remainder of the works and completion of the construction works is now set for end 2016. Subject to fit out, occupation will follow in the first part of 2017 | Agree with DCA rating. We have continued to drive this project forward, engaging the supplier and Whitehall partners post contract-signature to ensure early benefit realisation. A further IPA review took place in March 2017, with an amber-green DCA and a recommendation to close the project and remove it from the GMPP. | Part 1 of the Programme FBC approved by HMT/CO. Device deployment approach agreed with key suppliers. Renewed focus on business transformation including additional resources for Learning and Development, Engagement and Communications teams. We are working to mitigate our top risks that relate to delivering the business need of enduring cultural and behavioural change, overall affordability, potential postponement of software deployment caused by delays to required IT infrastructure changes, and the delivery complexity of the Devices project and its effect on timelines. | Exit Review has now taken place and the project received an Amber DCA. Problems encountered by the main contractor in delivering specialist aspects of the design did delay construction delivery, although completion was achieved by end of March 2016. OAB was handed back to GPU on programme and all staff are now based in KCS. |
| Project - Start Date (Latest approved start date) | 01/01/2011 | 07/06/2015 | 11/01/2015 | 06/01/2011 |
| Project - End Date (Latest approved end date) | 12/01/2017 | 3/31/2017 | 3/31/2018 | 08/01/2015 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | On schedule | Contract signed on time in August 2016 | Deployment of Devices (Laptops and Desktops) will start later than planned. Accelerated deployment plan will see programme complete overseas deployment in 9 months rather than 18. | Construction completion delayed by main contractor |
| 2016/17 TOTAL Baseline £m (including Non-Government costs) | $13.40 | $12.50 | $38.00 | $0.00 |
| 2016/17 TOTAL Forecast £m (including Non-Government costs) | $13.70 | $12.50 | $29.60 | $0.50 |
| 2016/2017 Variance %age | 2% | 0% | -22% | Either zero or no Baseline and/or Forecast |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | $46.00 | $62.50 | $105.40 | $65.00 |
| Departmental narrative on budget/forecast variance for 2016/17 (if variance is more than 5%) | Budget variance less than 5% | Budget variance less than 5% | The commercial process has taken longer than planned which has meant a reprofiling of approx £8m from 2016/17 to 2017/18. This does not impact delivery although it does have an impact on NPV. | Delays caused by main contractor in 2015 have meant the FCO has had to draw on the risk allowance to cover costs to the FCO. This means the project has come close to its whole life cost, but is still within it. |
| Departmental Narrative on Budgeted Whole Life Costs | Whole life costs remain as reported in the last annual report and in line with budget approvals. | Predicted annual project costs for the FCO are £8.5 million. Full potential 5 year costs from 2016 - 2021 (3 years, +1 +1) for the FCO are £42.5 million. A cross- whitehall contract total cost could be £12.5 (per annum), £37. 5 (over 5 years). | In December 2015 the FCO Board of Management approved the full scope of Tech Overhaul and a budget envelope of £105.5m. The overall cost of the Programme has not changed. | Whole life costs remain within the approved budget |