Transparency data
HO Government Major Project Portfolio data, September 2017 (csv)
Updated 4 July 2018
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| Project Name | Disclosure and Barring Service (DBS) Programme | Communications Capabilities Development (CCD) Programme | Emergency Services Mobile Communications Programme (ESMCP) | Immigration Platform Technologies (IPT) | Metis Programme | Digital Services at the Border (DSAB) | Technology Platforms for Tomorrow (TPT) | Home Office Biometrics (HOB) Programme | Cyclamen Project | Smarter Working Programme | National Law Enforcement Data Programme (NLEDP) | Asylum Accommodation and Support Transformation (AAST) |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | HO | HO | HO | HO | HO | HO | HO | HO | HO | HO | HO | HO |
| 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/Red | Amber/Green | Red | Amber | Amber | Amber/Red | Amber | Amber/Green | Amber | Amber | Amber | Amber |
| Description / Aims | A new modernisation release for Barring and Disclosure services that will unify operations, introduce electronic applications and referrals, and enable new services such as Basics. | In a world of internet enabled communication, CCD will ensure that the police, wider law enforcement, security and intelligence agencies can lawfully obtain, manage and use communications data and intercepted content to: detect, prevent and disrupt crime; protect the public and save lives. | The Programme aims to replace the mobile communications service used by the 3 Emergency Services and other public safety users with an Emergency Services Network (ESN) which is provided on a commercial mobile network enhanced to meet the public safety requirements for coverage, functionality, availability and security. | The Immigration Platform Technologies (IPT) Programme is delivering the technology and information systems to support the immigration service now and in the future.. | It is proposed that the Home Office will move to an updated ERP and a common shared service model to provide transactional human resource (HR), finance (including payroll) and procurement services, in full alignment with the Cabinet Office Next Generation Shared Service strategic plan (NGSS) . The NGSS plan looks to operate a Crown Oversight Function that works with departments to deliver improvements in the quality of service and a reduction in the operating costs of shared services. | To deliver digital services that will provide systems capable of transforming the way that Border Force and its partners operate. | The Technology Platforms for Tomorrow (TPT) Programme will facilitate an exit from the overarching Fujitsu IT2000 contract. To replace these contracted services, the TPT Programme will deliver enhanced technology to the user base by providing new essential core technology services. The HO contract for its corporate technology managed services expires in April 18 following an extension. A further extension will need to be negotiated to October 18 during which time the programme is disaggregating the existing service in line with government technology strategy. | Home Office wide convergence programme for biometrics within Government, covering border security, law enforcement and intelligence. | Cyclamen equipment provides the capability to detect and intercept, and thereby deter the illicit movement of radiological materials into the United Kingdom. The Programme will deliver modernised Cyclamen capabilities that continue to safeguard the security of the UK. | The Smarter Working Programme is enabling new ways of working across the Home Office through transformation of people, technology and the workplace whilst reducing cost to the taxpayer. | The National Law Enforcement Data Programme (NLEDP) aims to replace the current Police National Computer (PNC) and Police National Database (PND) systems with one modernised solution: the Law Enforcement Data Service (LEDS). The National Register for Missing Persons (NRMP) has also been formally accepted into scope for the Programme. | Asylum accommodation and support is a statutory responsibility. The Project aims to deliver an asylum accommodation and support model that will ensure the safety and security of service users and their host communities as well as representing VfM for the UK Government, and learning the lessons from previous asylum support contracts. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The Home Office and the Infrastructure and Project Authority (IPA) are engaged and providing assistance. DBS is working with stakeholders and suppliers to deliver the next Programme releases. | The CCD programme is now scheduled to close in March 2018 and is transitioning to a new sustainment arrangement. | In the light of continuing challenges with some of the authority projects and subsequent evidence of further slippage from the main suppliers, work has started on a full scale programme re-plan. The aim is to complete the re-plan, engage in commercial renegotiations and recalculate the Full Business Case (FBC) numbers by late September 2018 | A formal review of IPT was performed by the Infrastructure and Projects Authority (IPA) in May 2016. A further independent review was undertaken in July 2016 and the IPA reviewed the resulting action plan in August 2016, following which they assessed the status of the programmeas Amber. The recommendations made by the IPA and the Independent Review were accepted by IPT and progress of the associated actions is reviewed by the Programme Board on a monthly basis. | Following a critical friend review in March 2017, the Programme has successfully taken forward the actions presented on strengthening dependency management, bolstering resources and completion of a training needs analysis. | The Programme has made good progress in implementing the recommendations from the last Major Projects Review Group (MPRG) meeting. | The Programme has an Amber RAG rating following its last independent assurance review (May 2017). A visible increase in enthusiasm, commitment, pace, focus and detail across the programme was noted by the independent review team. Whilst remaining a complex programme, the review gave confidence in the team to address recommendations. These included refreshed governance, developing product management capability beyond the life of the programme, and refining scope. All have been or are being addressed. | A timetable for the publication of the Biometrics Strategy in spring 2018 has been agreed. An independent assurance review was completed on 18 May 2017 when the Programme received an Amber/Green rating. The resulting actions were progressed and are closed following review by the Home Office Portfolio, Investment and Change Committee. | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | The Programme has an Amber RAG rating following its last independent assurance reviewand an action plan has been developed to address key risks and issues that could impact delivery. | The Programme has a defined Product roadmap and development work is underway on Production code. However, limited metrics are available to determine if the current build velocity will fully support the Programme's key milestones. The Programme is regularly engaging with all stakeholder groups to raise awareness and build confidence. The focus on stakeholder engagement as well as building capability Is having a positive impact on stakeholder perceptions of the Programme. | The Project's IPA RAG rating is Amber as good progress has been made on the options evaluation resulting in the Differentiated Support Model being selected as the preferred delivery model; and Targeted Service Improvement being the preferred requirements improvements. Both have been taken forward in the Outline Business Case (OBC) which was submitted for Home Office approval on 8 September 2017. Key assumptions and conclusions are continually being tested with stakeholders to ensure initiatives being undertaken to manage volumes are reflected in the procurement documentation. |
| Project - Start Date (Latest approved start date) | 29/12/2010 | 01/05/2010 | 01/06/2011 | 01/04/2013 | 01/09/2016 | 12/02/2014 | 01/02/2014 | 01/04/2014 | 01/04/2014 | 28/10/2015 | 01/04/2014 | 29/08/2016 |
| Project - End Date (Latest approved end date) | 31/03/2018 | 01/04/2020 | 31/12/2020 | 31/03/2019 | 01/06/2019 | 31/03/2019 | 31/10/2017 | 31/03/2020 | 01/04/2021 | 31/03/2020 | 31/03/2020 | 02/09/2019 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | Barring and Basics (Business to Business) was successfully implemented from 1-4 September 2017. The Programme is now focusing on Basics (Customer to Business) and Disclosure delivery, the dates for which remain indicative. | The programme will close on 31 March 2018 and is transitioning to a new sustainment arrangement. | The Programme is working to clarify with confidence when ESN will be Service Ready and Transition can start. The Mobilisation phase of the Programme has been extended by 9 months following completion of CR110. The next phase, Transition, was due to commence in June 2018 but further supplier slippage is likely. We have been working with Business Change Leads and Senior Service Users to understand the impacts of delay to Transition. The Programme re-planning exercise will determine the financial impact on Mobilisation, Transition and Airwave extensions beyond the current planned National Shutdown Date (NSD) of 31 December 2019. | Some slippage in interim deliverables. A revised roadmap taking into account slippage, additional work and lessons learned has been agreed by the Programme Board. The Programme continues to deliver agile business services into live operational use. | Following the awarding of contracts to the Accenture/Certus consortium, the Programme has mobilised resources and has now commenced design workshops. The Programme is running to schedule. | The Border Crossings Pilot continues to progress to schedule, releasing fingerprinting capability into the pilot environment in Edinburgh on 26 September 2017. Advanced Freight Targeting Capability (AFTC) delivered their next major release in December 2017. The scope and delivery strategy for Advance Border Control (ABC) has been baselined. | The Programme's 2017/18 business case, comprehensively revised and updated, has been agreed within the department and is with Cabinet Office and HM Treasury for approval. It included new delivery dates for End User Compute elements of the Programme, which enable large elements of legacy contract termination. The delivery schedule has been published, and is being delivered against. | The HOB Programme Plan reflects the latest programme/project delivery position. HOB’s Strategic Projects - Matcher, Mobile, Central & Bureau, and DNA are progressing. Timelines and funding remain challenging to deliver all HOB project activities. | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | Waves 1 and 2 are nearing completion and the programme is well set to deliver the benefits set out in its business case. DEFRA is confirmed as the new tenant in 2 Marsham Street Seacole building. | NLEDP is tracking to schedule. This remains challenging and whilst security accreditation controls are increasing pressure on the schedule, activities are in flight to manage and mitigate any potential impact. | Key milestones were rebaselined in March 2017 to allow more time to synthesize stakeholder feedback and to increase engagement with the market. |
| 2017/18 TOTAL Baseline £m (including Non-Government costs) | £113.50 | Exempt under Section 24 of Freedom of Information Act 2000 (National Security) | £712.47 | £43.80 | £49.80 | £44.00 | £55.40 | £90.90 | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | £43.10 | £60.80 | £2.93 |
| 2017/18 TOTAL Forecast £m (including Non-Government costs) | £156.80 | Exempt under Section 24 of Freedom of Information Act 2000 (National Security) | £712.47 | £43.80 | £49.80 | £44.00 | £96.50 | £90.90 | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | £45.40 | £73.00 | £2.54 |
| 2017/2018 Variance %age | 38% | Exempt under Section 24 of Freedom of Information Act 2000 (National Security) | 0% | 0% | 0% | 0% | 74% | 0% | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | 5% | 20% | -13% |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £785.70 | Exempt under Section 24 of Freedom of Information Act 2000 (National Security) | £5,058.63 | £252.50 | £290.56 | £340.90 | £374.60 | £667.40 | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | £144.50 | £469.40 | £7.51 |
| Departmental narrative on budget/forecast variance for 2017/18 (if variance is more than 5%) | Delays in project implementation have led to additional CDEL and RDEL costs during 2017/18 which were not originally forecast and will be off-set by income. | Exempt under Section 24 of Freedom of Information Act 2000 (National Security) | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | The B/F variance in this template has resulted from change in scope rather than a specific overspend that Finance could identify. It should be noted that the baseline numbers, i.e. budget of £55.4m, arise from the previously approved business case and the forecast of £96.5m comes from the recently submitted one. Noteworthy changes that have caused this are setup of the PMO; further investment in change (one-off and recurring) for new services, delay in delivery causing the Programme to run for longer and for existing services to be extended in contrast to original estimates on when the programme was going to deliver and wind-down. | Budget variance less than 5% | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | The Full Year (FY) forecast is £45.40m, representing a £2.24m overspend compared to the £43.13m FY budget. This is due to increased costs associated with further Home Office Digital Data and Technology (HODDaT) requirements to place additional staff in Southern House. The Programme is working to reduce this overspend wherever possible. | Following extensive review of the Programme's plans and deliverables (as captured in the 2017 programme business case update), there was a requirement to bring forward some of the funding allocated to future years on the back of accelerated delivery plans. | Recruitment of staff into the Project Team took longer than anticipated, so not all of the budget was spent. |
| Departmental Narrative on Budgeted Whole Life Costs | Corporate activity levels and disclosure volumes are higher than originally planned which has increased costs. However, these are fully funded by increased income from product charges. | Exempt under Section 24 of Freedom of Information Act 2000 (National Security) | ESMCP received approval from ESN Sponsors and HM Treasury on 6 June 2017 for the whole life cost of the Programme including risk and contingency. ESMCP will regularly review emerging actual costs against the approved Financial Model and where necessary release risk/contingency or seek re-approval from the Sponsors and HM Treasury. | The whole life cost has been revised to reflect the revised delivery timetable. | The Programme is currently running within the whole life costs approved by Cabinet Office and the Home Office Portfolio, Investment and Change Committee. | The DSAB financial model includes Optimism Bias, VAT, inflation and business as usual costs. Project costs to closure reflect Programme costs to the end of 2018-19. | The whole life costs have been revised following a revision of the business case to reflect the revised delivery timetable and scope. This presented a revised programme Net Present Value (NPV) of +£61.5m, and a revised Whole Life (outturn) Cost (WLC) of £420.40m. This excludes current essential Business as Usual technology services, as with the previous WLC figure, but includes all Change Programme Costs as well as New Run Costs within the WLC calculation. The Programme shows a positive NPV against a baseline (Do Minimum) option, which estimated the costs of a "Like for Like Re-Procurement" of a contract for current services. | The £90.90m cost for 17-18 programme spend, including run costs, has been taken from the latest programme business case, which was approved and baselined in June 2017. The next iteration of the business case will be due for approval in early 18-19. Whole life costs have increased by £83m since 16-17 due to a comprehensive reconsideration and revaluation of current run costs. | Exempt under Sections 24 (National Security) and 31(1) (Law Enforcement) of the Freedom of Information Act (2000) | Whole life costs are on target. | In return for an investment of £115m (excluding adjustments for Optimism Bias which is a further £40m), the Programme expects to reduce future running costs by more than 50% (excluding change investment) from £37m per year to around £13m (excluding Optimism Bias). The new services will be rolled out in stages. This is forecast to be from early 2019 onwards, enabling the early release of cost savings on existing systems (but taking into account the capacity of users to take on associated business change from other law enforcement programmes). The investment comprises £62.1m of Capital and £53.4m of Resource investment (excluding Optimism Bias). The business case is refreshed each year to align costs/budget with revisions to business deliverables - these revisions will increasingly firm-up deliverable dates and costs and should reduce the degree of uncertainty (Optimism Bias) associated with cost forecasts in future years. | The OBC submitted to the Home Office Portfolio, Investment and Change Committee in September 2017 and to HM Treasury in October 2017 included costs for the preferred delivery model, encompassing the whole life cost of the new contracts from September 2019 onwards. This is estimated at £3,381m-£5,796m, depending on demand (a range of possible scenarios has been modelled). The £7.51m displayed in the total budgeted whole life costs reflects the Project Team costs only, as these were the only known costs prior to development of the OBC. |