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DHSC Government Major Project Portfolio data, September 2017 (csv)
Updated 4 July 2018
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| Project Name | CSC Local Service Provider (LSP) Delivery Programme | Health & Social Care Network | IT Infrastructure Sourcing Programme | Medical Examiners Programme | National Proton Beam Therapy (PBT) Service Development Programme | National Data Services Development Programme | NHS Pension Re-let | NHS e-Referral Service | NHS UK | NHSmail 2 | PHE Science Hub | Procurement Transformation Programme | Visitor and Migrant NHS Cost Recovery Programme | 100000 Genomes Project |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC |
| 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/Green | Amber | Amber/Red | Amber/Red | Amber/Red | Amber/Green | Amber | Amber/Red | Amber | Amber/Green | Amber | Amber | Amber/Red | Amber |
| Description / Aims | The Programme delivers the LSP contract for IT services across health and care organisations in the North, Midlands and East of England including delivery of the strategic electronic patient record system (Lorenzo until 2022) and the safe and secure exit of all non-Lorenzo deployed services. There now only remains a single non-Lorenzo organisation that we are working with to manage a safe and secure exit from the programme. The vast majority exited as planned in July 2016. Data repatriation is forecast to be majority complete by 31 March 2018 | The Health and Social Care Network (HSCN) programme will provide the successor to the N3 network and will establish a reliable, safe and efficient way for health and social care organisations to exchange information. The programme will deliver the replacement network infrastructure and migrate customers from legacy to HSCN delivering significant cost savings. | NHSBSA (National Health Service Business Services Authority) IT Infrastructure Sourcing Programme is implementing a new IT Operating Model with a mix of internal and external supplier towers and a strengthened retained IT Organisation, that will replace the infrastructure managed service contract currently provided by Capita. The programme will be responsible for the transition of over 100 critical NHS Back office systems handling payments of over £34billion per annum on behalf of the NHS. This transition will include the implementation of new services with new suppliers, growth of new internal ICT capabilities, and the safe migration of all 100+ critical applications to new hosting arrangements to Crown Hosting Datacentres or Cloud Hosting. ??? | The objectives of the Medical Examiners Programme are: • to introduce medical examiners to provide a system of effective medical scrutiny applicable to all deaths that do not require a coroner’s investigation; • to enable medical examiners to report matters of a clinical governance nature to support local learning and changes to practice and procedures; • to increase transparency for the bereaved and offer them an opportunity to raise any concerns; • to improve the quality and accuracy of Medical Certificates of Cause of Death; and • to link the introduction of medical examiners with enhancement to related systems, especially data on avoidable mortality generated from the Learning from Deaths programme. | The intention of the NHS England (NHSE) led National PBT Service Development (NPBT) Programme is to build and deliver a national service which utilises proton beam technology for the treatment of patients who have been clinically identified to benefit from this treatment, as from 2018. This will enable the NHS to: a. provide the best treatment options for patients; b. improve patient treatment outcomes; c. provide the best possible care for patients at a lower cost and improve the patient experience; d. have a presence in common with other developed nations in the provision of leading edge cancer care treatment services using proton beam therapy. To this end, the NPBT Programme aims to ensure the effective, timely and cost-effective delivery of proton beam therapy services at two sites: The Christie Hospital Foundation Trust (TCFT) and the University College Hospital London (UCLH) in England. A critical aspect of this is the smooth transition of the Proton Overseas Programme (POP) into the national service | The aim of the Programme is to put in place effective services and activities to facilitate clinical professionals, commissioners and researchers’ legitimate need to use patient-level data to inform decision-making and provide insight into the health and care of England’s citizens. | To replace the NHS pension contract that is to expire, ensuring there is no break in the Secretary of State’s ability to meet statutory requirements to offer the NHS Pension scheme. | Deliver NHS e-Referral Service to support paperless referrals and a paperless NHS by 2018, as a centrepiece of NHS England’s response to the Government’s Digital First and transparency initiatives.As per the scope of the original OBC, this report details the NHS e-RS Live Service project within NIB Domain F: Elective Care. The report excludes the enhancement of the service through the NIB Digital Referrals project. | The NHS.UK programme is transforming the website NHS Choices, and designing a digital service that better connects patients to the information and services that they need, to empower people to take more control of their health and healthcare. The programme aim’s to create a channel shift to digital through citizen facing services and enabling technologies; resulting in reduction of demand on front line services such as Urgent and Emergency care and GP practices. The change programme will improve content and migrate to a new CMS, change the design to be mobile first and responsive, and connect people with services that help manage their health and healthcare including digital transaction services; resulting in reduced demand on front line services, improved health outcomes, and better patient experiences. NHS.uk Benefits Summary: Increase the use of local health services where appropriate, Reduce demand and cost on primary care services, Improve health and care outcomes. | The NHSmail 2 project will identify a solution and deliver a replacement to the existing NHSmail service. | The Science Hub programme, previously called Chrysalis, transferred to Public Health England on 31st March 2013. The vision under PHE has continued to develop and builds upon and strengthens the strategic case for an integrated public health service, as well as address the urgent re-provision of facilities currently at Porton. The business case is based on the delivery of a “hub and node” model for public health science through co-location of Porton research, Colindale and London HQ functions onto a site that has been purchased from GSK. The requirement for steel for this programme has not yet been decided. Following the Spending Review, an options analysis is being conducted to accomodate all the staff now in scope at various levels of risk. This will determine the requirement for construction versus refurbishment and this will determine whether the steel usage will be significant | NHS Supply Chain - Future Operating Model1. To develop strategic approach to procure services to replace NHS Supply Chain contract2. To design the Future Operating Model (FOM) for NHS Supply Chain services with a view to delivering significant savings to the NHS by achieving the following: a) Increase compliance of NHS to purchase a standard range of clinically appropriate products b) Increase uptake/volume of product purchased via NHS Supply Chain c) Utilise increased buying power to affect purchasing behaviours d) Lower the cost of product for the NHS 3. To plan and implement the chosen operating model for NHS Supply Chain to ensure delivery of service beyond October 2018 | To improve cost recovery from visitors and migrants (both EEA and non-EEA) in England to ensure that only those eligible receive free NHS healthcare. | The primary aim of this programme is to deliver the then Prime Minister , David Cameron's, commitment to sequence 100,000 whole human genome samples by December 2018. The Project has four specific aims: to bring benefit to patients and create a genomic medicine service for the NHS; to enable new scientific discovery and medical insights; to create an ethical and transparent programme based on consent; to kick start the development of a UK genomics industry. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | All actions arising from recommendations of July 2016 IPA Gate 5 Review assessment have been completed. The next IPA Review is scheduled for February 2018. | The HSCN programme was assigned an improved delivery confidence of Amber (from Amber/Red) during an Infrastructure & Projects Authority (IPA) gateway 4 review in September 2017. The review recognised the excellent progress in establishing the central infrastructure whilst also noting the major challenge ahead in migrating circa 14,000 connections from the legacy infrastructure to HSCN over the next 3 years. The programme team has accepted and is implementing all recommendations from the review with particular focus on accelerating the customer journey for migration to HSCN and monitoring early indicators to ensure intervention action is taken early if required. | IPA have acknowledged that business case approval delays resulting from Purdah have affected delivery trajectory. Infrastructure and Network Services procurements are underway and following earlier soft market testing there are an number of active suppliers still engaged in both procurement exercises. The project will work closely with suppliers to minimise delays and seek to deliver services earlier. | In order to move the RAG Rating from amber/red to amber, and then onwards to amber-green, plans are in place to ensure that there are the necessary regulations in place, the programme team undertake consistent cross-Government discussions with relevant Departments and that good stakeholder engagement and communication plans are in place. | The Delivery Confidence RAG rating is currently AMBER / RED, this is consistent with the IPA reviews undertaken in April 2017 (UCLH - PAR) / May (Programme - Gateway 0). An action plan was put in place following the April IPA review to address the Delivery Confidence RAG rating. • NHS England has also been working closely with The Christie to ensure that progress remains on track. The Christie are developing a revised Referral Portal project plan with clarified milestone and remain on target to meet the First Patient Treatment Date (FPTD). • The revised UCLH FPTD will alter the speed of ramp-up of the new NPBT service. This has been incorporated into the latest version (2nd iteration) of the Transition Plan. UCLH continue to work closely with NHS England and implement changes to their programme to control and minimise further risks and remains on track to meet the revised FPTD. | The programme's scope and approach have been revised to improve delivery confidence; and a revised Outline Business Case has been submitted for approval | An Infrastructure and Projects Authority Gateway 0/3 Review (Investment Decision) took place in February 2017, and was followed up by an Assurance of Action Plan Review on 28 June 2017, which reported a Delivery Confidence Assessment of Amber. The Review Team reported that the programme had made significant and positive progress, and that all Gateway recommendations had been actioned and completed. The Full Business Case was approved by HM Treasury on 21 April 2017, with a formal letter of confirmation of the approval and the conditions of the approval received, dated 12 June 2017. Initial services successfully transitioned from the existing supplier Equiniti upon contract end on 22 July 2017, and are embedded within NHS Pensions Operational Services. Commercial negotiations with Equiniti for ongoing transition and support until July 2018 were concluded, and contracts were signed by both parties on 8 August 2017. The IT Server and storage main build completed on 14 July 2017, and orders were placed for both Data Centre migration and for network connectivity between the two Data Centres and NHS Business Services Authority premises. The contract for Data Centre Hosting was signed by the NHS Business Services Authority and Atos on 15 September 2017. The programme remains on target to deliver to timescales, with system development and data migration on track to produce the consolidated solution which incorporates Pensioner Administration & Payroll processing into Compendia. | Following an Assurance of Action Plan (AAP) review in September 2017, the Delivery Confidence Assessment (DCA) of Amber-Red from the May 2017 Gate 0 review remained in place. Concerns were raised by the review team about the ability to deliver paper-switch off (PSO) by September 2018, despite the technical development of the programme being to schedule. It was recommended that the programme review the hard target of September 2018 in line with provider readiness and resource requirements for paper switch-off once this is understood. However, the review team felt the programme had an exemplar approach to benefits realisation. An assessment of IPA review requirements for the next phase of delivery is underway, with an interim assessment of the Paper Switch Off (PSO) programme and a Gate 0 for the Digital Referrals Programme planned for Q1 2018. Actions being taken from Q2 2017 to address these concerns included : 1. Contractual Leverage. Enhancements to NHS England standard contracts, Quality Premium and Commissioning for Quality and Innovation to leverage use of NHS e-RS . 2. Revised Implementation Strategy to support the goal of ‘paper switch off’ by October 2018. The development of an implementation model to support the ‘hard target’ of meeting the 2018 Standard Contract requirement has necessitated a rapid change in approach and mobilisation effort. The new NHS Digital implementation function and programme team is working closely with NHS England to develop, agree and roll out a joint implementation strategy, assessing the ramp up of resources required and the challenges what will be faced. This collaborative approach to implementation will be a major step-up in both focus and resource from both organisations. 3. Non-use Research Project: to investigate non-use of the system and feed into a revised strategic roadmap. 4. System Enhancements: A clear view of the enhancements and functional changes required supporting our user needs and the rollout of the service has been developed and agreed through ERAB (Electronic Referral Advisory Board) and the NHS e-RS programme board. This strategic roadmap for the next 12 months has now been published to stakeholder groups, receiving positive feedback. 5. Change request to move to a paper switch off project target rather than a utilisation target has been accepted by DDB in September, addressing concerns around a narrow, unachievable utilisation target of 100% GP to 1st outpatients. | Amber RAG rating: The IPA review in May 2017 noted significant issues around Financial Management and Approvals and sourcing digital talent across the Domain and these are currently being addressed by the programme. Action plan: Capability: Brought in resource through procurement on outcome based contracts. Recruited Head of delivery, starting 9 October. First objective will be review exisitng skill sets. Finance: Plan to bring in capability programme side, will review and iterate finance sprint outcomes. | Consistent with Q1 reporting, demand for NHSmail remains strong across core NHS organisations but also across wider health and care organisations. Service has remained stable throughout July to September. Skype for Business has seen a gradual uptake over the summer and federation with external instances has now been enabled, allowing communication between all NHSmail users and federated partners (NHS England and Leeds City Wide). Service wide Business Continuity and Disaster Recovery tested successfully during September. Following the IPA PAR recommendations and ahead of our planned GMPP Exit Review/OGC Gateway 5 Review in November 2017, the programme has started the planning activities required to transition the programme to operational service. This activity will take place in a phased manner with the first operational roles moving over in October 2017. The programme remains Amber/Green DCA reflect the current position | There is an approved risk management process that complies with Management of Risk by the Office of Government Commerce, part of the Best Management Practice series of guidance documents. The risks around scope and cost pressures are still there but are gaining clarity and options for resolution with some key decisions already made with the DH. There is also escalating involvement of the business to resolve issues, including Value Management. There is a clear change management/request for change process that must be followed. The formal stage 2 refresh review has continued. Potential misalignment with requirements are being resolved and associated costs validated. The amount of potential change and VM exercises to manage costs is a significant challenge. Key milestones achieved include production of a business change strategy, submission of outline planning permission and acquisition of the GSK Harlow site. The programme is implementing plans to minimise the risk and impact of delay during the next phase. The programme has had an outline business case approved in December 2015 and the programme is developing a full business case for submission for approval to DH and HMT in 2019. The programme has an integrated assurance and approvals plan which covers key programme processes and Treasury Approval Points. The programme status has been previously discussed in detail at the programme board and was agreed to be AMBER which aligns with the AMBER status assigned by the Gateway Review in September 2017 (targeted gateway 0). The AMBER status indicates - not yet delivered, not on schedule but expected to be delivered within the planned period/risk of non-delivery to the date agreed. | The Programme Transformation Programme (PTP) is currently assessed as 'Amber' for the following reasons: 1. Good progress has been made across the various workstreams and approvals continue to be secured for the various business cases that have come forward. 2. The programme team have actioned the recommendations proposed following the Gateway 0, 2 & 3 IPA Review held in July 2017. 3. HM Treasury have indicated Cat Towers FBC maybe approved, this will conclude all Cat Towers procurements. 4. The core Programme team will be working with DH & IPA colleagues to assess, plan and deliver a Programme Assurance Review (PAR) on the ICC Build early December 2017. 5. Submission of Supporting Technologies, Transactional Services and Logistics business cases on schedule to start the approvals process from early December 2017. | Following the election the Programme has engaged with Ministers on an updated set of priorities, which include supporting better cost recovery performance within the NHS, delivering manifesto commitments on the Immigration Health Surcharge, and defining a post-EU exit cost recovery regime. Engagement with the leadership teams from NHS England and NHS Improvement to operationalise and embed upfront charging in both NHS and non-NHS trusts continues at pace, and working groups are fully established to take this forward. Nineteen NHS trusts have recommenced piloting to test models for implementing improved eligibility checking. The final report on the outcomes of the pilots will be completed in December 2017 and will inform advice to Ministers on next steps. The SRO has commissioned a senior stocktake of the Programme's IT strand to support more effective planning and resource allocation in this area in 2018/19. NHS Improvement continue to build their capability towards taking more direct responsibility for operational improvement support. | The improved RAG rating reflects the good progress made and clear focus on preparation for transitioning the project into a Genomics Medicine Service. SRO and Programme Director continue to proactively challenge delivery partners (e.g. Genomics England on informatics and NHS England on GMCs providing samples) at the Project Delivery Board. Ministers, No 10 and the IPA understand current status, delivery challenges relating to this world-leading project. |
| Project - Start Date (Latest approved start date) | 23/06/2003 | 29/03/2012 | 01/12/2013 | 24/07/2007 | 01/01/2012 | 23/02/2015 | 05/07/2013 | 29/03/2012 | 01/04/2016 | 29/03/2012 | 28/06/2013 | 31/03/2015 | 01/09/2013 | 10/04/2013 |
| Project - End Date (Latest approved end date) | 31/03/2018 | 31/03/2021 | 30/06/2019 | 30/09/2020 | 30/05/2018 | 31/03/2020 | 21/07/2017 | 31/03/2018 | 31/12/2020 | 26/02/2021 | 30/06/2025 | 31/03/2019 | 31/03/2019 | 31/12/2018 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | Seven single Deployment Units at six NHS Trusts (already live with Lorenzo) still to be deployed under the CSC LSP Contract, all scheduled for first half of calendar year 2018. Non-Lorenzo service continues at one NHS Trust, scheduled to complete 31 March 2018. Data repatriation under the Exit and Transition part of the Programme scheduled with majority to complete 31 March 2018, with some residual activity continuing to mid-2018. | The HSCN programme remains on track to complete the remaining major objectives of completing the migration of circa 14,000 customers from legacy infrastructure to HSCN by August 2020, and making 35% savings on the cost of access connectivity, although it is recognised that due to the highly distributed and locally owned nature of the migration there are significant risks that are being carefully managed by the programme team. | Due to Purdah, there has been an 11 week delay in gaining Outline Business Case approval followed by an additional 4 week delay to allow more time for Networks suppliers to bid. However, the overall impact on the final transition within the programme has been contained to 6 weeks, subject to a successful Network procurement. | Following pause for the June 2017 General Election it was confirmed that the Medical Examiner Programme would continue and that consideration should be given to funding options. | The National Proton Beam Therapy service remains on schedule to treat the first patient in the summer of 2018 at The Christie NHS Foundation Trust. The Christie have reported that the facility readiness is progressing well. Recruitment and training is progressing to plan. UCLH is also progressing to it revised plan. | Systems are being developed using agile methodologies, with development on track to complete by March 2019 | The transition and TUPE of staff from the existing Medical Services contract with OH Assist to the new contract with Medigold Healthcare Ltd was implemented as planned on 24 July 2017, and is operating as a part of NHS Pensions Operational Services. The transition and TUPE of the Equiniti Communications Centre services and staff to NHS Pensions Operations was implemented as planned on 24 July 2017. The transition and TUPE of the Equiniti Finance functions and staff to NHS Business Services Authority Finance was implemented as planned on 24 July 2017. Work is progressing to plan for the transition of Pensioner Admistration, Pensioner Payroll Accounting & Payments, and Debt Management services to the NHS Business Services Authority by July 2018. Associated system development and data migration remains on track. All associated operational readiness activities to prepare the supporting structures, end to end processes & underlying procedures are progressing to schedule. Preparation for migration to the primary professionally managed data centre has commenced and is awaiting network connectivity to be established. The transition of services are then dependent on network links to the secondary data centre being implemented, which enables a fully disaster resilient IT solution. | The delivery of strategic change to the core e-Referral Service project is aligned with the Paperless 2020 agenda. A revised strategic programme of change for the next five years has been submitted to NIB in March 2016 and approved. Future development of the service will sit within the NIB framework. Live service is stable and Paper Switch Off (152 trusts to complete projects to transition GP to 1st outpatients referrals to e-RS) has been agreed as a ministerial target for October 2018. Future development and enhancement to the service beyond March 2018 will be delivered through the Digital Referrals PBC. This PBC will support ongoing delivery of change for a three year period. Live service costs will be managed through NHS Digital business planning processes throughout this period. An assessment of IPA review requirements for the next phase of delivery is underway, with an interim assessment of the PSO programme and a Gate 0 for the DRP planned for Q1 2018. | Milestones met: • Patients will be able to view their medical information and records via NHS.UK. Completed in Sep 2017. • PBC approved by TDIB. Draft PBC was reviewed and approved by TDIB in May 2017 and by the Ministry in July 2017, and the Treasury in early October 2017. • Delivered first 30 medicines in A to Z directory in March 2017. Then a further 20 for Expo in Sep 2017. • Complete 95 Condition pages. 120 conditions published ahead of deadline for Expo in Sep 2017. • NHS.UK platform launched for the public. Beta homepage went live 08/09/17. Direction of user traffic and performance KPIs are under discussion and will be agreed and implemented. Project starting to undergo a re-prioritiation programme and reviewing the roadmap to ensure delivery of remaining milestones. | It is planned that the programme will formally close and transfer to BaU live service wef 31 Jan 18 | The programme is a very large and challenging with a complex mix of design/capacity and business change/transformation issues. All milestones on the critical path have been completed according to schedule, including two key milestones; the outline planning permission was submitted on 8th August and the stage 2 design refresh was completed at the end of August 2017. This complex programme continues to face challenges due to the amount of potential change due to additional/revised requirements from the business to meet changing public health technologies and demands, and the need for comprehensive VM and VE exercises due to cost pressures but we have re-engaged our framework partners to plan and implement the close out of the current stage and propose solutions to the current challenges.The programme FBC is due for submission to DH in early 2019. | The PTP remains on schedule to deliver multiple new contracts to replace the single existing DHL NHS Supply Chain contract, currently managed by the NHS BSA by 1st October 2018. The programme has a clear suite of products/tools required to enable successful delivery. This will provide the NHS with an effective and efficient procurement of clinically rationalised goods, which can be procured through the NHS Supply Chain. | The Programme will continue to support improve cost recovery until at least March 2019, following post-election ministerial steers for a two year programme of work, commencment of new regulations in late 2017 and to ensure that the health and care system is able to deliver the required policy following the UK's exit from the EU. | To fulfil the vision of the Project, we are always working at the edge of known science. We have made good progress, but as with all scientific research, it takes time to get it right. This is why Genomics England, the Department of Health and NHS England have all agreed that the project will be extended from 2017 until the end of 2018. Genomics England and NHS England report that recruitment of the rare disease element of the project is going well. Delivery of the cancer element of the project remains challenging but is improving. Cancer Accelerator sites and a fast turnaround of cancer reports and additional resources should improve recruitment. The option is being explored as a contingency to open the sequencing to other research cohorts if necessary for cancer recruitment to ensure the target is met. |
| 2017/18 TOTAL Baseline £m (including Non-Government costs) | £69.44 | £155.05 | £20.80 | £0.78 | £66.64 | £19.62 | £36.40 | £28.47 | £12.00 | £18.39 | £157.51 | £29.76 | £6.23 | £77.80 |
| 2017/18 TOTAL Forecast £m (including Non-Government costs) | £78.63 | £96.12 | £15.90 | £0.80 | £62.80 | £10.60 | £36.40 | £22.62 | £12.00 | £23.80 | £185.69 | £26.34 | £6.18 | £77.80 |
| 2017/2018 Variance %age | 13% | -38% | -24% | 3% | -6% | -46% | 0% | -21% | 0% | 29% | 18% | -11% | -1% | 0% |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £2,109.85 | £699.46 | £126.71 | £43.06 | £1,247.24 | £79.39 | £274.24 | £131.17 | £79.80 | £133.05 | £11,621.88 | £134.15 | £25.53 | £392.90 |
| Departmental narrative on budget/forecast variance for 2017/18 (if variance is more than 5%) | The Revenue forecast is £6.1m lower than planned owing to a conflation of the Exit costs being lower than anticipated, as a result of more trusts exiting the contract on time as compared with the business plan, and the savings of Lorenzo service charges, as a result of deferred deployments. The forecasted Revenue underspend is reduced by the Capital forecast for 17/18 being £15.3m higher than the business plan. This higher than planned capital spend is mainly as a result of Lorenzo deployments which were planned for prior years, as per the business plan, being rescheduled to FY 17/18 and the first half of FY 18/19. The net difference is £9.2m (13%) higher spend for FY17/18 versus the baseline as per the business plan. The total forecasted programme whole life cost is £1,998.46 million of a total budgeted whole life cost of £2,109.83 million. | Baseline includes central and (anticipated) local spend. Forecast includes central spend only (i.e. local organisational spend is excluded). This is because local budgets are owned by other bodies, who do not report their HSCN spend to the programme. | The baseline is in accordance with the approved Outline Business Case, forecasts have been re-profiled to reflect the current position as reported to the Programme Board. The baseline and the forecast are both based on estimates of supplier costs which will only be properly defined during Q3 and Q4 when the supplier bids are received and reviewed. | Budget variance less than 5% | Due to delays in buildings capital costs we are £1.2m underspent in the year which will now fall into future years. This also impacts on cost of capital of £1m. Recruitment was also delayed generating an in year saving of £1m. | The variance is due to an underspend in staff resources and some delays to capital expenditure | Budget variance less than 5% | The costs are actual to August 2017. The forecast programme spend to the end of the original OBC period (Mar-18) is as per the approved FBC. The underspend in revenue and capital Pre 2016/17 reflects the delay in go live for the eRS service and the agreement of the Infrastructure as a Service FBC at a lower rate than budgeted. | Budget variance less than 5% | Overspend driven by account volumes – in part due to opening account balance being less than budgeted and in part due to a historical restatement of account volumes | Reallocation of funding from earlier years to cover changes in schedule due to scope alterations which were approved by the Science Hub Programme Board under the approved governance process. | Main factor is rephasing of Supporting Technology Transition workstream - in line with approved OBC. Also, some Intelligent Client Co-ordinator (ICC) Build expenditure rephased into 18/19 and some in year contingency released | Budget variance less than 5% | Budget variance less than 5% |
| Departmental Narrative on Budgeted Whole Life Costs | The total forecasted programme whole life cost is £1,998.46 million of a total budgeted whole life cost of £2,109.83 million. The forecast costs include the costs to deploy and run critical clinical IT systems to health and care organisations across the North, Midlands and East of England including 2,700 non-Lorenzo clinical information systems (now mostly exited) and the strategic electronic patient record system (Lorenzo). Note that the budgeted whole life costs includes £106.85 million of local costs which is not captured in the forecast programme whole life costs. | The programme remains on track to delivery in line with the whole life costs in the HSCN Full Business Cases addendum which was approved on 7 July 2017. | Although there is forecast to be cost slippage between 2017/18 and 2018/19 the impact of this is being assessed and, in part, is dependent on the analysis of the supplier bids received in Q3 and Q4. Mitigations are proposed for reducing the expenditure in 2018/19 that do not impact the delivery of the programme and these will be viewed alongside the impact of the supplier bids to set a financially stable course of action. | The whole life costs of this programme include: 1. on-going funding for two pilot sites that have implemented the medical examiner service for research purposes; 2. a one-off investment of £22m which will be released to help partners prepare for the implementation of medical examiners, covering: • the funding of a new digital system to underpin the functions of medical examiner offices; • costs related to implementation; • remuneration to other Government Departments whose digital systems will be affected by the implementation of the medical examiner service; and • the cost of introducing a new National Medical Examiner role to ensure good governance of the new service. Costs are expressed in line with the project end date 2020/21. | The public capital is to build and equip 2 Proton Beam Therapy (PBT) centres integrated into existing hospital cancer services. The capital budget is still on target, each Trust has submitted risk schedules along with mitigations which are reviewed regularly by the National PBT Programme Board. Revenue budgets continue to be managed within business case tolerances. The Trusts and NHS England continue to work on the costs that will form part of the open book period and NHS England is updating its financial model and has included accommodation costs and additional IT costs to support the Outcomes solution in programme reports. | The whole life costs have reduced due to a reduction in the programme's scope | Programme investment costs cover: - The design, procurement and implementation activites required to set up the modified service, enabling the delivery of full service continuity from July 2018. - The provision of all existing and in-sourced services until March 2025 (These costs were not included within the OBC, but were introduced within the FBC). Whole life costs are on track to the costs detailed within the approved FBC, in real terms at out-turn prices. | At Q2 2017/18 the forecast expenditure to 2017/8 remains £21m below baseline (at £110m compared to OBC figure of £131m). £7m of these forecast savings are in revenue; these are accredited to the delay in go live, with additional savings made in the contracts for IaaS and TAL. At Q2 2017/18 Capital is forecast to be £14m under forecast to 2017/18, with the bulk of this saving to be within 2016/17 and 2017/18. This estimate is subject to decisions on the subsequent transformation of eRS and has a key dependency on wider NIB strategy work streams which are yet to be confirmed. | No cost variance forecast at this stage. The second, more detailed PBC is currently being written and the baseline costs will alter based on new calculations. Discussions with the commissioner are ongoing and the programme continues to change so the PBC is not yet finalised yet. The plan is to present to TDIB in early 2018. | Budget costs taken from FBCv1.0 & Transition FBC which excludes VAT and inflation and are discounted. Includes all costs (i.e. both central and HSCIC costs) as reflected in the business case. The whole life cost for the NHS Mail 2 project over the initial term to 2020/21 has been revised to £158.99m, which is an increase of £25.96m on the original business case of £133.03m. All figures include contingency, local costs, inflation and it is assumed VAT is recoverable. | Whole life costs reflect the operating costs of the in scope activities covering the period of the programme plus a further 60 years. Costs for the 60 years are at 2023/24 prices | Whole life costs for PTP consist of both the capital and revenue spend associated with running the Programme and setting up the Future Operating Model (FOM) as detailed in the approved Programme Business Case. | The Programme's budget is agreed each year and will carefully consider its bid for 2018/19 in light of current agreed objectives | Budgeted Whole Life Costs is £392.9m for Genomics England and Health Education England (HEE). Increase in budget for 17/18 was due to an expected increase in samples being collected by GMCs and the HEE spend which is more accurately shown as addition to the baseline whole life costs. |