Transparency data
Annual Report on Major Projects 2017 to 2018, consolidated data and narratives (csv)
Updated 4 July 2018
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| Project Name | Geological Disposal Facility Programme (GDF) | Heat Networks Investment Project | Local Land Charges (LLC) Programme | Magnox & RSRL PBO Competition | New Polar Research Vessel | Sellafield Model Change (SMC) | Smart Metering Implementation Programme | UKRI Implementation Programme | 1617 New Property Model Programme | Commercial Capability Programme | Common Technology Services | Foxhound Programme | Gov UK Verify | Government as a Platform | Government Hubs Programme | ISSC2 | 700 MHz Clearance Programme | Broadband Delivery Programme | Blythe House Programme | DEFRA UNITY PROGRAMME | 30 Hrs Free Childcare Project | Apprenticeships Reform Programme | Priority School Building Programme 1 | Priority School Building Programme 2 | PSBP Private Finance | St Helena Airport | A14 Cambridge to Huntingdon Improvement Scheme | A303 Stonehenge 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 | Lower Thames Crossing | M20 Lorry Area | Midland Main Line Programme | North of England Programme | Rail Franchising Programme | Search and Rescue Helicopters | South West Route Capacity | Thameslink Programme | 100000 Genomes Project | CSC Local Service Provider (LSP) Delivery Programme | Health & Social Care Network | IT Infrastructure Sourcing Programme | Medical Examiners Programme | National Data Services Development Programme | National Proton Beam Therapy (PBT) Service Development Programme |
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| Department | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | CO | CO | CO | CO | CO | CO | CO | CO | DCMS | DCMS | DCMS | DEFRA | DfE | DfE | DfE | DfE | DfE | DFID | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | DfT | 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/Red | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | Amber | Amber | Amber/Green | Amber/Green | Amber | Amber | Amber/Red | Amber | Amber | Amber/Green | Amber | Amber | Amber | Amber | Amber/Green | Amber/Green | Amber | Amber | Amber | Amber | Amber/Green | Amber/Red | Green | Amber/Green | Amber | Amber | Amber | Amber | Amber/Red | Amber/Red | Amber/Red | Red | Amber/Red | Red | Amber | Amber/Red | Amber/Red | Green | Amber/Red | Amber | Amber | Amber/Green | Amber | Amber/Red | Amber/Red | Amber/Green | Amber/Red |
| Description / Aims | 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 i.e. we have a designated site and a site specific rather than a generic design. | The Heat Network Investment Project (HNIP) is helping create a self-sustaining heat network market through £320 million capital investment and short term actions to address market barriers. | 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 HM Land Registry under the Infrastructure Act 2015. The Programme continues to build the digital Register and Service, in addition to ensuring HM Land Registry can absorb this into business as usual functions, with this being on target for mid-2018. In line with the Chief Secretary to the Treasury’s advice in early November, the Programme has reviewed how local authority data can be introduced into the Register quicker and cheaper than the proposed original Programme Business Case. By March 2019 we will digitise, standardise and centralise LLC data and associated services from approximately 26 Local Authorities on a voluntary basis. During this time, we intend to migrate those registers: • that are wholly paper and electronic based; • from the most engaged and ready authorities; • that have high search volumes, high fees and long turnaround times. | 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). | 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 Q4 2017/18. NERC is not purchasing any steel. Steel purchased by the main contractor has due regard for the guidance and commercial best practice. | 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 UKRI Implementation Programme will create UK Research and Innovation, a single new NDPB that will integrate nine research and innovation funders: the seven Research Councils, Innovate UK, and the research funding functions of HEFCE (creating Research England). | The GPA will transform the way property is managed in the civil estate, arising from the need to manage assets more strategically and commercially. It will do so through UK-wide and departmental portfolio strategies, allied with a number of programmes including the Government Hubs programme, Smarter Working, the Whitehall Campus Strategy and the Warehouse, Storage and Depot (WSD) Strategy. The portfolio strategies and programmes promote collaboration between departments, in turn, driving productivity and efficiency. | The Commercial Capability Programme is delivering a step change in commercial capability by putting in place the key enablers that lead to a more effective function, aligned with the new functional model for Government, and staffed with professionals who are more capable and confident. To do this we are recruiting, retaining, developing and growing our own best commercial talent, helping to drive commercial common sense. | The Common Technology Services programme enables Government to transform the way Civil Servants work by supporting departments during the adoption of modern, flexible and secure technology that will increase their efficiency and deliver value for money. This includes working in partnership with Departments to develop patterns and standards for common technology components and supporting Government Property Agency with the design and delivery of shared technology at the Canary Wharf hub, including a design template for future hubs. | Design, development, build and deployment of an IT Shared Service across Government that enables them to work effectively and securely. | 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. | Deliver cross-government technology platforms to cut costs and improve productivity by providing common components and accelerate business transformation in government. | The Hubs programme will consolidate the office estate by creating a network of large, cross-government strategic hubs and supporting estate | The aim of the programme was to deliver greater value and efficiency by transforming back office operations, consolidating transactional services and sharing HR, procurement, finance and payroll functions and processes, and developing a Single Operating Platform (SOP) to further enable convergence of processes and data for government departments. | 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. | 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, and to approximately a Further 2% of UK premises beyond December 2017. Combined investment of c£1.7bn central and local Government plus supplier investment. | The objectives of the Blythe House Programme are to ensure that:1) Blythe House is put to its most efficient and effective use in order to deliver maximum value for money 2) To ensure that the Blythe House museums are able to care for their collections in the most efficient and effective way | The Defra UnITy Programme has been established to exploit the opportunity presented from the expiry of its two largest ICT contracts. The programme will run until 10/2018 to develop a delivery mechanism leveraging good outcomes in a multi vendor environment. Since aspects of implementation and transition will still be ongoing at that stage, Defra will consider whether to extend programme with a smaller defined scope or to manage via BAU teams. | 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 was rolled-out nationally from September 2017 with early implementation in some areas from September 2016 in keeping with commitments made by the Prime Minister. | 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 successfully developed and implemented a new employer levy and funding system, designed and implemented a new digital online IT system which enables employers to manage their apprenticeship programmes and established a new Institute for Apprenticeships all of which completed 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. | The Priority School Building Programme One (PSPB1) is meeting the condition need of the school buildings in the very worst condition across the country. PSBP1 Capital will rebuild and/or refurbish 214 schools through capital grant with the vast majority of schools expected to be handed over by the end of 2017, two years earlier than originally announced. To ensure value for money for the public sector, schools 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. PSBP1 Capital has 68 schools worth over £10m of which 67 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 ESFA frameworks; alternative frameworks and OJEU procurements. | Within the Public School Building Programme 2 (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. PSBP2 has 41 schools worth over £10m, one of which has its design and build contract 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. | Delivering 46 schools in the worst and most urgent need of rebuild using HMT's PF2 approach. | 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 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. | The RIS states "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". | 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 new high-frequency rail service which will increase rail-based capacity in London by up to 10% and cut journey times across London and the South East. | The East West Rail Western Section project will re-construct and upgrade a partly disused railway between Oxford and Milton Keynes / Bedford allowing for the introduction of new passenger 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 (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 from London to other major terminus in the UK offering through-trains from non-electrified lines without the need to change or attach a locomotive. The order creates over 730 jobs at a new train factory at Newton Aycliffe. | The Lower Thames Crossing will be a new free-flowing road connection close to the existing Dartford Crossing which will relieve the existing crossing of congestion and associated problems and also enable further local regional and national economic growth. The scope includes: twin 3 lane bored tunnels; 3 lane link roads between the A2 and the A13; 2 lane link roads from the A13 to the M25; and junctions connecting the new scheme to the existing road network. The tunnel will be publically financed with the roads built under a DBFM private finance contract. | The Client Scheme Requirements (CSR) retains the initial ask of a permanent solution to Operation Stack. Sifting work undertaken over 2016 resulted in a lorry holding area at the Stanford West site being a viable solution, although this was subsequently abandoned due to Judicial Review. A secondary objective of the CSR asked for fly-parking in Kent to be resolved by the provision of 24hr parking within the lorry area. Overnight parking remains one of the potential criteria in the sift for a new lorry area, together with potential use for post-Brexit border checking facilities. | Modernisation of the Midland Main Line Route to provide more passenger capacity, reduced journey times into London and between major Midland cities and electrification of the main line from Bedford to Kettering and Corby. | The enhancements provided by the North of England Programme will deliver more reliable, improved journey times and additional services resulting from improved infrastructure performance and modern rolling stock (better acceleration and deceleration, automatic doors) and increased line speeds. | To secure the provision of passenger rail services as set out under the Railways Act 1993 (as amended) by letting Rail Franchises. Current competitions as at July 2018 are: East Midlands, South Eastern and West Coast Partnerships. | To manage the delivery of a Search and Rescue Helicopter contract for the provision of search and rescue helicopter services for the UK. | Programme of infrastructure upgrades and new rolling stock to increase passenger capacity. This programme is made up of the Wessex Capacity Programme (WCP) which includes the enhancements works at Waterloo station and the rolling stock procurement. Collectively the whole South West Route Capacity programme is referred to as the Wessex Capacity Improvement Programme (WCIP) by Network Rail. 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. | A significantly enhanced high-frequency rail service which will increase rail-based capacity in London and across the wider South East and provide new journey opportunities. | 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. | 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 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. | 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 |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The rating reflects the early stages of a long term programme that involves working in partnership with communities and which has experienced slippage due to a number of external factors. In November 2017 the IPA completed a project assessment review and reported an overall Delivery Confidence Assessment of Amber. Further progress was achieved in January 2018 with the launch of two consultations: the draft Working with Communities policy and the draft National Policy Statement for Geological Disposal Infrastructure. | HNIP has undertaken detailed project planning to ensure teams are fully resourced and key risks are identified. Mitigating actions have been developed and implemented to ensure that the project is de-risked sufficiently for the successful launch of the main scheme. Specialist advice has been sought for technical project areas. Lessons learned and process evaluation from the Pilot Scheme have fed into Main Scheme design in order to increase delivery confidence. | In line with the newly approved Phase1 approach, we have : • defined our high level delivery plan; • redrafted and agreed our procurement strategy; • reshaped our delivery team structure to focus on implementation; • started re-engaging with Phase 1 local authorities to ensure we can move to migration. | The Secretary of State for Business, Energy and Industrial Strategy approved the termination of the target cost contract with the Cavendish Fluor Partnership (CFP) effective 1st September 2017, with a two year notice period. As a result of the decision to terminate the contract the original Business Case benefits will not be realised as planned. A revised set of milestones (benefits) has been agreed as part of BEIS/HMT Ministerial sign off to the termination arrangements. In line with the notice provisions in the original target cost contract, revised arrangements have been put in place with the CFP for the period to the end of August 2019. Of the agreed 49 contract milestones for the termination phase, all are currently forecast to be delivered by the end of the current contract. At the end Quarter 3 of 2017, 14 milestones have been achieved, 23 are on target, 4 are behind with a possibility of recovery, and 8 are forecast to miss their individual milestone dates but will be achieved before the contract formally closes at the end of August 2019. | NERCs Programme Office has been monitoring all the IPA actions, which are now all in progress or closed. This activity is on schedule. | This complex programme of work is progressing well, completing its consolidation phase in line with the original 12-18 month estimate and setting out plans for transforming the Sellafield business. Engagement with Government regarding Sellafield Model Change (SMC) has been improved through the establishment of an SMC Engagement Group which meets regularly to consider the requirements of Government in light of the progress made. Plans have been developed to bring an update on the Outline Business Case to Major Projects Review Group in 2018, and Nuclear Decommissioning Authority are working with Government representatives to ensure that this update sets out the progress made in delivery, as well as setting out the plans for safeguarding the future delivery of benefits within the established subsidiary Model. | The most recent IPA review assessed the Programme as Amber. This reflected good progress but recognised that there remained a number of areas requiring close management attention. | Success framework is being developed, organisational design completed and process on track for completion on Day 1, and new Corporate HR Function established and recruitment is being handed over. Three year transformation plan in progress and first draft has been reviewed by the UKRI Board. UKRI Board has been established and Senior Operation Roles in place. Freedoms and Flexibilities in the Governance Framework have been endorsed by BEIS ExCo. | Significant progress made by Shadow GPA since the OBC was approved. A revised Business case was issued in autumn of 2017 at which point there was another IPA review to assess progress, risks and viability of the business case. | Over 17/18 the Commercial Capability Programme has firmly established the Government Commercial Organisation (GCO) as the central single employer of senior commercial staff across central government. Service maturity activities to enhance GCO services to recruit, retain and develop staff are underway and the population it employs and services continues to grow. This programme impacting senior commercial staff across central government is transitioning into full BAU operations by the end of the year. | The programme has developed an action plan to respond to the IPA's recommendations, and is on track to complete this during quarter 4 17/18. The plan includes continuing to improve programme governance processes and reporting on benefits realisation. | The Programme has moved from an 'Amber' RAG status by the IPA in 2016 to an 'Amber-Green' one in 2017, reflecting the substantial progress made by the Programme over the last year. | The programme's status is amber. This reflects the programme's technical delivery, which was rated GREEN by the IPA review team, but also reflects the challenges in achieving the necessary user volumes to the timescales initially planned. A revised strategic approach to digital identity, and business case, have since been developed and work is ongoing to agree this revised approach. | The programme is still experiencing difficulties recruiting to a number of technical roles. The programme is augmenting Civil Servant capability with interims and services where needed to maintain delivery. Progress against targets remains good and business Case benefits remain on target. | Final working arrangements for the phase 1 Joint Delivery Team are currently being worked through. A new organisational structure for the Programmes Directorate in GPA came into effect on 1 August 2017 and there has been a distinct shift in the focus of work to encompass a wider portfolio of programmes within the Directorate. Ann Carter-Gray continues to act as SRO and Programme Director. GPA are conducting an internal challenge session to review the programme plan for Phase 2 projects. ensuring those projects that deliver the greatest benefits are given the most priority. Key risk areas include a dip in engagement from Departments - mitigated by programme directors presence on DWP and HMRC programme boards, MGER commitment to the programme, continual engagement at the Customer Board. The Lack of commitment by occupiers to Smart Working - mitigated by cross-government Smart Working Policy (PAS3000). Cross-government delivery board agreement received for the smart working programme strategy making smart working a discrete programme separate to the hubs programme. The Disclosure of commercial information prejudicing negotiation position - mitigated by firm control of documentation and information, NDAs and media handling strategy." | Since last report all departments have now successfully migrated onto the single operating platform, taking into account IPA recommendations. | Project continues to meet the milestones as per our business case | An IPA Gateway 5 was undertaken in January 2018 providing the programme with a Delivery Confidence Assessment of Amber/Green | An IPA PAR review is scheduled for May 2018. The level of complexity in the programme will remain high until completion of all the museums' respective Full Business Cases in 2018/19 | The improved Amber rating reflects the increased level of confidence in the Programme's delivery, whilst taking into account the complexities and level of activity that remains in a challenging environment. | Since the Amber delivery confidence assessment, DfE has continued to work closely with HMRC to resolve a number of Childcare Service technical issues affecting parent applications, effectively communicate the 30 hours application process to parents and encourage early applications for the spring and summer terms, to avoid disappointment. DfE and its delivery contractor, Childcare Works, are providing targeted and tailored support to a small number of high risk local authorities (LAs) to ensure plans are in place to deliver sufficient 30 hours childcare places to meet demand in the summer term. DfE has also awarded £7.7m grant funding to 147 LAs to fund a range of activity that will directly support delivery of 30 hours childcare in the summer term. | Provider register published. Institute for Apprenticeships established. Apprenticeship levy in effect. | A number of external factors continue to impact the programme, the most significant being the recovery of the construction market. We continue to experience a lack of interest from contractors in the new batches of schools being released into procurement and contractors continue to seek additional funding. This has resulted in delays against our internal delivery programme, 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. There is growing evidence of a significant increase in demand for construction capacity leading to cost pressures to deliver the programme to the agreed timeframe and capital budget. This is being addressed as more detailed feasibility assessments are made of the individual projects. PSBP2 is at an early stage of development and the SRO is confident that good progress is being made. | 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 45 of the 46 schools and the remaining school is ahead of schedule. We do not anticipate any further delays as construction is almost complete | Work has taken place to better understand the operating conditions at the airport. This has allowed the airport to receive flights, including test flights, emergency medical evacuation flights and a repatriation flight for islanders stranded when the Royal Mail Ship St Helena broke down earlier this year. Having a better understanding of the operating conditions at the airport allowed the St Helena Government to contract SA Airlink, following an international procurement process, to provide a weekly scheduled air service to and from St Helena. On 21 August SA Airlink successfully completed a “proving” flight to demonstrate to the South African Civil Aviation Authority (SACAA) operational proficiency in terms of Extended Range Twin Engine Operations (ETOPS) requirements. SA Airlink, the St Helena Government and the airport now have all the required certification to begin the air service. On 21 September tickets went on sale for the air service, which is expected to start 14 October 2017. The service will operate on a commercial basis and aims to minimise the need for UK Government subsidy for access to the island. | The project is on track and to ensure successful, timely delivery of the project, the Project Board continues to monitor progress. | The IPA Delivery Confidence Assessment of Amber reflects the progress made by the project in setting itself up for successful delivery. The government’s preferred route was announced by the Secretary of State for Transport on 12 September 2017 and funding for the Development Phase of the project was approved by the Chief Secretary to the Treasury on 29 August 2017. Since then, the Management Case for the project has been approved and the project has made significant progress in developing the design and engaging with stakeholders to secure their views informally and through statutory consultation which commenced on 8 February 2018. | 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. On 5 June 2018 the Government laid before Parliament the proposed Airports National Policy Statement (NPS) supporting a new Northwest runway at Heathrow Airport. Following a vote on 25 June 2018 with a majority of 296 and support from across the House, the Airports NPS was designated as Government policy on 26 June 2018. The programme now moves into a new phase where Heathrow Airport Limited (HAL) is expected to submit a development consent application. The role of Government is to act as an enabler and facilitator to the programme where appropriate – Government and Heathrow confirmed their intention to work together to deliver a new runway from 2026 in the Relationship Framework Document. Resources and governance arrangements have been identified to progress the current phase of the programme and will be developed further. The Programme and HAL will work with the IPA’s Project Initiation Routemap Team to plan a governance study and full Routemap exercise in autumn 2018. | The project is now over 90% complete and is entering its final stages. Cost and schedule pressures are increasing. The Department, as well as Transport for London (with the assurance of the Project Representatives) have increased governance to closely monitor progress. | The project is progressing on schedule and on budget. Following a review by the IPA in June 2017 and recommendations from the National Infrastructure Commission (NIC), work has been done to ensure the programme’s strategic objectives are aligned with the wider Oxford-Cambridge corridor. The project has been reclassified as a Major Project, with a new structure and reinforced team. Following the announcement from the Secretary of State in December 2016, the East West Rail Company, first in a shadow form, identified cost reduction measures and designed a new delivery model, clarifying the respective roles of the department, Network Rail and the delivery partner. | Improved governance and programme management are resulting in the integrated industry approach. Since Sir Peter Hendy's report all major milestones have been achieved. Intercity Express Trains have been successfully introduced on the route, and electric services are now running between Didcot and Paddington. After the National Audit Office and Public Accounts Committee recommendations the business case has been revised and the decision was taken to reduce the scope of electrification. | The Amber/Red Assessment is noted by the SRO and reflects the overall complexity of the programme. In July 2017 a number of important announcements were made, these included: o The decision to award the first stage of the civil engineering contracts for Phase One; o Deposit of the hybrid Bill for the Phase 2a seeking powers to build the route from West Midlands to Crewe; and o Confirming the remainder of the route from Crewe to Manchester and from the West Midlands to Leeds (Phase 2b). o A number of consultations were launched: on the development of a Crewe Hub, on the location of the Phase 2b Eastern Leg Rolling Stock Depot, and on the scope and methodology for the Phase 2b environmental assessment. o An update on selecting a Master Development Partner for Euston was also announced. Following the publishing of the Pre-Qualification Questionnaire (PQQ), a shortlist of five tenderers were identified in July 2017. These tenderers were invited to participate in dialogue over the procurement. Invitations To Tender (ITTs) were also issued for the four Station Design contracts, for Phase One. | The risks to the Intercity Express Programme (IEP) delivery schedule that were flagged in the IPA Delivery Confidence Assessment (DCA) have been managed robustly and the Department achieved successful delivery of the first trains into service in October 2017. Steps are being taken to improve the rollout backlog. A weekly Taskforce and fortnightly Delivery Board was implemented to oversee the delivery of the first bi-mode trains on the Great Western Mainline (GWML) and this has been replicated for the East Coast Mainline fleet delivery. | The IPA Delivery Confidence Assessment (DCA) of Amber Red reflects the project status prior to Preferred Route Announcement. The government's preferred route was announced by the Secretary of State for Transport on 12 April 2017 and funding for the Development Phase of the project was approved by the Chief Secretary to the Treasury on 25 September 2017. Since this time significant progress has been made in developing the design, engaging with stakeholders to secure their views and securing the right resources to lead and deliver the project. | A judicial challenge was lodged against the project in October 2016. The Highways England (HE) project team explored ways to minimise impact on the claimant by altering the scheme design. Advice received from external legal counsel throughout 2017 reinforced low delivery confidence and the Government was unable to defend against legal challenge. The Government cancelled the project in November 2017 and immediately relaunched a new scheme scheduled for delivery 2023-24; this scheme is presently at stage 1 consultation. The new specification includes an interim solution which will be delivered in spring 2019, on which work has started. Both of these schemes are delivering against the new timelines. | Costs and schedule continue to be closely monitored by the Department. The Midland Main Line (MML) programme Key Output One (KO1) includes capacity works to enable a six trains per hour timetable as well as line speed enhancements, journey time reductions and full electrification of the London to Kettering and Corby route. Following the decision not to progress with MML Key Output two (full electrification to Sheffield / Nottingham), the decision was taken to operate a new fleet of bi-mode trains on the route, specified through the East Midlands Franchise. Key Output 1a consists of the works to enable the use of these bi-mode trains on electrified sections of the route and optimise the benefits of their use. The Full Business Case authorising delivery of Key Output 1 was approved in September 2017. An Outline Business Case for Key Output 1a was approved in March 2018. A commit to deliver decision for Key Output 1a will be taken in late 2018/early 2019. Work has taken place on Reference Class Forecasting to strengthen financial and schedule forecasts, utilising external expertise. Assurance for the programme continues to be carried out. | Since September 2017, substantial progress has been made in all areas of the programme. The Amber-Red Assessment reflects the complexity and risk to the programme and its various delivery stages. Constructive working relationships between the Department for Transport, Network Rail, Rail North, delivery partners, customers and stakeholders are well established and progress on the programme is going well to facilitate further success. Costs and schedule continue to be closely monitored regularly by the team. The Ordsall Chord has been completed, with the first passenger train to use the chord on the 10 December 2017, linking Manchester’s three main stations for the first time, and later this year it will provide more frequent services to Manchester Airport for passengers across the north. Huyton Roby Phase 2 was also completed, enabling additional capacity on the route between Liverpool and Manchester. The route upgrades across the North West and Yorkshire, including between Manchester, Bolton, Preston and Blackpool are well under way. The upgrade to Liverpool Lime Street station continued over the 2017 Christmas period. When complete during 2018, it will have longer platforms, improved signalling, enabling more frequent services next year. Blackburn depot was completed in October 2017, supporting the north’s growing train fleet. Trans-Pennine Route Upgrade development work report was received from Network Rail in December 2017. Work is ongoing to analyse the development options and start business case appraisal to be completed during 2018. Improvements are also taking place from Manchester across the Pennines, including on the Calder Valley route to Bradford. | The IPA amber/red Confidence rating recognises the strategic challenges that the Rail Franchising programme faces. Despite the work load represented by the current franchise programme – unprecedented since the start of privatisation – there is full confidence in the franchise team and its leadership. There are sound processes for setting up project teams and that templates exist for all the necessary management tools and contract frameworks. However the department is always looking at how to improve its processes in response to changing external conditions. | This project has been delivered with the three remaining bases transitioned on time and to budget. The recommendations of the Gateway 5 Review team are currently being implemented. | The amber/red Delivery Confidence Assessment reflected interface issues and risks related to the change of the franchise, the technical risks ahead of the August 2017 blockade at Waterloo and the operational solutions developed to manage these. All these risks were managed effectively and the milestones were achieved in August 17. A few snagging issues from the three week blockade were also completed and closed out in November 17 successfully. | The Thameslink Programme is a circa £7bn project which will increase capacity and improve accessibility to, from and through the heart of London. The Department in collaboration with Govia Thameslink Railway has agreed that the new Thameslink timetable should be progressively introduced May 2018 to December 2019 so that changes are made at a more manageable pace than originally planned. Good progress has been made on delivering the infrastructure and rolling stock projects which near completion in December 2018. The first of these timetable changes was introduced by Govia Thameslink Railway (GTR) in May 2018 and resulted in substantial disruption to rail services. The Department and rail industry stakeholders are working with GTR through an Industry Readiness Board to stabilise the current level of services and then to deliver the planned timetable. This board will continue to assess readiness for the subsequent timetable changes. The Office of Rail and Road has been asked to conduct an inquiry into how the timetable change was delivered. | 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. | 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 programme's scope and approach have been revised to improve delivery confidence; and a revised Outline Business Case has been submitted for approval | 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. |
| Project - Start Date (Latest approved start date) | 30/06/08 | 25/11/15 | 01/03/14 | 03/04/12 | 01/05/14 | 13/01/15 | 02/12/09 | 01/01/16 | 01/04/15 | 01/01/15 | 01/04/16 | 01/09/13 | 01/04/12 | 31/12/15 | 01/05/15 | 28/12/12 | 13/1/2016 | 6/12/2010 | 25/11/2015 | 1/11/2014 | 11/05/15 | 08/05/15 | 19/07/11 | 01/05/14 | 19/07/11 | 15/03/05 | 01/09/12 | 01/12/14 | 01/07/15 | 22/07/08 | 31/10/12 | 01/12/11 | 28/02/11 | 01/06/05 | 30/05/14 | 25/11/15 | 01/01/11 | 23/07/09 | 26/03/13 | 08/02/11 | 16/07/12 | 01/07/05 | 10/04/13 | 23/06/03 | 29/03/12 | 01/12/13 | 24/07/07 | 23/02/15 | 01/01/12 |
| Project - End Date (Latest approved end date) | 31/12/40 | 31/03/21 | 17/11/23 | 31/08/15 | 31/12/22 | 24/05/17 | 31/12/20 | 01/10/18 | 01/04/21 | 31/03/18 | 31/03/20 | 31/12/18 | 31/03/20 | 31/03/21 | 31/03/25 | 28/03/21 | 1/1/2022 | 31/12/2020 | 31/3/2023 | 31/10/2018 | 30/09/18 | 01/04/21 | 19/09/21 | 31/12/22 | 01/07/43 | 31/08/26 | 30/09/21 | 01/06/26 | 31/12/29 | 31/12/19 | 31/03/24 | 31/12/24 | 31/12/33 | 06/02/20 | 31/07/28 | 20/01/18 | 31/12/24 | 31/12/22 | 01/12/19 | 08/09/17 | 31/12/19 | 31/12/26 | 31/12/18 | 31/03/18 | 31/03/21 | 30/06/19 | 30/09/20 | 31/03/20 | 30/05/18 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | 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. | HNIP main scheme schedule is on track to revised launched dates, with key milestones baselined as part of the Outline Business Case approval process. | Programme has been re-planned in January 2018, to reflect the recently approved Phase 1 approach, by HM Treasury. All milestones have been reviewed and updated in the new plan. | The current contract with CFP will terminate at the end of August 2019 after 5 years rather than its full term of 14 years. The NDA has established a Transition Project that will establish arrangements for a replacement operating model / contracting structure for Magnox to be put in place by the time the current contract ends. | Programme is on track to deliver to its agreed schedule. | In 2014, the original Sellafield Model Change programme set out four tranches (decision, transition, consolidation and transformation). The programme of work has now completed its consolidation phase with the plans for transformation at Sellafield receiving approval from the Sellafield Board, within the original 12-18 month estimate set out in SMC. The overall approach to transformation at Sellafield is making good progress towards delivering real impact in FY 17/18, and continuing work to deliver change within the organisation to deliver against the stated SMC benefits | On schedule for 2020 subject to energy suppliers accelerating their rollouts in line with their plans provided to Ofgem. | Schedule on track. | The NPM Programme remains on schedule to launch on 1 April 2018 | On track to deliver key enablers within scope by end March 2018 | The programme remains on track to complete in March 2020. | The Programme has continued to make good progress with all core components of the system now underway and in the delivery pipeline. The Programme has now implemented the system to its Full Business Case partners as well as consuming a number of new Brexit-driven Partners. The overall risks around technology development timelines continues to reduce but challenges remain around enhanced roll-out to multiple new partners to time. The Programme agreed with the IPA in autumn 2017 that end March 2019 is an achievable target date for Programme closure. The Service Organisation is well established and is increasingly picking up work transitioning from the Programme. The Target Operating Model aims to deliver significant Programme transition to the DfID organisation managing the Service through 2018. | User volumes have been lower than forecast due to slower than anticipated digital transformation across government. Work is underway to develop cross-government agreement on the approach to digital identity in the intermediate term. The programme continues to iterate the product to ensure that it meets HMG's needs. | Progress has been good in quarter 2 with adoption of Notify ahead of target (49 adopting services vs a target of 50 for end of 17/18), and the adoption of Pay and PaaS increasing (Pay 3 adopting services vs a target of 11 for end of 17/18, PaaS 8 adopting services vs a target of 10 for end of 17/18), and delivery of features to enable further adoption progressing. Challenges continue to remain around recruitment and resourcing, with all teams operating below target headcount. | The programme was rebaselined from 31/3/2015. This reflected later than anticipated project initiation for some hubs. The change ensures benefits are properly captured on a 10 and 20 year NPV basis | All government go-lives on the Single Operating Platform (SOP) have now taken place. MPs go-live onto separate P-SOP took place in Feb 2018. 2021 is the date of the final contractual milestone. With the P-SOP go-live in Feb 2018, the programme is expected to formally close and transition to service delivery. | The September 2017 review confirmed that delivery was on track and that remained the case at the end of 2017. Clearance events continue to take place in 2018. | 95% UK superfast coverage was reached on target by December 2017. | The Victoria & Albert Museum Programme submitted its contingency plan to DCMS and HMT during Q2, a condition of the Treasury Approval Point given in March 2017. The Science Museum Group and British Museums Outline Business Cases were approved at TAP in March 2017. The V&A will submit an Overall Business Case for its preferred option in the third quarter, and all three partner museums will progress to Full Business Case stage during 2018/19. | The high level plan for UNITY continues to make significant progress towards the replacement of services in line with current incumbent contract end dates, and takes into consideration wider Departmental initiatives such as EU Exit. | The project remains on schedule, with 30 hours childcare places being delivered nationwide from September 2017. The project closure date has been extended to 30 September 2018 to enable the project to effectively monitor and manage a full year of delivery before moving to a business as usual state, rather than as a result of any delay to national rollout. | Critical milestones and schedule remain on track. Transfers minimum viable service Apr 2018, Non-Levy Beta Apr 2018, Frameworks to standards shift complete Mar 2020. | PSBP1 has met the target of delivering the majority of its schemes by Dec-17 as anticipated. | PSBP2 although in the early stages does not at this point indicate any overall delays in delivery. | No deviation from planned schedule. Schedule nearly complete and no anticipated delays | 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 preliminary design process. A statutory pre-application public consultation was held between February and April 2018 as part of the Development Consent Order (DCO) Process. The DCO submission is planned for September 2018. | 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. On 5 June 2018 the Government published and laid the proposed Airports National Policy Statement (NPS) supporting a new Northwest runway at Heathrow Airport for a vote on designation. Following a vote on 25 June 2018 with a majority of 296 and support from across the House, the Airports NPS was designated as Government policy on 26 June 2018. The programme now moves into a new phase where Heathrow Airport Limited (HAL) is expected to take forward its development consent application including a further consultation with local residents and stakeholders on its scheme design and airspace changes. The end date of the programme reflects the Airports Commission’s assessment of need for new airport capacity by 2030. This is also in line with the proposed Airports NPS published on 5 June 2018 which refers to development anticipated to be required by 2030. HAL is planning to take forward a Development Consent Order (DCO) application and start operations from a new runway in 2026. This date may be revised as scheme planning progresses. | Crossrail Ltd report that the overall completion date will be maintained. There are increasing challenges as we enter the final stages of the project and risks are being closely monitored. The Project Representative, who reports directly to the Department and Transport for London, provide ongoing assurance on the project schedule and flag any potential deviation on the schedule to both Sponsors where corrective action can be taken. | Phase 1 was completed on schedule in December 2016. Phase 2 of the Western Section is currently underway and is expected to be delivered by 31 March 2024. Following a challenge set by the Secretary of State, the East West Rail Company is identifying opportunities to accelerate the delivery. Synergies with HS2 were also identified, which should reduce the risk of delays of the delivery of the section parallel to HS2. The Government approved the creation of East West Rail Company in November 2017. | No deviation from schedule to report. | HS2 is continuing to make progress against the schedule with train services for Phase One are due to commence in 2026, Phase 2a 2027 and Phase 2b 2033. Since the High Speed Rail (London – West Midlands) Act 2017 received Royal Assent in February 2017, extensive progress has been made on a wide variety of different areas, ensuring that HS2 Phase One is on target to be completed on time and on budget. Works to enable the construction of the railway are underway in various locations along the line of route including Euston, Old Oak Common, the Colne Valley and Birmingham. The programme to acquire the land necessary to construct the railway has started, the first temporary track closures at Euston have taken place and depot clearance at Old Oak Common with Stage once commencing in March 2018. Environmental mitigation works, such as those to create new animal habitats, have also begun. The £6.6bn Main Works Civil Engineering contracts have been awarded and work to design the main elements of the railway is underway. The procurement processes for the Euston Master Development Partner, London stations construction contracts, rolling stock and rail systems contracts have been launched. Meanwhile, the first recipients of the £40m Community & Environment and Business & Local Economy Funds have been chosen, and the HS2 Woodland and Road Safety Funds have also been launched. Royal Assent of the Phase 2a hybrid Bill remains on track for December 2019. | The first trains entered into service in October 2017 on the Great Western Main Line. Intercity Express Programme trains are due to enter service on the East Coast Main Line (ECML) towards the end of 2018. Lessons learned on the GWML fleet introduction are being applied to the ECML fleet delivery to ensure smooth rollout. Steps are being taken to ensure that IEP implementation is a core requirement in the East Coast Franchise discussions. | The decision to part privately finance the project changed the delivery timetable. The revised road open date is now 2027 . | Following legal advice subsequent to the scheme being judicially reviewed, the Government withdrew the decision to build a lorry park at Stanford West in November 2017. An interim contraflow to allow two way traffic flow on M20 when operations are in place is underway and will be delivered in spring 2019. The process to find a permanent solution to Operation Stack has now been relaunched and is presently undergoing stage 1 consultation. The scheme is on track for its revised delivery date in 2023-24. | Electrification from London St. Pancras to Kettering and Corby, as well as capacity works on the whole route is due to be completed by 2020. Infrastructure to enable the operation of bi-mode trains will be completed thereafter. | Key programme delivery milestones have been challenging. Upgrades between Manchester and Preston, via Bolton have been delayed, in particular owing to difficult ground conditions. As a result, the service improvements that this will enable are now scheduled to be implemented progressively from December 2018, rather than May 2018. These risks are monitored on a regular monthly basis including at the Programme Delivery Group Meetings. | Proactive management of rail franchise schedule led to the most recent publication (July 2017) with several competitions being retimed. o Cross Country – Retimed by using two of 13 additional rail periods. This ensured an adequate ‘decoupling’ from the East Midlands franchise, with which it shares a similar pool of potential bidders. This should maximise bidder interest and competitive tension, improving the Department's ability to achieve best value for money. o East Midlands – This was retimed to de-conflict it from the South Eastern and West Coast Partnerships franchises, as per the recommendation of the Brown review. If unresolved, clashes could lead to reduced quality bids, a reduced number of bidders, strain on the supplier market and extra pressure on NR and DfT resources to support the franchise competitions. o West Midlands – Additional time was required to allow franchise bidders to conclude their bids along with delays associated with pre-election period. This has now been contracted (August 2017) and service started in December 2017. | The final three bases transitioned to operations under the UK Search & Rescue Helicopters (SAR H) contract as planned in April and July 2017. MCA's management of the UK SAR H contract now reflects a steady state phase of operations that will continue until transition-out commences in April 2023. A Gateway 5 Review by an IPA-appointed team took place in early December 2017 resulting in a final report with a Green Delivery Confidence Assessment. | The Reading 10 car service and the December 2017 milestones allowing 10 car services to non-suburban lines were met. All 30 of the new train units are now in use and have received positive response from passengers with regards to comfort, information display and room on the carriages. Waterloo International Terminal is due to open in December 2018 and the programme of works is on track for completion. | The Thameslink Programme is a circa £7bn project which will increase capacity and improve accessibility to, from and through the heart of London. The Department in collaboration with Govia Thameslink Railway has agreed that the new Thameslink timetable should be progressively introduced May 2018 to December 2019 so that changes are made at a more manageable pace than originally planned. Good progress has been made on delivering the infrastructure and rolling stock projects which near completion in December 2018. The first of these timetable changes was introduced by Govia Thameslink Railway (GTR) in May 2018 and resulted in substantial disruption to rail services. The Department and rail industry stakeholders are working with GTR through an Industry Readiness Board to stabilise the current level of services and then to deliver the planned timetable. This board will continue to assess readiness for the subsequent timetable changes. The Office of Rail and Road has been asked to conduct an inquiry into how the timetable change was delivered. | 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. | 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. | Systems are being developed using agile methodologies, with development on track to complete by March 2019 | 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. |
| 2016/17 TOTAL Baseline £m (including Non-Government costs) | £32.24 | £33.67 | £25.80 | £572.00 | £113.00 | £2,341.70 | £736.51 | £9.40 | £11.10 | £9.20 | £12.20 | £27.60 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £23.00 | £86.50 | £380.30 | £103.70 | £236.10 | £62.60 | £197.60 | £409.10 | £2,036.10 | £381.85 | £402.25 | £186.50 | £6.00 | £414.90 | £15.60 | £14.70 | £972.02 | £14.90 | £876.90 | £1,845.80 | £224.90 | £49.90 | £153.70 | £271.60 | £494.30 | £8.70 | £224.30 | £193.72 | £22.00 | £77.80 | £69.44 | £155.05 | £20.80 | £0.78 | £19.62 | £66.64 |
| 2016/17 TOTAL Forecast £m (including Non-Government costs) | £32.25 | £21.60 | £13.60 | £555.00 | £111.00 | £2,260.70 | £737.76 | £9.40 | £11.10 | £9.20 | £11.70 | £33.05 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £22.00 | £86.50 | £323.00 | £91.70 | £187.60 | £68.41 | £162.60 | £436.90 | £1,684.10 | £319.29 | £100.91 | £190.10 | £6.50 | £363.90 | £15.60 | £8.80 | £1,857.10 | £58.60 | £789.90 | £1,845.80 | £242.80 | £49.90 | £5.60 | £270.70 | £629.90 | £8.70 | £204.40 | £226.32 | £22.00 | £77.80 | £78.63 | £96.12 | £15.90 | £0.80 | £10.60 | £62.80 |
| 2016/2017 Variance %age | 0% | -36% | -47% | -3% | -2% | -3% | 0% | 0% | 0% | 0% | -4% | 20% | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | -4% | 0% | -15% | -12% | -21% | 9% | -18% | 7% | -17% | -16% | -75% | 2% | 8% | -12% | 0% | -40% | 91% | 293% | -10% | 0% | 8% | 0% | -96% | 0% | 27% | 0% | -9% | 17% | 0% | 0% | 13% | -38% | -24% | 3% | -46% | -6% |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £12,131.50 | £365.98 | £193.30 | £3,081.00 | £1,403.00 | £30,011.20 | £17,215.78 | £9.40 | £93.93 | £20.60 | £52.60 | £174.30 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) | £90.00 | £638.87 | £2,728.50 | £594.92 | £2,439.21 | £338.00 | £1,048.40 | £1,920.72 | £11,347.50 | £2,313.79 | £2,089.31 | £2,652.00 | £445.12 | £1,423.80 | £1,901.90 | £22,747.00 | £14,768.87 | £1,465.80 | £5,507.00 | £55,700.00 | £6,679.25 | £4,648.80 | £246.50 | £1,521.60 | £5,114.90 | £35.30 | £2,157.40 | £734.70 | £7,210.00 | £392.90 | £2,109.85 | £699.46 | £126.71 | £43.06 | £79.39 | £1,247.24 |
| Departmental narrative on budget/forecast variance for 2016/17 (if variance is more than 5%) | Budget variance less than 5% | Budget is underspent due to main scheme set up being moved back as part of re-planning. This has caused delivery costs to move into latter years. | The in year underspends reflect the delays to approvals of the Programme Business Case. Activities have now been re-baselined and the spend profile rephased accordingly. | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | The 17/18 forecast is lower than budgeted due to an extended business case approval period (Apr-Sept 2017) which limited the programme's ability to recruit and commit funding during 17/18. | Higher forecast for 17/18 now identified as a result of provisioning more of the system to new partners, but not at the Cabinet Office's expense | 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 2017/18. | Budget variance less than 5% | Budget variance less than 5% | Revised forecast is as the result of a comprehensive exercise to re-baseline the programme's costs and benefits. | The OFCOM capital budget has been increased to £86.3m to reflect the approved budget supplementary amendments. The 2017-18 OFCOM YTD capital spend is £67,183k and the FY forecast is £84,297k. The YTD spend is £10.4m under budget due to delays & rephasing of groundworks, site costs at Emley Moore, Reigate and Rowridge and rephasing various other works. The FY forecast has decreased from December by £818k due to further rephrasing of various works to 18-19, the largest relating to Emerly More temporary masts, supplier mobilization and Muxco own costs. | Rate of spend has decreased in 2017/18 as a result of delivery now focused in harder to reach areas which require more planning time and more complex wayleaves before deployment can take place. Also, in 2017/18 Openreach focused on commercial delivery (areas not requiring public subsidy) at the expense of BDUK delivery, in order to support the 95% UK target. This was agreed with Ministers. | An additional £55.8m was approved by HM Treasury in March 2017 taking the total amount of capital released to date to £61.2m (£5.4m was approved by HMT Treasury in June 2016). The forecast of £68.41m is based on the first draft of the museums' OBCs submitted in spring 2016 and the baseline £62.60m is based on the original HM Treasury capital allocation. | Variance primarily as a result of discounts realised from negotiated incumbent savings. | The 7% variance from baseline costs for 2017-18 are primarily as a result of updates to account for changes to ONS population projections, which have increased the forecast of the Dedicated Schools Grant (DSG) to fund the extended 30 hours entitlement. 30 hours entitlement is a demand-led project and the DSG costs are modelled on what we currently know and understand about the population and estimated take-up of the offer. | The 2017/18 forecast costs are 17% below baseline as we are forecasting a participation budget underspend in 2017/18. This budget is very difficult to forecast as there is a lot of uncertainty around employer behaviour following the introduction of the new levy. Starts delivered since introduction of the Levy in May continue to be very low and show a reduction of 61% compared to the same time last year. The new levy has transformed the way that Apprenticeships operate in addition to the transition from frameworks to standards. This is a lot of change for both employers and the market to get used to . Employer behaviour is hard to predict and it is very difficult to accurately forecast spend during a period of such uncertainty. Our updated forecast for 2017/18 reflects the reduction in the number of starts and also the slippage in our other spending plans as the need for enhancements to the Apprenticeships Funding Service are assessed. This has resulted in an expected underspend compared to baseline in 2017/18. As employers have 2 years to spend their levy funds It is likely that spending will increase in the next financial year resulting in higher than expected costs in 2019/20 and onwards. There is still a high level of uncertainty around these forecasts . Enhancements and changes to the Apprenticeships Funding Service are still being planned and the split between investment in change and Recurring new costs reflects current known plans. This will be updated as further enhancements obtain ministerial approval. | PSBP1 is heading towards the final stages of the programme and the schemes with contracts awarded over the last few months and those still awaiting financial close are the more problematic schemes. This has led to inevitable slippage and has impacted the delivery profile. Since then, the programme has delivered the majority of its schemes by 31st December 2017. | PSBP2 was originally forecast to follow a smooth construction spend profile, however during the roll out, it immediately became clear that some of the forecasts were too ambitious; with the initial £77m planned for 2016/17 underspent by more than £50m. The main drivers behind this were that PSBP2 was mainly a block-based programme with a high percentage of refurbishment works. Feasibility studies were more complex compared to PSBP1, which meant they lasted longer. A major realignment in spring 2017 has allowed the programme to kick-off a number of feasibilities at once, reducing the time deficit and leading to relatively easier transitions in procurement and construction. This has ensured we maintain the original overall programme duration. | 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. | Variance due to re-profiling to complete earthworks in two seasons. | Less than 5% variance | The variance in 2017/18 is due to changes in the phasing of the work in this early stage of the programme, particularly a change in date for the start of the February 2017 consultation and changes to the programme timeline following the General Election in June 2017. The programme's budget and resource plan is subject to annual corporate planning, ongoing resource planning and spending reviews. 2017/18 figures do not include any non-government costs because non-government costs at this stage are indicative and spend profiles are yet to be confirmed. | The variance in the 2017/18 Crossrail budget is due to the funding arrangements for the project. The budget describes the schedule for Sponsors funding Crossrail Limited. The forecast describes the profile for Crossrail Limited then spending those funds. A re-baselining of the programme schedule in 2010 meant that costs have been incurred in different years than originally anticipated. | The budget variance reflects the changes of timing assumptions. Less work had to be done in 2017/18 than initially expected therefore these costs were not realised in this period. | The variation is due to a re-profiling of Network Rail spend from 2017/18 into Control Period 6 due to deferrals of scope announced in November 2016. | Less than 5% variance | The variance is due to the Department agreeing to a design change converting the GWML electric fleet to bi-mode operation and to adapt depot and station infrastructure to allow for bi-mode operation. The cost for bi-mode conversion is being realised in 2017-18 financial year. | Less than 5% variance | Construction was initially planned to start in October 2016, but was delayed after legal challenge against the Government was lodged in October 2016. Efforts were made to find a solution that could allow the judicial review to be settled, but following legal advice it was announced in November 2017 that the decision to build a lorry park at Stanford West was being withdrawn. In May 2018 the Department announced that the consultation process on a new permanent solution to Operation Stack would start soon (it was launched by HE on 11 June), and an interim solution (contraflow on the M20) would be ready if needed for deployment in early 2019. | Less than 5% variance | The variation is due to a re-profiling of Network Rail spend from the financial year 2017/18 to 2018/19. | Less than 5% variance | The variance for 2017/18 is an underspend of 9.1% versus budgeted costs. This is largely attributable to MCA’s management of the contract, negotiating reduced charges for contract variations and enforcing contractual terms where the contractor has not met performance criteria. Financial management of the contract has also benefitted from favourable movements in variable costs such as the lower price of fuel and a lower than expected rate of inflation. | This is due to rephasing of the programme wide costs from Year 5 to Year 4. | Less than 5% variance | Budget variance less 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% | The variance is due to an underspend in staff resources and some delays to capital expenditure | 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. |
| Departmental Narrative on Budgeted Whole Life Costs | Whole Life Cost figure represents the estimated cost of designing, constructing and operating the GDF out to the 2130s. Note that the figure reported here only covers costs related to a GDF for legacy waste and waste arising from the existing fleet of nuclear reactors, it does not include any provisions for waste disposal from a new nuclear build programme, as this will be funded by new nuclear operators. The increase in costs since last year is primarily down to inflation and revised assumptions (such as manpower) during the siting and construction phases. All figures are provided in real rather than nominal values due to the long timescales associated with this project. | 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. The profile of capital spending is currently under consideration as part of Treasury Approval Point for the OBC. Costs are calculated in nominal terms. | Following approval of phase one activities, the project schedule has been re-baselined and the spend profile rephased accordingly to remain within budget. | The Whole Life Cost covers the 5 year contract period with CFP to the point of termination (1st September 2014 to 31st August 2019) when revised arrangements will be out in place for the remaining work to take the Magnox sites into care and Maintenance. This varies from previous years’ reporting which included the Phase 1 costs through to 2021. Costs are calculated in nominal terms. | The whole life cost represents costs until 2043/44. These costs include the project costs until closure and recurring Antarctic Partition and Logistics infrastructure budget costs. Costs are calculated in nominal terms. | 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. Costs are calculated in real terms, indexed to 2014. | 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. | The programme recognised there was potential that additional costs would be required for Digital and Technology and Estates, which amounts to c. £2m exclusive of VAT for Estates and , c £1.6 exclusive of VAT for Digital and Technology; however this was subject to business case clearance which was not expected until Q3 and therefore has not been included in the September figures. | The Whole Life Cost figures reported by NPM relate to the setup and operation of a new Government Property Agency. The investments costs and the recurring costs therefore relate to the creation and operation of the agency rather than the value or operating costs of the properties (which already exist). GPA running costs at the Outline Stage business case have been calculated with a ‘bottom-up’ approach: Incremental costs for the Strategic Intervention option based on the ‘thin’ operating model and organisation structure described in the Commercial Case average £9.4m per annum are within the £9 - £11m range estimated at the ‘Strategic Stage’. | Increased budget and costs in 17/18 to support staff transitions into the GCO and service maturity activities. Funding for 17/18 is higher as this was the year where the bulk of senior commercial staff transitioned into the GCO and more GCO services went live - with an increased volume of staff impacted. this figure reflect the assumed funding at end September - as per the GMPP return | Baseline costs have been derived from the Programme Business Case approved in September 2017. The Programme has now submitted an updated version of the Programme Business Case for approval. Once this has been approved, the costs will need to be reduced in line with the PBC. | Whole Life Costs refer to the costs of maintaining an enduring Service (including the FOXHOUND Programme element). Forecast costs have varied historically whilst the full solution has still been in development. | 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 programme underspent considerably in the last financial year due the difficulty with recruiting staff to the programme. Also the ratio of civil servants to interims is at 86% vs the 50% ratio forecast and this has reduced costs. Efforts are being made to improve forecast reliability within this financial year, however changes to GDS structure and governance and continued challenges recruiting is likely to have an impact on spend this year as well. | The scope of our PBC has changed dramatically since the last year return (and has been now approved by HMT). Previously all government hubs (both GPA led and HMRC led) had been included in our PBC and therefore in our GMPP return, since then following conversations with HMRC we have stripped out the costs of the HMRC led hubs. This was agreed with HMRC/HMT/IPA as to avoid any potential double counting in costs/benefits. The new PBC & GMPP includes only costs and benefits associated with the GPA led hubs. HM Treasury approved a change in the scope of the programme business case (PBC). Previously it included all government hubs. Now it relates only to the costs for GPA-led hubs as the costs of HMRC hubs are included in the Building Our Future Locations PBC. This removes the risk of double counting. | The costs included are those spent via the Cabinet Office, and costs across individual customer departments (BEIS [former DECC element], CCC, CO, Defra, DfE, DWP, EA, FSA, HSE, JNCC, MMO, MoJ, NE, ONR, HO, MPS) | Though changes have been made internally within the project budget the overall spending envelope remains unchanged and as per the Full Business case | 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 whole life cost total baseline is as the Programme Business Case approved by HM Treasury in June 2016. This will be reviewed during the development of component project business cases to Full Business Case stage. | The programme remains on track to better the original savings forecast. | The whole life costs are made up of: the resource costs associated with delivering the 30 hrs project by Sept 2018; 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. | Whole Life costs are currently within profile in the Strategic Outline Business Case | Initial capital investment to address the poor condition of school buildings will avoid significant future costs to deal with a deteriorating estate and help to avoid any incidences of basic need pressure created through obsolescence. | Initial capital investment to address the poor condition of school buildings will avoid significant future costs to deal with a deteriorating estate and help to avoid any incidences of basic need pressure created through obsolescence. | The CDEL forecast changed in 2017/18 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 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 £1.435bn. The reduction from the previous year is due to driving out efficiencies. | The current most likely estimate approved in July 2017 is £1.56bn (most likely cost) with £73.9m falling in the RIS1 period. Development Phase funding of £99.7m was confirmed by HMT in September 2017. In addition to this, £14.4m Options Phase funding has also been spent. | If the scheme at Heathrow goes ahead, the scheme itself is expected to be designed, built and funded by the private sector. The 2016/17 Whole Life Cost (WLC) figure only referred to the Government programme and administration spend up to 2020/21. The figure reported in 2017/18 includes Government programme and administration spend (£147m up to 2026) and also the indicative cost of the preferred scheme promoter's (Heathrow Airport Limited’s (HAL’s)) Northwest Runway scheme (£22.6bn - 2014 prices, undiscounted) as assessed by the Airports Commission. The £22.6bn figure comprises indicative private sector costs of between £15.3 and £17.6bn for the Heathrow Northwest Runway scheme plus surface access costs of between £2.5 and £5bn. The high ends of the scheme and surface access cost ranges have been used. These costs will be revised as scheme planning progresses. HAL, for example, announced a potential reduction of up to £2.5bn in scheme costs in January 2018. Given scheme options are still being considered and will be subject to consultation, it is not currently possible to identify a firm scheme cost baseline. Government has made it clear that it expects the airport and industry to continue to work together towards the aim of delivering the ambition the Secretary of State set in 2016 for airport charges (the charge the airport charges airlines to use the airport) to remain close to current levels. The Government expects the scheme promoter to secure the upgrading or enhancing of road, rail or other transport networks or services which are physically needed to be completed to enable the Northwest Runway to operate. Where a surface transport scheme is not solely required to deliver airport capacity and has a wider range of beneficiaries, the Government, along with relevant stakeholders, will consider the need for a public funding contribution alongside an appropriate contribution from the airport on a case by case basis. The Government recognises that there may be some works which may not be required at the time the additional runway opens, but will be needed as the additional capacity becomes fully utilised. Heathrow Airport Ltd’s (HAL) operational costs are not included in the Whole Life Cost (WLC) here but are included in HAL’s plans which are under development. | This constitutes the funding 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 funding. Schedule pressures are likely to have a knock on impact on costs. Cost pressures regarding both Network Rail work and those delivered by Crossrail Ltd are being carefully monitored by both Sponsors (DfT and TfL) along with the project representatives through increased governance. | 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 and phase 2. The total whole life cost has decreased since last year due to the first efficiencies realised by the cost reduction initiative. We expect the whole life cost to be further decreased once the exercise has been fully completed and integrated in the design. | Network Rail continues to carry out rigorous assurance on whole life costs to the Programme, including through regular Quantified Cost Risk Analyses, and variations in costs to individual elements are subject to a Programme and Portfolio level change request process. | 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). | The total cost of £6.7bn are financed via PFI payments over 27.5 years and £480m on Network Rail enhancements to facilitate Intercity Express Train operations. The increase to Whole Life Cost (WLC) is a result of contractual variations, the bi-mode conversion and the operating costs over four years. These operating costs, funded by the Department, will reduce as electrification on the Great Western Main Line (GWML) advances. | The current range estimate approved by BICC in July 2017 is £4.649bn (most likely cost) to £6.5bn. Development Phase funding of £324.4m was approved at the same meeting and subsequently confirmed by HMT in September 2017. | The Whole Life Cost (WLC) continues to be negotiated since the project design was never concluded due to the JR challenge. With the 24hr parking provision, a commercial return would have resulted in the project's WLC being lower than if the lorry holding area used for operation stack events only. | The stated cost is within the funding envelope for the programme as agreed following the Hendy Review in 2015. The cost has decreased due to electrification to Nottingham and Sheffield not proceeding. To enable operation of bi-mode trains, infrastructure work is being undertaken at lower capital cost. Rail investment periods are made in five year blocks. The budgeted whole life costs for this project include the forecast for this investment period (Control Period 5) and forecast costs for the next rail investment period (Control Period 6). | The baseline whole life cost for the programme is £5.12 Billion on 2012/13 prices, which includes an initial estimate for the delivery of Trans-Pennine Route Upgrade by the end of 2022. The Trans-Pennine Route Upgrade will be subject to approval of a Strategic Outline Business Case during 2018. The Network Rail renewals and the whole life maintenance and Train Operating Company additional rolling stock costs that are required to ultimately deliver the full programme have not been included. | Budget is the RDEL Costs (the admin cost as forecasted for the 2017/18). Budgets for 2017/18 are under review given the reduction in expected allocation from the centre. Income reflects the revenue line expected from the Long Term Forecast (LFT) (July 2017) across the current Franchise competitions. The variance from 2016/17 reflects the decision to show the cost of running a franchise competition (RDEL) vs the expected LTF forecast. In 2016/17 The LTF figures were displayed as RDEL and no income was reported. This change more accurately reflects the cost to government as well as the revenue generated by franchising. | Budgeted whole life cost of £2.157bn represents the contracted cost for running the UK Search & Rescue Helicopter (SAR H) 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. The increase of £0.8m from the previous years' whole life cost is due to the increase in costs for the reading ten car project. 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). | Following the approved increase of Network Rail's infrastructure costs on the Thameslink Programme the budgeted Whole Life Cost (WLC) for the programme is £7.2bn of which circa £5.05bn is Network Rail infrastructure costs, £2bn in respect of new rolling stock and depot costs. | 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. | 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 whole life costs have reduced due to a reduction in the programme's scope | 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. |
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| The IPA Annual Report publishes the whole life cycle costs on projects, based on figures from their Business Cases, 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. Other government publications may use different methodologies to derive cost figures | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set | Not set |