Transparency data
DHSC Government Major Project Portfolio data, September 2018 (csv)
Updated 18 July 2019
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| Project Name | Data Services Platform Programme | Health & Social Care Network | IT Infrastructure Sourcing Programme | Medical Examiners Programme | National Proton Beam Therapy (PBT) Service Development Programme | NHS e-Referral Service | NHS Pension Re-let | NHS UK | One Hundred Thousand Genomes Project | PHE Science Hub | Procurement Transformation Programme | Visitor and Migrant NHS Cost Recovery Programme |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC | DHSC |
| IPA Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red – Amber/Red – Amber – Amber/Green – Green; definitions in the IPA Annual Report on Major Projects) | Amber | Amber/Red | Amber/Red | Amber/Red | Amber | Green | Amber/Green | Amber | Amber | Amber | Amber | Amber/Green |
| Description / Aims | The DSP programme will deliver a modern data platform (DSP) to improve how NHS Digital manages, analyses and provides access to data for healthcare planning and research. The investment forms part of the wider Digital Transformation Portfolio in the NHS that is being overseen by the Digital Delivery Board (DDB). The investment in the DSP is key to the transformation of NHS Digital’s Data, Insights and Statistics services. It will enable infrastructure savings and workforce efficiencies and reductions in NHS Digital and Data Services for Comissioning Regional Offices (DSCROs); and it will provide commissioners, providers and researchers with access to better quality, timelier, more linked and new data, enabling efficiencies in the delivery of healthcare services and improved health outcomes. | The HSCN is a key transitional stage in achieving the vision of making digital health and social care services ubiquitously available over the internet. In providing both public and private connectivity over one connection it will: i) support organisations and services move to internet and cloud based architectures while also ii) providing highly performant access to the critical digital services upon which health and care relies that are not currently available on the internet and iii) help organisations protect themselves against network related cybersecurity threats. | NHSBSA ITIS 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 Medical Examiner service will ensure a robust, transparent system of independent scrutiny to the process of death certification - introducing Medical Examiners to provide a system of effective medical scrutiny applicable to all non-coronial deaths. | The intention of the NHS England (NHSE) led National PBT Service Development (NPBT) Programme is to build and deliver a national service which utilises proton beam technology for the treatment of patients who have been clinically identified to benefit from this treatment, as from 2018. This will enable the NHS to: a. provide the best treatment options for patients; b. improve patient treatment outcomes; c. provide the best possible care for patients at a lower cost and improve the patient experience; d. have a presence in common with other developed nations in the provision of leading edge cancer care treatment services using proton beam therapy. To this end, the NPBT Programme aims to ensure the effective, timely and cost-effective delivery of proton beam therapy services at two sites: The Christie Hospital Foundation Trust (TCFT) and the University College Hospital London (UCLH) in England. A critical aspect of this is the smooth transition of the Proton Overseas Programme (POP) into the national service. The programme does have a steel component, but is in an advanced state of construction. | Deliver NHS e-Referral Service to support paperless referrals and a paperless NHS by 2018, as a centrepiece of NHS England’s response to the Government’s Digital First and transparency initiatives. As per the scope of the original OBC, this report details the NHS e-RS Live Service project within NIB Domain F: Elective Care. The report excludes the enhancement of the service through the NIB Digital Referrals project. | To replace the NHS pension contract that is to expire, ensuring there is no break in the Secretary of State’s ability to meet statutory requirements to offer the NHS Pension scheme. | The NHS.UK programme is transforming the website NHS Choices, and designing a digital service that better connects patients to the information and services that they need. The user is at the heart of everything that we do. | 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 Science Hub programme, previously called Chrysalis, transferred to Public Health England on 31st March 2013. The vision under PHE has continued to develop and builds upon and strengthens the strategic case for an integrated public health service, as well as address the urgent re-provision of facilities currently at Porton. The business case is based on the delivery of a “hub and node” model for public health science through co-location of Porton research, Colindale and London HQ functions onto a site that has been purchased from GSK. The requirement for steel for this programme has not yet been decided. Following the Spending Review, an options analysis is being conducted to accomodate all the staff now in scope at various levels of risk. This will determine the requirement for construction versus refurbishment and this will determine whether the steel usage will be significant. At this stage it appears that there will be less new build than originally anticipated due to value management activities. | NHS Supply Chain - Future Operating Model 1. To develop strategic approach to procure services to replace NHS Supply Chain contract 2. To design the Future Operating Model (FOM) for NHS Supply Chain services with a view to delivering significant savings to the NHS by achieving the following: a) Increase compliance of NHS to purchase a standard range of clinically appropriate products b) Increase uptake/volume of product purchased via NHS Supply Chain c) Utilise increased buying power to affect purchasing behaviours d) Lower the cost of product for the NHS 3. To plan and implement the chosen operating model for NHS Supply Chain to ensure delivery of service beyond October 2018 | To improve cost recovery from visitors and migrants (both EEA and non-EEA) in England to ensure that only those eligible receive free NHS healthcare. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The delivery confidence assessment of amber is from the Gateway 3 programme assurance review in May 2018. The Gateway review team made ten recommendations. Nine actions have been completed, including revising the FBC commercial, economic and finance cases, and the remaining action is on track. | The Amber/Red delivery confidence rating reflects the significant challenge in completing the HSCN migration and decommissioning the legacy infrastructure migration on time. The HSCN programme team have developed an action plan to address all recommendations from the most recent IPA review and continue to work with all consumers and suppliers involved to maximise the pace of migration. | The programme continues to make progress on a range of fronts. The work of the SRO has been supported by the creation of three Project executive roles, reducing the time required of the SRO but increasing the overall senior leadership and oversight. The contracts for the Managed Infrastructure Services (MIS) and networks (WAN/LAN) have been signed and the contractors are in mobilisation phase. The procurement of a Telephony provider is approaching completion. Emerging risks around the Service Integration and Management (SIAM) delivery have been mitigated by the procurement of external expertise which supplements our in-house service. Agreement has been reached with Capita, and detailed plans are being developed as the new suppliers are contracted. There are still significant challenges to delivery but Q2 has seen a significant reduction in the overall risk to the programme | The Amber/Red status reflects the requirements of implementing the system in the NHS on a non-statutory basis for an interim period until the system can be put on a statutory footing. Agreement in principle has been reached with Wales Gov't, NHS England and NHS Improvement to implement the medical examiner system in England and Wales from April 2019. This agreement will help DHSC to meet its ministerial commitments relating to the implementation date and so the programme team will support the three key delivery partners to work in a coordinated fashion to achieve this milestone. | The programme remains on track against revised plans and budgets. The delivery confidence assessment remains as Amber, as assessed and agreed by the National Proton Beam Therapy Programme Board on 5th February 2018. This was also confirmed at subsequent board meetings on 16th April 2018, 11th June 2018 and is in line with the IPA recommendation in October 2017. Following the IPA gateway 4 review from 30th April 2018- 4th May 2018 at The Christie NHS Foundation Trust (TCFT) and Health Check at University College London Hospitals (UCLH) (4th June 2018- 6th June 2018), TCFT has been reviewed as Amber/Green and UCLH has been reviewed as Amber. Action Plans based on IPA recommendations have been developed and are being implemented. TCFT remains on track to treat the first patient in Autumn 2018. TCFT continues to share lessons with UCLH, including lessons related to the complexity of the technical commissioning of the cyclotron. UCLH continues to track to the revised first patient treatment date targeted for 2020 and level two of the centre is now visible on the ground floor level. | Having achieved the major milestone of full use of the NHS e-Referral Service in October 2018, the recent IPA review has confirmed the closure of the e-RS Paper Switch Off programme. The review assigned an Amber/Green rating in the main down to an uncertain position with our current Full Business Case for further developments. Notwithstanding this the review team were complimentary about the achievement of full use across the GP to hospital estate. The SRO believes this to be a significant achievement and an exemplar in major programme delivery in the NHS. Work is now ongoing to ensure the sustainability of this position and to enhance the technology to deliver further patient benefits across this pathway and more widely. | All recommendations made within the IPA Gateway 4 Review Report of 20 April 2018 were implemented by the target completion dates, ahead of the final insourcing activities. | The programme has revised its operating model, including establishment of Continuous Improvement teams and incremental change to Programme planning and controls. Governance and resourcing are being reviewed by the recently joined Director of Citizen Health Tech. Programme scope is being reviewed against the wider objectives of the Empower the Person pillar. | The RAG rating reflects the good progress made and clear focus on preparation for transitioning the project into the 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. | The DCA is Amber as the previous year. Work is continuing on benefits, building on the identification engagement workshops over the last 6 months. Internal communications continue to promote the vision for PHE Harlow . Work has occurred in the last quarter on securing the start of the enabling works (site set up, demolition, removal of office and laboratory equpiment from the main building etc) within the calender year. The legal agreement stating obligations under the planning agreement with the Council has been signed by Public Health England and has been sent to the other parties to be signed as per schedule. | The IPA review resulted in two recommendations covering future communications and portfolio prioritisation. The recommendations are being addressed via 10 discrete actions and these are on schedule to complete for end of April to be returned to IPA. | The Programme has made considerable strides in implementing the June 2018 IPA Gateway Review recommendations, actively involving its Board members in the process. It has reviewed its governance structure and extended the scope of its membership to ensure it has the appropriate representation to support and facilitate the delivery of its objectives. A Memorandum of Understanding has been agreed between the Department of Health and Social Care and NHS Improvement to fully support the front-line in embedding the 2017 Regulations; ensuring future cost recovery policy requirements are communicated and understood as the UK exits the European Economic Area and with a specific remit on normalising cost recovery into business as usual practice. NHS Improvement has recruited a specialist team to deliver these objectives and early engagement with Trusts is underway. Joint working with NHS Improvement and NHS England to develop a transition plan and supporting communications strategy which aims to deliver the Programme’s benefits is near completion and will be implemented following board ratification |
| Project - Start Date (Latest Approved Start Date) | 23/02/2015 | 29/03/2012 | 01/12/2013 | 24/07/2007 | 01/01/2012 | 29/03/2012 | 05/07/2013 | 01/04/2016 | 10/04/2013 | 28/06/2013 | 31/03/2015 | 01/09/2013 |
| Project - End Date (Latest Approved End Date) | 31/03/2020 | 31/03/2021 | 31/12/2019 | 30/09/2020 | 30/05/2018 | 31/03/2018 | 21/07/2017 | 31/12/2020 | 31/12/2018 | 31/12/2024 | 31/03/2019 | 31/03/2019 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | System development remains on schedule. Approval of the Full Business Case is delayed but progressing. | The HSCN programme has created a competitive market for network connectivity in health and care with average like for like savings of more than 60% against legacy connectivity. The migration of circa 14,000 services to HSCN by August 2020 is now underway. | In house services are on track. Suppliers are in mobilisation and detailed planning will follow in Quarter 3. At this point there is no contra-indicators to achieving our scheduled closure | The department remains on course to implement Medical Examiners in the NHS from April 2019. | Plans to treat the first patient in the Autumn of 2018 at The Christie NHS Foundation Trust continued to progress. The Christie service readiness was progressing well, as confirmed by the IPA gateway 4 review (30th April 2018- 4th May 2018). UCLH was also tracking to its revised plan. Plans to move the Programme end date to December 2020 were underway, and approval with the Department was in hand. | The delivery of strategic change to the core e-Referral Service project is aligned with the Paperless 2020 agenda. A revised strategic programme of change for the next five years has been submitted to the National Information Board (NIB) in March 2016 and approved. Future development of the service will sit within this framework (now called the Digital Transformation Portfolio). The NHS e-RS Live service is stable and Paper Switch Off (all 152 trusts raising GP to 1st outpatients referrals via e-RS) was completed in August 2018. The programme has remained on GMPP after closure pending independent assurance that the ongoing commercial arrangements are well managed and that the benefits are being delivered. Future development and enhancement to the service to March 2021 will be delivered through the Digital Referrals Programme Business Case, which supports ongoing delivery of change for a three year period. Live service costs will be managed through NHS Digital business planning processes throughout this period. | In August 2016 an Outline Business Case Addendum was approved to deliver a refined hybrid model so that the NHS Business Services Authority undertake Payroll Administration services in addition to Pensioner Administration, insourcing from the incumbent supplier with transitional support provided in line with contractual exit provisions. As such the project closure date of 21 July 2017 moved to 21 July 2018 (date that the existing contract expired plus one year's transitional support). Pensioner Administration and Payroll responsibilities transferred to the NHS Business Services Authority on 2 July 2018, completing the insourcing activities, and successfully delivering against the original programme objectives. The programme has remained on GMPP after closure pending independent assurance that the benefits have successfully been delivered | Programme remains on schedule | To fulfil the vision of the Project, we are always working at the edge of known science and as with all scientific research, it takes time to get it right. We have made great progress and are on track to sequence 100,000 genomes by end of Dec 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 has been challenging but is improving. | Royal Institute of British Architecture -RIBA- 3 design, the current phase of the programme, is progressing generally to plan although the anticipated increase in requests for information from our framework partners has materialised and these are being managed through the Requests for Information process. A re-baselining of the Programme Integrated master schedule (PIMS) has been completed. Work is continuing on VM/VE and cost plan validation. | While the date of 31/03/2019 represents the date the key changes went live, since Q2 it has been agreed that the programme will not close down until 20/12/2019. This is due to remaining risks which will need to be actively managed due to EU exit preparation work and operational freeze periods as well as in-year financial pressures which resulted in some non-critical elements of the planned work to be delayed into FY 19/20. These will need to be put into place to fully realise NHS Supply Chain | The programme is working to define and agree a transition plan with its Board members and commence the phased transition to NHS Improvement who continue to support local providers of NHS services, disseminating best practice and supporting trust boards. As part of this transition, it is now expected that the Programme will continue to support improvements to cost recovery until at least March 2020 to ensure that the health and care system is able to deliver the required policy following the UK's exit from the EU. |
| 2018/19 TOTAL Baseline £m (including Non-Government costs) | £20.49 | £83.71 | £22.10 | £19.70 | £54.90 | £19.99 | £28.98 | £12.82 | £50.00 | £204.79 | £32.21 | £7.62 |
| 2018/19 TOTAL Forecast £m (including Non-Government costs) | £18.64 | £86.44 | £22.10 | £19.70 | £74.51 | £22.85 | £28.98 | £12.82 | £82.70 | £188.73 | £51.54 | £7.62 |
| 2018/2019 Variance %age | -9% | 3% | 0% | 0% | 36% | 14% | 0% | 0% | 65% | -8% | 60% | 0% |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £75.25 | £392.76 | £129.50 | £76.10 | £1,247.24 | £151.15 | £274.24 | £54.95 | £369.90 | £2,656.32 | £168.73 | £33.15 |
| Departmental narrative on budget/forecast variance for 2018/19 (if variance is more than 5%) | Baseline costs are as per the approved Outline Business Case, forecast costs are as per the draft pre approval Full Business Case. Costs have been reduced at FBC stage due to refining of requirements and technical solutions. Contingency and Optimism bias at OBC stage were £18.4m. At FBC stage there is no optimism bias and £4.4m of contingency | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | In year, as forecast, the capital programme is £24m over the original plan as the capital schemes near completion. Due to revised plans in prior years the programme showed a cumulative underspend up to 17/18. On revenue costs there is an underspend of £4.5m ahead of The Christie’s upcoming go live. | The eRS Live Service is currently forecasting an overspend of £1.2m over the FY 2018/19. This comprises an overspend of £0.4m on Revenue and an overspend of £0.7m on Capital. This is accounted for by ? The additional capital costs to transition the service to Cloud hosting, which was approved by the relevant boards after the baseline budget was set. ? A revenue overspend on the Telephone Appointment Line (TAL) service, due to the costs of transition to a new supplier. | Budget variance less than 5% | Budget variance less than 5% | Over the life of the project we have reprofiled the sequencing element, resulting in a higher proportion of the samples being sequenced in 18-19 than originally planned. This does not change the overall cost but reduces spend in the earlier years and increases it in 18-19. | Reallocation of funding to future years to cover changes in schedule. | The forecast has increased to reflect the impact of the delays in approval on the Supporting Tech and Logistics Full Business Cases as well as the decision to in-source the Transactional Services function. | Budget variance less than 5% |
| Departmental Narrative on Budgeted Whole Life Costs | The reported Whole Life Costs are as per the approved Outline Business Case. The whole life costs cover technology costs of building of the new platform, programme team resourcing, business transformation costs and operation of the new systems. | The programme remains on track to deliver in line with the whole life costs forecast in the HSCN Full Business Case addendum which was approved on 7 July 2017. The reported baseline in this transparency return has been reduced by £306.7m compared with previous years returns as this years’ return is for central spend only and excludes local spend. Local spend has been removed from the baseline as the department does not have visibility of these costs so is unable to accurately report on them. | Following successful procurements a revised Full Business Case was approved by DHSC and HMT on 24th July with the following conditions: All costs associated with the business case are absorbed into the DHSC’s baseline agreed at the spending review ii) DHSC Provide updates to HMT officials on progress with transition iii) DHSC return to HMT for re-approval if there are significant issues with delivering on time, to cost or specification iv) DHSC return to HMT for approval if the costs of the network procurement exceed 20% of those estimated in the FBC The addendum came within the condition iv) above. DHSC approved the 9th of August in accordance with the agreed procedure. Costs are monitored continuously to ensure the conditions of the FBC approval are met. | Programme costs remain broadly in line with the Impact Assessment accompanying the Government Response to Consultation published in June 2018. The whole life costs of this programme include: 1. on-going funding for two pilot sites that have implemented the medical examiner service for research purposes; 2. a one-off investment of £22m which will be released to help partners prepare for the implementation of medical examiners, covering: • the funding of a new digital system to underpin the functions of medical examiner offices; • costs related to implementation; • remuneration to other Government Departments whose digital systems will be affected by the implementation of the medical examiner service; and • the cost of introducing a new National Medical Examiner role to ensure good governance of the new service. Costs are expressed in line with the project end date 2020/21. | The public capital is to build and equip 2 Proton Beam Therapy (PBT) centres integrated into existing hospital cancer services. The capital budget is still on target compared to the original business case. Revenue budgets continue to be managed within business case tolerances. The Christie has commenced reporting under open book accounting and NHS England has updated its financial model to include accommodation costs and additional IT costs to support the Outcomes solution in programme reports. | A 13% project underspend is forecast. This was largely driven by the delay in go-live of NHS e-RS, meaning that costs before FY1617 were lower than planned, also a reduction in hosting costs were obtained, and TAL volumes were lower than expected due to effective promotion of the cheaper Manage Your Referral (MYR) self-service channel to patients. | Programme investment costs cover: - The design, procurement and implementation activites that were required to set up the modified service, and that enabled the delivery of full service continuity from July 2018. - The provision of all existing and in-sourced services until March 2025. The Budget and spend figures disclosed include both Revenue and Capital finance streams, the Revenue element being the RDEL of £264.6m and the Capital element being a CDEL of £9.6m, to give a total figure of £274.2m. | The whole life cost represents the cost of modernising the live service, which predates the programme starting. The reduction in Baseline figures since last year relates to removal of the live service Run/Maintain funding from the business case. This decision was documented and approved in the last approved version of the PBC (v3.4). | The Budgeted Whole Life Costs is £369.9m for Genomics England and Health Education England (HEE). Some of the anticipated spend for 2017/18 occurs in 2018/19. The increased forecast for 18/19 is due to increased costs associated with developing Genomics England’s elements of the Genomic Medicine Service. | The Net Present Value (NPV) for the Programme now reflects the cost of Capital and Revenue needed to effect the change and excludes all whole life costs beyond the implementation date | The Whole Life Cost forecast, as presented in the GMPP return, has increased by 20% since Q2 17/18 to reflect the impact of the delays in approval on the Supporting Tech and Logistics Full Business Cases as well as the decision to move from an out -source to in-source model for the Transactional Services function. | There has been a large underspend in the whole life cost. The programme’s budget is agreed each year and will carefully consider its bid for 2019/20 in light of transitioning the programme to NHS Improvement and creating a culture of business as usual by the end of March 2020. |
| Annual Report Category | ICT | ICT | ICT | Government Transformation and Service Delivery | Government Transformation and Service Delivery | ICT | Government Transformation and Service Delivery | Government Transformation and Service Delivery | Government Transformation and Service Delivery | Infrastructure and Construction | Government Transformation and Service Delivery | Government Transformation and Service Delivery |
| 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 |