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BEIS Government Major Project Portfolio data, September 2018 (csv)
Updated 18 July 2019
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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 | The Next Magnox Operating Model | UKRI Implementation Programme | ||||||||||||||||||||||||||||||||||||||||
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| Department | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | 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 |
| 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 | Amber | Amber | Amber | Green | Amber/Red | Amber | Green | 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 |
| 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 ie we have a designated site and a site specific rather than a generic design. | The Heat Networks 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 scope of the Programme is to take the 326 English Local Authorities registers and replace them with a single digital register, resulting in Land Registry becoming the sole registering authority and official search provider for LLC. | 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, 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). This project is likely to have a steel component in excess of £10M. | 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 is committed to every home and small business being offered a Smart Meter 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. | Changing the model for delivery of decommissioning of the Magnox Sites from the current Parent Body Organisation (PBO) model to an NDA Subsidiary Model. | The UKRI Implementation Programme will create UK Research and Innovation, a single new Non-Departmental Public Body that will integrate nine research and innovation funders: the seven Research Councils, Innovate UK, and the research funding functions of HEFCE (creating Research England). | 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 |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The Programme has improved its Amber-Red rating in 2017/18 to Amber in 2018/19 reflecting the good progress made over the past year. The launch of the siting process on 19 December 2018 was an important milestone but this is a long term programme and significant risks still remain, not least the securing of a willing local community to host the GDF. | The status of the project remains at Amber. Pre-application deadline for round 1 passed with 37 pre-applications received demonstrating a good pipeline of projects for rounds1 and 2. Pre-applications being assessed for eligibility and'readiness'. Applications for first funding round open until 5th of April 2019. Improvement in application support services are being made. Assessment work and decision making processes for the applications is being finalised. Assessments of the full applications will commence in April 2019 with Investment Committee expected to sit in June 2019. Progressing recent Gateway 4 recommendations. | The service is now live and HMLR is working with a range of local authorities to migrate thier data. This has been slower than planned due to a number of factors: readiness and resource availability within local authorities, the complexity of creating consistent geospatial data from the current data sets and the time taken to procure and on-board the digitisation and transformation supplier. The key aim for Phase 1 is to inform our learning about the new service, its impact on customers and market - and the costs and time taken to migrate the service to the national digital Register. This learning is being applied in real time to the inflight migrations, including investing in AI to inform understanding of the data issues and speed up the transformation process. | Critical actions addressed. Commercial and Assurance resources strengthened. Work to understand gaps in Lifetime Plan in progress. Transition and Termination teams co-located. | The IPA project rating is Amber and action is underway against all recommendations identified and progressing well. There is a monthly call between the Programme Team and IPA to discuss the supporting action plan to complete the recommendations. | A senior civil service review concluded that evidence of programme achieving benefits was demonstrated, and ongoing transformation plans were tested to be robust. IPA subsequently confirmed that the Project is removed from GMPP reporting from Q4. | The Programme has made significant progress over the last 12 months. Installation of second generation smart meters (SMETS2 meters) is now the industry norm and around 14 million smart and advanced meters are operating across Great Britain. | The 10 recommendations from the IPA are now closed-out. Work done to better understand Programme Status over the past year shared with NDA Board, UKGI, and BEIS. Regarding Magnox recruitment, it was important to focus on getting the right quality of candidates over simply filling the roles. We now have a top class Chair, CEO and Executive Team, with a good mix of Magnox, CFP and external hires. Given the late approval of the subsidiary model by the Secretary of State, good progress has been made. We have retained the current Deputy MD and previous Deputy MD from Fluor for continuity. | UKRI programme has now exited GMPP following go-live on the 1st of April and demonstrating smooth operational service. Clear evidence that the Programme has delivered against its scope and objectives have been demonstrated. | 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 |
| Project - Start Date (Latest Approved Start Date) | 30/06/2008 | 25/11/2015 | 01/03/2014 | 03/04/2012 | 01/05/2014 | 13/01/2015 | 02/12/2009 | 01/09/2017 | 01/01/2016 | 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 |
| Project - End Date (Latest Approved End Date) | 31/12/2040 | 31/03/2021 | 17/11/2023 | 31/08/2019 | 31/12/2022 | 24/05/2017 | 31/12/2020 | 01/09/2019 | 01/10/2018 | 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 |
| 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. | Round One Assessment and Funding Decisions have been delayed by 2 months to the end of June to provide sufficient time to ensure adequate assessment processes and systems will be in place. | During 2018, the secondary legislation to enable the service to go live was passed through Parliament and the digital Register was completed, allowing the service to go live on 11 July 2018. Since then, the service has migrated from 5 local authorities, against the planned up to 26. Approval has been received from Ministers in BEIS and HMT to extend Phase 1 until March 2020, in order to allow for additional local authorities to be migrated to the new national digitial Register - and increase our learning about the product, costs and timelines for migrating the service. | The contract will terminate on the 31st August 2019 in line with the project plan. At the time of this report, 44 of the 49 milestones are forecast to be delivered by the end of the contract with the other 5 partially delivered. | Programme remains on schedule to end in 2022. | SMC programme delivered transition to the new model in line with baseline schedule. Project completion confirmed with IPA. | On schedule to meet the manifesto commitment for every home and small business to be offered a Smart Meter by 2020. | Workstreams largely on schedule. Regulatory approval granted early. Recruitment delayed due to additional steps compressing on-boarding, but not affecting share-transfer date – non-critical roles deferred to support focus. | With the UKRI going live on 1 April 2018, all major milestones for the UKRI Implementation Programme were achieved on schedule. Following demonstration that the programme has delviered successfully against it's scope and objectives, the Programme has been removed from the GMPP and closed. | 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 |
| 2018/19 TOTAL Baseline £m (including Non-Government costs) | £40.27 | £10.40 | £31.20 | £490.00 | £113.00 | £2,292.80 | £1,060.97 | £2.00 | £0.00 | 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 |
| 2018/19 TOTAL Forecast £m (including Non-Government costs) | £37.40 | £7.89 | £9.18 | £532.00 | £111.00 | £2,038.80 | £1,064.04 | £2.00 | £0.00 | 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 |
| 2018/2019 Variance %age | -7% | -24% | -71% | 9% | -2% | -11% | 0% | 0% | 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 |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £12,343.96 | £371.80 | £193.30 | £2,782.00 | £1,403.00 | £30,011.20 | £17,215.78 | £5.00 | £10.37 | 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 |
| Departmental narrative on budget/forecast variance for 2018/19 (if variance is more than 5%) | The small in-year forecast underspend reflects a short delay to the timing of the launch of the siting process which took place in December 2018. | -24% in the Q2 GMPP represented RDEL forecasted underspend. This is now -5% representing payments to our delivery partner of 9.9m. CDEL has changed to accurately reflect funding actuals that were repoted in 2017/18 that actually paid out 2018/19' | Baselines are based on the approved OBC and forecasts for Phase 1 only. Ministers have approved the extension of Phase delivery, including transfer of £4.5m of funds into FY 19/20. | The forecast cost for 18/19 is £553M, an increase of £63M to baseline, including £21M on the contract scope, reflecting a scope increase for managing asbestos and additional waste. | Budget variance less than 5% | The 18/19 forecast cost profile reflects Sellafield Ltd's current operating plan which sets out a 3 year rolling forecast of costs as part of Business As Usual. The reduction in forecast costs reflects cost savings to be delivered by this programme. | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | 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 |
| Departmental Narrative on Budgeted Whole Life Costs | The 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 relates to a GDF for legacy waste and waste arising from the existing fleet of nuclear reactors. It does not include any provision for waste disposal from a new nuclear build programme, as this will be funded by new nuclear operators. In line with other Government programmes at an early stage of development, the estimate does not include any allowance for risk, uncertainty or optimism bias. The increase in costs since last year is primarily down to inflation and revised assumptions during the siting and construction phases. All figures are provided in real rather than nominal values due to the long timescales associated with this programme. | Whole life baselined RDEL costs have increased slightly to include 2021 - 2023 Delivery Partner Costs . | Whole life budgeted cost is unchanged by the extension of Phase 1 to March 2020. | Whole life cost is forecast to increase. Beyond this project the LTP costs to Care and Maintenance are forecasted to increase, driven by translation of risks and P80 estimating, highlighted to the NDA Board. | The whole life costs represents costs until 2043/44. These cost include the project costs until closure and recurring Antarctic Partition and Logistics infrastructure budget costs. | These represent the costs associated with delivering the Sellafield Ltd mission over the duration the programme and are used as the basis of measuring benefits delivery of the programme, in terms of cost savings. | 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 budget as per business case is £5m for external costs associated with the transfer of Magnox Ltd. back into NDA ownership. | The UKRI Implementation Programme delivered within budget allocation, achieving an underspend across the lifetime of the Programme. | 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 |
| Annual Report Category | Infrastructure and Construction | Infrastructure and Construction | ICT | Infrastructure and Construction | Infrastructure and Construction | Government Transformation and Service Delivery | Infrastructure and Construction | Government Transformation and Service Delivery | Government Transformation and Service Delivery | 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 |
| 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 |