Transparency data
CO Government Major Project Portfolio data, September 2018 (csv)
Updated 18 July 2019
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| Project Name | 1617 New Property Model Programme | Commercial Capability Expansion Programme | Common Technology Services | Foxhound Programme | GOV UK Verify | Government as a Platform | Government Hubs Programme |
|---|---|---|---|---|---|---|---|
| Department | CO | CO | CO | CO | CO | CO | CO |
| 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 | Amber/Green | Red | Amber | Amber |
| Description / Aims | Creation of the Government Property Agency (GPA), part of the 'new property model' for Government. Arising from the need to manage assets more commercially and strategically, reducing costs through efficient use of assets with a cross Government perspective, including: *Incentivising the efficient use of land and property assets *Introducing market rent charges *Providing extra support to departments to help them implement agreed portfolio strategies | The original Commercial Capability Programme successfully established the Government Commercial Organisation (GCO) - a single central employer of several hundred Commercial Specialists (grade 6 and above) for central government departments. The Civil Service Board has endorsed proposals that commercial capability building interventions should be extended to Wider Government Bodies (WGBs), the Grade 7 commercial professionals within central government and training and accreditation developed and delivered to the Civil Service contract management community. The Commercial Capability Expansion Programme has been established to impact these new target populations deeper within the Civil Service and more broadly across the Public Sector. | Lead the implementation of common technology across government, and by doing so enable civil service transformation and realise better value on IT spend in government. The programme was reset in March 2017 and is now focussed around three core areas: 1. Developing a common approach to common technology: patterns and standards for core technology components, developed in partnership with Departments. 2. Technology delivery to Government Hubs: supporting Government Property Agency with delivery of shared networking infrastructure to the Canary Wharf Hub, including producing a design pattern for future hubs. 3. Networks for government: including operation of the current Public Services Network (PSN) serving over 700 organisations, delivery of Government's future networking approach and helping organisations transition away from existing PSN services which are reaching end of life. | 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 and modernise the Governments office estate, creating an office network that supports smarter working and great places to work. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The New Property Model (NPM) has undergone a thorough review since the Q2 return, which recommended that the programme is removed from the GMPP framework and that NPM programme is now recognised as the Government Property Agency in a Business as Usual (BAU) state. | Amber/Red rating in Q2 due to increased scope of programme, from ~500 to ~30,000 contract managers. Since then, a new strengthened business case has been put forward to account for the expansion. We have also improved delivery plans and are bolstering our stakeholder engagement efforts | The programme is broadly on track to realise its expected benefits, with one area (GovPrint) requiring extra focus in the coming quarters to achieve greater clarity on its deliverables and benefits. | The Programme is rated Amber/Green for delivery confidence as the Programme has successfully provisioned Business Case capabilities, both to original and new partners | Post-Q2, Verify has appointed a new SRO who is tasked with driving the delivery of the programme. Various actions being undertaken to address the IPA Delivery Confidence Assessment. | GDS continues to make good progress against the outcomes of the programme. Adoption of GDS GaaP services remains above target, and a solid pipeline of future services to onboard in the coming quarters has also been constructed. | Phase 2 delivery timelines have been reviewed with actions put in place to address schedule delays. |
| Project - Start Date (Latest Approved Start Date) | 01/04/2015 | 01/04/2017 | 01/04/2016 | 01/09/2013 | 01/04/2012 | 31/12/2015 | 01/05/2015 |
| Project - End Date (Latest Approved End Date) | 01/04/2021 | 31/03/2020 | 31/03/2020 | 31/03/2019 | 31/03/2020 | 31/03/2020 | 31/03/2036 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The New Property Model (NPM) has undergone a thorough review since the Q2 return, which recommended that the programme is removed from the GMPP framework ahead of the original programme end date. As the NPM programme is now recognised as the GPA in a business as usual state the schedule outlined in the NPM business case is no longer relevant. | The programme end date was originally 31/3/2020 - but was revised to 31/03/2022 following a scope increase in our drive to raise the capability of contract managers across central government. We were originally focussed on the top 500 contract managers, however we are now aiming to impact all c.30,000 contract managers across central government. | The programme remains on course to be completed on schedule. | The FOXHOUND Programme has transitioned platform services over to the business as usual Service organisation it established, 12 months ahead of the funding schedule set out in the programme’s business case. The FOXHOUND Programme is pending formal closure, but a second phase is being stood up to widen further the deployment of the capability. | The programme has revised plans to deliver on schedule which are being validated with HMT/IPA. | The project remains on track to complete to the current schedule | Programme as a whole remains on schedule with individual project timelines and programme tranche timelines shifting in line with emerging priorities and challenges. |
| 2018/19 TOTAL Baseline £m (including Non-Government costs) | £7.00 | £6.00 | £8.10 | £26.10 | £30.00 | £20.00 | £111.41 |
| 2018/19 TOTAL Forecast £m (including Non-Government costs) | £7.00 | £6.20 | £5.20 | £22.70 | £30.00 | £15.80 | £111.41 |
| 2018/2019 Variance %age | 0% | 3% | -36% | -13% | 0% | -21% | 0% |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £270.74 | £11.70 | £43.96 | £126.50 | £209.60 | £90.00 | £564.10 |
| Departmental narrative on budget/forecast variance for 2018/19 (if variance is more than 5%) | Budget variance less than 5% | Budget variance less than 5% | Lower number of staff and contactors working on the programme so costs are lower than baseline. | The programme has concluded it's objectives within business case approvals. Total Spend for 18/19 is in line with budget. | Budget variance less than 5% | Programme has concentrated on optimising its current products and has not used resources for developing new products so costs are lower than baseline. | Budget variance less than 5% |
| Departmental Narrative on Budgeted Whole Life Costs | The whole life costs for the New Property Model programme have not varied from the original business case model. The Government Property Agency, which has been set up through the NPM programme, is expected to be self-financing from April 2020. | In addition to the original £11.7m central funding for the programme, departments are contributing further funding to train and accredit all their contract managers. We are currently operating within budgeted whole life costs. | Reduced scope of programme has led to lower cost against baseline. | The WLC of the programme remain on track to the business case sums. Total cost of service on-going has increased in line with the incremental uplift in Partner organisations and associated users. However, service budgets are entirely funded by a Burden share agreement with other Government Departments. | Whole life costs lower than baseline due to lower volumes of citizen verification. | Fewer new GaaP products have been developed over the life of the programme than were envisaged in the original baseline so whole life costs are lower. | Budgeted whole life costs are aligned to the latest approved PBC and have remained unchanged for 18/19. |
| Annual Report Category | Government Transformation and Service Delivery | Government Transformation and Service Delivery | Government Transformation and Service Delivery | ICT | ICT | ICT | 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 |