Transparency data
MoJ Government Major Project Portfolio data, September 2018 (csv)
Updated 18 July 2019
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| Project Name | CJS Common Platform | Electronic Monitoring | Future IT Sourcing Programme (FITS) | HMCTS Facilities Management Reprocurement Project (FMRP) | HMCTS Reform | MoJ Future FM | Prison Education Programme | Prison Estate Transformation Programme (PETP) | Prisoner Escort and Custody Services (PECS) Generation 4 | Probation Programme | Transforming Compliance Enforcment Programme (TCEP) | YOUTH JUSTICE REFORM PROGRAMME |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | MOJ | MOJ | MOJ | MOJ | MOJ | MOJ | MOJ | MOJ | MOJ | MOJ | MOJ | MOJ |
| 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/Red | Amber/Green | Amber/Green | Amber/Red | Amber/Red | Amber/Red | Amber/Green | Amber/Red | Amber/Red | Amber/Red | Red | Amber |
| Description / Aims | The Common Platform Programme aims to deliver a technology platform which supports business transformation across the Criminal Justice system. | The Electronic Monitoring Programme is set up to implement a new electronic monitoring system and a service for the day to day monitoring of subjects wearing the devices. | The FITS programme aims to deliver at least £95m per annum reduction in MoJ ICT operating costs through the design and implementation of a new ICT Operating Model. | This project will re-procure replacement contracts for the expiring facilities management contracts which provide services to the HMCTS estate. Services include: engineering, fabric maintenance, grounds maintenance, cleaning, security, catering, waste management and a number of other property-related services. | The aim of the HMCTS Reform Programme is to: modernise the infrastructure and deliver a better and more flexible service to court users; modernise and transform courts and tribunal service to increase efficiency; and improve service quality to reduce the cost to the tax payer. | The Future FM programme is the re-procurement of time expired Total Facilities Management contracts, covering the FM requirements of a number of Government Departments over a five year period, with an value of circa £288 million. The project also includes the reorganisation and improvement of the internal FM operational and contract management (client) unit. | To procure a framework agreement and contracts for the provision of prison education, including standard education, bespoke education, library services, information advice and guidance to replace, the Offender Learning and Skills Service 4 (OLASS4) contract at the point this ceases. The Ministry of Justice has a legal requirement to secure the provision of education and training for prisoners (Apprenticeships, Skills, Children and Learning Act 2009). | The PETP will change the way the prison population is managed. It will create reception prisons which will service the courts and manage those on remand. The training estate for sentenced prisoners will be improved and expanded so that the supply of places meets demand. For prisoners nearing the end of their sentence or on short custodial sentences there will be enhanced resettlement prisons. These changes will be delivered through the reconfiguration of the existing custodial estate, the construction (the majority of which is on a new for old basis) of new prisons and a smaller houseblock unit within an existing prison, as well as closing and disposing of some prison places which are no longer deemed fit for purpose. The programme's capital value is in excess of £10m and will likely have a steel element within it. | Procurement of replacement business critical PECS contracts which are set to expire 28th August 2020. PECS contracts enable the Criminal Justice System by providing for the physical movement of prisoners between police stations, courts and prisons, inter-prison transfers and the movement of children and young people between Secure Children’s Homes, Secure Training Centres and Courts. The service also covers the safety and security of prisoners in the court cell areas and court docks. | The Probation Programme aims to; 1. Open commercial discussions with Community Rehabilitation Company (CRC) parent organisations , that run probation services, to agree an option for early termination of contracts by mutual agreement in 2020 rather than 2022 2. Negotiate amendments to current contracts to secure probation service improvements during an exit period. 3. Introduce more effective delivery arrangements for probation services | The Transforming Compliance and Enforcement Programme (TCEP) was initiated in 2015 to address an outdated, underinvested, largely manual service. TCEP would have delivered a full transformational change with significant benefits through increased effectiveness in fine recovery and increased efficiency. Improving automation and embedding intelligence-led systems would have reduced the resourcing required, whilst reducing/ consolidating the estate would also have deliver reduced running costs. Utilising modern data tracing and analytics tools would have driven a significant increase in performance on recovery of debt and at a lower unit cost than at present. | The Youth Justice Reform Programme has two aims: To make youth custody a place of safety, both for children and those who work there; and to improve the life chances of children in custody. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. | The common platform has now been absorbed into the reform programme and will be reported on as part of reform. The IPA RAG rating has improved due to the number of improvements made to programme and portfolio management grip over the last year. The refreshed business case was approved in March 2019 and we have been instructed to continue with the preferred option which adds one year to the total length of the programme. | Key actions have included the challenge and review forecast dates with the suppliers, agreeing a transition approach with Supplier 1 and completing national rollout of the Minimal Viable Product. | The FITS/TTP programme officially closed on 06/11/18 having delivered the most recent business case objectives | Since the second quarter, delivery confidence has improved which has been confirmed by an independent review and the Project is reviewing the findings of the Assurance of Actions Plan. | The Change Portfolio has seen an improved assessment rating since October 2017. This is the result of a significant amount of work being undertaken to address recommendations from a range of assurance activity, including from public and parliamentary scrutiny of the programme. | Delivery confidence has improved since quarter 2. Main focus of the current action plan is around benefits realisation with work underway to finalise the revised benefits figure ahead of a final review in 2019 to close the project. | The programme now reports an improved IPA DCA narrative set against an Amber/Green rating for Q2. This rating reflects the completion of the procurement competitions for the Prison Education Framework and the successful award of contracts with new providers. The programme is undertaking a review of its approach to measuring the realisation of benefits and refining its contract management model. | Focus has been on completing all actions arising from the most recent reviews including a review of the programme's governance and approvals arrangements and strengthening the commercial delivery and assurance capability. | Amber red rating driven by timescales and affordability risks. Actions planned or taken include; (time) consideration of a contract run-on period, ongoing discussions with Cabinet Office on approval of the Payment Mechanism and attempts to streamline the FBC approvals process and; (affordability) re-assessment of contract cost envelope against scope once negotiations conclude (1st week in April) and additional funding requests for programme budgets (core, digital and consultancy) for future funding years. | Actions have Included: Gain Treasury approval of the revised Outline Business Case v2. Rebaselining of the Programme Plan and the Critical Path to articulate an achievable and robust deliverable Plan. Continue to work with HMT to secure funding and fill gaps Firm up resource planning for the next stage of the programme – the rebaselined Plan will inform key resource requirements particularly for the transition and commercial workstreams Review and refresh Programme Governance - the Programme will look to broaden its existing independent board membership to take an independent strategic view of the Programme with greater independent membership to challenge strategic decisions | The TCEP Programme has been closed due to the affordability of the wider MOJ Department. The programme is currently performing close down activities and will be submitting a programme closure report in April 2019 to IPA | The rating in Q2 reflected generally good progress but with a need to publish the application to run the secure school at Medway and to reach agreement on the next steps for workforce reform in the public sector youth custody sites. The application process for the secure school was launched on time and the department is currently considering the applications to take forward to interview. The project has also now reached agreement with respective unions and is starting to implement the youth justice specialist role. |
| Project - Start Date (Latest Approved Start Date) | 01/11/2012 | 10/05/2011 | 01/03/2011 | 01/03/2017 | 05/01/2015 | 01/07/2016 | 01/04/2017 | 01/04/2016 | 01/04/2017 | 01/10/2017 | 04/01/2016 | 12/12/2016 |
| Project - End Date (Latest Approved End Date) | 29/03/2019 | 31/08/2024 | 30/11/2017 | 31/12/2019 | 31/03/2020 | 01/04/2018 | 30/06/2019 | 07/05/2026 | 31/03/2021 | 01/03/2020 | 26/04/2019 | 31/12/2022 |
| Departmental narrative on schedule, including any deviation from planned schedule (if necessary) | The common platform has now been absorbed into the reform programme and will be reported on as part of reform. The IPA RAG rating has improved due to the number of improvements made to programme and portfolio management grip over the last year. The refreshed business case was approved in March 2019 and we have been instructed to continue with the preferred option which adds one year to the total length of the programme. | Some delays are being incurred during System Integration Testing, which is impacting upon subsequent test phases. The Programme teams are working intensely with suppliers to resolve outstanding issues, and progress testing through collective effort. | The programme delivered end user computing devices and IT infrastructure upgrades to large parts of the Ministry of Justice by October 2018; as per the business case. Some limited residual work remains to upgrade smaller elements of the Department’s IT infrastructure and this will be delivered through small short projects. | The Project has deviated from the planned schedule due the Tender stage of the project taking longer than planned. The Project is operating within timescales of the 12 month extension to the current contracts which runs until 31 January 2020. | The programme continues to deliver new services to users and has now launched a new service in every jurisdiction. Over 140,000 users have now used these services and the average satisfaction rate remains high, at above 80%. As part of the business case refresh the programme timeline has been extended by one year and will now expect to close in 2023. Learning from the services that we have already delivered and the feedback received, including from the Public Accounts Committee and the National Audit Office, we have decided to re-order aspects of the programme. This will allow more time to develop some of the shared systems that sit behind our next set of online services. | To be closed by end April | The programme remains on schedule and has met all major milestones in accordance with the baseline programme timeline. The programme remains on target to bring the new education contracts into service on 1 April 2019. | The programme remains on schedule in line with agreed business case and budgetary approvals | Eight week timetable slippage incurred at ITN due to delays with Cabinet Office approvals related to the Payment Mechanism. Procurement milestones revisited and plan rebaselined in February. | The milestone date for delivery of the Programme is dependant on a number of factors including; approval of the Business Case and ministerial sign off of the decision on the future direction of the Programme. The Programme is undergoing an exercise to rebaseline the Plan, which may impact on the current delivery schedule | The TCEP Programme has been closed due to the affordability of the wider MOJ Department. The programme is currently performing close down activities and will be submitting a programme closure report in to the IPA | On schedule. |
| 2018/19 TOTAL Baseline £m (including Non-Government costs) | £74.96 | £106.80 | £220.23 | £0.90 | £242.01 | £81.40 | £156.50 | £67.81 | £2.90 | £385.00 | £37.30 | £12.70 |
| 2018/19 TOTAL Forecast £m (including Non-Government costs) | £58.48 | £94.90 | £238.00 | £0.90 | £242.01 | £67.10 | £156.50 | £67.81 | £2.90 | £394.00 | £5.50 | £11.50 |
| 2018/2019 Variance %age | -22% | -11% | 8% | 0% | 0% | -18% | 0% | 0% | 0% | 2% | -85% | -9% |
| Whole Life Cost TOTAL Baseline £m (including Non-Government costs) | £398.84 | £580.50 | £2,879.23 | £787.20 | £1,546.83 | £430.20 | £1,223.20 | £30,165.85 | £1,622.30 | £1,200.00 | £123.00 | £311.13 |
| Departmental narrative on budget/forecast variance for 2018/19 (if variance is more than 5%) | The common platform programme has been moved to sit under the HMCTS reform business case and the refreshed business case has been approved ensuring there is no variance in baseline and forecast | The forecast has been adjusted to reflect the timing of milestone payments following contract reset and recognises profit share. | The FITS/TTP spend for 2018/19 was within the budget stated in the Programme’s latest business case. | Budget variance less than 5% | Budget variance less than 5% | It is recognised that the initial bid information in relation to both the number of assets(Circa 40% higher) and the NIA (Circa 20% higher) was incorrect, this affected the Target Operating Model and has not achieved the savings that were expected | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | The TCEP Programme has been closed due to the affordability of the wider MOJ Department. The programme is currently performing close down activities and will be submitting a programme closure report to the IPA | Variance related to a forecast underspend on education but was part recovered and offset by higher spend in other areas. |
| Departmental Narrative on Budgeted Whole Life Costs | The Refreshed Reform business case which now includes the common platform has been approved. The overall budget envelope remains the same although we have taken the opportunity to draw down on optimism bias, an appropriate amount for this stage in the programme | Spending review plans are yet to be confirmed, however planned spend is in alignment with Departmental medium term financial plan for 2018/19 and 2019/20. | At programme close, the Programme whole of life costs were within £2,879.23m (as per the 2018-19 Q2 GMPP return). | No current change to whole life cost budget. | The economic and financial case remains strong. Implementation costs are contained within the current PBC4 envelope. The Economic NPV is £1,044m over ten years, rising to £1,261 when wider economic benefits are taken into account. | No current change to whole life cost budget. | Whole life costs of £1233.20m reported in Q2 have been revised downwards to £919.8m. This downwards revision brings the whole life cost forecast in line with the current business case end date of 2022/23. The figure reported in Q2 included the cost of an optional two-year contract extension to 2024/25. As such an extension would require the approval of an additional, separate, business case, those costs have now been removed from the current programme costs. Annual costs for the life of the programme business case remain unchanged. | The programme's whole life costs are in line with previously agreed profiles | No current change to whole life cost budget. | The Strategic Outline Business Case for the probation programme was approved by InvestCo and then HMT in January 2018. The Outline Business Case v1.0 Update was approved by the MoJ Investment Committee in July 2018. The department is expected to spend £1.72bn to run the Community Rehabilitation Companies (CRCs) until 2020, including an additional cost of £37m | The TCEP Programme has been closed due to the affordability of the wider MOJ Department. The programme is currently performing close down activities and will be submitting a programme closure report to the IPA | No current change to whole life cost budget. |
| Annual Report Category | ICT | Government Transformation and Service Delivery | ICT | Government Transformation and Service Delivery | 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 | 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 |