Transparency data
Annual Report on Major Projects 2018 to 2019, consolidated data and narratives (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 | 1617 New Property Model Programme | Commercial Capability Expansion Programme | Common Technology Services | Foxhound Programme | GOV UK Verify | Government as a Platform | Government Hubs Programme | 5G Testbeds & Trials | 700 MHz Clearance Programme | Birmingham 2022 Commonwealth Games | Blythe House Programme | Local Full Fibre Networks | DEFRA UNITY PROGRAMME | 30 Hrs Free Childcare Programme | Apprenticeships Reform Programme | Priority School Building Programme 2 | Social Work England | T Level Programme | St Helena Airport | A14 Cambridge to Huntingdon Improvement Scheme | A303 Amesbury to Berwick Down | A428 Black Cat to Caxton Gibbet | Crossrail Programme | Digital Railway | East Coast Mainline Programme | East West Rail Programme (Western Section) | Great Western Route Modernisation | Heathrow Expansion Programme | 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 | South West Route Capacity | Thameslink Programme | Data Services Platform Programme | Health & Social Care Network | IT Infrastructure Sourcing Programme |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Department | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | BEIS | CO | CO | CO | CO | CO | CO | CO | DCMS | DCMS | 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 | DFT | DFT | 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 | Amber | Amber | Amber | Green | Amber/Red | Amber | Green | Amber | Amber/Red | Amber | Amber/Green | Red | Amber | Amber | Amber/Red | Amber | Amber/Red | Amber | Amber/Green | Amber | Amber/Green | Amber | Amber/Red | Amber | Amber/Red | Amber | Amber/Green | Amber | Amber/Green | Red | Amber | Amber/Green | Amber | Amber/Red | Amber | Amber/Red | Amber/Red | Amber | Amber | Amber | Amber | Amber/Red | Amber/Green | Amber | Amber | Amber/Red | 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 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). | 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. | DCMS will establish a new national programme of coordinated 5G Testbeds and Trials. This Programme is being delivered from within the £740 million of funding for the next generation of digital communications technologies that was announced at Autumn Statement 2016 and will help to create the framework and conditions needed to secure the development and deployment of 5G in the UK, also launching and then coordinating the new national 5G Innovation Network. The Programme is intended to help to deliver the Government’s ambition of being a world leader in 5G by: - Help to establish the conditions under which 5G can be deployed in a timely way to drive efficiency and productivity, and maximise the chances of the UK being amongst the leading 5G countries - Fostering the development of a diverse and varied set of 5G use cases and applications to ensure that the UK and UK businesses are well placed to maximise the benefits of 5G The Programme will also Support the implementation of the Governments Future Telecoms Infrastructure review | 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. | The 2022 Commonwealth Games will be held in Birmingham, from 27 July to 7 August. Birmingham 2022 will showcase Birmingham, the West Midlands and the entire country to the rest of the world as a destination for international trade, education, and world class sport and tourism. The Games will deliver a fully integrated and inclusive para-sport programme. The Government is providing a susbtantial part of the overall funding and will want to ensure succesful delivery, on time and within budget. | 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) The Blythe House museums are able to care for their collections in the most efficient and effective way | The Local Full Fibre Networks Programme will stimulate greater commercial investment to deliver faster and more reliable connectivity. Full fibre connections provide speeds in excess of 1 Gigabit per second, low latency and are highly reliable. Greater availability of these networks will enable businesses and individuals to access the connectivity that they need both now and for the future, as well as facilitating the deployment of 5G. Benefits include: Stimulation of the broadband market Impact on infrastructure and improvements in the overall network wider economic, productivity and business / jobs growth. | UnITy is a multi-year programme to replace ICT services. UnITy will not only update the technology Defra group has access to but also replace the services we receive with a multi-supplier model resulting in more flexible contracts, increasingly modern ICT and financial savings by 2020/21. New services will be common across core Defra, Environment Agency, Rural Payments Agency, Natural England, Marine Management Organisation and the Animal and Plant Health Agency | 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 will be 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 is meeting the condition need of the school buildings in the very worst condition across the country. There are two phases of the programme, covering a total of 537 schools: - Under the first phase of the programme, known as PSBP1, 260 whole schools are being rebuilt and/or refurbished. 214 schools through Capital grant and 46 using private finance. The vast majority of schools in PSBP1 have been handed over by the end of 2017, two years earlier than originally announced. - Under the second phase known as PSBP2, individual blocks of accommodation at 277 schools are being rebuilt and/or refurbished using capital grant and are scheduled to hand over by the end of 2023. - 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 of scale in procurement in terms of both time and cost. PSBP2 has 49(+2) schools worth over £10m of which 17(+3) have their design and build contracts awarded. The future pipeline of projects, determining requirements on steel sourcing, has 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. | Government’s aim is to promote a strong, consistently effective social work profession that is well trained, competent and properly supported to transform the lives of those who are most vulnerable. At the heart of this vision is establishing a new specialist social work regulator, Social Work England, which will focus on public protection and practice improvement. | To increase the economic value of skills being supplied by the post 16 system, increasing take-up of high quality qualifications to improve skills, increasing productivity and social mobility. To enable the sustainable delivery of new high quality T Levels for 16-19 year olds. | 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. | Freeflowing dual carriageway replacing the current single lane on the A303 between Amesbury and Berwick down including a twin bored tunnel under the majority of the world heritage site and a northern by-pass of Winterbourne Stoke. | The scheme provides a new off-line two lane dual carriageway between Black Cat roundabout on the A1 in Bedfordshire and Caxton Gibbet roundabout on the A428 in Cambridgeshire. | 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. | Accelerating and supporting the delivery of digital technologies on our railways. | Improving capacity and frequency of the services on the East Coast Mainline, increasing passenger seat capacity to major stations along the route, reducing journey times and improving the customer experience through the introduction of new trains. | The programme will reconstruct and upgrade a partly disused railway between Bicester and Milton Keynes /Bedford allowing for the introduction of new passenger services improving connectivity and journey times along the corridor. | An extensive programme to modernise existing infrastructure on the Great Western mainline. It will create faster and more reliable services, better stations and increased freight capacity. | Covers the Government activities to enable delivery of a new Northwest runway at Heathrow Airport. | A new fully integrated high speed North-South railway. | Renewing 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 including more capacity, improved reliability, reduced journey times, and better environmental performance. | A new free-flowing road crossing of the Lower Thames east of Gravesend and Tilbury. It will improve network resilience and the performance of the existing crossings at Dartford enabling local regional and national economic growth. | The project has been reset and since September 2018 has left the Government Major Projects Portfolio. The project is a study into options for a permanent solution or solutions into the freight management and lorry parking in Kent. The project is currently at its initial stage (option identification / selection). | Modernisation of the Midland Main Line Route to provide more passenger capacity and reduced journey times into London and between major Midland cities. | The enhancements provided by the North of England Programme will support economic growth, bring improved journey times, offer additional train services and enable modern trains to run across the North. | To secure the provision of passenger rail services as set out under the Railways Act 1993 (as amended) by letting Rail Franchises. | Programme of infrastructure upgrades and new rolling stock to increase passenger capacity including enhancements works at Waterloo station. | 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 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. ? |
| 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. | 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. | DCA due to programme initiation delays caused by 5G equipment availability and complex programme setup. Programme has addressed feedback and recommendations from IPA experts and mobilisation of future projects is underway. | The Amber RAG is reflective of the impact of the strategic risks materialising i.e national unplanned event/force majeure creates a new protected broadcaster lockdown. To address this, further focus has been on risk management and regular deep dives have been implemented and are being monitored via the Programme Board. | A delivery unit to support the Games has been established within DCMS and the Organising Committee for the Games has been set up. Governance structures for the Games have been put in place. The Project was Amber/Red at quarter 2 due to its complexity, profile and budget which was not confirmed. | The Amber DCA recognises that the Programme is dealing with multiple projects of variable pace and levels of risk in relation to their individual storage construction solutions. A staged approval process has seen the Science Museum Group's FBC receive HMT approval in June 2018, followed by approval for the British Museum's and V&A's FBCs by Q1 2019/20. | Good progress continues .The Programme continues to stimulate the market through Wave 1, 2 and 3 which will collectively help meet the manifesto commitment of fibre-spines in 100+ towns and cities and 10 million premises. | The programme remains at Amber status for delivery confidence based on the success to date, this is supported by the programme governance and reviews. There remains significant risks to the programme due to the inherently complex nature of implementing into a multi supplier environment, compounded by other departmental change programmes and EU Exit considerations. | The programme delivery confidence was Amber/Green at programme closure with significant progress made addressing recommendations from assurance carried out by the Infrastructure Projects Authority. Lessons learned have been captured, business as usual (BAU) processes developed and agreed with HMRC. BAU governance arrangements are now established and the service has successfully transitioned into BAU. Summer 2018 saw performance meet or exceed targets with take up at 83% and sufficiency of places at 90%. | Apprenticeships will now phase the roll-out of the service to non-levy payers next year, rather than the big-bang approach originally planned. This change is welcomed. There is also now widespread acceptance across Whitehall that the Programme will miss the 3m target and instead must focus on achieving the highest number of quality starts possible by 2020. As a result of both decisions, revised DCA to Amber, although there remain to be significant delivery challenges. The Programme has a new SRO who was previously the Apprenticeship’s Programme Director. The Programme has also changed its Governance, with the aim of ensuring the Programme Board focuses on strategic direction (especially given the Apprenticeships Post-2020 Vision work ongoing within DfE) as well as benefits realisation. This shift is welcomed, although how this work will align with other reforms within Skills and Technical Education is not clear. | We continue to achieve target feasibility and handover dates which gives us greater confidence that we will achieve overall target completion. In this light, we hope to see an improvement to the Delivery Confidence Rating in the future. The new forecast, approved by SCB (Schools Capital Board) has now formed the basis for a new baseline for 2018-19 which factors in additional slippage that may occur as a result of complex schemes. The baseline/forecast dates have been developed to reflect more realistic timescales, improving our ability to model future projections with greater accuracy. We have agreed short and long term actions to further improve management processes and forecasting arrangements. This work is ongoing. | Substantial progress has been made to support delivery of Social Work England (SWE). DfE and DHSC continue to work with key stakeholders and SWE to ensure a smooth and safe transfer of regulatory functions. Key finance and corporate documents to establish SWE’s independence as an ALB have been issued. Grant in aid funding has been transferred to SWE’s bank account. SWE has four NEDs who, along with Lord Patel of Bradford (SWE’s Chair) and Colum Conway (SWE’s CEO) will form SWE’s Board. Four Executive Directors (EDs) were appointed in September. Recruitment is ongoing for two further NEDs and one final ED. A preferred digital supplier has been appointed, contracts have been finalised and the supplier started working on 14/9. SWE staff are due to move into SWE’s premises in Sheffield in December. | Delivery confidence for the T Level Programme remains at Amber Red, due to the complexity and interdependency of the programme on internal and external factors. Significant success has been achieved against an extremely tight timetable, meeting all our major milestones. However, significant challenge remains in upskilling the FE workforce, securing further capital funding for future delivery beyond 2020 and whether funding levels will be sufficient to incentivise providers to continue to engage with T Levels. Risk remains on the ability to ensure that industry placements are available to support every student who applies for a T Level qualification, and we will need to monitor the impact of these flexibilities closely on the programme. | During the period July to September the St Helena air service continued to deliver reliable air access to the island with the air service carrying 1,892 passengers on 40 flights. On 3 occasions inward flights were delayed, due to adverse weather (persistent fog and low cloud on two occasions, and wind conditions once). The parent company of the airport operator remains in Business Rescue - the South African legal process to facilitate the rehabilitation of a company that is financially distressed. The airport remains open and continues to operate normally. St Helena Government and DFID are exploring all options to safeguard the future of the airport and the air service. | The Project received an IPA rating of Amber/Green, which is an improved rating from last year, where it received an Amber rating. The Project remains on track to meet the publicly committed Open for Traffic (OfT) December 2020. The road is being delivered in 6 sections and good progress is being made which supports a high level of confidence the scheme will be delivered on time. Recent successes include the opening of the A1 with 3 lanes at national speed limit and the opening of a local access road to the A14 to enable separation of local and national traffic. Similarly, significant progress is demonstrated as all road structures are now built and in place. | The Project received an IPA rating of Amber in September 2018, reflecting the level of confidence in project delivery and good progress in developing the Outline Business Case which was based upon the privately funded scheme. More recently, the project received an IPA rating of Amber/Green which demonstrates the excellent progress made in developing the Outline Business Case to reflect a publicly funded model following the Chancellors announcement re-withdrawal of the use of private finance for the project. The key recommendation related to ensuring that the updated commercial approach is fully explained in the commercial and procurement strategy. The Development Consent Order for the project was submitted in October 2018 and the examination began on 2nd April 2019. | The latest DCA rating for the project is Amber/Green. This reflected a solid understanding of the transport requirements and significant local support for the scheme. The Preferred Route Announcement was made in February 2019 and the project is now further defining its design, benefits and approach prior to Statutory Consultation scheduled for summer 2019. | In August 2018 Crossrail Limited (CRL) announced that the opening of the tunnel section through central London would be delayed from December 2018. A combination of inter-connected factors caused the delay including late delivery of critical infrastructure and more time needed to complete all of the necessary train and systems testing and assurance processes. Crossrail Ltd (CRL) are continuing to assess how the schedule can be optimised to best accommodate the remaining works as part of a revised programme for opening. In response sponsors have taken action in the following areas: • governance and finance reviews by KPMG and implemented 125 recommendations • the composition of the Crossrail Board (new chairman and deputy chairman, additional non-executive directors) • the Crossrail executive team • the Project Representative (P-Rep) • additional Sponsor Board members | This scheme is currently rated Amber due to most schemes still being in the early development stages and new territory. The programme is being monitored closely and we expect delivery confidence to improve as schemes mature. | The Programme's scope has been finalised and the works to be delivered have been agreed with stakeholders. A systems integration capability has been procured by Network Rail to support the delivery of the Programme and the realisation of the benefits. Constructive working relationships between the Department for Transport, Network Rail, and train operators are well established. The costs, schedule and interfaces continue to be closely managed by the team. | The IPA delivery confidence rating for this project was Amber in Q2 1819. It should be noted that the East West Rail Company formally went live in September 2018. IPA recommendations continue to be progressed. This includes a focus on governance and aligning of strategic objectives with the wider strategic CaMKOx (Cambridge, Milton Keynes, Oxford) Programme. | The IPA rated this project with an Amber/Red delivery confidence in Q2 17/18. Actions are in place to manage and monitor implementation of recommendations supporting delivery of electrification programme and increased integration of work streams delivering December 19 enhanced timetable. | The Heathrow Expansion Programme covers the Government activities to enable delivery of a new Northwest runway at Heathrow Airport (subject to the granting of development consent). The Amber delivery confidence rating reflects the scale and complexity of the programme; the political, public stakeholder and media interest; and the significant dependencies with other environmental and transport programmes. The programme is at a relatively early stage which is also reflected in the delivery confidence rating. Following designation of the Airports National Policy Statement (ANPS) by the Secretary of State in June 2018, the programme moved into a new phase and there is a different role for Government. Resources and governance arrangements are in place for this phase of the programme and the management of dependencies is a key focus. DfT has also defended the Government’s position against five judicial review claims that challenged the ANPS. These cases were heard in March 2019 and a judgement is expected in spring 2019. | The Amber/Red Assessment is noted by IPA and reflects the overall complexity of the programme. We are committed to delivering HS2. HS2 Ltd has an ambitious schedule of Phase 1 services commencing from 2026 which we are continuing to monitor. We are keeping a firm grip on costs and HS2 Ltd is working with its supply chain to ensure this remains. We will make public a Full Business Case including an affordability assessment at the point of Notice to Proceed in 2019. | This project had an Amber/Red IPA DCA rating in Q2 18/19. Since this time the Department and delivery partners have agreed a revised schedule for delivery of East Coast trains into service. The first train is now expected to enter into service in on 15 May 2019. A fortnightly delivery board and weekly taskforce continue to oversee delivery. | The project received an IPA rating of Amber which is an improved rating from last year when it received an Amber/Red rating. The rating reflects the scale and complexity of the scheme and that it is still at an early stage in its delivery lifecycle. Consequently, a number of risks and assumptions remain which will be fully explored as the project progresses. These include the outcome from the extensive enabling works underway which will provide certainty re the certainty of the ground conditions along the preferred route. The Project remains on track to deliver the publicly committed Open for Traffic date of 2027. The project delivered a major statutory consultation ending in December 2018 which had 28,000 responses and showed a high level of support for the scheme. Good progress has been made in developing a publicly funded procurement approach following the Chancellors announcement in October 2018 to remove the use of private finance for the link roads of the scheme. | Discussions are ongoing with the Department on the scope, baseline schedule and budget for the next phase of works. | The IPA rated this project with an Amber delivery confidence in Q2 18/19. Constructive working relationships between the Department for Transport, Network Rail, and train operators are well established. The costs, schedule and interfaces continue to be closely managed by the team. Assurance for the programme continues to be carried out with proactive benefits realisation work continuing. | Substantial progress has been made across all areas of the programme. The assessment reflects the complexity and risk to the programme, particularly the Transpennine Route Upgrade (TRU) and its various delivery stages. Constructive working relationships between the Department for Transport, Network Rail, the Rail North Partnership, TfN and train operators are well established. The costs, schedule and interfaces continue to be closely managed by the team. The upgrade to Liverpool Lime Street station was completed in October 2018 which will pave the way for longer trains and more services starting from the May 2019 timetable and future timetable changes. The route upgrade and electrification between Manchester and Bolton was completed in February 2019. This will also pave the way for faster trains, and more train services with more seats starting at the May 2019 timetable change. We continue to work with NR on the business case for the TRU programme. TRU will bring, capacity, connectivity, reliability and journey time benefits to passengers across the Pennines throughout the 2020s. Improvements to the Calder Valley route, that will deliver more frequent and longer trains, were completed in October 2018. This work enables passenger disruption to be minimised while the Transpennine route is upgraded. | The IPA delivery confidence for the Rail Franchising Programme remains at Amber/Red due to a number of strategic challenges. The ongoing Williams Rail Review is considering current and alternative commercial models for the provision of rail services. Following the Review’s publication of a government white paper in autumn 2019, a key objective of the Passenger Services Directorate in DfT will be to respond and implement the recommendations. The Programme continues to focus on delivering our two live competitions in order to secure best value for money for the taxpayer and ongoing train service provision. | The delivery of the core elements of the Programme are now complete. Works to re-open Waterloo International Terminal were completed in December 2018 for passenger services. DfT are containing to work with Network Rail to ensure delivery of the overall benefits of the Programme. | The Thameslink Programme is a circa £7bn project which will increase capacity and improve accessibility to, from and through the heart of London. Good progress has been made on delivering the infrastructure and rolling stock projects. The entire fleet of new trains was accepted into service in June 2018 and the main infrastructure works (including London Bridge station) were completed in early 2019. The first of the planned 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 worked with GTR through an Industry Readiness Board to establish an interim timetable in July 2018 to provide certainty for passengers and to deliver the remainder of the planned weekday May services in December. This board will continue to assess readiness for the subsequent timetable changes. The Office of Rail and Road was asked to conduct an inquiry into how the timetable change was delivered (the “Glaister review” published in December 2018) and work was undertaken to assess how future planned timetable changes should be delivered in accordance with new assurance arrangements established by the industry Programme Management Office. | 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 |
| 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 | 01/04/2015 | 01/04/2017 | 01/04/2016 | 01/09/2013 | 01/04/2012 | 31/12/2015 | 01/05/2015 | 28/02/2017 | 13/01/2015 | 21/12/2017 | 25/11/2015 | 01/04/2017 | 01/11/2014 | 11/05/2015 | 08/05/2015 | 01/05/2014 | 09/05/2016 | 25/10/2016 | 15/03/2005 | 01/09/2012 | 01/12/2014 | 01/04/2015 | 22/07/2008 | 23/11/2016 | 01/04/2014 | 30/11/2011 | 01/12/2011 | 01/07/2015 | 28/02/2011 | 01/06/2005 | 30/05/2014 | 01/11/2015 | 01/01/2011 | 23/07/2009 | 19/05/2016 | 16/07/2012 | 01/07/2005 | 23/02/2015 | 29/03/2012 | 01/12/2013 |
| 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 | 01/04/2021 | 31/03/2020 | 31/03/2020 | 31/03/2019 | 31/03/2020 | 31/03/2020 | 31/03/2036 | 31/03/2021 | 01/01/2022 | 31/03/2023 | 31/03/2023 | 01/12/2021 | 30/04/2020 | 31/03/2018 | 01/04/2021 | 31/12/2022 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information Intended for future publication) | 30/09/2023 | 31/08/2026 | 30/09/2021 | 01/06/2028 | 01/04/2025 | Not provided | 01/04/2023 | 01/12/2023 | 30/06/2024 | 31/12/2024 | 31/12/2029 | 31/12/2033 | 06/02/2020 | 31/07/2028 | 01/07/2023 | 31/12/2024 | 31/12/2022 | 31/03/2019 | 31/12/2019 | 31/12/2026 | 31/03/2020 | 31/03/2021 | 31/12/2019 |
| 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. | 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. | The Programme expects to deliver in line with its current schedule. There have been slight initial delays due to later than expected release of 5G equipment in the marketplace, and complex programme setup. | Delivery remains on track. To clear the 700MHz band the programme will make changes to 95 main stations (and 126 relays) by spring 2021 | The Organising Committee for the Games has been set up and delivery of the capital projects of the Games (village, stadium and aquatics centre) is under way. Delivery is on track. | The construction of new storage facilities and preparation for the removal of collections from Blythe House are on track, with the Science Museum Group, British Museum and V&A all receiving Treasury approval for their projects' Full Business Cases by Q1 of 2019/20. | Delivery remains on track. The objectives for the year remain ambitious however with robust planning, the Programme expect to deliver to cost and time. | The high level plan for UnITy continues to make significant progress with successfully completing all key service procurements to schedule. In Q2 the programme entered into Implementation phase on all of its service contracts with focus on ensuring technical integration between all services and suppliers happens as smoothly as possible. Since Q2 all services have transitioned on schedule to new suppliers with focus moving to service transformation plnanning and deployment. | The 30 Hours Free Childcare programme was successfully delivered in Sep 2018, with the project completing closure activities: lessons learned, benefits management and transition activities ahead of 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. | Public School Building Programme 2 does not at this point have any indication that there will be any delays in in the overall delivery of the programme. | A majority of milestones are steady state and/or on track. Work continues to ensure a smooth and safe transfer of regulatory functions between the current regulator and SWE. | There has been a very significant amount of effort applied to maintaining the delivery schedule, and we have met all of our key milestones, including our two first 'go / no go' points. Working collaboratively with delivery partners, we launched the ITT for the development of the 2020 qualifications and subsequently awarded contracts to Awarding Organisations to develop the first three T Levels. We remain on track to meet our next key 'go / no go' point in Feb 2020 with the approval of the first three qualifications. | The construction of the airport was completed on schedule with the airport receiving certification during May 2016. The St Helena air service has made a strong start since commencing on 14 October 2017. The service operates on a commercial basis with tickets sold on the global distribution system. The air service has exceeded initial operational and commercial expectations and is on course to make a small profit in its first year. However, aspects of the associated infrastructure are not yet complete. | The project is on track to achieve the December 2020 Open for Traffic date, but with an aspiration to deliver earlier. The project end date in 30 September 2021 is also on track and reflects the time finalise the transition to business as usual once the road is open. * The end date for roads projects published here is the date on which the last work to support the scheme is completed. This is different from the Open for Traffic (OfT) date, which is the completion date for schemes usually discussed with Highways England and reported elsewhere. The OfT date is usually some months (or even years) earlier than the formal end date depending on the nature and complexity of the scheme. | The project remains on track for Start of Works in 2021 and Open for Traffic in 2026. The project end date is 2028 and reflects the time finalise the transition to business as usual once the road is open. In the last annual report the end date shown reflected the Open for Traffic date which has remained the same. * The end date for roads projects published here is the date on which the last work to support the scheme is completed. This is different from the Open for Traffic (OfT) date, which is the completion date for schemes usually discussed with Highways England and reported elsewhere. The OfT date is usually some months (or even years) earlier than the formal end date depending on the nature and complexity of the scheme. | The project end date is in line with the public commitment to open for traffic during Roads Period 2. * The end date for roads projects published here is the date on which the last work to support the scheme is completed. This is different from the Open for Traffic (OfT) date, which is the completion date for schemes usually discussed with Highways England and reported elsewhere. The OfT date is usually some months (or even years) earlier than the formal end date depending on the nature and complexity of the scheme. | In August 2018 Crossrail Limited (CRL), a wholly owned subsidiary of TfL, announced that the opening of the tunnel section through central London would be delayed from December 2018. A new Chairman and Chief Executive have since been appointed at Crossrail Limited. On 25 April 2019 CRL released a new plan to complete the outstanding works and bring the line between Paddington and Abbey Wood into passenger service at the earliest possible date. Due to ongoing uncertainties, CRL identified a six-month delivery window with a midpoint at the end of 2020, although stated that Bond Street is unlikely to open at this time. Further work is now underway to develop a robust opening plan for the full railway including all through services and an earlier introduction of services between Paddington and Reading (Stage 5A) from December 2019 to build up train reliability and mileage. | The projects within this Portfolio are still set for completion by the Project End Date. | The access plan for the King's Cross remodelling project has been revised as a consequences of delays with the Thameslink Programme and the main blockade of the Station will now take place in early 2021 instead of early 2020. This means that the new timetable that will deliver the majority of the Programme's benefits is now expected to be introduced in December 2021. The Project End Date remains as December 2023. | Phase 2 Western section is currently underway and is expected to be delivered in 2024. Plans are in place to manage the challenging timetable to work through the complex and critical HS2 interface milestones and decision points. The outline business case has now been approved by the DfT Board Investment and Commercial Committee (BICC), progressing the project from development phase through to delivery with a full business case decision and Transport and Works Act Order (TWAO) approval planned for Summer 2019. | The Great Western Route Modernisation programme has delivered electrification from Paddington to Bristol Parkway and Newbury by December 2018, Chippenham by April 2019 and will complete with electrification to Cardiff by November 2019. This will enable the introduction of the enhanced timetable in December 2019 to deliver significant journey time benefits via new trains and infrastructure. Electrification to Cardiff is expected to be completed by January 2020 and project end date by December 2024. | The end date of the programme reflects the need for additional airport capacity by 2030 and this is reflected in the Airports National Policy Statement (ANPS). Heathrow Airport Limited (HAL) are aiming for the runway to become operational in 2026. The Government believes that the capacity is required by 2030. | On Phase One (West Midlands to London), design and enabling works are ongoing. Major procurements have included: issuing an invitation-to-tender for rolling stock; Lendlease have been appointed as the Master Development Partner for Euston station, to work with HS2 Ltd, the London Borough of Camden and others to develop a Master Plan for the sustainable mixed-use development at the Euston station site; and HS2 Ltd has awarded design contracts for the four new high speed stations in Birmingham and London. | Following acceptance of the final unit in December 2018, all trains are now operating in passenger service on the Great Western Mainline. On the East Coast Mainline, the Department continues to work with delivery partners to ensure trains enter service on the London-Leeds/Hull routes on 15 May 2019. The phased roll-out of the remainder of the 65 trains on the East Coast Mainline is expected to last until mid-2020. | The Project is on schedule to deliver a December 2027 Open for Traffic (OFT) date. The project end date in 2028 is also on track and reflects the time finalise the transition to business as usual once the road is open. | The project in its original form (Stanford West Lorry Park) was cancelled on legal advice in November 2017 and £5m allocated for historic blight costs and to develop options for alternative solutions to lorry parking in Kent. This included investigations looking at permanent infrastructure as well as technology solutions. A public information exercise was undertaken. Discussions are ongoing with the Department to establish the scope for the next stage of this project, when agreed funding will be sought to take this forward. | Electrification from London St Pancras to Kettering and Corby, capacity works on whole route remains on schedule by 2020. Additional infrastructure to enable the operation of bi-mode trains in electric mode is planned to be delivered by 2023. Project end date December 2024. | Following the two-year delay to the Manchester – Preston upgrade, caused by difficult ground conditions and Carillion’s failure, electric trains started operating on the route in February 2019. We continue to work with NR on infrastructure improvements across the north including platform extensions which are being progressively rolled out to enable the deployment of longer trains in the May and December 2019 timetable changes. The NoE programme is expected to be completed by 2022. The TRU programme is in early stages of development. | The Department is currently reviewing the rail franchise schedule. The Secretary of State has commissioned Keith Williams to undertake a root and branch review of the rail network, including franchising. All currently contracted franchises, ongoing franchise competitions and other live rail projects are outside the scope of the Review. | On schedule for December 2019. 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 opened in December 2018. | Plans have been reviewed and we expect the May 2019 timetable change to introduce 20 trains per hour including weekends and 22 trains per hour in May 2020. Final infrastructure delivery dates are end 2020 for operational introduction of Traffic Management, and end 2021 for new stabling facilities in Kent, both of which will support the final service step up of 24 tph. This final operational change is subject to review by the rail industry stakeholders. | 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 |
| 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 | £7.00 | £6.00 | £8.10 | £26.10 | £30.00 | £20.00 | £111.41 | £79.15 | £164.30 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | £88.75 | £50.70 | £121.20 | £750.02 | £2,243.30 | £448.60 | £11.35 | £50.00 | £4.00 | £407.30 | £22.90 | £14.30 | £466.75 | £32.00 | £141.20 | £89.70 | £655.00 | £14.70 | £2,976.00 | £120.10 | £61.90 | £0.00 | £501.90 | £285.00 | £10.60 | £178.22 | £2,178.70 | £20.49 | £83.71 | £22.10 |
| 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 | £7.00 | £6.20 | £5.20 | £22.70 | £30.00 | £15.80 | £111.41 | £42.65 | £87.10 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | £23.50 | £58.00 | £159.00 | £750.51 | £1,863.60 | £448.60 | £7.89 | £50.00 | £4.64 | £475.00 | £33.19 | £8.30 | £1,089.20 | £32.02 | £141.20 | £89.70 | £769.00 | £7.90 | £3,009.00 | £154.90 | £81.00 | £3.70 | £441.30 | £367.70 | £12.70 | £129.02 | £2,026.70 | £18.64 | £86.44 | £22.10 |
| 2018/2019 Variance %age | -7% | -24% | -71% | 9% | -2% | -11% | 0% | 0% | Not set | 0% | 3% | -36% | -13% | 0% | -21% | 0% | -46% | -47% | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | -74% | 14% | 31% | 0% | -17% | 0% | -31% | 0% | 16% | 17% | 45% | -42% | 133% | 0% | 0% | 0% | 17% | -46% | 1% | 29% | 31% | - | -12% | 29% | 20% | -28% | -7% | -9% | 3% | 0% |
| 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 | £270.74 | £11.70 | £43.96 | £126.50 | £209.60 | £90.00 | £564.10 | £217.05 | £594.92 | Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) | £338.00 | £318.70 | £1,048.40 | £5,874.92 | £11,347.50 | £2,398.50 | £21.31 | £146.20 | £445.10 | £1,435.30 | £1,556.40 | £809.80 | £15,474.61 | £450.00 | £1,040.37 | £1,091.40 | £5,001.00 | £22,732.90 | £55,700.00 | £6,583.25 | £5,509.00 | £0.00 | £1,671.20 | £6,052.00 | £20.60 | £820.20 | £7,269.40 | £75.25 | £392.76 | £129.50 |
| 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% | 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% | Underspend in 2018/19 arose due to delays in equipment availability and complex programme setup. | Ongoing underspend across all aspects of the 700MHz Programme, this is due to the original budget being set too high. The infrastructure and support costs continue to be refined as the programme progresses. | Exempt under Section 22 of Freedom of Information Act 2000 (Information intended for future publication) | The baseline figure reflects the original spending profile agreed at the 2015 Spending Review, which was provisional, because the museums had not yet completed their OBCs. With the development of options appraisals and business cases, the profile of expenditure has become clearer, with the majority of construction expenditure now falling in 2019/20 rather than 2018/19. The revised profile was submitted to HM Treasury and agreed as part of the Supplementary Estimates process in February 2019. | There was a forecast increase in the Gigabit Voucher Scheme due to fast increase in take up of vouchers (increasing costs in 18/19 and reducing in 19/20). | Variance reflects the latest profile of Programme Run & Investment costs. In the PBC (baseline) the programme was due to finish in 2018/19 , however to ensure that the financial and non-financial benefits of the programme are delivered after the completion of the procurement phases it will now remain as a dedicated Programme throughout its implementation phase until April 2020. The above variance reflects the reprofiling of costs with current forecast showing significant investment costs in 2018/19, related to remaning a dedicated programme i.e (Resource (people) costs and New Supplier Implementation Costs) whereas the PBC (baseline) showed investment costs significantly tailing off in 2018/19. In summary the programme was re profiled and costs aligned to revised programme plan | Budget variance less than 5% | 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. | Budget variance less than 5% | The 2018-19 forecast is around 31% below the original baseline. This variance is predominantly due to further development of planning assumptions. | 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. | Financial baseline was set in April 2016. Since then spend was brought forward to support the aspiration to open the road as early in 2020 as possible. This in year cost increase does not affect the overall scheme cost. | The reason for the variance is that the assumption that a ramping up of costs in the second half of the year did not occur, partly due to overall cost pressures across the Highways England portfolio. The final forecast outturn cost for the year was £23.4m, which represents a very minor variation from the £22.9m budget figure. | The small difference relates primarily to the additional costs of preparing for an additional, targeted consultation following agreement of the design changes to meet the requirements of the heritage bodies. | This constitutes the funding for the project as a whole. Schedule pressures have had a knock on impact in terms of quantum and timing. 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. | Budget variance less than 5% | Budget variance less than 5% | Budget variance less than 5% | At September 2018, forecast was overestimating the amount of enhancement work that would be completed within 2018-19. Forecasting has since been refined to exclude work now rescheduled for 2019-20 (particularly electrification to Cardiff which will be completed in November 2019) and by March 2019 overall annual Programme spend was within 2% of budget. | The baseline budget for 2018/19 was set early in the programme and has been revised as part of annual corporate planning, resource planning and spending reviews. The variance between the baseline and forecast costs for 2018/19 is due to changes in the phasing of the programme and budget needs have become clearer over time. The figures for 2018/19 do not include any non-government costs because non-government costs at this point are not formally reported. | Budget variance less than 5% | Some additional investment in infrastructure and train modifications have been required to facilitate trains entering into service. The majority of these costs will be met by Hitachi/Agility Trains Ltd, but the final cost will not be confirmed until the Heads of Terms agreement from 3 March 2019 is contractualised (expected June 2019). | The variance in 2018/19 is due to two main reasons: Firstly, the number of home owners claiming that their properties will be "blighted" by the scheme is more than forecast for this stage of the project. When a claim is made the project must purchase the properties therefore expenditure expected to be made later in the development phase has been brought forward to meet these costs. Secondly, development phase work scheduled for later years has been brought forward in order to derisk the project schedule. This includes critical ground investigation work. The overall development phase budget of £324m has not changed. | Baseline figures are yet to be approved for the new project. This will be set when the scope is agreed with the Department. The forecast 2018/2019 figure refers to the £5m budget allocated from the closure of the Stanford West project, as of September 2018. | Spend is lower than forecast due to: deferral of a line speed improvement scheme (deferral to allow interrogation of benefits and value for money); efficiencies realised within the programme; and some project slippage (this is not expected to affect the project delivery date. Project remains within funding envelope. | The variation is due to delays in delivery to the programme in the north west following Carillion’s failure. The programme also contained an initial estimate for a fully electrified TRU programme through to Control Period 7 (2024 onwards). The costs presented are consistent with those assumed in the OBC agreed by BICC in December 2018. We continue to work closely with NR on costs as design work progresses. | The variance is due to the re-timing of our current competitions which has increased the in-year total forecast. | An underspend was reported which arose from a requirement to reprofile the works to later years. | As with all major programmes Network Rail budgets for risk and contingency and these are reviewed on a regular basis. During 2018/19, in the final phase of delivery, Network Rail identified efficiency and contingency savings to the Thameslink Programme of £63m which were agreed with DfT through formal programme governance. | 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% |
| 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. | 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. | The current spend profile will enable us to deliver the strategic objectives of the Programme | The programme has identified a £100m underspend across the Spending Review period of which £45m has already been surrendered. | Exempt under Section 22 of Freedom of Information Act 2000 (Information intended for future publication) | The whole life cost total baseline is from the Programme Business Case approved by HM Treasury in June 2016. This will be updated following the successful progression of component project FBCs through the Treasury Approval Point. | Budget baselines were amended to reflect changes for the National Gigabit Voucher Scheme and the reallocation of budgets for the Trans Pennine Initiative Project between the 5G Trials & Testbeds and LFFN programmes. | In total the whole life costs of the programme have not materially changed. Year in Year phasing of costs have been reprofiled resulting in the main variance for 2018/19. Also the programme remains on track to deliver above original savings forecast. | Following the first time availability of data showing actual take up of offer, baseline costs were revised this quarter. Now that actual data around take up of the offer in the first year of delivery is available, we have revised the underlying assumption around the average hours of childcare taken a week, and this has resulted in an increase in the forecast costs in future years This is primarily due to revised forecasts for the Dedicated Schools Grant (DSG) budget to fund delivery of the 30 hours entitlement in future years. It should be noted that delivery of the 30 hours childcare entitlement is a demand-led project and recurring new costs are modelled on what we currently know and understand about the population and estimated take-up of the offer. We will continue to refine these forecasts as we receive more up-to-date information about take up of the offer. | 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. | The budgeted whole life costs are based on the expected costs of the implementation of Social Work England as the regulator of social workers in England. The costs have been calculated from 2017-18 up to the point at which Social Work England takes on its regulatory functions. The capital costs associated with the project are predominantly associated with the premises and ICT systems required for Social Work England to take on its regulatory functions. | Costs set out are those for the T-Levels programme as set by HMT at the 2017 Spring Budget. We have no confirmed budgets past Financial Year 2019-20. Future budget will be set in the next government spending review. | 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. | No change to budgeted whole life costs. The project is on track to deliver to its agreed baseline and no future change is forecast. | The figure of £1.9bn in last year’s annual report has now reduced to 1.5bn in line with our most likely cost estimate for the project. Latest whole life costs figures for the scheme have been recently updated in the projects latest business case, which is currently subject to HMT approval. | The cost estimate for the scheme of £810m has been developed on the basis of the design taken to Preferred Route Announcement. The costs include de-trunking the existing A428 and significant junctions at Black Cat roundabout, Caxton Gibbet and Cambridge Road. There is also the need to cross the East Coast mainline and River Great Ouse and there are significant utility diversions. | The original anticipated cost was previously estimated at £14.8bn. This included funding for both CRL (£12.5bn) and Network Rail (NR; £2.3bn) who are delivering the national rail network ‘On-Network Works’. In July 2018, DfT and TfL announced additional funding would be made available to both CRL (+£300m) and NR (c.£290m), increasing the available funding to £15.4bn. In December 2018, following recommendations made by KPMG, the Department has agreed a financing package with TFL, GLA and CRL to complete the project via a loan of up to £1.3bn to the Greater London Assembly (GLA). The GLA will also provide a £100m cash contribution. Final costs are yet to be confirmed so a £750m contingency arrangement has also been agreed between TfL and the Department in the event that further finance is required. The combined total of the financing arrangements outlined above means that the overall funding envelope for the project is now £17.6 billion. Risk also remains around the works being carried out by NR on their sections of the network but any further funding requirements will be managed within NR’s own internal budgets. | The funding provided as part of the National Productivity Investment Fund (NPIF) in the 2016 Autumn Statement was £450m. We will continue to assess the costs of the Programme and scope of projects in order to remain in the funding provided. | The Department currently forecasts to deliver the Programme within budget. | Whole Life costs are currently within profile in the Project Outline Business Case. The Grip 3 £1.465bn (12/13 prices) figure reported in last year’s Annual Report was the previous baseline prior to the Grip 3 Refresh in January 2018 which reduced the baseline costs to £1.091bn (please note this is a different price base Q1 2015). The reduction in the baseline costs are down to the cost challenge set by the SoS which included efficiencies such as reduced scope requirements. Grip 4 Cost Plans/target costs and Full Business Case planned for Summer 2019 may subsequently change the forecast capital costs. * Governance for Railway Investment Projects (GRIP) is a management and control process developed by Network Rail for delivering projects on the operational railway. | Over half of overall Programme costs are to fund the electrification of Paddington to Cardiff, with remaining spend on enabling work e.g. platform extensions, line improvements, station capacity. Baseline spend has been reduced by around £420m due to decision not to electrify Cardiff-Swansea section. | Expansion at Heathrow Airport will be built and financed by the private sector. Given that HAL are developing their masterplan, it is not currently possible to identify a firm scheme cost baseline. The £22.732bn figure reported comprises of £132m budgeted government resource costs and £22.6bn of private sector (non-government) costs as estimated by the Airports Commission in 2014 prices with the upper estimates of the cost ranges used. HAL continue to work closely with airlines and the regulator (CAA) to keep landing charges (the amount airlines pay to use the airport) close to 2016 charges (2016 is the date when the Government stated its preference for Heathrow Northwest Runway). HAL would pay in full the cost of any surface access required for airport expansion. The Government would contribute to surface access costs where they were not needed purely for airport expansion and they benefit non- airport users. HAL’s operational costs are not included in the whole life costs but are included in HAL’s plans which are under development. | 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 majority of this cost is Set Availability Payments to be made by train operating companies to Agility Trains Ltd over 27.5 years of the IEP contract to cover the use of Hitachi's trains and rolling stock maintenance. It also includes expenditure on Network Rail enhancements to facilitate Intercity Express Train operations. Reduction in operating cost forecast as Great Western Mainline electrification programme advances. | The projects Whole Life Cost increased during the year as a result of design changes identified as needed following the development of an updated traffic model for the Lower Thames Area. The changes are reflected in the Statutory Consultation material and include the introduction of 3 lanes north of the A13 junction. Overall these changes are intended to ensure that the traffic congestion at Dartford Crossing is significantly reduced and the traffic on the Lower Thames Crossing remains free flowing. | The only funding available for this project was the £5m allocated on the closure of the Sandford West scheme. This funding is now spent and discussions on scope and budget for the next phase of works are ongoing with the Department. | The stated cost is within the funding envelope for the programme as agreed following the Hendy Review in 2015. Annual volume of spend increased as programme moves further into delivery (includes delivery of significant remodelling project in year). | The whole life baseline cost for the North of England Programme was £5.12billion in 2012/13 prices at the start of CP5 (2014 – 2019), including initial estimates for delivery of the Transpennine Route Upgrade that was planned for completion in 2022. This will be refreshed for CP6 (2019 – 2024) starting in April 2019. | The whole life costs (RDEL - Resource Departmental Expenditure Limit) are the admin cost of the live competitions. The numbers relate to the four Franchise Competitions that were in the GMPP at Q2 2018: South Eastern, East Midlands, West Coast Partnership & Cross Country competitions. Due to the unique geographic nature of the Cross Country franchise, which runs from Aberdeen to Penzance and cuts across multiple parts of the railway, awarding this franchise in 2019 could have impacted on the ongoing Williams Rail Review conclusions. In September 2018 it was therefore decided that this competition would not proceed. Services continue to be operated by the existing franchisee with options beyond this being considered in due course. | The variance arose when cost pressures associated with the Feltham Station scheme were reported. A funding solution was identified and the budget was adjusted accordingly. In addition, all programme cost estimates were uplifted from 2012/13 prices to outturn pricing. This resulted in the increase to £820m, from £735m reported last year. | The Thameslink Programme budget for Key Output 2 (c.£2bn) was rebaselined as part of the Hendy Review of Network Rail's CP5 programme commitments, which reflected an increase in the total Thameslink Programme budget of £450m which included significant levels of risk and contingency. The revised 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. | 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. |
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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 |