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BEIS Government Major Project Portfolio data, March 2021 (csv)

Updated 15 July 2021
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GMPP ID Number Project Name Department Annual Report Category Description / Aims 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) Departmental commentary on actions planned or taken on the IPA RAG rating. Project - Start Date (Latest Approved Start Date) Project - End Date (Latest Approved End Date) Departmental narrative on schedule, including any deviation from planned schedule (if necessary) Financial Year Baseline (£m) (including Non-Government Costs) Financial Year Forecast (£m) (including Non-Government Costs) Financial Year Variance (%) Departmental narrative on budget/forecast variance for 2020/21 (if variance is more than 5%) TOTAL Baseline Whole Life Costs (£m) (including Non-Government Costs) Departmental Narrative on Budgeted Whole Life Costs
BIS_0014_1415-Q3 New Polar Research Vessel BEIS Infrastructure and Construction Royal Research Ship Sir David Attenborough will replace two existing polar research/supply vessels with one dual purpose ship which planned to save £102m over 30 years Amber/Green Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Amber/Green. This is primarily due to the following factors: Programme remains on scheduled but no time or cost contingency remains. Good progress has been made with interim acceptance happening in November 2020 an d the project remains on target for its first Antarctic season during 2021. 2014-05-01 2022-12-31 Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 December 2022 . This is primarily due to the following factors: Testing and trails are underway and remain on track. £43.00 £43.00 0% The budget variance is less than or equal to 5%. None, forecast remains on target. £1,419.50 Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £1403.00m to £1419.50m. This is primarily due to the following factors: The whole life costs represents costs until 2043/44. These costs include the project costs until closure and recurring Antarctic Partition and Logistics infrastructure budget costs.
DECC_0005_1112-Q1 Geological Disposal Facility Programme (GDF) BEIS Infrastructure and Construction 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. Green Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Green. This is primarily due to the following factors: The programme delivery confidence has moved to green in the period due to the progress in engaging volunteer communities; two working groups have been formed and additional interested parties are being actively engaged. The transformation of the Geological Disposal Facility (GDF) programme organisation continues with ongoing recruitment to meet the delivery needs however, there is still work to do on the detailed transformation planning considering the future changes at RWM to enact plans for the NDA's Single Waste Division. It should be noted that the GDF programme spans a significant time period on a whole life basis and the programme is still at a very early stage in the lifecycle, construction is due to start in the 2040s. The programme still faces exceptional uncertainty levels at this stage, with success dependent on agreeing a site within a willing community and the associated geological uncertainties this presents. 2008-06-30 2040-12-31 Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 December 2040 . This is primarily due to the following factors: Significant progress has been made over the past year and work continues to drive the schedule and mitigate risks to meet the delivery milestone dates. The first two working groups have been established enabling discussions to begin with potential host communities and pioneering research is underway to underpin delivery of the Geological Disposal Facility (GDF) including the testing of a new approach to the sealing of deep boreholes. The organisational transformation continues to enhance capability as the programme moves from research to delivery leading to enhanced planning for the GDF and additional engagement with regulators building confidence and maintaining a constructive dialogue. The programme also continues to progress risk mitigation activities and work has been launched to support the bring forward of seismic surveys in support of site evaluation, a key step in the overall GDF site selection process. £48.47 £33.60 -31% The budget variance exceeds 5%. The main variances and reduced in year spend are due to two main reasons: 1) There were delays to the initial launch of the siting process resulting in a fewer number of assumed / forecast working groups and the associated costs in this FYr. This position has started to improve as there are now two working groups in place. The difficulties associated with CoVID have reduced the planned stakeholder engagement and communication activities with an associated reduction in cost. 2) There have been delays in the technical work and associated spend; commencement of site evaluation works due to the delays in working group formation and search area agreement. £12,743.00 Compared to 1920-Q2, the projects Baseline Whole Life Cost remained at £12743.00m. This is primarily due to the following factors: The costs presented are only currently the Nuclear Decommissioning Authority (NDA) net costs for the Geological Disposal Facility (GDF) programme - the information on Whole Life Costs (WLC) is derived from figures used in NDA's 2018 Annual Report and Accounts (ARAC) scenario GDF cost estimate (in Sept 2018 money values). Note that the costs reported here only cover NDA costs related 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 WLC estimate does not include any allowance for risk, uncertainty or optimism bias. The estimate is being reviewed alongside the wider update of the programme business case which will be available in due course.
DECC_0010_1112-Q1 Smart Metering Implementation Programme BEIS Infrastructure and Construction The Programme aims to replace existing traditional gas and electricity meters across Great Britain with smart gas and electricity meters resulting in a cleaner, cheaper and more reliable energy system. Smart meters are a key enabler of technologies such as electric vehicles, smart tariffs and microgeneration to be efficiently integrated with renewable energy sources, underpinning the cost-effective delivery of Government's net zero commitment. Amber Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The IPA and SRO Delivery Confidence Assessment (DCA) rating has continued to be Amber, due primarily to the following factors; - There were 23.6 million smart and advanced meters operating across Great Britain as of end December 2020 - A new regulatory framework was announced in June 2020 for implementation in July 2021. - Re-mobilisation support across industry delivery partners was established to respond to the impact of COVID-19. Industry has made good progress in re-mobilising workforces and BEIS has continued to provide support to industry through the latest national lockdown. - Customer smart meter eligibility is increasing following positive developments on resolution of residual technical issues. - BEIS continues to work with energy suppliers to increase consumer uptake through improved consumer engagement and operational fulfilment activities, supported by consumer policies, and to drive faster progress towards a market wide roll-out. 2009-12-02 2025-06-30 Compared to 1920-Q2, the project's end-date increased from 31 December 2024 to 30 June 2025 . This is primarily due to the following factors: Energy suppliers were given an additional six months to meet their smart metering obligations, recognising that COVID-19 and lockdowns restricted energy suppliers' ability to enter premises. The scheduled baseline project end date is now 30 June 2025. £1,139.18 £1,139.86 0% The budget variance is less than or equal to 5%. Budget variance less than 5% £20,136.95 Compared to 1920-Q2, the projects Baseline Whole Life Cost remained at £20136.95m. This is primarily due to the following factors: In comparison with 19/20 Q2 the Baseline Whole Life Cost has remained constant.
BEIS_0001_1617-Q2 Heat Networks Investment Project BEIS Infrastructure and Construction HNIP is to help create a self-sustaining heat network market by: 1. Increasing the volume of heat delivered by new or expanded heat network applicant projects through the provision of a proportion of their capital costs in the form of Government loan and grant finance; this will leverage private finance, and other investment funding, into the heat networks. 2. Delivering carbon savings for carbon budgets 4 and 5 (2023-2032). 3. Building market capability to develop optimised heat networks that will meet local needs and support heat networks development. Amber Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: HNIP Main Scheme is progressing to schedule with all awarded funding drawdown on time. Key delivery milestones are on track as the project heads into its final year. To date c.80% of the Main Scheme's available budget for years 1 and 2 has been committed. The third-party funding initiative platform launched in December 20. 2015-11-25 2022-03-31 Compared to 1920-Q2, the project's end-date increased from 31 March 2021 to 31 March 2022 . This is primarily due to the following factors: HNIP is being delivered in two phases: the pilot scheme, which is complete, and the Main Scheme which is now in the final year of delivery and scheduled to close to applicants in November 21. £153.60 £98.57 -36% The budget variance exceeds 5%. The year-end capital spend was 75% of the available in-year budget, and the lower than planned spend was primarily due to three awarded projects withdrawing after the final in-year funding round. £375.90 Compared to 1920-Q2, the projects Baseline Whole Life Cost remained at £375.90m. This is primarily due to the following factors: Whole life cost is currently below budget baseline. This is due to the slower than planned Main Scheme mobilisation post launch, and the late withdrawal of three projects awarded funding in year 2 of the Scheme.
BEIS_0005_1920-Q4 Met Office Supercomputing 2020+ Programme BEIS ICT Delivering our future supercomputing capability through the procurement and installation of a replacement and increased supercomputing capacity to meet the contracted end of life timescales of our current systems. This will include: storage, observations networks, post-processing systems and services, tooling for data exploitation; delivery and support resources throughout the investment lifetime; data centre hosting, networking and security services. Amber/Green The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The programme continues to report as amber, due to the tight timescales and the complexity of the programme. The risk of delays are being mitigated where possible, we successfully passed the pre PIC panel in Dec and achieved FBC approval in Feruary 2021. Procurement process is nearing its final stages and the Programme has assigned a Programme Director and recruited a Programme Manager. 2018-01-01 2032-08-11 The project end-date is 11 August 2032. This is primarily due to the following factors: The programme is expected to sign the contract for this investment on 16-Apr-21 as scheduled.. The schedule is baselined at that point and at present there are no expected deviations. £6.90 £6.90 0% The budget variance is less than or equal to 5%. There is currently no budget variance. Full term forecast now entered to reflect preferred bidder costings. Final Business Case approval confirmed so programme has been re-baselined to reflect this new approval. £1,242.05 The projects Baseline Whole Life Cost is £1242.05m. This is primarily due to the following factors: Overall programme costs are just over £20m higher than last submission reflecting the new approval. Cost increase is due to programme estimates across all aspects of the programme being higher than in original submissions, partly as a result of the winning bidders technical solution.
BEIS_0006_2021-Q3 Green Homes Vouchers Programme BEIS Government Transformation and Service Delivery The Green Homes Grant Scheme (vouchers) will provide £356m of funding support to the Energy Performance and Low Carbon Heat industries. The scheme closed to new applications at 31 March, all existing applications and vouchers will still be honoured. Any residual funding will be transferred into other schemes. Red The Infrastructure Project Authority's Delivery Confidence Assessment rating is Red.This is primarily due to the following factors: The programme was set up at pace in order to assist the economy in its recovery, following the COVID pandemic. In moving at such a speed the project had to accept certain risks when initiating and were aware that delivery confidence could be low in the short to medium term. Existing voucher applications received before 31 March will continue to be processed and honoured whilst the scheme is closing. Any residual funding will be transferred into the Green Homes grant Local Authority Delivery and Social Housing Decarbonisation Fund schemes in FY21/22 2020-09-01 2021-05-31 The project end-date is 31 May 2021. This is primarily due to the following factors: Following an announcement in the Prime Ministers 10 Point Plan for Green Industrial Revolution, the Green Homes Grant Scheme was due to be extended from March 2021 to March 2022. A further announcement was made on 27 March detailing the closure of the scheme to new applications. The timescales of the project have been revised to enable the issuance of existing voucher applications that were received before 31 March 2021. £125.40 £71.63 -43% The budget variance exceeds 5%. The budget for the scheme in FY20/21 was reduced to £75m from £1.5Bn owing to the level of uptake for the scheme, impact from COVID, and the performance of the Grant Administrator in issuing vouchers in a timely manner. The scheme has closed to new applications as of 31 March 2021 with a commitment to honour all vouchers and applications in the system as of that date. The expected outturn for FT20/21 is circa £36m. There is an onward commitment to manage the remaining applications and vouchers in the system within a budget of £320m for FY21/22. £468.66 The projects Baseline Whole Life Cost is £468.66m. This is primarily due to the following factors: Due to the early closure of the scheme to new applications, the whole life cost of the project has reduced to reflect the reduced scope.
BEIS_0007_2021-Q3 Replacement Analytical Project BEIS Infrastructure and Construction The Replacement Analytical Project is a key component of the Analytical Services Programme, which provides essential services to operations on the Sellafield Site supporting 22 Programmes & approximately 200 Operational Facilities. The existing facility is 60 years old and cannot provide long-term capability so new analytical facilities need to be established. The Replacement Analytical Project has therefore been initiated to deliver future analytical capability to the Sellafield site, through a major modification of the National Nuclear Laboratory Central Laboratory. Key modifications are provision of standalone Highly Active (HA), Medium Active (MA) and Special Nuclear Material (SNM) analytical capability. A key part of the scope is the delivery of 135 Analytical Instruments which will perform the ongoing analysis required by facilities at Sellafield. Analytical Services remains essential to the delivery of high hazard reduction and remediation until the completion of the Sellafield Ltd mission. Amber The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The project is made up of a number of workstreams the last of which is due to complete the preliminary design phase in July 21. The delivery of the detailed design will take until Jan 24 and then the Full Business Case will be produced and submitted. The project has had design slippage in the current phase and is forecasting slippage of the detailed design. This is due mainly to COVID and the late placement of contracts to support the development of the analytical equipment and also partly due to performance issues. Given the early maturity of the project in the preliminary design phase and typically for projects at this stage, the lifetime schedule for future phases is not underpinned and is likely to change as the project matures. Importantly the project has a strategic tolerance to support completion of analytical services in the existing facility by Dec 2030. 2016-09-26 2028-07-10 The project end-date is 10 July 2028. This is primarily due to the following factors: The baseline end date is 10th July 2028. However, the Latest forecast of 9th Nov 2028 for completion of project support to active commissioning reflects a 4 month slippage from the Outline Business Case and baseline date, with the significant factors being the impact of COVID and supply chain contract delays. Given the early maturity of the project in the preliminary design phase and typically for projects at this stage, the lifetime schedule for future phases is not underpinned and is likely to change as the project matures. £36.19 £28.69 -21% The budget variance exceeds 5%. The budget of £36.19m represents the planned scope to be delivered against the plan put in place in 2019, which compares to a forecast of actual scope to be delivered at £24.23m, at a cost of £28.69m. The project has delivered less scope than originally planned due to the multiple impacts of COVID19; design deliverables delayed due to revised working arrangements and restrictions, limited site access throughout the year causing delays to early construction enabling works and delays placing supply chain contracts with staff being furloughed. The actual scope delivered has cost more than planned primarily due to the impact of COVID 19 resulting in reduced productivity and inefficient working. £643.54 The projects Baseline Whole Life Cost is £643.54m. This is primarily due to the following factors: The current baseline of £643.54m reflects the P50 (a probability of 50% to deliver for the cost) cost profile in the Outline Business Case, escalated into 2020/21 money values and incorporating the cumulative positive cost variance up to 2018/19. Given the relative immaturity of the project the P80 (a probability of 80% to deliver for the cost) is £800M and the upper range is £1Bn from the Outline Business Case in 2019/20 money values (P80 escalated is £878m).
BEIS_0008_2021-Q3 Sellafield Product and Residue Store Retreatment Plant BEIS Infrastructure and Construction To provide a facility that will receive special nuclear material from existing stores on the Sellafield site and process into a form suitable for safe and secure storage until 2120. Amber/red The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: This is a complex, "first of a kind" nuclear project, and as such has a high degree of delivery risk. Full Business Case (FBC) progressing towards HMG approval in Q1 2021. The Full Business Case (FBC) is based on the Major Project Baseline developed with Programme & Project Partners (PPP) and a matured view of the project scope and market informed cost and schedule information. Pending FBC approval the project performance continues to be reported against the Outline Business Case (OBC) approved in 2017. Delivery of the project has been affected by Covid-19 since March 2020 with significant efforts ongoing to minimise impact on overall cost and schedule. This report only includes COVID impact up to June 2021, and there is evidence that Lockdown 3 has indeed caused efficiency losses in design completion by limited attendance in the office. Site construction has remained 'resilient' due to the robust COVID measures and management put in place; which enabled the progress of the main civil works, with completion of the main slab to the revised COVID impacted plan. 2012-03-01 2026-11-02 The project end-date is 02 November 2026. This is primarily due to the following factors: The project end date reflected in the Outline Business Case, 02 November 2026. The Full Business Case (FBC) baseline is finalised, and the Programme and Project Partners Major Project Baseline have set in the project completion date of February 2029. The FBC is currently going through NDA & HMG approvals (forecast June 2021 vs planned September 2021). £86.24 £64.28 -25% The budget variance exceeds 5%. The Full Business Case (FBC) baseline is finalised, and the Programme and Project Partners (PPP) Major Project Baseline have been set. This will result in a revised budget for Financial Year 2020/21 of £61m, the SRP project have reprofiled scope as part of their revised delivery strategy, this includes in the impact of COVID-19 up until the end of June 2021. The will result in a variance less than 5%. £763.98 The projects Baseline Whole Life Cost is £763.98m. This is primarily due to the following factors: The whole lifetime cost is based on the last approved Outline Business Case. The forecast information in this submission is based around the Full Business Case (FBC) progressing towards HMG approval in Q1 2021. The FBC is based on the Major Project Baseline developed with Programme and Project Partners and a matured view of the project scope and market informed cost and schedule information. The project FBC has undergone extensive assurance during its development. The FBC baseline gives a project completion date of February.
BEIS_0009_2021-Q3 SIXEP Continuity Plant BEIS Infrastructure and Construction SIXEP Continuity Plant will replace the existing effluent treatment plant at Sellafield as it approaches end of life and will provide interim waste storage capability. It is a key enabler for the safe and reliable retrieval and treatment of legacy waste at Sellafield, in support of government and Nuclear Decommissioning Authority strategic objectives. Amber/red The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: This is a complex nuclear project on an operational nuclear site. The project is undergoing a structured assurance to support the Full Business Case and will come forward for sanction in Q3 2021. It is important that the project identifies the level of technical maturity and supply chain capability and capacity it will carry beyond this gate. Additionally, robust asset management of existing facilities associated with the site effluent infrastructure will need to be demonstrated for the project and wider programme benefits to be realised. The newly established Programme and Project Partnership is being used to deliver this project and its success is critical. Finally, the project has been affected by Covid-19, with significant efforts ongoing to minimise impact on overall cost and schedule. It is also worth noting that this project replaces the current effluent treatment facility and is mission critical to the future safe operation of the site. 2013-05-25 2027-12-20 The project end-date is 20 December 2027. This is primarily due to the following factors: This is a complex nuclear project and its delivery has been affected by Covid-19. The forecast Project lifecycle end date is within the date range sited in the Outline Business Case but has been impcated by Covid-19 and specifically relates to delays in development of a specialist valve prototype. Development of the valve could take longer than anticipated leading to delays in delivery of the SIXEP Continuity Plant capability. Due to the location of Sellafield getting suppliers from other parts of the country, the ability to get people onto site safely from a worker density viewpoint and the adjacent on-going nuclear operational activities make achieving normal productivity levels impossible. The Sellafield Executive have maximised the position given the circumstances and constraints. £38.49 £45.54 18% The budget variance exceeds 5%. The forecast spend for 2020/21 is £45M, 18% higher than the profile in the Outline Business Case. This is due to the acceleration of construction work in 2019/20 and 2020/21 against the baseline. While the project is forecasting to be ahead of the baseline at year end this does not reflect the true impact of Covid-19, which has slowed delivery in year and led to some cost inefficiencies. £589.91 The projects Baseline Whole Life Cost is £589.91m. This is primarily due to the following factors: The bulk of the information in this submission is based around the Outline Business Case approved in 2020. The project is progressing towards Full Business Case approval in Q3 2021 after which the information will be updated. The approved cost range is £574m to £1,050m (not taking account of Covid-19 impact). The project forecast is at the upper end of this range. The Reference Class Forecasting model is likely to exceed the Outline Business Case upper range when Covid-19 impact is included. A full impact assessment of Covid-19 will be included in the Full Business Case submission.
BEIS_0010_2021-Q3 Space Based PNT Programme BEIS Infrastructure and Construction Positioning, Navigation and Timing (PNT) signals from space are increasingly crucial to our daily lives, underpinning a wide range of essential public amenities, Critical National Infrastructure (CNI), National Security, defence interests and the wider digital economy. They will remain an enduring requirement for the UK's economy, security and global ambitions. Our intent for the Space Based PNT Programme is to improve the resilience of UK Critical National Infrastructure by having the right space-based capability to deliver PNT services in order to protect our way of life and to address the rapidly evolving global threat and hazards landscape. We will consider the broadest set of options for space -based PNT whilst using the breadth of the Government's experience of major programmes to provide critical analysis of emerging candidate solutions. The programme will be dependent on the identification of clear, cross-Whitehall PNT requirements and collaboration across Government, industry and our wider partners. Amber The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The programme DCA remains Amber, reflecting continued uncertainty in the operating environment (specifically future PNT governance within HMG and the lack of clarity around post-OBC funding for the Space Based PNT Programme (SBPP)). Concern on OBC timeline given shortfalls in resources and the impact of delays to approval of key analytical studies. Recent developments have improved clarity and confidence around the requirements (through endorsement of Cabinet Office PNT Strategy and Key User Requirements), thus enabling the programme to finalise work on developing space-based requirements. The programme's has achieved two of its three Control Points (CP) up to the OBC: CP1 was achieved in December 2020 following completion of Draft Cabinet Office PNT User Requirements along with industry response to the RFI for ideas for space based PNT delivery mechanisms. In March the Sponsor Group approved a CP2 paper, enabling the programme to proceed to CP3, the OBC point in November. 2020-10-01 2030-06-30 The project end-date is 30 June 2030. This is primarily due to the following factors: The programme is currently in the Appraise and Select Phase that will determine Customer Requirements and a broad range of viable technology solutions, both global and regional, as well as Commercial Models for a space-based PNT capability. By November 2021, the programme will produce an Outline Business Case (OBC) that will define the list of options that the programme will recommend taking forward into the next phase. This list will be a short-list of candidate options selected on the basis of their fit against strategic objectives and requirements, ability to achieve benefits, and estimated economic returns. The phase after the OBC to the Full Business Case (FBC), which is not covered by this mandate, will research these options further. This will provide sufficient information for the Government to make an informed choice at a Final Investment Decision (FID) about committing expenditure to a UK space based PNT capability. £11.40 £8.08 -29% The budget variance exceeds 5%. SBPP's under spend for the period October 2020- 31 March 2021 related to staff turnover, together with recruitment and contract approvals taking longer than expected. The SBPP outturn figures for financial year 2020-21 provided are subject to change between now and the published UKSA accounts later in the year. SBPP's underspend for the period October 2020- 31 March 2021 related to staff turnover, together with recruitment and contract approvals taking longer than expected. £26.80 The projects Baseline Whole Life Cost is £26.80m. This is primarily due to the following factors: SBPP's Strategic Outline Business Case requested funding for the period 1 October 2020 to 30 November 2021 amounting to £27.8m, with £11.4m falling in financial year 2020-21 (1 October 2020 to 31 March 2021) and £16.4m in the first eight months of financial year 2021-22 (1 April 2021 to 30 November 2021). SBPP had SOBC £11.4m funding approved by the Project and Investment Committee (PIC) and HM Treasury on 3 Sept 2020 for the period 1 October 2020 to 31 March 2021 to meet the Programme's objectives. Funding for 1 April 2021-November 2021 was reduced from £16.4m to £15.4m as approved by PIC following Check Point 1 in Jan 21. SBBP received total funding of £26.8m for the 14 month period.
BEIS_0012_2021-Q4 Home Upgrade Grant (HUG) BEIS Government Transformation and Service Delivery The Home Upgrade Grant (HUG) scheme has been allocated £150m to commence the upgrades to the energy performance off the worst quality off-gas grid homes in England by installing energy efficiency measures and low carbon heating into low income households. Amber The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The project is in early development. Delivery is scheduled to start in early 2022 and the project is on track to achieve this date. The project team continues to be recruited and learn lessons from earlier, similar schemes to increase likelihood of successful delivery. 2020-03-01 2023-03-31 The project end-date is 31 March 2023. This is primarily due to the following factors: Project is at early stage and not in position to give this information as approval for the Outline Business Case has not yet been sought. The project is still at the planning stage and is not yet in a position to provide this information The project is still at the planning stage and is not yet in a position to provide this information The project is still at the planning stage and is not yet in a position to provide this information The project is still at the planning stage and is not yet in a position to provide this information The project is still at the planning stage and is not yet in a position to provide this information The project is still at the planning stage and is not yet in a position to provide this information
BEIS_0011_2021-Q4 Green Homes Grant: Local Authority Delivery (LAD) BEIS Government Transformation and Service Delivery BEIS has administered £500m funding to Local Authorities in England to support energy improvements to the worst quality homes by installing energy efficiency measures and low carbon heating. Amber The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The delivery confidence status is Amber for the Local Authority Delivery (LAD) project. LAD is a £500m project made up of two phases (Phase 1a/1b, and Phase 2), supporting Local Authorities to help low-income households in England by making their homes more energy efficient. Delivery is in progress for all phases by Local Authorities (Phase 1a/b) and through Local Energy Hubs (Phase 2). LAD has been delivering alongside Covid-19 restrictions which for some LA led projects has made work more difficult as householders have been reluctant to have work done in their homes. Impacts of EU exit has impacted some of the supply chain across materials and installers. 2020-03-01 2022-03-31 The project end-date is 31 March 2022. This is primarily due to the following factors: There has been no change to the forecast or baseline end date. £502.20 £504.76 1% The budget variance is less than or equal to 5%. The budget variance is less than 5% £505.20 The projects Baseline Whole Life Cost is £505.20m. This is primarily due to the following factors: The Whole life cost will be used to fund Local Authorities via Section 31 of the Local Government Act of 2003.
BEIS_0013_2021-Q4 Public Sector Decarbonisation Scheme (PSDS) BEIS Infrastructure and Construction The Public Sector Decarbonisation Scheme (PSDS) provides grants for public sector bodies to fund heat decarbonisation and energy efficiency measures. Amber The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Initial monitoring data suggest that Phase 1 of the Public Sector Decarbonisation Scheme has exceeded its carbon emission reduction objective. There was very strong demand for Phase 1 and expected to be very strong demand for Phase 2 of the Scheme. I will continue to closely monitor the implementation of both Phases. The main risk to delivery is the uncertain impact of the ongoing COVID pandemic. 2020-07-08 2022-03-31 The project end-date is 31 March 2022. This is primarily due to the following factors: The project is due to end by 31 March 2022, in line with its budget allocation from the latest Spending Review. £641.14 £630.36 -2% The budget variance is less than or equal to 5%. N/A - budget variance is inferior or equal to 5% £1,116.14 The projects Baseline Whole Life Cost is £1116.14m. This is primarily due to the following factors: The large majority of the Baseline Whole Life Cost consists of grant funding for public sector organisations.
BEIS_0014_2021-Q4 Social Housing Decarbonisation Fund BEIS Infrastructure and Construction The programme will play a key role in decarbonising social housing over the 2020s, aligning with a number of government and departmental outcomes to help achieve legally binding carbon and fuel poverty targets. Amber The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Whilst near-term milestones are being met, a number of medium to long-range risks are impacting delivery confidence. Firstly, the Programme team remains under-strength as is enters an intense 12 months period in which it is necessary to undertake major approval and assurance work for both the first two delivery phases and the Programme's Technical Assistance Facility. Secondly, funding for the first phase (Wave 1) commencing delivery in early 2022 has recently been increased from £60m to £160m, adding pressure onto short resources and the necessarily fixed final approval deadline. Finally, the absence of longer term funding certainty beyond Financial Year 21/22 constrains the Fund's ability to signal the degree of confidence needed for the retrofit supply chain to grow sufficiently to meet the cumulative high demand of this and other schemes from 2023 onwards. All risks are being actively mitigated. 2020-09-09 2030-03-31 The project end-date is 31 March 2030. This is primarily due to the following factors: The planned schedule for the Programme's first phase (Wave 1) must achieve final approval to proceed in Nov 21 in order that the associated £160m of Financial Year (FY) 21/22 grant funding to Local Authorities is transferred as stipulated within the FY; for the winning projects to be delivered in FY22/23. The larger 3-year second phase (Wave 2) of c£1.1bn is scheduled to achieve final approval as early as feasible in FY 22/23 to maximise period of delivery in order to achieve the planned activity and funding for that year. Any delay to this schedule will be due to selection of an alternative delivery method for this first major wave that that is deemed more effect than the current approach involving award and transfer of grants to Local Authorities. £55.83 £63.48 14% The budget variance exceeds 5%. Against our agreed FY 20/21 baseline of £55.82m we were able to agree more CDEL funding through the supplementary estimates process to take forward 3 additional projects £4,626.29 The projects Baseline Whole Life Cost is £4626.29m. This is primarily due to the following factors: The Programme Whole Life Costs include the capital cost for the programme (£3.8bn ex Vat at 2019 prices) + the costs for the BEIS Integrated Project Delivery Team (administration budget) and programme costs for external delivery and monitoring and evaluation partners.
BEIS_0015_2021-Q4 Vaccines Task Force BEIS Government Transformation and Service Delivery The Vaccine Taskforce (VTF) was set up to drive forward the development and production of a coronavirus vaccine as quickly as possible, bringing together government, academia and industry. The Taskforce was asked to deliver 3 objectives: Secure access to promising vaccine/s for the UK population Make provision for international distribution of vaccines Support industrial strategy by establishing a long-term vaccine strategy plan to prepare the UK for future pandemics The VTF is a team within the Department for Business, Energy and Industrial Strategy (BEIS) consisting of a mix of civil servants, military, external secondees from industry, and contractors. This is to make sure that the Taskforce has access to the deep, specialist expertise in vaccine preclinical and clinical development, regulatory issues, manufacturing and project management necessary to deliver its objectives. As at November 2020, the VTF has just under 200 staff. Amber/Green The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The UK Government's Vaccines Taskforce (VTF) was established to drive forward, expedite and co-ordinate efforts to ensure that the UK population would have access to a clinically safe and effective vaccine against COVID-19. 2020-03-26 2022-12-31 The project end-date is 31 December 2022. This is primarily due to the following factors: The Vaccine Taskforce (VTF) has build a diverse portfolio of vaccines across different formats, and 3 of those are now in deployment. The VTF has shaped new collaborative arrangements to ensure that successful vaccines will be distributed internationally, as well as domestically. the VTF has helped develop COVAX the facility and has shared its expertise to support their global efforts. Furthermore, the VTF has provided targeted funding to support the UK's long-term pandemic preparedness across manufacturing and clinical trials capability. Vaccine deliveries remain robust overall and the VTF continues to meet its delivery targets. The target is to offer a first vaccine dose to JCVI priority cohorts 1-9 by 15 April 2021 and the target to offer a first dose to the whole UK adult population by 31 July 2021 remains on track. £2,740.95 £1,974.31 -28% The budget variance exceeds 5%. The variance between 'Baseline', taken to be the settlement with Treasury at Spending Review 2020, and current forecasts reflects the significant progress made in finding successful vaccines, the intent now is longer term move to reflect the: 1) The addition of a portfolio of re vaccination projects. 2) Costs originally baselined as falling within 20/21 have moved to 21/22. This is largely due to changes in the accounting treatments on approved drugs,. There has also been some slippage on individual projects within the portfolio. £6,238.14 The projects Baseline Whole Life Cost is £6238.14m. This is primarily due to the following factors: Costs largely relate to supply agreements for vaccines. Apart from this, there is spend on contracts facilitating vaccine manufacturing, and conducting vaccine development related testing.