Transparency data
CO 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| CO_0014_1516-Q2 | Government Hubs Programme | CO | Government Transformation and Service Delivery | The Government Hubs Programme will consolidate and modernise the government's office estate, creating an office network that supports smarter working and great places to work, in line with post-Covid ways of working and relocating civil service posts to the regions by 2030 as part of the Place for Growth agenda | 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: Delivery confidence rating for the Government Hubs Programme is now assessed as AMBER following a recent IPA Review and approval of the Programme Business Case by GPA's Investment Committee on 18 Dec 20 with SR20 funding having been secured from HMT on 25 Nov 20. These two approvals have increased internal delivery confidence. Birmingham 2, Peterborough and Croydon are progressing well despite ongoing COVID challenges. London,3-8WHP/55WHl; Newcastle 2; Birmingham 3; Bristol 2 and London, 36WH all have approved Outline Business Cases. London, OAB has reentered service with DIT and GAC in occupation. | 2015-05-01 | 2026-03-31 | Compared to 1920-Q2, the project's end-date decreased from 31 March 2036 to 31 March 2026 . This is primarily due to the following factors: Compared to 2020-Q2, the project's end-date decreased from 31 Mar 2036 to 31 Mar 2026 . This was amended in line with the updated 2020 Programme Business Case | £38.23 | £38.20 | 0% | The budget variance is less than or equal to 5%. | £1,058.83 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £564.10m to £1058.83m. This is primarily due to the following factors: Compared to 2020-Q2, the projects Baseline Whole Life Cost increased from 564.10 (£m) to 1058.83 (£m). This is primarily due to the updated 2020 Programme Business Case |
| CO_0015_1516-Q2 | GOV UK Verify | CO | ICT | GOV.UK Verify is a core element of the Government's digital identity programme. It aims to ensure that users can create, use and reuse digital identities across public and private sector services. | Amber/Green | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Red to Amber/Green. This is primarily due to the following factors: Verify is operating reliably for its 20 connected services; a reduction from 22, with DfE opting to move its claim payments for teachers service in-house and MoD's Defence Cyber Protection Partnership advising they're not going to continue using Verify. Over 8 million people have now used Verify, with 2 million added in the last year as citizens accessed critical online services during the pandemic. We have sustained the improvements in robustness that were implemented in 2020 in response to the COVID-driven increase in demand and, despite the wider staffing and recruitment pressures as work on the future system ramps up, the Verify team remains sufficiently resourced. | 2012-04-01 | 2020-03-31 | Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 March 2020 . This is primarily due to the following factors: Mobilisation of the new single sign-on programme accelerated in quarter 4, with agreement of a high-level product roadmap, additional recruitment, and establishment of its formal governance arrangements. The IPA's Gate 0 review is being undertaken in April 21/22. We have agreed with the IPA that the new single sign-on programme will be added to the GMPP in the first quarter of 2021/22, and that Verify will be removed upon completion of a Gate 5 review in due course. As a result, we are now able to separate formal reporting on Verify from the future solution, although this Board will remain interested in retirement planning and the migration of services and users. | £2.26 | £16.66 | 637% | The budget variance exceeds 5%. The Verify programme did not have baseline funding for 20/21 whilst HMT only agreed to fund direct COVID-19 related activity - this did not cover the full programme costs. | £222.86 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £206.10m to £222.86m. This is primarily due to the following factors: The Programme has continued to operate with average staffing numbers of 56 FTE. Increases in the unit cost of IDP payments that came into effect in March 2020 have added to costs in FY 20/21. |
| CO_0018_1617-Q3 | Common Technology Services | CO | Government Transformation and Service Delivery | The programme is nearing completion, is coming off the GMPP and transferring its delivery into an operational model. During 2020/21 there has been considerable progress towards a final deliverable, to mature, scale and improve resilience of the GovWifi service, move it to a Live status and transfer its service ownership to the Government Property Agency (GPA). Covid-19 caused some challenges in prioritising this work, especially since wifi inside government buildings was lower priority during lockdown than improving remote-working technology. However considerable progress was made and the team only narrowly failed a live assessment in March 2020. The GPA and the programme leadership remain committed to the remaining work to ensure GovWifi reaches full live status in the next six months. Aside from GovWifi, work on other aims of the CTS programme is now the responsibility of the the One-IT interoperability programme in the new government Chief Digital and Data Office. | Amber/Green | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/Green. This is primarily due to the following factors: We are six months from finally completing the programme and live service assessment being finally achieved for GovWifi. Deviation from the original target date of March 2020 caused by prioritisation of Covid-19 objectives in 2020/21 | 2016-04-01 | 2020-03-31 | Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 March 2020 . This is primarily due to the following factors: We are six months from finally completing the programme and live service assessment being finally achieved for GovWifi and the programme end date. Deviation from the original target date of March 2020 caused by prioritisation of Covid-19 objectives in 2020/21. However IPA have agreed to remove the programme from the GMPP. | £0.82 | £0.61 | -26% | The budget variance exceeds 5%. Costs were lower due to inability to recruit people quickly enough as people were diverted to Covid-19 work during 2020/21 | £45.01 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £44.19m to £45.01m. This is primarily due to the following factors: Increased estimates of the work required to make GovWifi a live service. |
| CO_0019_1617-Q4 | Government as a Platform | CO | ICT | Deliver cross-government technology platforms to cut costs and improve productivity by providing common components and accelerate business transformation in government. | Amber/Green | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/Green. This is primarily due to the following factors: The project will achieve or surpass the predicted volumes and benefits against the current Business Case forecasts. GOV.UK Notify, GOV.UK PaaS and GOV.UK Pay have all achieved a Live state (i.e. successfully passed a Live Service Standard assessment). Due to Covid-19 response related departmental prioritisation of recruitment and roles, GOV.UK Design System did not achieve Live Status due to lack of a key role. Continued GDS/Cabinet Office investment into GaaP is expected in 21/22 and beyond | 2015-12-31 | 2020-03-31 | Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 March 2020 . This is primarily due to the following factors: The project has achieved all but one (see above) of its current Business Case objectives. Project work and benefits will continue after 31/03/21. IPA has agreed with the SRO that this will be the last reporting cycle for GaaP after which the project will come off GMPP | £13.94 | £31.65 | 127% | The budget variance exceeds 5%. Notify volumes increased significantly due to NHS Covid related activity, although this is matched by a corresponding increase in income. | £103.94 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £90.00m to £103.94m. This is primarily due to the following factors: Notify volumes increased significantly due to NHS Covid related activity, although this is matched by a corresponding increase in income. |
| CO_0020_1718-Q4 | Commercial Capability Expansion Programme | CO | Government Transformation and Service Delivery | 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), 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. | Amber | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber. This is primarily due to the following factors: Following the IPA Assurance Review in March 2020, our programme Delivery Confidence Assessment (DCA) improved to Amber/Green. The Review Team found the programme has had significant success to date. Impacted by Covid-19, particularly having to virtualise all training and accreditation services, we downgraded to Amber in August 2020. Given the pause to services, in November 2020 we received Civil Service Board's full endorsement for a 12-month programme extension. | 2017-04-01 | 2023-03-31 | Compared to 1920-Q2, the project's end-date increased from 31 March 2020 to 31 March 2023 . This is primarily due to the following factors: The primary external factor impacting our programme has been Covid-19, due to: having to stand down face-to-face training and accreditation and develop new, virtual offers; redeploying programme resources to Covid-19 response work in Q1-Q2; and factoring competing priorities faced by departments and WGBs into our planning. Given the pause to services we received Civil Service Board's full endorsement for a 12-month programme extension to 2023. This allows more time to reengage with target populations and stand up virtual commercial and contract management assessments. As our focus remains on effective demand planning and virtualising services to meet the targets for the remaining projects, our confidence in the achievability of these targets has increased. | £6.05 | £5.15 | -15% | The budget variance exceeds 5%. The budget variance was caused by: a) The Covid-19 pandemic which affected the delivery of business as usual activities (e.g., the pausing of all our face-to-face services and operating at a significantly reduced level for the first half of the 2020/21 financial year. This led to lower cost than expected being spent as several teams virtualised their services during this period and, b) Efficiencies gained via less spending on operational activities. | £18.58 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £11.70m to £18.58m. This is primarily due to the following factors: Compared to Q2 2019/20 the programme's Baseline Whole Life Cost increased from £11.70m to £18.58m. This is primarily due to additional funding received in the 2020/2021 financial year from the Cabinet Office's Accelerator Fund and a one-year, one-off £3m central funding from CO/HMT to improve the capability of contract management across government. This fund was used to cover the costs of delivering contract management courses including funding for attendees from government departments to attend the Practitioner and Expert level courses. |
| CO_0022_1819-Q4 | Transforming Government Security | CO | Government Transformation and Service Delivery | Following a review of government security in 2016, the Transforming Government Security (TGS) Programme was established to raise the standard of security services in government. The review found chronic systemic failings in the way security was delivered. There was duplication of effort across departments, widely varying capability and inconsistent user experience. TGS has already delivered significant change with GSG leading this cross-government transformation effort from a small programme team located across the UK. It has accelerated the establishment of the Security Function. Security leadership has been enhanced through the creation of the roles of the Government Chief Security Officer and Chief Security Officers in lead departments; departmental security posture has been strengthened by the recruitment of expert security advisers; the GSG professions team and a range of assurance activities have been established in GSG; and shared security services have been embedded by the lead departments. | Green | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Green to Green. This is primarily due to the following factors: TGS set out to rationalise government security, improve professionalism and make security a Function of government addressing varying standards of security. Key achievements - now supported by a transformation portfolio - are: - Security leadership has been enhanced through the creation of the roles of the Government Chief Security Officer and Chief Security Officers in lead departments; - Departmental security capability has been strengthened by the recruitment of Security Advisers and a cadre of SCS Security Advisers (10 of whom are women making up over 50% of Senior Security Advisers); - A strong professions agenda has been established, providing a clear career framework for our people and enabling us to drive up capability in key areas; - A more concerted and consistent assurance regime (based on new security standards) has been developed, giving us a much better understanding of capability gaps; - Services have been made available through Government Security Centres, solving common problems for all departments. | 2016-10-01 | 2020-05-31 | Compared to 1920-Q2, the project's end-date increased from 01 April 2020 to 31 May 2020 . This is primarily due to the following factors: The Programme has now closed, and was delivered on time | £10.00 | £9.82 | -2% | The budget variance is less than or equal to 5%. | £41.04 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £31.04m to £41.04m. This is primarily due to the following factors: The Programme has come in with a 2% underspend. The main reason for the Programme reporting an underspend was due to CO controls limiting the onboarding of contractor resources and also the impact of redirecting resources in response to the Covid effort. A note would be sent to NCSP advising them of the underspend. |
| CO_0023_1920-Q1 | Transforming CCS | CO | Government Transformation and Service Delivery | The Transforming CCS Programme builds upon activity previously undertaken by the Crown Commercial Service (CCS) Crown Marketplace Programme (CMp). The programme will encompass both digital delivery and organisational transformation to deliver the two year vision that will transition CCS into a digitally enabled organisation that puts the customer at the heart of everything it does. In addition the programme will look to the future and develop a five year vision and delivery plan for CCS, in doing so it will consider critical strategic challenges and questions that the business faces. Transformation in CCS is wide ranging and will be delivered through a broader portfolio of change. The Transforming CCS Programme will play an important part in the portfolio with a defined scope as outlined the approved business case. | 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 status reflects the impact of a recent review period that has occurred throughout Q4, and the refocus of the programme that is now required to ensure delivery of the required business case outcomes. A new CCS Directorate and Leadership for the Programme has come into effect, with the creation of the CCS Digital & Data Directorate, and a new SRO. There has been significant progress made to embed an updated governance structure for the programme and validate the scope of the remaining projects. The Programme has been re-focused internally as a CCS Change Programme with equal emphasis placed on the implementation of specific digital change and CCS organisational changes required to enable and support our enhanced digital, customer first approach. An updated business case is expected in Q1 21/22 to detail the final phase of delivery, reflecting this focused delivery approach and any subsequent impact on the benefit profile | 2019-04-01 | 2022-03-31 | Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 March 2022 . This is primarily due to the following factors: The Programme has been re-focused internally as a CCS Change Programme with equal emphasis placed on the implementation of specific digital change and CCS organisational changes required to enable and support our enhanced digital, customer first approach. An updated business case is expected in Q1 21/22 to detail the final phase of delivery in line with the current Programme end date, reflecting this focused delivery approach and any subsequent impact on the benefit profile | £10.28 | £10.21 | -1% | The budget variance is less than or equal to 5%. | £28.34 | Compared to 1920-Q2, the projects Baseline Whole Life Cost remained at £28.34m. This is primarily due to the following factors: Whole life costs show 3 year programe costs from FY19/20 to FY21/22. The costs for the final two years of the Programme have been included within the CCS Business Plan and Budget 2020/21 to 2021/22. The costs incurred in 19/20 where lower than budgeted and the refined delivery timescales has been provided for in CCS's 20/21 and 21/22 budget. |
| CO_0024_2021-Q2 | Civil Service Pensions 2015 Remedy | CO | Government Transformation and Service Delivery | The 2015 Pensions Remedy Programme was created to end age discrimination within the Civil Service Pension Schemes and is also creating solutions to remediate any affected historic members. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The delivery plan is being attained with all milestones being met within tolerance. Future milestones are currently in-scope to be met however this is dependant on legislation and taxation decisions which are still to be made by HMT and HMRC respectively. | 2020-05-20 | 2024-09-30 | The project end-date is 30 September 2024. This is primarily due to the following factors: The Programme will close the legacy pension schemes and move to a new single scheme from April 2022 thus ending the discrimination. This will be complimented with work to historically rectify any members who may have been subject to discrimination and our planning forecasts that the vast majority of this work will be completed by late 2023. | £5.20 | £1.50 | -71% | The budget variance exceeds 5%. When the budget was set it was assumed that concept and early design work would be further advanced. Largely due to legislative dependencies and the post public consultation timetable, a degree of the scoping and design work has occurred later than originally forecast, hence the underspend. | £40.86 | The projects Baseline Whole Life Cost is £40.86m. This is primarily due to the following factors: The budget is likely to be further refined as the detailed scope becomes clearer. |
| CO_0025_2021-Q3 | Electoral Integrity | CO | Government Transformation and Service Delivery | To deliver the Government Manifesto commitments (General Election 2019) around the integrity of the UK electoral system. The programme will deliver policy outcomes in three core areas: 1) Voter ID, 2) Overseas Electors, and 3) Campaigning Measures. The collective outcome of these policy measures will be increased public confidence in the security and integrity of the UK's elections, and enfranchisement of all eligible electors living overseas. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The programme is currently delivering in line with agreed timelines and milestones, but is carrying significant risk to delivery. Scope creep impacts upon finite resource places the quality of the Elections Bill at risk. The provisional settlement under the current one-year Spending Review has seen the programme secure the required non-pay funding for 2021/22, and 45 of the 48 requested posts have been funded. However, it will take the programme time to get approval for and recruit resource permitted by the funded template and sufficient to plan and manage business-change effectively. Furthermore, the uncertainty over funding for subsequent years adds uncertainty over the life of the programme (2024) which will need to be managed as best possible in the very short term. If we do not secure funding we will need to look again at the scope of the programme. Should the Fixed-Term Parliaments Act 2011 be repealed and an early General Election be called, the success of the implementation of the business changes arising from the Bill measures would be put at risk. | 2017-01-11 | 2024-12-31 | The project end-date is 31 December 2024. This is primarily due to the following factors: The programme needs to deliver all of the changes into the electoral sector to realise its intended outcomes and associated benefits before the next General Election. The programme has assumed that this will be May 2024. The programme will incrementally implement the business changes arising from the new legislation for use in elections held in May 2023 and May 2024. | £2.43 | £2.43 | 0% | The budget variance is less than or equal to 5%. | £119.78 | The projects Baseline Whole Life Cost is £119.78m. This is primarily due to the following factors: The current Forecast Whole Life cost is based on the combined costs from the approved Full Business Case for the Voter ID Project, and the Overseas Electors Project's Strategic Outline Case. This will be updated as subsequent business cases for other projects within the programme are finalised. |
| CO_0026_2021-Q3 | One Public Estate | CO | Government Transformation and Service Delivery | One Public Estate is an initiative delivered in partnership by the Cabinet Office (Office of Government Property), the Local Government Association and the Ministry for Housing, Communities and Local Government. It provides practical and technical support and funding to councils, central government and other public sector partners working together to deliver ambitious property-focused programmes. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: OPE continues to deliver strong outputs as the programme reaches maturity, recently completing the funding process for an additional £10m for Phase 8 and the FBC being approved by HMT for Phase 9. Delivery is at a slower pace than forecast in the phase 1-7 business cases for a variety of reasons, predominantly overly optimistic early forecasts of benefits, the complexity of delivering multi partner projects across the public sector, and an inherent risk in large capital schemes. The programme has been adversely impacted by COVID, and there is a risk that some of the early forecast outputs will either not be delivered or will fall outside of the current programme timescales. However the programme team has a mature risk management processes and governance that provides confidence this is being managed. Ambitions have been realigned to match these new forecasts. | 2013-04-01 | 2023-03-31 | The project end-date is 31 March 2023. This is primarily due to the following factors: The OPE programme provides funding for early stage project works and, as such, project timeframes can range significantly. Project benefits are currently captured within a 10 year timeframe, with the most recent projects having been funded in 2021. | £10.00 | £10.00 | 0% | The budget variance is less than or equal to 5%. | £93.00 | The projects Baseline Whole Life Cost is £93.00m. This is primarily due to the following factors: OPE whole life costs are included to 20/21. This does not include projected staffing costs beyond 20/21 as these are subject to approval. |
| CO_0028_2021-Q4 | Vetting Transformation Programme | CO | Government Transformation and Service Delivery | The Vetting Transformation Programme is building a workforce with the right set of skills, fully exploiting technology opportunities and implementing a new vetting standard, the programme has the following aims;Faster clearances, processing times will be reduced by implementing a single joined up end to end process that eliminates duplication; enabling individuals to be recruited into vetting roles quicker.Provide a far better user experience, facilitated by frictionless HR and Security data sharing and record management. Clearances will be portable, individuals will be able to move seamlessly between departments.On-going assurance of our people through a cross-functional approach to managing employee risk throughout the employee lifecycle, to better assure the integrity of individuals with privileged access.Aligning to these outcomes will provide government departments with a trusted vetting service that adheres to its customer's needs and will strengthen our international reputation.The wider aspiration is to create a trusted capability that positions itself as the provider of choice for vetting services that enables expansion of its customer base beyond its current consumers. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Early last year it was agreed across departments that the first year costs for Vetting Transformation should be met via burden share. This amount was calculated and agreed at £3m, having been reduced due to a delayed start from £4m. The programme has optimised and spent the £3m investment this year appropriately and effectively, mobilising in October 20 and so far delivering to plan. The programme has secured a further £5.1m of partner funding for 2021/22. As of April 21 the programme will move from DPC to UKSV and the SRO will change. The new SRO will review priorities and an OBC will be submitted to HMT early in the new FY. | 2019-03-01 | 2023-03-31 | The project end-date is 31 March 2023. This is primarily due to the following factors: The Vetting Transformation Programme forecast end-date is 31 March 2023. This has not been rebaselined since it was established in the Programme's approved SOC. | £3.00 | £3.01 | 0% | The budget variance is less than or equal to 5%. | £8.10 | The projects Baseline Whole Life Cost is £ 8.10m. This is primarily due to the following factors: The Whole Life Cost of the Vetting Transformation Programme has not been rebaselined since it was established in the programme's approved SOC. The programme has spent to forecast in FY20/21. |
| CO_0029_2021-Q4 | Workplace Services Transformation Programme | CO | Government Transformation and Service Delivery | The Workplace Services Transformation Programme (WSTP) has been established to realise the ambition of a transformed workplace experience for all GPA customers (end users) and to ensure better value for our clients (Departments). | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The WST Programme funding has been secured through the SR20 bid 21/22 (and will be subject to a SR21 bid for ongoing funding). The WSTP Supply Chain Project (SCP), Outline Business Case (OBC) seeking authority to go to market for new FM Contracts was endorsed by the GPA Investment Committee and approval has been requested from the GPA Board on 8th April 2021. | 2020-05-01 | 2023-09-01 | The project end-date is 01 September 2023. This is primarily due to the following factors: Project has not yet been baselined. Outline Business Case (OBC) seeking authority to go to market for new FM Contracts was endorsed by the GPA Investment Committee and approval has been requested from the GPA Board. | £0.00 | £187.63 | Cannot calculate variance percentage as baseline is zero | Project has not yet been baselined. One off spend incurred was for development of OBC, recurring old costs are Facilities Management costs in line with current contract spend | £0.00 | Project has not yet been baselined. One off spend incurred was for development of OBC, recurring old costs are Facilities Management costs in line with current contract spend |