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FCDO 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
FCO_0013_1920-Q3 New Beijing Embassy and Residence FCDO Infrastructure and Construction Provision of new Embassy and Ambassador Residence buildings on the BE Compound in Beijing, to replace end of life buildings unfit for 21st century UK/China relations (a key 'Global Britain' project) Amber/red The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Although Covid risk continues, design progress has been maintained and RIBA Stage 4 is well underway. However, we are still in the midst of negotiations with the Chinese Government on the Conditions of Construction Agreement (CoCA). Until the CoCA is finalised, it will be difficult to submit the initial planning application. Given the current uncertainty, Amber Red is now the most appropriate confidence assessment. 2017-12-01 2025-12-01 The project end-date is 01 December 2025. This is primarily due to the following factors: Given the uncertainty around the CoCA agreement, it is difficult to be specific about timescales at present. £3.90 £3.90 0% The budget variance is less than or equal to 5%. No variance to report £180.35 The projects Baseline Whole Life Cost is £180.35m. This is primarily due to the following factors: Project still in pre-FBC development
DFID_0001_1112-Q1 St Helena Airport FCDO Infrastructure and Construction 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. 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 IPA Delivery Confidence Assessment remains at Amber/Green. The airport is fully operational and working well. Following the principle contractor's financial difficulties and the subsequent termination of the contract, St Helena Airport Limited, an arm's length body of St Helena Government, seamlessly took over responsibility for operations of the airport. This arrangement remains in place. The COVID lockdown in South Africa (since late March 2020) prevents the scheduled air service from operating. Ticket sales had until that point remained strong and passenger numbers were expected to be up from the previous year. To ensure essential access to the island was maintained charter flights were arranged. These flights transported medical supplies, vaccines, PPE and medical staff to the island and allowed people to travel to the UK for urgent medical attention that is not available on island. In addition, medical emergency evacuation flights to South Africa have continued when necessary. 2005-03-15 2026-08-31 Compared to 1920-Q2, the project's end-date remained scheduled to finish on 31 August 2026 . This is primarily due to the following factors: The scheduled baseline project end date remains 31/08/26, has not changed since last year. The construction of the airport was completed on schedule with the airport receiving certification during May 2016. St Helena's commercial air service made a strong start since commencing on 14 October 2017. - The department hopes to close the project when firm plans are in place for the completion of outstanding infrastructure works. The following non-project operating environment activities have impacted the project: The COVID 19 pandemic has delayed the Department progressing the workstream that will find the most cost-effective way to bring outstanding capital works to completion. The Department has focused its efforts to ensuring St Helena Government has the resources it needs to respond to COVID 19. We return to this issue as soon as we have resources to do so. £4.00 £4.00 0% The budget variance is less than or equal to 5%. The Department commissioned a review of the outstanding infrastructure works and is considering options for the best value for money conclusion to this final part of the project following the principle contractor's financial difficulties and the subsequent termination of the contract. 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. The COVID 19 pandemic has slowed the Department progressing the workstream that will find the most cost-effective way to bring outstanding capital works to completion. The Department has focused its efforts to ensuring St Helena Government has the resources it needs to respond to COVID 19. We will return to this issue as soon as we have resources to do so. £445.10 Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £285.40m to £445.10m. This is primarily due to the following factors: 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. Areas of expenditure that were included when calculating the whole-life cost are: planning, design, construction, operations, maintenance, asset renewal and/or disposal. Work had been commissioned to review tourism projections based on the real data from flights to date will provide some information on how benefits are likely to be realised. However, with COVID 19 it is not yet known how the pandemic will affect international travel and traveller numbers to St Helena. The Department will continue to work with St Helena Government to review tourism access - however the focus will be to support efforts to ensuring St Helena Government has the resources it needs to respond to COVID 19. We will return to this issue as soon as we have resources to do so.
FCO_0010_1617-Q3 Echo 2 Programme FCDO ICT The ECHO2 Programme is procuring new service providers to replace the expiring ECHO1 contract. The programme will deliver two new contracts, a Network Services Integrator and a Dynamic Purchasing System for the provision of internet connectivity. Amber/Green Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber/Green. This is primarily due to the following factors: ECHO 2 remains on schedule to deliver in September 2023. Since the last annual report, the DCA has moved from Amber/Red to Amber Green. This reflects satisfactory implementation of recommendations made at the May 2020 PAR review and the conclusion of the October 2020 IPA Critical Friend Review to award the Programme a DCA rating of Amber/Green. It is recognised that, whilst the concern over a legal challenge remains, the programme team, including expert external resource, has well mitigated this risk. 2015-09-01 2023-08-31 Compared to 1920-Q2, the project's end-date increased from 31 March 2020 to 31 August 2023 . This is primarily due to the following factors: The abandonment of the previous procurement resulted in the closure of the original programme and the reset of the programme to put in place new arrangements for the provision of network services. The date for completion of transition is now 20/09/23. £40.08 £35.34 -12% The budget variance exceeds 5%. There is an in year reduction in actual costs against baseline for RDEL which represents real savings in year from revisions to resources and the start of a circuit replacement project. The reduction in CDEL is a combination of reduced costs in year due to delays in starting the project from Covid restrictions, part of the project will push out into 21/22 moving costs from current year. Currently we have not amended 21/22 and future year forecasts, but included the cost savings into remaining budgets whilst the FBC's are completed for the NSI and DPS contracts. Forecasts will be updated as these FBC's are approved through HM Treasury and Cabinet Office. £312.94 The project's Baseline Whole Life Cost is £312.94m. This is primarily due to the following factors: The Programme was reset after 1920-Q2 with approval of a new OBC. The reset Programme has a different scope and timescale, therefore the comparison of variance is not possible.
FCO_0011_1718-Q3 Washington Embassy Refurbishment FCDO Infrastructure and Construction Refurbishment and upgrading of key buildings on our Washington, USA, compound. These buildings currently fail to fully meet health and safety requirements. Further investment in modernising these buildings will futureproof our abiliy to deliver effective diplomatic and operational solutions in our most important global post. 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: Although Covid risk continues, the construction site has continued to safely operate at planned capacity. As a result, the timetable for final completion has remained broadly stable. However, the timetable remains subject to further Covid risks and building unknowns, which is why Amber will probably remain the most appropriate confidence assessment for a while yet. 2017-01-01 2022-12-12 Compared to 1920-Q2, the project's end-date remained scheduled to finish on 12 December 2022 . This is primarily due to the following factors: As above, the timetable for final completion has remained broadly stable. £29.00 £29.00 0% The budget variance is less than or equal to 5%. No variance to report £122.00 Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £118.70m to £122.00m. This is primarily due to the following factors: Remains as reported at FBC
FCO_0012_1718-Q4 Hera Programme FCDO ICT The Hera programme is a newly established programme to deliver a single integrated Finance and HR system (using the Oracle Cloud platform) for the Foreign, Commonwealth and Development Office following the merger of DFID and the FCO. It builds on the former Atlas programme in the FCO, but has been substantially reshaped to incorporate former work from DFID and to meet FCDO requirements. Hera is an essential part of a wider FCDO Transformation Programme and will enable the new department's finances and structures to be fully integrated in line with Ministers' objectives. Hera will also help deliver government strategy for providing shared services in the UK and overseas for Partners across Government. 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: The creation of Hera following the merger to form the FCDO has inevitably widened the scope and lengthened the timeline compared to the previous Atlas programme in the FCO. However, the programme has made significant progress. There is a fully approved business case and - despite the challenges of remote working this year - the Hera programme has kept up momentum in configuring and building the new system, and in managing the interdependencies with the wider FCDO Transformation Programme. As flagged by an IPA gateway review in January 2021 and a follow-up independent review in April, this is a complex and inherently challenging programme, especially at a time of wider organisational restructuring and transformation. The next few months will be a crucial phase of implementation. This balance of positive progress and risk/challenge is reflected in the Amber rating. 2016-05-01 2022-10-31 Compared to 1920-Q2, the project's end-date increased from 31 October 2021 to 31 October 2022 . This is primarily due to the following factors: The scheduled end date for the Hera programme is October 2022; the creation of FCDO from the former FCO and DFiD increased the scope and timeline compared to the previous Atlas programme. The programme has updated its release schedule accordingly, and is currently on track against its baselined plans for delivering the first implementation in 2021 as planned, with further functionality to be rolled out in phases accross 2022. £30.23 £27.87 -8% The budget variance exceeds 5%. The reformed Programme in year business case budget and forecast, were revised in light of the merger changes to reflect the revised programme scope in January 2021 £101.77 Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £93.83m to £101.77m. This is primarily due to the following factors: Changes to the Programme resulting from the revised scope and timetable following the merger have resulted in a revision of costs from the previous FCO Atlas Outline Business Case to the FCDO Hera Full Business Case. The programme undertook detailed analysis and options appraisal following the merger announcement. The result of that was to extend the implementation timeline to October 2022, with whole-life costs over 10 years of £101.8m (of which the forecast implementation costs are £58.2m).