Transparency data
MoJ 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| MOJ_0028_1314-Q2 | HMCTS Reform | MOJ | Government Transformation and Service Delivery | The aim of the HMCTS Reform Programme is to: modernise the infrastructure and deliver a better and more flexible service to court users; modernise and transform courts and tribunal service to increase efficiency; and improve service quality to reduce the cost to the tax payer. | Amber/red | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: There is increasing confidence across all elements of the programme, although the funding for the next phase has not yet been fully agreed. There are also challenges arising from implementing and integrating a complex set of changes across the organisation whilst managing the recovery from the COVID-19 pandemic. | 2016-12-01 | 2023-12-31 | Compared to 1920-Q2, the project's end-date increased from 31 March 2020 to 31 December 2023 . This is primarily due to the following factors: There has been no change to the projected end date. | £258.16 | £213.48 | -17% | The budget variance exceeds 5%. The Reform programme undertook a re-baselining exercise this year which reduced the budget against the baseline presented here. Underspends against budget have arisen as a result of the COVID-19 pandemic. | £2,153.17 | Compared to 1920-Q2, the projects Baseline Whole Life Cost remained at £2153.17m. This is primarily due to the following factors: Project Costs include staffing, reformed digital services, infrastructure improvements, and improvements to data management. The programme has undertaken a re-baselining exercise, which following approval will amend whole life costs |
| MOJ_0040_1718-Q3 | YOUTH JUSTICE REFORM PROGRAMME | MOJ | Government Transformation and Service Delivery | The Youth Justice Reform Programme has two aims: to make youth custody a place of safety both for children and those who work there, and to improve the life chances of children in custody. | 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 project is on track to open the first secure school in December 2022. While a delay was experienced in the introduction of the necessary legislation, other activities have been re-scheduled in order to support the planned opening date. However, further legislative delay may jeopardise the timeline. COVID-19 has impacted on the ability to implement wider reforms to the youth custodial estate, but these are now being introduced alongside HMPPS staged recovery activity. | 2016-12-12 | 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: Compared to 19/20 Q2 there has been no change to the project's scheduled end date. | £12.28 | £8.10 | -34% | The budget variance exceeds 5%. Refurbishment work at Oasis Restore Secure School that was originally due to commence during 20/21 has now moved into 21/22 due to the contract not being signed until March 2021. | £447.48 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £345.08m to £447.48m. This is primarily due to the following factors: This is primarily due to an increase in the accounting period of 11 years to 2039/40. |
| MOJ_0041_1819-Q1 | Prisoner Escort and Custody Services (PECS) Generation 4 Programme | MOJ | Government Transformation and Service Delivery | The Prisoner Escort and Custody Services (PECS) Generation 4 Programme procures business critical contracts ensuring the continued safe and decent movement of prisoners between police stations, courts & prisons. The programme was set up to procure the next generation of critical contracts and deliver real improvements as part of those contracts which expired 28th August 2020 and successfully went live on 29th August 2020. PECS contracts enable the Criminal Justice System by providing for the physical movement of prisoners between police stations, courts and prisons, inter-prison transfers and the movement of children and young people between Secure Children's Homes, Secure Training Centre, YOIs and Courts. The service also covers the safety and security of prisoners in the court custody suites and court docks. | Amber | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber/Green to Amber. This is primarily due to the following factors: The programme successfully launched the new service in August 2020. Although the delivery of new vehicles was disrupted by COVID-19, sufficient vehicles to meet demand have been in place throughout. There are also some outstanding issues to resolve in relation to the IT system, which will be addressed before the project is formally closed later this year. | 2017-04-01 | 2021-06-30 | Compared to 1920-Q2, the project's end-date increased from 30 September 2020 to 30 June 2021 . This is primarily due to the following factors: The Project experienced delays in completing full integration of the IT system. | £96.97 | £97.77 | 1% | The budget variance is less than or equal to 5%. | £1,636.98 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £1635.83m to £1636.98m. This is primarily due to the following factors: Project costs include supplier mobilisation, programme team, ongoing BAU costs and digital services. The small increase in project costs (less than 1%) was due to the extension of the project, and increased staffing to address issues arising from the COVID-19 pandemic. |
| MOJ_0042_1819-Q2 | Probation Programme | MOJ | Government Transformation and Service Delivery | On 26 June the current structures for probation services will be replaced with a unified Probation Service bringing in staff, services and asset into 12 probation regions across England and Wales bringing together offender management for all levels of risk, together with responsibility for unpaid work, accredited programmes and other structured rehabilitative interventions. | 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: Significant progress made towards implementing the first phase of Probation Reform, the Programme has successfully restructured into 12 probation regions across England and Wales is on track to transfer staff, assets and services on 26th June. The Programme has published the 'Target Operating Model' and National Standards to set the future vision of the Probation Service. | 2017-10-01 | 2022-12-31 | Compared to 1920-Q2, the project's end-date increased from 01 March 2020 to 31 December 2022 . This is primarily due to the following factors: Since April 2020 the Programme has responded swiftly to challenges presented by COVID-19, changing the scope of reforms to ensure that the new services would be up and running by the time that Community Rehabilitation Company (CRC) contracts end in June 2021. The following 18 months will focus on delivering the benefits of the programme and successfully transitioning to the Target Operating Model. | £1,136.49 | £1,068.17 | -6% | The budget variance exceeds 5%. The baseline included contingency funding, which was not required in this financial year, resulting in an underspend. Transition costs have also been lower than baseline in 2020-21, as the assumptions around the timing of certain transition costs have changed. | £17,725.63 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £8235.23m to £17725.63m. This is primarily due to the following factors: The project had a significant change in baseline costs as part of the transition to the full business case. Increases in technology costs, estates costs, in-house transition costs, workforce costs and general transition costs driven by the reclassification of some business as usual (BAU) costs as transition costs. The increase in estates costs are driven by the early transfer of Community Rehabilitation Company buildings into the National Probation Service, with the associated additional running costs and loss of income for MoJ Estates. The programme is also now funding backlog maintenance in later years. |
| MOJ_0045_1920-Q2 | Wellingborough New Build Prison | MOJ | Infrastructure and Construction | The prison population is forecast to rise significantly during the 2020s and the department is bringing forward new prison places to accommodate new offenders. The new prison at Wellingborough will be a resettlement prison, creating 1680 Category C resettlement places The prison will be privately operated by G4S who are in the process of completing their 12 month mobilisation period ahead of Service Commencement in January 2022. | 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 COVID-19 pandemic has affected staff numbers on site which has created a risk of delay to the completion date, although staff levels have recently improved. Good progress is being made by the prison operator to mobilise the new service | 2018-08-17 | 2022-06-14 | Compared to 1920-Q2, the project's end-date remained scheduled to finish on 14 June 2022 . This is primarily due to the following factors: Work on site has remained constant despite COVID-19 but the discovery of a significant amount of asbestos during groundworks and adverse weather conditions in February 2020 resulted in a 3 week delay to service commencement date, now 8 January 2022. There remains an ongoing risk of further delay due to COVID-19. | £134.38 | £185.71 | 38% | The budget variance exceeds 5%. The prison's delivery is now expected to be one month later than originally estimated with relevant mobilisation costs being incurred in the financial year 2021/22 rather than 2020/21. Last year there was an £81m underspend against original baseline. The overall budget remains within the funding agreed with HM Treasury | £5,536.36 | Compared to 1920-Q2, the projects Baseline Whole Life Cost decreased from 6316.01m to £5536.36m. This is primarily due to the following factors: The baseline reported in Q2 19/20 was an overstatement which was corrected in a subsequent return. |
| MOJ_0044_1920-Q2 | Prison Technology Transformation Programme (PTTP) | MOJ | ICT | PTTP will deliver new end user technology for HM Prison Service (HMPS) and its Headquarters, to replace the existing Quantum IT system. The new platform, devices and service support solution will be deployed to around 60,000 HMPS technology users spread across over 160 public and private prisons and HQ sites. | 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: Delivery has remained on track despite the restrictions arising from COVID-19 The platform went live in July, and the first users were introduced in November. During Q4, work was completed on the existing infrastructure to enable increased deployments, and approximately 400 users were on the system by March. | 2019-04-01 | 2023-08-31 | Compared to 1920-Q2, the project's end-date increased from 31 March 2022 to 31 August 2023 . This is primarily due to the following factors: The latest programme end date for PTTP is August 2023, in line with the end of the existing supplier contract. This reflects a revised delivery approach including the iterative design and build of the solution which allows lessons to be learned ahead of wider rollouts to users in planned phases. | £33.56 | £21.06 | -37% | The budget variance exceeds 5%. The key reasons for this variance are reduced license and cloud hosting costs as a result of reduced deployment numbers; deferral of some of the infrastructure costs; changes to the approach to undertaking site surveys; and changes to the timing of when devices will be purchased. | £234.12 | The projects Baseline Whole Life Cost is £234.12m. This is primarily due to the following factors: Costs include programme staffing, new devices, technical build and design of service, ongoing licencing costs, contract exits and infrastructure hosting. Support costs for the future service are also included. Business as usual running costs are not included. |
| MOJ_0043_1920-Q2 | Glen Parva New Build Prison | MOJ | Infrastructure and Construction | The prison population is forecast to rise significantly during the 2020s and the department is bringing forward new prison places to accommodate new offenders. The new prison at Glen Parva will be a resettlement prison, creating 1680 Category C resettlement places. The operation of the prison is subject to a competition via a call-off from the Prison Operator Services Framework. | 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: The construction of the prison and the commercial process to select the prison operator are both on track. | 2019-01-31 | 2023-11-05 | Compared to 1920-Q2, the project's end-date remained scheduled to finish on 05 November 2023 . This is primarily due to the following factors: The project remains on track to complete by November 2023. | £91.42 | £85.32 | -7% | The budget variance exceeds 5%. Forecast capital expenditure in the current FY has reduced due to changes to programme made by the main contractor, adverse weather conditions and some labour shortages | £6,775.73 | Compared to 1920-Q2, the projects Baseline Whole Life Cost increased from £6104.77m to £6775.73m. This is primarily due to the following factors: The initial cost estimates were refined and updated in the full business case that was approved in July 2020 |
| MOJ_0047_1920-Q4 | Independent Monitoring Authority (IMA) | MOJ | Government Transformation and Service Delivery | To comply with the UK's obligation in the Withdrawal Agreement and the European Free Trade Association (EEA EFTA) Separation Agreement to establish an independent monitoring authority to ensure the UK meets its commitments to EU and EEA EFTA citizens claiming rights under those agreements. Additionally, to ensure compliance with domestic law obligations, as set out in Section 15 and Schedule 2 of the EU Withdrawal Agreement Act 2020, which establishes the Independent Monitoring Authority (IMA). | Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Green.This is primarily due to the following factors: The IMA was successfully implemented at the end of the Transition Period on 31 December 2020 and is now fully operational. | 2019-05-23 | 2021-03-16 | The project end-date is 16 March 2021. This is primarily due to the following factors: The IMA was delivered on schedule on 31st December 2020. | £11.71 | £6.91 | -41% | The budget variance exceeds 5%. The operational costs have reduced as the initial estimates were refined over the course of the year. The set-up costs have also reduced, including savings as result of a staff being released from the project earlier than anticipated. | £105.65 | The projects Baseline Whole Life Cost is £105.65m. This is primarily due to the following factors: The project costs for setting up the IMA including staff recruitment and training, accommodation for the IMA, and setting up IT services. Ongoing costs related to staff, estates, and IT services. |
| MOJ_0046_1920-Q4 | 3rd Generation Shared Services Programme | MOJ | Government Transformation and Service Delivery | This project will re-procure the department's current Shared Services provision, a shared technology platform providing HR, Payroll and Finance services in line with the Government Shared Services Strategy. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The MoJ continues to work with other government departments to develop a cross-government operating model for Government Shared Services. The scope, timescales and costs of this work are currently under review and therefore subject to a degree of uncertainty at this stage. | 2018-04-01 | 2024-06-30 | The project end-date is 30 June 2024. This is primarily due to the following factors: The project is due to complete all transformation activities by end June 2024. | £82.71 | £70.18 | -15% | The budget variance exceeds 5%. The variance is due to lower running costs as a result of reduced demand during the COVID-19 pandemic; and by moving some activity to the following financial year. | £788.97 | The projects Baseline Whole Life Cost is £788.97m. This is primarily due to the following factors: Costs include resource, technology and licensing as well as implementation costs. |
| MOJ_0003_1112-Q1 | Electronic Monitoring | MOJ | Government Transformation and Service Delivery | Implementing a new electronic monitoring system and a service for the day-to-day monitoring of subjects wearing the devices. | Amber/red | Compared to 1920-Q2, the project's Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: Confidence has reduced as a result of concerns over delays and the quality of the case management solution being provided by suppliers. The Project is working collaboratively with suppliers to identify contingency options. | 2011-05-10 | 2022-04-01 | Compared to 1920-Q2, the project's end-date decreased from 31 August 2024 to 01 April 2022 . This is primarily due to the following factors: The Project's end date has previously reflected the current end dates for the Electronic Monitoring contracts which remain static; but the end date now reflects the closure of the project and transfer of the service to regular operation and the Electronic Monitoring Expansion Programme. | £62.90 | £96.21 | 53% | The budget variance exceeds 5%. Delays to the Project have resulted in an increase in costs for both the project team and suppliers. | £580.50 | Compared to 1920-Q2, the projects Baseline Whole Life Cost remained at £580.50m. This is primarily due to the following factors: There has been no change to the project's whole life cost, which include staffing, supplier costs and ongoing running of the service. Whole life costs will be refreshed when the reset of plans is complete. |
| MOJ_0048_2021-Q1 | Security Investment Programme | MOJ | Government Transformation and Service Delivery | The programme is responsible for delivering against an investment of £100M for increasing security at prisons, This includes providing 'airport-style security' such as 'enhanced gate security'; phone blocking; detection equipment and corruption and intelligence capabilities across the estate. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Project has made good progress in implementing X-Ray Body Scanners, full Enhanced Gate Security capability, and Mobile Phone Blocking and Denial, but has faced some delays to installations as a result of COVID-19. The timeline has been extended into the next financial year in order to complete the project. | 2019-09-01 | 2022-03-31 | The project end-date is 31 March 2022. This is primarily due to the following factors: The delays caused by the impact of COVID-19 in March 2020 added to an already ambitious timescale, and funding has been agreed in order to complete the programme in 2022. | £94.40 | £56.46 | -40% | The budget variance exceeds 5%. The underspend is due to a slower recruitment of staff due to delays in enabling works and installation arising from COVID-19. | £666.20 | The projects Baseline Whole Life Cost is £666.20m. This is primarily due to the following factors: Whole life costs include Programme costs (resource, capital expenditure and operational support for the programme), with support for the ongoing use of the prison security measures. |
| MOJ_0049_2021-Q1 | 10,000 Additional Prison Places Programme - Estate Expansions | MOJ | Infrastructure and Construction | The prison population is forecast to rise significantly during the 2020s, and the department is bringing forward new prison places to accommodate new offenders. In August 2019 the Prime Minister announced £2.5bn of funding to deliver 10,000 additional prison places through the building of new prisons and expanding the prison estate. The Prison Estate Expansions forms part of the 10,000 Additional Prison Places Programme and its scope is to deliver c3500 places through expanding the existing estate by building new houseblocks on existing prison sites, modular Category D units for the Open Prison estate, major refurbishments, increased spaces in the Women's estate and a number of smaller scale investments. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Project is making good progress but is working to ambitious timelines. Key contactors have been appointed and commercial procedures are underway. However, whilst planning permission has been granted for some sites, this remains the principal risk for the project. | 2020-03-02 | 2027-03-30 | The project end-date is 30 March 2027. This is primarily due to the following factors: The project is on track to deliver within committed timeframe; although work is ongoing to ensure plans are robust and achievable. The dates were estimated based on early assumptions and will be refined further in the full business case. Some of the timelines have been revised, with activity being accelerated to deliver the places more quickly. | £44.87 | £14.15 | -68% | The budget variance exceeds 5%. The budget is based on estimates provided for several separate projects which at that time were at an early stage of their development. The relevant cost estimates will be updated when the full business cases have been approved. There have been reductions the costs of some smaller scale refurbishments and reprofiling of other costs to the next financial year. | £8,003.04 | The projects Baseline Whole Life Cost is £8003.04m. This is primarily due to the following factors: The baseline is an initial estimate of the costs of providing the additional prison places and then operating and maintaining them over their estimated 60 year life. |
| MOJ_0050_2021-Q1 | 10,000 Additional Prison Places | MOJ | Infrastructure and Construction | The prison population is forecast to rise significantly during the 2020s and the department is bringing forward new prison places to accommodate new offenders. In August 2019 the Prime Minister announced £2.5bn of funding to deliver 10,000 additional prison places through the building of new prisons and expanding the prison estate. The New Prisons projects form part of the 10,000 Additional Prison Places Programme and its scope is to build four new prisons (of up to c.1,700 places each). | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The project is making good progress; however, it is working to an ambitious timeline and successful delivery is dependent on several factors that are outside of the project's direct control. The need to secure planning permission for three new sites is the principal risk impacting delivery confidence. Engagement and consultation with local communities is either planned or underway to help build support for planned development and delivery confidence is expected to improve in the next period. | 2020-03-02 | 2027-03-30 | The project end-date is 30 March 2027. This is primarily due to the following factors: The Project is on track to deliver within committed timeframe, although significant risks remain such as the duration of the planning process. The dates were estimated based on early assumptions and will be refined further in the full business case. | £8.68 | £11.06 | 27% | The budget variance exceeds 5%. The increase in expenditure in-year reflects an acceleration of planned activity. The project is forecast to remain within its overall whole life costs. | £25,596.47 | The projects Baseline Whole Life Cost is £25596.47m. This is primarily due to the following factors: The baseline is an estimate of the cost of building and then operating and maintaining the four prisons over their estimated 60-year lives. This baseline estimate is based on the project's Outline Business Case and will be updated pending approval of a Full Business Case. |
| MOJ_0051_2021-Q2 | PFI Expiry and Transfer | MOJ | Government Transformation and Service Delivery | The aim of this project is to carry out the exit and transfer of services Her Majesty's Prisons (HMP) Parc, Altcourse and Lowdham Grange in a safe, effective and efficient manner following the expiry of their PFI contracts between Q4 2022 and Q2 2023. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The project remains on track and all site surveys have now been completed, although work was delayed by restrictions arising from COVID-19. Delivery confidence should further improve following approval of the Outline Business Case and launch of the operator competition in the summer 2021. | 2019-04-01 | 2023-09-30 | The project end-date is 30 September 2023. This is primarily due to the following factors: Project timings have been revised to address the impact of COVID-19, although the project remains on track to meet all the key milestones required to ensure service continues when existing contracts expire at all three prisons. | £2.45 | £1.10 | -55% | The budget variance exceeds 5%. The main variance from the budget was due to the costs of some activity being less than anticipated, and because contingency funds were not required, Recruitment of staff was slower than anticipated, although this increased significantly towards the end of the year. | £6.86 | The projects Baseline Whole Life Cost is £ 6.86m. This is primarily due to the following factors: The Project was allocated funding to undertake the necessary due diligence (surveys) that will inform the future whole life costs and a decision to either insource or outsource the services at the prisons. |
| MOJ_0052_2021-Q3 | Approved Premises | MOJ | Government Transformation and Service Delivery | The Approved Premises Expansion Programme will increase capacity in Approved Premises: (residential units in the community which house and monitor offenders following their release from prison). to meet the ministerial commitment to build over 200 additional places to meet increased demand. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Project is progressing well and has already delivered 56 additional places. Confidence will improve further once funding for future years has been fully agreed, and as the relevant planning permission is obtained for each expansion. | 2019-04-01 | 2024-03-31 | The project end-date is 31 March 2024. This is primarily due to the following factors: The project has been delayed slightly by COVID-19 but is currently on track to meet the target of delivering 200 additional places by the end of March 2024. | £7.91 | £4.07 | -49% | The budget variance exceeds 5%. This is primarily due to delays in obtaining planning permission. In addition, the COVID pandemic has extended the time needed at each site to ensure the safety of both workers and people living and working at the Approved Premises. | £57.79 | The projects Baseline Whole Life Cost is £57.79m. This is primarily due to the following factors: Costs of each expansion project include transition costs including the capital costs of expansion (such as for conducting feasibility studies, planning, construction and, where a building is converted-use, refit) and ongoing costs such as facilities management IT and stationery, contract costs, staff and rent. |
| MOJ_0053_2021-Q4 | 3K Prison Places | MOJ | Infrastructure and Construction | The prison population is forecast is scheduled to rise significantly in the 2020s and the department is bringing forward new prison places to accommodate new offenders. This project is part of the 3,000 Additional Prison Places Programme and will deliver 2,500 Houseblocks places across the adult male estate. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The project is making good progress with selecting and assessing feasibility of proposed sites but is working to ambitious timelines which is dependent on several factors that are outside of the project's direct control. The need to secure planning permission for the new sites creates a risk of delay, should challenges arise at a local level. | 2020-09-28 | 2024-05-13 | The project end-date is 13 May 2024. This is primarily due to the following factors: The additional places will be delivered from January 2024, which will reduce the need to implement emergency capacity measures. | £21.52 | £4.28 | -80% | The budget variance exceeds 5%. The baseline costs are based on an initial set of assumptions about timing and cost. Although the project has made good progress in terms of selecting sites for expansion spend has been slower than anticipated. | £12,491.43 | The projects Baseline Whole Life Cost is £12491.43m. This is primarily due to the following factors: The baseline is an initial estimate of the costs of providing 3,000 additional prison places and then operating and maintaining them over their estimated 60 year life. The estimates are at an early stage of development and will be updated as relevant business cases are approved. |
| MOJ_0054_2021-Q4 | Print Reprocurement | MOJ | ICT | This project is renewing the department's print contract; establishing an open framework competition to ensure value for money and the delivery of a high-quality service. The new Print contract will deliver an improved contract and new devices across the MoJ estate | Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Green.This is primarily due to the following factors: Project is on schedule, within budget and fully resourced. | 2019-02-01 | 2023-02-27 | The project end-date is 27 February 2023. This is primarily due to the following factors: The project is on currently on schedule this quarter and will be reviewed with the new supplier post contract award. | £1.13 | £0.44 | -61% | The budget variance exceeds 5%. The variance to in-year spend is due to slippage of some planned activity, though overall delivery timetables remain on track. | £70.99 | The projects Baseline Whole Life Cost is £70.99m. This is primarily due to the following factors: Whole life costs include the expected costs of service costs across the MoJ over 7 years. Project costs and other one off costs (covering new print devices, transition and decommissioning costs, staffing, and legal fees) are also included. |
| MOJ_0055_2021-Q4 | Prison Retail | MOJ | Government Transformation and Service Delivery | This project will Re-compete the Prison Retail contract, which delivers a service to all public sector prisons and 4 private prisons in England and Wales. This critical operational service contributes to a more safe, decent and secure environment within prisons. The service supports rehabilitation by providing prisoner employment positions. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The project's initial procurement stage was delayed during the evaluation of bids risking delivery the delivery of the contract by planned timelines. | 2017-04-03 | 2022-10-31 | The project end-date is 31 October 2022. This is primarily due to the following factors: The project is expected to end in October 2022 following successful contract award and transition periods. | £0.52 | £0.52 | 0% | The budget variance is less than or equal to 5%. | £66.06 | The projects Baseline Whole Life Cost is £66.06m. This is primarily due to the following factors: The Whole Life Cost includes contract term, implementation costs; running costs, and contract price for this extension. |
| MOJ_0056_2021-Q4 | YOI Education Services Retender | MOJ | Government Transformation and Service Delivery | The current contracts for Education Services in public-sector Youth Offender Institutions (YOIs) in England end by September 2021 and a replacement service is required. The YOI Learning Services Commissioning Project seeks to transform the quality of learning services in public sector YOIs in order to meet legal requirements and support the delivery of better outcomes for young people including in terms of transition and resettlement, and to help promote positive identity shift. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The project has a well-defined vision for strategic and service outcomes fully supported by engaged stakeholders. Specifications and requirements are well-develop and the project team is well resourced. The commercial approach is well-established, and Market Engagement has identified a healthy market of potential suppliers. Strategic and Project risks are understood and are actively being managed. | 2018-09-03 | 2023-03-31 | The project end-date is 31 March 2023. This is primarily due to the following factors: The project is on schedule to deliver the replacement service within the agreed timelines and project baseline. The project is currently working to the commencement of the live procurement phase. | £11.00 | £11.00 | 0% | The budget variance is less than or equal to 5%. | £195.26 | The projects Baseline Whole Life Cost is £195.26m. This is primarily due to the following factors: Costs include current operations, project team resources. External consultants (legal) for contract negotiations and the ongoing costs of future contracts. |