Transparency data
Annual Report on Major Projects 2020 to 2021, consolidated data and narratives (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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| MOD_0106_1617-Q1 | Maritime Patrol Aircraft | MOD | Military Capability | To deliver a Maritime Patrol Aircraft to provide persistent, responsive, effective and adaptive Military Capabilities in the Under Water, Above Water, Littoral and Land environments. | Amber/red | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | 08/07/2014 | 01/04/2024 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 April 2024 . This is primarily due to the following factors: - declaration of Full Operating Capability. | £654.46 | £654.11 | 0% | The budget variance is less than or equal to 5%. | £2,013.02 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £1996.00m to £2013.02m. This is primarily due to the following factors: - A change to the accounting treatment for sonobuoys. - Continuing variances due to the Foreign Exchange Rate. - Since the Main Gate Business Case there has been a maturing of the cost of supporting the aircraft. - The US Navy has matured its concept for aircraft sustainment and depth maintenance requirements, which have informed the UK Programme's planning and sustainment/maintenance concepts. |
| 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 financial year 19/20-Q2, the 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. | 01/05/2014 | 31/12/2022 | Compared to financial year 19/20-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 financial year 19/20-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_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 financial year 19/20-Q2, the 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. | 02/12/2009 | 30/06/2025 | Compared to financial year 19/20-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 financial year 19/20-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. |
| 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 financial year 19/20-Q2, the 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. | 30/06/2008 | 31/12/2040 | Compared to financial year 19/20-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 financial year 19/20-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. |
| 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 financial year 19/20-Q2, the 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. | 25/11/2015 | 31/03/2022 | Compared to financial year 19/20-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 financial year 19/20-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. | 01/01/2018 | 11/08/2032 | 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 | 01/09/2020 | 31/05/2021 | 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_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. | 01/03/2012 | 02/11/2026 | 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_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. | 26/09/2016 | 10/07/2028 | 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_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. | 25/05/2013 | 20/12/2027 | 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_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. | 01/03/2020 | 31/03/2023 | 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_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. | 01/10/2020 | 30/06/2030 | 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_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. | 01/03/2020 | 31/03/2022 | 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. | 08/07/2020 | 31/03/2022 | 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. | 09/09/2020 | 31/03/2030 | 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. | 26/03/2020 | 31/12/2022 | 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. |
| DFE_0006_1415-Q3 | Priority School Building Programme 2 | DFE | Infrastructure and Construction | The Priority School Building Programme is meeting the condition need of the school buildings in the very worst condition across the country. There are two phases of the programme, covering a total of 532 schools: - Under the first phase of the programme, known as PSBP1, 260 whole schools are being rebuilt and/or refurbished. 214 schools through Capital grant and 46 using PF (Private Finance). The vast majority of schools in PSBP1 were handed over by the end of 2017, two years earlier than originally announced. All schools under PF were delivered by April 2018. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: PSBP2 is on track to deliver against programme targets with over 90% of projects in contract. There have been some on site delays due to COVID but these have not resulted in delays to programme handover dates as contractors have been able to make time up. We are now due to deliver 272 of the 277 projects that PSBP2 was committed to deliver. The difference is due to 'nil works' projects: 2 works were undertaken by other DfE Capital building schemes, 2 schools were closed and 1 project was deemed not to be in scope. Around 10% of projects will handover after the scheduled programme end date of December 2021. Progress remains strong on feasibilities with just 2 more schemes left to approve. | 01/05/2014 | 25/02/2025 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 25 February 2025 . This is primarily due to the following factors: The programme scheduled end date remains unchanged. | £586.00 | £521.10 | -11% | The budget variance exceeds 5%. We are forecasting to spend £521m in 20-21. The reduction in spend against the baseline reflects the position that projects are more complex and are taking longer to deliver with spend being pushed into future years and also reflects the impact of COVID. Enhanced financial management systems and processes are now in place to ensure that our forecast is more robust. | £2,398.50 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £2398.50m. This is primarily due to the following factors: The has been no change to the Budgeted Whole Life Costs which remains at 2398.50 (£m). |
| DFE_0009_1617-Q2 | Apprenticeships Reform Programme | DFE | Government Transformation and Service Delivery | To create more high quality apprenticeships, meet the skills needs of employers and the country, to create progression for apprentices and to widen participation and social mobility in apprenticeships. | Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Green. This is primarily due to the following factors: The final elements of the reform programme are now in place. | 08/05/2015 | 01/04/2021 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 April 2021 . This is primarily due to the following factors: The final elements of the reform programme are now in place, having been delivered by the project end date. | £2,675.20 | £1,899.48 | -29% | The budget variance exceeds 5%. The baseline was set in 2015 which was before the Levy transformation was implemented. This budget is very difficult to forecast as there is a lot of uncertainty around employer behaviour following the introduction of the new levy. Starts delivered since introduction of the Levy in May 2017 continue to be lower than expected. Employer behaviour is hard to predict and it is very difficult to accurately forecast spend during a period of such uncertainty. Our updated costs for 2020-21 reflects the reduction in the number of starts. The figures for 2020-21 are the draft year end position and are still subject to final review and audit. | £11,347.50 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £11347.41m to £11347.50m. This is primarily due to the following factors: The baseline whole life costs have not changed from 19-20 and has remained at 11347.50 (£m). 11347.41 was reported in 19/20 due to a reporting error which resulted in an immaterial decrease in the baseline. This has now been corrected. |
| DFE_0010_1819-Q1 | T Level Programme | DFE | Government Transformation and Service Delivery | To increase the economic value of skills being supplied by the post 16 system, increasing take-up of high quality qualifications to improve skills, increasing productivity and social mobility. To enable the sustainable delivery of new high quality T Levels for 16-19 year olds. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The IPA made seven recommendations to improve the project and programme management of the T Level delivery for larger successive waves. We have made significant progress in addressing all the recommendations and meet on a monthly basis with the IPA to keep them informed of the progress we are making. The Technical Education Reform Board are sighted at bi-monthly intervals, on the progress we are making. The Major Projects Team at DfE have also provided us with additional support to ensure we remain on track to deliver T Levels in future waves. We will be carrying out our own internal review of the progress made against the assurance of action plan in June 2021. | 25/10/2016 | 30/09/2023 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 September 2023 . This is primarily due to the following factors: The current schedule has no known deviations from the planned schedule. Lessons learned from Wave 1 roll out are in progress to support planning for future waves. Covid-19 introduced new levels of uncertainty and the team are monitoring the potential impact on launch in September 2021. | £259.61 | £143.84 | -45% | The budget variance exceeds 5%. We are forecasting an underspend against the 20-21 budget. This underspend has emerged primarily due to the impact of Covid on the programme throughout the year. | £1,101.26 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £155.60m to £1101.26m. This is primarily due to the following factors: Our current projected Whole Life Costs has been refined in the course additional planning through spending review. Covid has had a considerable impact in FY 20-21 |
| DFE_0013_1920-Q3 | Evolve | DFE | Government Transformation and Service Delivery | The Evolve portfolio is an enterprise wide transformation which enables SLC's corporate strategy. The strategy has 5 key objectives: An Outstanding Customer Experience; An Enabler of Opportunity; Leaner, Better, Doing more for less; A Great place to work; Trusted delivery partner.The portfolio contains a number of programmes that are designed to further enable and enhance how the SLC delivers its services. These programmes include; Customer Engagement Management, Apps and Portals, Data, Policy Commissioning, Accelerated Service Improvement, People, and Working Practices Transformation. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: We have made good progress in delivering sizeable amount of change to the business and its systems, against very tight timescales. We are now in a critical phase of delivery with no scope for adding contingency to the timescale which is why we have given our own assessment of delivery confidence as Amber/Red. | 01/10/2019 | 30/09/2022 | The project end-date is 30 September 2022. This is primarily due to the following factors: No significant changes to critical path in Q4 for 20-21. | £37.52 | £34.78 | -7% | The budget variance exceeds 5%. In year spend variance reflects the reprioritisation of funding which has moved deliverables into FY 21-22. This is offset to an extend by additional costs within the CEM programme due to complexities of Data integration and Migration. DfE de-prioritised initiatives due to budget constraints and covid. | £146.29 | The projects Baseline Whole Life Cost is £146.29m. This is primarily due to the following factors: Budget agreed on an annual basis with the Sponsor department Department for Education (DfE). |
| DFE_0014_2021-Q2 | Early Careers Framework/National Professional Qualification | DFE | Government Transformation and Service Delivery | The Early Career Framework (ECF) & National Professional Qualifications (NPQ) Programmes are part of DfE reforms delivering a 2-year induction for Early Career Teachers, and a suite of 6 new NPQs for teachers and leaders. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The overall ECF-NPQ Programmes delivery confidence is rated Amber. The Infrastructure Projects Authority (IPA) Gate 3 assurance review in February 2021 confirmed a rating of Amber and noted that whilst delivery timelines remain tight, critical milestones are being achieved and the project is progressing as planned. This also aligns with the IPA Gate 2 Review DCA rating for ECF given in June 2020. This confidence is also based on the firm business case foundations defining clear objectives, policy proposals and delivery plans as well as planned risk mitigations, progress to date and early lessons from the ECF early rollout and its expansion programmes. Solid progress has been made with the full business cases, with both the ECF FBC and NPQ FBC having cleared DfE and HMT/Cabinet Office approvals in Feb 2021. The Amber Rating is a reflection of the key programme risks around our commitment to the Sept 2021 ECF and new NPQs launches, market capacity, and the tight timelines for suppliers to mobilise and recruit schools and cohorts | 01/11/2018 | 12/02/2026 | The project end-date is 12 February 2026. This is primarily due to the following factors: Project schedule remains on track for delivery in line with the current plan. Ensuring that all teachers have access to high-quality professional training and development at the start and throughout their careers, Supporting a coherent journey of development and career progression, Building the capacity of the system to deliver strengthened high-quality professional development for all teachers, Revise Induction regulations to a right to a 2 year ECF Induction. | £15.58 | £14.97 | -4% | The budget variance is less than or equal to 5%. The Programme costs have been updated to reflect that the programme incurred costs covering Digital and Data staff & One Off New Costs (370.03) The costs in the Early Career Framework (ECF) Early Roll Out (ERO, Full Business Case (FBC) have not been profiled by financial year, and therefore have been flat profiled from year two across three financial years. The contingency section has been updated since Q2. The majority of the contingency (£0.84m) is for any potential TUPE and transitional costs linked to the existing reformed NPQ programme and the remainder of 0.458m is the contingency for the digital solution for ECF. | £372.28 | The projects Baseline Whole Life Cost is £372.28m. This is primarily due to the following factors: The projects Baseline Whole Life Cost is 372.28 (£m). This is primarily due to the refinement of the policy and delivery assumptions for the Full Business Cases for both National Roll Out of the Early Career Framework and the National Professional Qualifications. |
| DFE_0015_2021-Q3 | FE Capital Transformation | DFE | Infrastructure and Construction | The FE Capital Transformation programme will deliver the government's manifesto commitment to upgrade and transform the further education college estate. This will support the FE sector to deliver on its reform agenda and to support the levelling up of learner and labour market needs across the country with greater emphasis on technical education and vocational training. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Delivery Confidence Assessment is rated Amber following an external assurance review by the IPA held in March 2021. The review confirmed that there has been considerable progress made to initiate the programme. All three phases of the programme delivery have launched to schedule. This capital programme delivery approach is new for the further education sector but builds upon the experience, knowledge and capability already established for the department's school rebuilding programme. | 01/04/2020 | 30/06/2025 | The project end-date is 30 June 2025. This is primarily due to the following factors: All three phases of the programme delivery have launched and are progressing to schedule. £200 million of grant allocations were issued to further education colleges in September 2020 to enable them to undertake immediate remedial work to refurbish their buildings. In January 2021, all further education colleges were invited to bid for additional funding to help upgrade their campuses and address condition need in their existing buildings. Bids are now being considered by the department with grant funding expected to be awarded in autumn 2021. In April 2021, the department announced it is working in partnership with the 16 further education colleges to deliver projects that will address some of the worst condition campuses across England. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | 0% | The budget variance is less than or equal to 5%. There is no budget variance to report in the early months of the 5-year programme | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| DFE_0016_2021-Q3 | Institutes of Technology (IoT) 2 | DFE | Government Transformation and Service Delivery | The Institute of Technology programme is a manifesto commitment to establish the wave 2 of high-quality institutes of technology (IoTs). The first 12 IoTs were selected through a government-led competition and commenced live delivery from September 2019, Wave 1 recently finished successfully delivering 12 IOTs across the country, wave 2 utilises the same model as wave 1, specifically looking to establish 8 IOTs in LEP areas which were not covered in Wave 1, and are collaborations between further education (FE) providers, universities and employers. They will specialise in delivering higher technical education (at Levels 4 and 5) with a focus on STEM (science, technology, engineering and mathematics) subjects. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: Schedule is at a preliminary stage and remains subject to ongoing commercial activity and final Ministerial approval | 01/01/2020 | 01/01/2026 | The project end-date is 01 January 2026. This is primarily due to the following factors: The programme remains on schedule to meet timelines. | £0.50 | £0.50 | 0% | The budget variance is less than or equal to 5%. N/A - within tolerance | £2.50 | The projects Baseline Whole Life Cost is £ 2.50m. This is primarily due to the following factors: As the programme is currently in competition, there are currently no other costs at present (budgeted WLC yet to be baselined), apart from team costs. |
| DFE_0017_2021-Q3 | National Skills Fund | DFE | Government Transformation and Service Delivery | The National Skills Fund (NSF) will fund projects that will help people retrain and upskill into better, more productive jobs through developing higher and intermediate skills, and aligned with Further Education | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The National Skills Fund programme remains broadly on schedule, with delivery of L3 Adult Offer and Uplift funding meeting the agreed milestone date. The Bootcamps procurement and launch of wave 2 remains mostly on schedule, with staggered starts introduced to accommodate further work on the procurement of Lot 1. The National Skills Fund also remains on schedule, although the recent merger with the Funding and Accountability consultation does present some challenges to delivering in line with agreed milestone. | 01/04/2020 | 31/03/2024 | The project end-date is 31 March 2024. This is primarily due to the following factors: The programme end date reflects the financial commitment to fund the National Skills Fund until the end of this parliament. By this point the programme will have delivered on various interventions to fill the gaps in adult skills in key sectors and assist learners in achieving better jobs, including the Level 3 Adult Offer and Bootcamps. The timeline is driven by the need to deliver these interventions in a way that allows initial delivery to inform future design, accommodate the consultation on adult skills and align with the wider adult skills reform work. | £8.00 | £8.00 | 0% | The budget variance is less than or equal to 5%. | £1,148.78 | The projects Baseline Whole Life Cost is £1148.78m. This is primarily due to the following factors: Whole Life Budgeted Costs reflect the preliminary costs currently within scope |
| DFE_0018_2021-Q3 | School Rebuilding Programme | DFE | Infrastructure and Construction | The School Rebuilding Programme (SRP) is undertaking major rebuilding and refurbishment projects targeted at school and sixth form college buildings in the worst condition across England. The programme was announced by the PM in June 2020. The number of projects in the programme was confirmed publicly in HMT SR 2020 documentation, with a commitment to announcing 50 new school rebuilding projects a year for ten years. The first 50 projects were announced in February 2021, with the next round of projects expected to be announced in the summer. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Since announcing the programme, we have made good progress on programme set up and we have started delivery. The first round of projects is progressing well to agreed timescales and we are currently selecting the second round, on track to announce these in summer 2021 as planned. The programme is subject to a HMT approval in May 2021 before the first projects can proceed to contract. We are in ongoing discussions with HMT that will continue throughout April and May. The full programme budget will be confirmed at the next SR. | 01/11/2020 | 31/03/2033 | The project end-date is 31 March 2033. This is primarily due to the following factors: The programme scheduled end date remains unchanged. | £0.00 | £0.00 | Cannot calculate variance percentage as baseline is zero | N/A - no costs yet reported on. | £0.00 | N/A - no costs yet reported on. |
| DFE_0019_2021-Q3 | Schools Commercial | DFE | Government Transformation and Service Delivery | The Programme is one of several programmes operating within the Department for Education, designed to support schools in achieving value for money. The Schools Commercial Strategy is designed to support schools to achieve value for money on their non-staff spend and change the behaviours of those in scope to become more proactive in reviewing their spend and methods in which they can reduce it. The programme aims to save schools £2,673.88m at a cost to the department of £157.9m (inc VAT) over the next 10 yrs. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Delivery confidence remains Amber/Red, due to ongoing recruitment activity, leading to delivery challenges for projects requiring volume of specialist resource - GHBS, Energy and Schools Water Strategy (time and effort being diverted away from project delivery to recruit the right resources). We are continuing to deliver key priorities across all projects with SWS OBC and refreshed PBC approved via InvestCo, GHBS consultation now complete & will be considered in relation to the MVS and a response published (feedback has been overwhelmingly positive). The Energy project continues to define and confirm its scope, & 3 new Catering Frameworks are awaiting approval to go live. RPA Motor continues discussions with DfT on available routes for a statutory change to enable delivery. The RPA Cyber Pilot is on track to launch. Important to note that GMPP Q4 reporting is submitted on 11 months performance data as annual trajectory achievement data available as of 27.04.21. | 01/04/2020 | 31/03/2025 | The project end-date is 31 March 2025. This is primarily due to the following factors: Programme schedule remains on track and is reviewed at monthly Programme Board meetings, chaired by the SRO. | £17.76 | £15.26 | -14% | The budget variance exceeds 5%. Since Q3 significant work has been undertaken to developed the service offer and operating model leading to a refinement of costs reported in last quarter's submission. As ways of working and service offerings evolve it is likely there will be further variances, delivering reduced costs and improved value for money. The Capital forecasts this quarter are based on a SR bid of £100m over 4 years, this is yet to be confirmed. The RDEL costs recorded span between 2020/21 and 2029/30 financial years. | £154.15 | The projects Baseline Whole Life Cost is £154.15m. This is primarily due to the following factors: WLC encompass the live and anticipated projects being undertaken in the programme. It should be noted that, due to the 'test and learn' nature of the programme, this may lead to amendments to the forecast Whole Life Cost. The figures provided have been rounded to the nearest 1,000,000 and VAT (20%) has been included on all costs, not including permanent staff. VAT recovery will be considered on a case by case basis as work progresses. All Admin staff costs are inclusive of Travel and Subsistence, Technology, Recruitment and Learning and Development allowances. RPA BAU are netted off from the costs provided. RPA is the only element of Schools Commercial with programme spend. Under RPA arrangements, we net off the income for the expenditure. The figures for the RPA do not represent the impact of Covid-19. Capital costs and forecasts have been provided separately. |
| DFE_0020_2021-Q4 | National Tutoring programme | DFE | Government Transformation and Service Delivery | The National Tutoring Scheme (NTP), launched in October 2020, is a key part of the Government's COVID catch-up response for schools. The overarching vision of the National Tutoring Programme is to improve academic outcomes of the most disadvantaged young people. | Red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Red.This is primarily due to the following factors: Good progress has been made, in particular to deliver a successful procurement and to create the conditions for effective mobilisation of phase two of the programme by September. The building blocks are in place for it to be delivered and a substantial amount of effective work has taken place and is ongoing. | 01/07/2020 | 31/07/2024 | The project end-date is 31 July 2024. This is primarily due to the following factors: The National Tutoring Programme is on schedule and there has been no deviation from the planned schedule to deliver subsidised, high-quality tuition to those disadvantaged pupils most impacted by the pandemic and lockdown measures. | £96.70 | £89.00 | -8% | The budget variance exceeds 5%. In Academic Year 20/21, the Department committed to the Delivery of Phase 1 of the 5-16 National Tutoring Programme to a total cost of 107.7m. Of this, 96.7m fell into FY20-21 and 11m in 21-22. In total, 89m of this funding was spent - underspends came from a contract coming in under cost and grants to schools to support mentor costs came in below expected. | £523.70 | The projects Baseline Whole Life Cost is £523.70m. This is primarily due to the following factors: The Programme Whole Life Costs are a reflection of the requirement to establish the delivery of high-quality, subsidised tuition through carefully selected organisations that work with highly-trained tutors within the education system. Primarily working with 5 -16 year olds particularly those from disadvantaged backgrounds. |
| 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 financial year 19/20-Q2, the 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. | 15/03/2005 | 31/08/2026 | Compared to financial year 19/20-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 financial year 19/20-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_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. | 01/12/2017 | 01/12/2025 | 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 |
| 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 financial year 19/20-Q2, the 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. | 01/09/2015 | 31/08/2023 | Compared to financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/01/2017 | 12/12/2022 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/05/2016 | 31/10/2022 | Compared to financial year 19/20-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 financial year 19/20-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). |
| DFT_0001_1112-Q1 | Crossrail Programme | DFT | Infrastructure and Construction | A new high-frequency rail service which will increase rail-based capacity in London by up to 10% and cut journey times across London and the South East. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Red to Amber/red. This is primarily due to the following factors: The schedule SRO assessment has upgraded to Amber/Red because on 26 March, Crossrail (CRL) achieved a key milestone as it transitioned into the Railways and Other Guided Transport Systems (Safety) Regulations 2006 (ROGS). It marked the point CRL achieved the regulatory safety requirements to operate as a railway as accepted by the Office of Rail and Road. CRL have begun the six-month Trial Running period of intensive operational testing, which involves integrated trials of the railway to prove that it is safe and reliable, and it meets the capacity and performance requirements. CRL will steadily ramp up the numbers of trains running in the tunnels to allow the railway to be operated as close as possible to an operational timetable. | 22/07/2008 | 14/05/2023 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 December 2020 to 14 May 2023 . This is primarily due to the following factors: The next major milestone is Stage 3 Opening which will see the the beginning of passenger operations between Paddington and Abbey Wood. This milestone is forecasted to be delivered in the first half of 2022. | £873.40 | £957.40 | 10% | The budget variance exceeds 5%. Gov forecast is greater than the baseline as it includes £96m of further funding shortfalls, not covered by the £825m additional funding package to the Greater London Authority agreed in December 2020. | £18,812.10 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £17630.90m to £18812.10m. This is primarily due to the following factors: In August 2020, Crossrail (CRL) latest estimates showed that the cost to complete the project could be up to £1.1bn more than the funding committed under the Financing Package agreed in December 2018 . On December 1, the Secretary of State announced that additional £825m in borrowing had been made available to the Greater London Authority (GLA). Funding sources were assessed this quarter, resulting in a variance between this year and last year. Main variances are: - £71.9m interest on the Sponsor Funding Account has been included for the first time as this was spent on the project prior to 2020-2021, part of total Sponsor Funding towards Crossrail. - One off new costs baseline and forecast have been amended to reflect the latest Cost of Work Done on the On Network Works (ONW) Programme being delivered by Network Rail (NR) for completeness. This also includes c.£30m in Control Period 6 savings and efficiencies that NR identified going towards ONW. |
| DFT_0016_1112-Q1 | Thameslink Programme | DFT | Infrastructure and Construction | A significantly enhanced high-frequency rail service which will increase rail-based capacity in London and across the wider South East and provide new journey opportunities. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: Delivery of the Thameslink Programme is in a mature state. The re-built London Bridge station is fully operational and the entry into service of the new Class 700 fleet is complete. 115 trains are available for service on Thameslink routes. The new Thameslink timetable has been increased in incremental steps. In May 2019, the number of services across central London increased to 20 Thameslink trains per hour. The Department is currently focussed on the introduction of a Welwyn to Sevenoaks service, scheduled for May 2022, which will take the level of Thameslink trains per hour to 22. The Department remains committed to the introduction of the final 24 trains per hour Thameslink service and is currently assessing the best way to introduce these services in light of the reduced demand on the network caused by COVID-19 and other changes. | 01/07/2005 | 31/12/2026 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 December 2026 . This is primarily due to the following factors: Delivery of the Thameslink Programme is in a mature state. The re-built London Bridge station is fully operational and the entry into service of the new Class 700 fleet is complete. The Department is currently focussed on the introduction of a Welwyn to Sevenoaks service, scheduled for May 2022, which will take the level of Thameslink trains per hour to 22. This service introduction has been subject to delay because of restrictions on driver route training due to COVID-19. The Department remains committed to the introduction of the final 24 trains per hour Thameslink service and is currently assessing the best way to introduce these services in light of the reduced demand on the network caused by COVID-19 and other changes. | £6.30 | £83.80 | 1230% | The budget variance exceeds 5%. Infrastructure works to deliver the Thameslink end state timetable have continued into Control Period 6. In September 2020 the Network Rail Control Period 6 allocation was revised to reflect this. The original baseline did not have infrastructure works taking place in Control Period 6, hence the budget variance. | £7,166.70 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 7269.40m to £7166.70m. This is primarily due to the following factors: Infrastructure works to deliver the Thameslink end state timetable have continued into Control Period 6. In September 2020 the Network Rail Control Period 6 allocation was revised to reflect this. |
| DFT_0024_1516-Q4 | A303 Amesbury to Berwick Down | DFT | Infrastructure and Construction | Free-flowing dual carriageway replacing the current single lane on the A303 between Amesbury and Berwick Down including a twin bore tunnel under the majority of the World Heritage Site and a by-pass and viaduct to the north of Winterbourne Stoke. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The project has been reprofiled to manage impact to schedule and cost estimate arising from delay of DCO Decision from 2 April 2020 to 12 November 2020. This revised baseline was approved by DfT's Investment, Portfolio and Delivery Committee on 22 March 2021. A legal challenge to the Secretary of State Development Consent Order (DCO) decision has been mounted by the 'Save Stonehenge WHS' group. Should this be successful or result in an appeal or injunction, this could have a significant (> 6 months) impact on key project milestones. Coronavirus is having a minimal impact on the project as suitable IT measures are in place and work progresses. Invitation to Participate in Dialogue was issued to three European consortia on 1 May 2020. The competitive dialogue is now well underway and we are working towards contract award in early 2022. | 01/12/2014 | 31/12/2033 | Compared to financial year 19/20-Q2, the project's end-date increased from 01 June 2028 to 31 December 2033 . This is primarily due to the following factors: The 1920-Q2 project end date was a legacy approved date, estimated at Strategic Outline Business Case and updated during submission of the Outline Business Case. This has since been revised further to manage schedule and cost impact of the slippage to Development Consent Order decision. The current Open For Traffic date as approved by DfT's Investment, Portfolio and Delivery Committee (IPDC) 22 March 2021 is 31 December 2028. In addition, the change to public finance in March-20, requires a five-year operating window following 'open for traffic' before formally handing the route over to Operations Directorate making the project end date Dec-33. | £30.00 | £30.00 | 0% | The budget variance is less than or equal to 5%. The delay of Development Consent Order (DCO) decision from April 2020 to 12 November 2020 added a six month delay to start of Preliminary Works as work could not be started until a DCO Decision was received. This start of works has been delayed further due to an ongoing Judicial Review into the Secretary of State's DCO decision. Consequently, the majority of the accrued cost will now present in FY21/22 rather than FY20/21. This change is recorded and approved by DfT's Investment, Portfolio and Delivery Committee 22 March 2021. | £1,977.00 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £1919.90m to £1977.00m. This is primarily due to the following factors: Funding Assurance for the project was delayed from October 2019 to March 2020 to coincide with the Chancellor's Budget Announcement regarding Strategic Transport Infrastructure in general, and the A303 Stonehenge Project in particular. This delay, coupled with an initial delay to Development Consent Order (DCO) decision from 2 April 2020 to 17 July 2020, resulted in significant rework to activity already completed, delay to planned activity and commensurate increase of cost as stated above - this was acknowledged by HMT in October 2020. The impact of further delay of the DCO Decision to 12 November 2020 has resulted in a reprofiling of cost due to inflation, which was approved at DfT's Investment, Portfolio and Delivery Committee 22 March 2021. |
| DFT_0022_1415-Q4 | Lower Thames Crossing | DFT | Infrastructure and Construction | The Lower Thames Crossing (LTC) is a proposed new expressway connecting Kent, Thurrock and Essex through twin bored tunnels under the Thames. It will almost double the road capacity across the River Thames east of London and is the largest single road investment project in the UK since the M25 was completed more than 30 years ago. As a vital part of the UK's transport infrastructure, it will act as a catalyst for national and local economic growth. Building a reliable, modern new road that is fit for the future will help connect the nation's busiest ports to the distribution hubs in the North, Midlands and beyond. It will improve network resilience and the performance of the existing crossings at Dartford, transforming the regional and national road network. LTC will open up new markets for businesses and create tens of thousands of new jobs and hundreds of apprenticeships during its construction. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: Lower Thames Crossing (LTC) continues to progress well on several fronts. The three tenderers for the Tunnels contract have been announced and contract notices issued for the two Roads contracts. The programme has successfully transitioned to a separate Highways England Directorate, with its Executive Director reporting directly to the Chief Executive. A strengthened Client Team has been established with all senior roles in place. An Integration Partner to support the Programme has been appointed and is currently mobilising. Following advice from the Planning Inspectorate (PINS), the Development Consent Order (DCO) application was withdrawn. There has been significant engagement with key stakeholders including affected local authorities. A further Public Consultation will commence in Summer with DCO resubmission in late 2021. The cost and schedule impact of the withdrawal will be finalised during the summer. Following an Assurance Action Plan Review the IPA improved its DCA to Amber, which, while reflecting the programme's progress, notes the current DCO position. | 30/05/2014 | 31/05/2029 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 July 2028 to 31 May 2029 . This is primarily due to the following factors: A rebaseline exercise was undertaken which was fully externally assured. The project was requested by the Major Projects Review Group (MPRG) and DfT to rebaseline without the constraint of a defined completion date. This aligns with the 'Lessons from transport for the sponsorship of major projects' (2019) which recommends that an evidenced range should be used rather than a single target date. The cost and schedule impact of the withdrawal will be finalised during the summer. | £245.00 | £246.30 | 1% | The budget variance is less than or equal to 5%. | £6,391.04 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £5692.07m to £6391.04m. This is primarily due to the following factors: The baseline cost increase reflects the maturing and further development of both the design and the associated costs partly driven by the results of ground investigation. These changes include the need to further mitigate the adverse environmental impacts, most noticeably moving the southern portal to negate risk to the internationally protected wetland south of the River Thames and an increased land requirement. There was also a re-evaluation of the costs of moving nationally significant infrastructure including high pressure gas mains, high voltage power lines and global banking data lines. A number of independent reviews were undertaken to assure the updated baseline cost. |
| DFT_0029_1617-Q1 | South West Route Capacity | DFT | Infrastructure and Construction | The aim of the South West Route Capacity Programme was to deliver increased capacity into and from London Waterloo during the busiest times of the day through: . Improvements to London Waterloo platforms 1-4 . The reopening of the Waterloo International Terminal . The lengthening of platforms to accommodate 10 carriage trains between Reading, Ascot to London Waterloo station. | Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Green to Green. This is primarily due to the following factors: The SWRC Programme has successfully delivered all of its milestones enabling the introduction of 10-carriage trains from Reading, Ascot into London Waterloo. This was completed on time, to schedule within agreed budget parameters. The Programme has been given a 'green' assessment and is progressing towards formal closedown in August 2021. | 16/07/2012 | 31/08/2021 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 December 2019 to 31 August 2021 . This is primarily due to the following factors: The SWRC Programme has successfully completed all of its delivery milestones on schedule. The end-date was extended to August 2021 to account for internal governance and assurance activities. | £19.20 | £19.20 | 0% | The budget variance is less than or equal to 5%. | £694.90 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 817.70m to £694.90m. This is primarily due to the following factors: The SWRC Programme was delivered within the agreed budget. The Baseline Whole Life Cost was reduced as de-scoped items were removed from financial reporting requirements. |
| DFT_0027_1617-Q1 | Midland Main Line Programme | DFT | Infrastructure and Construction | Key Output 1 (KO1): sixth path into London and electrification from Bedford to Kettering and Corby, enabling environmental benefits, increase in capacity and improved peak long distance journey times. Key Output 1a (KO1a): infrastructure required to allow new bi-modes (to be introduced on the route) to operate in electric mode with no negative timetable impact. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: KO1: requisite authorisations received and project expected to deliver benefits to revised schedule of May 2021 (delayed from December 2020 due to Covid-19 impact). KO1a: forecast for full scope currently outside budget. Network Rail pursuing strategic re-evaluation to seek to bring full scope within budget. | 01/01/2011 | 31/12/2024 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 December 2024 . This is primarily due to the following factors: Final project end dates remain end 2023, with allowance for project completion activities end 2024 remains date. KO1: requisite authorisations received and project expected to deliver benefits to revised schedule of May 2021 (delayed from December 2020 due to Covid-19 impact). KO1a: scope currently projected as deliverable for target end 2023. | £152.70 | £171.83 | 13% | The budget variance exceeds 5%. Spend increased in the year due to prolongation costs relating to the impact of Covid-19. Overall risk cost projection has decreased so the total cost of the project is unchanged. | £1,671.20 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £1671.20m. This is primarily due to the following factors: Whole life costs maintained as Key Output 1 projected to complete within budget, work continuing to bring Key Output 1a within budgets allocated. |
| DFT_0026_1617-Q1 | Great Western Route Modernisation (GWRM) including electrification | DFT | Infrastructure and Construction | An extensive programme to modernise existing infrastructure on the Great Western mainline. It has created faster and more reliable services, better stations and increased freight capacity. | Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Green. This is primarily due to the following factors: GWRM was the subject of an IPA Gateway 5 review in late 2020, which provided a Delivery Confidence Assessment of Green. The review team stated that they believe the programme should close, which is planned for Summer 2021. | 01/12/2011 | 31/12/2024 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 December 2024 . This is primarily due to the following factors: There has been no change to the schedule since the 2020 IPA Annual Report. GWRM is a programme of works, including projects that will continue beyond the end of the programme. | £176.40 | £93.59 | -47% | The budget variance exceeds 5%. The primary cause of the variance is an in-year underspend on Great Western electrification. This includes movement of contingency into later years, and slippage of work into 21/22 caused by delays to completing inspections of sites, including due to COVID requirements. Additionally, the Reading Independent Feeder and Bristol East Junction projects are delivering later in Control Period 6 (2019 to 2024) than at the point the baseline was set. | £5,153.00 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £5007.00m to £5153.00m. This is primarily due to the following factors: Great Western electrification secured additional funding in early 2020 for the purpose of closing out the programme. The baseline is expected to reduce over the coming months, where electrification risks have not materialised and therefore do not require the allocated funding, As the programme closes, the baseline will reduce further as projects complete, or continue as individual projects, and any associated project risks do not materialise in the GWRM baseline. |
| DFT_0031_1819-Q1 | A428 Black Cat to Caxton Gibbet | DFT | Infrastructure and Construction | The scheme provides a new off-line two lane dual carriageway between Black Cat roundabout on the A1 in Bedfordshire and Caxton Gibbet roundabout on the A428 in Cambridgeshire. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/Green. This is primarily due to the following factors: With the projects submission and acceptance of the Development Consent Order (DCO), and now working with the Delivery Integration Partners under the Regional Delivery Partnership Framework (RDP) contract, the project can further develop it's delivery schedule. This will in turn inform the development of the Full Business Case. | 01/04/2015 | 01/04/2025 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 April 2025 . This is primarily due to the following factors: The A428 Black Cat to Caxton Gibbet Improvement project is currently in the development phase. Statutory Consultation (Jun-Jul 2019) and a supplementary non-statutory consultation (Jun-Jul 2020) have been completed, and the Development Consent Order (DCO) submission was made at the end of February 2021. The DCO Acceptance was received on 24 March 2021. A detailed DCO examination timetable will be issued by the Planning Inspectorate (PINS) in Q1 2021/22. The examination timetable will be incorporated into a formal re-baselining later in the summer (Q2 2021/22). The formal re-baselining will provide an update to both the Open for Traffic date and the project end date. There continues to be strong stakeholder support and interest for this project demonstrated by the results from Statutory Consultation and from feedback received at the events themselves. Subsequent engagements via community forums and technical working groups continues to demonstrate support for the project. | £25.00 | £25.00 | 0% | The budget variance is less than or equal to 5%. The project was required to carry out additional consultation ahead of progressing to the Development Consent Order process. The budget variance was due to a delay in completion of the preliminary design stage required to accommodate the results of the additional consultation. | £812.50 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £809.98m to £812.50m. This is primarily due to the following factors: The Budget Whole Life Cost has followed a central estimate which matures throughout the scheme budget setting process and continues to mature whilst we execute contracts with our delivery partners. Throughout the Development Consent Order process and Detailed Design stage the central estimate will continue to be developed and the forecast costs for construction will be assured further. These changes include changes in non recoverable VAT assessment. A revised Central Estimate will feed into the Full Business Case and account for all project costs and risks. |
| DFT_0033_1819-Q1 | East Coast Mainline Programme | DFT | Infrastructure and Construction | The East Coast Main Line Enhancement Programme is a collection of track and power upgrade schemes between London King's Cross and Edinburgh to increase capacity and to enable the introduction of the Intercity Express trains through the East Coast franchise. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: Although good progress has been made with the delivery of the infrastructure upgrades, the project's Amber rating reflects the challenging schedule for developing the new East Coast Main Line timetable for introduction in May 2022. The Department is working with Network Rail and operating companies to agree pragmatic solutions and trade-offs to deliver the best outcomes for passengers and freight customers. | 01/04/2014 | 01/12/2024 | Compared to financial year 19/20-Q2, the project's end-date increased from 01 December 2023 to 01 December 2024 . This is primarily due to the following factors: The major milestone of timetable upgrade to reflect new paths/capacity was delayed from December 2021 due to the COVID lockdown leading to delays in infrastructure work. In addition, power supply upgrades north of Newcastle are not forecast to be completed until 2024 because the tender prices received for the works were higher than expected and further negotiations were needed, delaying the award of the contract. Operational mitigations will enable the new timetable to be introduced, improving passenger services, before the power upgrades are completed. | £224.90 | £197.70 | -12% | The budget variance exceeds 5%. The delay in awarding the contract for power supply upgrades resulted in costs moving out of 2020/21 into subsequent years. | £1,040.40 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £1040.40m. This is primarily due to the following factors: The baseline whole life cost for the project has not changed. |
| DFT_0034_1920-Q2 | A12 Chelmsford to A120 widening | DFT | Infrastructure and Construction | Widening the A12 to three lanes between junction 19 (north of Chelmsford) and junction 25 (A120 interchange). | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Amber/Green. This is primarily due to the following factors: Since 2019/20-Q2 there has been a reduction in the uncertainty which had previously slowed the project's progression. The Local Authorities decision to withdraw the Colchester Braintree Borders Garden Community proposals following the Planning inspectors recommendation in May 2020 allowed the project to proceed with a clear preferred route between Junction 23 and 25, which was announced in August 2020. There has also been development in the technical design aspects of the project, detailed engagement with key stakeholders and improved commercial alignment which has enabled the project to reduce or mitigate some significant risks on the project. Since 2019/20-Q2, costs and benefits have remained stable, however there continues to be pressure on the schedule which needs to be monitored. | 01/04/2015 | 31/08/2028 | Compared to financial year 19/20-Q2, the project's end-date increased from 01 May 2028 to 31 August 2028 . This is primarily due to the following factors: Since 2019/20-Q2, the project schedule has been adjusted, to reflect an approved baseline position of August 2028 for the project end date, and a current forecasted project end date of October 2028. This schedule change has been caused by a delay in a decision being reached regarding the proposed Colchester Braintree Borders Garden Community which introduced uncertainty into the schedule, and investment of time in achieving commercial alignment with significant progress in the period. While the forecasted project end date is October 2028, the current forecast date for the road to be opened to traffic following improvements is Autumn 2027, and this is when benefits will be realised. | £26.81 | £32.19 | 20% | The budget variance exceeds 5%. Controlled acceleration was agreed in August 2020 to bring survey activity forward and progress with preliminary design work. This will better inform the Development Consent Order and assist in the management of risk. | £1,044.76 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 1145.37m to £1044.76m. This is primarily due to the following factors: The Whole Life Cost of the project has reduced by £101m. - Value engineering work has been undertaken, reducing the whole life costs. Value engineering outputs included a reduction in the volume of earthworks required, rationalisation of environmental mitigation measures and a shorter construction duration. - A revised inflation profile has been implemented, reducing the whole life cost - The project has also assessed the proposed procurement route - Regional Delivery Partnerships - which is expected to maximise delivery efficiencies and maximise benefits opportunities. |
| DFT_0035_1920-Q3 | Western Rail Link to Heathrow | DFT | Infrastructure and Construction | The Western Rail Link to Heathrow (WRLtH) is a proposed new rail link between Langley Station on the GWML and Heathrow Airport Terminal 5. It would speed up journeys to Britain's busiest airport by allowing passengers from the west of England and Wales to travel to the airport without going into London Paddington. Government support for the scheme is subject to the agreement of a satisfactory business case and an acceptable financial contribution from Heathrow Airport Limited. | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information | The project is not in a position to provide this information |
| DFT_0037_1920-Q3 | Transpennine Route Upgrade | DFT | Infrastructure and Construction | The TRU programme will deliver journey time improvements, additional services, increased passenger capacity, enhanced performance and reliability and improved environmental performance to the main rail link across the Pennines between Manchester and York via Huddersfield and Leeds. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The IPA Gateway 2 review was held in January 2021 and concluded an Amber rating, this indicates the programme is in a good place with no major obstacles to progress. Recommendations from the Gateway 2 review have been accepted and responses are being developed and implemented, alongside those received from other external assurance activities. The single biggest issue on the programme is the lack of an agreed end-state and evolving priorities and requirements. This needs to be resolved through a Programme Business Case alongside the Integrated Rail Plan for the North, which will enable leadership to stabilise the programme, and focus management attention onto efficient and effective delivery. | 01/07/2017 | 31/07/2028 | The project end-date is 31 July 2028. This is primarily due to the following factors: The Transpennine Route Upgrade is currently on track to deliver against its baseline schedule. At the next investment decision the project scope will be confirmed. If options for increased scope, enabling greater benefits, are selected the programme end date will extend to accommodate this. | £253.00 | £239.00 | -6% | The budget variance exceeds 5%. In-year spend forecast total is £14m less than baseline total (-6% variance) due to achieved efficiencies and delay in delivery of some scope. | £3,506.00 | The projects Baseline Whole Life Cost is £3506.00m. This is primarily due to the following factors: TRU has secured design funding through Outline Business Case (April 2020) for a scheme known as Option C (costs reported above). Additional funding was secured for development of two further options with increased scope. The choice between these, and the associated whole life project cost, will be informed by the outcome of the Integrated Rail Plan for the North and confirmed through a Programme Business Case this summer. NB: Programme GMPP baseline is £3.5-3.9bn for Option C in line with April 2020 Outline Business Case. |
| DFT_0038_1920-Q4 | East Coast Digital Programme | DFT | Infrastructure and Construction | The programme is seeking to bring about transformation through the introduction of digital technologies such as the European Train Control System; replacing conventional signalling with digital signalling on the East Coast Mainline South. This is the first mainline deployment of digital signalling and a critical pathfinder in the strategy to roll-out this technology across the whole rail network to provide a range of benefits such as increasing performance and lowering whole life costs. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Department has a plan in place to address the resourcing issue and increase overall resourcing as the programme moves towards Full Business Case (FBC) submission and delivery. As the FBC is finalised, this will provide greater clarity about the migration strategy and costs and risks associated with the programme which will provide assurance on the programme schedule. Additionally, early works on the Northern City Line will test the programme partnership approach. The Department is working closely with Network Rail to ensure that the national enabler projects meet the requirements of the programme critical path. These will give us greater confidence in the deliverability of this programme. | 01/05/2017 | 31/12/2029 | The project end-date is 31 December 2029. This is primarily due to the following factors: This is a challenging project to retrofit digital signalling control systems to a highspeed mixed use line with a number of complex interfaces. Network Rail are taking forward this programme in a new way including through its approach to procurement and the establishment of a cross-industry board. Train fitment was deliberately started early to expose risks and challenges so that they can be tackled in time. Significant risks and challenges do remain, such as the national enabler projects. The Department, Network Rail and suppliers are working to resolve these so that they do not impact on the delivery of the programme. The planned schedule has been confirmed and is undergoing the proper assurance process as we finalise FBC. At this stage, we are confident that the programme partnership model and early industry engagement has delivered tangible results and, with the programme float reinstated, the programme can deliver to time and budget. | £120.52 | £61.91 | -49% | The budget variance exceeds 5%. At Outline Business Case (OBC), the First in Class Freight Fitment programme and the Rail Innovation & Development Centre project, which are enabler projects, were included in programme life costs. They have since been reprofiled and are now reported through Network Rail's Digital Railway programme, meaning they are not included in the forecast estimate. The variance also reflects some movement in infrastructure costs between years and increasing certainty in cost category expenditure amounts. Costs will become even more certain as the programme progresses to FBC and will be adjusted to reflect external funding pressures eg. Spending Review. | £2,403.29 | The projects Baseline Whole Life Cost is £2403.29m. This is primarily due to the following factors: The overall total Whole Life Cost (including inflation) between Control Period 6 (CP6) and Control Period 12 (CP12) for the East Coast Digital Programme is estimated to be between £2.98bn and £3.45bn in nominal figure including optimism bias. CP6/7 costs are estimated to be in the range of £1.2 - 1.9bn. These figures have been taken from the OBC Business Case. The forecast will be confirmed and refreshed at FBC. |
| DFT_0039_2021-Q1 | Brighton Mainline Upgrade Programme | DFT | Infrastructure and Construction | The BMU Programme comprises a series of infrastructure enhancements, the most significant of which is the Croydon Area Remodelling Scheme (CARS), which aims to resolve one of the most restrictive bottlenecks on the UK rail network. Currently, all trains travelling up the Brighton Main Line to either London Victoria or London Bridge and the Thameslink route through the city must pass through East Croydon station and the flat, partially grade separated junction at the Selhurst triangle north of East Croydon. This constraint imposes inefficient train pathing and operations. Trains waiting in stations are held at red signals across the area, waiting to pass through the junction, leading to high levels of delays and impacting services. CARS is the largest element of the programme and delivers the bulk of overall benefits. However, other schemes including Horsham crossover, Reigate 12-car and Gatwick area track layout also provide benefits within the wider Programme. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The Brighton Mainline Upgrade Programme is at early stages of development. The Outline Business Case (OBC) is yet to be finalised and progressed. Further timetable development and performance analysis is required before the scheme can make further significant progress, and a plan to deliver this has been jointly developed between Network Rail (NR), the Department and Govia Thameslink Railway. Future demand due to Covid-19 is uncertain at this stage and the scheme requires time to understand this further before finalising and submitting an OBC. On this basis the project DCA assessment is currently evaluated at amber/red. The Department and NR have developed a revised approach for the scheme in light of recent work and the emerging demand picture. This revised approach is making progress in moving the Programme forward. | 01/06/2015 | 01/05/2040 | The project end-date is 01 May 2040. This is primarily due to the following factors: As set out above, a range of factors are creating uncertainty and we are also investigating more efficient and accelerated opportunities for delivery. In addition, confirmed funding for railway enhancements is only available until March 2024 and is subject to investment decisions and Ministerial prioritisation. Therefore, the above programme end date is highly indicative. | £32.00 | £24.50 | -23% | The budget variance exceeds 5%. Programme spend was reduced following the 2020 Spending Review and ongoing passenger demand uncertainty. In addition, an IPA Review identified various opportunities to improve the efficiency, value for money and passenger benefits of the scheme. In response a revised programme of works was developed that responded to the IPA's recommendations and sought to provide us with a better understanding of passenger demand uncertainty. Significant technical engineering development that was planned for 2020/21 was therefore deferred. | £3,995.34 | The projects Baseline Whole Life Cost is £3995.34m. This is primarily due to the following factors: The anticipated final cost is indicative and based on an Interim Technical Report. We are pursuing opportunities to reduce the schedule via Project SPEED (led by Network Rail), which identifies a variety of programme/cost savings which can be delivered via greater use of extended possessions and blockades. Options are still being explored and there is still substantial work to complete before any solutions are considered for implementation. |
| DFT_0040_2021-Q1 | HS2 Phase1 | DFT | Infrastructure and Construction | HS2 will form the backbone of the UK's transport network, connecting eight out of ten of Britain's largest cities. By making it easier to move between the North, Midlands and South, cutting many journeys by half, HS2 will make it easier for people to live and work where they want. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Activity since the last IPA RAG rating includes: - In April 2020, the Government approved the Full Business Case for Phase One and agreed a revised funding regime and governance arrangements to take the programme forward. This permitted Main Works Civils Contractors to begin construction of Phase One. This year's key achievements include: . progressing the remaining enabling works and mobilising main civil construction for Phase One while employing COVID-safe working practices . achieving consolidation point for Old Oak Common station allowing construction to commence . evolving our approach to community engagement, including an enhanced complaints procedure to address concerns about how HS2's impact on communities along the line of route are managed . implementation of over a quarter of the proposed reforms recommended by the Land and Property Review of November 2020 . establishing HS2 Ltd's Environmental Sustainability Committee to limit and mitigate the environmental impacts from the construction of the railway | 14/01/2009 | 30/11/2029 | The project end-date is 30 November 2029. This is primarily due to the following factors: The target for delivery-into-service of Birmingham Curzon Street to London Old Oak Common remains 2029 to 2033, as set out last year in the Full Business Case. However, as the most recent Parliamentary update on progress stated, some schedule pressures on Phase One have emerged from delays in the period of handover of enabling to main works, including: .issues with completing utilities diversions .postponed land acquisition and access during the first COVID-19 lockdown .slower than planned development of detailed designs by the main works contractors Further cost pressures could emerge if mitigation activity is required to remain on schedule. HS2 Ltd is currently undertaking a schedule mitigation exercise on Phase One, this is due to conclude by Q2 21/22. Work to identify affordable design and delivery arrangements for Euston station is underway. | £3,498.00 | £3,498.00 | 0% | The budget variance is less than or equal to 5%. | £40,295.00 | The projects Baseline Whole Life Cost is £40295.00m. This is primarily due to the following factors: HS2 Ltd continues to report the anticipated final cost at £40.3bn. The total Funding Envelope for Phase 1, including contingency, stands at £44.6bn. As delivery progresses, cost pressures are emerging on the point estimate as risk materialises and these are expected to be managed from within existing contingency delegations. HS2 Ltd continues to assess the impact of COVID on the programme and validated costs incurred will require a draw on Government-held contingency. DfT does not report on the Whole Life Costs of the project as they do not reflect the true up-front capital costs of building the railway. |
| DFT_0041_2021-Q1 | HS2 Phase2a | DFT | Infrastructure and Construction | HS2 will form the backbone of the UK's transport network, connecting eight out of ten of Britain's largest cities. By making it easier to move between the North, Midlands and South, cutting many journeys by half, HS2 will make it easier for people to live and work where they want. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: There has been substantial progress on the HS2 Phase 2a programme since a Red Team Review, facilitated by the Infrastructure and Projects Authority (IPA), was held in August 2020 and HS2 Ltd were asked to do more substantial work on refining the proposal for a different delivery model than that of Phase One, centred on a Design and Delivery Partner (DDP) and smaller Main Civils Works packages. Following the last IPA Review held on the 11-14 January 2021, Phase 2a was rated as Amber. Additional engagement with IPA, Treasury and Cabinet Office led to an endorsement of the principles of the delivery model; further scrutiny is planned ahead of the release of the Invitation To Tender (ITT) for the DDP in the summer to ensure the model is as robust as possible. Phase 2a will return to MPRG in 2023 to set both the Target Cost and Target Delivery into Service in parallel to Full Business Case approval. | 17/03/2014 | 31/12/2027 | The project end-date is 31 December 2027. This is primarily due to the following factors: The Phase 2a cost and schedule range reset have been agreed by both the DfT's Investment Portfolio and Delivery Committee (IPDC) and the Major Projects Review Group (MPRG). The revised schedule range is now 2030-2034. [subject to Treasury approval - expected by end of May] The schedule ranges have now been set with the same level of schedule contingency as the ranges on Phase One, and aligns to the cost contingency. | £0.00 | £159.00 | Cannot calculate variance percentage as baseline is zero | The GMPP project did not provide data | £0.00 | The current WLC cost status for Phase 2a is displayed as 'zero'. Assurances on Baseline 2 have now been completed and the cost range stands at £5.2bn - £7.2bn (2019 values), as agreed by MPRG and subject to Treasury approval, and is broadly consistent to those published in early 2020. The Target Cost for HS2 Ltd for Phase 2a is expected to be set in 2023. As reported in Q4 2020-21, the forecast for Phase 2a has been placed at £6bn (rounded to the nearest billion) in 2019 prices. This reported figure reported is the mid-point of a range (Point: £5bn incl. a mid-point of a range of contingencies at of £1bn). It should be noted that DfT reports in such a way in order to meet the IPA requirement of reporting a single figure for each Phase. |
| DFT_0042_2021-Q1 | HS2 Phase 2b | DFT | Infrastructure and Construction | HS2 will form the backbone of the UK's transport network, connecting eight out of ten of Britain's largest cities. By making it easier to move between the North, Midlands and South, cutting many journeys by half, HS2 will make it easier for people to live and work where they want. | Red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Red.This is primarily due to the following factors: The DfT support the DCA rating of Red. Subject to the Integrated Rail Plan (IRP) the Western Leg bill is being prepared for deposit for early 2022 or earlier if possible. Alongside the Bill the Outline Business Case will also be published. This will set out an update on the schedule and cost of the programme. Decisions on the design and schedule of the Eastern Leg (West Midlands to Leeds) will also be made as part of the Integrated Rail Plan, though any delay to publication could affect the restart of work on the Eastern Leg. | 27/11/2016 | 31/12/2040 | The project end-date is 31 December 2040. This is primarily due to the following factors: Subject to the outcome of the Integrated Rail Plan (IRP), preparations are underway for a hybrid Bill for the Western Leg (Crewe to Manchester) and supporting Outline Business Case (OBC) to be deposited in Parliament in early 2022, or sooner if possible. Owing to the close interface with IRP, any delay to the publication could affect the timings of works required for the Bill deposit. Further updates on schedule will be provided at the time the Outline Business Case is published. | £0.00 | £204.00 | Cannot calculate variance percentage as baseline is zero | The GMPP project did not provide data | £0.00 | The current Whole Life Costs (WLC) cost status for Phase 2b is displayed as 'zero'. Validation of the Phase 2b cost range and baseline is ongoing and will be updated to support the bringing forward of separate legislation for the HS2 route into Manchester. The emerging cost range for Phase 2b, however, (including contingency) continues to be reported as £32bn - £46bn in 2019 prices. In Q4 2020-21, the estimate for Phase 2b was placed at £39bn (rounded to the nearest billion) in 2019 prices. It should be recognised that this figure is the mid-point of a range between point estimate and upper range of contingency. DfT reports in such a way in order to meet the Infrastructure Projects Authority (IPA) requirement of reporting a single figure for each Phase. DfT does not report on the Whole Life Costs of the project as they do not reflect the true up-front capital costs of building the railway. |
| DFT_0044_2021-Q2 | A417 Air Balloon | DFT | Infrastructure and Construction | As announced in the Road Investment Strategy 2 the scope includes: A417 Air Balloon - connecting the two dual carriageway sections of the A417 near Birdlip in Gloucestershire, taking account of both the environmental sensitivity of the site and the importance of the route to the local economy. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: An IPA Gateway 2 review took place during Q3 FY2020/21, and the delivery confidence rating given was an Amber/Green. The project has implemented all of the recommendations from the review to set the project up for success in order to support the amber/green rating. The project has increased stakeholder engagement and communications in the build up to submission of the Development Consent Order (DCO); has included additional environmental mitigation and enhancements (stepping stones and widening the ecological crossing); has reviewed resourcing and skills requirements and is currently recruiting additional project, commercial and sponsorship resources. | 01/04/2015 | 30/06/2025 | The project end-date is 30 June 2025. This is primarily due to the following factors: The Highways England Delivery Plan forecasted a project open for traffic date of FY2024/25. The decision was taken to extend the development phase so that a supplementary public consultation could be held to seek views on design changes and refinements to the proposed scheme and to undertake further survey work. The survey's supporting buildability advice highlighted that a more cautious approach for the rest of the schedule and open for traffic date forecast should be adopted. The project is on track to submit DCO in May 2021 and is appointing a Delivery Integrated Partner in mid-2021, to help develop the detailed design and maximise both benefits opportunities and delivery efficiencies during the construction of the scheme. This will bring greater cost and schedule certainty to the project. During this design period the project will be looking for additional opportunities to reduce the construction schedule and to improve the latest open for traffic date forecast of Q2 FY2026/27. The change to the forecast schedule dates has been noted by DfT and HM Treasury. | £17.41 | £17.82 | 2% | The budget variance is less than or equal to 5%. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| DFT_0043_2021-Q2 | Midlands Rail Hub | DFT | Infrastructure and Construction | Midlands Rail Hub has three strategic aims: to support the growth of the Midlands economy through better connections between the economic centres of Birmingham, Leicester and Nottingham. To make the most of the opportunities of the Integrated Rail Plan/HS2 and allow up to 10 additional trains (in each direction) to serve Central Birmingham. Up to 20 proposal are being examined across the region, but the centre piece of the scheme are two chords (connecting the Camp Hill Line to the Snow Hill Line) at Bordesley in Central Birmingham. This would allow trains that currently serve New Street to be diverted to Moor Street and Snow Hill stations, providing new journey opportunities and a convenient interchange with HS2's Curzon Street Station (via Moor Street). The scheme was a 2019 manifesto commitment and remains a key priority. Several elements of the Western Corridor (including Kings Norton - Barnt Green and Snow Hill Platform 4) are "Project Speed" candidates for acceleration and early delivery. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The project team are currently considering the impact of the Integrated Rail Plan on the Eastern Corridor. This is likely to result in a changes to the scope to if there are changes to HS2 routing and station options in the East Midlands. Consequently, the Outline Business Case is being developed in two parts so as to not slow down development of the South Western Corridor. A land acquisition strategy is being formulated, and proposal for possible early acquisition of land and being drawn up. | 01/04/2017 | 30/06/2033 | The project end-date is 30 June 2033. This is primarily due to the following factors: We are seeking to better the delivery date of the Outline Business Case (OBC) from the current forecast. Because of uncertainty around the Eastern Corridor as a result of Integrated Rail Plan, development work has been prioritised on the South West Corridor and we are expecting delivery of the South West Corridor OBC in Q4 2022. The East Corridor OBC will follow in Q1 2023. We are seeking to improve even the revised delivery dates. Two elements of the scheme, platform 4 at Snow Hill Station and Kings Norton interventions, are being accelerated as part of Project Speed and we expect Network Rail to complete OBCs for these schemes before the end of 2022. Further acceleration from even these dates is being considered. | £5.82 | £1.39 | -76% | The budget variance exceeds 5%. Project spend is within 1% of the forecast in the revised budget that was change controlled following the delayed start to the project. This was due to an unexpected elongation of the governance process, and challenges regarding Network Rail's internal procurement processes, which has necessitated an external tender for third-party technical advisors to deliver the works. | £1,562.54 | The projects Baseline Whole Life Cost is £1562.54m. This is primarily due to the following factors: The whole life cost is based on the capital costs of delivery of up to 20 interventions across the Midlands, and includes two major infrastructure interventions in central Birmingham. They require land acquisition and pose considerable civil engineering and construction challenges. The Bordesley East and West Chords make up approximately 50% of the total Anticipated Final Cost (AFC) depending on whether Bordesley viaduct needs to be widened. As the scheme is in the initial stages of Outline Business Case development, there is still considerable uncertainty as to the AFC, which is why it is expressed as a range with a considerable risk allowance. Furthermore, it should be noted that it is likely to be delivered in phases over several control periods. |
| DFT_0046_2021-Q2 | East West Rail Configuration State 1 | DFT | Infrastructure and Construction | The East West Rail (EWR) programme will create a rail link from Oxford to Cambridge, and is a key part of the government's ambition for the Oxford to Cambridge Arc. EWR is being delivered as a single integrated programme, structured around the phased introduction of services (Connection Stages). East West Rail Connection Stage 1 (CS1) delivers services between Oxford and Bletchley/Milton Keynes. CS1 will re-construct and upgrade a partly disused railway between Bicester and Bletchley. This will allow for the introduction of new passenger services, improving connectivity and journey times along the corridor to support transport, housing and economic growth needs. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Although challenges remain (such as delivery integration with High Speed 2), the project has improved its position over the past 12 months and made progress mitigating certain risks. Key milestones have been reached and, following the 2020 Spending Review, HMT released a further £760m of funding towards delivery of the scheme. | 30/11/2011 | 01/09/2025 | The project end-date is 01 September 2025. This is primarily due to the following factors: The schedule for East West Rail (EWR) Connection Stage 1 remains ambitious, but achievable. The release of funding following the 2020 Spending Review, enabled Network Rail to enter into a target price contract for the construction phase and keep the project on schedule. Good progress has been made against important infrastructure and strategy milestones, but there is still significant work required to ensure successful delivery, including developing a suitable operating model and timetable. | £217.52 | £209.94 | -3% | The budget variance is less than or equal to 5%. | £1,359.50 | The projects Baseline Whole Life Cost is £1359.50m. This is primarily due to the following factors: Financials represent scheme delivery costs, rather than whole life costs. Costs in the short term largely represent the capital expenditure to deliver infrastructure, through the East West Rail Alliance. This projection includes risk elements and known scope uncertainties. |
| DFT_0047_2021-Q3 | A66 Northern Trans-Pennine | DFT | Infrastructure and Construction | Dualling of the remaining single-carriageway sections on the A66 between M6 J40 Penrith and A1M Scotch Corner, creating a continuous dual carriageway across the Pennines. | Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Green.This is primarily due to the following factors: The programme and costs have been re-baselined in line with the accelerated timetable approved by HM Treasury. Construction is now scheduled to start in 2024 and take 5 years, with the road therefore opening to traffic in 2029. In March 2021 HM Treasury approved the full accelerated Development Phase budget. The project is currently well within all the elements of the set baseline. Note: There are 10 requirements to achieve acceleration, including a progressive assurance approach which has been discussed and agreed with IPA for Outline Business Case (Project Assurance Review) and Full Business Case (Independent Assurance Review Gate 3) | 05/07/2017 | 31/03/2030 | The project end-date is 31 March 2030. This is primarily due to the following factors: The schedule was re-baselined to achieve the accelerated position to commence construction work in 2024 with a construction period of 5 years, as per agreement from HM Treasury. All milestones are currently forecast to be met | £13.72 | £13.72 | 0% | The budget variance is less than or equal to 5%. | £1,289.40 | The projects Baseline Whole Life Cost is £1289.40m. This is primarily due to the following factors: The whole life cost is based on the latest funding position a for the 5 year construction length with a start of works in 2024. All figures are based on 2019 base prices undiscounted but including inflation, portfolio risk and non-recoverable VAT. |
| DFT_0048_2021-Q3 | UK Second Generation Search & Rescue Aviation Programme | DFT | Government Transformation and Service Delivery | The UK Search and Rescue 2nd Generation (UKSAR2G) programme is the UKs replacement aviation Search and Rescue (SAR) service that will continue to save lives, protect the UKs economic interests and maintains aeronautical compliance with International Conventions beyond 2024. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The Gateway Review found that the UKSAR2G Programme is a well-established and constructed programme which seeks to deliver a vital emergency service without a loss of continuity to the current Coastguard aviation services. It praised the clear objectives, strong leadership and sound Governance. The review stated that there is a strong evidence base supporting the programme with robust modelling against which the Programme team can assess future potential solutions. It remarked on the high degree of transparency there has been with the market. The review felt that the strategic and economic cases were particularly compelling with a clear delivery strategy and was complimentary of the amount of stakeholder engagement there has been so far. The review stated that the Programme is inclusive of smaller, agile suppliers who might drive innovation. The review team's assessment was influenced by the need to make greater use of project and programme tools, the impact of IFRS16 has on accounting for leases and affordability more generally, and the complexity of the stakeholder community. | 16/12/2019 | 31/12/2026 | The project end-date is 31 December 2026. This is primarily due to the following factors: Programme milestones and outputs have consistently been met through 2020/21. Following reassuring feedback from assurance reviews, scrutiny panels (internal and external), a successful IPA Gateway 2 Review and Cabinet and HM Treasury approval of the Outline Business Case. Procurement has been launched and the key milestone of contract award in Q3 2022 remains on target. | £0.00 | £0.00 | Cannot calculate variance percentage as baseline is zero | The GMPP project did not provide data | £2,606.77 | The projects Baseline Whole Life Cost is £2606.77m. This is primarily due to the following factors: Should Cost Modelling for the Outline Business Case (OBC) has presented a contract price of £2.607bn incl. irrecoverable VAT for a 10 year operational period. The OBC has cleared DfT's approval boards, the Cabinet Office and HM Treasury. It has been agreed with DfT and HM Treasury that pre-operational costs will be based on a milestone approach and these will be paid to suppliers as services commence at each base under UKSAR2G. This approach means that more costs will be brought forward into the early part of the contract, but the later years will reduce accordingly and the overall effect is a £115m budget saving. The Spending Review submission for 2021 will illustrate this clearly. |
| DFT_0049_2021-Q4 | Ely Area Capacity Enhancements Programme | DFT | Infrastructure and Construction | Ely is geographically located on the West Anglia Main Line and the Cross-Country Corridor at the centre of five converging rail lines. Current infrastructure restricts the ability to operate any additional passenger or freight services through the area. The Cross-Country Corridor runs east to west through Ely and alongside passenger services, supports a nationally important freight route between the Port of Felixstowe, Britain's busiest container port, and regions including the Midlands and North-West. The programme will consider operational and infrastructure interventions required across the region to enable additional freight and passenger services to operate, supporting long-term growth. This includes modifications at Ely North Junction, in the Ely Station Area and to level crossings on the lines of route. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Programme costs remain high and have increased since the last investment decision, owing to the inclusion of new scope between Ely and Ipswich, with delivery now later than previously anticipated. Work is ongoing with Network Rail to assess how the programme can be recovered, expected to complete in Summer 2021. COVID-19 has likely weakened the case for investment owing to reduced passenger forecasts, albeit this is likely to be a minor impact, given that the majority of benefits are expected to come from decarbonisation of freight transportation. This is in the process of being tested but any impact should be able to be offset by any expected cost reduction to the programme. | 01/01/2015 | 01/06/2032 | The project end-date is 01 June 2032. This is primarily due to the following factors: Programme is in early development phase targeting Entry into Service in 2031 with project close-out in 2032. Work is ongoing to identify how the overall programme can be accelerated. | £7.78 | £4.34 | -44% | The budget variance exceeds 5%. Programme forecasts an underspend in 2020/21 mainly owing to a delay in agreeing the Train Service Specification as the programme moved from local authority promoted to DfT. This had a knock-on impact on the procurement of a number of workstreams. The programme through close risk management was also able to reduce the contingency budget required as risks were mitigated and closed. | £1,017.94 | The projects Baseline Whole Life Cost is £1017.94m. This is primarily due to the following factors: Costs reflect the main Ely programme (at Feasbility Stage "GRIP 2") alongside the recently commissioned Ely to Ipswich Level Crossing project (at early development "pre-GRIP"). Committed funding only extends to 2022/23 with funding beyond subject to upcoming Investment Decisions. Costs remain high overall with work ongoing across the programme to identify how delivery could be accelerated and costs reduced. |
| DFT_0050_2021-Q4 | Passenger Services response to COVID-19 | DFT | Government Transformation and Service Delivery | In April 2020, in response to the impact of Covid-19 on public transport the department implemented Emergency Measures Agreements (EMAs), which enabled the continued operation of critical passenger and freight services. These were replaced by the Emergency Recovery Measure Agreements (ERMAs) in September 2020. The ERMAs will be replaced with National Rail Contracts (NRCs), which are being negotiated through a programme of Direct Awards to Train Operating Companies (TOCs) in three tranches, with the final tranche expected to be completed by April 2022. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: In March 2020, in response to the impact of Covid-19 on public transport, the Department implemented Emergency Measures Agreements (EMAs), taking on cost and revenue risk, as a result of the rapid revenue loss to train operators, making their existing Franchise Agreements untenable. These were replaced by the Emergency Recovery Measure Agreements (ERMAs) in September 2020. The ERMAs will be replaced with National Rail Contracts (NRCs), which are being negotiated through a programme of Direct Awards to Train Operating Companies (TOCs) in three tranches, with the final tranche expected to be completed by April 2022. The Department is working closely with TOCs, Owning Groups and wider industry to achieve commercially and operationally viable deals, under the necessary timescales, whilst using mechanisms to share lessons among DA projects and from other relevant initiatives. Programme plans continue to be refined and monitored closely. | 23/03/2020 | 01/04/2022 | The project end-date is 01 April 2022. This is primarily due to the following factors: The ERMAs will be replaced with National Rail Contracts (NRCs), which are being negotiated with through a programme of Direct Awards to Train Operating Companies (TOCs) in three tranches, with the final tranche expected to be completed in April 2022. There is a challenge of delivering the NRC programme to time, scope and quality against the number of projects, tight time scales and interdependencies. This risk is recognised and mitigating actions are being undertaken. The industry is close to completing the first tranche of Direct Awards and work has commenced on Tranche 2 with early discussions also taking place on Tranche 3. | £8,600.00 | £8,498.30 | -1% | The budget variance is less than or equal to 5%. | £12,716.00 | The projects Baseline Whole Life Cost is £12716.00m. This is primarily due to the following factors: The Baseline Whole Life Cost figure is predicated on the 2020/21 spend to date figure (which reflects the total of the Q1, Q2 and Q3 reported / published actuals and the Q4 cash payments made in the quarter plus) the budget of £4.116bn for Covid-19 support for rail services in quarter 1 and quarter 2 of the financial year (set out in the Department's Main Estimate for 2021/22). The roadmap set out by the Prime Minister to cautiously and safely reopen society and our economy means we can better understand the potential recovery in passenger demand across the Rail network. We will work closely with HM Treasury to monitor the requirements for further support for rail services in quarter 3 and 4 of 2021/22 and will revisit this at the Supplementary Estimate. |
| DOH_0017_1112-Q1 | PHE Science Hub | DHSC | Infrastructure and Construction | To create a state-of-the-art campus for applied public health science, as a platform for future generations of national and international scientific expertise, and help enable the transformation UK health protection and security. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: Following Spending Review 2020, a review of the Programme Business Case (PBC) has been initiated with HMT and DHSC. This will take into account factors arising since the PBC was submitted - the creation of UK Health Security Agency and lessons identified from the COVID-19 response. The programme team is working closely with the UKHSA operating model design team to ensure alignment. Site works continue with funding for 2020-21. | 28/06/2013 | 30/06/2025 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 June 2025 . This is primarily due to the following factors: The PBC was submitted in December 2019 and was approved in principle at the Major Project Review Group in July 2020 subject to Spending Review conditions. The SR condition specified a review of the OBC options to ensure the robustness of the options appraisal. | £464.03 | £262.92 | -43% | The budget variance exceeds 5%. New Capital DEL expenditure reflects delays in letting main works contracts originally planned for 20/21. | £2,656.34 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £2656.32m to £2656.34m. This is primarily due to the following factors: Outturn cost projections remain consistent across both years with a only a minor change in WLC values |
| DOH_0031_1314-Q1 | National Proton Beam Therapy (PBT) Service Development Programme | DHSC | Government Transformation and Service Delivery | Develop two NHS Proton Beam Therapy centres to treat patients for whom evidence supports proton therapy as the most clinically effective treatment. | Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Green. This is primarily due to the following factors: Service Development at The Christie: The Service development at The Christie (TCFT) continues to progress well, while managing challenges caused by the Covid-19 pandemic. TCFT staff are still receiving COVID-19 vaccinations. The Infrastructure and Projects Authority (IPA) completed a Gateway 5 review at TCFT, during wc 18th January 2021. The IPA review team provided very positive feedback and gave the service at TCFT a delivery confidence rating of "Green". UCLH Build: The build continues to progress within budget, while mitigating continuing issues caused by COVID-19 where possible. The project has been impacted by COVID-19 related issues, such as staff isolation. However, social distancing measures remain in place and staff vaccination continues. | 01/01/2012 | 30/05/2018 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 May 2018 . This is primarily due to the following factors: The Programme End Date has been extended due to the challenges at UCLH caused by a number of inter-related issues, arising from the concurrent running of the construction and equipment installation programmes. The UCLH programme plan has adapted to manage any challenges that emerged during construction and installation. The build continues to progress within budget, while mitigating ongoing issues and further delays caused by the COVID-19 pandemic. | £45.82 | £46.06 | 1% | The budget variance is less than or equal to 5%. | £1,247.24 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £1247.24m. This is primarily due to the following factors: The forecast costs for the programme are £1,264.6m compared to £1,269.9m. We now have two years of actuals from The Christie and these costs are marginally less than forecast. |
| DOH_0063_1819-Q3 | GP IT Futures Programme | DHSC | ICT | The GP IT Futures programme will deliver a new procurement framework, to replace the General Practice Systems of Choice (GPSoC) procurement framework. The new GP IT Futures framework will enable buyers of clinical IT systems, for use in general practice / primary care, to compare and procure centrally assured systems. Initially this will achieve continuity of clinical IT system delivery beyond the expiry of GPSoC. During the course of the programme the GP IT Futures programme will achieve four strategic objectives of i. real time a secure access to data, ii. through interoperable systems, digitised work flows in and between care settings, iii. a relevant, resilient and plural ecosystem of GP and primary care IT systems, and iv. allow data to be easily and consistently captured to enable comparison of activity and clinical outcomes. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber. This is primarily due to the following factors: The actions from the last IPA Gateway review (Gateway 4 review in Feb 2020) have been addressed. The IPA actions, and progress against their action plans, have been presented to the programme board for information on a regular basis. In October 2020, the SRO, along with the Programme Board, accepted that the Delivery Confidence Assessment could be moved to an Amber rating as action plans had progressed sufficiently. The programme has liaised with the IPA on scheduling a follow up gateway review of the programme. This review has been scheduled to take place in June 2021 where the Delivery Confidence will be assessed | 01/09/2016 | 31/03/2023 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2023 . This is primarily due to the following factors: The programme end date remains the end of March 2023 and is aligned to the end of the programme's business case. | £129.29 | £135.05 | 4% | The budget variance is less than or equal to 5%. | £447.57 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £423.00m to £447.57m. This is primarily due to the following factors: There has been a slight increase in programme costs forecast through to the end of the programme in March 2023. This can be explained by an increase in knowledge in cost information and programme scope from what was submitted in the Full Business Case in 2019. The programme has submitted an up to date cost envelope into the Comprehensive Spending Review funding allocation process in Nov 2020 and received provisional approval in March 2021. The programme is now in the process of drafting an addendum to the Full Business Case to secure investment approval for the updated programme costs and scope. The addendum is due to be submitted and approved by Q2 2021 |
| DOH_0062_1819-Q3 | Local Health and Care Records | DHSC | ICT | The development and implementation of local standards-based integrated health and care record solutions across England. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Amber/Green. This is primarily due to the following factors: The programme received an amber at its gate 5 IPA review. All recommendations have been reviewed and are being addressed to support with the successor Shared Care Records programme | 31/03/2018 | 31/03/2022 | Compared to financial year 19/20-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 closed one year, 31 March 2021 rather than 31 March 2022 with the Shared Care Records programme being initiated instead | £117.37 | £27.50 | -77% | The budget variance exceeds 5%. Changing priorities due to Covid activities and reduced travel has resulted in the in-year variance | £249.76 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 763.93m to £249.76m. This is primarily due to the following factors: changing strategic priorities resulted in the LHCR programme closing earlier than expected means that there is a variance on budgeted WLC |
| DHSC_0066_2021-Q2 | New Hospital Programme | DHSC | Infrastructure and Construction | Through the delivery of 48 new NHS hospitals, The New Hospital Programme (NHP) aims to transform the delivery of national healthcare infrastructure across the NHS to provide world leading experiences for as many patients and staff as possible. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The feedback from the AAP review acknowledging the significant progress that the programme team have made to set this complex programme up properly with robust governance is very welcome, as is the recognition that the programme is still in the discovery phase. The Delivery Confidence Assessment of Amber, in line with the new 3 tier rating system, is one that I agree with, and I recognise that there is still much work to do. The next Gateway 0 Review this summer will be an opportunity to demonstrate further progress against the IPA's recommendations, including the latest work on the programme's delivery strategy and how the operating model will support it. It is pleasing to read that there are no urgent recommendations but an acceptance that the programme team are working through in order of priority the remaining recommendations from the gateway review and that the level of progress has been reviewed as appropriate | 01/01/2020 | 31/12/2030 | The project end-date is 31 December 2030. This is primarily due to the following factors: The Government announced the date in September 2019. There is no change to the scheduled project end date | £0.00 | £749.48 | Cannot calculate variance percentage as baseline is zero | The GMPP project did not provide data | £0.00 | The Government confirmed that 40 new hospitals will be built by 2030 and released £3.7bn of initial capital funding to support activity between April 2021 and March 2025. In addition, the Prime Minister announced an open competition for 8 further schemes to be built by 2030. We are still in discussion with HMT about whole life costs, as the programme does not yet have a confirmed funding envelope beyond 2025. |
| DHSC_0067_2021-Q3 | Integrated Single Financial Environment | DHSC | ICT | The objective of the project is to procure the next generation of the NHS England group and NHSI Integrated Single Financial Environment (ISFE) and associated financial services. The procurement is for a managed service provision which must include a Financial and Accounting system as part of the service to commence in April 2024. | Red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Red.This is primarily due to the following factors: While we consider the overall delivery confidence for the project to be amber/green, there are some areas that need to be urgently addressed in order to achieve delivery, specifically in relation to access to sufficient resource in some key areas such as commercial strategy and project management support | 01/08/2018 | 31/10/2024 | The project end-date is 31 October 2024. This is primarily due to the following factors: The project end date remains as 31 October 2024. There have been some delays in the Outline Business case reaching the approvals stage as a result of further work required on the content based on feedback received, however we don't anticipate any change to the forecast project end date | £0.23 | £0.23 | 0% | The budget variance is less than or equal to 5%. | £300.69 | The projects Baseline Whole Life Cost is £300.69m. This is primarily due to the following factors: The budgeted whole life cost for the project is based on financial modelling of the re-provision of the Integrated Single Financial Environment service. The service will be subject to procurement and potential variability depending on supplier pricing. |
| DHSC_0068_2021-Q4 | AI Labs | DHSC | Government Transformation and Service Delivery | Artificial Intelligence (AI) has the potential to make a significant difference in health and care settings through its ability to analyse large quantities of complex information. The NHS Artificial Intelligence Laboratory (AI Lab) was created to address that challenge by bringing together government, health and care providers, academics and technology companies. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: In it's first year the NHS AI Lab has taken significant steps to assure the delivery of the objectives and benefits outlined within the Programme Business Case. Based on the current delivery and taking into account the processes and governance procedures put in place, the NHS AI Lab currently has an overall Delivery Confidence of Green/Amber. | 01/07/2020 | 31/03/2024 | The project end-date is 31 March 2024. This is primarily due to the following factors: The project schedule is planned to increase from three years to four years to allow for the full delivery of planned objectives. | £18.23 | £17.40 | -5% | The budget variance is less than or equal to 5%. | £185.50 | The projects Baseline Whole Life Cost is £185.50m. This is primarily due to the following factors: Baseline Whole Life costs remain as planned. |
| DWP_0009_1112-Q1 | Universal Credit Programme | DWP | Government Transformation and Service Delivery | Universal Credit replaces six separate benefits and tax credits for working age people, bringing together in and out of work systems into one, to make work pay. When fully rolled out it is expected around 6.5 million households will benefit from Universal Credit. Legislated for in 2012-13, it has now entered the delivery phase. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The overall Delivery Confidence Assessment Rating remains AMBER reflecting both the positive progress the Programme continues to make, providing an essential role in enabling the Department to successfully manage the unprecedented numbers of people claiming UC (100% increase since March 2020) and the remaining challenges of migrating existing legacy claimants to UC. Whilst migration to UC activity was suspended to support the Department in managing the ongoing impacts of the pandemic, a phased plan has been developed. This plan delivers the migration of remaining legacy benefit claimants to Universal Credit as scheduled by end of 2024. | 17/11/2011 | 31/12/2024 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 December 2024 . This is primarily due to the following factors: Whilst migration to UC activity was suspended to support the Department in managing the ongoing impacts of the pandemic, a phased plan has been developed. This plan delivers the migration of remaining legacy benefit claimants to Universal Credit as scheduled by end of 2024. | £1,280.62 | £1,588.96 | 24% | The budget variance exceeds 5%. The budget is based on the 2018 UC Full Business case. The forecast includes additional costs for Covid-19, which were not in the Business Case. | £12,716.95 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £12716.95m. This is primarily due to the following factors: The budgeted whole life cost reflects the Full Business Case costs approved by HMT in early 2018. Budgeted whole life costs excludes the impact of savings expected to be delivered by the Programme. |
| DWP_0016_1213-Q2 | Fraud, Error and Debt Programme | DWP | Government Transformation and Service Delivery | The Fraud, Error and Debt Programme (FEDP) is helping to transform the way DWP prevents and detects fraud and error and how it recovers debt by delivering new user friendly digital services and replacing aging IT systems. At the same time the Programme is enabling significant AME and DEL savings. Building on the business improvements over the past eight years, FEDP is transforming services through modern, efficient, real-time and customer focused digital solutions. These services are designed to be delivered into a changing landscape and are driven by citizen, user and business needs which incorporate real time data and greater automation. | Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Green to Green. This is primarily due to the following factors: The Programme continues to deliver complex projects and initiatives, and works with cross Government partners on the delivery of major components of the government's welfare reform agenda and FED strategy. Programme structures, controls and methods are again mature following the extended pause in Programme activity in Q1-Q3, 2020/21, and the Programme has robust plans and a proven track record of delivery. The FED Programme has received approval to move away from the existing and long-running 10 year Programme Business Case, and will shortly formally close as a Programme with delivery of the remaining projects transferring to the new FED Portfolio. As before, although challenges remain, we expect both the Programme and the new FED Portfolio to be once again well-placed to respond to them, having forged strong relationships with partners and stakeholders throughout the business who are engaged, demanding, and committed to delivering the enablers needed to transform the business. | 02/04/2012 | 01/12/2020 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 December 2020 . This is primarily due to the following factors: Following a successful IPA Gateway 5 review in March 2021 at which the FED Programme received a Green rating, it has been agreed to seek approval to formally close the FED Programme. Delivery of the remaining projects will continue as part of the new FED Portfolio, and their plans have been updated to reflect the changes in roll-out and go-live dates caused by the extended pause in Programme activity in Q1-Q3, 2020/21. | £87.94 | £78.06 | -11% | The budget variance exceeds 5%. The forecast reflects the most up to date information (as at 31/03/2021), therefore differing from the baseline due to programme activity updates since the baseline was set. This includes Business case updates where cost movements were identified, resulting from MI/Analytical model refreshes and project re-planning activities (post COVID pause), resulting in additional cost movements. | £1,219.85 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £1219.85m. This is primarily due to the following factors: Baseline numbers unchanged since previously reported, aligned with our last signed off Programme Business Case. There are therefore no reported variances as part of our latest submission. |
| DWP_0028_1819-Q3 | Health Transformation Programme | DWP | Government Transformation and Service Delivery | To offer a more joined-up service to disabled people, the DWP Health Transformation Programme will be commissioning single suppliers of PIP and Work Capability Assessments in a given area from 2023. This will be an important step in improving the health and disability services we provide for people with disabilities and health conditions. | 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 | 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 |
| DWP_0001_2021-Q3 | Restart Programme | DWP | Government Transformation and Service Delivery | Restart is a contracted employment programme targeted at the long-term unemployed. It was instigated in response to the global economic slowdown triggered by the Coronavirus pandemic, as a way of supporting the people most in need back into sustained employment. | 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 to go live on 28 June. The recent Infrastructure and Projects Authority (IPA) review commented positively on the work of the Programme and while providing six helpful recommendations noted that the various risks identified during the review were being managed by the Programme. | 30/03/2020 | 19/10/2021 | The project end-date is 19 October 2021. This is primarily due to the following factors: The Restart provision is on track for go-live from 28 June 2021. Project team will remain in place to ensure appropriate ramp up of starts to provision. | £2.24 | £2.23 | 0% | The budget variance is less than or equal to 5%. | £2,875.88 | The projects Baseline Whole Life Cost is £2875.88m. This is primarily due to the following factors: Costs largely relating to contract expenditure and DWP staff. In addition there is some non-capital investment and capital investment. The business case will be refined and iterated at various points to reflect the latest WLC. |
| DWP_0029_2021-Q4 | Pensions Dashboard Programme | DWP | ICT | Pensions dashboards will enable individuals to access their pensions information online, securely and all in one place, thereby supporting better planning for retirement and growing financial wellbeing. Dashboards will provide clear and simple information about an individual's multiple pension savings, including their State Pension. They will also help them to reconnect with any lost pots. The Pensions Dashboards Programme has been established to design and implement the infrastructure that will make pensions dashboards work, and the governance framework to support its operation. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Amber rating reflects the balance of progress made to date and the levels of risk being carried. We have successfully delivered the first iteration of data standards, significant progress to commencing two large procurement exercises and supported DWP in the passing of the Pensions Schemes Act 2021, all significant milestones. We recognise the complexities involved in designing and delivering a service that will work for consumers whilst minimising the burden on the industry. We are working with our public sector and industry delivery partners to continuously improve our working practices, to identify dependencies and manage risks. Successful stakeholder communications channels and engagement strategies will be critical to meeting these challenges over the year ahead. | 01/04/2019 | 31/03/2025 | The project end-date is 31 March 2025. This is primarily due to the following factors: Programme planning assumptions remain consistent with those contained in our Programme Update Report, published on the Pensions Dashboard Programme website in October 2020. This shows the Programme moving from set-up and planning to the development stage this year, in preparation for testing and voluntary onboarding next year. The two procurement exercises we are conducting this summer are critical to our timeline. Both remain on course and we are closely monitoring their progress at monthly Board meetings. Programme plans are reviewed each month by the Board. We remain on track to begin onboarding schemes from 2022 with dashboards available from 2023. A transition plan for steady state will start next year with Programme closedown scheduled for March 2025. | £4.66 | £4.66 | 0% | The budget variance is less than or equal to 5%. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| HMRC_0015_1617-Q1 | Building Our Future Locations Programme | HMRC | Government Transformation and Service Delivery | HMRC's transformation is the biggest modernisation of the UK tax system making changes to the way the department works and the services it provides. Our Locations Programme is a key enabler and by changing people's working environment, HMRC is helping to change how they work. We are creating a new network of modern digital hubs in 13 regions, alongside 5 Specialist Sites and a London HQ. Our Regional Centres will be inclusive and environmentally friendly places to work. Technologically advanced, they will be available not just to HMRC colleagues but also to other government departments, truly anchoring the locations as the first in the network of wider government hubs and bringing to life the vision for the Civil Service of the future. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber/Green to Amber. This is primarily due to the following factors: In addition to the Edinburgh Regional Centre opened earlier this year, the Programme has successfully delivered a further 3 new Regional Centres during this quarter in Cardiff, Leeds and Stratford. We have now delivered 7 of the 13 HMRC Regional Centres, as well as a Hub at Canary Wharf. The Programme is on track to deliver a further 5 Regional Centres in the upcoming financial year. We continue to secure benefits, in accordance with the latest Programme Business Case, through the closure of our legacy estate. Over the last financial year, we have closed 40 legacy offices and a total of 124 offices since the Programme began. | 05/01/2016 | 31/03/2026 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2026 . This is primarily due to the following factors: The Programme remains on target to complete on 31st March 2026 | £405.80 | £456.47 | 12% | The budget variance exceeds 5%. The 2020/21 full year final position at Q4 is 12% higher than baseline, this is primarily because of the following factors: - HMRC re-prioritisation of its programme portfolio resulting in deferral of expenditure into 2021/2022 - Civil Service Compensation Scheme terms not changing as originally expected resulting in exits remaining more expensive | £2,835.90 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £2835.90m. This is primarily due to the following factors: The baseline Whole Life Cost as at Q4 202/21 is unchanged from £2,835.90m reported in the 2019/20 report. It has not been formally updated since the Programme Business Case v1.0 was approved by HMT in May 2017. |
| HMRC_0017_1617-Q2 | Making Tax Digital | HMRC | ICT | Delivering modernised IT to digitise tax reporting and improve the customer experience for businesses, agents and individuals | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber/Green to Amber. This is primarily due to the following factors: The Delivery Confidence Assessment is Amber as the scale of Income Tax Self Assessment (ITSA) deliveries increased, delivery to a challenging plan for VAT was maintained and work was completed to legislate for Penalty Reform to harmonise penalties across tax regimes - against a back drop of churn within the programme which required recruitment exercises and subsequently the onboarding and training of new team members. Nevertheless, the MTD schedule remained on track with the ITSA pilot to be delivered on schedule, the Finance Bill (March 2021) including primary legislation for the mandation of MTD for smaller VAT businesses and the government announcing its intention to legislate for Penalty Reform in Spring Budget 2021. | 01/04/2016 | 31/03/2025 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 March 2024 to 31 March 2025 . This is primarily due to the following factors: The Programme Business Case approved by HM Treasury in September 2020 extended the lifecycle of the programme to March 2025, to include scope for Income Tax Self Assessment (ITSA) mandation VAT enhancements & Penalty Reform to harmonise penalties across tax regimes | £121.43 | £113.50 | -7% | The budget variance exceeds 5%. There was an underspend in the cost requirements for Business Groups to support MTD related solution design, delivery and implementation. The assurance and forecasting processes have been improved throughout the year, improving the confidence in future Business Group requirements. | £775.73 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £402.07m to £775.73m. This is primarily due to the following factors: The Programme's baseline whole-life cost increased from Quarter 2 of 2019-20 to reflect, the additional complexity to deliver ITSA, the identification of support line costs for VAT and the extension of the programme by an extra year. A new iteration of the Programme Business Case is in development. Once the new version of the Business Case receives HM Treasury approval, the baseline position will once again be revised to align. The project level business cases are also under construction. |
| HMRC_0020_1819-Q3 | Securing our Technical Future | HMRC | ICT | The Programme has been established to stabilise and refresh HMRC's current estate which is aged and exiting our 3 data centres the contracts for which expire in 2022 (any further lease extension is against Cabinet Office guidance and likely to prompt wider Commercial challenge) and readying the estate for a move to the new destination platforms, Cloud and Crown Hosting (for physical assets). | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The DCA remains amber because during 2020, SoTF has been impacted by delays caused by Covid-19 and EU-Exit. Additionally, there has been a significant change in the need to exit a data centre 12 months earlier than expected. The challenges come at a time when there is significant change in leadership with the Programme Director leaving. However, the programme acted swiftly and pragmatically in appointing a replacement. | 01/04/2018 | 30/06/2022 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 June 2022 . This is primarily due to the following factors: The programme is currently on schedule and it is expected to stay on schedule. | £69.68 | £57.88 | -17% | The budget variance exceeds 5%. The main areas contributing to the 20/21 underspend are; the 3 month COVID pause and the reduction of dual run/run costs required this year, due to the delay in migrations, which have now been reprofiled into the later years. | £312.06 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £312.06m. This is primarily due to the following factors: The whole life costs have remained stable and are expected to through to Programme completion. We have recently refreshed the Programme Business case and remain confident that we will deliver within the funding envelope. We have changed the migration plan to accelerate the exit out of a data centre, as plans progress, we will continue to monitor and revisit this area as required. |
| HMRC_0022_2021-Q1 | Border Systems Transition Programme | HMRC | Government Transformation and Service Delivery | Border Systems Transition Programme (BSTP) was set up to deliver the following critical strategic outcomes to support the Government's commitment to move forward on implementation of the Withdrawal Agreement (WA) Bill and the Northern Ireland Protocol (NIP), and to negotiate on the UK's future relationship with the EU: . Maintain the flow of Goods and Freight across the UK border . Preserve Safety and Security at the UK border . Protect UK Revenue Streams . Maintain alignment with EU systems and processes, where appropriate . . Provide a stepping stone towards a more sophisticated model IT systems and business process changes have been scoped and planned to ensure we continue to deliver seamless facilitation of goods following the UK's exit from the EU and remain aligned to EU systems where appropriate. Recognising the impact that COVID-19 has had on businesses, the UK will implement its new customs controls in stages. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: On 11/03/2021, the Government announced that we will extend the End of Staged Customs Controls (EoSCC) for another six months (from 01/07/2021 to 01/01/2022). This extension has been impacted against the BSTP projects, but any additional costs associated with the extended timeline will not be fully understood until Q1 of 2021-2022. Projects have been transferred as part of the move to the new GB Delivery structure this includes a handover of remaining activity to deliver and return to green. As part of the closure review risks and issues are either being closed or transferred to the new structure in GB Delivery directorate. | 01/11/2019 | 31/03/2021 | The project end-date is 31 March 2021. This is primarily due to the following factors: Due to the Borders and Trade re-structure that came into effect on 08/02/2021. BSTP Project Management Office (PMO) has completed the Closure & Handover Report, Lessons Learned Report and all supporting documents to request that BSTP be formally closed down as a Programme with appropriate oversight from the Infrastructure & Projects Authority. | £74.60 | £66.36 | -11% | The budget variance exceeds 5%. Reductions in costs were due to revised IT resource spend across specific Projects. | £74.60 | The projects Baseline Whole Life Cost is £74.60m. This is primarily due to the following factors: The whole life costs consisted of IT and resource costs. As the programme is now closing the WLC has been reviewed and is being revised. |
| HMRC_0023_2021-Q1 | CDS Northern Ireland Programme | HMRC | ICT | The CDS NI Programme was established to deliver the functional and non-functional changes necessary to enable the Customs Declaration Service (CDS) system to comply with the requirements of the NI Protocol at the end of the EU Transition Period. This included scaling the service to handle the anticipated increased volumes of customs declarations from 1 January 2021. As well as delivering the NI Protocol functionality, the Programme also included delivery of a small number of requirements which were outstanding from the Customs Declaration Service Minimum Viable Product ( CDS MVP) Programme, which made up less than 2% of the overall MVP delivery. Delivery of these requirements were essential for the service to support movement of goods into and out of Northern Ireland. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: All IT Delivery planned for December 20 was delivered and changes to Customs Declaration Service (CDS) to support the Northern Ireland Protocol were available on 31st December. All IT Delivery planned for Q4 has also been successfully delivered. Trader readiness for CDS although improving still remains low and the majority of Northern Ireland declarants are using the Trader Support Service to move their goods or current policy easements that have been put in place for a short period as a fallback. Where fallbacks are in place, work continues with developers and declarants to improve their CDS readiness to enable these easements to be withdrawn. Due to a restructure the CDS NI Programme is now going through Programme closure governance with appropriate oversight from the Infrastructure & Projects Authority. | 01/04/2020 | 31/03/2021 | The project end-date is 31 March 2021. This is primarily due to the following factors: Due to the Borders and Trade re-structure that came into effect on 08/02/2021, CDS Northern Ireland Programme no longer exists. CDS NI Project Management Office (PMO) has completed the Closure & Handover Report, Lessons Learned Report and all supporting documents to request that CDS NI formally closed down as a Programme. Formal programme closure is being progressed with appropriate oversight from the Infrastructure & Projects Authority. | £154.43 | £162.48 | 5% | The budget variance exceeds 5%. The variance was due to additional resource requirements to accommodate additional change requests. | £154.43 | The projects Baseline Whole Life Cost is £154.43m. This is primarily due to the following factors: The whole life costs (WLC) consisted of IT and resource costs. As the programme is now closing the WLC has been reviewed and is being revised. |
| HMRC_0024_2021-Q1 | CHIEF Transition Programme | HMRC | ICT | The CHIEF Transition Programme ensured that Customs Handling of Import Export Freight (CHIEF) was able to operate effectively alongside Customs Declaration Services (CDS) future platform for all customs declarations when the Transition Period ended in December 2020, and it will continue for up to a further five years if required. Under the dual platform strategy, CDS will handle Northern Ireland trade, while CHIEF will handle all other trade. | Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Green.This is primarily due to the following factors: Following Release 1 delivery being successfully deployed in to live, all activity that was required as part of the cutover to live has been implemented. The CHIEF Transition Programme had a huge success in meeting the objectives of the Business Case, with 300 million declarations in the first year and 400 declarations in the second. Alongside this were the CHIEF Performance and 87 eco systems which were successfully sustained, and the migration and onboarding of declarants between CHIEF and CDS (Customs Declaration Service), to support the dual platform approach for December 2020. Following the successful delivery of release 1, Borders & Trade Delivery Group considered the lessons learned and revised their delivery model and Delivery Directorates have been established that focus on import, export and Transit end to end journeys; and customer strategies that sit across these for traders, hauliers, intermediaries, ports and the rest of the supply chain. | 23/10/2019 | 30/03/2021 | The project end-date is 30 March 2021. This is primarily due to the following factors: Due to the Borders and Trade re-structure that came into effect on 08/02/2021, CHIEF Transition Programme no longer exists. CHIEF Transition Project Management (PMO) has completed the Closure & Handover Report, Lessons Learned Report and all supporting documents to request that the CHIEF Transition be formally closed down as a Programme with appropriate oversight from the Infrastructure & Projects Authority. | £45.19 | £22.68 | -50% | The budget variance exceeds 5%. Reductions in costs were due to revised IT resource spend across specific projects. | £45.19 | The projects Baseline Whole Life Cost is £45.19m. This is primarily due to the following factors: Reductions in costs were due to a reduction in IT resource costs and a change in recruitment strategy. The baseline reflects this position as the programme is now closing, the Whole Life Cost has been reviewed. |
| HMRC_0025_2021-Q1 | Technology Sourcing Programme | HMRC | ICT | The Programme is an essential component of the HMRC strategic programme to modernise and transform the enterprise IT estate and services delivered to citizens and colleagues. By the end of June 2022 the Programme will deliver new contracts for services and improve our ways of working through simplified capabilities, processes, tools and standards. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Technology Sourcing Programme's plans have matured and we have presented outline proposals regarding both the revised insource /outsource boundary to HMRC Executive Committee and will be engaging with Ministers, Trade Union representatives and employee bodies in the coming weeks. A number of early procurements have been launched into the market with one awarded and the contract signed. It is expected that all remaining procurements pertaining to the June 2022 deadline will be launched during the next six months. | 21/07/2020 | 30/06/2022 | The project end-date is 30 June 2022. This is primarily due to the following factors: The Programme is currently on schedule and we expect that the Programme will complete by 30 June 2022. | £636.99 | £629.10 | -1% | The budget variance is less than or equal to 5%. | £7,084.84 | The projects Baseline Whole Life Cost is £7084.84m. This is primarily due to the following factors: Baseline costs are based on 18/19 HMRC supplier IT spend. |
| HMRC_0026_2021-Q1 | Contact Engagement Programme | HMRC | Government Transformation and Service Delivery | The Customer Engagement Programme (CEP) is the Telephony based programme that over time allows HMRC to transform the way we interact with customers, becoming a more effective and efficient organisation, driving digital take up where appropriate and providing improved tools to support our colleagues to resolve customer contact effectively through a 'once and done' approach. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Overall Programme remains at Amber/Red to reflect issues affecting the Advisor User Interface (AUI). A Taskforce has been established to resolve technical/behavioural issues arising since deployment. HMRC re-affirmed this is a 'must do' Programme and advised funding is largely confirmed easing existing pressures on programme affordability. Additional reviews will ensure the Programme keeps within budget whilst managing both pressures and opportunities. The programme continues to progress to plan with the Delivery Confidence Assessment status expected to improve once AUI issues are resolved. | 04/05/2020 | 30/06/2022 | The project end-date is 30 June 2022. This is primarily due to the following factors: The programme is currently on schedule and expects to remain on schedule to its conclusion. | £31.45 | £43.57 | 39% | The budget variance exceeds 5%. The £12.1m overspend in the 2020/21 financial year is being managed with funding diverted from other budgets and arose as a result of increased telephony service, & licencing, costs. The overspend is being covered within existing budgets. | £153.66 | The projects Baseline Whole Life Cost is £153.66m. This is primarily due to the following factors: The total life cost of the programme primarily relate to suppliers, IT, live running and dual-running costs during the transition. The total life cost will be monitored and is likely to change as we gain greater clarity on the individual cost components. |
| HMRC_0027_2021-Q2 | Infrastructure Programme | HMRC | Government Transformation and Service Delivery | The Infrastructure Programme was established to support and enable the Government priority of maintaining the flow of trade following the end of the EU Transition period and to ensure full border controls are in place by the end of the Staged Customs Control delivery timeline. The Programme is providing Inland Border Facilities and offices of Departure and Destination for goods being moved by transit, via the Short Straits and Holyhead, where the ports do not have the practical ability to accommodate the checks themselves. Release 1 of Delivery went live on the 31st December 2020, providing 11 temporary Inland Border facilities. Release 2 will bring the Inland Border Facility sites to full operating capacity as well as progressing the migration from temporary facilities to Strategic locations. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The Programme have made significant progress on handover to Business as Usual of all Inland Border Facility sites, and successful migration of the facilities in Ashford from the temporary site at Waterbrook to the strategic Sevington site was also completed during March 2021. The Amber Red status reported reflects Release 2 overall Programme status, there are outstanding decisions remaining for Release 2 including decisions around requirements for enduring facilities at Ashford Sevington, Delivery is also impacted by the outstanding decision around future Inland Border Facility site locations. Work is continuing to negotiate and secure a decision on the most appropriate locations, once decisions are finalised this will allow for the timeline and planning work to begin for the preferred options. | 24/01/2020 | 31/03/2023 | The project end-date is 31 March 2023. This is primarily due to the following factors: Infrastructure Programme progress on Release 2 delivery of Inland Border Facilities has been impacted/delayed by the outstanding decisions around future site selection and requirements for the enduring site of Ashford, Sevington. Should the delays be ongoing this will impact on the Go Live date however , progress is being made and discussions and negotiations are ongoing in each area. | £110.20 | £112.16 | 2% | The budget variance is less than or equal to 5%. Not applicable variance is less than 5% | £481.70 | The projects Baseline Whole Life Cost is £481.70m. This is primarily due to the following factors: Whole life costs show the three year programme costs without optimum bias. Baseline costs reflect the OBC. Estimated costs are subject to refinement as we progress through the 2021/2022 and 2022/2023 financial years. |
| HMRC_0029_2021-Q3 | Trader Support Service | HMRC | Government Transformation and Service Delivery | The Northern Ireland Trader Support Service (TSS) provides a free-to-use service to support traders to meet their obligations under the Northern Ireland Protocol (NIP) following the end of the EU transition period on 31/12/20. The TSS helps traders move goods between Great Britain and Northern Ireland or bring goods into Northern Ireland from outside the UK. TSS is designed to meet the NI command paper for HMRC to provide extensive support to Northern Ireland traders. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Delivery confidence for the whole life of the programme remains at Amber. This reflects that we have delivered a high quality and intuitive service at pace but recognise the nature of customers process and the protocols has resulted in additional complexity and administration effort for all business to absorb. The next few months we will work to simplify and support business and improve the service delivery where there are opportunities to do so. Priorities include i) completing detailed release planning/delivery for all remaining functionality ii) continued release of the backlog for Supplementary Declarations, iii) focusing on key Service areas, Communications, Contact Centre readiness and Management Information reporting, iv) Increasing focus on Trader support and education, including the provision of on-line tools. These actions will allow full handover from delivery to live services, alongside developing levels of self-sufficiency across the trader population, which will help to define the longer-term strategy for TSS. | 29/06/2020 | 31/12/2022 | The project end-date is 31 December 2022. This is primarily due to the following factors: The Traders Support Service, went live, as planned at the end of the UK Transition Period on 31December 2020 enabling declarations on behalf of traders (Great Britain - Northern Ireland). We have now entered a stabilisation period focussing upon the development of the live service and planning/delivery of the remaining functionality, which includes requirement to support Rest of the World traders to NI movements. Whilst this delivery is happening at pace, we still need to prioritise and fully define the full delivery roadmap, this planning and prioritisation work is ongoing. The longer-term strategy for the Traders Support Service will also need to be agreed, by ministers, and communicated, to enable full delivery of the programme. | £103.00 | £100.62 | -2% | The budget variance is less than or equal to 5%. | £327.00 | The projects Baseline Whole Life Cost is £327.00m. This is primarily due to the following factors: The baseline whole life costs at Q4 (31st March 2021) is £327m, due primarily to the following factors: - The whole life costs are based on the estimated cost of the Trader Support Service; - Baseline costs show the 3 year programme costs; - Baseline costs reflect the programme business case. These estimated costs are subject to refinement as we progress through 21/22 and 22/23 financial years. |
| HMRC_0028_2021-Q3 | Protect Connect | HMRC | Government Transformation and Service Delivery | The Protect Connect Programme aims to safeguard the operation of HMRC's most critical repayment risking services, future-proofing them by hosting them in the Cloud and laying the essential foundation for development of future strategic risking capabilities. This aligns both the HMRC Compliance and IT strategies, enhancing the understanding of customers and developing increased insight using a single data and analytics platform. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The Delivery Confidence Assessment (DCA) rating for Protect Connect Programme is Amber/Red following internal approval of the revised business case which has recently been approved by Treasury and Cabinet Office. The IT build part of the Programme is on track to complete as planned; and all key technical milestones due in the last quarter have been delivered to schedule. A key risk to the programme is the high volume of changes which mostly relate to data feeds the system ingests. Consequently work is underway to manage any impact on the schedule or budget such as agreeing the scope of a minimum viable product and seeking to increase the productivity of development teams to ensure timely delivery of the programme. | 25/04/2019 | 31/05/2022 | The project end-date is 31 May 2022. This is primarily due to the following factors: Approaching the end of Q4 2020/21, the Protect Connect Programme is currently on schedule. The Programme Plan was refined in Q3 and informed a revised business case with respective funding and spend approvals confirmed. This quarter has seen good progress on build activities, alongside implementation of delivery operating model improvements informed by an external review. These include new delivery roles (e.g. product owners and independent technical assurance) and wider adoption of agile principles, leading to increased collaboration across all teams including our third-party technology suppliers. The main risk to the schedule relates to ongoing changes to data feeds, impacting our Self-Assessment (SA) and Value-Added Tax (VAT) risking processes. The Programme is implementing a plan to mitigate risk which includes developing the scope of a minimum viable product and increasing the productivity of development teams. | £28.95 | £26.25 | -9% | The budget variance exceeds 5%. The underspend is the result of the deferring some programme activities which had more flexibility in their delivery timescale in order to reduce funding pressures in 20/21 and slower than expected ramp-up of some contractor resources (Programme Management Office), plus some re-planning to accommodate key changes required for the effective delivery of the programme. We now have further confidence in our estimates and have therefore been able to manage some of the risk out of our forecasts. | £105.36 | The projects Baseline Whole Life Cost is £105.36m. This is primarily due to the following factors: The result of the spend activity in year on our Whole Life Costs are likely to lead to only a very slight reduction in overall forecast. The Programme is still progressing towards delivery assumptions consistent with the latest Business Case position. 21/22 is a key period for the Programme as this is projected to be the final year in development, going live in Quarter 4. Therefore, all main build and associated one-off investment activity is currently contained within that year, although the Programme team is considering options for a more phased approach to go live which might reprofile some 21/22 expenditure in 22/23. The remainder of the whole-life appraisal period will cover the future support costs post go-live and Commercial discussions in this area are ongoing. |
| MOD_0001_1112-Q1 | A400M | MOD | Military Capability | The A400M Programme is intended to deliver and support ATLAS aircraft into service which are capable of: - Operating in domestic and international air environments, including contested air, to well-found and remote bases and airstrips. - The inter- and intra-theatre deployment, sustainment and recovery of passengers and freight. - Providing an aerial delivery capability in order to airdrop personnel and freight to the point of need. - Providing inter- and intra-theatre aeromedical movement of casualties. - Providing fixed-wing support to Standing Home Commitments and Contingent Overseas Operations, consistent with Defence Commitments' direction in support of specialist users. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The Senior Responsible Owner's current Delivery Confidence Assessment is Amber. The Senior Responsible Owner considers availability (the provision of aircraft ready to be tasked and flown) to be the most important indicator of Programme health. This has increased steadily over the last 12 months under the continued watch of the Joint Venture Steering Group. The Programme still suffers from periods of downturn, is able to react and recover when they occur. The need for continued close attention drives the Amber assessment but there are no long-term concerns. More specifically on Capability Delivery Confidence, new milestones are coming along with increasing confidence of success. Natural Surface Operations graduated to the front line in April 21; Freefall Para trials are underway. The first Tactical Course is planned to finish in September, which will culminate the graduation of further elements of Tactical Capability at the end of the year. | 17/05/2000 | 31/03/2024 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 MAR 2024. | £191.48 | £181.44 | -5% | The budget variance exceeds 5%. Variance is over 5% of underspend and this is as a result of the savings measures exercises. | £3,783.03 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £3356.23m to £3783.03m. This is primarily due to the following factors: Costs reflect financial estimate to the point of equipment delivery in March 2024 |
| MOD_0119_1920-Q2 | Armed Forces Recruitment Programme | MOD | Military Capability | The Armed Forces Recruiting Programme is the Tri-Service programme responsible for delivering a single, common Tri-Service Recruiting Operating Model for the Armed Forces. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber. This is primarily due to the following factors: The Armed Forces Recruiting Programme's previous Infrastructure and Projects Authority Gateway Assurance Review took place in June 2020 and resulting in an Amber/Red rating in Delivery Confidence. Following this the Armed Forces Recruiting Programme undertook an Assurance of Action Plan in November which resulted in a revised rating of Amber. Successful delivery appears feasible but three significant issues already exist requiring management attention but AFRP have an assured action plan to address them. - Commercial resourcing/integration; - Key Performance Iindicators development to frame the procurement; and, - Drawing the baseline cost model to completion (including cashability). | 15/03/2018 | 30/09/2024 | Compared to financial year 19/20-Q2, the project's end-date increased from 01 February 2023 to 30 September 2024 . This is primarily due to the following factors: The Defence Board directed change in the scope of the programme from a single Service to Tri-Service recruiting programme impacted on delivery dates. The Investment Approvals Commitee recommended in November 19 a delivery date move from April 22 to April 24, Project end-date is expected to be a minimum of 6 months after delivery based on lessons learned from other large outsourcing programmes within the Ministry of Defence. | £7.36 | £7.82 | 6% | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0078_1213-Q1 | Core Production Capability | MOD | Military Capability | Delivers safe nuclear reactor cores to meet the Royal Navy's submarine programme, now and for the long term. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: Although significant progress has been made in delivering new manufacturing capability since the last transparency return, the magnitude of the remaining risk is not yet sufficiently low to declare an improved delivery confidence. | 23/04/2012 | 30/04/2028 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 April 2028 . This is primarily due to the following factors: | £142.22 | £141.01 | -1% | The budget variance is less than or equal to 5%. | £1,826.16 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 1826.71m to £1826.16m. This is primarily due to the following factors: The forecast costs for the programme have remained broadly stable with a minor reduction in residual risk as a result of the project's robust governance structures. |
| MOD_0104_1617-Q1 | Armour Main Battle Tank | MOD | Military Capability | The Armour Main Battle Tank Programme is the extension of the Army's Main Battle Tank capability as part of a balanced force, credible and employable against current and emerging threats until an extended out of service date out to at least 2040. This will be achieved through a series of projects to extend the life of the current platform to deliver Challenger 3. These projects will fall under the governance of the overall Armour Main Battle Tank Programme. They include addressing obsolescence, lethality and survivability. Mobility is being addressed through a separate pan-platform project. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: With the recent progress in approval of the Full Business Case and subsequent contract awarded to Rheinmetall and BAES Land, I remain confident that this Programme can deliver to cost, time and performance. However, the Infrastructure and Projects Authority will have the opportunity to review the delivery confidence on during their next review in late 2021. In parallel options are being investigated to accelerate the schedule. | 18/12/2017 | 01/06/2026 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 June 2026 . This is primarily due to the following factors: Schedule dates have been revised during contract negotiation contract signature in March 21. Key milestones (50% confidence) are: - Initial Operating Capability (1 squadron of 18 tanks with crews trained at appropriate collective training standard) - November 27. - Full Operating Capability (148 tanks delivered): November 30. These dates are later than envisaged at Initial Gate. This slip has arisen during contractual negotiations due to the perception in Industry of delivery and cost risk around the Design and Manufacture phases, reflecting that which has been witnessed from other projects. | £9.40 | £9.10 | -3% | The budget variance is less than or equal to 5%. The Financial Year 20/21 forecast to budget variance of £7.968m (536%) reflects the authorised bring forward of costs from April 21 into March 21 due to an earlier than planned contract award. | £1,399.17 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £1304.19m to £1399.17m. This is primarily due to the following factors: This is due to the provision for the purchase of war stock ammunition under the Full Business Case approval. This budget was not previously included in previous estimates. |
| MOD_0076_1213-Q1 | Astute Boats 1-7 | MOD | Military Capability | To deliver the seven Boat Astute Class within approved performance, cost and time parameters, while actively contributing to the sustainment of the UK submarine design and manufacturing capability. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The Astute programme had previously reported schedule delays to Boat 4 and Boat 5, given emergent technical issues on Boat 4, which having been resolved allowed Boat 4 to sail from Barrow in April 2020. Having seen programme delivery confidence grow in the first quarter of 2020, COVID-19 added risk to the Astute programme, however through commitment to the use of Personal Protective Equipment, working ways and personnel safety, any impacts to the remaining schedules are thought to be minimal. Reprioritisation of tasks in the early stages of the pandemic, plus changing shift patterns and a rigorous testing regime, safeguarded the individual projects. The most recent Infrastructure and Projects Authority review has concluded that delivery confidence has improved overall. | 17/03/1997 | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | £434.91 | £451.47 | 4% | The budget variance is less than or equal to 5%. | £10,830.05 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £10769.42m to £10830.05m. This is primarily due to the following factors: The last Reported Whole Life Cost through the Defence Major Programmes Portfolio at Q2 2019/20 was £10,769.423m. There have been increases mainly driven by inclusion of Covid-19 schedule impact assessments across the remaining Boats offset by declaration of cost reductions through BAE Systems Project 2021 efficiency programme. |
| MOD_0091_1415-Q3 | Armoured Cavalry 2025 | MOD | Military Capability | Ajax forms part of the Armoured Cavalry 2025 Programme. The aim of the programme is to deliver by 2025, a versatile and agile multi-role capability, operating at the heart of the Deep Reconnaissance Strike and Heavy Combat Brigades, that are able to succeed on current and future operations in the most complex and demanding operational environments. The multi-role Ajax armoured fighting vehicle will transform the Army's advanced intelligence, surveillance, target acquisition and reconnaissance capability as part of the war-fighting division. It will transform the way the Army conducts Deep Ground Reconnaissance and underpins the Army's ability to war fight at the divisional level through the Heavy Brigade Combat Teams. Each Ajax has extensive capabilities, including increased lethality through automated detection systems, a 40mm stabilised cannon able to fire on the move, acoustic detectors, a laser warning system, a local situational awareness system, a high-performance power pack, and best in class protection. | Red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber to Red. This is primarily due to the following factors: The Senior Responsible Owner has adjusted the delivery confidence to Red overall. Delivery schedule delay of the Army's first vehicles meant that the Approved Initial Operating Capability baseline of July 20 was no longer achievable. This was reset to Jun 21 (Probability 50%) and Sep 21 (Probability 90%). In March 21 the Senior Responsible Owner commissioned an independent Gateway Review of the programme. This assessed the impact of late discovery technical issues during the demonstration phase of the project and the further work necessary to overcome them. It also identified a number of additional interventions necessary to de-risk the schedule to Full Operating Capability. The principle reasons for the delay experienced included a degree of optimism bias in the schedule for a new generation of armoured fighting vehicle, the technical challenges faced and evidence to support safety case generation, COVID-19 and delivery performance. A detailed action plan has been initiated to rectify the issues identified and all Full Operating Capability assumptions are being re-tested as part of this ongoing activity. Concurrently, all Initial Operating Capability vehicles have now been manufactured. Advanced First of Type training simulators have been delivered and the training of the Army's own Instructors on the ARES vehicle has commenced. The underlying technical issues now being worked through will be comprehensively addressed prior to declaration of the Ajax Initial Operating Capability. | 22/01/2014 | 30/04/2025 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 April 2025 . This is primarily due to the following factors: Work is ongoing to test the Full Operating Capability forecast date and any update will be published in due course. | £819.03 | £634.37 | -23% | The budget variance exceeds 5%. Reduction in forecast spend against financial year 20/21 Control Total is driven primarily by delays experienced in the manufacturing side of the programme with activity in the following areas re-profiled into future years: Delivery of fully built vehicles, Delivery of Peacetime and Military Combat Armour Kits for AJAX vehicles, Retrofit programme of work to uplift Drop 1 standard vehicles to Drop 3 standard build configuration. Turret integration work to assemble CTC 40mm Cannon to AJAX Turret. In relation to In Service Support, In service spares weren't ordered/delivered in line with assumed levels, seeing a reduction in year and reprofile of costs into future years. | £6,353.94 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £6288.95m to £6353.94m. This is primarily due to the following factors: The Whole Life Budgets in relation to AJAX are associated with the completion of Demonstration and Manufacture activities within the programme, resulting in the delivery of 589 AJAX vehicles. The Budgets also include In Service Support until 2025, which is primarily delivered through the contracted General Dynamics UK support solution. This element delivers a support framework and purchase of spares to support in service vehicles. Although the Baseline Forecast Budget from Q2 19/20 £6288.953m to Q4 20/21 £6353.940m appears to increase by £64.987 this is because historic budgets are not adjusted as Programme costs and budgets are rolled forward into future years. The Whole Life Budget c.£6.4Bn currently covers the period up to the end of Manufacture as per the Main Gate approval. The Whole Life Costs from Q2 19/20 £6143.994m to Q4 20/21 £6005.698m have actually reduced by £138.296m. Whole Life Cost reductions were driven by removal of the Fire, Support and Overwatch requirement from the Demonstration work within the AJAX programme. Also efficiencies were realised in the In Service Support costings where modelling identified further coverage from current contract arrangement (across spares and Contractor Logistic Support) this then enabled a costing reduction. |
| MOD_0118_1718-Q3 | Clyde Infrastructure | MOD | Military Capability | The Clyde Infrstructure Programme is managing the design, delivery and transition into operational use of new build and updated infrastructure facilities in Her Majesty's Naval Base Clyde (Faslane and Coulport). | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: Following overspend in some early projects, the programme was re-baselined to remain affordable. All changes were endorsed by the Clyde Infrastructure Programme Sponsor Board and briefed to the Ministry of Defence Major Programmes Portfolio Sponsor Group. The programme is pivoting its delivery model and approach from 'new build' to 're-capitalisation' while minimising site operating risk. This requires all aspects of the programme to integrate with the wider site operations. A new operating model was adopted to support this. Good progress was made in period against the challenges identified in internal reports and the November 2019 Infrastructure and Projects Authority Gateway Assurance Review. A further Gateway Assurance Review will be carried out in September 2021. Overall the Delivery Confidence Assessment remains Amber and will remain so until the revised operating model and associated behaviours are embedded within both the Programme delivery and Site operating teams. | 07/09/2015 | 30/03/2032 | Compared to financial year 19/20-Q2, the project's end-date decreased from 01 April 2032 to 30 March 2032 . This is primarily due to the following factors: - 2032 is the end date agreed when the programme was rebalanced during 2017, based on the forecast completion date of all projects. This date remains extant. - The primary drivers for the completion date include the DREADNOUGHT Class in service date and achieving the endorsed ambition of a Single Integrated Operating Base. The volume of concurrent activity that can be commissioned is limited by the need to maintain operations and deconflict activity in a geographically constrained highly secure environment. Since 30 September 2020 baseline project end date of 30 March 2032, the programme completed Capability Audit to review the Portfolio Definition, which had no immediate impact on the programme completion date, although additional items of scope are under consideration by the respective Sponsor areas, which, if subsequently endorsed for Clyde Infrastructure Programme delivery, may change this. | £91.17 | £93.36 | 2% | The budget variance is less than or equal to 5%. | £1,586.90 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 1774.57m to £1586.90m. This is primarily due to the following factors: The whole life cost of the programme reflects the budget set following rebalance of the programme and formal agreement of the budget during 2017. This also reflects the budget for the 15 year life of the programme from Financial Year 17/18 to Financial Year 31/32 |
| MOD_0121_2021-Q4 | Collective Training Transformation Programme | MOD | Military Capability | The Collective Training Transformation Programme seeks to transform both the management and delivery of training and the experience for those going through training. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: While there is a clear, resourced and detailed schedule in place to develop a robust Outline Business Case by mid-2022, resourcing within the core Programme team and cost pressure against the 10 year funding profile still need to be addressed. Some improvement in the manning situation should be delivered within the next few months as new staff are recruited in, and in the meantime, contractor support is being used to address the key capability gaps. Shortfalls in the 10 year funding profile against the resourcing requirement will be raised to the Army Top Level Budget holder for consideration for relief within the next planning round. | 12/10/2018 | 01/01/2032 | The project end-date is 01 January 2032. | £5.95 | £5.95 | 0% | The budget variance is less than or equal to 5%. | £976.26 | The projects Baseline Whole Life Cost is £976.26m. This is primarily due to the following factors: Financial Year 22/23 onwards forecast is based on the Collective Training Transformation Programme's Enterprise cost model V0.1. Profiles have not yet been categorised into Defence Expenditure Limits and are presented on a deterministic outcome only. |
| MOD_0077_1213-Q1 | Complex Weapons | MOD | Military Capability | An affordable Complex Weapon portfolio delivered at a level of risk acceptable to Defence, whilst safeguarding UK Freedom of Action and Operational Advantage through access to and an effective business relationship with a sustainable sovereign Industrial base. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The Complex Weapon Portfolio is made up of several Programmes delivering Weapon Capabilities. The Amber rating reflects the status across the board with all Programmes measured against Performance, Cost and Time and against Key Performance Indicators. There remain delivery and affordability challenges across the Pipeline which are being addressed through various initiatives, specifically the Future Portfolio which will drive transformation with the key supplier. Furthermore a Learning From Experience exercise is being completed across programmes with cost-growth challenges in order to identify and implement opportunities for improved ways of working. | 31/03/2008 | 01/04/2032 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 April 2032. | £705.03 | £671.66 | -5% | The budget variance is less than or equal to 5%. | £30,433.57 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £28717.22m to £30433.57m. This is primarily due to the following factors: A contribution of Underlying Cost Movement and Requirement Scope Change has resulted in increased costs against the Complex Weapons Portfolio. Whole Life Costs are only an indicative total of the current value of projects held within the Complex Weapons Portfolio at any one time and is subject to change subject to requirement and responsibility change. |
| MOD_0017_1112-Q1 | Crowsnest Programme | MOD | Military Capability | Crowsnest is a critical enabler for the strategic Carrier Enabled Power Projection Programme. It provides an organic Airborne Surveillance and Control capability as role fit to the Anti-Submarine Merlin Mk2 helicopter. | Red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Red. This is primarily due to the following factors: The Delivery Confidence remains Red as Initial Operating Capability is late due to Industry poor performance. The programme is undergoing a schedule review to agree new milestones. There has been significant effort to deliver a baseline Crowsnest capability for Carrier Strike to deploy in 2021, with incremental improvements during the deployment to mitigate this delay. Crowsnest successfully embarked. There is high level scrutiny of industry performance to assist in programme delivery. | 13/03/2013 | 30/07/2023 | Compared to financial year 19/20-Q2, the project's end-date increased from 30 June 2023 to 30 July 2023 . This is primarily due to the following factors: Due to industry underperformance, the schedule has not progressed as forecast. A schedule review is underway. This work is aimed at removing any optimism bias and ensuring realistic schedule dates are based on evidence and risks. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0114_1718-Q1 | Defence Estate Optimisation | MOD | Military Capability | Defence Estates Optimisation is a long-term investment to modernise the defence estate. It is an ambitious 25-year portfolio of construction activity, unit and personnel moves, and site disposals that will deliver a better structured, more economical and modern estate that more effectively supports military capability. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The Departmental Integrated Review has provided a clear capability requirement and resolved the Defence Estate Optimisation funding shortfall. This should increase the assessment from Amber/Red to Amber. The portfolio is now planning to restructure it's operating model to take forward the outcomes from the review. | 30/09/2016 | 31/03/2041 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2041 . This is primarily due to the following factors: There are a number of reasons for schedule changes (both positive and negative) across the portfolio since the last Annual Report of Major Projects (Q2 2019). During this period of time the portfolio has updated its operational Performance Measurement Baseline on two occasions in March 2020 and December 2020. The significant driving factor for the December 2020 baseline change was to consolidate changes from Infrastructure Optimisation, the Team responsible for reviewing the capacity on re-provision sites, and establish a programme baseline to measure progress against. The December 2020 baseline update captured significant programme changes that had been identified, most notably (i) capture changes from the Army War Gaming exercise in Q2 2020, (ii) significant scope changes i.e. removal of Aspirational Wave from programme, (iii) Alignment to Annual Budgetry Cycle 21 / Infrastructure Review Planning Costs 3 forecasts (iv) general project / programme maturity changes identified though Assessment Studies, or through the Portfolio Change Process. | £47.10 | £46.22 | -2% | The budget variance is less than or equal to 5%. | £1,266.33 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £1166.85m to £1266.33m. This is primarily due to the following factors: Q2 19/20 was based on Version 8 of the baseline, whilst Q4 20/21 reflects activity undertaken related to Version 10.2. Specifically focusing on the changes to the Whole Life Cost there are 2 Key Factors: 1. Defence Estates Optimisation portfolio scope changed, principally the Rotary (helicopter) programme has been removed from the Aspirational Wave from the portfolio, this had an approximate value of £1.7Bn. 2. The removal of Private Finance has resulted in a reduction in Resource Departmental Expenditure Limits as the Unitary Charge no longer applies. The Capital Departmental Expenditure Limits demand has increased as a result of the On-Balance sheet accounting treatment but this is offset by the removal of Rotary (helicopter) referenced previously. |
| MOD_0080_1213-Q1 | Dreadnought | MOD | Military Capability | To deliver a four Boat Dreadnought SSBN Class within the approved performance, cost and time parameters, and contribute to the sustainment of the UK submarine design and manufacturing capability for Dreadnought and beyond. The scope of the programme covers the design, development and manufacture of four Dreadnought SSBN Class submarines, and other costs related to bringing this capability on line, in response to the requirement detailed in the Government White Paper 2006: The Future of the UK's Nuclear Deterrent. The requirement for a class of SSBNs (Dreadnought) to replace the current Vanguard Class was re-endorsed in SDSR 15 and in the 2021 Integrated Review of Security, Defence, Development and Foreign Policy. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The Dreadnought submarine programme remains on track for the First of Class, HMS Dreadnought, to enter service in the early 2030s. Staged investments have delivered good progress on the whole boat design, production and supporting infrastructure development. The impact of COVID-19 on Industry Partners, and across the whole supply chain has been proactively managed, aided by improving collaboration and the cultural change being embedded through the new Target Operating Model. Initiatives to improve schedule performance and cost control are in progress. | 14/04/2011 | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | £1,850.00 | £1,850.50 | 0% | The budget variance is less than or equal to 5%. | £31,510.78 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £30099.34m to £31510.78m. This is primarily due to the following factors: The understanding of the Dreadnought design has matured and the latest cost estimates include a robust and detailed programme scope which, alongside investment in forecasting and cost assurance, has added significantly to the confidence in the projected costs. The programme continues to forecast to come within the £31Bn + £10Bn contingency budget set in 2015, a position validated by independent cost estimation. |
| MOD_0111_1718-Q1 | Joint Crypt Key Programme | MOD | Military Capability | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) |
| MOD_0120_2021-Q2 | E7 Wedgetail | MOD | Military Capability | The E-7 Wedgetail programme will provide a 5th Generation Airborne Early Warning and Control capability, with an Electronically Scanned Array radar, that is interoperable and interchangeable with key allies to an anticipated Out-of-Service date of at least 2042. The intent of the E-7 Wedgetail programme is to recapitalise the UK Airborne Warning And Control System E-3D Fleet with a modern Airborne Early Warning and Control platform having a target In Service Date of 2023. It will provide an airborne surveillance and C2 capability that can meet environmental and regulatory changes. The Programme will deliver a capability that can meet NATO and Coalition Theatre Entry Standards, meet the UK's contribution-in-kind to the NATO Airborne Early Warning Force and be interoperable and interchangeable with key allies. It will also effectively communicate with and enable 4th, 5th and future Generation Assets in order to successfully compete and contest against near-peer adversaries. It has been confirmed that, with minor modifications (detailed in the Outline Business Case), the Boeing E-7 Wedgetail meets the Ministry Of Defences initial capability requirements and Key User Requirements. | Amber/red | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | 08/05/2018 | 30/06/2026 | The project end-date is 30 June 2026. This is primarily due to the following factors: The Wedgetail Programme is currently working through the implications of the 2021 Integrated Review. The programme remains on track to deliver an In Service Date of 2023, however, negotiations with the Prime Contractor are ongoing to optimise the schedule for a reduced fleet size and a change of Main Operating Base to RAF Lossiemouth. | £329.44 | £352.82 | 7% | The budget variance exceeds 5%. Most significant reasons for variances are changes in foreign exchange rates during the year, and bring-forward of Financial Year 2021/22 costs due to some aspects of the programme being ahead of schedule (no overall change to programme costs). | £2,245.67 | The projects Baseline Whole Life Cost is £2245.67m. This is primarily due to the following factors: Original Whole Life Costs were estimated for the Outline Business Case based on Rough Order Magnitude data provided by Boeing, and were a factor in the investment decision to procure E-7 Wedgetail rather than upgrading the existing E-3D Sentry aircraft. This original figure is based on 5 aircraft based at RAF Waddington. In 2021 the project was re-baselined to deliver 3 aircraft based at RAF Lossiemouth, to achieve colocation synergies with the P8-A Poseidon fleet and provide a cost saving. Estimated Whole Life Costs for the reduced fleet size will be updated at Full Business Case in Q3 2022, when approval for the initial sustainment contract will be sought. |
| MOD_0116_1718-Q2 | Fleet Solid Support | MOD | Military Capability | Fleet Solid Support will provide Auxiliary Shipping for stores, ammunition and food sustainment to Naval Forces at Sea. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber to Amber/red. This is primarily due to the following factors: a Programme re-set, including approval for a revised Outline Business Case following the cancellation of the Fleet Solid Support competition in October 2019. Progress has continued spanning the reporting period, achieving a number of key activities and advancing through the approvals that are required to enable a new procurement to start in 2021, as announced publicly and directed by the Secretary of State for Defence on 21 October 2020. The Outline Business Case was considered and passed through Navy Command and Defence Equipment & Support assurance processes in November 2020 and completed Investment Approvals Committee consideration as expected in December 2020. As of 31 March 21, the final Departmental approval is still awaited. This approval will enable the new competition to commence, with the internal project and commercial aspects in place and ready to proceed. Delivery confidence remains under constant review. | 01/04/2016 | 30/04/2030 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 April 2030 . This is primarily due to the following factors: | £0.30 | £0.28 | -7% | The budget variance exceeds 5%. The 20/21 budget was underspent by 7% as a result of directed Departmental savings (which reduced the original budget) and committal blight during this exercise. There was no detrimental impact to the programme as this was accounted for in the subsequent reset. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0109_1617-Q2 | New Style of Information Technology Deployed | MOD | Military Capability | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | 01/04/2015 | 25/03/2025 | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under section 22 of the Freedom of information act 2000 (Information intended for future publication) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) |
| MOD_0100_1516-Q1 | Future Beyond Line Of Sight | MOD | ICT | Replaces the existing UK sovereign SKYNET 5 secure space-based satellite communications capability. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: Since the last report at 30 September 2021, the operating environment has been impacted by Covid-19 with associated delay experienced on the Assessment Phase of the Service Delivery Wrap and additional risk to the Concept Phase of the Enduring Capability project. Mitigation measures have been set in place for the delay to Service Delivery Wrap, which will ensure continuity of service delivery at the end of the SKYNET 5 Private Finance Initiative contract in August 22. | 01/01/2011 | 31/12/2041 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 December 2041 . This is primarily due to the following factors: | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0122_2021-Q4 | Future Combat Air System | MOD | Military Capability | Future Combat Air will play a vital role in the United Kingdom's military strategic capabilities for decades to come, enabling us to defend the United Kingdom, our allies, and make a decisive contribution to global security. The Future Combat Air Systems Programme will design and deliver innovative systems of highly networked crewed and uncrewed air vehicles, sensors and effectors to be able to operate in a range of complex and evolving threat environments and preserve operational advantage for future decades. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Through the Integrated Review of Security, Defence, Development and Foreign Policy the Future Combat Air System received investment for the first 4-years to complete the Concept and Assessment Phase. A phase that will complete an Alternative System Review of the Future Combat Air System including the Core Platform, as well as establishing the international partnerships. The level of investment was significantly less than required, however it preserves the feasibility of the programme within current parameters, but adds significant overall programme risk, particularly to the assumed date for Initial Operating Capability. The Concept and Assessment Phase will provide the evidence for Programme viability including level of additional investment and/or other options for the provision of Combat Air. Investments and milestones beyond this phase are subject to a margin of error in terms of time, cost and performance that will be refined prior to the next decision gate. | 26/04/2019 | 31/12/2070 | The project end-date is 31 December 2070. This is primarily due to the following factors: To support an Outline Business Case submission to the Investment Approvals Committee, a detailed schedule to support the 4-year Concept and Assessment phase of the programme was completed. This was based on a UK investment of £1.65Bn over the 4 years in line with the Future Combat Air System Acquisition Programme proposition in the Integrated Review of Security, Defence, Development and Foreign Policy. Through Annual Budgeting Cycle 21 the UK funding has been capped at £1.2Bn. Whilst a full review of the schedule to the next decision gate is required, it is not envisaged that this reduction will have significant impact on meeting the critical milestones for the Concept and Assessment Phase. However, it significantly increases the Programme Risk in the next phase to Full Business Case and further pressure through Annual Budgeting Cycle 21 on the 10-year profile increases the risk to Initial Operating Capability. This will need to be tested at the next decision gate, when other factors including international investment; levels of transformation and requirements are better understood. | £5.39 | £5.27 | -2% | The budget variance is less than or equal to 5%. | £9,467.00 | The projects Baseline Whole Life Cost is £9467.00m. This is primarily due to the following factors: This is baseline funding allocated to the Programme as of 31 March 2021. It is not the anticipated Whole Life Costs of the Programme which is £72b |
| MOD_0117_1718-Q2 | Future Maritime Support Programme | MOD | Military Capability | The Future Maritime Support Programme will deliver the contractual framework for operation of the three Naval Bases and support to the Royal Navy's complex warships and submarines from 1 April 21. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Red to Amber/Green. This is primarily due to the following factors: Another challenging reporting period for the Future Maritime Support Programme, culminating in the Delivery Confidence Assessment improving to Amber/Green, reflecting the progress with the Procurement Phase, and specifically progress with issues identified in the Infrastructure and Projects Authority Gateway 3 Review of October 2020. The main focus for this end of the reporting period has been the completion of competitions, finalisation of single source negotiations and transition to Commencement of Service along with approval of the Full Business Case by the Investment Approvals Committee. Further highlights include: (1) winning bidders selected and notified for all five competitive lots with contacts awarded/announced. (2) final round of single source negotiations concluded. (3) improvement in forecast benefit. (4) good progress on mobilisation of the Future Maritime Support Programme Operating Model, ensuring the Ministry Of Defence personnel, processes and governance arrangements are ready for the start of service delivery. (5) the Senior Responsible Owner has been extended in post to lead the Future Maritime Support Programme through to Full Operating Capability in October 22. | 26/09/2016 | 30/09/2026 | Compared to financial year 19/20-Q2, the project's end-date increased from 30 September 2021 to 30 September 2026 . This is primarily due to the following factors: Having concluded the Assessment Phase the end date of the programme now reflects the Investment Approvals Committee approved terms for the contracts placed with suppliers | £19.18 | £19.18 | 0% | The budget variance is less than or equal to 5%. | £10,699.08 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 11119.11m to £10699.08m. This is primarily due to the following factors: The final contracted prices (whole life costs) represent a £309m (or 6%) reduction across the life of the contract when compared with the previous report and Investment Approval Committee approvals. |
| MOD_0105_1617-Q1 | Land Environment Tactical Communication and Information Systems (LETacCIS) | MOD | Military Capability | The Land Environment Tactical Communication and Information System programme is a military capability and business change programme that will deliver the Land Domain's deployed digital backbone in support of tactical (front line) users in the Army, Royal Marine, RAF Regiment and RAF Deployed Operating Bases. It will be achieved through the ongoing sustainment, evolution or replacement of Communication Information Systems and associated applications to underpin the transition to a Single Information Environment for users across Defence. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The Programme continues to make headway and is already delivering change, with the achievement on schedule of Full Operating Capability of a major upgrade of the in-service Bowman (BCIP 5.6) in December 2020. The 2020/21 period has also seen the Ministry Of Defences Investment Approval Committee approve business cases for both Project TRINITY (terrestrial broadband network in the field) and Project Dismounted Situational Awareness (end user radios, Information Technology and applications for the infantry). Both projects are now undergoing commercial activity with the marketplace, with a Pre Qualification Questionnaire and a competition for Design Services Partner respectively. In addition, a new pan-Programme Logistics Support Contract with Babcock was let in March 21. | 01/05/2013 | 31/12/2035 | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | £247.27 | £198.21 | -20% | The budget variance exceeds 5%. This variance was generated primarily by delays to the MORPHEUS Sub-Programme, delays to contract negotiations and approvals delays. | £14,351.53 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £11399.76m to £14351.33m. This is primarily due to the following factors: The main cost driver has been MORPHEUS Sub-Programme which has had a number of significant and material cost increases in this period as the programme matures. Other factors are the 19/20-Q2 Budgeted baseline did not include the full Budget Provision for Year 10 (gap of £410m) which was a result of the timing of CT disaggregation. The programme has also expanded to include a number of projects such as NIOBE and AFV Headsets. The Whole Life Costs assessment has also been impacted by a review of the relevant Out of Service Dates to ensure they adhere to the correct planning assumptions. |
| MOD_0079_1213-Q1 | Lightning Programme | MOD | Military Capability | The intent of the Lightning Programme is the delivery of a multi-role, carrier-capable fighter aircraft, the Lockheed Martin F-35B Joint Strike Fighter, to be operated jointly by the Royal Air Force and Royal Navy. The F-35 provides the UK with a survivable, sustainable, expeditionary, Fifth Generation air capability in order to contribute to the widest possible range of operations. The Programme achieved Initial Operating Capability (Land) in December 2018, to deploy aircraft, held at Very High Readiness, from RAF Marham to a Deployed Operating Base and conduct an initial surge and enduring operation. In December 2020, Initial Operating Capability (Maritime) was declared to enable Lightning to deploy to a Queen Elizabeth Class Carrier and conduct operations from a land or sea base, contributing to the UK's Carrier Strike capability from this stage. Full Operating Capability (Concurrent Operations) will enable the full mass of the Lightning Force, including a second Front Line squadron, to deploy from RAF Marham to either a Deployed Operating Base and/or Queen Elizabeth Class Carrier to conduct an initial surge and enduring operation. Full Operating Capability (Concurrent Operations) is planned for December 2023, supporting the simultaneous Full Operating Capability (Carrier Strike) declaration. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber to Amber/red. This is primarily due to the following factors: Force Growth (sufficient numbers of trained and qualified personnel as well as aircraft) remains an issue and is being tracked and reported through quarterly Programme Boards. Funding approvals for the second Deployed Spares Pack and the second Front Line squadron (809 Naval Air Squadron) Infrastructure at RAF Marham are being sought for contract placement in the coming months to enable Full Operating Capability. | 01/10/2001 | 31/03/2035 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2035 . This is primarily due to the following factors: the assumed end of F-35B production. | £700.04 | £636.67 | -9% | The budget variance exceeds 5%. The main driver for In-Year underspend comes from the recognition of income due from the global sales of F-35. This was enabled through the UK's investment, as a Tier 1 Partner, in the design and development of the capability. In addition, there were other minor movements that contributed to in-year underspend including review of project costs and accounting leading to the realisation of cost savings, favourable movement in the UK£:US$ exchange rate in the latter half of the Financial Year and refinement of the project's schedule and estimates, partly reflecting COVID impacts, led to a small reduction against planned expenditure. | £10,164.26 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 10393.30m to £10164.26m. This is primarily due to the following factors: This is primarily due to the removal of erroneous foreign exchange approvals. |
| MOD_0123_2021-Q4 | Maritime Electronic Warfare System Integrated Capability | MOD | Military Capability | The Maritime Electronic Warfare Programme consists of two Category A projects (valued between £400m-£600m): Maritime Electronic Warfare System Integrated Capability Project; and Electronic Warfare Countermeasures Project. The Maritime Electronic Warfare Programme will provide a maritime electronic warfare capability enabled by openness, with the potential to keep pace with developments in anti-ship missile technology, contribute to the development of shared situational awareness and provide Force Protection through automated coordination of response to missile attack. Force Protection/Self Defence will be provided at an individual unit level or as part of a wider Task Group of ships. The programme will deliver improved operational effectiveness and reduced through life cost of surface ship electronic warfare capabilities. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: This is primarily due to the operational urgency of the requirement, the pace at which the programme is being delivered set against the complexity. Delivery of the Maritime Electronic Warfare Programme remains achievable and both component projects continue to work to the deterministic schedule, which are reviewed at quarterly Programme Boards. As both projects have been in the Concept or Assessment Phase all delivery dates remain provisional until the main financial investment decision (Full Business Case) are approved and contract awarded. Delivery confidence for the Maritime Electronic Warfare System Integrated Capability Increment 1 component of the programme continues to improve, especially as Contract Award for Demonstration and Manufacture approaches. The Electronic Warfare Counter Measures component is at an earlier stage of maturity compared to Maritime Electronic Warfare System Integrated Capability, as planned and remains broadly on schedule. | 31/12/2015 | 31/07/2044 | The project end-date is 31 July 2044. This is primarily due to the following factors: The Maritime Electronic Warfare Programme schedule is broadly on track. The Maritime Electronic Warfare System Integrated Capability project Increment 1 Full Business Case is being considered by the Ministry of Defence Investment Appraisal Committee and expected to be on contract Q3 2021. Increment 2 is in the Concept Phase and Increment 3 is not yet initiated as planned. For the Electronic Warfare Countermeasures Project Increment 1a (Trainable Launcher) the commercial competition will commence in September 2021, with Full Business Case in August 22 and Increment 1b subject to the outcome of a feasibility study. Increment 2 remains the subject of future capability choices. | £15.10 | £0.92 | -94% | The budget variance exceeds 5%. The initial variance in Financial Year 20/21 was caused by the need to rewind a commercial competition, resulting in the programme funding becoming misaligned with equipment delivery schedule. This variance was addressed through reprofiling the funding into later years to match the suppliers delivery schedule. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0033_1112-Q1 | Marshall | MOD | Military Capability | Marshall enables military terminal air traffic management services in the UK and abroad. Marshall combines some 70+ previous equipment and support contracts into a single service delivery contract. It is delivered through 15 technical services and replaces previous arrangements with a regionalised support model, supporting hub and satellite geographically-clustered services. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Amber/Green. This is primarily due to the following factors: The Programme is still undergoing significant 'first of class' activity, including the implementation of the first Hub and Satellite to deliver Air Traffic Control Services regionally. The Lincolnshire Hub is scheduled to be established in October 21, with software development and network security challenges ongoing. However, the Marshall 'all-up capability package' has been delivered at RAF Shawbury and entered Full Operational Service in January 2021. The experience at Shawbury has provided an opportunity for considerable learning from experience, which will smooth future equipment delivery and transition activity. | 03/04/2006 | 31/12/2024 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 December 2024 . This is primarily due to the following factors: | £144.25 | £147.40 | 2% | The budget variance is less than or equal to 5%. | £1,504.42 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £1335.62m to £1504.42m. This is primarily due to the following factors: The reported Baseline Whole Life Costs run until Financial Year 29/30 and do not take into account the full life of the programme, which ends in 2037. Therefore, the Baseline Whole Life Costs will increase year-on-year until 2027 at which point all remaining years will be contained within the Annual Budgetary Cycle period. The programme currently remains affordable and within Approved Budgetary Limit. A Review Note has been submitted that is seeking an uplift in Approved Budgetary Limit to facilitate future changes to be funded by the Front-Line Commands. |
| MOD_0115_1718-Q2 | Mechanised Infantry Programme | MOD | Military Capability | The Mechanised Infantry Programme will deliver modern wheeled Armoured Personnel Carriers that can perform a range of roles to support the Infantry, Combat Support, and Combat Service Support elements across new Brigade Combat Teams - a new concept emerging from the Integrated Review. The vehicles will be a significant contributuion to enabling a highly deployable, networked force to operate differently from conventional industrial age combat forces, offering unique competitive advantage whether fighting, peacekeeping or delivering humanitarian aid. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Amber/Green. This is primarily due to the following factors: The September 2019 Infrastructure and Projects Authority report recommended the Delivery Confidence Assessment should be Amber Green if the Main Gate Business Case approval was achieved by the end of that year, which it was. Subsequently, the Programme is progressing well. Further opportunity to accelerate, uplift and enhance the programme to implement Integrated Review decisions are being explored, and will be added to the programme baseline when finalised and approved. An export bid is also being explored jointly with industry and wider government. | 27/10/2017 | 31/12/2032 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 December 2032 . This is primarily due to the following factors: | £68.44 | £123.52 | 80% | The budget variance exceeds 5%. The quoted figures relate to the approved approved Whole Life Costs to 32/33. The main changes are the re profiling adjustments made within the financial year as follows: Reprofiling declared at Programme Cost Review 2, 2020 and remainder at Accounting Period 0, 2020/21. ARTEC BOXER Production Contract - Reprofile of funding to Financial Year 2020/21 previously profiled in future years. This is due to more accurate task level information supplied by the contractor following contract award Re-profile of ARTEC forecast following provision of further refined Earned Value Management data from industry showing accruals profile updated for realism and accuracy. Key activities now profiled in year include Critical Design Review, Manufacturing Management and Technical Decision support | £3,963.56 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 4663.30m to £3963.56m. This is primarily due to the following factors: The Whole Life Budget c.£4Bn is for the Main Gate Approved period to 32/33. It includes Approved, Unapproved values and sunk costs. The VAT element was removed from the profile and the Annual Budgeting Limits adjusted to reflect this adjustment. To note, the whole life costs for the programme have not increased as a result of this change. |
| MOD_0124_2021-Q4 | Mine Hunting Capability | MOD | Military Capability | The Mine Hunting Capability Programme will provide an agile, interoperable and survivable capability using emerging Maritime Autonomous Systems that enables strategic, operational and tactical freedom of manoeuvre and exploitation of the battle space in order to assure and sustain the delivery of Maritime Force Projection and Maritime Security capabilities at the time and place of the United Kingdom's choosing across the range of Standing Commitments and Operations, by: Defeating static underwater threats; Collecting, processing and disseminating oceanographic intelligence. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Following approval of the Outline Business Case in Q4 2020, the main contracts were placed for Block 1 Mission Systems. These are due to reach initial operating capability in 2024 and are on track to do so. At the end of 2020, the Senior Responsible Owner-ship of Mine Countermeasure and Hydrographic Craft Capability was transferred to the new Navy Acquisition Directorate. The Senior Responsible Owner is being supported on a "best efforts" basis by the Navy Equipment and Systems Portfolio Management Office organisation pending approval to recruit a Programme Management Team to support this programme. The risk to programme delivery has thus increased owing to limitations in the capacity to mature programme controls and governance. | 01/10/2014 | 30/06/2030 | The project end-date is 30 June 2030. This is primarily due to the following factors: The schedule is broadly on track. There are some risks around industry delivery dates which are being closely managed by the team and the impacts can currently be managed within the schedule. | £20.37 | £19.20 | -6% | The budget variance exceeds 5%. Some modest investment has been made to initiate this programme, the business cases that will set out the required level of investment and budgetary requirements are being developed at pace. This will be disclosed to a public audience if it is appropriate to do so while respecting any commercial or security sensitivities. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0110_1718-Q1 | MODnet Evolve | MOD | ICT | MODNET Evolve will sustain the essential base Information and Communications Technology infrastructure needed by the Ministry of Defence on exit from the current contract. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The Skills, Capability and complexity of Dependencies across the Programme results in a Delivery Confidence assessment being held at Amber/Red. The resourcing of the Future Secret project remains a risk, but the approval of the Strategic Outline Case will help address this early in the next quarter. A number of successes have occurred across the Programme in this reporting period: Approval of the Strategic Outline Case for Future Secret; Release of the Invitation to Negotiate for End User Services; and an Invitation to Tender for Managed Print and Electronic Records Management. COVID-19 - Has not impacted the MODNet Evolve main delivery however it is presenting challenges to the Future Operations Service Management delivery. | 01/01/2011 | 30/11/2026 | Compared to financial year 19/20-Q2, the project's end-date increased from 11 July 2022 to 30 November 2026 . This is primarily due to the following factors: There were dates presented in the 19/20-Q2 transparency return referring to a project end date of 11 July 2022. The dates presented related to the end of transition from the current contract to new services. The scheduled baseline programme end date remains at 30 November 2026. However, the following are areas of risk for the baseline programme end date: Supplier requests to extend the End User Services procurement window have pushed the dates outside of their current time approval. This was formally accepted since maintaining a viable competition was key to success for End User Services. Similar delays have impacted Records Management and Managed Print procurement, these projects currently remain within their approvals envelope. Changes to the Defence Digital strategy for Performance and Cost is driving a change to the commercial approach. This will mean a cheaper outcome and support services transitioning from the current contract. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0125_2021-Q4 | New Medium Helicopter | MOD | Military Capability | The UK government published the outcome of its Integrated Review of Security, Defence, Development and Foreign Policy on 16 March 2021. In its accompanying Command Paper published on 22 March 2021, the Government announced that investment in a new medium lift helicopter in the mid-2020s will enable a consolidation of the Army's disparate fleet of medium lift helicopters from four platform types to one. Work is now underway to develop the strategic options for this programme and at pace, but at this stage the full scope, cost and timescales for delivery are not yet available. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: As this stage a prudent Delivery Confidence Assessment of Amber is warranted as the supporting evidence and detail that demonstrates the most suitable capability for Defence, provides value for money, and can be delivered within expected timescales is being developed. It is only when this is in place can a justifiable delivery confidence assessment be made. | 30/04/2021 | 31/03/2036 | The project end-date is 31 March 2036. This is primarily due to the following factors: The estimate of programme closure has been made on rough order of magnitude and assumptions from other procurement activities of this type. As the work in this area matures a risk adjusted schedule will be available and will better inform Programme closure timelines | £0.00 | £0.00 | Cannot calculate variance percentage as baseline is zero | Some modest investment has been made to initiate this programme, the business cases that will set out the required level of investment and budgetary requirements are being developed and at pace. This will be disclosed to a public audience if it is appropriate to do so while respecting any commercial or security sensitivities. | £0.00 | The GMPP project did not provide data |
| MOD_0101_1516-Q1 | New Style of Information Technology (Base) | MOD | ICT | To deliver a cost-effective and modern New Style of Information Technology across the Defence estate. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: There is delay in delivering MODNET(Secret) and sustainment of MODNET services will be required beyond the end of the current contract. The programme team are focussed on sustaining MODNET services until a safe exit from these services can be achieved, whilst mitigationing against the risk that some services may be lost when the contract expires. In addition, the team continue with the rollout of MODNET(Secret). | 01/04/2015 | 31/03/2021 | Compared to financial year 19/20-Q2, the project's end-date decreased from 30 September 2021 to 31 March 2021 . This is primarily due to the following factors: The availability of specialist programme resources, and the need to iterate requirements has resulted in the MODNET Evolve contracting period taking longer to deliver than originally planned. These issues have now been resolved and plans are in place to transition to the new services. However, there remains a risk that all services may not be delivered by March 22 and action may need to be taken to sustain the current services. Work is currently ongoing to identify mitigation for this risk. Continued impacts from Covid-19 may affect the end date of March 22. The Programme Team are working closely with the Head Office to put in place plans to address these issues should the need arise and to sustain MODNET services until a safe exit from these services can be achieved. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0126_2021-Q4 | Next Generation Communications Network | MOD | ICT | The Next Generation Communications Network programme is responsible for delivering the Ministry of Defences's future network in support of the Digital Backbone as well as ensuring that the Ministry of Defences's fixed network continues to function to agreed standards of resilience and performance during the bridging period until the Programme delivers its replacement services and solutions. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The Next Generation Communications Network programme is currently in the Concept Phase and it's Strategic Outline Case Outletter was received in April 2021. The programme team will be submitting a detailed Outline Business Case in October 2021 that will lay out firm objectives, and evidenced views on choices, preferred options, commercial strategy, costs and scope. | 31/03/2021 | 31/03/2031 | The project end-date is 31 March 2031. This is primarily due to the following factors: The Next Generation Communications Network programme is currently in the Concept Phase and it's Strategic Outline Case Outletter was received in April 2021. The programme team will be submitting a detailed Outline Business Case in October 2021 that will lay out firm objectives, and evidenced views on the programmes choices, preferred options, commercial strategy, costs and scope. | £0.00 | £0.00 | Cannot calculate variance percentage as baseline is zero | The Next Generation Communications Network programme is currently in the Concept Phase and it's Strategic Outline Case Outletter was received in April 2021. The programme team will be submitting a detailed Outline Business Case in October 2021 that will lay out firm objectives, and evidenced views on the programmes choices, preferred options, commercial strategy, costs and scope. Therefore no cost data present at this stage. | £0.00 | The Next Generation Communications Network programme is currently in the Concept Phase and it's Strategic Outline Case Outletter was received in April 2021. The programme team will be submitting a detailed Outline Business Case in October 2021 that will lay out firm objectives, and evidenced views on the programmes choices, preferred options, commercial strategy, costs and scope. Therefore no whole life cost data at this stage. |
| MOD_0038_1112-Q1 | Nuclear Warhead Capability Sustainment Programme | MOD | Military Capability | To deliver and sustain the capability (skills, technology, science, personnel, production and support) to underwrite the UK nuclear warhead stockpile now and in the future. | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | 01/04/2008 | 30/04/2025 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 30 April 2025 . This is primarily due to the following factors: | £1,134.23 | £1,077.91 | -5% | The budget variance is less than or equal to 5%. | £19,984.43 | Exempt under Section 27 of the Freedom of Information Act 2000 (International relations) |
| MOD_0128_2021-Q4 | Project Bramley | MOD | ICT | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | 31/03/2017 | 31/03/2030 | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) |
| MOD_0107_1617-Q1 | Protector | MOD | Military Capability | Protector will provide a certified remotely piloted air system with enhanced capabilities (to 2038) over those currently provided by the in-service Reaper air system. | Amber/red | Exempt under Section 26 of the Freedom of Information Act 2000 (Defence) | 30/04/2009 | 30/03/2038 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 March 2035 to 30 March 2038 . This is primarily due to the following factors: The schedule remains on track to deliver an In Service Date in 2023 following the programme being re-baselined through approval of a Review Note in April 2019 to reflect a slip to the Initial Operating Capability date. This has moved the Out of Service Date to 31 Mar 2038. | £149.84 | £154.85 | 3% | The budget variance is less than or equal to 5%. | £1,347.06 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £1155.84m to £1347.06m. This is primarily due to the following factors: Inclusion of Detect and Avoid, foreign exchange increases and extension of the Delivery Phase of the programme. |
| MOD_0047_1112-Q1 | Spearfish Upgrade Programme | MOD | Military Capability | To deliver into service an upgraded submarine launched heavy-weight Torpedo that is safe, sustainable and capable of defeating modern Anti-Submarine Warfare and Anti-Surface Warfare threats in order to retain the UK's dominance of the Underwater Battlespace. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Red to Amber. This is primarily due to the following factors: 1. Confidence has improved in the solution to a previous technical issue with the modified weapon as part of the Spearfish Upgrade Projects. Successful Development Phase trials of the weapon have been conducted leading to acceptance of the final design. The Equipment Delivery Date for the Spearfish Upgrade weapon was achieved on 31 March 2021 and an Initial Operating Capability declared; this included the delivery of the initial set of weapon modification sets and putting into place the logistic support arrangements. 2. Transition Plan activities to modify the existing stock of Spearfish Mod 0 weapons into Spearfish Upgrade weapons remains on target to meet the required delivery schedule. 3. The rating is no better than Amber owing to the continuing risk that the Submarine Combat System upgrade (Weapon Thread Project) will not deliver in time to match the rollout schedule of the Spearfish Upgrade weapons. The Weapon Thread project is on track to deliver on time but with no margin for delay remains within the Programme schedule. This defines the critical path to successful completion of the Programme. | 01/04/2008 | 31/03/2024 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2024 . This is primarily due to the following factors: The Programme will end when all stock of Spearfish Mod 0 weapons have been converted to Spearfish Upgrade Project and when all operational submarines (not including those in Build or in Deep Maintenance Periods) have received the Weapon Thread upgrade to their Combat Systems. Delivery of the Weapon Thread upgrade to submarines in Build and Deep Maintenance Periods will be conducted as Business as Usual beyond the scope of the Programme. The change to the forecast Programme end-date has been driven by the risk of schedule delay to the delivery of the Weapon Thread Project and the need to match the installation of the Combat System upgrades to the Submarine Support and Maintenance Programme. It is not possible to slow the Transition Plan of Spearfish Upgrade weapon conversion to match any further delay to the delivery of the Weapon Thread Project owing to the life expiry date of the Spearfish Mod 0 weapons. | £93.98 | £81.29 | -14% | The budget variance exceeds 5%. Variance of £-12.688m (-14%). The programme current costing for 20/21 fell below the control total for the following reasons: . The programme has seen savings that were made during the recent contract negotiations alongside the recycling of torpedo fuel. There has also been some re-programming of activities on the Torpedoes contract which has led to some movement of activities into later years. . Application of realism to risk inside costing in Weapon Thread project. | £860.00 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £414.52m to £860.00m. This is primarily due to the following factors: Whole Life Costs for the Spearfish Programme (when all stock of Spearfish Mod 0 weapons have been converted to Spearfish Mod 1 weapons and when all operational submarines (not including those in Build or in Deep Maintenance Periods) have received the Weapon Thread upgrade to their Combat Systems) is £860m. This includes the Spearfish Upgrade Project, Weapon Thread Project, and Project Whitehead/Torps In-Service Support. Estimated Whole Life Cost to maintain Mod 1 capability to 2060 is £1.6B. |
| MOD_0055_1112-Q1 | Type 26 Global Combat Ship Programme | MOD | Military Capability | The Type 26 Global Combat Ship Programme will procure eight Anti Submarine Warfare ships and associated support. This eight ship programme will deliver Anti-Submarine Warfare capability to protect strategic assets, sustain national shipbuilding capability and increase the resilience of the Naval Service. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The Amber Delivery Confidence is considered appropriate given the COVID-19 impact on schedule, the performance of the supply chain and greater than forecast volume of engineering design work. COVID - During the first COVID lockdown production in the Govan yard was paused by 4 weeks to enable revised safe systems of work to be put in place. Work has recommenced and the production rate has since stabilised. Supply Chain - Delivery of key components have been delayed due to poor supplier performance in progressing the Factory Acceptance Tests. Maintaining quality control has been prioritised to ensure the performance of the T26 meets the user requirements and de-risks the downstream programme. Engineering Design - The volume of design work to complete prior to commencing production in some areas of the ship has impacted schedule. The design work is forecasted to reduce to a steady state level by the end of the calendar year 2021. | 21/07/2008 | 01/05/2035 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 May 2035 . This is primarily due to the following factors: Schedule delay caused by a combination of outstanding engineering design volume, supply chain performance and Covid 19 related slowdown has consumed project float for the first 3 ships. The detailed impact to delivery forecasts are under analysis. Any impact to Vessel Acceptance Dates will be reported once the company and Defence Equipment & Support have completed their review in Summer 2021. Cut steel for ship 4 and project end date remains on track. | £581.98 | £554.50 | -5% | The budget variance is less than or equal to 5%. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| MOD_0112_1718-Q1 | Type 31 | MOD | Military Capability | The T31 programme is designed to deliver a general-purpose frigate capability and act as the pathfinder programme for the National Shipbuilding Strategy. From the mid-2020s, T31 will be at the heart of the Royal Navy's surface fleet, deterring aggression and maintaining the security of the UK's interests. They will work alongside our Allies to deliver credible UK warship presence across the globe. Flexible and adaptable by design, T31 frigates will undertake missions such as interception and disruption of those using the sea for unlawful purposes, collecting intelligence, conducting defence engagement and assisting those in need. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: Reinforced by recent Infrastructure and Projects Authority Gateway 0 Review, Delivery Confidence of Amber is still considered appropriate given the COVID-19 pandemic and the likely impacts on the design work and supply chain. During the final quarter of financial year 20/21, the shipbuilder made good progress on the design and engineering work, successfully passing the independently-chaired Whole Ship Critical Design Review in February 2021. Similarly, the pace of construction of the new infrastructure upgrades has been maintained. In addition the significant achievement in the award of a key Ministry Of Defence contract to MBDA for provision of the Sea Ceptor missile system which will be the Type 31's primary air defence weapon system has been realised. This contract will ensure that MBDA, Babcock and Thales as the Combat System lead can integrate this significant capability into the Type 31. The most significant risk to the programme at this stage remains the Ministry Of Defences' and Contractors' ability to deliver information, equipment and services from the entire supply chain for the ship design, integration and build. | 01/04/2016 | 31/05/2030 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 March 2029 to 31 May 2030 . This is primarily due to the following factors: This is because in the last reporting year the project was pre-contract and the end date was therefore based on a historic planning assumption in FY19/20. The end date now reflects the contractual obligation for the fifth ship to be delivered by end 2028 plus the requirement for the Royal Navy to deliver the full suite of crew training and capability integration post-contract. The schedule was produced under competitive tension, which is the basis of the value for money assessment and approval of the final business case. | £192.50 | £177.86 | -8% | The budget variance exceeds 5%. An 8% variance is recorded against Financial Year 20/21 as a result of paying a contract milestone payment 1 month early, bringing it forward from FY20/21 into 19/20. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| 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 financial year 19/20-Q2, the 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. | 01/12/2016 | 31/12/2023 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 12/12/2016 | 31/12/2022 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/04/2017 | 30/06/2021 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/10/2017 | 31/12/2022 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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 | 17/08/2018 | 14/06/2022 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/04/2019 | 31/08/2023 | Compared to financial year 19/20-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 financial year 19/20-Q2, the 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. | 31/01/2019 | 05/11/2023 | Compared to financial year 19/20-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 financial year 19/20-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. | 23/05/2019 | 16/03/2021 | 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. | 01/04/2018 | 30/06/2024 | 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 financial year 19/20-Q2, the 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. | 10/05/2011 | 01/04/2022 | Compared to financial year 19/20-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 financial year 19/20-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. | 01/09/2019 | 31/03/2022 | 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. | 02/03/2020 | 30/03/2027 | 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. | 02/03/2020 | 30/03/2027 | 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. | 01/04/2019 | 30/09/2023 | 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. | 01/04/2019 | 31/03/2024 | 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. | 28/09/2020 | 13/05/2024 | 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. | 01/02/2019 | 27/02/2023 | 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. | 03/04/2017 | 31/10/2022 | 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. | 03/09/2018 | 31/03/2023 | 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. |
| NCA_0001_1415-Q2 | NCA Transformation Portfolio | NCA | Government Transformation and Service Delivery | The NCA's Transformation Programme will deliver the culture, capability and capacity to enable the NCA to be a world-class law enforcement agency, leading the work to cut serious and organised crime. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The NCA Transformation Portfolio continues to be tightly controlled against the annual Portfolio and Illicit Finance business cases which provide its justification and funding. The primary control mechanism is the ongoing assurance of alignment to the Agency's Strategic Change Roadmap. This year the Agency has expended significant time and effort in maturing its management and control of portfolio scope, benefits, funding, risk and dependencies. The agency recognises key risks to funding and technology dependencies in 21/22 and future years. | 01/04/2014 | 31/03/2022 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2022 . This is primarily due to the following factors: Since the Q2 1920 (30th September 2019) baseline project end date of 31/03/22, the following primary project actions have impacted the original Q4 baseline project end date; - Effective controls have been introduced to help monitor timescales for delivery such as the staged funding approach and better rigour on programme business cases developed. Work has also progressed significantly to map dependencies with the Strategic Change Roadmap and prioritise projects which are critical for the organisation. - The Agency has also commenced Business Planning activities and prioritised critical programmes and projects that will receive funding this FY 21/22 with the Portfolio budget now tightly controlled. | £507.75 | £503.70 | -1% | The budget variance is less than or equal to 5%. The forecast is lower than budget by c£4m as it removes optimism bias, offset in part by an increase to the core portfolio RDEL position (through NCA reallocating some budget to manage some priority demand pressures in Change Portfolio). the variance also reflects NCA securing additional funding to bring forward critical lifecycle investment into the 2020/21 financial year. | £6,457.40 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £306.80m to £6457.40m. This is primarily due to the following factors: The Whole Life Costs have increased from last year due mainly to the extension of the time period covered in the 2020/21 return (one additional year). The current year return projects costs for a ten year period from the current year, to 2029/30. the 19/20 Q2 return, the time period covered by investment figures stopped in 2027/28. The SRO and Portfolio Director have reviewed the Whole Life Cost reported in this document and recognised that the value is overstated. It will be restating it in 21/22. |
| ONS_0002_1112-Q1 | Census & Data Collection Transformation Programme | ONS | Government Transformation and Service Delivery | Delivering a successful 2021 Census, researching how to make it the last of its kind and transforming the work of ONS in how we collect, process, and analyse data. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The programme has delivered the capability required for the main 2021 Census collection. Teams continue to work in a flexible way to meet challenges to the Collection operation activity which will continue until autumn 2021. The pre-processing operation is now up and running and build for statistical processing and outputs is well under way. We remain on track to deliver a successful census. The wider transformation continues at pace, with population statistics transformation operating in parallel with Census, on track for building to the 2023 recommendation. Social survey and business statistics transformation also continue to make progress and with most build on census now complete resources are now able to be re-focussed. | 01/01/2015 | 31/03/2025 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2025 . This is primarily due to the following factors: The Business Case for the programme was refreshed in August 2020. There has been no change to the project end date. Benefits from the 2021 Census and wider Data Collection transformation remain on track for delivery by the agreed dates. The Programme has an end date of 31 March 2025 marking the delivery of the final milestone relating to the assessment of the benefits of the 2021 Census. The delivery of this will enable the Programme to fully close. | £268.30 | £260.71 | -3% | The budget variance is less than or equal to 5%. | £906.00 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £905.59m to £906.00m. This is primarily due to the following factors: The Full Business Case refresh was completed in September 2020 and the Budgeted Whole Life Costs have remained at £906m to the nearest million. The increase from £905.59m is in order to re-align with the original HM Treasury approval of £906m - there is no change to the overall funding position or projected costs. |
| ONS_0003_2021-Q4 | Integrated Data Programme | ONS | Government Transformation and Service Delivery | The Integrated Data Programme (IDP) aims to build a comprehensive data service, underpinned by a secure and trusted infrastructure, to enable Government to make best use of its own data assets. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The IPA Gateway 3 Delivery Confidence Assessment was Amber The review identified four areas where additional activity, or specific focus from the leadership team, are necessary to ensure success, specifically: increased cross-Whitehall engagement and buy-in; stakeholder understanding of how benefits will be measured; early progressing of Platform supplier engagements; and clarity around proposals for Data Virtualisation. | 01/01/2020 | 31/03/2025 | The project end-date is 31 March 2025. This is primarily due to the following factors: The FBC proposed a phased approach to delivery, with functionality delivered and benefits released, year on year, and with full capability delivered by 31/03/2025. | £20.00 | £15.50 | -22% | The budget variance exceeds 5%. The design and scope of IDP have been developed significantly since OBC, with input from stakeholders across Government, and some spend (primarily on staff) has been deferred, to ensure the right skill and capacity profile is recruited. This resulted in an underspend in the last year, but helped ensure that the programme is well placed to deliver the ambition set out in the FBC | £377.00 | The projects Baseline Whole Life Cost is £377.00m. This is primarily due to the following factors: The total gross whole life cost of the programme, based on the recommended scope is £377m. This cost incorporates the resource to develop and maintain the platform, data activity, analytic capability and service wrapper. |
| DEFRA_0007_2021-Q1 | Science Capability in Animal Health Programme | DEFRA | Infrastructure and Construction | The SCAH Programme sets out the Department for Environment, Food and Rural Affairs' (Defra's) plans for long-term investment in the Government's main animal health science facility. The re-development of the site infrastructure and associated transformation programme will secure and safeguard the critical animal health science capability, protecting the nation from the impacts of animal diseases in a cost effective way. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Delivery Confidence is Amber-Red due to the likelihood of Programme cost exceeding its March 2020 budget allocation following development of more detailed plans for the new Science Hub. A new Programme Business Case, informed by a more comprehensive view of the change requirement, will form the basis for a re-baseline of cost, benefits and schedule. IPA validated this as a credible pathway to Green in December 2020. | 05/02/2018 | 30/06/2029 | The project end-date is 30 June 2029. This is primarily due to the following factors: A new schedule for the Programme Business Case will be informed by a more detailed understanding of the scheme requirements. | £38.00 | £15.70 | -59% | The budget variance exceeds 5%. The programme budget is expected to be in variance to the Outline Business Case baseline over its lifetime, which formed the basis of the Budget 2020 allocation. | £1,509.00 | The projects Baseline Whole Life Cost is £1508.99m. This is primarily due to the following factors: The Project Whole Life costs is being updated and re-baselined as part of the Programme Business Case. |
| DEFRA_0008_2021-Q1 | Future Farming and Countryside Programme | DEFRA | Government Transformation and Service Delivery | By 2028, the Future Farming and Countryside Programme aims to deliver: 1) A renewed agricultural sector, producing healthy food for consumption at home and abroad, where farms can be profitable and economically sustainable without subsidy 2) Farming and the countryside contributing significantly to environmental goals including addressing climate change | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Future Farming and Countryside Programme's Delivery Confidence Assessment remains Amber in line with the IPA Programme Assessment Review in August 2020. The Programme has effectively responded to the recommendations from this Review and the Major Projects Review Group conditions, as set out in August/September 2020 respectively, and continues to increase delivery confidence. With active reprioritisation to mitigate the effects of ongoing Covid19 lockdown impacts the Programme has successfully maintained progress against critical path delivery. In November 2020, 'The Path to Sustainable Farming: An Agricultural Transition Plan', was published, setting out the vision for the future. Since then, the Programme has launched a pilot of the first of three environmental land management schemes, the Sustainable Farming Incentive, which is the first step on the road to truly sustainable farming. | 01/05/2017 | 31/12/2028 | The project end-date is 31 December 2028. This is primarily due to the following factors: We are embarking on these ambitious and much needed reforms amid an uncertain wider economic and policy context for the agricultural sector, as we discuss new trade deals and develop policy around net zero. This presents challenges we will have to navigate carefully. We are taking a co-design, test and learn approach which means we will monitor how the programme is landing and adjust course as needed. | £2,701.09 | £2,731.22 | 1% | The budget variance is less than or equal to 5%. | £24,629.59 | The projects Baseline Whole Life Cost is £24629.59m. This is primarily due to the following factors: Costs are split into two main sections, the projected payment streams to beneficiaries (scheme costs), as well as estimating the associated future delivery, programme support and one-off implementation costs to deliver the Future Farming & Countryside programme (administrative costs). Scheme costs are linked to the quantification of the manifesto commitment to guarantee the current annual budget to farmers in every year of this Parliament. This includes Non-Gov costs in relation to EU funding that will still be accessible under the terms of the Withdrawal Agreement, which will be available during 20/21, 21/22 and 22/23. Administrative costs are made up of scheme running costs, corporate service charges, depreciation charges, programme support costs and implementation costs. |
| DEFRA_0009_2021-Q3 | Bridgwater Barrier | DEFRA | Infrastructure and Construction | The Environment Agency are working in partnership with Sedgemoor District Council to deliver this project located on the Parrett Estuary at Bridgwater, Somerset. The project will provide protection from tidal flooding to the town of Bridgwater and villages downstream. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The outline business case has been approved by Defra Investment Committee and will shortly be submitted for HM Treasury approval. We await a decision from Defra on determination of the Transport an Works Act Order application (legal powers to construct) | 01/03/2014 | 31/12/2030 | The project end-date is 31 December 2030. This is primarily due to the following factors: Project delivery within cost and programme forecasts. The key risk of the potential need for a Public Inquiry was mitigated by the ministerial decision to use the Written Representation process. As a result, successful delivery of the project on time, agreed spend and quality appears achievable and there are no major outstanding issues that at this stage appear to threaten delivery significantly | £0.96 | £0.96 | 0% | The budget variance is less than or equal to 5%. | £211.08 | The projects Baseline Whole Life Cost is £211.08m. This is primarily due to the following factors: The Whole Life cash cost over the 100 year assessment period is £211m |
| DEFRA_0010_2021-Q3 | Leeds Phase 2 Flood Scheme | DEFRA | Infrastructure and Construction | LFAS2 will reduce the risk of flooding across Leeds using a catchment wide approach. The aim of the scheme is to deliver a 1 in 200 year level of protection (plus climate change allowance) through the use of linear flood defences, a large flood storage area and a flagship programme of Natural Flood Management measures. The scheme will help stimulate economic growth and regeneration within the city as well as responding to help address the current Climate Emergency. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: This is the first annual return for LFAS2 . The project is rated as amber on the basis the project is progressing well - tasks outlined last quarter such as finalising a land purchase and the submission of Step 2 planning documents have both been achieved. Design and construction works are approximately 30% of the way through the programme and stakeholders continue to be engaged via dedicated recourses in the project team. Therefore over the course of the year risks on the project have decreased and the project end date remains unchanged. | 01/09/2016 | 18/10/2024 | The project end-date is 18 October 2024. This is primarily due to the following factors: The project is progressing well with 30% of design and construction complete. The project end date remains unchanged | £24.83 | £14.00 | -44% | The budget variance exceeds 5%. The cashflow shows expenditure slipping into future years, albeit that the forecast outturn position for the project remains unchanged. The reasons for cost slippage is the focus on up-front design activities and discharging planning conditions. In addition, the effects of the coronavirus pandemic have also contributed to the expenditure slippage. It should be noted that the overall programme remains unchanged as we have used float and time risk allowances on these activities. | £146.37 | The projects Baseline Whole Life Cost is £146.37m. This is primarily due to the following factors: There is no change to the baseline WLC. Delivery costs are based on well-established spend to dare and tendered costs. Future operation and maintenance costs are based upon standard estimates of assets being constructed and flood risk. |
| DEFRA_0011_2021-Q3 | Oxford Flood Alleviation Scheme | DEFRA | Infrastructure and Construction | We are working with 9 partners on a major new flood scheme for Oxford, which will reduce flood risk to homes, businesses, and major transport routes into the city. Our scheme will provide a long term solution to flooding in Oxford, helping protect the city as flood risk increases with climate change. The scheme will run through the existing floodplain west of Oxford. It will be formed of a new stream surrounded by a gently sloping floodplain of new wetland habitat and grazing meadow to create more space for water away from built-up areas. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: We have confidence in the delivery of Oxford Flood Alleviation Scheme with respect to the design, quality and ability to meet our current programme. The scheme is fully funded and we have confidence that this will remain to be the case for our Full Business Case. We are carefully managing and monitoring the risk that our programme could move due to external factors. We are working closely with Oxfordshire County Council to mitigate this risk. | 02/04/2014 | 09/01/2030 | The project end-date is 09 January 2030. This is primarily due to the following factors: Project delivery is within cost and programme forecasts. | £2.94 | £2.24 | -24% | The budget variance exceeds 5%. In the last financial year the scheme has undergone significant change brought about by external challenges that have led to re-design of certain elements of the scheme and withdrawal of our Compulsory Purchase Order and planning application. This has resulted in a longer programme, pushing out planning approval and construction completion. This has changed our expenditure needs, reducing contractor costs significantly, as well as consultants and our internal staff. | £204.83 | The projects Baseline Whole Life Cost is £204.83m. This is primarily due to the following factors: The whole life cost for the Oxford Flood Alleviation Scheme, considers all the work needed before, during and after scheme construction. This includes the cost of the work needed to design the scheme; gain the necessary planning approvals; purchase the required land and obtain business case approvals. It also considers the cost of materials and labour to construct the scheme, allowing for inflation and contingency for any risks which could occur and impact the delivery programme or cost. It also further includes the estimated cost of works needed to maintain the scheme over a 100 year period to ensure that it can operate at full capacity as a flood alleviation scheme and ensure benefit delivery. |
| DEFRA_0012_2021-Q3 | River Thames Scheme | DEFRA | Infrastructure and Construction | The River Thames Scheme has 5 main objectives. In preparation for the next phase of work we will be refining these objectives with our main partner to make them more specific. The scheme will reduce flood risk to people and property as much as can be economically justified within the constraints of affordability; Increase flood resilience and conditions that stimulate economic growth; Protect and enhance the natural environment and landscape: Enhance recreational opportunities, and; Maximise partnership funding contributions and demonstrate value for money | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The scheme is fully funded and the Environment Agency will be delivering the project in partnership with Surrey County Council. A very thorough understanding of project risk is being actively managed. | 12/04/2017 | 12/04/2029 | The project end-date is 12 April 2029. This is primarily due to the following factors: The project is within delivery timescales and objectives forecast. | £4.51 | £4.55 | 1% | The budget variance is less than or equal to 5%. | £308.48 | The projects Baseline Whole Life Cost is £308.48m. This is primarily due to the following factors: The whole life cost provides for the cost to design, build and maintain the scheme (including estimates for inflation, risk and optimism bias) to ensure the calculated benefits are delivered. |
| DEFRA_0013_2021-Q4 | Nature for Climate Fund | DEFRA | Infrastructure and Construction | The Nature for Climate Fund Programme has been established to significantly increase tree planting, woodland creation and management, and peatland restoration, in England to support the delivery of Net Zero and 25-Year Environment Plan commitments. The programme is also designed to deliver wider social, economic and environmental benefits. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The Nature for Climate Fund was established in 2020/21. Significant progress has been made to establish the programme in 2020/21 and to start delivery against the programme's ambitious objectives. The programme has accepted all recommendations that were made by the IPA following reviews in the second half of 2020 and made significant progress in addressing these recommendations. This has included ensuring that the programme has the correct resources, capabilities and governance in place to support effective delivery. | 01/04/2020 | 31/03/2025 | The project end-date is 31 March 2025. This is primarily due to the following factors: The schedule of the programme positions the Nature for Climate Fund programme well for delivery against its ambitious targets. Delivery has already successfully begun in 2020/21 (year 1 of the programme) and 2020/21 has also seen significant work to establish programme structures that will support successful delivery in years 2-5, with significant ramping up of delivery from year 2 onwards. | £52.72 | £52.72 | 0% | The budget variance is less than or equal to 5%. | £756.36 | The projects Baseline Whole Life Cost is £756.36m. This is primarily due to the following factors: £640M of expected capital funding for the Nature for Climate Fund was announced as part of the Budget in March 2020. Only the 2021-22 financial year was scored at the 2020 Spending Review meaning future years funding is subject to approval through subsequent Spending Reviews. |
| DEFRA_0014_2021-Q4 | NO2 Reduction | DEFRA & DFT | Infrastructure and Construction | The NO2 reduction programme is a joint programme with Department for Transport to deliver Nitrogen Dioxide (NO2) levels within legal limits in the shortest time possible. The NO2 reduction programme aims to deliver the 2017 UK plan for tackling roadside nitrogen dioxide concentrations and contributes to the Government ambition for a better environment and cleaner air. | Legal sensitivity around this programme along with the impacts of COVID-19 re-prioritisation prevented the IPA from providing a complete and independent assessment. | Legal sensitivity around this programme along with the impacts of COVID-19 re-prioritisation prevented the IPA from providing a complete and independent assessment. | 01/01/2016 | 31/12/2027 | The project end-date is 31 December 2027. This is primarily due to the following factors: The development of NO2 reduction plans in 2020 was impacted by COVID-19 and a number of local authorities have revised their schedules as a result. The first Clean Air Zone in Bath launched on 15 March 2021. The NO2 programme is legally mandated to deliver compliance with NO2 legal limits in the shortest time possible. The programme team works very closely with local authorities who have exceedances across England to develop and implement NO2 reduction plans. | £289.00 | £151.50 | -48% | The budget variance exceeds 5%. The NO2 programme is supporting Local Authorities to develop and implement measures to address NO2 roadside exceedances. Funding has been provided to Local Authorities to deliver the necessary reductions to tackle NO2 over the lifetime of the project. Due to COVID-19 there have been delays to local authority spending, resulting in an underspend. | £880.00 | The projects Baseline Whole Life Cost is £880.00m. This is primarily due to the following factors: Programme costs relate to the development of NO2 reduction plans by local authorities who have exceedances, implementation of NO2 reduction plans, project costs for the central Clean Air Zone service, and modelling, monitoring and evaluation. |
| 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 financial year 19/20-Q2, the 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. | 01/05/2015 | 31/03/2026 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/04/2012 | 31/03/2020 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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 | 01/04/2016 | 31/03/2020 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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 | 31/12/2015 | 31/03/2020 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/04/2017 | 31/03/2023 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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. | 01/10/2016 | 31/05/2020 | Compared to financial year 19/20-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 financial year 19/20-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 financial year 19/20-Q2, the 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 | 01/04/2019 | 31/03/2022 | Compared to financial year 19/20-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 financial year 19/20-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. | 20/05/2020 | 30/09/2024 | 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. | 11/01/2017 | 31/12/2024 | 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. | 01/04/2013 | 31/03/2023 | 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. | 01/03/2019 | 31/03/2023 | 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. | 01/05/2020 | 01/09/2023 | 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 |
| DCMS_0009_1516-Q4 | 700 MHz Clearance Programme | DCMS | Infrastructure and Construction | The objective of the programme is to clear the 700 MHz radio spectrum so that it can be used for new, more advanced mobile broadband services. The programme consists of the following projects: 1) Infrastructure programme to clear the spectrum - comprising implementing a new transmission frequency plan for Digital Terrestrial Television (DTT) broadcasting, building or modifying broadcast masts and antennas, including over 80 main transmitters, and administering the payment of grants to deliver this infrastructure work. 2) Programme Making Special Events (PMSE) - putting in place alternative spectrum for the PMSE community and delivering a Help Scheme for current PMSE users impacted by the Programme. 3) Viewer Support - communicating to DTT viewers if they need to retune their TV equipment, and providing support to affected viewers that may need to repoint or replace their aerials. | Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Green to Green. This is primarily due to the following factors: The 700 MHz Spectrum is cleared and viewer support has finished. | 13/01/2015 | 01/01/2022 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 January 2022 . This is primarily due to the following factors: No deviation - the 700 MHz Spectrum is cleared and viewer support has finished. | £69.90 | £32.20 | -54% | The budget variance exceeds 5%. There have been savings across all of the main delivery areas of the project (Infrastructure; Performance Equipment; and Viewer Support). Further savings have been realised from costs budgeted for co-existence which are now planned to be included in the terms of the spectrum sale. Additional costs forecast to cover for potential delays caused by the impact of COVID have now been stripped out. | £595.00 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £595.00m. This is primarily due to the following factors: No change in whole life costs, the 700 MHz Spectrum is cleared, viewer support has finished. |
| DCMS_0008_1516-Q4 | Blythe House Programme | DCMS | Infrastructure and Construction | The objectives of the Blythe House Programme are to ensure that: 1) Blythe House is put to its most efficient and effective use in order to deliver maximum value for money 2) The Blythe House museums are able to care for their collections in the most efficient and effective way | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber/Green to Amber. This is primarily due to the following factors: The DCA has increased from Amber/Green to Amber since the last ARMP as a direct result of the COVID-19 pandemic, which has impacted on both the delivery schedule and programme cost. Schedules were affected by site closures, and on re-opening, the need to operate in a COVID-secure manner, which reduced productivity in terms of construction and in preparing the national museum collections for their move from Blythe House. Additional costs were also incurred as a result of the pandemic. DCMS is working with the museums to assess the impact on schedule but remains confident that the programme aims of protecting the museum collections and maximising the sale of Blythe House can be met. | 01/04/2015 | 31/03/2023 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2023 . This is primarily due to the following factors: The three museum construction projects and the decant from Blythe House were affected by limited site closures and reduced productivity because of the need to operate in a COVID-secure manner, however, work continued on all sites throughout the second lockdown period. The Science Museum Group's Building ONE is now nearing completion and will start to receive objects being moved from Blythe House from June 2021. Each project has undertaken re-programming of activities, and DCMS is working with the museums to assess the eventual impact of the pandemic on baselined milestones towards the disposal of Blythe House. | £50.06 | £58.90 | 18% | The budget variance exceeds 5%. The variance does not represent a change in overall programme spend, but reflects the management of grant in aid drawdown from year to year. The in-year forecast spend represents anticipated expenditure on the Blythe House project, while the baseline represents what is being drawn down in grant in aid funding. There is an arrangement whereby the museums can draw down the grant in aid funding for non-Blythe House project expenditure, and 'repay' it to the project in future years. | £215.19 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £210.24m to £215.19m. This is primarily due to the following factors: The increase in the programme's Whole Life Cost derives from an approved increase in the Victoria & Albert Museum's project cost, which will be funded by Non-Government sources. |
| DCMS_0011_1718-Q3 | 5G Testbeds & Trials | DCMS | Infrastructure and Construction | The 5G Testbeds and Trials Programme is the Government's nationally coordinated programme of investment in 5G. The Programme looks to harness areas where the UK has a competitive advantage - such as in scientific research, engineering talent and our rich variety of technology businesses. The Programme is exploring the benefits and challenges of deploying 5G technologies. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Amber/Green. This is primarily due to the following factors: All 5GTT projects are now up and running, with all competitions concluded; currently 18 of the live projects reporting an A/G RAG status.- The Programme remains on track to deliver by March 2022, although risks around key roles/activities required to close the Programme in a control manner have been outlined and mitigations are being pursued, as identified in the latest IPA Gateway 0 Review. The IPA Gateway 0(B) Review of February 2021 awarded a DCA rating of Amber, giving positive feedback on progress to date and recommendations for continuing positive progress made within DCMS/across government. The Programme has completed recommendations made in the July 2019 report. Recommendations from the February 2021 report have been gathered and assigned action owners, with positive progress being made to address. | 28/02/2017 | 31/03/2022 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 March 2021 to 31 March 2022 . This is primarily due to the following factors: The Programme was granted an extension, and is scheduled to close 31 March 2022. The Programme currently remains on track to deliver and complete all projects by this date. However, it has been identified that the Programme would benefit from an extension of a further year to allow for a longer window for benefits to be realised. The team has also outlined key roles required to carry out post-project closure activities to ensure the Programme closes in a successful, controlled manner in the six month period following Programme closure if an extension were not permitted. | £44.40 | £40.30 | -9% | The budget variance exceeds 5%. Resource expenditure for 2020/21 was £5.8m against £5.9m budget (99% utilisation). Capital Expenditure on 5G was £33.9m against £38.5m budget. HMT requested 5G budget should also cover expenditure on Cell Broadcasting, which was £11.9 for 20/21. Cell Broadcasting expenditure was covered by a mix of 5G underspend and underspend secured elsewhere within DCMS. | £232.75 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £232.75m. This is primarily due to the following factors: To date, the programme has spent combined RES-del and CAP-del £107m. |
| DCMS_0010_1718-Q3 | Local Full Fibre Networks | DCMS | Infrastructure and Construction | The Local Full Fibre Networks Programme (LFFN) is a pilot to stimulate greater commercial investment to deliver faster and more reliable connectivity by providing fibre broadband to public sector buildings; finding new and innovative ways to re-purpose existing network infrastructure and offering an SME-focused grant through a supplier-led voucher. Greater availability of these networks will enable businesses and individuals to access the gigabit-capable connectivity that they need both now and for the future, as well as facilitating the deployment of 5G. Benefits include stimulation of the broadband market, and better infrastructure and improvements in the overall network. There are also wider economic benefits including business productivity and growth in jobs. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Red to Amber. This is primarily due to the following factors: Since HMT approval was granted to extend beyond March 2021, LFFN has been rated 'Amber', from 'Red'. It continues to be 'Amber' because 10 out of 40 projects were delivered by the end of March 2021. . All Wave 1 projects have delivered the BDUK funded elements of their projects. . 16 out of 17 Wave 2 projects have passed Checkpoint C. . 20 out of 20 Wave 3 projects have passed Checkpoint C. | 01/04/2017 | 31/12/2021 | Compared to financial year 19/20-Q2, the project's end-date increased from 01 December 2021 to 31 December 2021 . This is primarily due to the following factors: HMT approval has been given to extend the programme to December 2021. All projects are planned to be completed within this schedule. | £106.70 | £99.92 | -6% | The budget variance exceeds 5%. The forecasts for 2020-21 and 2021-2 are based on the current delivery profile; likely to be affected by COVID-19. The slippage allowance is 75% of Q4 claims that have been rated a high risk of not being claimed for slipping into 2021-22. | £302.30 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 321.10m to £302.30m. This is primarily due to the following factors: Since the last quarter the capital forecast has been reduced as a result of projects needing to descope sites. The voucher forecast has been reduced as cancellations have increased. |
| DCMS_0012_1819-Q2 | Birmingham 2022 Commonwealth Games | DCMS | Infrastructure and Construction | The 2022 Commonwealth Games will be held in Birmingham, from 28 July to 8 August. Birmingham 2022 will showcase Birmingham, the West Midlands and the entire country to the rest of the world as a destination for international trade, education, and world class sport and tourism. The Games will deliver a fully integrated and inclusive para-sport programme. The Government is providing a substantial part of the overall funding and will want to ensure successful delivery, on time and within budget. The Games will be delivered in 2022 amongst a year of notable major events for the UK - including the Queen's Platinum Jubilee. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber. This is primarily due to the following factors: Delivery of the 2022 Commonwealth Games has continued on track, despite a significantly challenging programme and project delivery landscape - with considerable uncertainty and turbulence generated via the Covid--19 pandemic. An IPA Project Assessment Review conducted in Q4 2019-20 concluded positively that Games planning is 'on schedule' with programme finances in a 'strong position' and subsequently the Delivery Confidence Assessment for the programme increased from an Amber/Red to an Amber rating. Looking ahead into 2021-2022, the programme will continue to navigate notable challenges within the Covid-19 recovery landscape, adjusting planning and building in suitable flexibilities into operational planning as the recovery landscape develops and as further policy implications begin to manifest for delivery of major sports events and the return of physical spectator audiences ahead of Summer 2022. DCMS continues to look forward to delivering the event safely and successfully as a key part of a series of celebratory events in 2022, including the Queen's Platinum Jubilee. | 21/12/2017 | 31/03/2023 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2023 . This is primarily due to the following factors: Delivery of the 2022 Commonwealth Games has continued on track, despite a significantly challenging landscape both domestically and internationally with the Covid-19 pandemic. Significant delivery milestones for the Commonwealth Games have been achieved throughout the last financial year, including the publication of a Commonwealth Games Legacy and Benefits plan, launch of the Games Mascot and Royal Assent was given for the Birmingham Commonwealth Games Act. Significant progress has also continued to be seen on the critical capital project and infrastructure sites for the Games, with the implementation of enhanced Covid-19 health and safety provisions on these sites to protect workers and to support delivery continuity throughout the pandemic. The Games are still on track to be delivered in the Summer of 2022, DCMS continues to look forward to delivering the event safely and successfully as a key part of a series of celebratory events in 2022, including the Queen's Platinum Jubilee. | £111.81 | £87.16 | -22% | The budget variance exceeds 5%. The original baseline budget of £111.81m reduced in year to a revised budget of £84.7m due to changes to the expected profile of spend. In particular this related to the capital projects, which revised their milestone projects to deliver more in 2021/22 than originally envisaged, resulting in a budget reduction for 2020/21 to £84.7m. The latest forecast of £81m (based on Feb 21 information) will result in a £3.7m underspend which equates to a 4.4% underspend against the revised budget, which is below the 5% variance required. Please note the £87.16m forecast above excludes income. | £886.90 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £886.89m to £886.90m. This is primarily due to the following factors: Spend across the programme remains on track, within budget and forecasts. |
| DCMS_0013_1819-Q3 | 4th National Lottery Licence Competition | DCMS | Government Transformation and Service Delivery | The 4th National Lottery Licence Competition Programme is responsible for ensuring the continuation of the National Lottery on the expiry of the current 3rd Licence in July 2023. This involves designing a new licence fit for the future and selecting an operator via a competitive application process who is able to continue to develop the National Lottery as a public asset in order to maximise the returns to good causes whilst also ensuring the highest standards of propriety and player protection. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The overall programme lifecycle delivery confidence was rated as AMBER by the Infrastructure and Projects Authority at the Gate 2 review undertaken at the end of July 2020, given the longer-term impact of COVID-19 on applicants and the overall risk profile of the Programme. The programme is confident that it will be in a position to improve the current IPA Amber rating within quarter 1 (21/22). The improvement will be demonstrated by agreeing the final timing for approval of the Full Business Case and the expected continuation of a high number and strength of applicants remaining active within the competition. | 16/11/2018 | 01/02/2024 | Compared to financial year 19/20-Q2, the project's end-date increased from 01 August 2023 to 01 February 2024 . This is primarily due to the following factors: The programme end date has moved from 1 Aug 23 to 1 Feb 24 in response to delays caused by Covid19. Potential applicants raised concerns about assembling application teams and preparing their applications during the lockdown restrictions so to ensure applicants didn't withdraw from the competition and to maintain a strong competitive field of applicants a six month extension to the programme was agreed. In order to delay the start of the 4th Licence by 6 months, it has been necessary to extend the existing 3rd Lottery licence by six months so there is no interruption to the National Lottery. | £16.35 | £15.03 | -8% | The budget variance exceeds 5%. The yearly costs are lower than expected because of the deferment of competition evaluation costs to the following year as well as cost savings made on professional services to support the programme as more activity was able to be undertaken in house. The competition evaluation costs were deferred because the initial engagement from applicants to the Invitation to Apply for the 4th Licence was much higher than expected resulting in additional time being required for them to submit their phase 1 applications which in turn pushed the evaluation period and costs into the following financial year. Although this has caused a slight delay, the level of engagement from applicants indicates a strong competition which should generate highly competitive applications. | £91.92 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £64.34m to £91.92m. This is primarily due to the following factors: The increase in whole life costs is due to two main factors. Firstly, a more thorough and robust competition with far greater engagement with the market and potential applicants which has resulted in a strong and highly competitive competition. Secondly, the costs have also increased because of the six month extension to the programme in response to the delays caused by Covid19. |
| DCMS_0014_1920-Q2 | Rural Gigabit Connectivity Programme | DCMS | Infrastructure and Construction | The Rural Gigabit Connectivity Programme (RGC) is testing innovative approaches to deploying full fibre in the most difficult to reach areas (initially identified as the "final 10%" of UK premises but subsequently extended to 20%) where the market alone is unlikely to deliver. The programme will establish new full-fibre 'hubs' to rural public buildings and offer vouchers from the Gigabit Broadband Voucher Scheme to stimulate demand from community groups and attract investment in eligible rural areas. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Red to Amber/Green. This is primarily due to the following factors: The programme has delivered its overarching learning objective which has informed the UK Gigabit programme, as well as generating contracted hubs and issued vouchers. This has been at a slower rate than projected, but has now provided the UK Gigabit programme with a significant pipeline for delivery within the Final 20%. The target for sites delivered by end 20/21 was revised down to 457 early in Q3 20/21, to reflect delivery progress in the contracts. The latest out-turn forecast for 20/21 is 266-302. The remaining contracted sites are forecast to be completed in 21/22. The hub site projects initiated in Q4 20/21 should be successfully contracted in Q1-Q2 21/22 and will form the first year of hub delivery under the UK Gigabit Programme. | 01/05/2019 | 01/05/2021 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 01 May 2021 . This is primarily due to the following factors: In Q4 20/21 three projects completed BDUK Assurance to a point where they were ready to contract and deliver in 21/22: Highlands and NHS Scotland (Phase 2's), and North of Tyne. Also in Q4 20/21, two further projects completed BDUK Assurance to a point where they are now ready to procure, they will then be ready to contract in early 21/22. | £38.50 | £29.80 | -23% | The budget variance exceeds 5%. RGC uses two methods to increase fibre infrastructure and takeup: connecting public buildings to act as hubs and rural connection vouchers. The capital reduction is mainly due to reduced vouchers connections spend forecast where the impact of the change in accounting recognition point was difficult to forecast. | £75.90 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost decreased from 212.80m to £75.90m. This is primarily due to the following factors: The Budgeted Whole Life Costs reduction is largely due to a change in the cost recognition point for vouchers and more time taken to identify the right projects and estates for hubs, which slightly changed the profile of the pipeline. This was exacerbated by the effect of COVID and the prioritisation by suppliers on maintenance rather than new infrastructure. The change in the cost recognition point for vouchers was necessary due to a change in treatment advice received from the NAO with the result that voucher connections delivered in 2021/22 will form part of the UK Gigabit Programme and can be accommodated within that programme's budget given that the premises concerned are in the UK final 20%. |
| DCMS_0017_2021-Q2 | Festival UK 2022 | DCMS | Government Transformation and Service Delivery | Festival UK* 2022 is a major UK-wide festival of creativity and innovation, which will feature ten major public engagement projects designed to reach millions, bring people together and showcase the UK's creativity globally. The Festival, backed by £120 million of funding will be a showcase of UK British science, technology, engineering, arts and maths and the ten teams selected to take part will help to develop world-class talent and highlight the very best of British creativity and innovation. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The Festival UK* 2022 programme was subject to an Assurance Review in February 2021. The review gave a Delivery Confidence Assessment of Amber. The Festival UK* 2022 programme has taken 30 teams through the initial Research and Development (R&D) Phase and chosen the final 10 teams that have been agreed directly with the Prime Minister. The next steps are for the 10 teams to further develop their events ahead of a Festival branding and launch event in the Autumn. | 01/08/2018 | 31/03/2023 | The project end-date is 31 March 2023. This is primarily due to the following factors: Festival UK* 2022 will take place in 2022. Since its inception the programme has met all milestones and remained on budget | £10.07 | £10.07 | 0% | The budget variance is less than or equal to 5%. | £120.00 | The projects Baseline Whole Life Cost is £120.00m. This is primarily due to the following factors: The programme is funded with £120 million of new government investment delivered in partnership with the home nations. |
| DCMS_0018_2021-Q3 | Natural History Museum at Harwell | DCMS | Infrastructure and Construction | The £182m DCMS-funded NHM@Harwell programme will create a Science and Digitisation centre to advance global scientific knowledge and the scientific, cultural and wider objectives of the UK Government by transforming the NHM collections' physical environment and improving physical and digital research access to the collections and their associated data. This will enable the Museum to secure and digitise its growing collections for increased research use throughout this century and into the next, providing a springboard for partnerships, and employing and developing new technologies. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Our Amber Infrastructure Project Authority's Delivery Confidence Assessment rating is primarily due to the programme being under IPA monitoring. As recommended by the IPA we are making programme budgeting a key focus of our first formal review and have scheduled it in early summer to enable recommendations to be acted on ahead of the outline business case submission. The NHM@Harwell Programme team are also drawing up a shortlist of projects and programmes we would like to benchmark against to improve cost certainty as recommended by IPA. Further to this we have explored our key programme risks, including some related to budget, with DCMS experts and the Natural History Museum's Infrastructure Committee and are planning a formal 'deep dive' review of programme risks with IPA and DCMS. NHM@Harwell are also in ongoing discussions with the DCMS to develop a Memorandum of Understanding with HM Treasury on end year flexibility to ensure effective joint work to manage the programme budget. | 15/05/2019 | 30/12/2026 | The project end-date is 30 December 2026. This is primarily due to the following factors: The programme is still working to the schedule agreed in the Strategic Outline Case+, with the decision on what collections move to Harwell expected this summer, Royal Institute of British Architects stage 3 of the build programme planned to begin in autumn, and construction commencing in 2023. The scope to bring forward the start date of construction has recently been explored and, following modelling of the knock on consequences for budget and timeline, a decision to retain the current timeline has been taken. This will be kept under review as the Natural History Museum are keen to maximise opportunities to accelerate the build programme where feasible. | £1.54 | £1.42 | -8% | The budget variance exceeds 5%. Reduction in spend due to underspend in the capital expenditure, slightly offset by an increase in revenue expenditure. Primarily this is driven by delays in the build profile expenditure. This does not reflect a change in the overall programme spend. The memorandum of understanding relating to end year flexibility that the programme are seeking from HM Treasury would would assist in managing future variance. | £181.76 | The projects Baseline Whole Life Cost is £181.76m. This is primarily due to the following factors: Full Budgeted Costs unchanged since previous iteration. Fully funded by DCMS. |
| DCMS_0019_2021-Q4 | UK Gigabit Programme | DCMS | Infrastructure and Construction | The UK Gigabit Programme (Project Gigabit) will deliver subsidised gigabit-capable broadband to hard to reach areas of the UK that would otherwise have been left behind by broadband network providers in their commercial rollout plans. There will be local, regional and cross-regional contracts available for broadband network providers of all sizes to bid for, managed through close working relationships with local authorities and the devolved administrations. This approach will be complemented by vouchers, hubs, gigabit-capable Superfast contracts and barrier busting measures to improve pace and flexibility of delivery. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: This is the first GMPP submission for UK Gigabit programme and therefore it is not possible to include a change in DCA since the last report. The current DCA is 'Amber/Red', reflecting the risk of suppliers not being able to deliver at the pace required. | 01/04/2021 | 31/12/2030 | The project end-date is 31 December 2030. This is primarily due to the following factors: There is no deviation to the schedule. | £15.24 | £14.10 | -7% | The budget variance exceeds 5%. The variance in 20/21 is driven by changes to BDUK's target operating model which impacted on implementation, including changes to recruitment profiling during 2020/21. This also pushed back timescales and spend for implementing bespoke IT systems. | £5,035.24 | The projects Baseline Whole Life Cost is £5035.24m. This is primarily due to the following factors: This is the first GMPP for the UKGP, and the programme is not yet in delivery so we have recorded no capital spend on this programme yet. However forecasted costs from previous business cases have been used to illustrate the expected cost of this programme, the overall lifetime costs are expected to be £5bn. |
| MHCLG_0001_1920-Q3 | Grenfell Site and Programme | MHCLG | Infrastructure and Construction | Delivering the vision of the community-led Grenfell Tower Memorial Commission for a fitting memorial for the bereaved, survivors and Grenfell community, recognising the Grenfell Tower fire tragedy and honouring those who lost their lives. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The DCA rating was Amber due to the following factors: - A decision on the future of the Tower is due to be taken by the Secretary of State in the summer of 2021. - Technical evidence about the Tower will be published and shared with bereaved, survivors and the community from May 2021 prior to a decision on the future of the Tower by the Secretary of State. - Engagement and decision making about the Tower should align with the principles set out in the Written Ministerial Statement laid in Parliament in November 2018, otherwise there is a risk to successfully delivering the vision of the Grenfell Tower Memorial Commission for a fitting memorial for bereaved, survivors and the community. | 15/07/2019 | 30/04/2026 | The project end-date is 30 April 2026. This is primarily due to the following factors: - Delays to the procurement of a new principal contractor for safety works required to the Tower, as a decision was taken by the Secretary of State to undertake an open market procurement for the safety works, rather than use a procurement framework. - The Grenfell Tower Memorial Commission will determine the scope of their report in 2021 and this may impact the programme's schedule. | £28.30 | £20.83 | -26% | The budget variance exceeds 5%. - RDEL: The programme has worked hard to replace contractors and consultants with civil servants which has resulted in value for money savings. Due to Covid-19, in person community events have not happened as planned and virtual events have been organised instead which have been significantly cheaper. This has meant that the RDEL cost has been lower than the full cost and budget expected at the start of the period. - CDEL: Delays to the procurement of a new principal contractor and subsequent safety work has meant that the CDEL cost is lower than the full cost and budget expected at the start of the period. | £171.41 | The projects Baseline Whole Life Cost is £171.41m. This is primarily due to the following factors: - The programme's budgeted whole life costs include the costs needed to deliver the responsibilities associated with ownership of the site until the land is prepared for future use determined by the Grenfell Tower Memorial Commission. - HMT approved Full Business Case 1 to cover the costs need to carry out the final stage of the essential safety works, including phase 3 propping. This work is projected to conclude in May 2022. - A subsequent business case will be needed to cover further costs in preparing the site for future use, assumed to be a memorial. Most of these costs will occur beyond June 2022. - The programme has increased the costs of the programme due to additional responsibility for work previously carried out by the Grenfell Recovery team. |
| MHCLG_0002_1920-Q4 | Building Safety Programme ACM Remediation | MHCLG | Infrastructure and Construction | To ensure remediation of unsafe ACM cladding from high rise residential buildings so that residents are safe in their own homes in the long term. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: The department continues to prioritise ACM remediation. Despite the global pandemic and national lockdowns, the team worked closely with industry developing safe operating procedures and getting 90% of buildings to have completed remediation or have work underway by the end of 2020. Remediation advisors have developed interventions and continue intensive work supporting buildings to remediate by the end of 2021. As set out in the April 2021 data release (data to end of March), of the 469 identified buildings in the ACM remediation project: -92% (431) of all identified buildings in England had either completed or started remediation work (95% of buildings identified by December 2019) -358 buildings have had all unsafe ACM cladding removed -247 have fully completed remediation -Of the 38 buildings yet to start, 9 are vacant, therefore do not represent a risk to resident safety, and 15 additional buildings were identified since 31 December 2019 | 15/06/2017 | 30/06/2022 | The project end-date is 30 June 2022. This is primarily due to the following factors: The programme's key objectives have been for remediation on all high-rise residential buildings with unsafe ACM cladding to start works by the end of 2020, and to complete works by end 2021. 90% of buildings in the programme started works in 2020, and the main factors driving buildings failing to meet this target were buildings with unsafe ACM cladding being identified late and a lack of applicant capability. The Department continues to provide technical support to help buildings to complete their works by 2021 but support for some complex cases is likely to continue into 2022. | £170.40 | £96.73 | -43% | The budget variance exceeds 5%. Due to issues such as technical complications with certain projects they delayed starting until 2021/2022 and therefore there was an underspend in 2020/2021 as money was not spent at the rate expected. | £589.30 | The projects Baseline Whole Life Cost is £589.30m. This is primarily due to the following factors: The overall whole of life costs of the project has been reduced as the expenditure for 20/21 was lower than expected at the start of the year |
| MHCLG_0003_2021-Q2 | Building Safety Programme - Non ACM Remediation | MHCLG | Infrastructure and Construction | Building Safety Fund (BSF) for the remediation of unsafe non-ACM Cladding Systems (England only) on buildings of 18m or more, in height. For the purposes of the fund, we are allowing a tolerance of 30cm to this measurement so any building with appropriate evidence that their building measures 17.7m or above will be eligible to proceed to application stage. The fund is targeted at removing the financial barriers to increase the pace of remediation, supporting leaseholders facing significant costs in both the private and social sector. For leaseholders living in buildings owned by providers in the social sector, including those in shared ownership properties, funding is to meet the provider's costs which would otherwise have been borne by leaseholders; or where providers financial viability is threatened by the cost of remediation. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The BSF was announced March-2020 and quickly established to support non-ACM remediation. Almost 3,000 buildings registered interest and as in the April data-release (data to 31/03/21), there are 668 registrations that have had eligibility confirmed, where applications are progressing with delivery-partners. The majority of applications not yet accepted or determined are held up due to building owners not submitting sufficient information to proceed with their claims, despite numerous contacts requesting this information. Additionally, 132 social-sector cases are seeking funding for costs that would otherwise fall to leaseholders Original BSF deadlines required applications by December-2020 and projects on-site by March-2021, however feedback from applicants and leaseholders showed many buildings were at early-stages of identifying types of cladding materials and planning necessary works, deadlines were extended by six-months £319.2m had been allocated to 31/03/21, including £77.7m of pre-tender support. On 10/02/21 an additional £3.5bn was announced to further non-ACM Remediation | 11/03/2020 | 31/03/2023 | The project end-date is 31 March 2023. This is primarily due to the following factors: With the existing Building Safety Fund deadlines, all projects are expected to start in this financial year, if they have not done so already. We would therefore expect all remediation works to complete by 2022/2023 | £387.03 | £136.80 | -65% | The budget variance exceeds 5%. The costs this financial year are lower than expected, mainly due to the fund deadlines changing. These projects are now due to start in 2021/2022. | £1,026.03 | The projects Baseline Whole Life Cost is £1026.03m. This is primarily due to the following factors: The baseline whole life cost is based on £1bn fund spread over 3 years with circa £26m of costs to support delivery of the fund. The Secretary of State has committed to a further £3.5bn of funding to support the removal of unsafe non-ACM Remediation, the detail of which is being developed. |
| MHCLG_0004_2021-Q4 | Housing Infrastructure Fund | MHCLG | Infrastructure and Construction | The Housing Infrastructure Fund supports the government's ambition to increase housebuilding to 300,000 per year by the mid-2020s, by providing up-front infrastructure to drive housing delivery. HIF will provide local authorities with £4.37bn of infrastructure funding to unlock 326,000 homes in all regions of England. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: IPA carried out a Gate 0 review in November 2020, and gave HIF an amber delivery confidence rating, which is what would be expected for a programme of this size and complexity. HIF's migration on to the Government Major Projects Portfolio will provide additional IPA oversight and resources to support the programme. | 30/12/2016 | 31/03/2028 | The project end-date is 31 March 2028. This is primarily due to the following factors: HIF is on schedule and due for completion in 2028. HIF has completed the contracting stage and is moving into the delivery stage which will be complete by 2024 for the majority of the projects. | £270.30 | £238.20 | -12% | The budget variance exceeds 5%. CDEL drawn down during FY20/21 was £32m less than the Supplementary Estimate. This is primarily as a consequence of challenges faced by local authorities and their delivery partners during the C-19 pandemic. | £4,361.56 | The projects Baseline Whole Life Cost is £4361.56m. This is primarily due to the following factors: The Whole Life Cost is as set out as £4.37 Billion. Quarter 4 20/21 is the HIF programme's first quarterly report for GMPP. |
| MHCLG_0005_2021-Q4 | UK Holocaust Memorial & Learning Centre Programme | MHCLG | Infrastructure and Construction | To build a striking new memorial to the Holocaust in Victoria Tower Gardens in Westminster to honour the six million Jewish men, women and children that were murdered during the Holocaust, as well as other victims of Nazi persecution. A Learning Centre to be located with the memorial to explore the British relationship to the Holocaust including the role of the British Parliament, other institutions and wider society. | Exempt under Section 35 of the Freedom of Information Act 2000 (formulation of government policy) | Exempt under Section 35 of the Freedom of Information Act 2000 (formulation of government policy) | 27/01/2015 | Exempt under Section 35 of the Freedom of Information Act 2000 (formulation of government policy) | Exempt under Section 35 of the Freedom of Information Act 2000 (formulation of government policy) | £9.46 | £3.60 | Exempt under Section 35 of the Freedom of Information Act 2000 (formulation of government policy) | Exempt under Section 35 of the Freedom of Information Act 2000 (formulation of government policy) | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. | Exempt under Section 43 of the Freedom of Information Act 2000 (Commercial Interests) - Commercial interests. |
| HO_0016_1213-Q1 | Emergency Services Mobile Communications Programme (ESMCP) | HO | Infrastructure and Construction | Emergency Services Mobile Communications Programme (ESMCP) is a cross government programme to deliver the new Emergency Services Network (ESN) critical communications system; replacing the current technology Airwave. ESN will transform emergency services' communications, by moving away from the largely 'voice only' proprietary and legacy Airwave radio system to a new combined voice and data service that leverages off-the-shelf technology and reuses commercial mobile telephone networks. Enhancements exist to prioritise emergency service calls above regular commercial traffic on the mobile network. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The Amber/Red rating reflects that the Full Business Case (FBC) is being collaboratively re-worked with Senior Users in readiness for approval in summer 2021. In conjunction with the revision of the FBC, a priority focus is engagement with suppliers to ensure the delivery plan meets user requirements. The new full-time Senior Responsible Owner (SRO) is working with the programme to gain support with Senior Stakeholders and amongst the user communities. User engagement continues with a full engagement plan developed to increase user confidence. | 01/06/2011 | 19/11/2024 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 December 2022 to 19 November 2024 . This is primarily due to the following factors: A programme re-plan is underway and the programme is updating its FBC in conjunction with the service users for consideration and approval in summer 2021. A key aspect of this will be ensuring that the rollout schedule is technically deliverable, acceptable to service users and delivers value for money at an acceptable level of risk. | £876.93 | £876.93 | 0% | The budget variance is less than or equal to 5%. | £11,198.84 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £9521.92m to £11198.84m. This is primarily due to the following factors: Programme re-plan underway in accordance with the revision of the FBC which has seen costs increase. Reporting of the Whole Life Costs will take place once the revised FBC has been approved. |
| HO_0029_1314-Q4 | Immigration Platform Technologies (IPT) | HO | ICT | The Immigration Platform Technologies (IPT) Programme is delivering the technology and information systems to support the immigration service through delivery of three integrated modern technology services that are cheaper to operate than those they replace. IPT will achieve operational efficiencies, optimise use of data and provide a more modern and streamlined customer journey. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber/red. This is primarily due to the following factors: The programme's delivery plan was impacted by Covid-19 delaying roll-out and adoption; the complexity of the requirements, solution and business change for the final cross-Borders Immigration Citizenship Services solutions/services to be delivered. The challenges faced in delivering the data and Management Information elements of the programme were also underestimated; drawing on 14 months' worth of experience of delivering these elements, the programme plan has been reviewed and revised, resulting in a longer delivery timeframe. | 01/04/2013 | 29/10/2021 | Compared to financial year 19/20-Q2, the project's end-date increased from 30 September 2020 to 29 October 2021 . This is primarily due to the following factors: The Programme end date has been delayed primarily due to Brexit and Covid-19. Both Brexit and Covid caused operational areas to need to prioritise other operational activities. Brexit added scope to the wider immigration portfolio impacting on IPT and Covid deferred demand which delayed beta activity across a range of services, slowing the progress of roll out. There has also been unforeseen complexity during the development stages which has led to the build phases being longer than previously planned. In addition new priorities and emerging demand have arisen across the Home Office placing additional demands on the programme team. | £28.30 | £37.58 | 33% | The budget variance exceeds 5%. COVID significantly impacted the programme's plans for the year. In particular, planned public betas had to be cancelled and re-scheduled to later dates requiring delivery resources to be retained for longer. In addition to Covid-19 a number of issues have impacted the programme including: Transition complexity for the programmes cross-Home Office release; Extensions of the Private and Public Betas durations owing to the volume and cadence of cases processed by the operational teams; Change requests to the Minimum Viable Product arising from changes to the operational business and new Ministerial commitments such as British Nationals Overseas or Health Visas. | £337.25 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £304.95m to £337.25m. This is primarily due to the following factors: Covid-19 has impacted planned betas, with the majority postponed until operational teams could re-engage. This caused an elongation of the programme timelines and required retaining resources for longer. Further, BREXIT took key stakeholders away from the programme for periods of time (and also introduced change freezes) which caused delay. |
| HO_0031_1415-Q1 | Digital Services at the Border (DSAB) | HO | ICT | To deliver digital services that will provide systems capable of transforming the way that Border Force (BF) and its partners operate. | Amber | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber. This is primarily due to the following factors: DSaB is making good progress and on schedule to complete by 31 March 2022; the new digital checking system went live on 20 November 2020 and is live at 15 of the 56 air, maritime and Juxtaposed ports in scope (including 4 of the UK's busiest airports). Work to end reliance on legacy systems by 31 March 2022 is on schedule; detailed planning is complete. A joint exit plan with the supplier of the legacy system is under review. | 12/02/2014 | 31/03/2022 | Compared to financial year 19/20-Q2, the project's end-date increased from 31 March 2019 to 31 March 2022 . This is primarily due to the following factors: Factors that prevented delivery within the original business case period ending March 2019 included: The UK's decision to leave the European Union (EU), increased ambition for Intelligence and Targeting; and changes to data classification. These factors culminated in the need to reset the programme in 2019; defining the scope more clearly, enhancing governance and reinforcing leadership. Since reset the programme has remained on schedule and within budget tolerances. | £87.74 | £84.78 | -3% | The budget variance is less than or equal to 5%. | £596.00 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £452.10m to £596.00m. This is primarily due to the following factors: The 19/20 financial year was used to initiate a programme "reset", resulting in the development of a new business case that included programme delivery costs to 21/22 plus eight further years of sustainment and live run costs. The revised business case was approved in the later part of 19/20 hence the cost increases were not shown in the 19/20 return based on Q2 data. |
| HO_0033_1415-Q3 | Home Office Biometrics (HOB) Programme | HO | ICT | Home Office wide convergence programme for biometrics within Government, covering border security, law enforcement and intelligence. | Amber/red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber to Amber/red. This is primarily due to the following factors: Over the last year the programme has made good progress on key deliverables, including the delivery of new capabilities, the decommissioning of legacy systems and the transition to new suppliers. However, delivery of the Matcher Project continues to be challenging and ongoing delays to testing activity and data migration may impact timelines and the programme's ability to achieve the projected closure date of March 2022. | 01/04/2014 | 31/03/2022 | Compared to financial year 19/20-Q2, the project's end-date increased from 30 September 2021 to 31 March 2022 . This is primarily due to the following factors: As part of the HOB Programme Business Case, approval was given to extend the end date of the programme from September 2021 to March 2022 to manage the now later and staged delivery of Strategic Matcher capabilities. | £90.60 | £90.60 | 0% | The budget variance is less than or equal to 5%. | £1,006.27 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £869.70m to £1006.27m. This is primarily due to the following factors: The WLC's have increased from the 2019/20 Q2 position as a result of additions to scope, additional funding requirements and the extension of the programme end date. |
| HO_0036_1617-Q2 | National Law Enforcement Data Programme (NLEDP) | HO | ICT | The National Law Enforcement Data Programme (NLEDP) is delivering an enhanced Law Enforcement Data Service (LEDS) that will be at the heart of protecting the public for years to come. | Red | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating increased from Amber/Red to Red. This is primarily due to the following factors: The programme went into a reset following the outcome of an independent review in December 2020 which laid out that the programme faced multiple challenges and constraints in the way it had been delivering, and that if it continued, the programme would not be able to deliver the LEDS capability that is urgently required by policing. The programme is coming out of reset at the end of July 2021. The three main risks to the programme are force engagement and adoption, the strategic platform decision, and the need to ensure two-way replication of data. To mitigate the risk of delayed delivery, the programme is considering options to ensure the continued operation of the current Police National Computer system beyond 2025. | 01/04/2014 | 31/03/2023 | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2023 . This is primarily due to the following factors: The programme is currently undergoing a reset and a revised programme end date will be agreed once this process has been concluded. The current focus is on delivering the property product as a proof of concept for subsequent products delivery. | £86.55 | £75.02 | -13% | The budget variance exceeds 5%. The presented baseline is from the approved 2019 business case and there has been significant change in the Programme since then. During the reset headcount on the programme has been reduced to ensure value for money and mitigate any nugatory costs. As a result the 2020/21 costs have reduced. | £631.09 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £469.40m to £631.09m. This is primarily due to the following factors: Programme Whole Life Costs will be updated as part of the programme reset. |
| HO_0039_1920-Q4 | Future Border and Immigration System Programme | HO | Government Transformation and Service Delivery | The UK exited the European Union on 31 January 2020. From 1 January 2021 free movement ended and was replaced by a new points based immigration system. The Future Border and Immigration System (FBIS) will enable the UK to take back control of our border; it will simplify, enable and digitise our systems to put customers at the heart of a firmer, fairer and easier to navigate border and immigration system. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Programme confidence was assessed as Amber/Red in January 2021 by the Infrastructure and Projects Authority (IPA) assessment with a clear set of recommendations to move to an Amber rating by the end of the summer 2021. Work is underway to address these recommendations on scope, the development of the business case, articulating benefits, updating the Senior Responsible Owner (SRO) letters to reflect how the programme has moved on, dependencies and resources. The programme is now working to a new baselined delivery plan and resource plan and intends to publish a Strategy Statement setting out the scope in detail. | 01/04/2018 | 31/03/2025 | The project end-date is 31 March 2025. This is primarily due to the following factors: The programme successfully delivered the Points Based System last year before the end of freedom of movement on 31 December 2020. The programmes plans going forward are set out in a strategy statement which includes the key upcoming deliverables for 2021/22 and the vision for the border and immigration system to the end of 2024. This combines the programmes commitment to delivering a strong customer experience through a simplified, streamlined, user-centric system with how we will improve control by knowing who is coming in the UK and leaving, whilst increasing compliance. | £177.50 | £149.65 | -16% | The budget variance exceeds 5%. Underspends are largely a result of reduced demand resulting from COVID-19 restrictions. This has meant less case working has been required on cases; and less communication activity taking place. | £3,344.55 | The projects Baseline Whole Life Cost is £3344.55m. This is primarily due to the following factors: Costs are for the development and implementation of the United Kingdom's Future Border and Immigration System; as well as the running costs for the additional demand as a result of the new system. The baseline Whole Life Costs provided here have been created by bringing together material from different business cases. 2020/21 baselines have been derived from the Outline Business Case (OBC) approved by Treasury in March 2020 (with an adjustment made of £15.5m underspend due to reduced demand). Baselines from 2021/22 and beyond have been taken from a departmentally approved Programme Business Case produced in Autumn 2020. |
| HO_0040_1920-Q4 | Suspicious Activity Reports (SARS) Reform | HO | Government Transformation and Service Delivery | The Economic Crime Plan (ECP), jointly published by HMT and UK Finance in July 2019, includes commitments to SARs reform, recognising the regime as the cornerstone of our whole response to economic crime. Through a "whole system" approach to economic crime, SARs Reform Programme is addressing 3 out of the 52 actions in the ECP to enable higher levels of detection, prevention, and enforcement (nationally and internationally): . Action 30: SARs IT transformation and a design for the SARs regime target operating model. . Action 31: Greater feedback and engagement on SARs. . Action 32: Ensuring the confidentiality of SARs. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The SARs Reform Programme is currently at Amber status to reflect the complexities and risks associated with the delivery of the programme, these include the multi-year funding required to ensure that delivery can be continued to agreed plan and scope. The programme has an improving direction of travel as, despite the challenges and some delays it is seeing delivery of benefits, the Full Business Case (FBC) indicates an improved Benefits to Costs Ratio compared to the Outline Business Case (OBC). | 17/12/2018 | 02/04/2024 | The project end-date is 02 April 2024. This is primarily due to the following factors: The programme remains on schedule to deliver its outcomes and benefits within the programme life time as indicated above. | £15.08 | £14.81 | -2% | The budget variance is less than or equal to 5%. | £120.42 | The projects Baseline Whole Life Cost is £120.42m. This is primarily due to the following factors: The programme's Whole Life Costs are outlined within the Full Business Case (FBC), increasing from the estimates of £120m presented in the Outline Business Case (OBC), primarily due to the improved definition of scope coupled with certainty and reduction in the planning and cost estimates in all areas. These costs, for a 10 year period from FY2020/21 to FY2029/30 will cover the delivery of the National Crime Agency (NCA) SARs IT Transformation, associated Business Change Management and future development and improvement, uplift of United Kingdom Financial Intelligence Unit (UKFIU) and Regional Organised Crime Units (ROCU) resources and the Programme Delivery team. |
| HO_0041_2021-Q3 | Police Uplift Programme | HO | Government Transformation and Service Delivery | Supporting the 43 police forces across England and Wales in the recruitment of an additional 20,000 police officers by March 2023. This is done through a collaborative approach through national infrastructure that has been established between the Home Office, the National Police Chiefs' Council, and the College of Policing. | Amber/Green | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/Green.This is primarily due to the following factors: As a result of their hard work and commitment, police forces in England and Wales have met the first target of 6,000 additional officers by March 2021 ahead of schedule. Published data shows that 6,620 additional police officers have been recruited into Uplift as of 31 December 2020, which is ahead of the 31 March milestone of 6,000. All forces are expected to meet their allocations for year 1 of Uplift by 31 March 2021. The Police Settlement for 2020/2021 confirmed funding for the recruitment of officers and the programme in year 2, where a further 6,000 officers will be recruited. The final year of allocations will be confirmed as part of the Spending Review in 2021 and the Police Settlement for 2022/23. | 29/07/2019 | 31/03/2024 | The project end-date is 31 March 2024. This is primarily due to the following factors: The government's commitment to recruit an additional 20,000 police officers is proceeding as scheduled, as shown through the Home Office quarterly published statistics. The programme will continue to monitor recruitment across policing in England and Wales for the remainder of the programme. | £750.00 | £750.00 | 0% | The budget variance is less than or equal to 5%. | £1,259.50 | The projects Baseline Whole Life Cost is £1259.50m. This is primarily due to the following factors: In 2020/21 (year 1) to support the recruitment of the first 6,000 officers, £750m was provided at the Police Settlement for the Uplift, with £700m for Police and Crime Commissioners (PCCs), with the remaining £50m used to fund national priorities to deliver the uplift, including the Police Uplift Programme itself. That funding has continued into 2021/22 (year 2) as part of the baseline for policing: with PCCs provided a further £415m for their recruitment, £8m will be added to the existing Counter-Terrorism policing grant, and City of London Police will receive £2m for the fraud element, to recruit the next 6,000 officers. The remaining costs for the programme, including the final additional 8,000 officers, will be provided as part of the Spending Review 2021. |
| HO_0042_2021-Q3 | Cerberus | HO | Government Transformation and Service Delivery | Border Force is making a transformative change to its analytics and targeting capabilities, better securing the border with improved operational outcomes, driving operational efficiencies, and therefore achieving considerable cashable savings through the decommissioning of expensive legacy systems. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: Delivery is progressing largely as planned using an agile methodology and to date has delivered a live capability that is in operational use, albeit in a limited capacity. The programme is carrying some resource, governance and technical delivery risks but this is unlikely to affect key deliverables or lead to a significant increase in cost. In fact, action being taken to address these issues are likely to mitigate future risk and potentially provide opportunities for cost savings. As a result some anticipated benefit realisation in 2021/22 is likely to be slowed and move into 2022/23 but the programme are not predicting an impact on the long-term benefits. | 01/10/2019 | 01/04/2024 | The project end-date is 01 April 2024. This is primarily due to the following factors: The programme is on track to be completed by the end of 2023/24. The timeline allows for the incremental delivery of data sets and targeting modes along with the underlying capabilities. This incremental approach to delivery allows for a steady and manageable change process which boosts feedback at each stage. This feedback can be thoroughly explored, and the agile working of the project means that changes required can be added into delivery plans. In addition, the timeline and sequencing of activities has been arranged to allow for the changes in technology and ways of working to land effectively and for the resulting capabilities to be fully leveraged. | £28.50 | £28.50 | 0% | The budget variance is less than or equal to 5%. | £172.10 | The projects Baseline Whole Life Cost is £172.10m. This is primarily due to the following factors: Baseline WLC: Key factors that led to Cerberus project to set its Q4 2020/21 Baseline Whole life Cost are: External HMRC data source funding External industry data source funding Fixing data quality issues with providers Big Match and Entity Search may be insufficient to meet the requirements of the project requiring an additional technology Need to invest in business change resource to cover deficiency in change management Decommissioning- Semaphore run cost vstride cost Training development cost FTS user licence cost |
| HO_0043_2021-Q4 | Future Suppliers Services | HO | Government Transformation and Service Delivery | Future Supplier Services (FSS) aim is to re-procure UK Visas and Immigration's (UKVI) UK and overseas front-end customer services to primarily provide biometric information to support their visa application and, in certain circumstances attend interviews. These services are currently outsourced under the Front-End Services UK and Next Generation of Outsourced Visas contracts and the project will look to procure equivalent services to maintain visa services; while maximising value and efficiency, which is a critical enabler for building and sustaining the UK's growth and prosperity. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: The Amber/Red rating reflects the lack of any contingency in the plan to award new contracts. Work is underway to produce the requirement schedules for the commercial tender, however time for mobilisation and transition is also tight, this will be tested during the tender process. In addition, there is a lack of certainty on key dependency commitments from the Future Borders and Immigration (FBIS) Programme who are currently working through their detailed planning for 2021/22 and beyond. | 12/12/2019 | 01/05/2024 | The project end-date is 01 May 2024. This is primarily due to the following factors: FSS proposes to procure broadly equivalent services with flexibility to implement transformational changes envisaged as part of the Future Borders and Immigration System (FBIS) programme. A more digitally focused vision for visa applications is expected in the timeframe, enabled by remote biometric capture, which will fundamentally change the nature of front-end services. The front-end services contracts within the scope of this business case are therefore transitional in nature but designed to support the establishment of this digital vision. | £1.20 | £1.20 | 0% | The budget variance is less than or equal to 5%. | £927.50 | The projects Baseline Whole Life Cost is £927.50m. This is primarily due to the following factors: The prorgamme anticipate a whole life spend of £927.50m for the new contracts. There is no option available to extend the current contracts at the same cost, and all three available options under consideration are more expensive than the current contract and funding. The preferred option we anticipate will be approved and is the cheapest of the three options considered. |
| HO_0044_2021-Q4 | HMPO Transformation | HO | Government Transformation and Service Delivery | The Her Majesty's Passport Office (HMPO) Transformation Programme aims to modernise the passport business by digitising the end to end process and by automating much of the application assessment work. This will provide Her Majesty's Passport Office cashable savings and improve the customer experience. | Amber/red | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber/red.This is primarily due to the following factors: Whilst HMPO is confident it will achieve the programme objectives, the Amber/Red rating reflects the Covid situation along with budget pressure and commercial risks, meaning that there is limited flexibility for slippage for achieving these objectives within the required timescales. | 01/04/2016 | 31/03/2022 | The project end-date is 31 March 2022. This is primarily due to the following factors: A number of scope changes and delays relating to covid, means that to finish the Transformation Programme an additional 18 months of work was required. Therefore the Business Case has been updated and this has been approved internally by the Home Office. | £49.28 | £49.28 | 0% | The budget variance is less than or equal to 5%. | £230.77 | The projects Baseline Whole Life Cost is £230.77m. This is primarily due to the following factors: The majority of the spend is on the development of digital solutions and the re-procurement and realignment of key outsourced business processes. |
| BIS_0015_1516-Q1 | Local Land Charges (LLC) Programme | HMLR | Government Transformation and Service Delivery | Deliver a single Local Land Charges (LLC) Service for England and Wales, to provide a national resilient service with consistency of customer experience and fees. | Amber/Green | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber to Amber/Green. This is primarily due to the following factors: The Programme delivered all of it's Business Case objectives for FY20/21. The operating model to scale up delivery is in place. This includes scaling up capability and capacity of the internal delivery team, aswell as concluding procurement to appoint new data and digitisation suppliers. The Engagement Strategy is proving successful with local authorities signing up for migration to the new service, enabling us to deliver the ambitious 4 year data migration timeframe. The Welsh Government has approved legislation to be part of the new service. The Programme doubled the number of local authorities migrated to the register, putting Covid contingency measures in place and adapting to new ways of working with stakeholders. | 01/03/2014 | 31/03/2027 | Compared to financial year 19/20-Q2, the project's end-date increased from 17 November 2023 to 31 March 2027 . This is primarily due to the following factors: The Programme has met all of it's objectives as defined in the current Business Case and has now agreed am ambitious but 4 year delivery plan with HM Treasury, which will bring the Programme end back back to 2025. | £32.50 | £7.39 | -77% | The budget variance exceeds 5%. The forecast spend has been less than predicted due to the ongoing impact of the Covid19 pandemic. Spend with external suppliers has also been lower due to extended procurement timelines whilst requirements were defined, resulting in data migration work being completed in-house to date. | £193.30 | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost remained at £193.30m. This is primarily due to the following factors: Whole life costs will be updated in line with our new Programme Business Case, currently going through the approvals process. |
| HMT_0004_2021-Q2 | NS&I Rainbow | HMT | Government Transformation and Service Delivery | The Programme has three key aims to; . Measurably reduce the costs of running the business; . Become a self-service digital business with support for the vulnerable and excluded; and . Deliver more nimbly, reduce risk and enhance scalability. | Amber | The Infrastructure Project Authority's Delivery Confidence Assessment rating is Amber.This is primarily due to the following factors: The SRO Delivery Confidence Assessment (DCA) rating at Q4 2021 (31st March 2021) was Amber, due primarily to the following factors; -The Programme has recently received approval to proceed into the Delivery Phase and is currently mobilising against a re-baselined Programme schedule. -The acquisition of key resources required to commence Programme and Project activities is underway and expect to increase. | 03/06/2019 | 31/07/2024 | The project end-date is 31 July 2024. This is primarily due to the following factors: The schedule baseline Programme end date at Q4 (31st March 2021) is 31 July 2024, has not changed since the Programme reported, due primarily to the following reasons; -The Programme has recently received approval to proceed into the Delivery Phase and has carried out a Programme schedule re-baselining exercise which concluded that there was no impact on the end Programme delivery date following changes to the approval date. Sub-Programme milestones were able to accommodate the delays as per the teams ability to maintain key deliverable activity outputs. -While the exercise was underway continued to work to deliver key Programme deliverables in line with the baseline plan with the available Programme resources. | £0.00 | £0.00 | Cannot calculate variance percentage as baseline is zero | The GMPP project did not provide data | £1,158.35 | The projects Baseline Whole Life Cost is £1158.35m. This is primarily due to the following factors: The baseline Whole Life Cost at Q4 2021 (31st March) is £1158.35m. The baseline Whole Life Costs covers the period up to 2031. |