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DCMS Government Major Projects Portfolio Data March 2024

Updated 16 January 2025
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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 three-point scale, Red – Amber – Green; definitions in the IPA Annual Report on Major Projects) SRO Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a three-point scale, Red – Amber – 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 2023/24 (if variance is more than 5%) TOTAL Baseline Whole Life Costs (£m) (including Non-Government Costs) Departmental Narrative on Budgeted Whole Life Costs TOTAL Baseline Benefits (£m) Departmental Narrative on Budgeted Benefits
DCMS_0013_1819-Q3 4th National Lottery Licence Competition DCMS Government Transformation and Service Delivery The 4th National Lottery Competition Programme is responsible for ensuring the continuation of the National Lottery on the current expiry of the current 3rd Licence at the end of January 2024. 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. Not set Amber The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The Infrastructure and Projects Authority (IPA) conducted its Gate 4a review in October 2023 and all recommendations have been addressed by the Programme, As agreed, Gate 4 was split into Part a and Part b with Part b due to take place in Autumn 2024 and focusing on Fully Implemented Commencement. The Programme is also undertaking an ongoing review by the Government Internal Audit Agency and the Programme's DCA rating remains Amber and in March 2024 underwent a DCMS Delivery and Risk Committee Audit. 2018-11-16 2025-02-28 00:00:00 The project's end-date at 23/24-Q4 is 2025-02-28. This is primarily due to the following factors. The Full Implementation Commencement date of 28th February 2025 reflects the main delivery deadline. The GC's 4NL Programme end date is set as May 2025, to ensure closure after FIC. 15.59 12.56 -19.0 The budget variance exceeds 5%. The baseline figures have been revised as per the FBC Addendum v2 due to a reprofiling process. The year in under spend of -3m will be used in contingency. The variance is due to litigation costs reducing due to in house work. Cross charges from the Gambling commission reduced as estimates were replaced by actual figures. 177 Compared to financial year 22/23-Q4, the project's departmental-agreed Whole Life Cost at 23/24-Q4 remained at 177m. 20643 Compared to financial year 22/23-Q4, the project's departmental-agreed monetised benefits at 23/24-Q4 decreased from 22284m. to 20643m. The decrease between 22/23 and 23/24 in monetised benefits noted above is due to revised assumptions over the period to reflect the passage of time, and are set out in the Business Case Addendum v2. Specifically these relate to changes in the prevailing macro-economic environment, leading to a revised assumed baseline figure for the exit point of the preceding 3rd Licence, and updated forecast sales assumptions over the Incoming Licensee's tenure, among other factors.
DCMS_0008_1516-Q4 Blythe House Programme DCMS Infrastructure and Construction The two main 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 Not set Amber The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This is primarily due to the impact of COVID-19 and the delay in the V&A's Practical Completion of the V&A East Storehouse which impacted on the decant timetable. The British Museum and the Science Museum Group completed the move of their collections to their newly constructed storage facilities in 23/24. The V&A is making good progress with its decant to the V&A Storehouse which will be finalised over the Summer. The sale of the Blythe House site is underway. DCMS remains confident that the programme's aims of protecting the museum collections and maximising the sale value of Blythe House will still be met. 2015-04-01 2024-06-28 The project's end-date at 23/24-Q4 is 2024-06-28. This is primarily due to the following factors. The change in end date is due to adding contingency to the V&A's decant schedule to ensure vacation of Blythe House in time for sale completion. 54.28 77.43 43.0 The budget variance exceeds 5%. The in-year variance 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. 240 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 240m. This is primarily due to the following factors: The very small variance is due to rounding off. Also to note the programme WLC remains at 240m with no additional funding as the programme is coming to an end. 915 Compared to financial year 22/23-Q4, the project's departmental-agreed monetised benefits at 23/24-Q4 remained at 915m.
DCMS_0254_2324-Q1 British Museum Energy Centre Programme (ECP) DCMS Infrastructure and Construction Develop a coherent, site-wide approach to infrastructure, powered by a new state of the art energy transition hub. with the objectives to: Reduce carbon emissions To reduce and mitigate critical risks of harm to people, buildings and collection, and of service failure leading to localised or complete closure of the Museum. To enable future phases of the masterplan, e.g. by unlocking planning permission, creating essential space and enabling access. Amber Not set The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The project's IPA DCA rating is Amber. This is primarily due to the following factors: the Full Business Case was not approved by HMT at the time of the rating. Due to the nature of the programme's staged procurement, the main contacts have not yet been tendered. Since the issue of IPA's Amber DCA, the programme has received HMT approval for the Full Business Case. The programme team continue to develop changes in response to the IPA review recommendations from January 2024. 2022-04-01 2029-12-31 The project's end-date at 23/24-Q4 is 2029-12-31. This is primarily due to the following factors: the programme remains on schedule to deliver its objectives by 31 December 2029. Not set Not set Not set The budget variance is inferior or equal to 5%. Flexibility to apply funding temporarily to other projects has been utilised and reported accordingly here. 209 The project's departmental-agree Whole Life Cost at 23/24-Q4 is 209m. This is primarily due to the following factors: the budgeted whole life costs are from the HMT approved Full Business Case. 351 The project's departmental-agree monetised benefits at 23/24-Q4 is 351m.
DCMS_0321_2324-Q3 UEFA EURO 2028 DCMS Government Transformation and Service Delivery On 10 October, UEFA officially announced the UK and Ireland as the hosts of the 2028 men's European Championships. It will be the biggest sporting event the UK and Ireland have jointly hosted. The UEFA European Championships (EUROs) are globally the second largest football tournament. They are held every four years and last fully hosted in the UK (England) in 1996. Amber Not set The Infrastructure and Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. The UK and Ireland were officially announced as the hosts of UEFA EURO 2028 in October 2023. The tournament will be delivered primarily by football partners (UEFA and the five Football Associations), working together with government partners across the UK and Ireland. The programme is now in a transition phase (October 2023 - December 2024), with a focus on putting in place firm foundations for tournament delivery. Successful delivery of the tournament is dependent on a range of public and private partners across the UK and Ireland. Robust governance, programme management and assurance measures are being put in place to coordinate delivery and ensure value for money. The tournament is largely reliant on existing stadium, transport and accommodation infrastructure. The hosting of matches at Casement Park in Northern Ireland is dependent on a separate project led by the Northern Ireland Executive. 2023-10-11 2030-03-31 The project's end-date at 23/24-Q4 is 2030-03-31. This is primarily due to the following factors. EURO 2028 will be delivered in June/July 2028. The evaluation of the programme is expected to conclude by 31 March 2030. Not set Not set Not set Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) Exempt under Section 22 of the Freedom of Information Act 2000 (Information intended for future publication) 2362 The project's departmental-agree monetised benefits at 23/24-Q4 is 2362m.
DCMS_0018_2021-Q3 Natural History Museum Unlocked DCMS Infrastructure and Construction NHM Unlocked is an ambitious programme to secure the future of our irreplaceable collection, accelerate scientific research and innovation, and enhance our public offer. Underpinned by a 201 million government investment, we are looking to: build a sustainable new centre at Thames Valley Science Park, equipped with purpose-built collections storage, laboratories and 160 Museum scientists; relocate 38 million natural history specimens, of which 28 million will be housed in the new centre; and capture digital specimen data for use by partners around the world. The programme will not only enhance the UK's leading role in tackling urgent global challenges, but also unlock the redevelopment of our historic South Kensington site - transforming our public offer and mission to create advocates for the planet. Amber Not set The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. Rating remains at amber. This follows an IPA Gate 0 review in February 2024 which saw the programme given a delivery confidence assessment of amber, noting that work was continuing at pace across the various projects and that there has been significant positive progress since the approval of the Outline Business Case. Following the review, three actions are being implemented ahead of Full Business Case submission over the summer: 1. Modelling the direct and indirect costs of delay in FBC approval and determining optimum timing for FBC submission. 2. Providing a greater emphasis on the more immediate benefits of the programme in the FBC. 3. Developing a critical path and dependencies map for the collections move project, given its complexity and length. 2019-05-15 2031-09-30 The project's end-date at 23/24-Q4 is 2031-09-30. This is primarily due to the following factors. Currently, there is no deviation from the planned schedule. 5.71 6.75 18.0 For 23/24, the forecast is 6.75m against a baseline of 5.71m, amounting to a variance of 18%. This change is as a result of reprofiling of professional fees for the construction of the new centre (which are to be accrued earlier than previously expected). The overspend is partly offset by 300k underspend from previous years. Predicted and known costs between reporting quarters have been updated in line with forecasted/estimated fees to the end of the project. Work is ongoing regarding tenders for non-professional fee elements of the programme, and this information will be updated as tenders are awarded. It was originally believed this would impact mostly future years' predicted costs. However, it has also now impacted the last quarter of 23/24, with the hope this will have cost benefits later on within the project. 228 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 229m. to 228m. This is primarily due to the following factors: As of 23/24 Q4, the total project forecast is 230.12m, amounting to a variance of 0.7%. Forecasts for FY 23/24 have been reviewed in detail for known and probable variances, with subsequent financial years being updated to reflect predicted costs and possible inflation at that time. We are currently forecasting an overspend for 2023/24. This is lower than our agreed 20% flexibility and predominantly due to reprofiling of professional fees related to the construction of the new centre from 24/25. 1698 Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 1985m. to 1698m. This change is due to the benefits being updated after OBC approval to reflect the latest economic analysis conducted for the OBC. The previous £1985m estimate was from the SOC stage in March 2020.
DCMS_0118_2223-Q1 Youth Investment Fund DCMS Infrastructure and Construction We are investing over 300 million to provide youth facilities, including small community youth spaces, youth centres and activity centres in some of the most underprivileged areas across the country. This comprises 288 million capital funding (CDEL) and 80 million revenue funding (RDEL). Our spending objectives are to: - Build/preserve youth facilities that are fit for purpose - Develop environmentally sustainable youth facilities - Drive improvements in youth sector capability - Improve access, participation and short-term wellbeing of young people - Improve the evidence base for the youth sector Amber Not set The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. This is primarily due to YIF’s spend profile and timescales being too compressed to deliver all of its projects. However, to address this we are revising our Full Business Case (FBC) to seek a limited amount of funding beyond this date to support the forecast of a small number of projects extending into 2025/26. Quantifying this is work in progress. 2022-04-01 2025-03-31 The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. The fund's progress has diverged from the original spend profile which was agreed in 2022. This is due to a combination of factors, including that the original spend profile was misaligned with the usual profile of a large capital portfolio, a lack of shovel-ready projects available to bid into the fund at the onset, delays in the planning system, the capacity and capability of some grantees to manage their projects, and the amount of legal diligence needed to assure the projects before construction could commence. The latest FBC applies adjustments to forecasts to learn from the previous experience of managing the fund, allow for risk and inherent optimism, and provide an appropriate level of contingency. This, together with an enhanced level of centrally-provided professional project management support to grantees, and the fact that the vast majority of projects will shortly have started on site, gives significantly greater confidence in the revised timescales. Not set Not set Not set The construction programme is driven by grantees applying for and managing the funding. The budget is under constant review to ensure funding is available in the fiscal year it is required. 310 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 341m. to 310m. This is primarily due to the following factors: The whole life costs are under constant review. With up to 300 individual projects the costs are demand led and monitored by the intermediary grant maker. 4094 Compared to financial year 22/23-Q4, the project's departmental-agreed monetised benefits at 23/24-Q4 decreased from 5318m. to 4094m. The decrease in monetised benefits is due to the programme being able to view a project pipeline of real projects and a £30m net reduction in budget. Prior to this the estimations were based on hypothetical projects and a higher level of investment.