Transparency data
DHSC 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 |
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| DHSC_0068_2021-Q4 | AI Labs | DHSC | Government Transformation and Service Delivery | The NHS AI Lab was set up as a research and development focused programme to accelerate the adoption of AI in health and social care. Aiming towards the UK becoming a world leader for the development of technologies to improve people's health and wellbeing, delivering the most impactful technology to support our health and care system. | Not set | Amber | Compared to financial year 22/23-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Substantial progress has been made against the recommendations of the latest Assurance Action Plan Review._x000D_ - The latest business case addendum has now had internal approval._x000D_ - Benefits Realisation work has progressed significantly._x000D_ - work to define the future AI function beyond the programme lifecycle and a BAU Operating model has been developed and is under review by senior leadership. _x000D_ - Commercial management of contracts has been brought in-house _x000D_ - Risks associated with staff churn are being mitigated through the extension of current FTC/Secondment staff contracts and interim recruitment activities. | 2020-07-01 | 2024-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-03-31. This is primarily due to the following factors. The current baseline end-date remains unchanged. However a business case is undergoing approvals to support a 12-month extension to complete delivery and evaluation work. | 28 | 28 | 0 | The budget variance is inferior or equal to 5%. | 160 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 160m. This is primarily due to the following factors. The baseline Whole Life Costs has been reduced due to Departmental funding re-prioritisation (Spending Review). | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. AI Lab Evaluation work, which will incorporate Benefits Realisation work, will commence in QI 24/25 and has a completion date of 31 March 2025. |
| DHSC_0253_2324-Q1 | Data for Research and Development (R&D) | DHSC | Government Transformation and Service Delivery | The Programme's vision is to by 2025, have a world leading NHS-wide health data research infrastructure that enhances patient care, sustains the NHS and supports innovation, while benefiting the economy through attracting life sciences to work in the UK | 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 financial year concluded with a successful Assurance of Action Plan (AAP) Review leading to Amber status. This is primarily due to increased resourcing, executive sponsorship, formalised Path to Green Plan and improved capacity to engage external stakeholders. | 2022-01-01 | 2025-03-31 | The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. No deviation from planned schedule | 78.3 | 78.75 | 1 | The budget variance is inferior or equal to 5%. | 191 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 191m. This is primarily due to the following factors. The Programme's budget reduction from Programme Business Case level has resulted in a re-prioritisation exercise. NHS Research SDE Network is the largest area of spend. | 1485 | The project's departmental-agree monetised benefits at 23/24-Q4 is 1485m. The Data for R&D Programme will primarily delivery benefits through the research and innovation which will be made possible or improved with the infrastructure. These are benefits to patients, NHS and clinical trials through the mix of cash-releasing, non-cash releasing and societal benefits._x000D_ January 2024: Benefits reprofiled based on delivery of the Programme to date, raising total benefits to 1.6m. _x000D_ . The creation of the multi-modal genomics dataset, which exceeds what was anticipated when the benefits were reduced (September 2022: Funding reallocated leading to an 1.4m reduction)_x000D_ . The above-target clinical trial recruitment activity._x000D_ . The high volume of investment into UK life sciences over the last 12 months._x000D_ . Benefits from income generation from the SDE Network (in 22/23 & 23/24 only for now). Additional benefit is expected after March 2024 following the creation of a single operating model._x000D_ . No substantial revisions have been made to the national or sub-national SDE profiles. |
| DHSC_0069_2021-Q4 | Digital Transformation of Screening_old | DHSC | Government Transformation and Service Delivery | The Digital Transformation of Screening Programme (DToS), covers work required to design, develop and deliver new shared screening services and supporting digital products and assisted digital support, and the associated change delivery. _x000D_ _x000D_ Our vision aims to implement key recommendations in Professor Sir Mike Richards 2019 review which set out the need to improve IT systems to support the safe and effective delivery of screening services. | Not set | Red | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The programme continues to report Red although significant progress has been made, transitioning the programme into its delivery phase. The initial Statement of Work with the screening delivery partner was approved and has begun. From the end of January 2024, teams have been onboarding and teams are now fully mobilised._x000D_ _x000D_ _x000D_ Over the coming months the following actions are planned to further improve the RAG rating:_x000D_ -Confirmation of 2024/25 budget for the programme_x000D_ -Development of the Release 0 detailed delivery plan completed and pilot locations agreed_x000D_ -Design and build of CaaS Integration Service to transition the cohorting service for Breast Screening and Diabetic Eye Screening_x000D_ -Plan and scope outlined to utilise Breast Screening Select to support DToS Releases_x000D_ -Continue to monitor the progress of SoW approvals and push for prompt sign off at each stage | 2022-04-01 | 2033-03-30 | The project's end-date at 23/24-Q4 is 2033-03-30. This is primarily due to the following factors. The project's end-date at 23/24-Q4 is schedule to finish on 30-MAR-2033. This is the date of the programme lifetime, the programme is a 10 year planned programme to deliver digital transformation to other screening services, not just the Breast and Diabetic eye that is mentioned in the current reporting. As per the options discussed in the current PBC there is remaining services that will benefit from Digital Transformation, AAA, Bowel, Lung, Grail, AN + NB, Cervical) and prioritisation of these will take place in further options appraisals in the following PBC's that will be presented to HMT | 31.2 | 7.72 | -75 | The budget variance exceeds 5%. This is primarily due to the following factors. The budget variance exceeds 5%. This is primarily due to the delay in onboarding of external suppliers costs have been pushed into following years. However, Costs are now refined to reflect actual year end position for the year after bringing in IBM back on board in Jan 24. _x000D_ The main increase since last submission in M09 is due to continuation of Cohorting as a Service Live Services recharge for Cohort Manager running from FY24/25-FY25/26 (2m)_x000D_ There maybe a further tweak over the next 2 months to March 24 as we continue to finalise spending. | 113 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 113m. This is primarily due to the following factors. Baseline whole life costs remain in line with the latest approved business case | 610 | The project's departmental-agree monetised benefits at 23/24-Q4 is 610m. The project departmental-agree Benefits at 23/24-Q4 is 0. This is primarily due to NHS England has been slower than envisaged in the business case to start the project. |
| DHSC_0096_2122-Q4 | Digitising Social Care | DHSC | Government Transformation and Service Delivery | The Digitising Social Care Programme has the objective of 80% of adult social care providers, and 80% of people receiving adult social care services, having a digital social care record by March 2025 - rebaselined from March 2024. The programme is also supporting the testing of other types of care technologies that can improve the quality, safety and efficiency of care delivery to build a clearer evidence base for their benefits. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. 63% of CQC registered adult social care providers have a digital social care record - covering 70% of people receiving adult social care services (as of Feb 24). This is an uplift of more than 20 percentage points on the baselined position reported in December 2021. There are 7 assured digital social care record solutions who are fully compliant with the effective standards - this is subject to change as new standards are introduced and new suppliers become compliant. The programme is considering how it can maximise the support it provided to adult social care providers in its final year. | 2021-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. The programme objectives are scheduled for completion in March 2025 - with a further year scheduled for programme closure activities. 63% of CQC registered adult social care providers have a digital social care record - covering 70% of people receiving adult social care services (as of Feb 24). This programme objective remains ambitious - and the programme will be refining its programme forecasts over the coming quarter when systems submit their baselined plans. | 160.72 | 150.62 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. Spend in previous years has been within a 5% variance. This spend has been reviewed as part of the National Audit Office report into Adult Social Care Reform. Forecasted spend in this financial year has been less than baselined - with a forecasted underspend of 10m driven by funding fewer than anticipated care technology projects and slower than anticipated progress scaling digital social care records in some geographic areas. | 598 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 2698m. to 598m. This is primarily due to the following factors. These forecast totals include the whole life costs to the wider system associated with the adoption of care technologies. This includes the costs associated with implementation - such as dual running, releasing staff time for training and the time spent converting paper records to digital records. These costs also include the license and hardware costs for ten years which is beyond the lifecycle of the programme. These costs are reflected in our programme business case and programme cost model. | 2952 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 12646m. to 2952m. Confidence in the programmes benefits assumption has increased through a combination of system reporting and intensive benefits studies with a cohort of adult social care providers (pre and post implementation). The benefits scale in line with the increase in the adoption of digital social care records. 63% of CQC registered adult social care providers now have a digital social care record (as of Feb 24). |
| DHSC_0041_2122-Q3 | ESR Transformation Programme | DHSC | ICT | The Electronic Staff Record is a single workforce management tool for the NHS offering an "end to end" solution during NHS employment. ESR provides salary payments and other pay related remuneration to 1.8 million employees, circa 5% of the working population in England and Wales. The Programme will define and deliver the future transformation roadmap for the ESR service from Spring 2026 including technology, application and service design. _x000D_ The primary drivers are:_x000D_ - Expiry of the current contract for the provision of ESR in August 2026 (extension from August 2025 - August 2026 to facilitate an appropriate transition window; enabling the safe take on of the existing service by the supplier of the new agreement);_x000D_ - The end of premium support for the Oracle eBS software in 2034;_x000D_ - The need to transform the existing solution to provide a modernised digital service to end users coupled with the accurate and timely provision of workforce data. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(IPA rating). This is primarily due to the following factors. The SRO has accepted the recommendations received as part of the IPA Annual Assurance Review held in February 2024. An action plan has been put in place to address the recommendations as required with updates provided to Programme Board on a monthly basis. | 2020-01-02 | 2031-02-28 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2031-02-28. This is primarily due to the following factors. The main driver for the project end date remains aligned with the need to complete transformation and migration to the new workforce solution across all in-scope organisations before the expiry of the existing legacy product. | 7.13 | 6.46 | -9 | The budget variance exceeds 5%. This is primarily due to the following factors. On 26th February 2024, notification was formally received from the DHSC Investment Team that the OBC Addendum in relation to the incumbent supplier contract extension for the ESR Transformation Programme had been approved by DHSC Investment Committee, Ministers and HMT. Due to previously reported delays, securing an incumbent extension option was progressed as a mitigation to ensure there is an appropriate transition window for the selected supplier to safely take on the running of the existing service. Following the OBC addendum approval, the baseline and forecast figures have been reprofiled. A minimal underspend is forecast, with Q4 figures in the process of being finalised. | 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. | 3373 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 3449m. to 3373m. Both cash releasing and non-cash releasing benefits are realised by user organisations and are broadly related to user experience, interoperability, and data insights. These are incremental benefits on top of the established benefits from the existing ESR service solution. |
| DHSC_0252_2324-Q1 | Federated Data Platform | DHSC | Government Transformation and Service Delivery | The NHS Federated Data Platform (FDP) is software that will sit across NHS trusts and integrated care systems enabling NHS organisations to bring together operational data - currently stored in separate systems - to support staff to access the information they need in one safe and secure environment. | 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. NHS England is pleased with progress made to date with the Federated Data Platform Programme. To date, the programme has been delivered to time and within budget. We look forward to the benefits that will be realised for patients through adoption of the platform over the coming years, and believe that work to date has provided solid foundation for the programme. _x000D_ _x000D_ The benefits delivered through the pilot programmes are significant and demonstrate the true potential of the FDP and the impact that this technology will have for patients and NHS staff. | 2022-04-01 | 2032-03-31 | The project's end-date at 23/24-Q4 is 2032-03-31. This is primarily due to the following factors. The FDP Programme is currently delivering to plan. _x000D_ A full business case was approved in November 2023. _x000D_ The Federated Data Platform and Associated Services (FDP-AS) contract was awarded 22 November. The Privacy Enhancing Technology (PET) contract was awarded on 22 November. The first users were onboarded to the platform on 21 March for two National products. The programme is focused on preparations for local organisations to join the FDP, and transition of further products. | 122.3 | 100.9 | -17 | The budget variance exceeds 5%. This is primarily due to the following factors. The FDP programme receieved FBC approval in November 2023, therefore anticipated 2023/24 costs and benefits were reduced. The Variance is due tounderspend on both programme team and operational costs resulting from delayed FBC approval resulting in a delay to programme delivery plans and associated contractual costs. | 1042 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1042m. This is primarily due to the following factors. The OBC recommended to procure a central Software as a Service (SaaS) platform with ICS linkages. The whole life budget includes licences and cloud costs for the software and support. Costs for internal staffing to reflect work that would be undertaken in developing and deploying the platform, its use case implementation, and delivery that would happen at greater pace. The Federated Data Platform will dock into existing ICS infrastructure where possible, according to the different integration patterns (which are based on system maturity and capability). | 777 | The project's departmental-agree monetised benefits at 23/24-Q4 is 777m. The benefits figure outlined is an economic estimate of the total benefits the FDP programme will achieve over the life time of the project; these are cash and non-cash releasing to the NHS as well as wider societal benefits. The FDP programme will for example deliver the following benefits:_x000D_ . An increase in the utilisation of operating theatres, meaning more procedures can be carried out each year and patients should have a shorter waiting time for their procedures_x000D_ . A reduction in unnecessary delay days for patients awaiting discharge from hospital_x000D_ . A reduction in the costs of reporting and IT for Trusts and ICSs |
| DHSC_0071_2122-Q1 | Frontline Digitisation | DHSC | ICT | Our vision is a digitally-enabled health and care system, where the health service and its users have the digital services and access to the data they need to effectively manage and improve health and wellbeing._x000D_ The Frontline Digitisation programme is supporting this vision by levelling up ICSs and providers to a baseline level of digital capability, set out in our Digital Capability Framework, which enables frontline clinical and operational staff to make the best use of digital technology to deliver care efficiently, effectively and safely, reducing variations and improving quality and outcomes. The EPR programme is focussed on Coverage, ensuring all trusts have an EPR, Capability, ensuring that trusts with an EPR meet our standard and Convergence, making decisions about coverage and capability with the aim of having fewer more integrated EPRs serving larger populations. | Amber | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red to Amber. This is primarily due to the following factors. Programme delivery confidence is AMBER as agreement has been reached to extend the programme into FY25/26 to enable continued central support for trust EPR implementations in that year. | 2021-04-01 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2025-03-31. This is primarily due to the following factors. A revised business case to reflect the new programme end date of 31 March 2026 is in the process of being approved | 738.5 | 470.8 | -36 | The budget variance exceeds 5%. This is primarily due to the following factors. Costs reflect the approved programme business case. An addendum with a revised funding profile is currently moving through approvals. | 1982 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 1982m. This is primarily due to the following factors. While we await sign off of the addendum, the current forecast WLC remains as set out in the approved case. This will be updated once approval has been reached to reflect the movement of funding into 25/26" | 29814 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 29814m. Benefits will be realised through local projects via FD programme investment. Systems and trusts undertaking these projects will be expected to undertake local 'As Is' and 'To Be' mapping to clearly articulate the expected benefits and the change management steps needed to access and realise those benefits. Investments will only be made when a project is able to demonstrate a robust return on investment with an appropriate Management approach that ensures realisation. Investment will typically occur over the life of the Programme with benefit returns modelled over 10 years. Systems and trusts will be expected to report actual benefits, referenced against forecasts stated within their business case, these returns will be aggregated to produce overall programme benefit returns. |
| DHSC_0067_2021-Q3 | Integrated Single Financial Environment | DHSC | ICT | The objective of the project is to procure and implement the next generation of the NHS England Group Integrated Single Financial Environment (ISFE) and associated financial services. Due to the expiry of the existing service provision contract. The procurement is for a managed service provision which must include a Financial and Accounting system as part of the service._x000D_ The service is for the NHS England Group of organisations which consists of 42 Integrated Care Boards (ICBs) 4 Commissioning Support Units (CSUs), NHS England and a provider organisation. The annual funding for NHS England Group is 170 billion. This funding is managed through the financial and accounting system resulting in payments being made between the NHS England Group to Provider organisation (Trusts & FTs), commercial suppliers, General Practitioners (GPs), Opticians, Dentists, Pharmacists, Public Health, as well as the general running costs of an organisation e.g. payroll payments. | Red | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber(SRO rating) to Red(IPA rating). This is primarily due to the following factors. Following recommendations from a Red Gate 0 report in February 2024, an action plan is under development and the programme is undergoing a re-planning exercise to determine a new go-live date._x000D_ Progress against the action plan will be assessed in an Assurance of Action Plan (AAP) review scheduled for May 2024. | 2018-08-01 | 2024-10-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-10-31. This is primarily due to the following factors. Go-live of the new service will be delayed beyond 1 April 2024,which will impact on project end date. A re-planning exercise is underway to determine new go-live and project end dates. | 9.8 | 7.3 | -26 | The budget variance exceeds 5%. This is primarily due to the following factors. Due to the delay in go live the expected costs related to implementation support resource and milestone payments are lower than budgeted for. However the costs have effectively been deferred to 2024/25. | 218 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 301m. to 218m. This is primarily due to the following factors. Baseline Whole Life Costs have been updated to reflect the 7 year contract period as approved by HMT. Optional extension costs are not included and remain subject to HMT approval. | 37 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 37m. Monetised benefits have been updated to reflect the succesful bid submission. |
| DHSC_0243_2324-Q1 | Moderna Strategic Partnership Programme | DHSC | Government Transformation and Service Delivery | Moderna/UK Strategic Partnership (MSP) is a short-medium term GMPP change programme, with the aim of creating the conditions for success across HM Government in which the 10-year partnership with Moderna can deliver benefits across the UK. This Moderna/UK Strategic Partnership enables: _x000D_ 1) Moderna's build of a UK mRNA manufacturing facility to supply mRNA vaccines _x000D_ 2) managing the UK health ecosystem to enable and maximise Moderna's investment in Research & Development _x000D_ 3) provision of greater vaccine resilience for the UK in the event of a pandemic or UK health emergency. | 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. | 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. | 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. |
| DHSC_0066_2021-Q2 | New Hospital Programme | DHSC | Infrastructure and Construction | In May 2023, the Government confirmed that the New Hospital Programme was expected to be backed by over 20 billion of investment in hospital infrastructure to transform how critical national health infrastructure is delivered . This included a commitment to rebuilding five additional NHS hospitals constructed mostly using Reinforced Autoclaved Aerated Concrete and a future rolling programme of capital investment in hospital infrastructure to secure the building of new hospitals beyond 2030. | Red | Not set | The Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 is Red. This is primarily due to the following factors. The IPA PAR review was held in April 2024, prior to approval of the Programme Business Case, 5 recommendations were issued along with the red Rating. Despite the rating, NHP were supported in proceeding to MPRG, which was held on 30 April 2024, in recognition of the enormous effort from the programme team and the criticality of the programme and the need to maintain delivery momentum. This is a complex programme with a number of external pressures related to it. We recognise and are taking action to address concerns raised and engaging proactively both within the programme and across Government, the stakeholder landscape, supplier base, to identify, build in best practice and embed the broad support for this work. NHP have a further IPA review in July where the delivery confidence rating will be reassessed. | 2021-01-01 | 2030-12-31 | The project's end-date at 23/24-Q4 is 2030-12-31. This is primarily due to the following factors. | 870 | 411 | -53 | The budget variance exceeds 5%. This is primarily due to the following factors. The GMPP project did not provide narrative | 3690 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 3690m. This is primarily due to the following factors. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| DOH_0017_1112-Q1 | PHE Science Hub | DHSC | Infrastructure and Construction | The UKHSA Health Security Campus Programme aims to create the UKs leading science centre of excellence. It will replace the ageing facilities at Porton and Colindale and bring together expertise from world-leading academic and commercial institutions to protect the public's health security and reduce health inequalities. | Red | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Red. This is primarily due to the following factors. The future plans for the Science Hub will be confirmed by Ministers after the election, and funding confirmed in the subsequent Spending Review | 2013-06-28 | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | 0 | 0 | Not set | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule | ARMP adjustments - Project not yet in a position to give cost/schedule |