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Transparency data

DWP 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
DWP_0008_2122-Q2 Building Safety Regulator DWP Government Transformation and Service Delivery The Building Safety Regulator, under One HSE, will lead the regulatory regime to protect people and places in all forms of buildings. The Building Safety Regulator will have three key functions: a) leading the implementation of the new, more stringent regulatory regime for higher risk residential buildings in scope; b) promoting competence among industry professionals and regulators who have key roles in delivering safe, high-performing buildings; c) oversight of the building safety and performance system. 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. Successful delivery and operationalisation of the Building Safety Regulator from April 2024 is certain, with further significant progress made in this quarter to March 2024. In addition to previous critical milestones achieved in the prior quarter, 'Mandatory Occurence Reporting', 'Make a complaint' (as defined in legislation) services were launched, along with registration services for building inspectors and building control bodies in Wales. Operational recruitment improved over the quarter, securing staff required to operate into Q1 2024 and beyond. The final series of services launched between April 4-8th, comprising; Building Assessment Certification for existing buildings, publication of the registers of Buildings Inspectors and building control bodies, regulation of the Building Control profession, aswell as the enabling arrangements for transitional buildings. 2021-03-01 00:00:00 2025-03-31 00:00:00 The project's end-date at 23/24-Q4 is 2025-03-31. This is primarily due to the following factors. Over the last quarter the Programme has delivered on plan to support the secondary legislation programme, launching new regulatory services as expected. The programme has also delivered the people, process and digital requirements to enable the regulator to operate from the final legislative 'coming into force' of April 6th. Scheduled end date of the programme remains March 2025 58.01 46.58 -20 The budget variance exceeds 5%. The bulk of the underspend against baseline is activity related. Building Control Applications have been lower than expected requiring lower than planned effort across the Multi-Disciplinary Teams made up of BSR and partner regulators (Local Authorities, Fire & Rescue Services and specialists) with resulting savings across payroll and third-party costs. Linked expenditure savings across travel, training, recruitment and overhead costs with some delayed communications and Insight activity. Challenging labour market conditions have led to minor delays in filling specialist roles which contributes to lower than planned staff costs - but recruitment is on track and a reserve list of candidates for future tranches of recruitment identified. Capital expenditure was underspent due to lower than planned IT hardware investment and delays to the delivery of capitalised research projects and programme Evaluation activity. 910 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 1023m. to 910m. This is primarily due to the following factors. Whole life costs have reduced as a result of the baseline now reflecting the expenditure figures as per the approved FBC which reflects the BSR target operating model which is based upon revised assumptions to the volume, phasing and delivery of work across BSR and it's partner regulators. Also impacting is the significant reduction in optimism bias from OBC to FBC (RDEL 25% to 10%, CDEL 35% to 10%) reflecting the comparative maturity of the programme which provides for increased confidence in the underlying baseline financial forecast. 3601 The project's departmental-agree monetised benefits at 23/24-Q4 is 3601m.
DWP_0028_1819-Q3 Health Transformation Programme DWP Government Transformation and Service Delivery The Health Transformation Programme is a critical part of the department's disability strategy. It will procure new functional assessment service contracts, modernise our service and be a key enabler for reform proposals detailed in the forthcoming White Paper. The Health Transformation Programme aims to deliver: . A vastly improved claimant experience: including reduced journey times and improved claimant choice in terms of channel to claim. . A more effective and efficient service for the taxpayer: reducing reliance on paper and integrating service delivery, reducing demand for health assessments by triaging. . Greater capability to innovate and deliver change: including White Paper reform. . All devolved benefits in Scotland, including Personal Independence Payment (PIP), are out of scope for the Health Transformation Programme. 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 overall Programme rating is Amber due to the level of complexity and the current level of aggregate risk. 2018-03-28 00:00:00 2029-09-28 00:00:00 The project's end-date at 23/24-Q4 is 2029-09-28. This is primarily due to the following factors. The changed programme end-date reflects the end date of the Functional Assessment Service contracts, which run to this point. Due to delays in the procurement of the new contracts and the need to retain a sufficient implementation period, the start date of the new five-year contracts was delayed from March 2024 to September 2024. 141.88 93.72 -34 The budget variance exceeds 5%. In-year actual variance to baseline results in the main from the fact that the Transformation baseline is still derived from the SOBC. Once the business case refresh has completed its full governance journey (Treasury Approval Point is awaited), it is expected that baselines and forecasts will be more closely aligned, with the variance reducing to -5% -10%, with the main cause being the delay in the FAS procurement. 3165 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 3158m. to 3165m. This is primarily due to the following factors. FAS FBC refresh resulted in relatively minor increase to baselines costs. 5458 The project's departmental-agree monetised benefits at 23/24-Q4 is 5458m.
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. 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 has since been confirmed by an IPA assessment in mid-April 2024, that reviewed Programme delivery confidence against the recommendations made in the two assurance reviews from early 2023. The Amber rating reflects the progress made over the year in a number of key areas including: - delivering a revised baselined delivery plan - strengthening the senior leadership including the appointment of a full-time SRO - improved ways of working with the supplier - more effective governance arrangements - significant progress made against previous assurance review recommendations - progress made in addressing capability gaps These measures have placed the Programme back on a viable footing and equipped it to meet the new single deadline in legislation of October 2026. There remain a number of risks to delivery that are being actively managed and tracked by the Programme Board. 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 18.61 15.88 -15 The budget variance exceeds 5%. In-year spend total for FY 2023/24 has reduced by 2.7m from baseline of 18.61m to the revised forecast of 15.88m. The variance is largely driven by reprofiled activities from current to future years following reset. 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
DWP_0217_2223-Q4 Service Modernisation Programme DWP Government Transformation and Service Delivery The Service Modernisation Programme (SMP) is a bold, cross-cutting transformation programme that supports DWP's policy and delivery aims by: . modernising key products making them digital with a human touch . joining up our services based on customer need, and . creating services that don't stand still by investing in our colleagues to unlock a culture of continuous transformation. By modernising in this way we will deliver better, cost effective services that our customers can rely on. Over 20 million customers rely on our services every day, at some of the most difficult and important times. The Programme will transform 11 service areas end to end whilst implementing improvements across DWP to common service areas such as telephony. Using this work we will create a future design for how we deliver services, bringing organisational change and digital transformation to create modern services fit for the future. 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 Infrastructure Project Authority (IPA) Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to: 1) SMP's ambitious programme can only be confirmed as GREEN as it nears the end of its overarching delivery plan. 2) The rating reflects the medium to longer term outlook for the Programme success against its Programme Business Case (PBC) due to its complexities and dependencies on the wider operating environment. 3) SMP is progressing well and there are good indications that the PBC benefits can be delivered. We agree with the IPA commentary on the Programme Delivery Confidence Assessment. The Programme continues to manage the risks arising from the dependencies around the wider operating environment. These risks are managed in line with government risk management methodology. Successful implementation will enable DWP to operate in a streamlined, optimised, more efficient and effective manner, supported by a culture of continuous improvement and incremental change. Legacy IT systems can be decommissioned once replaced with new Digital systems 2022-04-01 00:00:00 2033-03-31 00:00:00 The project's end-date at 23/24-Q4 is 2033-03-31. This is primarily due to the following factors. Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained on schedule. This is due to the following factors: Over the past 12 months the Programme has delivered to plan and remains on track to realise the benefits documented in its business case. Where there has been some slight variance in key deliverables, the variance has been actively managed and there have been no tolerance breaches to report during financial year 23/24. Our Programme of cultural change across the organisation continues and whilst progressing well we are mindful of the associated risks and complexities in this area. PBC2 for 24/25 funding is due for HMT approval in May 2024. The Programme will then seek further funding for the next SR period to allow us to continue our modernisation aspirations and delivery of further benefits. 98.76 107.4 9 Since the PBC was signed off SMP have transferred costs that were funded elsewhere within the Department to the programme. This is the cause of the variance between Baseline and Forecast._x000D_ _x000D_ The transferred costs include staff costs previously funded via the department's baseline and Digital staff that are deployed on the programme are now recharged. _x000D_ _x000D_ Budgets were transferred into the programme to match this spend._x000D_ _x000D_ During the financial year an additional 17.3m RDEL in 24/25 relating to additional productivity funding was agreed with HMT, which has been allocated to SMP 449 The project's departmental-agree Whole Life Cost at 23/24-Q4 is 449m. This is primarily due to the following factors. The budgeted whole life costs remain the same at 448.7m, as what was approved in May 2023 for the Programmes Business Case. 1026 The project's departmental-agree monetised benefits at 23/24-Q4 is 1026m.
DWP_0042_2122-Q3 Synergy Programme DWP Government Transformation and Service Delivery The Department for Environment, Food and Rural Affairs (DEFRA), Department for Work and Pensions, Home Office (HO) and Ministry of Justice (MOJ) are collaborating together in a cluster to achieve the Government's Shared Services Strategy by transforming shared services to make them smarter, swifter and more streamlined. Synergy is a business transformation programme to replace the current services provided by Shared Services Connected Limited (SSCL) and focusing simplifying and aligning processes, data systems and services, to transform our users' experiences and drive interoperability between departments, resulting in increased productivity and value for money, provided through a single Software as a Service (SaaS) Enterprise Resource Planning (ERP) platform and business process service. The four departments have committed to working as a single cluster with departments responsible for their departmental transformations. 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 Delivery confidence for Syngery remains Amber, reflecting the significant challenge involved in delivering a business transformation change programme to circa 220,000 civil servants across the Department for Work and Pensions, the Ministry of Justice, the Home Office and the Department for Food, Environment and Rural Affairs. IPA Gate 3 review is due in June 2024 and the Programme will respond to any recommendations arising from that and are currently responding to recommendations from GIAA to strenghten the Programme governance which will be key as we move into the delivery stage of the Programme. 2021-04-01 00:00:00 2028-12-29 00:00:00 The project's end-date at 23/24-Q4 is 2028-12-29. This is primarily due to the following factors. The Synergy Programme Full Business Case is on track for HMT approval by July 2024 with SI/ERP procurement on track for contract award once FBC approval is in place. BPS ITT is now been prepared ready for publication. 55.0 39.8 -28 In Financial year 23/24 Synergy expenditure (39.8m), was below the 65m drawdown. This is largely due to timing of expenditure on staffing and consultancy in departments. HMT agreed flexibility to allow the carry forward of 17.6m of the anticipated underspend in 23/24 to support the Full Business Case approval into Q1 of financial year 24/25, through a date only extension._x000D_ The Programme is strengthening its financial management through a resource integrated plan and greater understanding of the cost elements making up the full business case. This will underpin managing expenditure in 2024/25. 2488 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2488m. This is primarily due to the following factors. The programme extends beyond the SR period (2024) that it is funded for. Further funding for the next SR period will need to be agreed with HMT for this cross department transformation programme 1089 The project's departmental-agree monetised benefits at 23/24-Q4 is 1089m.
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 that around 6.5 million households will benefit from Universal Credit. Legislated for in 2012-13, it has now entered delivery phase. 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 overall Delivery Confidence Assessment Rating remains AMBER. The migration of the remaining in scope Legacy claimants commenced as planned from April 2024, whilst achieving the significant milestone of issuing over 500,000 Tax Credit only notifications six weeks early. The latest IPA (Gate 4) review reported an AMBER delivery confidence with work now focussed on delivering against our plan, ensuring claimants are moved safely and securely alongside preparing for the next few months as we quickly start migrating additional legacy benefit groups claimants. 2011-11-17 00:00:00 2025-03-31 00:00:00 The project's end-date at 23/24-Q4 is 31/03/2025. This is primarily due to the following factors. Plan for 2024/25 confirmed and delivery remains on track including successfully commencing the migration of remaining in scope Legacy benefit claimants, as planned, from April 2024. It should be noted that following this reporting period’s conclusion, the Prime Minister announced the acceleration of the Move to UC timeline. The impact of this will be reflected in the 2025/2026 report. 1798.12 1693.3 -6 The budget variance exceeds 5%. Since the UC FBC refresh 23/24 outturn has been impacted by underlying changes to the UC caseload, the policy change of increase in the Administrative Earnings Threshold (AET) to 15 hours and then 18 hours. Additionally changes to the Employment Support Allowance migration timetable, the adoption of a new Move To UC migration cost model and the additional Autumn Statement 22 funding for the increased Targeted Case Review activity has contributed to variance vs the baseline 17305 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 17305m. This is primarily due to the following factors. Policy decisions have led to an increase in operating costs by putting more claimants into full conditionality which is more expensive to run, however, as a consequence benefits of the programme are now over 70bn, more than offsetting any increase in investment costs. 70638 The project's departmental-agree monetised benefits at 23/24-Q4 is 70638m.
DWP_0013_2122-Q2 Workplace Transformation DWP Government Transformation and Service Delivery The Workplace Transformation Programme (WTP) is a 10-year programme focusing on future locations and working practices. Investment will deliver flexible, affordable and inclusive workplaces through a smaller, better and greener estate, delivering efficiencies and enabling genuine modernisation and transformation within DWP. WTP sits alongside a schedule of essential works delivered through our Estates function ensuring our ageing buildings remain safe and functional for claimants and colleagues. This supports the Government's Property Strategy and Places for Growth objectives - making DWP a great place to work. WTP will also invest in our ways of working, changing the way our people use buildings and delivering on the Department's obligations to embed Smarter Working and PAS 3000 standards. WTP requires significant capital investment but delivers significant financial savings as well as wider social benefits each following year, consolidating and improving our workplace with a direct positive impact on customer experience and outcomes. 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 latest IPA RAG rating is Amber. All the recommendations from the last IPA review have been actioned and closure of these were approved by Programme Board. The rating recognises the transformation journey the department is on - with a dependency on other transformation programmes and the department's evolving departmental operating model in terms of understanding the size of the estate, particularly beyond 2030.These are out with the programme's control, although strong relationships have been built with those, including roles within our governance and a delivery plan has been developed to make sure progress in the shorter term can be made. 2020-07-01 00:00:00 2030-03-31 00:00:00 The project's end-date at 23/24-Q4 is 2030-03-31. This is primarily due to the following factors. WTP is a complex Programme with a number of key dependencies including future size and deployment of the workforce and the future operating model. WTP achieved the majority of planned deliverables to 'right size' and improve the quality of the estate in 23/24 actively managing the few where delivery slipped due to external influences. Deliverables achieved included: . closure of selected sites . site investment work to improve building standards . reduce redundant space based on occupancy levels . Feasibility work to inform future investment levels The People Strategy supporting WTP, to 'retain, retrain and redeploy' colleagues was successfully implemented, resulting in lower people exit costs than forecasted with no compulsory redundancies. Four Cabinet Office Places for Growth targets were met or exceeded ahead of 2025 deadlines, including relocating DWP roles from London. WTP are now developing its future plans aligned to the next Spending Review and scheduled lease expiry dates in 2028. 172.83 133.72 -23 The budget variance exceeds 5%. The financial Year 2324 outturn reflects changes since the completion of Programme Business Case 2 (PBC2 May 23), resulting in c39m lower outturn than PBC2. This is mainly due to the impact of changes to latest site delivery plans following feasibility studies and a series of deep dive scrutiny sessions which have informed cost assumptions versus those used in PBC2. Some projects have been aborted whilst there are others that have been included in the latest outturn that were approved after the PBC2 was submitted. _x000D_ The outturn also reflects lower people costs associated with building consolidations and closures. Further variances relate to Programme resources, where recruitment plans were lower than original PBC2. _x000D_ Internal budget allocations were revised to c153m during 23/24 to reflect some of known changes described above. Further movement within the programme has resulted in an underspend against budget of c19m (Budget c153m v Outturn c134m - Var c19m). 830 Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 862m. to 830m. This is primarily due to the following factors. 2223 Q4 whole life baseline was based on Programme Business Case (PBC1) signed off by HMT in March 22 with whole life baseline costs at 862.3m. This has since been revised at Q3 to reflect historic actual costs for FY21/22 and FY22/23 and the approved PBC2 for FY23/24 onwards. The revised whole life baseline costs are 829.79m, a decrease of 33m since PBC1. This is a net cost reduction due to changes in some assumptions from original PBC1. 2969 The project's departmental-agree monetised benefits at 23/24-Q4 is 2969m.