Transparency data
HMLR Government Major Projects Portfolio Data March 2024
Updated 16 January 2025
Download CSV 4.39 KB
| 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 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| BIS_0015_1516-Q1 | Local Land Charges (LLC) Programme | HMLR | Government Transformation and Service Delivery | The LLC Programme continues to deliver a digital national Local Land Charges Register, with spatial data at it's core. The service covers all of England and Wales, contributing to improving the home buying and selling process, with almost 100 Local Authorities live. _x000D_ _x000D_ The programme has completed a third of the data digitisation and transformation work and is on track to deliver in line with future expectations, which have been refined based on experiences to date. | 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. The programme has completed a third of the data digitisation and transformation work and is on track to deliver in line with future expectations. _x000D_ _x000D_ External supplier related dependencies - both LA software suppliers and Migration Service Delivery Partners - has meant that migration volumes have been lower than planned up to this point. A refreshed Business Case has been drafted ready for submitting to HMT that takes into account a revised, more realistic delivery plan with regards to key incumbent suppliers' historical performance, the complex LA strategy and assumptions on Migration Service Delivery Partners performance, contract renewal and no offshoring decision._x000D_ _x000D_ Recent conversion of agency staff to fixed term appointments has created stability for staff and delivery, with further recruitment planned to bring the programme up to full headcount by Summer 24._x000D_ _x000D_ The Programme has won three awards, including Civil Service "Programme of the Year" award. | 2014-03-01 | 2027-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2027-03-31. This is primarily due to the following factors. The refreshed Business Case seeks to extend the delivery plan into FY 27/28, which takes into account overall programme experience to date. There is a marginal impact on the overall cost envelope in the best case scenario of 14m. | 56.15 | 25.94 | -54 | The budget variance exceeds 5%. This is primarily due to the following factors. This year's forecast spend has been lower than predicted due to delayed spend with external digitisation suppliers, due to it taking them longer to get to grips with the work. Consequently, there has been an underspend due to the movement in forecast for Transition Payments and New Burdens payments to LAs. | 331 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 331m. This is primarily due to the following factors. Whole life costs for our refined delivery plan are in line with the refreshed business case. | 9616 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 9616m. Compared to financial year 22/23Q4, benefits at FY23/24-Q4 remain the same. This is primarily due to the Programme continuing to deliver to schedule although this has been reviewed and updated as part of the refreshed Business Case. |