Transparency data
HMRC 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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| HMRC_0015_1617-Q1 | Building Our Future Locations Programme | HMRC | Government Transformation and Service Delivery | HMRC's locations strategy, announced in 2015, is key to enabling a more highly skilled tax and customs authority within a Modern Civil Service. It continues to deliver modern, inclusive and strategically located offices, supporting the Government's Places for Growth Programme by creating opportunities, career paths and enabling vibrant cross government professional communities and in towns and cities across the UK._x000D_ _x000D_ HMRC's new, award winning, offices provide safe, modern and inclusive workspaces with the digital infrastructure enabling improved collaboration, smarter working and a culture where everyone feels valued. HMRC's offices incorporate flexible layouts that will meet future changing demands and priorities. | Not set | Amber | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Green to Amber. This is primarily due to the following factors. The programme successfully completed the first phase of its delivery of Phase One of Government Hubs. It has opened 12 award winning, greener offices enabling smarter working and accommodating 48 government departments. We are continuing to secure long term locations to ensure HMRC retains the required skills, in the right locations while minimising redundancies, loss of knowledge and cost of rehire._x000D_ _x000D_ In 2023/24, we obtained approval and progressed our solutions for Portsmouth, Telford and Dover. Ourremaining projects are at astage where we are still considering options andOutline Business Cases will be produced during the next financial year. | 2016-01-05 | 2031-04-05 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2026-03-31 to 2031-04-05. This is primarily due to the following factors. We are continuing to secure long term locations for HMRC. Taking this into consideration, the current assumption is that the Programme will close in 2030/31. | 225.2 | 232.95 | 3 | The budget variance is inferior or equal to 5%. | 2836 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2836m. This is primarily due to the following factors. Whilst there have been in-year costs variances, the overall cost of the programme remains unchanged. | 74 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 74m. Monetised benefits represent estate running cost savings as a result of exiting legacy estate and moving into new Regional Centres and Specialist sites. |
| HMRC_0292_2324-Q3 | Enterprise Tax Management Platform (ETMP) | HMRC | Government Transformation and Service Delivery | The Enterprise Tax Management Platform (ETMP) Regeneration is a multi-year programme, established to lead HMRC's response to the announced end of mainstream support for the software product that underpins ETMP It's secondary objective is to address key challenges identified with the current platform. The programme will modernise and protect ETMP, the backbone of the HMRC tax accounting and payment capability. It will exploit new technology to enable better performance, improved user experience and innovation of our business processes to reduce cost and increase compliance and revenue._x000D_ The programme will regenerate ETMP, focusing on how the platform can deliver better business value through migration to a modern software product in the long term and through continuous improvement to the functionality of the current platform in the short term. | 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 Amber status is due to the programme not yet having decided on the preferred option for delivery and wider understanding of the migration approach. Alongside this there are capability, capacity and whole cost funding concerns. These concerns are being explored through the department's business planning process for 2024/25. In the meantime, regeneration activity for ETMP has delivered for 2023/24 with plans in place to continue during 2024/25. | 2022-07-29 | 2030-03-31 | The project's end-date at 23/24-Q4 is 2030-03-31. This is primarily due to the following factors. The programme is made up of two elements, addressing the key concerns with the current platform and to determine the preferred option for delivery, as the current provider is ending mainstream support in 2027. Discussion around the preferred option for delivery continue and the outcome will be included in revised plans and it is expected that the programme will complete by 31st March 2030. | 12.51 | 10.47 | -16 | The budget variance exceeds 5%. This is primarily due to the following factors. The variance is due to the underspend in budget driven partly by uncertainties during the year on the strategic approach and supplier capacity issues that restricted the work that could be carried out. | 290 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 290m. This is primarily due to the following factors. The whole lifecycle costs are made of programme development (Information Technology (IT)) costs. Programme paybill and overhead costs for the period 2022/23 to 2029/30. | 55 | The project's departmental-agree monetised benefits at 23/24-Q4 is 55m. Whilst potential benefits have been identified for migration, until the preferred option for delivery has been ascertained, these have yet to be quantified. Priority project benefits identified for 2024/25 are in the process of being ratified. |
| HMRC_0164_2223-Q3 | HMRC Northern Ireland Programme | HMRC | ICT | The Northern Ireland Delivery Programme (NIDP) was established as part of HMRC's 2021 Spending Review settlement to continue delivery of HMRC policy and legislative commitments for Northern Ireland, following the United Kingdom's exit from the European Union. _x000D_ _x000D_ It includes delivery of the changes to HMRC systems to enable HMRC and businesses to operate initially within the terms of the Northern Ireland Protocol, and more recently in 2023, within the terms of the Windsor Framework. | 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. The programme continues to progress delivery of commitments within the Windsor Framework to legislative timelines agreed between UK and EU. The Amber delivery confidence assessment reflect the overall scale and technical complexity of the programme, with risks that are being managed within existing programme and departmental governance. | 2022-04-01 | 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. Substantive progress continues to be made with delivery against the programme strategic outcomes; and our 2024/25 delivery plans are now finalised and are on track. | 216.14 | 203.06 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. The decrease is predominantly due to cost savings following reductions in supplier estimates as projects progress through their delivery life cycle; and delays with onboarding supplier resources, which has meant costs have been incurred later and at a slower rate, than initially forecast. | 498 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 388m. to 498m. This is primarily due to the following factors. The full lifecycle cost increase is predominantly due to a change in how overhead and non-functional costs are apportioned for projects that are making changes to the Customs Declaration Service. It also includes the additional of costs to deliver new scope requirements, since the Windsor Framework was announced in February 2023. There will be further additional costs for 2024/25 that have not yet been baselined. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme is managing changes to customs and indirect tax systems to comply with policy and legislative requirements |
| HMRC_0017_1617-Q2 | Making Tax Digital | HMRC | ICT | "Making Tax Digital aims to support UK businesses and landlords to get their VAT and Income Tax right by mandating them to keep up-to-date business records, using business accounting software that produces the VAT return or Self Assessment update to HMRC._x000D_ " | 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. The Amber delivery status recognises that the programme continues to navigate a challenging and complex delivery environment. Over the last year, the programme took significant steps to improve overall delivery confidence. This included embedding a new operational model of multi-functional teams to drive delivery velocity; strengthening internal and external assurance through updated governance structures; and reinvigorating stakeholder engagement and readiness through co-design of the service._x000D_ _x000D_ The programme is taking proactive steps to mitigate these challenges. This includes developing robust contingency plans and exploring options to accelerate build, testing and migration. The programme is on track to ramp up customer volumes in the 24/25 testing period which will support the testing of critical customer journeys. | 2016-04-01 | 2028-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2028-03-31. This is primarily due to the following factors. The programme remains on track to deliver the costed scope as set out in its current business case by March 2028. | 132.62 | 124.89 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend during the year was as a result of:_x000D_ . Baseline figures included a contingency which was not utilised as a result of the programmes adherence to delivery plans._x000D_ . Improved ways of working which has driven efficiency so that we have not needed / been required to deploy the same level of resource on the programme as we had anticipated based on prior ways of working. _x000D_ . Reduction in resource requirements for some manual workarounds due to the mitigations delivered by the programme and key stakeholders. | 1272 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 885m. to 1272m. This is primarily due to the following factors. . Revised delivery plan following Written Ministerial Statement (WMS) in December 2022 which gave consideration to lessons learned from MTD VAT with a multi release delivery for ITSA allowing for full E2E testing_x000D_ . Inclusion of an additional 2 years of costs for 2026/27 and 2027/28_x000D_ . Additional year build for VAT and subsequent impact on Penalty Reform | 6278 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 2146m. to 6278m. The benefits represent additional tax revenue and customer cost savings_x000D_ _x000D_ The baseline benefit update was made through a change request - this was required due to a positive bust on our 5% benefit tolerance level primarily due to a change to the Income Tax Self Assessment (ITSA) additional tax revenue (ATR) methodology (both tax gap targetable by Making Tax Digital (MTD) and revised populations for mandation due to inflationary effects) that generated over 2bn in additional ATR benefits. This has generated a significant positive uplift to the return on investment and benefits cost ratio of both MTD for ITSA and the overall programme. |
| HMRC_0095_2122-Q4 | Pensions Programme | HMRC | Government Transformation and Service Delivery | The Pensions Programme will modernise the administration of Pensions Tax Relief by replacing the Pensions Scheme Online Service with the Managing Pension Schemes service. This will provide additional functionality making it quicker and easier for Pension Scheme Administrators to self-serve, make claims, and fulfil all their pensions tax obligations. _x000D_ _x000D_ This modernisation of Pensions Tax Relief will: _x000D_ . help Pension Scheme Administrators (and Practitioners) get it right first time, while increasing HMRC's ability to spot activity that bends or breaks the rules_x000D_ . minimise manual processes for HMRC, Pensions Scheme Administrators and their Practitioners, saving time and money_x000D_ . provide quality and timely data for compliance, helping to deliver 243m increased yield._x000D_ _x000D_ The Pensions Programme will also help deliver two government priorities relating to individuals and Pension Tax Relief: by implementing top-up payments for disadvantaged customers in net pay arrangement pensions and developing IT services to support the McCloud compensation scheme (implemented October 2023). | 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 Amber rating is primarily driven by: _x000D_ (1) Pension Scheme Return (PSR) - ongoing challenges with the technical development of PSR, which will require additional time and funding to resolve. _x000D_ (2) Completing the migration or closure of all pension schemes from the legacy platform to the Managing Pension Schemes service by March 2025 is challenging. _x000D_ (3) Capacity Pressures - Challenges with workforce capacity across the Programme, our Delivery Partners and with Suppliers impacts delivery timelines. We are prioritising work where we can and escalating appropriately. | 2021-03-01 | 2028-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2027-03-31 to 2028-03-31. This is primarily due to the following factors. The lifecycle of the programme was extended by one year to end 2027/28 to fully incorporate the Low Earners' Anomaly cost profile. | 24.31 | 18.7 | -23 | The budget variance exceeds 5%. This is primarily due to the following factors. Similar to previous years, the baseline costs were developed before low-level cost estimates or supplier impacts were available. This resulted in the forecast having relatively high levels of uncertainty. In addition, we had planned to deliver our largest project sooner than proved possible. As such we sought Ministerial approval in-year to re-set this work. This issue was identified early in the financial year and the programme was able to reallocate some of the underspends to ease cost pressures elsewhere within the programme. | 119 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 113m. to 119m. This is primarily due to the following factors. The main reason for the increase to the whole life cost is the extension of the programme lifecycle by one year to incorporate the Low Earners' Anomaly (LEA) cost profile. | 243 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 270m. to 243m. The monetised benefits represent the expected increased yield from compliance activity that exploits the enhanced data. |
| 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. | 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. Delivery confidence remains amber due to delays with data quality issues the majority of which are out of the programmes control. As a result, a revised approach to planning has been completed with a further detailed plan reflecting the latest issues and impact, options appraisal, and identification of a revised go-live date. As a result of the re-planning additional funding is required, however, this matter is close to being resolved. The operating model has been refined to align with industry and HMRC standards and remains deliverable. | 2019-04-25 | 2023-09-04 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2023-09-05 to 2023-09-04. This is primarily due to the following factors. The programme expects to complete it's final key delivery in Spring and expects to complete fully by Autumn. | 39.6 | 39.08 | -1 | The budget variance is inferior or equal to 5%. | 269 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 235m. to 269m. This is primarily due to the following factors. The whole life cost increase is primarily due to the programme business case lifecycle being extended from 5 to 9 years in order to comply with HM Treasury Green Book standards to include a 5 year run period, post go-live. | 802 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 802m. The monetised benefits represent, efficiencies, effectiveness, decommissioning costs and environmental. |
| HMRC_0032_2122-Q3 | Single Customer Account | HMRC | Government Transformation and Service Delivery | The programme is a strategic digital transformation programme that is the cornerstone of the government's vision of a trusted and modern tax authority. The SCA programme is creating the digital account through which individual taxpayers will interact with HMRC online. Customers will be able to see all their information in one place and manage their tax online and will be much less likely to need to call us. The programme is digitising paper based processes to create modern, digital services which will reduce telephone contact and post and provide an improved customer experience. | Green | Not set | Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 decreased from Amber to Green. This is primarily due to the following factors. Following an IPA Gate 0 Review in March 2024, the review found a well-run and led programme, which is on target to deliver agreed scope and consequent savings. The review concluded that the programme's Delivery Confidence Assessment is Green and has been supported by six recommendations which will be worked on immediately. A plan of action is underway to address each of these and will be tracked via the SCA Programme Board. | 2021-04-01 | 2025-06-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 decreased from 2026-03-31 to 2025-06-30. This is primarily due to the following factors. The programme is on track to complete by the scheduled end date of 30th June 2025, which is the end of the programmes delivery phase. | 34.18 | 37.23 | 9 | The budget variance exceeds 5%. This is primarily due to the following factors. The costs for the year were 3.05m higher than baseline position but are still in line with expectations. Although baseline and forecast estimates were consistent for the first half of the year where the programme completed and delivered promised activity of phase one scope, going into quarter 3, a move was made to a new delivery model which effectively increased velocity and accelerated benefits realisation. This accelerated delivery model gives us greater capacity to tackle the needs of SCA with priorities being set by the Programme. | 126 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 126m. This is primarily due to the following factors. The whole-life estimate remains unchanged at 126.3m, covering the projected end to end expenditure of an initiation phase, followed by three years of delivery, followed by associated live running cost of support and maintenance. | 55 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 43m. to 55m. The monetised benefits identified represent the full-time staff equivalent reductions due to the migration of customer journeys from paper/telephony to digital services. _x000D_ _x000D_ Initial phase one deliverables will begin to realise cashable benefits during the next quarter. Benefits profiles will continue to be iterated as scope and customer populations are finalised. _x000D_ _x000D_ The programme continues to develop the criteria for agreeing and prioritising scope, and to remove friction in the organisation to deliver often and at pace in order to to deliver the highest value to customers. |
| HMRC_0159_2223-Q2 | Single Customs Platform | HMRC | ICT | HMRC is in the process of replacing the legacy 'Customs Handling of Imports Exports and Freight' (CHIEF) customs system with the new Customs Declaration Service (CDS). Developed over several years in consultation with the border industry, CDS has already successfully processed 105 million declarations since 2018 and has the flexibility and capacity to grow in line with the Government's ambitious trade plans. We have successfully moved all import declarations to CDS in January 2024 and are now focussing on moving export declarations to CDS by June 2024. Once that is done, we intend to decommission the old CHIEF system saving money for the taxpayer and reducing complexity for traders. | 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. The programme is currently amber rated, primarily due to the ongoing work required to support the exports migration date in July 2024. Activities include ongoing engagement with internal and external stakeholders, ensuring mitigating actions are taken to address issues through the implementation of monthly IT fixes to steer the programme back towards a green rating. | 2022-04-04 | 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. We are currently on schedule to deliver migration of users to CDS and decommission CHIEF. | 128.3 | 135.19 | 5 | The budget variance is inferior or equal to 5%. | 309 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 243m. to 309m. This is primarily due to the following factors. A stakeholder review on the customer journey has resulted in a major increase in the amount of IT changes needed for the CDS to ensure full functionality, and to enable Exports Migration and decommissioning of the old CHIEF system. There has also been cost increases due to inflation. | 56 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 26m. to 56m. The monetised benefits represent various savings from the removal of manual work arounds, increased compliance, IT and Infrastructure savings and the improvement to customer journeys..As the programme delivery proceeds, our benefits experts are opportunistically continuing to develop benefits within the 10-year lifecycle.Current benefits derive mainly through the CHIEF Decommissioning Project with savings identified through the closure of the supporting infrastructure and resources maintaining the platform or supporting customers using the service, alongside improvements made to the CDS system. |
| CO_0035_2122-Q1 | Single Trade Window Programme | HMRC | Government Transformation and Service Delivery | The UK Single Trade Window (STW) will provide a seamless customer experience by delivering a digital gateway that serves as a single point of interaction between users and all UK border processes and systems and ensures that available data, information and events provide greatest value to traders and Government. The UK STW strategic objectives support the Government's ambition to have the world's most effective border by 2025; one that creates prosperity, enhances security, improves the flow of goods and engenders industry innovation. Delivering the service will be a crucial step in encouraging legitimate trade for businesses and bringing together the Government's collection, assurance and use of border data. Customer-centric design involving regular engagement with industry representatives across a broad range of sectors will be key to realising the benefits of the service. | 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. The Single Trade Window (STW) programme has onboarded a technical delivery partner to co-design, build and operate the UK STW digital service. The first elements of a live STW offering has been built and we are now testing the first release of STW functionality with a number of invited users, using their feedback to inform improvements of the STW future design, whilst enabling the traders using the beta service, to meet their border obligations. The user testing period has been extended to gather additional insight and to further optimise the functionality, resulting in a slightly later public release in late summer 2024. Safety and Security (S&S) is on track and will be delivered by October 2024 in line with the Border Target Operating Model commitment, allowing users to comply with S&S regulations via STW. | 2020-06-23 | 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 STW programme is on track to complete by the end date of 31 March 2027 | 50 | 44.81 | -10 | The budget variance exceeds 5%. This is primarily due to the following factors. The underspend against the spending review funding allocation is primarily due to the delay onboarding of a technical delivery partner, commercial negotiations, and in year material changes to planned delivery, impacting the next financial year. | 342 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 198m. to 342m. This is primarily due to the following factors. The increase in cost is due to the previous costs (2022/23) only including the first three years and the revised costs reflecting the programme whole life cost. | 1928 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 5740m. to 1928m. The envisaged monetary benefits predominantly reflect expected savings for UK businesses through reducing the administrative burden. There will also be benefits to government departments which will come mainly through improved data collection and sharing between government services and systems. |
| HMRC_0033_2122-Q1 | Technical Health Programme | HMRC | ICT | The programme will improve the resilience of HMRC's technology by building a secure and robust technical estate for the future. It will achieve this by remediating high priority vulnerabilities on critical national infrastructure systems, decommissionning services with an end-of-life status and deploying technologies to improve monitoring, performance and availability of live services. The programme will deliver remediation activities encompassing 5 pillars of technical health: technical security, performance & availability, resilience, technical architecture and data. | 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 of amber is based upon the fact that the programme has internal spend approval but is yet to secure HM Treasury approval. An Infrastructure & Projects Authority (IPA) review in February 2024 highlighted the need for ongoing technical health governance beyond the end of 2024/25, due to the programme not being able to mitigate all known technical health risks across the estate. The future technology strategy and delivery plan are being considered as part HMRC's 5-year planning activities. The programme is working towards a green delivery confidence assessment, the next formal IPA review will take place in Q4 of 2024/25. | 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 programme is on track and expects to complete by 31st March 2025 | 60.89 | 58.7 | -4 | The budget variance is inferior or equal to 5%. | 246 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 246m. This is primarily due to the following factors. On 1st September 2023 a decision was taken to close another of HMRC's GMPP programmes (Critical Platform Transformation programme) early and move the remaining scope of that programme to the Enterprise Security Programme, and, at the same time, to rename the Enterprise Security programme to Technical Health Programme. The cost increase is due to the inclusion of the scope of the remaining scope of the Critical Platform Transformation programme for the period 1st Sept 2023 to 31st Mar 2025. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme is primarily a risk reduction programme, so is a non-cash releasing programme, however, there might be some cash releasing benefits which are currently being considered. |
| HMRC_0029_2021-Q3 | Trader Support Service | HMRC | Government Transformation and Service Delivery | The Northern Ireland Trader Support Service (TSS) was established to provide a free-to-use service to support traders to meet their obligations under the Northern Ireland Protocol (now Windsor Framework) 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. | Not set | Amber | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Green to Amber. This is primarily due to the following factors. TSS has continued to deliver a high quality service, along with new functionality to deliver the Windsor Framework, and improvements to customer experience and critical business alignment. TSS will maintain support for traders to complete declarations, including under the new simplified customs processes. The complexity of these changes means that there are significant risks the programme is managing. | 2020-06-29 | 2024-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2023-12-31 to 2024-12-31. This is primarily due to the following factors. We secured agreement from HMT to extend TSS for one year in order to maintain support for traders. This is to allow TSS to support implementation of the Windsor Framework and support traders to transition to new simplified customs arrangements. The programme has also delivered improvements and enhancements to the core customer journeys in the past 12 months, alongside supporting traders through guidance, online tools and targeted assistance | 128.4 | 105.19 | -18 | The budget variance exceeds 5%. This is primarily due to the following factors. The cost of delivering TSS in 23/24 was lower than our baseline due to driving efficiencies and value for money within TSS operations | 630 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 532m. to 630m. This is primarily due to the following factors. We secured agreement from HMT to extend TSS for one year to December 2024 in order to maintain support for traders. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are no monetary benefits for this Programme as it is not driven by financial benefit. It is driven by necessity through an obligation to assure that trade between Northern Ireland and Great Britain continues to flow freely within the UK customs territory, supporting traders to meet their legal obligations under the Windsor Framework (previously the Northern Ireland Protocol). |
| HMRC_0033_2122-Q3 | Unique Customer Record | HMRC | Government Transformation and Service Delivery | The Unique Customer Record Programme will deliver a single consolidated dataset relating to our customers that will bring customers information and tax affairs together and linking them to historic contact information. It underpins the transformation of our end-to-end customer service, enabling customers to view all of their affairs through the single customer account and making it more straightforward for them to meet their obligations. | 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. The delivery confidence is amber due to tight timelines with procuring and delivery of new technology solution. Actions being taken to bring the programme back to green include, ensuring delivery plans remain on track and technical dependencies and risks are managed appropriately. | 2021-04-12 | 2025-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2024-05-07 to 2025-03-31. This is primarily due to the following factors. The programme is now more mature in its lifecycle and has more accurate plans. This is reflected in the current programme end date which the programme remains on track to meet. | 32.8 | 32.4 | -1 | The budget variance is inferior or equal to 5%. | 81 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 96m. to 81m. This is primarily due to the following factors. The decrease is largely due to the reduction in contingency requirements and technology costs along with a reduced budget allocation. The programme also has an improved understanding of and more accurate information regarding supplier costs. | 175 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 175m. The UCR Programme will deliver a consistent unique customer record for each of our customers and implement changes to Business Ownership and management of data that permanently maintains the integrity of that Unique Customer Record as a corporate asset. The monetised benefits represent increased tax and compliance yield |
| HMRC_0031_2122-Q3 | Unity Programme | HMRC | Government Transformation and Service Delivery | Not set | 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. The Programme remains amber. We have moved into delivery phase of the programme and have made significant progress in procuring our technology delivery partner and software provider. We have moved into formal implementation for June 24 (when DfT legacy shared services, and people move to HMRC Unity Business Services). _x000D_ Unity Business Services is now established in HMRC and Unity Technical Services (supporting services through the programme and beyond). We will continue to work to embed and evolve services as we deliver. We continue building programme delivery capability. We have renewed engagement with our programme delivery partner, appointed a senior delivery lead and have started recruitment for a new programme director. Next year (2024-25) remains a key delivery year for the programme. Although there are challenges ahead, we are positioned for success. | 2021-02-01 | 2027-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2026-12-31 to 2027-03-31. This is primarily due to the following factors. Our current planning assumption is that we will complete the programme and stand up the full HMRC led shared service function (people and systems) by the end of 2026 for HMRC and Department for Transport, with Department for Levelling up Housing and Communities joining in 2026/27. This is in line with the shared services strategy for government. | 23.8 | 23.8 | 0 | The budget variance is inferior or equal to 5%. | 437 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 214m. to 437m. This is primarily due to the following factors. The programme's previous GMPP annual return reported outline costs covering an 11-year period. The next iteration includes enhanced cost information and covers a period of 15 years to align with other clusters as requested by Cabinet Office. | 38 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 43m. to 38m. The Programme is forecasting 42.58m sustainable efficiencies over the life cycle, with cumulative efficiencies of 238.72m. This is an increase in cumulative savings of 8.65m due to increased IT savings (0.38m) and staff productivity (19.6m), offset by a reduction in headcount savings (18.65m) due to the revised delivery timeline delaying benefit realisation to 2024/25. |