Transparency data
HMT 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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| HMT_0004_2021-Q2 | NS&I Rainbow | HMT | Government Transformation and Service Delivery | "The aims of the programme are to:_x000D_ 1. Measurably reduce the costs of running the business and growing revenue_x000D_ 2. Become a self-service digital business with support for the vulnerable and excluded_x000D_ 3. Deliver more nimbly, reduce risk and enhance scalability" | 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. Since the last annual update, the Programme has awarded further procurement packages and signed contracts for B2B Transition, Contact Centre and Operations (awarded to Sopra Steria Ltd.) and Digital Experience and Enablement (awarded to IBM). Delivery teams have mobilised to collaboratively develop detailed solution designs and plans for transitioning these services from NS&I's incumbent, Atos to NS&I's new strategic delivery partners. However, finalising end to end solution designs, agreeing detailed dependencies and finalising commercial agreements has been challenging and continues to prove so. Delays achieving alignment in these areas and in contract signature for NS&Is new Banking Engine have impacted transition delivery milestones. Atos' market position has deteriorated and continues to be monitored carefully. A recovery route on an Integrated Delivery approach and plan continues to be the Programme's focus, working collaboratively with all strategic partners and with technical, legal and commercial experts. | 2019-06-03 | 2026-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-07-31 to 2026-03-31. This is primarily due to the following factors. The Programme continues to work in collaboration with all NS&I's strategic partners and experts engaged in the programme to develop the technical and commercial solutions required to achieve transition of services and programme completion by current programme end-date. However, initial contract delivery milestones have not all been met owing to the complex challenges experienced in finalising detailed solution designs, plans and commercials, and the Programme does not yet have an integrated plan with dependencies agreed by all partners that demonstrates its ability to deliver by this end date. The concerted effort to achieve this is the programme's priority, in which key resources continue to be engaged. | 109.52 | 89.68 | -18 | The budget variance exceeds 5%. This is primarily due to the following factors. The GMPP project did not provide narrative | 1864 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1158m. to 1864m. This is primarily due to the following factors. NS&I received approval for the Rainbow Programme Full Business Case (FBC) in September 2023. This follows approval of the Outline Business Case in March 2021, and approval of the Strategic Outline Business Case in June 2020. The baseline costs in the GMPP quarterly submission reflect the financial analysis in the FBC which covers the period from 2021-22 through to 2030-31. Costs incurred prior to April 2021 were part of a discovery exercise and were not specifically attributed to this project. The costs shown here cover activities including running the procurements, building the solutions, transforming the business, and the future ongoing running costs. | 488 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 590m. to 488m. Full monetised benefits are only forecast to start from 2026-27 after the organisational transformation has completed. |