Transparency data
HO 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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| HO_0228_2223-Q4 | Anti-Money Laundering and Asset Recovery (AMLAR) | HO | Government Transformation and Service Delivery | Monetary gain sits at the heart of most criminality. To benefit, criminals need to launder their ill-gotten gains. Tackling money laundering requires a co-ordinated, cross system response in order to disrupt and dismantle criminal business models that cause significant harm to victims and undermines our democracy and economy. _x000D_ _x000D_ The AMLAR Programme builds on the Economic Crime Plan (HM Treasury and Home Office, 2019), Asset Recovery Action Plan (Home Office, 2019), and UK Anti-Corruption Strategy. It will deliver actions in Economic Crime Plan 2 (2023) to uplift strategic communications, intelligence and investigative capability and new technology, to improve the prevention, detection and disruption of money laundering and increase the recovery of criminal assets. | 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 programme delivery confidence is rated at Amber due to a reduction in Economic Crime Levy receipts for FY24/25 and restrictions placed across the Civil Service headcount, affecting several partner organisations, which is likely to impact delivery milestones and benefit realisation timeframes, with some scope deferred to FY25/26. The programme is refining the benefits model in alignment with an InvestCo appearance in July 2024. | 2023-04-01 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. Any impacts of Economic Crime Levy receipts provided by HMT for FY24/25 will be addressed in FY25/26. Project end-date is not expected to change. | 22.6 | 20 | -12 | The budget variance exceeds 5%. This is primarily due to the following factors. Underspend across the programme is primarily due to challenges in recruitment within the first year in the delivery partners. Work is ongoing between Home Office and delivery partners to mitigate this risk going forward. | 429 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 429m. This is primarily due to the following factors. The Whole Life Cost of the programme has not changed and is fully funded by Economic Crime Levy receipts from HMT. | 1099 | The project's departmental-agree monetised benefits at 23/24-Q4 is 1099m. The Programme will not start to deliver benefits until FY24/25. |
| HO_0149_2223-Q2 | ASRA Accommodation Programme (Non Detained) (AAPND) | HO | Government Transformation and Service Delivery | The ASRA Accommodation Programme (Non Detained) was initially set up as one of a range of responses within the Migration and Borders command in the Home Office to tackle a growing demand for asylum accommodation and to reduce reliance on costly contingency options such as hotels - which is a Prime Ministerial priority as highlighted in point 5 of the Ten Point Plan to tackle illegal migration. _x000D_ Following a Programme re-set, a change to the name and scope of programme has recently been approved; it will now be referred to as the ASRA Accommodation Programme (Non-detained). The programme aims to find and set up fit-for-purpose accommodation for non-detained Asylum Seekers (covering single adult males, single adult females and family cohorts) establishing a flexible accommodation landscape of both short-term and long-term facilities. | 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 programme has undertaken a period of review and reset since the last assurance review in September 2023. There have been changes in the wider operating environment, including changes to the Home Office (HO) ministerial team. The programme has put in place strengthened leadership arrangements and the Review Team (RT) heard consistently that the programme environment feels more stable, with firmer foundations in place, a realistic ambition and more deliverable plans, and therefore has been rated as Amber. | 2022-01-28 | 2027-03-31 | The project's end-date at 23/24-Q4 is 2027-03-31. This is primarily due to the following factors. The programme has gone through a complete rescoping exercise-including changing name from LSAP to ASRA Accommodation Programme (ND). _x000D_ In addition we have new set of high level deliverables, setting new target dates until March 2027. The programme is currently on target and positively working through bottom up plans (with added contingencies). | 295.17 | 208.18 | -29 | The budget variance exceeds 5%. This is primarily due to the following factors. Less than 5% | 4219 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 4219m. This is primarily due to the following factors. The whole life cost (WLC) of the Programme is currently estimated at 2.49bn over an appraisal period of 10 _x000D_ years. This is a decrease of 1.70bn compared to the WLC of 4.19bn estimated in the _x000D_ Programme Business Case published in September 2023, reflected by the reduction in bedspaces _x000D_ to be delivered (from 10,000 to 6,500) and revised timescales for delivery. The programme spend to the end of 2023/24 is 222.54m._x000D_ Further spend of 266.33m is forecast for 2024/25 to complete delivery of and operate the _x000D_ four existing sites, and to progress pipeline sites into delivery to meet the March 2025 target._x000D_ (This excludes contingency of 24.7m and OB of 31.3m.)._x000D_ Budget of 170.15m has already been allocated for the four sites in delivery. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. |
| HO_0183_2223-Q3 | Asylum & Protection Transformation Programme | HO | Government Transformation and Service Delivery | The Asylum Transformation Programme is transforming people capabilities, process and technology underpinning asylum casework and asylum support and accommodation. The four strategic objectives of the programme are:_x000D_ 1. A flexible, sustainable and efficient system,_x000D_ 2. A transparent and outcome focused customer journey,_x000D_ 3. Strong partner and public trust,_x000D_ 4. Improved colleague experience._x000D_ _x000D_ The role of the Asylum Transformation Programme is to enhance the processing capabilities, societal value and cost-effectiveness of the Asylum System, enabling it ever-increasingly, to better meet the interests and concerns of the many stakeholders in UK asylum, now and in 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's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is due to a positive IPA Gate 0 review identifying the programme as Amber, in which it has been noted as a well run and committed programme, which has successfully delivered to date, but facing wider major strategic and contextual issues, affecting delivery confidence._x000D_ _x000D_ These include operational capacity to implement change, constrained capacity in technical enablers which is limiting the pace Programmes can develop technical solutions and deliver continuous improvement. As well as the capacity constraints anticipated to deliver alongside the Illegal Migration Act. | 2022-09-01 | 2025-12-31 | The project's end-date at 23/24-Q4 is 2025-12-31. This is primarily due to the following factors. The project's end-date at 23/24-Q4 is schedule to finish on 31 December 2025. This is primarily due to the following factors: of being in-line with our current delivery plans. | 172.4 | 162.9 | -6 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme's budget variance exceeds 5%. | 441 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 441m. This is primarily due to the following factors. The whole life cost of the programme has been established following Green book principles. The forecasted whole life costs reflects the full programme scope including resource costs to deliver the projects and activities, capital costs, ongoing and run costs of future platforms, and significantly costs for the Dispersal Grants provided to Local Authorities who accommodate Asylum Seekers. The whole-life cost reported here, reflects the 23-24 Programme Business Case, and the programme is currently in the process of refreshing the Business Case for FY 24-25, where the whole life cost of the programme is anticipated to change. These changes will be reflected in next quarter reporting. | 18143 | The project's departmental-agree monetised benefits at 23/24-Q4 is 18143m. The programme's forecasted benefits for the 10-year appraisal period are significant. They are largely driven by forecasted financial savings due to reduced hotel costs as a result of increased dispersal bed use, as well as financial efficiency savings due to faster processing of claims, and therefore, reduced accommodation and support spend. The benefits reported here, reflects the 23-24 Programme Business Case, and the programme is currently in the process of refreshing the Business Case for FY 24-25, where the benefits of the programme are anticipated to change. These changes will be reflected in next quarter reporting. |
| HO_0042_2021-Q3 | Cerberus | HO | Government Transformation and Service Delivery | Border Force is making a transformative change to it's analytics and targeting capabilities better securing the border within improved operational outcomes, driving operational efficiencies and therefore achieving considerable cashable savings through the decommissioning of expensive legacy systems. | Amber | Not set | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 decreased from Red(SRO rating) to Amber(IPA rating). This is primarily due to the following factors. At Q4 new senior resource was brought into the Programme to help improve delivery, and get the Programme on the trajectory to Green. Q4 delivery confidence remained RED but is trending down._x000D_ Test and fix approaches have been improved already along with the allocation of specific delivery managers for specific releases. _x000D_ A full review of governance and control processes are ongoing. A number of new structures have been put in place already around risk management and reporting to allow for maturing conversation within the Programme. This work will continue for the remainder of the Programme. | 2019-10-01 | 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 is still on track to finish as scheduled on 31st March 2025 | 27.9 | 39.2 | 41 | The budget variance exceeds 5%. This is primarily due to the following factors. Not required as budget variance is inferior or equal to 5% | 147 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 198m. to 147m. This is primarily due to the following factors. The programme is currently preparing a new business case for FY 24/25 where an indicative budget of 27.88m has been allocated and an options document is being prepared for InvestCo review. Until the business case has been finalised the WLC may or may not be affected. | 56 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 172m. to 56m. Cerberus is already beginning to increase threat interdiction at the UK border. Some of this increase has an economic benefit to the UK, saving more than 10m p/a. Cerberus functionality will also enable the decommissioning of legacy systems, realising cashable savings to the Home Office of 12m p/a, a portion of which has already been achieved. Other benefits of further delivery include increased workforce efficiency. |
| HO_0031_1415-Q1 | Digital Services at the Border (DSAB) | HO | ICT | To deliver digital services that will provide systems capable of transforming the way that Border Force (BF) and its partners operate. | 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. Delivery Confidence has fluctuated between Amber and Red owing to the need to revise previous assumptions which have led to continued delay to the go-live of Helios 1.0 MVP. Since the programme's last IPA review in November (rated Red), progress against recommendations was sufficient to downgrade this to Amber in March 2024. In the last financial year, DSAB has also secured numerous successes and delivered vital capabilities, with the vast majority of the suite of Border Crossing (BX) Tools now rolled out and operational. The final phase of the Port Office Infrastructure rollout during Q4 succeeded in replacing all historic WI equipment at port PCPs with new, fully functional BX-only equipment. These present major steps forward in terms of the Department's overall aims of digitising the border and lays the groundwork for other important projects and programmes to follow. In the run-up to go-live, DSAB Programme Board now meets fortnightly (previously monthly) in order to monitor progress and hold programme leaders accountable. | 2014-02-12 | 2023-09-30 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2023-09-30. This is primarily due to the following factors. Project end date remains baselined as above for 30/09/2023, however current forecast date for this is 30/09/2024 owing to the delays to Helios 1.0 go-live mentioned above; this is currently forecast for July 2024. Additional requirements from the business for contingency and resilience solutions (detailed in section 2) also placed additional pressure on teams and timelines; while some of these are not hard dependencies for go-live, these will be required to follow as soon after go-live as possible. As outlined above, the vast majority of DSAB deliverables have now been delivered, and the PLM arm known as Crossing the Border is increasingly taking on more responsibility and workload to enable DSAB to close. | 24.4 | 80.19 | 229 | The budget variance exceeds 5%. This is primarily due to the following factors. DSAB's 2023/24 baseline was set in Feb 2023, when closure was expected by Q2. 55.48m was allocated for April-Dec only. DSAB delivery encountered numerous challenges resulting in extended timescales to March '24 and beyond. From Q2 onwards, DSAB therefore forecast costs of 80m, requesting additional funding from elsewhere in the Border Force Change portfolio._x000D_ _x000D_ By mid-year, Migration and Borders had identified excess income. BF and M&B therefore opted to balance DSAB's growing 23/24 cost pressure against said income, effectively funding the programme's overspend forecast throughout the remainder of the financial year._x000D_ _x000D_ In short - DSAB had spent its allocated budget at the end of Dec '23, with a YTD overspend of 6m and only 6m remaining budget set for Q4. All of the overspend variance against the programme in 23/24 was thus absorbed by M&B, elsewhere in the department, with internal approvals/authorisation from the department's Change Portfolio board and finance director. | 596 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 596m. This is primarily due to the following factors. Budgeted WLC were breached early in 2022/23, due to the programme and the delivery element of its business case expected to close in March '22. Since that time, DSAB has operated 'at risk', utlising a combination of annual funding initially expected to be used on run/tech refresh costs, plus new funding approvals in order to continue delivering the critical milestone of enabling the department to cease reliance on the Warnings Index border IT system. | 18 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 15m. to 18m. Whilst DSAB has delivered elements of its scope, until it completes delivery, the benefits cannot be fully assessed as to their realisation, although the end users/business may be benefiting from part of the delivered outputs, e.g. Border Crossing. This also highlights that all benefits will not be realised until completion of DSAB and time to fully bed in, and many will evolve quickly with the hand over to Future Border and Immigration System (FBIS) to build upon the foundations DSAB has delivered for onward development and improvement. _x000D_ _x000D_ The wider reaching security benefits were not quantified as deemed too difficult to assign a value (at time of drafting FBC) and are not limited to DSAB and will traverse across FBIS and Migration & Borders to track the benefit realisation. The benefits will be reviewed as part of the wider programme closure in light of the change of scope. A review of the economic case has been undertaken given delays to delivery. |
| HO_0016_1213-Q1 | Emergency Services Mobile Communications Programme (ESMCP) | HO | Infrastructure and Construction | The Programme aims to replace the mobile communications service used by the 3 Emergency Services and other public safety users. This will be achieved through the introduction of a new service called the 'Emergency Services Network' (ESN), operating over a 4G LTE commercial mobile network enhanced to meet the public safety requirements for coverage, functionality, availability and security. | 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 Programme has closed most of the recommendations from the last Cabinet Office led independent Project Assurance Reviews (PAR) carried out in January and followed-up in April 2023. A meeting with the Cabinet Office Major Projects Review Group (MPRG) took place in May 2023 where the Programme's Commercial Strategy was endorsed. The programme is working through the re-procurement of the User Services contract, and the extension to the Mobile Services contract. Actions are underway to prepare for the next PAR and the necessary governance and approvals following completion of the commercial work, later this year. | 2011-06-01 | 2026-12-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2026-12-31. This is primarily due to the following factors. ESMCP is updating it's Programme Business Case (PBC) to gain further endorsement on the direction of travel and agree the delivery timetable and costs to complete the programme. Furthermore, with a new User Services supplier expected to be procured later this year, our forecasts for completing the transition from Airwave to ESN and then the shutdown date for Airwave is yet to be confirmed. | 718.32 | 614.39 | -14 | The budget variance exceeds 5%. This is primarily due to the following factors. The overall underspend is mostly driven by a change in Programme delivery plans since the 2021 FBC, including the exit of a key supplier and timing of re-procurements, along with coverage build re-plans. These Programme underspends and deferred activities are moving costs and timelines to the right. The variance also includes the impact of the Competition and Markets Authority (CMA) charge control on Airwave prices. | 11263 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 11263m. This is primarily due to the following factors. The Whole life budget cost is based on the last approved full business case July 21. Whole life costs include ESN programme, ongoing run and legacy Airwave costs. The full business case is currently been updated. | 3682 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 decreased from 3746m. to 3682m. |
| HO_0045_2122-Q1 | Fraud And Cyber Crime Reporting and Analysis Service | HO | Government Transformation and Service Delivery | The Fraud and Cyber Crime Reporting and Analysis Service (FCCRAS) is a 150m transformation programme that will replace the existing system and services for reporting and analysis of Fraud and Cyber Crime through Action Fraud and NFIB (National Fraud Intelligence Bureau). Action Fraud and NFIB are run through the City of London Police (CoLP) and are national services because fraud and cybercrime span beyond geographical boundaries and so local force responses are ill-suited to tackle these crimes. These services are jointly funded by the Home Office (majority funder) and the City of London Corporation. The objectives Government have identified for the programme to deliver are improved victim experience and satisfaction, lead to better criminal justice outcomes, prevent crime and reduce harm, contribute to an improved understanding of the threat from serious and organised crime and improve systems interoperability and align with national programmes | Not set | Red | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber to Red. This is primarily due to the following factors. The IPA are scheduled to carry out a Gate 0 review on 04 June 2024 | 2020-09-01 | 2024-08-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-08-31. This is primarily due to the following factors. The project end-date is now scheduled for 31-March 2025, due to a shift right in the delivery of the new service to November 2024. This is primarily due to the Lot 1 supplier (Capita) not delivery against the original baseline plan. There are remaining conditions outstanding on Capita to deliver as part of their rectified plan, and a task and finish group has been established to ensure completion of these, which will enable the programme to have an approved E2E DIP and definitive Go Live date. | 24.17 | 18.9 | -22 | The budget variance exceeds 5%. This is primarily due to the following factors. The financial case has been remodelled to factor in the change in delivery dates, and incorporating in external factors to the budget, such as inflation and more in depth understanding of the requirements of being an intelligent client. _x000D_ _x000D_ The financial case is due to be presented at InvestCo on 01 May 2024 | 152 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 224m. to 152m. This is primarily due to the following factors. The financial case has been remodelled to factor in the change in delivery dates, and incorporating in external factors to the budget, such as inflation and more in depth understanding of the requirements of being an intelligent client. The Whole Life Cost of the programme has increased by 7.8m_x000D_ _x000D_ The financial case is due to be presented at InvestCo on 01 May 2024 | 402 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 402m. On 31 March 2023, the Full Business Case (FBC) was approved. The FBC has revised the baseline benefits net present value (NPV) of 340.2million. This revised benefits assessment still remains strong and includes several non monetised benefits that have not been captured in the cost-benefit analysis. These benefits includes functionality to protect more businesses and people through giving targeted, timely advice on how to avoid the latest threats, and increased ability to block and disrupt crime through providing real time information to institutions and organisations who can take down the fraudulent sites, activities and bank accounts we know are enabling criminal activity. |
| HO_0229_2223-Q4 | Fraud Reform | HO | Government Transformation and Service Delivery | The Fraud Strategy (published by the Home Office, May 2023) commits His Majesty's Government to 52 actions, aimed at cutting fraud by 10% from 2019 (pre-pandemic) levels._x000D_ For two successive quarters, crime data for England and Wales show a fall in the number of incidents of fraud, exceeding the 10% target set within the Fraud Strategy. 23 of 52 actions have been completed, including:_x000D_ - Launched a new National Fraud Squad and set fraud as a priority for police forces through the Strategic Policing Requirement;_x000D_ - Delivered the first Global Fraud Summit, hosted by the Home Secretary, with partners from 5 Eyes, G7, the Republic of Korea and Singapore._x000D_ - Appointed an Anti-Fraud Champion and agreed a new voluntary charter with the technology sector;_x000D_ - Delivered a national anti-fraud communications campaign and rolled out key anti-fraud and cyber security skills to schools, by equipping teachers to deliver new anti-fraud lessons. | Not set | Green | The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Green. This is primarily due to the following factors. The programme is currently reporting as Green. The programme is broadly delivering to plan (with 23 of 52 Fraud Strategy actions already completed) and fraud has been cut by 13% on 2019 (pre-pandemic) levels. _x000D_ We continue to closely monitor the wider external risk that external factors including technology and cost of living will lead to an increased fraud level. | 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's delivery of its outcomes and benefits remains on-track. _x000D_ _x000D_ For two successive quarters, crime data for England and Wales show a fall in the number of incidents of fraud by 19%, exceeding the 10% target set within the Fraud Strategy._x000D_ _x000D_ The remaining Fraud Strategy commitments are scheduled to be delivered to plan. | 22.14 | 24.1 | 9 | The budget variance exceeds 5%. This is primarily due to the following factors. Additional funding approved for two additional activities: a National Fraud Comms campaign and the inaugural Global Fraud Summit hosted by the Home Office, hence the 9% variance. | 320 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 320m. This is primarily due to the following factors. There is no change to the Whole Life Cost of the programme. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme continues to perform to target and has realised forecasted benefits for 2023/24. |
| HO_0039_1920-Q4 | Future Border and Immigration System Programme | HO | Government Transformation and Service Delivery | The United Kingdom exited the European Union on 31 January 2020. From 1 January 2021, free movement ended and was replaced by a new points based immigration system. The Future Border and Immigration System will enable the United Kingdom to take back control of our border, it will simplify, enable and digitise our systems to put customers at the heart of a firmer, fairer and easier to navigate border and immigration system. | 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 programme received a delivery confidence rating of Amber for the whole of the programme following an Independent Review (January 2023). The programme has looked to address a number of actions following the review, including reviewing how Programme Board decision making includes impact statements of longer-term consequences associated with preferred option(s), strengthening the management of Dependencies and that FBIS carries out scenario planning exercises around the risk of the e-Visa deployment milestone being missed, as well as it happening as planned but with significant issues. | 2018-04-01 | 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 new programme end date of 31/03/27 has been agreed by the Programme Board. This is to maximise the benefits of the programme by facilitating full eVisa, ETA and sponsorship delivery. This is yet to be approved by InvestCo and HMT. Therefore, formally agreed end date of the programme is 31/03/25. The FBIS programme continues to see additions to the plan because of the ever-changing political climate (Ukraine, Plan for Growth, ongoing discussion on net migration and the operation of the points-based system, etc. | 446 | 383.3 | -14 | The budget variance exceeds 5%. This is primarily due to the following factors. FBIS Tdel budgets for the full year is 107.7m, having increased from 58m since the start of the financial year. This increase was mainly due to receiving 46m of IMA funding._x000D_ _x000D_ IMA funding was to support the impact of IMA on technical capacity within FBIS and the need to reprioritise some deliverables._x000D_ _x000D_ There was a 2.7m increase in P7, transferring budget from Asylum Protection Transformation Programme, in relation to MAB work that was identified as FBIS._x000D_ _x000D_ Rdel budget increased by 0.5m (MAB) and 10.7m (IMA) to 181m._x000D_ _x000D_ Cdel budget increased by 2.2m (MAB) and 35.4m (IMA) to 196.7m._x000D_ _x000D_ Income budget of 270m remained the same throughout the year. P12 forecast was 450m, the increase was mainly due to higher demand in the Graduate route._x000D_ _x000D_ Tight forecasting controls have been in place since the start of the year. We are currently under spending on cdel due to reprioritising on some deliverable and better assumptions around costs. | 3428 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 3428m. This is primarily due to the following factors. Costs are for the development and implementation of the United Kingdom's Future Border and Immigration System; as well as the running costs for the additional demand because of the new system. Figures up to and including 23/24 are based on actual expenditure and end year forecasts. Baselines from 24/25 have been taken from Programme Business Case produced in Autumn 2021 and approved by HMT. The FBIS Business Case was refreshed during 2023 and will be submitted to InvestCo in April 24 and HMT in due course. | 40967 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 40905m. to 40967m. The Programme will help to deliver a range of benefits to its customers, the Home Office, UK economy and wider international economy. _x000D_ The Simplify Pillar will continue to deliver a simplified immigration process through the improvement of existing routes and introduction of new ones and the delivery of a digital, simplified, and modern sponsorship system that enables a more efficient operation for users._x000D_ The Enable pillar will transform the customer and caseworker experience through implementing and enabling digital systems. Modern services and aligned customer and caseworker capacities are vital for the successful delivery of the Programme and enhancing border security._x000D_ The Digitise Pillar will utilise technology to improve border security. This will be achieved through watch listing and analytics to identify at risk persons before they arrive to the UK. This Pillar's aim is to create an end state of 'contactless border', where passports and documents are replaced by biometrics. |
| HO_0043_2021-Q4 | Future Suppliers Services | HO | Government Transformation and Service Delivery | Future Supplier Services (FSS) aims to re-procure UK Visa and Immigration's (UKVI) United Kingdom and overseas front-end customer services to primarily provide biometric information to support their visa application alongside passport application services for overseas British citizens on behalf of HMPO and, in certain circumstances, attend interviews._x000D_ _x000D_ These services are currently outsourced under the Front-End Services United Kingdom and Next Generation of Outsourced Visas contracts and the project is procuring equivalent services to maintain visa services while maximising value and efficiency, which is a critical enabler for building and sustaining the United Kingdom's growth and prosperity. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. In response to the last IPA gateway review, the programme has boosted its resource and capabilities to enable successful delivery. The programme has collaborated with key stakeholders to produce a TOM as contracts are mobilised and operationalised. The programme has dedicated DDAT resources for the implementation phase. To prevent service disruption, an NGOV extension is being finalised with incumbent suppliers. The programme is ramping up for business readiness and collaboration with operational and commercial colleagues for successful service transition. | 2019-12-12 | 2024-10-28 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2024-10-28. This is primarily due to the following factors. Baselines remain unchanged, the programme are continuing to monitor all aspects of delivery and forecasts will be updated to reflect any movement. | 77.02 | 22.81 | -70 | The budget variance exceeds 5%. This is primarily due to the following factors. The baseline totals are based on the FBC which was approved May 2023 however the programme has spent less this financial year than anticipated due to the delay in timelines and contractual milestones because of the legal challenge received. The programme is currently looking at re-forecasting the budget profile due to the economic environmental factors and potential increase in service cost in the next quarter. | 423 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 decreased from 637m. to 423m. This is primarily due to the following factors. The programme remains within the FBC envelope. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The overriding benefit of the FSS programme is to provide business continuity. Without these new contracts, there would be a complete shutdown of Visa application services due to an inability to perform visa enrolment, facilitate digital interviewing, or provide support to UKVI customers requiring touchpoint assistance. These front-end services are key to ensuring UKVI continues to deliver Visa services to all customer groups and preventing digital exclusion._x000D_ UKVI has ensured that current contracts do not end before new arrangements are in place, to ensure continuation of business-critical services, and thus fulfilling Home Office statutory and regulatory obligations. |
| HO_0033_1415-Q3 | Home Office Biometrics (HOB) Programme | HO | ICT | Home Office wide convergence programme for biometrics within the Home Office, covering border security, law enforcement and intelligence. | Not set | Amber | Compared to financial year 22/23-Q4, the Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber(SRO rating). This is primarily due to the following factors. The last review of the programme in March 2023 delivered an Amber rating. Since the previous review all recommendations have been completed and good progress has been made in the delivery of projects. The procurement and transition to a new supplier for Strategic Matcher has also completed. There remain supplier challenges and competing priorities which could impact the programme but these are being carefully managed and addressed by the programme team to ensure delivery through 24/25 remains on track. | 2014-04-01 | 2026-03-31 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2025-03-31 to 2026-03-31. This is primarily due to the following factors. The programme has made significant delivery progress during 23 / 24, including successful transition to the new Strategic Matcher supplier. | 95.1 | 86.5 | -9 | The budget variance exceeds 5%. This is primarily due to the following factors. Not required as variance is less than 5% | 1339 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 1222m. to 1339m. This is primarily due to the following factors. Challenges delivering the Strategic Matcher project, including increased costs for overall delivery. | 1131 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 2324-Q4 increased from 1002m. to 1131m. The HOB programme will provide significant quantified non cashable benefits. The programme is a key enabler for business areas and benefits will be directly visible to a variety of end users. |
| HO_0029_1314-Q4 | Immigration Platform Technologies (IPT) | HO | ICT | The Immigration Platform Technologies (IPT) Programme is delivering the technology and information systems to support the immigration service through delivery of three integrated modern technology services that are cheaper to operate than those they replace. IPT will achieve operational efficiencies, optimise use of data and provide a more modern and streamlined customer journey. | Not set | Red | Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Amber to Red. This is primarily due to the following factors. This reduced delivery confidence is due to elements of the programme previously being underestimated and Departmental priorities such as the Illegal Migration Act implementation impacting planned betas. As a result Programme delivery timescales have extended to July 2024. | 2013-04-01 | 2023-01-27 | Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2023-01-27. This is primarily due to the following factors. Due to elements of the programme previously being underestimated and Departmental priorities such as the Illegal Migration Act implementation, planned betas have been impacted and the Immigration Platform Technologies programme plan has been revised. The revised plan schedules programme closure at the end of July 2024. | 36.75 | 56.39 | 53 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme has revised the programme plan due to elements of the programme previously being underestimated and Departmental priorities impacting planned betas. This has caused an elongation of the programme timelines and required retaining resources for longer. | 719 | Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 719m. This is primarily due to the following factors. Although the programme revised the delivery plan due to Departmental priorities impacting planned betas and underestimation of elements of the Programme. The increased costs resulting from the extension of programme timelines remained within the approved 2023 Baseline Whole Life Cost of 718.66(m). | 183 | Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 183m. IPT has delivered elements of its scope and has begun realising benefits. However full benefit relisation will not occur until the decommisisoning of the legacy system CID (Casework Information Database) |
| HO_0330_2324-Q4 | Immigration Removal Centre (IRC) Expansion Programme | HO | Government Transformation and Service Delivery | Immigration Enforcement's Detention Services have been tasked to deliver an additional 1,000 detained bed spaces to support increases in detention to deliver government priorities, including Illegal Migration Act removals, increasing demand on the estate due to pressures from the prison estate, increasing 'Business as Usual' removals as activity returns to pre-pandemic levels, and to manage the estate/maintain capacity while wider estate facilities are refurbished. IRCEP is the DS vehicle to deliver these 1,000 bed spaces - through the renovation, and expansion of two previously decommissioned IRCs - Campsfield, and Haslar. | 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 programme delivery timeline has zero contingency. Construction has commenced with main contractor for phase 1 at Haslar and Campsfield. Phase 2 construction technical design has commenced. Haslar construction delay risk due to unresolved Habitat risk assessment mitigation. Commercial procurement underway for service provider contracts. FBC approval is underway, Campsfield phase 1 construction has been approved at InvestCo. 5 further FBCs will follow to be approved. | 2022-01-24 | 2026-12-31 | The project's end-date at 23/24-Q4 is 2026-12-31. This is primarily due to the following factors. OBC has been approved. _x000D_ Campsfield and Haslar construction commenced. _x000D_ Galliford Try has been appointment as main contractor for phase 1 construction. _x000D_ Service provider contracts commenced at evaluation bidder stage._x000D_ NHSE contract at approval bid stage. _x000D_ Campsfield Phase 1 construction (160 beds) FBC approved at InvestCo. _x000D_ Haslar Phase 1 construction (130 beds) FBC approval underway. | 35.16 | 35.16 | 0 | The budget variance is inferior or equal to 5%. | 1051 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1051m. This is primarily due to the following factors. The WLC includes the costs to build IRC facilities at two sites; Campsfield and Haslar. Programme costs and operator service costs are also accounted for. 95m of the WLC has been approved by the Home Office Investment Committee, but is pending HM Treasury and Cabinet Office approval. The rest of the WLC is not final and is subject to completion of procurement processes and subsequent investment approvals. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. IRCEP should be considered within the context of enabling delivery of the wider IMA benefits and IE's long term detention capacity requirements. Benefits and economic advantage are realised at IMA portfolio level to avoid IRCEP benefit double counting. This means that there are no quantifiable / monetisable benefits at programme level. _x000D_ _x000D_ The preferred option (to deliver the full 1,000 beds at Campsfield and Haslar), is considered most likely to achieve VfM, because it delivers both the benefits of supporting requirements under the IMA and a permanent long-term solution for Immigration Enforcement detention and enforcement capabilities. Wider benefits associated with IMA are included within the New Plan for Immigration (NPI) business case suite, because it is not currently possible to monetise these benefits without considering the numerous enablers involved with delivering returns (escorting, Immigration Compliance Enforcement (ICE) etc). |
| HO_0036_1617-Q2 | Law Enforcement Data Service | HO | ICT | The Law Enforcement Data Service (LEDS) Programme is delivering a replacement to the current Police National Computer (PNC) service, which will facilliate a range of future transforamtion capability and functionality that will be at the heart of protecting the public for years to come, to enable retirement of PNC by March 2026. | 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. Delivery confidence based upon the continued positive progress towards product development and adoption since the last IPA Review remains high. PNC parity has been achieved for LEDS Property, Drivers and Vehicles Enquiry products, and development of the LEDS Person product has commenced. All five LEDS products are now live across 56 forces._x000D_ However, conclusion of LEDS development and adoption to enable retirement of PNC by March 26 remains challenging. LEDS continues to manage significant risk and dependencies owing to:_x000D_ 1. Complexity in development: multi-system integration across Police Forces, other LEDS consumers and data providers; new cloud platform hosting capabilities and migration from legacy technology._x000D_ 2. A broad, varied and demanding stakeholder community of 56 forces and 140 non-policing organisations_x000D_ 3. Growing financial and resourcing pressures_x000D_ These risks and dependencies are transparent and well-managed, with appropriate remediation plans and management attention. With these interventions, delivery within budget and time remains feasible. | 2014-04-01 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. Programme is on track to close March 2026. | 85.03 | 85.33 | 0 | The budget variance is inferior or equal to 5%. | 611 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 611m. This is primarily due to the following factors. There has only been minor movements of the Baseline Whole Life Cost from 2223-Q4 which is primarily due to: Increase in resource requirements forecast over the remaining programme timeframe, and the discovery work ongoing for the Person and External Integration areas, which is large and complex. | 411 | The project's departmental-agree monetised benefits at 23/24-Q4 is 411m. Person Product Team contributes 72% of the benefits (320 m). The remaining benefits are derived from Driver's Product Team (3 m), Property Product Team (0.6 m), Vehicle Product Team (15 m), User Channels Product Team (9 m), Training Product Team (58 m) and Cross Product Team (10 m). Benefits from Audit Product Team and NSS Tools Product Team have not been monetised at this current stage |
| HO_0285_2324-Q2 | Manston Transformation Programme | HO | Government Transformation and Service Delivery | To build a safe, secure and legally compliant processing centre at Manston that meets the needs of all users, safeguards vulnerability and enables arrivals to be processed in a safe and timely manner. | Not set | Red | Not set | 2023-01-31 | 2027-11-05 | The project's end-date at 23/24-Q4 is 2027-11-05. This is primarily due to the following factors. Feasibilities assessment have now been undertaken and the timeline shows a realistic timeframe for a programme of this nature. | 305.11 | 260.79 | -15 | The budget variance exceeds 5%. This is primarily due to the following factors. Forecast totals are consistent with the latest Home Office Investco approved OBC (v 0.5 dated 26/02/24). This is awaiting HMT approval. | 2713 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 2713m. This is primarily due to the following factors. CDEL costs include construction of a short-term holding facility, arrivals & reception centre, interview rooms and a dispersal facility. The costs also include improvements to existing infrastructure. _x000D_ The one off RDEL costs are driven by the costs to make improvements to the existing temporary infrastructure and PMO costs. _x000D_ The recurring RDEL cost drivers relate to staff pay, the operating costs of existing marquees, and several high value contracts relating to site security/DCO provision and medical/catering costs. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. Cashable benefits have not been evaluated in the current business case. This will be included in the next business case. The improvements will provide operational efficiency, long-term sustainability and allow the Home Office to meet its legal obligations and deliver strategic objectives. _x000D_ _x000D_ Although cashable benefits have not been included in the case OBC, there will be a number of efficiencies and costs avoidance opportunities due to creating a more efficient infrastructure at Manston. The permanent infrastructure will allow for more streamlined processing of arrivals and allow Manston to meet its legal obligations. _x000D_ _x000D_ These benefits are currently being quantified and will be included as part of the Full Business Case |
| HO_0150_2223-Q2 | Maritime Capabilities Replacement Programme | HO | Government Transformation and Service Delivery | The Maritime Capabilities Replacement Programme (MCRP) will coordinate the delivery into service of a new fleet of Cutters and Coastal Patrol Vessels (CPVs), with the appropriate capabilities and supporting infrastructure to deliver Home Office and wider UK government maritime security goals and to ensure that the vessels remain 'fit for purpose' for the duration of their operational lifetime. | 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. | 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 | 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 |
| HO_0332_2324-Q4 | National Strategic Automatic Number Plate Recognition Platform (NSAP) | HO | Government Transformation and Service Delivery | The National Automatic Number Plate Recognition Service (NAS) is a police critical national system enabling policing and Law Enforcement Agencies to have the right information on time for intelligence on vehicle activity across the country and to effectively use it to protect the public, prevent crime in some instances and use the evidence for convictions in court. This intelligence also supports National Counter Terrorism, County Lines, and Serious and Organised Crime investigations. _x000D_ NAS are in the early stages of setting up a new programme to deliver a new solution to replace the legacy system and enabling continuation of the NAS service. | 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 programme is currently engaging with stakeholders to develop the scope of the future road map. Discussions are due to begin with the existing supplier to develop the exit and decommissioning strategy for the legacy technology. Programme plan for future delivery phases will be developed in line with the future road map and the programme team structure will be revisited to ensure sufficient expertise and resilience. Work is underway to review the existing governance framework to ensure it is clearly understood by key stakeholders. | 2023-03-01 | 2028-03-30 | The project's end-date at 23/24-Q4 is 2028-03-30. This is primarily due to the following factors. The programme is currently on schedule to complete by March 2028. The Phase one delivery had moved 8 weeks however this has not impacted on phase two which is due to deliver in October 2024. Commercial activity is underway to deliver the commercial retender exercise by March 2025 to identify the future service provider. | 28.57 | 25.81 | -10 | The budget variance exceeds 5%. This is primarily due to the following factors. Budget/ Forecast variance is currently less than 2% | 284 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 284m. This is primarily due to the following factors. The whole Life costs include the transition from legacy technology to cloud with an evergreening support model, reducing technical debt and enabling future enhancements through exploiting technical advances. The costs include the potential dual running costs to facilitate transition. | 0 | The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. There are currently no identified financial benefits as this system is replacing Police critical national infrastructure in order to maintain existing capability. There are however non monetised benefits that are being discussed and mapped and require a stakeholder sign up to monitoring these benefits before we can start reporting them further details are with the programme. |
| HO_0034_2122-Q3 | New Plan for Immigration | HO | Government Transformation and Service Delivery | Delivering a fair but firm immigration and asylum system cracking down on abuse of the system and supporting those needing the UK's protection through fundamental end-to-end system reform; a new system differentiating those genuinely in need of our protection from others; judicial reforms; and effective returns. | 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 Review in September 2023 returned a red rating for the Progrrame. The Programme has addressed recommendations from the IPA Review (September 2023) and Assurance of Action Plan (AAP) Review (November 2023). The Programme continues to progress delivery against our now agreed baselined plan and is actively managing any risks and issues that impact delivery confidence. | 2020-04-01 | 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 scope is agreed with a baselined plan (for Release 2A) and critical path; and project plans in place. A Change Control Board is operating to manage and impact assess change requests. | 170.1 | 36.39 | -79 | The budget variance exceeds 5%. This is primarily due to the following factors. The programme is under budget for 23/24, the main driver for the underspend is the impact of Illegal Migration Act (IMA) coming into the scope of the programme, which has meant the delivery of the remaining NABA elements has been reprioritised. | 1574 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 1574m. This is primarily due to the following factors. Current whole life costs (WLC) align to the PBC approved by Investment Committee (F&IC) in January 2023. Work is currently underway to update the programmes Business case which factors in the implementation of the Illegal Migration Act (IMA), this will then provide an updated view on WLC. | 5057 | The project's departmental-agree monetised benefits at 23/24-Q4 is 5057m. The monetised, non-cash releasing and wider economic benefits have been presented in this GMPP return. These benefits will be reviewed throughout the implementation of the Illlegal Migration Act. Additional non-monetised benefits include social benefits, including (but not limited to) increased and improved support for migrants and reduced injuries and fatalities. |
| HO_0044_2021-Q4 | Passport Transformation Programme | HO | Government Transformation and Service Delivery | His Majesty's Passport Office (HMPO) Transformation Programme aims to modernise the passport business by digitising the end-to-end process and by automating much of the application assessment work. This will provide His Majesty's Passport Office cashable savings and improve the customer experience. | 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 SRO's assessment of Programme is consistent with the reporting throughout 2024/25 with an Amber delivery confidence assessment. There has been good progress against plans and key achievements noted particularly in the development of the new passport processing system and all relevant supporting systems. There remains some challenge, particularly around the remaining complexity of delivery and future funding for the programme. | 2016-04-01 | 2025-04-30 | The project's end-date at 23/24-Q4 is 2025-04-30. This is primarily due to the following factors. Compared to 2023 Q4, Passport Transformation Programme has increased forecasted end date from 31 March 2025 to 30 April 2025. This is primarily due to the inclusion of the Priority Service capability within the scope of the programme. | 79.32 | 81.83 | 3 | The budget variance is inferior or equal to 5%. | 730 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 730m. This is primarily due to the following factors. Spend in 23/24 is expected to be largely as planned, material items not in the baseline included a Commercial settlement in HO favour with Scanning and Validation supplier for material delays to project delivery and TUPE costs associated with the same project which were expected to land in 22/23. Investment was largely in line with roadmap delivery with the main factor being counter transformation delivery and most recently unplanned work to support a fee increase. | 230 | The project's departmental-agree monetised benefits at 23/24-Q4 is 230m. The programme has already delivered benefits of 30m per annum and the above is the remaining benefits over a 10 year period. Once the programme has full rolled out by April 2025 the benefits are expected to be a further 30m per annum based on operational efficiencies and contract cost savings. |
| HO_0331_2324-Q4 | Police National Database (PND) | HO | ICT | The Police National Database (PND) provides an aggregation of Crime, Intelligence, Custody, Child Protection, and Domestic Violence data held on local police systems. Information is held as a single national POLE store (People, Objects, Locations, Events), algorithms on the PND match people, vehicles and phone numbers and present a consolidated view._x000D_ The PND holds information on Organised Crime Groups, modern slavery, and county lines and provides national capability for searching police custody images. The PND is essential for operational policing in safeguarding children and vulnerable people, countering terrorism, crime prevention, and tackling serious and organised crime. It is deemed Critical National Infrastructure; without the PND risk to public safety would increase as intelligence would not be accessed nationally by Police Forces._x000D_ _x000D_ The PND programme is delivering a transformed service to better meet policing needs, replace, or upgrade obsolescent technology, move to Cloud, and secure service continuity to the 10yr+ horizon. | 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. PND Programme is reporting an Amber RAG status as Full Business Case (FBC) for full scope of programme was approved and funded at InvestCo on 18th Jan 24. A Fixed Price Proposal for delivery of PND 1.5 Transformation programme was subsequently signed on 19th Jan 24. PND 1.5 Transformation is expected to be delivered by June 2025._x000D_ _x000D_ Programme has completed two Critical, one Essential and one Recommended recommendation from Gate 3 Review in Dec 23, programme is on track to complete the other six Recommended recommendations. | 2024-01-18 | 2026-03-31 | The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. Contract with incumbent supplier terminates 31 Mar 26, however the forecasted date for end of Procurement project and transition to new contract is 29 Jan 27. Focus on approval for PND 1.5 Full Business Case has delayed commencement of PND Procurement. Progress of PND 1.5 Transformation programme and dependencies mean requirements are likely to change, this is delaying release of the Invitation to Tender (ITT) to the market._x000D_ _x000D_ The PND 1.5 Transformation programme is expected to be delivered by Oct 25. | 41.82 | 41.82 | 0 | The budget variance is inferior or equal to 5%. | 395 | The project's departmental-agree Whole Life Cost at 23/24-Q4 is 395m. This is primarily due to the following factors. This is made up of 146.7m (CDEL), the majority of these costs are funding the PND 1.5 Transformation programme including new Hosting Platform costs (LECP). 248.4m (RDEL) is costs for implementing sustainment activity and business change pipeline. | 639 | The project's departmental-agree monetised benefits at 23/24-Q4 is 639m. To develop and appraise the benefits profile the programme team has worked closely with Home Office Analysis and Insight (HOAI), Central Economic Unit (CEU) economists and conducted a series of workshops and 1-to-1 interviews with PND police subject matter experts (SME's) attached to the programme team, PND training staff from the College of Policing (CoP), and experienced PND users from forces and non-police law enforcement (LE) and regulatory bodies. _x000D_ All the benefits quantified and monetised are achieved through the delivery of the PND 1.5 Transformation programme. A description of each monetised benefit is found in section 1.05 (1.05.01 - 1.05.05)_x000D_ _x000D_ It has not been possible to quantify and monetise all identified benefits. A description of these non-monetised benefits, that the programme is relatively confident of PND 1.5 Transformation programme materialising, are described in section 1.05 (1.05.05 - 1.05.10). |
| HO_0047_2122-Q1 | Radiological and Nuclear Change Programme (RNCP) | HO | Government Transformation and Service Delivery | Nuclear Change Portfolio has been established to maintain and improve the UK's defences from radiological and nuclear terrorism and it's preparedness for such a risk. | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | 2021-03-26 | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) | Exempt under Section 24 of the Freedom of Information Act 2000 (National security) |
| HO_0289_2324-Q2 | Targeted Interception Services Programme | HO | Government Transformation and Service Delivery | The Targeted Interception Services Programme (TISP) has been established to replace AFFIRM with a new TI Operations Management (TIOM) Solution that will better meet the urgent operational needs of Law Enforcement Agencies (LEAs). Targeted Interception (TI) is a covert intelligence gathering tactic governed under the Investigatory Powers Act (IPA) 2016 used to support the majority of investigations into terrorism and serious crime. Of the Law Enforcement Agencies (LEAs), only five (the National Crime Agency (NCA), HM Revenue & Customs (HMRC), Metropolitan Police Services (MPS) SO15, Police Service of Northern Ireland (PSNI) and Police Scotland) are the sole users of the AFFIRM system used in TI, and therefore within scope of this programme. | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) | Exempt under Section 31 (1) of the Freedom of Information Act 2000 (Law enforcement) |