Government at Risk: Major Projects Portfolio data

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Government at Risk: Major Projects Portfolio data

Post by LadyCentauria »

Transferred from FlyTheNest archive, formatted as original
PaulfromYorkshire wrote: Background

On Friday 24th May2013 just before the Spring Bank Holiday weekend, the UK Government published a series of reports assessing the risk status of its major projects. The assessment uses the RAG (Red/Amber/Green) notation. Listed below are the Red and Red/Amber projects by Department. We presume MOD data are not published - by quick subtraction they have 5 red and 3 amber/red projects (needs verification).

We have copied notes where they seemed necessary to explain the project. Original data can be downloaded here [Publication Type = Transparency Data, Date = May 2013]


A. Red Risk

Rail Refranchising Management Programme - West Coast

Home Office
Transforming the Customer Experience
The Application & Enrolment Contract let to Computer Science Corporation in April 2009 (and reset in October 2010) includes the provision of Information Technology Outsourcing Services and a transformation programme to deliver:
(i) More robust, integrated, secure and cost effective technical infrastructure to support IPS business operations, including networks and telephony.
(ii) A Customer Application Management System (AMS) to replace PASS and a new Online Application Channel for passport applicants in the UK and overseas.
The programme is making progress and is in the latter stages of application software delivery. The contract construct has provided financial protection against delay which will help to deliver the programme within approved envelopes. Issues are specific to the development of the Application Management System; the supplier has performed well in other areas of the broader programme under contract such as managing legacy IT systems.
The original project plan, upon which the £46.70m 2012/13 budget was set, assumed that Application Management System (AMS) service charges would be incurred for a full year in 2012/13. In reality, AMS service charges will not now start until 2013/14. This explains the in year under spend.

MoJ Shared Services
The MoJ Shared Services Programme will deliver a transformation in the approach to the provision of back office services in MoJ. The Programme will establish a single professional MoJ Shared Services Organisation, supported by a best fit Enterprise Resource Platform (ERP) and associated technology stack, providing HR, Payroll, Finance, and Requisition to Pay transactional services initially to in scope MoJ Departments and ALBs with potential for further expansion to encompass Other Government Departments (OGDs). Through rationalising the existing disparate back office teams and systems into the single MoJ Shared Services Organisation the programme will deliver cost reductions and service improvements in back office services across MoJ that support Coalition efficiency & savings targets and the aims of the wider MoJ’s Transforming Justice agenda.

B. Amber/Red Risk

Equitable Life Payment Scheme
The Scheme aims to distribute up to £1billion in the first 3 years, but anticipates undershooting this target as a result of not successfully tracing all policyholders. To mitigate against this the Scheme is implementing a publicity campaign to encourage people to come forward.

Rail Refranchising Management Programme- Thameslink, Southern and Great Northern refranchising project

High Speed Rail
The DfT welcomes the MPA’s examination of the HS2 programme but this is a view from June 2012 and considerable progress has been made since then.
This progress has addressed many of the concerns the MPA had. For example the Department has worked hard to strengthen and clarify governance arrangements for the HS2 programme. This has included appointing a new Director-General for HS2 to act as the Senior Responsible Officer and put in place a new senior management team of three Directors to lead on key areas of work, including legislation and funding, strategy and engagement and project sponsorship. The Department has also worked jointly with HS2 Ltd to develop a progressively more integrated and co-ordinated approach to programme planning, reporting and managing risk, bringing in specialist PPM expertise to lead this work. In addition, the Department has strengthened its working relationship with HM Treasury and Infrastructure UK, both of whom are full members of our main High Speed Rail Programme Board.
Since the report, a number of key programme milestones have been delivered, including the launch of the proposed route for Phase 2 (Birmingham to Manchester and Leeds); introduction of a Paving Bill into Parliament and the launch of the Phase 1 draft Environmental Statement and Design Changes consultations.

Shared Services Futures Project
The Shared Services Futures (SSF) project was established to develop, evaluate and deliver a new approach to the future sourcing of back office shared services functions by the Department for Transport (including its Executive Agencies).

Student Loans Monetisation Feasibility Study
The Shareholder Executive is leading a feasibility study to assess whether and how the Government's Income Contingent Repayment (ICR) loan portfolio could be monetised. The main objectives of the monetisation are to reduce PSND and the Government's risk exposure to the loans and ensure monetisation represents value for money.

Home Office
Immigration Case Work (ICW)
The ICW Programme is a business-led change programme with the objective of supporting the Home Office and the former UK Border Agency in achieving their strategic objectives, through the delivery of a world-class case working capability.

SOCA Information Systems and Operating Technology (ISOT) Programme
The SOCA ISOT Programme is replacing multiple existing ICT contracts with one contract which will enable the necessary step-change in SOCA’s capacity and capability to make a difference in the world of serious organised crime and its harmful impact on the public, by contracting for and modernising to an effective, efficient, managed ICT delivery capability.

Communities & Local Government
ICT Relet Project (formerly entitled ICT Desktop Refresh)
DCLG must replace current ICT services by February 2014 when the current supplier service contract ends. There is an opportunity to break the current contract in August 2013 something DCLG are hoping to do inn (sic) order to reduce costs as quickly as possible. The existing IT estate is up to 7 years old and requires updating. The service will include circa 2,500 desktops across 20 offices and 50 business applications.

Payment by Results Pilot Programme
Programme of Payment by Results pilots which meet the Green Paper commitment to run 'at least' six PBR pilots covering a large proportion of the offender population - including: - two large-scale projects targeting offenders serving community sentences; two projects targeting offenders in custody, including those sentenced to less than 12 months; - two projects testing a local approach to justice reinvestment.
This supports the Government's commitment to create a system introducing greater involvement of the private and voluntary sectors in the rehabilitation of offenders, including the use of payment by results, to cut re-offending as set out in the MoJ Departmental Business Plan. In addition to the six pilots outlined in the Green Paper, the MoJ launched the Social Impact Bond at HMP Peterborough in September 2010, testing a model of PBR utilising social investment. Following the publication of the Green Paper, Ministers have agreed to extend the package of pilots to include a jointly commissioned project with DWP to test the integration of a reoffending payment into the Work Programme, and innovation pilots where we will be exploring with the market ideas for reducing re-offending outside the scope of the six pilots outlined in the Green Paper.
The Payment by Results programme will allow the MoJ to test and evaluate different delivery models which will help to build the market in the longer term, and to inform the ongoing policy.
Following the NOMS FMC decision on High Down, the NOMS Agency Board reviewed the model and agreed to continue with an alternative incentivisation model, consequently this no longer forms part of the Pilot Programme.

E & N Herts NHS Trust - Lister Hospital ('Our Changing Hospitals' Phase 4 Programme)

Health and Care Modernisation Transition Programme
The purpose of the Transition Programme is to oversee all the structural change work undertaken to design and implement a new Health and Care system by 2013. These changes deliver:
• A patient-led NHS
• Delivering better health outcomes
• A more autonomous and accountable system
• Improved public health
• Reforming long-term and social care.

London Programme for IT

One Click
One Click brings many tax services (Corporation Tax, Income Tax Self Assessment, Value Added Tax, and Pay As You Earn) that businesses need together in one place, online. Focuses on key events in a business' lifecycle, with information for pre-start ups, a single place to register for business taxes, and a self-serve facility to view and update details online.

Culture Media & Sport
Broadband Delivery Programme

Urban Broadband Fund - Super-connected City Initiative

Work & Pensions
Fraud and Error Programme

Personal Independence Payment Implementation

Universal Credit Programme

Benefit Cap

Child Maintenance Group Change

A separate, full analysis of the DWP's five at risk programmes will follow.
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