| Department |
DECC |
DECC |
DECC |
DECC |
DECC |
DECC |
| IPA RAG rating
(A Delivery Confidence Assessment of the project at a fixed point in time, using a five-point scale, Red Amber/Red Amber Amber/Green Green; definitions in the IPA Annual Report) |
Exempt under Section 43(2) of Freedom of Information Act 2000 |
Amber |
Amber/Green |
Amber |
Amber |
Amber |
| Description / Aims |
Primary objective is to agree a contract to enable the construction and operation of a new nuclear power plant that achieves a fair deal, represents good value for money, is affordable and is compatible with State aid rules. Secondary objective is to fully explore and understand the issues around a CfD for HPC and make a recommendation to ministers based on this. |
Changing the model for engaging the private sector at the Sellafield Site from the current Parent Body Organisation model to a new Market Enhanced Site Licenced Company in which Sellafield is a subsidiary of the NDA characterised by public sector retention of the uncertainties intrinsically associated with Sellafield. Intended outcomes include faster progress in decommissioning, reducing the time at risk of older facilities and a more efficient delivery of the Sellafield Lifetime Plan. |
The objective of the procurement (competition) is the delivery of a series of outputs largely based on the extant baselines of Magnox and Research Sites Restoration Ltd (RSRL) at 10% lower cost [currently defined as outcomes of the Magnox Optimised Decommissioning Plan and Optimised RSRL Baseline].
The performance obligations associated with delivery of this objective are embodied within a Client Specification which forms the basis of the Site Licence Company Agreement and Parent Body Agreement.
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By the end of 2020 every household and small business will have been offered Smart electricity and gas meters. Smart Meters will give consumers up-to-date information about how much gas and/or electricity they have used in pounds and pence, as well as units of energy. Smart meters will have benefits for consumers, suppliers and energy networks. Consumers will have near real-time information about their energy use, enabling them to monitor and manage their energy consumption, save money and reduce carbon emissions. Switching between suppliers will also be made simpler and faster. Energy suppliers will have access to accurate data for billing and will be able to offer a wider range of services and tariffs. Energy networks will have better information to manage and plan current activities and support the move towards the development of a smart grid. |
The primary objective of the programme is to site and construct a permanent geological disposal facility (GDF) as the safe, secure and environmentally responsible solution to the long-term management of higher-activity radioactive waste in the UK, excluding Scotland. The programme also supports the delivery of the UK's nuclear new build programme because before development consents for new nuclear power stations are granted, the Government needs to be satisfied that effective arrangements exist or will exist to manage and dispose of the wastes they will produce. |
The CCS Commercialisation Programme aims to support practical experience in the design, construction and operation of commercial-scale CCS power generation. The perceived high technical and commercial risks have thus far prevented the deployment of CCS in the UK. Market failures have led Government to intervene by providing £1bn capital funding, and ongoing support for low carbon electricity generation as a means of encouraging future investment (without future HMG capital subsidy) in CCS in the 2020s.The strategic objectives of the programme:Creating confidence in the future market and bringing forward greater investment by demonstrating that CCS can operate on a commercial scale;Reducing technical uncertainties and assessing the benefits of different storage options, which will be crucial to the widespread deployment of CCS. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. |
Data not provided |
The programme continues to make good progress and remains on track to successfully deliver share transfer on 1st April 2016 and to create the new environment for success. There has been no deviation to the schedule. Key risks continue to be mitigated /retired and no risks have become issues. Actions arising from the DCA receive focussed attention and are either closed out or mitigations are underway. Budgets remain on track. |
Following the application of competitive tension via the competition process and share transfer to a new Parent Body, a target cost incentivised contract arrangement is in place for delivery of the performance obligations in the contract over a period of 14 years, envisaged in two phases each of circa seven years. The target cost as bid is £2.4bn for phase 1 (nominally seven years) and £1.4bn for phase 2 (nominally seven years). Currently the project is focussed on "Consolidation" of the successful bidders commitments into the Site Licence Company's Lifetime Performance Plan. The Licence Agreement anticipates some change to the Target Cost during the Consolidation phase but the full extent of the change will only be known on completion of Consolidation which is forecast to be April 2016. A key enabler to achieving a lower cost for delivering the programme is the NDA's ability to put in place funding to match the programme established by the contractor in the updated Lifetime Performance Plan. Should the updated Plan prove unaffordable a further iteration may be required. |
A MPA Gate 0 Review in March 2015 assessed the Programme as Amber. This reflected the good progress made since the last Gate Review in 2014, but acknowledged that there remained a number of areas requiring close management attention by the DECC programme team. Action is underway or complete against all recommendations.
The Programme needs to continue to work closely with multiple cross-industry delivery partners to ensure Programme success. |
In July 2014, the Government published a White Paper setting out the revised siting process for a GDF. The rating continues to reflect the early stages of a long term project that involves working in partnership with communities. |
Data not provided |
