| Department |
HMRC |
HMRC |
HMRC |
HMRC |
HMRC |
HMRC |
HMRC |
| IPA Delivery Confidence Assessment
(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 on Major Projects) |
Amber |
Amber |
Amber/Red |
Amber/Red |
Amber |
Amber/Red |
Amber |
| Description / Aims |
HMRCs transformation is the biggest modernisation of the UK tax system in a generation making fundamental changes to the way it operates. The ambition is to become one of the most digitally-advanced tax authorities in the world. This will be done by becoming a smaller, more highly-skilled and flexible organisation. The Locations Programme is key to HMRCs wider transformation, by changing the working environment it will help change the way they work.
The estate will be made up of 13 Regional Centres, 7 Transitional Sites and 5 Specialist Sites and a London Headquarters. This will enable HMRC to create modern, adaptable work spaces that will support the digital infrastructure, staff collaboration and development that HMRC requires to modernise. This Programme also supports the wider Government agenda to transform the Civil Service estate; all of our chosen locations for HMRC Regional Centres align with the siting of Government Hubs.
The Programme will deliver both financial and non-financial benefits. The financial benefits are largely based on reduced accommodation costs.
Over the 10 years to 2025 the expected cumulative net Programme benefits of around £300m. Additionally, after 2028 the Programme will deliver annual savings of over £90m.
Moving to regional centres will save around £300 million up to 2025. The Programme will deliver annual cash savings of £74 million in 2025-26, rising to around £90 million by 2028, while improving customer service and modernising how HMRC works.
The Programme are also confident that it can enable a wide range of non-financial benefits, including increased use of flexible working patterns, more effective management of peaks of customer demand, improved IT delivery and people benefits including improved recruitment and staff retention. |
To Achieve a safe transition from the ASPIRE contract to the new HMRC IT operating and sourcing model, enabling HMRCs digital and data transformation and deliver the benefits of the new model thereafter. |
The strategic objective of the Compliance for the Future (CftF) programme is to enable HMRC to transform its Compliance business and meet the compliance challenge set out in the SR15 settlement by maintaining the compliance revenue baseline at lower cost. The programme contributes efficiencies to maintaining the compliance revenue baseline and thereby helping ensure that the additional revenue to which the Department is also committed. |
HMRC is responsible for delivering an end to end Customs declaration processing service for imports to and exports from the UK. The current system is the Customs Handling of Import and Export Freight service (CHIEF). Each year this business critical service handles c.60 million declarations and collects £34bn revenue, set in a context of an international trade supply chain that is worth £700bn p.a. to the UK economy. CHIEF operates real time, 24 hours per day, 365 days of the year.
The current CHIEF system is more than 23 years old and based on aging Virtual Machine Environment (VME) technology which is becoming difficult to maintain. The service has reached a point where any changes will be both expensive and technically difficult to implement. HMRC is seeking to replace CHIEF with a robust, scalable set of import /export services, capable of delivering this critical function into the future. |
The Government Gateway Transformation Programme (GGTP) will deliver the identity, credential and risking elements that support the full suite of HMRCs digital services and some services for Other Government Departments. GGTP will replace the existing gateway with a new and improved set of processes, customer experience, staff tools and technology stack. GGTP is also responsible for transitioning services, migrating data and decommissioning the existing Government Gateway in March 2019. |
Delivering requirements to modernise IT architecture, bring tax reporting closer to the point of transaction, removing the need for customers to complete tax-specific returns and/or provide information HMRC already holds, enhancing digital services for businesses and agents and delivering a better customer experience. |
Under TFC the intention is to provide childcare accounts for all eligible children for which the first £8,000 deposited by parents or others is topped up by government by 20p for every 80p deposited, up to a maximum of £2,000 per child per year (£4,000 for each disabled child). The TFC programme will design and implement the TFC scheme. Accountability for TFC is divided between HMRC and HM Treasury (HMT). HMRC are responsible for TFC delivery and for outcomes on customer service such as correct payments and data security. HMT have responsibility for ensuring the scheme delivers its intended policy outcomes and for advising ministers on any further policy changes needed to ensure the outcomes continue to be achieved. HMRC will also deliver, for DfE who are the accountable Department, the functionality to support the enhanced 30 hours free childcare provision for 3 and 4 year olds. |
| Departmental commentary on actions planned or taken on the IPA RAG rating. |
The Locations Programme currently holds an AMBER/GREEN IPA Delivery Confidence Rating. Significant progress made with all of the leases for Regional Centres signed, bounding the financial risk and maturing the Programme with robust Project Controls and Governance. The Programme has also made progress in the following areas: the Programme Business case has been refreshed and approved with 19/20 funding agreed; 3 Regional Centre Full Business Cases and 1 Specialist Site Outline Business Case have been approved; and the Regional Centre occupation levels are agreed with Business Groups and a change control process is in place to control any change requests |
The amber status at Q2 was due to the uncertainty around quantifying the benefits, this has subsequently been resolved as part of the programme closure activity. |
As part of wider departmental prioritisation exercises, the decision was taken to refocus the programme resource onto business critical EU Exit-related activity. As a result, the programme closed. In the months preceding the closure decision, the programme had worked closely with stakeholders across HMRC to mitigate the significant impact of a separate programme closure, upon which the programme had a key dependency for Strategic Risking. The programme had identified appropriate ways forward to enable successful delivery of this capability and, in doing so, address the dependency risk and build confidence that would be reflected in its future overall RAG status. Following the decision to close the programme, the business critical elements, particularly strategic risking, are being taken forward as technical mitigations under separate business cases. |
The amber/red delivery confidence assessment reflects the concerns that IT testing activities took longer than expected and CDS Release 3 go-live date was moved to March 2019.
We have agreed and begun to implement a significant delivery organisation change, with clearer accountabilities and increased levels of SCS leadership. This will allow targeted action on key lessons learned to date, particularly Release 1 delivery. |
The Programme RAG status reported at Q2 was amber as there were still a number of HMRC Services which needed to migrate over to the new Secure Credentials Platform. 46 Services had been migrated but a further 28 were still needed to be transferred over; plans were still in development in getting the remainder of the Other Government Departments to off-board and on-board their Services; and the Enrolment and Agent & Client Database (EACD) Project still had several complex deliveries to be scheduled with very little room for contingency.
These issues have now been addressed. All 160 HMRC and Other Government Department services and dependencies have been removed from the old government gateway. All Services were transitioned smoothly and access to services was maintained throughout the data migration window. The EACD Project delivered its remaining milestones and the new database became the master of HMRC data in November 2018 for over 100m records. The old government gateway was decommissioned in March 2019 and all physical KIT has been destroyed. |
An IPA-led Critical Friend Review in July 2018 gave an overall DCA of AMBER/RED which was in-line with the previous assessment at the PAR/OGC review in May 2018. There were eight recommendations (3 critical, 5 essential). At 30 September 2018, actions to address these recommendations were still in progress. All been fully addressed and closed since.
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