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2022-23 - Government Major Project Portfolio (GMPP)

Government Major Projects Portfolio data for HMRC

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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 2021/22 (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
HMRC_0015_1617-Q1	Building Our Future Locations Programme	HMRC	Government Transformation and Service Delivery	HMRC's Locations Strategy, announced in 2015, is key to enabling its wider transformation. The Locations Strategy is delivering the Phase One Government Hubs and supports the Governments Places for Growth Programme by creating opportunities and career paths in towns and cities across the UK. HMRC's new estate provides safe, modern and inclusive workspaces with high-speed digital infrastructure enabling improved collaboration, smarter working and enabling a culture where everyone feels valued. These incorporate flexible layouts that will meet future changing demands and priorities.	NA	Green	Compared to financial year 21/22-Q4, the Delivery Confidence Assessment rating at 22/23-Q4 remained at Green (SRO rating). This is primarily due to the following factors. The Programme has now successfully delivered 12 regional centres and 2 Specialist Sites, with 11 of these being awarded Inclusive Environments Recognition by the Construction Industry Council (CIC). During Financial Year 2022/23, the Locations Programme successfully opened a further 3 regional centres in Nottingham, Glasgow and Manchester, enabling over 10k HMRC staff to move into those new offices within the planned timescales. Following the lifting of lock down restrictions, we were also finally able to hold the opening ceremonies for 10 of our new regional centres. Ourremaining projects are at a stage where we are still considering options and Outline Business Cases will be produced from Q1 23/24 onwards.	2016-01-05	2026-03-31	Compared to financial year 21/22-Q4, the project's end-date at 22/23-Q4 remained schedule to finish on 2026-03-31. This is primarily due to the following factors. The current assumption is that the programme end date will be 2028/29, to allow the safe delivery of our remaining deliveries and to the conclude our work on Phase 1 of the Government Hubs.	221.2	232.79	5	The budget variance exceeds 5%. 2022/23 full year final position at end of Q4 is 32% lower than baseline. This is primarily due to the baseline position included 9.6m for Moves Assistance Payments (MAP, formerly Daily Travel Allowance) which the programme no longer funds, and revised delivery timelines in several projects, and a move to Hybrid working which greatly reduces the cost to HMRC.	2836	Compared to financial year 21/22-Q4, the project's departmental-agree Whole Life Cost at 22/23-Q4 remained at 2836m. This is primarily due to the following factors. The baseline Whole Life Cost as at Q4 2022/23 is unchanged from 2,836m reported in the 2021/22 report. It has not been formally updated since the Programme Business Case v1.0 was approved by HMT in April 2017.	74	The project's departmental-agree monetised benefits at 22/23-Q4 is 74m. The project's departmentally-agreed monetised benefits at 22/23-Q4 is 74m. This is due to: Monetised benefits represent estate running cost savings as a result of exiting legacy estate and moving into new Regional Centres and Specialist sites.
HMRC_0026_2021-Q1	Contact Engagement Programme	HMRC	Government Transformation and Service Delivery	The Customer Engagement Programme, CEP, has replaced HMRC's telephony and digital platforms. It has also replaced the customer contact interface for advisers and delivered credible management information solutions across the new telephony and digital platforms to improve experience for customers and colleagues. Over time, this will allow HMRC to transform the way we interact with customers; becoming a more effective and efficient organisation, driving digital take up where appropriate and providing improved tools to support our colleagues to resolve customer contact effectively through a 'once and done' approach.	Green	NA	Compared to financial year 21/22-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 22/23-Q4 increased from Amber to Green. This is primarily due to the following factors. The programme is preparing to close having delivered the replacement telephony platform. There is still some work to do to complete data and reporting deliverables, highlight optimisation opportunities and agree roles and responsibilities for maintaining the service but once this has been completed the programme will be able to close	2020-03-31	2022-06-30	Compared to financial year 21/22-Q4, the project's end-date at 22/23-Q4 remained schedule to finish on 2022-06-30. This is primarily due to the following factors. The programme is due to complete the remaining two data and reporting deliverables into live running and support prior to programme closure in line with the programme plan. All programme closure activities are on track and being progressed via weekly update meetings with the Infrastructure & Projects Authority, weekly closure reporting meetings and the monthly programme board.	51.63	51.62	0	The budget variance is inferior or equal to 5%.	236	Compared to financial year 21/22-Q4, the project's departmental-agree Whole Life Cost at 22/23-Q4 increased from 226m. to 236m. This is primarily due to the following factors. The programme team required an additional 3 months and skeleton team to manage exit from the outgoing platform.Telephony costs had a new consumption based charging mechanism which now reflects demand fluctuations. Current estimates suggest an increase on previous estimates over the next two years, however this is likely to be reduced, as other initiatives focus on reducing the demand for telephony.	NA	The project did not provide departmental-agree monetised benefits at 22/23-Q4. The project did not provide departmentally-agreed monetised benefits at 22/23-Q4. The activity covered under the contact engagement programme is an enabler for other spending review initiatives, for example, single customer account. The scope covered replacement of the existing technology and these future programmes will drive benefits and value add from optimisation and exploitation of the new platform.
HMRC_0032_2122-Q1	Critical Platform Transformation CPT	HMRC	ICT	Through applied industry standard identification, the programme has delivered several software, hardware, and component upgrades, whilst reducing HMRCs legacy IT estate. The programme has supported several internal programmes enabling HMRCs transformation activities to mature, supporting legislative, ministerial and policy driven change. This has increased our stability and resilience offering, to create a more modern IT and working environment. The programme will continue to deliver against the strategic aim to create further modern platforms, products fit for 21st century.	NA	Amber	Compared to financial year 21/22-Q4, the Senior Responsible Owner's Delivery Confidence Assessment rating at 22/23-Q4 remained at Amber. This is primarily due to the following factors. The programme is made up of 13 workstreams to focus on and deliver technical health improvements in different parts of the HMRC IT estate. 8 of those workstream are experiencing some delays due to the availability of supplier and internal resource. To get back on track for an overall green status, plans are ongoing to maximise resourcing activity for prioritisation of key resources.	2021-04-01	2025-03-31	Compared to financial year 21/22-Q4, the project's end-date at 22/23-Q4 increased from 2022-03-31 to 2025-03-31. This is primarily due to the following factors. The programme was initially a single year mobilisation as part of the 2020 spending review allocation. Further investment in the programme was agreed as part of the 2021 spending review which extended the programme by 3 years to enable the programme to deliver significant change across the department and actively contribute to HMRC's risk reduction whilst increasing information technology resilience and stability.	69.7	72.78	4	The budget variance is inferior or equal to 5%.	341	Compared to financial year 21/22-Q4, the project's departmental-agree Whole Life Cost at 22/23-Q4 increased from 85m. to 341m. This is primarily due to the following factors. The whole life cost has increased as a consequence of additional investment being agreed in the 2021 spending review allocation to extend the programme by 3 years. The additional spend is in relation to information technology and resource costs, and also includes, in line with HM Treasury guidance, a period of information technology running costs.	5	The project's departmental-agree monetised benefits at 22/23-Q4 is 5m. The project's departmentally-agreed monetised benefits at 22/23-Q4 is 5.28m. This is due to: The benefits represent sustainable cost savings including license cost savings, storage cost savings, 3rd party contract savings, decommissioning cost savings and other IT infrastructure run cost savings.