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2023-24 - 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 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
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 a more highly skilled tax and customs authority within a Modern Civil Service. It continues to deliver modern, inclusive and strategically located offices, supporting the Government's Places for Growth Programme by creating opportunities, career paths and enabling vibrant cross government professional communities and in towns and cities across the UK._x000D_ _x000D_ HMRC's new, award winning, offices provide safe, modern and inclusive workspaces with the digital infrastructure enabling improved collaboration, smarter working and a culture where everyone feels valued. HMRC's offices incorporate flexible layouts that will meet future changing demands and priorities.		Amber	Compared to financial year 22/23-Q4, Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 increased from Green to Amber. This is primarily due to the following factors. The programme successfully completed the first phase of its delivery of Phase One of Government Hubs. It has opened 12 award winning, greener offices enabling smarter working and accommodating 48 government departments. We are continuing to secure long term locations to ensure HMRC retains the required skills, in the right locations while minimising redundancies, loss of knowledge and cost of rehire._x000D_ _x000D_ In 2023/24, we obtained approval and progressed our solutions for Portsmouth, Telford and Dover. Ourremaining projects are at astage where we are still considering options andOutline Business Cases will be produced during the next financial year.	2016-01-05	2031-04-05	Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 increased from 2026-03-31 to 2031-04-05. This is primarily due to the following factors. We are continuing to secure long term locations for HMRC. Taking this into consideration, the current assumption is that the Programme will close in 2030/31.	225.2	232.95	3	The budget variance is inferior or equal to 5%.	2836	Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2836m. This is primarily due to the following factors. Whilst there have been in-year costs variances, the overall cost of the programme remains unchanged.	74	Compared to financial year 22/23-Q4, the project's departmental-agree monetised benefits at 23/24-Q4 remained at 74m. Monetised benefits represent estate running cost savings as a result of exiting legacy estate and moving into new Regional Centres and Specialist sites.
HMRC_0292_2324-Q3	Enterprise Tax Management Platform (ETMP)	HMRC	Government Transformation and Service Delivery	The Enterprise Tax Management Platform (ETMP) Regeneration is a multi-year programme, established to lead HMRC's response to the announced end of mainstream support for the software product that underpins ETMP It's secondary objective is to address key challenges identified with the current platform. The programme will modernise and protect ETMP, the backbone of the HMRC tax accounting and payment capability. It will exploit new technology to enable better performance, improved user experience and innovation of our business processes to reduce cost and increase compliance and revenue._x000D_ The programme will regenerate ETMP, focusing on how the platform can deliver better business value through migration to a modern software product in the long term and through continuous improvement to the functionality of the current platform in the short term.		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 Amber status is due to the programme not yet having decided on the preferred option for delivery and wider understanding of the migration approach. Alongside this there are capability, capacity and whole cost funding concerns. These concerns are being explored through the department's business planning process for 2024/25. In the meantime, regeneration activity for ETMP has delivered for 2023/24 with plans in place to continue during 2024/25.	2022-07-29	2030-03-31	The project's end-date at 23/24-Q4 is 2030-03-31. This is primarily due to the following factors. The programme is made up of two elements, addressing the key concerns with the current platform and to determine the preferred option for delivery, as the current provider is ending mainstream support in 2027. Discussion around the preferred option for delivery continue and the outcome will be included in revised plans and it is expected that the programme will complete by 31st March 2030.	12.51	10.47	-16	The budget variance exceeds 5%. This is primarily due to the following factors. The variance is due to the underspend in budget driven partly by uncertainties during the year on the strategic approach and supplier capacity issues that restricted the work that could be carried out.	290	The project's departmental-agree Whole Life Cost at 23/24-Q4 is 290m. This is primarily due to the following factors. The whole lifecycle costs are made of programme development (Information Technology (IT)) costs. Programme paybill and overhead costs for the period 2022/23 to 2029/30.	55	The project's departmental-agree monetised benefits at 23/24-Q4 is 55m. Whilst potential benefits have been identified for migration, until the preferred option for delivery has been ascertained, these have yet to be quantified. Priority project benefits identified for 2024/25 are in the process of being ratified.
HMRC_0164_2223-Q3	HMRC Northern Ireland Programme	HMRC	ICT	The Northern Ireland Delivery Programme (NIDP) was established as part of HMRC's 2021 Spending Review settlement to continue delivery of HMRC policy and legislative commitments for Northern Ireland, following the United Kingdom's exit from the European Union. _x000D_ _x000D_ It includes delivery of the changes to HMRC systems to enable HMRC and businesses to operate initially within the terms of the Northern Ireland Protocol, and more recently in 2023, within the terms of the Windsor Framework.	Amber		Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. The programme continues to progress delivery of commitments within the Windsor Framework to legislative timelines agreed between UK and EU. The Amber delivery confidence assessment reflect the overall scale and technical complexity of the programme, with risks that are being managed within existing programme and departmental governance.	2022-04-01	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. Substantive progress continues to be made with delivery against the programme strategic outcomes; and our 2024/25 delivery plans are now finalised and are on track.	216.14	203.06	-6	The budget variance exceeds 5%. This is primarily due to the following factors. The decrease is predominantly due to cost savings following reductions in supplier estimates as projects progress through their delivery life cycle; and delays with onboarding supplier resources, which has meant costs have been incurred later and at a slower rate, than initially forecast.	498	Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 increased from 388m. to 498m. This is primarily due to the following factors. The full lifecycle cost increase is predominantly due to a change in how overhead and non-functional costs are apportioned for projects that are making changes to the Customs Declaration Service. It also includes the additional of costs to deliver new scope requirements, since the Windsor Framework was announced in February 2023. There will be further additional costs for 2024/25 that have not yet been baselined.	0	The project's departmental-agree monetised benefits at 23/24-Q4 is 0m. The programme is managing changes to customs and indirect tax systems to comply with policy and legislative requirements
HMRC_0017_1617-Q2	Making Tax Digital	HMRC	ICT	"Making Tax Digital aims to support UK businesses and landlords to get their VAT and Income Tax right by mandating them to keep up-to-date business records, using business accounting software that produces the VAT return or Self Assessment update to HMRC._x000D_ "	Amber		Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors.