2017 Report details for project: DWP People and Locations Programme
| Project name | DWP People and Locations Programme - there are 2 reports for this project: 2017, 2018 |
|---|---|
| Google search | Google search on project name (opens in new window)  |
| Contracts | Contracts search (opens in new window) - under development |
| Organisation | DWP (D10) - see all reports for this organisation |
| Report year | 2017 (data is from September 2016) |
| Category | Transformation - see all reports for this category |
| Description: | Designing and delivering a blueprint of our people; teams and locations in 2018 and beyond while optimising the space we use, as we exit the current estates PRIME contract and take on new contractual arrangements from April 2018. |
| DCA (RAG) | Amber/Red |
| DCA text: | All recommendations from the IPA Project Assessment Reviews (PARs) and Major Projects Review Group (MPRG) prior to October 2016 have been completed/actioned. The 4 IPA recommendations from the October 2016 review are being actively managed, with action managers appointed for each one. The recommendations were: A detailed plan, covering for example, legal, IT, commercial, HR and core business readiness requirements, including all dependencies, is produced and that the end to end programme critical path is created using this level of detail. On-going Individual "customer user briefs" (some of which already exist) are defined for each building. These should capture the individual action for each building, in line with customer needs. The aggregation of these should be understood and linked to the overall plan. Cleared The formal sign-off of lease agreements needs to be completed at the optimum time and recognising value for money objectives. The PLP needs to ensure that, using appropriate management information, explicit decisions are made on the basis of trade-offs between the time available and the achievement of value for money. On-going The PLP needs to de-risk the delivery of the procurement of the Estates Target Operating Model (ETOM). It should produce both a detailed procurement plan and TT exit strategy and develop a critical path. Working with partners, the PLP needs to identify and remove current significant barriers to progress by securing early additional resources and simplifying the procurement process. The PLP should ensure that appropriate contingencies are introduced and managed. On-going Three of the four recommendations will be closed by the end of Q4 2016, with the final one expected to be cleared by end of Q1 2017. |
| Start date | 2015-11-19 |
| End date | 2018-04-27 |
| Schedule text | The programme remains focussed on successful delivery of an optimal estate for DWPs future business whilst protecting customer service, protecting welfare reform, minimising the impact on our people and delivering cost efficiencies. The programme remains on track with significant preparatory activity having been undertaken in Q2/Q3. The list of sites for delivery within the scope of the programme will be formally locked down on 23 December 2016; and notice to Telereal Trillium (TT) due to be served on 26 January 2017. There has been positive progress securing Heads of Terms (HoTs) for those properties that DWP requires to maintain service delivery in 2018. The TT freehold property deal is scheduled to receive Cabinet Office approval in December 2016. The programme will continuously review plans and future communications. Human Resources have undertaken extensive work to assist the programme and are ready to support the business throughout implementation. |
| Baseline | £91.29m |
| Forecast | £45.93m |
| Variance | -50.00% |
| Variance text: | The variance reflects deferral of the delivery schedule which has reduced expenditure in year. There is also a reduction in the capital forecast (which is a key part of this programme) comprising two elements: the correction of a categorisation error; and the remainder linked to the impacts of delivery and implementation schedule changes. |
| Whole Life Cost | £5,560.67m |
| WLCost text: | The explanation above has the same impact on budgeted whole life costs. There is no overall change in whole life costs for the programme as the same activity must be performed (at same cost) but in a shorter/diminishing timescale. |
| Notes1: | |
| Notes2: | |
| Sourcefile | IPA_2017.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.