2020 Report details for project: Building Our Future Locations Programme
| Project name | Building Our Future Locations Programme - there are 7 reports for this project: 2017, 2018, 2019, 2020, 2021, 2022, 2023 |
|---|---|
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| Contracts | Contracts search (opens in new window) - under development |
| Organisation | HMRC (D25) - see all reports for this organisation |
| Report year | 2020 (data is from September 2019) |
| Category | Transformation - see all reports for this category |
| Description: | HMRC will be a transformed organisation operating from 13 large, modern Regional Centres (RCs), 5 Specialist Sites and a London Headquarters equipped with the digital infrastructure and training facilities needed to support and motivate our people, and from which we can better serve our customers as an effective, efficient and impartial tax and payments authority. |
| DCA (RAG) | Amber/Green |
| DCA text: | The IPA Delivery Confidence Assessment (DCA) rating at Q2 1920 (30th September 2019) was Amber/Green, which has improved since last year's Q2 1819 Amber, due primarily to the following factors; - The signing of Regional Centre leases for all locations except Newcastle, and the commercial agreement of all fit-out and FM contracts, provided a firm baseline for the Programme with practical evidence of successful delivery in Bristol, Croydon & Canary Wharf shaping future transitions by demonstrating that learning had been taken on-board from these deliveries, the transition of staff and early legacy site closures. - The 'Bounding' or confining of the financial risk, establishing a firm view on delivery cost and a more realistic assessment of the cashable benefits, managing well within budgets set out in the latest version of the business case with a good balance between financial risks and opportunities. This is strengthened further by the signing of the STEPS PFI exit deal in March 2020. - A high quality of Programme Leadership and team, with a key focus on staff and supporting them through the transition. Very strong evidence of staff engagement and the requirement to balance both the needs of staff and the business. Robust risk management in place. Since the Q2 1920 (30th September 2019) Amber/Green IPA DCA, the following non-project operating environment activities have impacted the original Q2 IPA DCA; - Increases in predicted HMRC staffing levels, mainly through EU Transition work. - Covid-19 is having an increasingly major effect on the programme. A 'Planning for Delay' process is being used to assess individual project delivery risk; A Programme Response Plan has been produced to support national priorities; Programme is working with contractors to assess their delivery capacity and constraints against a fast developing situation. The places most affected are Birmingham, Liverpool and Stratford whose delivery schedules were the tightest beforehand. Since the Q2 1920 (30th September 2019) Amber/Green IPA DCA, the following primary project actions have impacted the original Q2 IPA DCA; - Further to the opening of the Bristol RC, Belfast, Erskine House was opened in January 2020, with our new acquisition transitional site in Glasgow following in March 2020, and the Edinburgh RC being well set for delivery in early 2020/21. - Difficulties with the Liverpool RC delivery reaching resolution, with contracts now moving to signing between landlord and new contractor to progress India Buildings to a refreshed schedule; resulting in movement of costs and some legacy estate challenges.The Birmingham project is delayed due to a CAT A (ceiling, lighting, heating, flooring etc.) build overrun. Options to mitigate are in progress to minimise disruption to people and business. Current contractor has increased resources for internal and external works to minimise the Ready For Service' delay. - Work is underway to consolidate estate changes made necessary since our programme baseline was agreed by way of a re-iteration to the programme business case. |
| Start date | 2016-01-05 |
| End date | 2026-03-31 |
| Schedule text | The scheduled baseline project end date at Q2 1920 (30th September 2019) is 31/03/26, has not changed since last year's Q2 1819 date of 31/03/26, due primarily to the following factors; - The date is in relation to the Locations Programme closure which has and continues to remain consistent at 31/03/2026. Since the Q2 1920 (30th September 2019) baseline project end date of 31/03/26, the following non-project operating environment activities have impacted the original Q2 baseline project end date; - The baseline programme closure end date remains at 31/03/2026. The impacts of Covid 19 at project level are currently being reviewed via a contingency planning exercise but, at this stage, are not expected to put the programme closure date at risk. Since the Q2 1920 (30th September 2019) baseline project end date of 31/03/26, the following primary project actions have impacted the original Q2 baseline project end date; - The current impacts on Locations Programme individual projects are not known to effect the programme end date of 31/03/2026. |
| Baseline | £387.70m |
| Forecast | £348.30m |
| Variance | -0.10% |
| Variance text: | The 19/20 in-year baseline / forecast variance at Q2 1920 (30th September 2019) of -10%, is due primarily to the following factors; - HMRC reprioritisation exercises, post the calculation of the programme baseline, result in decisions to delay the Newcastle and Nottingham Regional Centre Projects to later years |
| Whole Life Cost | £2,835.90m |
| WLCost text: | The baseline Whole Life Cost at Q2 1920 (30th September 2019) is £2,835.90m, has not changed since last year's Q2 1819 (£m) baseline Whole Life Cost of £2,835.90m, due primarily to the following factors; - The programme baseline has not been formally updated since the Programme business Case v1, approved by HMT in April 2017. |
| Notes1: | |
| Notes2: | |
| Sourcefile | IPA_2020.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.