2021 Report details for project: Probation Programme
| Project name | Probation Programme - there are 4 reports for this project: 2019, 2020, 2021, 2022 |
|---|---|
| Google search | Google search on project name (opens in new window)  |
| Contracts | Contracts search (opens in new window) - under development |
| Organisation | MOJ (D18) - see all reports for this organisation |
| Report year | 2021 (data is from March 2021) |
| Category | Transformation - see all reports for this category |
| Description: | On 26 June the current structures for probation services will be replaced with a unified Probation Service bringing in staff, services and asset into 12 probation regions across England and Wales bringing together offender management for all levels of risk, together with responsibility for unpaid work, accredited programmes and other structured rehabilitative interventions. |
| DCA (RAG) | Amber |
| DCA text: | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Red to Amber. This is primarily due to the following factors: Significant progress made towards implementing the first phase of Probation Reform, the Programme has successfully restructured into 12 probation regions across England and Wales is on track to transfer staff, assets and services on 26th June. The Programme has published the 'Target Operating Model' and National Standards to set the future vision of the Probation Service. |
| Start date | 2017-10-01 |
| End date | 2022-12-31 |
| Schedule text | Compared to financial year 19/20-Q2, the project's end-date increased from 01 March 2020 to 31 December 2022 This is primarily due to the following factors: Since April 2020 the Programme has responded swiftly to challenges presented by COVID-19, changing the scope of reforms to ensure that the new services would be up and running by the time that Community Rehabilitation Company (CRC) contracts end in June 2021. The following 18 months will focus on delivering the benefits of the programme and successfully transitioning to the Target Operating Model. |
| Baseline | £1,136.49m |
| Forecast | £1,068.17m |
| Variance | -6.00% |
| Variance text: | The budget variance exceeds 5%. The baseline included contingency funding, which was not required in this financial year, resulting in an underspend. Transition costs have also been lower than baseline in 2020-21, as the assumptions around the timing of certain transition costs have changed. |
| Whole Life Cost | £17,725.63m |
| WLCost text: | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £8235.23m to £17725.63m. This is primarily due to the following factors: The project had a significant change in baseline costs as part of the transition to the full business case. Increases in technology costs, estates costs, in-house transition costs, workforce costs and general transition costs driven by the reclassification of some business as usual (BAU) costs as transition costs. The increase in estates costs are driven by the early transfer of Community Rehabilitation Company buildings into the National Probation Service, with the associated additional running costs and loss of income for MoJ Estates. The programme is also now funding backlog maintenance in later years. |
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| Notes2: | |
| Sourcefile | IPA_2021.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.