2021 Report details for project: NCA Transformation Programme
| Project name | NCA Transformation Programme - there are 5 reports for this project: 2017, 2018, 2019, 2020, 2021 |
|---|---|
| Google search | Google search on project name (opens in new window)  |
| Contracts | Contracts search (opens in new window) - under development |
| Organisation | NCA (PB558) - see all reports for this organisation |
| Report year | 2021 (data is from March 2021) |
| Category | Transformation - see all reports for this category |
| Description: | The NCA's Transformation Programme will deliver the culture, capability and capacity to enable the NCA to be a world-class law enforcement agency, leading the work to cut serious and organised crime. |
| DCA (RAG) | Amber |
| DCA text: | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating remained at Amber. This is primarily due to the following factors: The NCA Transformation Portfolio continues to be tightly controlled against the annual Portfolio and Illicit Finance business cases which provide its justification and funding. The primary control mechanism is the ongoing assurance of alignment to the Agency's Strategic Change Roadmap. This year the Agency has expended significant time and effort in maturing its management and control of portfolio scope, benefits, funding, risk and dependencies. The agency recognises key risks to funding and technology dependencies in 21/22 and future years. |
| Start date | 2014-04-01 |
| End date | 2022-03-31 |
| Schedule text | Compared to financial year 19/20-Q2, the project's end-date remained scheduled to finish on 31 March 2022 This is primarily due to the following factors: Since the Q2 1920 (30th September 2019) baseline project end date of 31/03/22, the following primary project actions have impacted the original Q4 baseline project end date; - Effective controls have been introduced to help monitor timescales for delivery such as the staged funding approach and better rigour on programme business cases developed. Work has also progressed significantly to map dependencies with the Strategic Change Roadmap and prioritise projects which are critical for the organisation. - The Agency has also commenced Business Planning activities and prioritised critical programmes and projects that will receive funding this FY 21/22 with the Portfolio budget now tightly controlled. |
| Baseline | £507.75m |
| Forecast | £503.70m |
| Variance | -1.00% |
| Variance text: | The budget variance is less than or equal to 5%. The forecast is lower than budget by c£4m as it removes optimism bias, offset in part by an increase to the core portfolio RDEL position (through NCA reallocating some budget to manage some priority demand pressures in Change Portfolio). the variance also reflects NCA securing additional funding to bring forward critical lifecycle investment into the 2020/21 financial year. |
| Whole Life Cost | £6,457.40m |
| WLCost text: | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £306.80m to £6457.40m. This is primarily due to the following factors: The Whole Life Costs have increased from last year due mainly to the extension of the time period covered in the 2020/21 return (one additional year). The current year return projects costs for a ten year period from the current year, to 2029/30. the 19/20 Q2 return, the time period covered by investment figures stopped in 2027/28. The SRO and Portfolio Director have reviewed the Whole Life Cost reported in this document and recognised that the value is overstated. It will be restating it in 21/22. |
| Notes1: | NCA Transformation Portfolio |
| Notes2: | |
| Sourcefile | IPA_2021.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.