2021 Report details for project: Transforming Government Security
| Project name | Transforming Government Security - there are 2 reports for this project: 2020, 2021 |
|---|---|
| Google search | Google search on project name (opens in new window)  |
| Contracts | Contracts search (opens in new window) - under development |
| Organisation | CO (D2 ) - see all reports for this organisation |
| Report year | 2021 (data is from March 2021) |
| Category | Transformation - see all reports for this category |
| Description: | Following a review of government security in 2016, the Transforming Government Security (TGS) Programme was established to raise the standard of security services in government. The review found chronic systemic failings in the way security was delivered. There was duplication of effort across departments, widely varying capability and inconsistent user experience. TGS has already delivered significant change with GSG leading this cross-government transformation effort from a small programme team located across the UK. It has accelerated the establishment of the Security Function. Security leadership has been enhanced through the creation of the roles of the Government Chief Security Officer and Chief Security Officers in lead departments; departmental security posture has been strengthened by the recruitment of expert security advisers; the GSG professions team and a range of assurance activities have been established in GSG; and shared security services have been embedded by the lead departments. |
| DCA (RAG) | Green |
| DCA text: | Compared to financial year 19/20-Q2, the Infrastructure Project Authority's Delivery Confidence Assessment rating decreased from Amber/Green to Green. This is primarily due to the following factors: TGS set out to rationalise government security, improve professionalism and make security a Function of government addressing varying standards of security. Key achievements - now supported by a transformation portfolio - are: - Security leadership has been enhanced through the creation of the roles of the Government Chief Security Officer and Chief Security Officers in lead departments; - Departmental security capability has been strengthened by the recruitment of Security Advisers and a cadre of SCS Security Advisers (10 of whom are women making up over 50% of Senior Security Advisers); - A strong professions agenda has been established, providing a clear career framework for our people and enabling us to drive up capability in key areas; - A more concerted and consistent assurance regime (based on new security standards) has been developed, giving us a much better understanding of capability gaps; - Services have been made available through Government Security Centres, solving common problems for all departments. |
| Start date | 2016-10-01 |
| End date | 2020-05-31 |
| Schedule text | Compared to financial year 19/20-Q2, the project's end-date increased from 01 April 2020 to 31 May 2020 This is primarily due to the following factors: The Programme has now closed, and was delivered on time |
| Baseline | £10.00m |
| Forecast | £9.82m |
| Variance | -2.00% |
| Variance text: | The budget variance is less than or equal to 5%. |
| Whole Life Cost | £41.04m |
| WLCost text: | Compared to financial year 19/20-Q2, the projects Baseline Whole Life Cost increased from £31.04m to £41.04m. This is primarily due to the following factors: The Programme has come in with a 2% underspend. The main reason for the Programme reporting an underspend was due to CO controls limiting the onboarding of contractor resources and also the impact of redirecting resources in response to the Covid effort. A note would be sent to NCSP advising them of the underspend. |
| Notes1: | |
| Notes2: | |
| Sourcefile | IPA_2021.csv |
Home Selection Search All Reports Projects +dates Projects +costs Organisations Years Categories
Acknowledgement: GMPP data has been re-used under the Open Government Licence.