2022 Report details for project: Rail Transformation Programme
| Project name | Rail Transformation Programme - there are 2 reports for this project: 2022, 2023 |
|---|---|
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| Contracts | Contracts search (opens in new window) - under development |
| Organisation | DFT (D9) - see all reports for this organisation |
| Report year | 2022 (data is from September 2021) |
| Category | Transformation - see all reports for this category |
| Description: | The rail system today is fragmented, complicated, and lacks a guiding focus on customers, coherent leadership, and strategic direction. The pandemic has created additional challenges and further demonstrated the need for a more customer-focused and efficient railway. In response the government published the Williams-Shapps Plan for Rail (WSPR) and established the Rail Transformation Programme (RTP) to implement it. The programme will deliver fundamental changes that help the railways and its people to prosper, delivering the service customers want and need. Central to the WSPR is the creation of a single 'guiding mind' for the railways - Great British Railways (GBR). Appreciating the urgency of action, the WSPR commits to interim arrangements to deliver early benefits and lay the foundations for reform. The Rail Transformation Programme is probably the largest and most complex transformation programme in government today. |
| DCA (RAG) | Amber |
| DCA text: | The IPA's DCA rating at 21/22-Q4 is Amber. The programme now has a clearer scope; mature programme architecture, delivery plans and clear accountabilities between organisations involved. The development of a sector target operating model has provided a strong framework for the programme. We have built delivery capability across the Rail Transformation Programme, including two experienced new Programme Directors who have brought cohesion across the programme and drive to the delivery of the reforms. The Infrastructure and Projects Authority Assurance of Action Plan (AAP) review in February 2022 commended the programme for its significant progress, highlighting that 'delivery confidence has increased substantially in addressing major risks and issues and in much enhanced programme resilience.' |
| Start date | 2021-05-20 |
| End date | 2025-01-04 |
| Schedule text | Your project end-date is 04 JAN 2025. This is primarily due to the following factors: The programme is on the cusp of achieving the first major transition point in the programme - the creation in the first quarter of FY22/23 of Great British Railways Transition Team and its acquisition of the Rail Delivery Group. Looking to the next step, a coherent strategic framework for the programme has been created. The programme is benefits driven, in four key areas of Customer, Sector, Society and Financial. This framework drives an iterative approach to planning that unites the sector around six-month delivery cycles called Transformation States (TSs) which bring together key benefits and enablers. We have established a layered process of schedule assurance and accountability to ensure the deliverability of future plans. |
| Baseline | £0.00m |
| Forecast | £0.00m |
| Variance | 0.00% |
| Variance text: | The budget variance exceeds 5% as a result of a revised Spending Review (SR) in Autumn 2021. This has set a new lower baseline for the programme for the next three years. The challenging SR outcome and the broader pressures on public spending inflation and energy costs create a very difficult context for delivery of reform. |
| Whole Life Cost | £1,961.00m |
| WLCost text: | Your projects Baseline Whole Life Cost is 1961.00 (£m). This is primarily due to the following factors: The Rail Transformation Programme's departmental-agreed Whole Life Cost is £1,961m. This covers the first five years of the Rail Transformation programme and includes expenditure on Fares, Ticketing and Retail Reform; Structural and Commercial Reform and Workforce Reform. The Rail Transformation Programme also includes a savings commitment that will deliver £1.5bn of annualised savings across the sector. This is built into the budgets and, for the first three years, forms part of the Department's SR settlement. The total savings over the first five years of reforms is £5,889m. This is a challenging target and the figures include the removal of contingency across workforce reform in the SR mean that the commitments remain ambitious. |
| Notes1: | |
| Notes2: | |
| Sourcefile | IPA_2022.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.