2015 Report details for project: PHE Science Hub

Project name: PHE Science Hub - there are 7 reports for this project: 2013, 2014, 2015, 2016, 2017, 2018, 2019
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Organisation: DOH (D12) - see all reports for this organisation
Report year: 2015 (data is from Sept 2014)
Category: Infrastructure - see all reports for this category
Description: The programme previously called Chrysalis evolved under the Health Protection Agency (HPA) from a new build on the Porton site to co-location of Porton elements (research, health protection services, and corporate services), along with two other major HPA sites on a single site in the vacated GSK Science Park at Harlow. HPA’s Chrysalis Programme focused on the urgent re-provision of the ageing, high security, high containment specialist microbiology laboratories at Porton Down that are a key part of the nation’s defence against novel and dangerous microbiological pathogens such as pandemic flu, Ebola, anthrax and many others. The programme transferred to Public Health England (PHE) on 31st March 2013. An independent due diligence review carried out for PHE supported the continued investigation of Harlow and allowed PHE to continue to explore Harlow as an option for the Outline Business Case (OBC). The vision under PHE has continued to develop and builds upon and strengthens the strategic case for an integrated public health service. The business case is based on the delivery of a “hub and spoke” model for public health science in PHE.The “hub and spoke” model identifies the two core purposes within PHE: - The national source of advice and expert science on protecting and improving the public’s health - The local provider of key public health functions and the application of expert advice on public health interventions to local government and the local NHS
DCA (RAG): Amber
DCA text: The MPA RAG rating was Amber at Q2 2014. A recent review confirmed that all the actions to address recommendations had been completed. An Amber status was given for the Delivery Confidence Assessment. Many elements of the programme were found as exemplary or of a high standard. A total of 6 recommendations (5 critical, 1 essential) were made around the presentation of the Outline Business Case (OBC) submitted at the end of July. These were made to provide greater clarity and increased robustness. An action plan was formulated and all the critical recommendations, were completed in the following 2-3 weeks. The 6th essential recommendation concerned streamlining some elements of the business case and will be completed once a decision is made on the OBC.
Start date: 2013-08-09
End date: 2021-03-30
Schedule text: The programme schedule for the year was dependent on a procurement contract which in the end was more complex and took longer than anticipated to reach an acceptable agreement. This delayed the start of the design work but once commenced remained on schedule over this period - completing the design work by the end of June 2014, and submitting the Outline Business Case (OBC) by the end of July 2014. An ambitious target of a decision on the OBC by the end of September 2014 has been set. Any delay beyond this will push back any subsequent milestones although opportunities to bring milestones forward will obviously be sought.
Baseline: £29.68m
Forecast: £15.67m
Variance: -47.20%
Variance text: The forecast for 2014/15 is for an underspend due to the delayed commencement of the design work which constitutes the major spend for the programme over this period. Delays on an OBC decision will delay the recommencement of design and lead to further underspend.
Whole Life Cost: £10,447.57m
WLCost text: The whole life costs associated with the programmes are significant because the business case analysis has to cover an appraisal period of 60 years, plus 8 years of development and transition. This includes all staff and running costs associated with the functions included in the scope of the programme
Sourcefile: IPA_2015.csv

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Acknowledgement: GMPP data has been re-used under the Open Government Licence.