2017 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: 2017 (data is from Sept 2016)
Category: Infrastructure - see all reports for this category
Description: The Science Hub programme, previously called Chrysalis, transferred to Public Health England on 31st March 2013. The vision under PHE has continued to develop and builds upon and strengthens the strategic case for an integrated public health service, as well as address the urgent re-provision of facilities currently at Porton. The business case is based on the delivery of a “hub and node” model for public health science through co-location of Porton research, Colindale and London HQ functions onto a site to be purchased from GSK. The requirement for steel for this programme has not yet been decided. Following the Spending Review, an options analysis is being conducted to accomodate all the staff now in scope at various levels of risk. This will determine the requirement for construction versus refurbishment and this will determine whether the steel usage will be significant
DCA (RAG): Amber
DCA text: There are a number of ongoing actions to mitigate the key risks including; 1. Resources - working closely with other parts of PHE to maximise sharing of resources, use of backfill policy to facilitate resource release, 2. Scope - timelines are being revised to allow for re-design to accommodate additional staff. Other changes will be managed by the request for change process and this will be carefully monitored as there is the potential for change driven by other PHE programmes. The implications of the security requirements and the need for proportionality will become clearer through discussion with DH and advisory bodies such as CPNI. Deployment of the iHub continues however the Programme continues to await a date for when PHE ICT will run a full 'failover' testing which validates the system's ability to move operations to back-up systems during any server failure. The issue is being monitored by the Programme Director. The change of scope to accomodate 600 extra staff resulted in a redesign requirement causing slippage to the RIBA stage 2 schedule and the procurement schedule. PHE have undertaken an options analysis to mitigate the impact of delays and to maintain procurement momentum. An issue currently being mitigated for is the restruturing of NIS which coincides with the intense design phase of RIBA stage 3 timelines scheduled for the final quarter of this calander year moving thorugh to 2018. PHE are working alongside NIS to ensure that they are able to positively influence requirement definitions and solution sign off in order to retain both a consistency of approach and allocated sufficient priority to meet the Science Hub schedule.
Start date: 2013-06-28
End date: 2023-03-31
Schedule text: The programme schedule was re-profiled in line with year by year funding availability . All milestones on the revised schedule to date have been completed in time to date. The start and end milestones for the programme cover co-locating all the in scope elements to a hub in Harlow and introducing new ways of working. The programme covers handing the management of the site over to the business. There are a number of key challenges including; the breadth of stakeholder management, in particular for the Harlow community and the associated town planning application; maturing the business change projects; internal staff engagement and availability of resource to support the programme. There are a number of other uncertainties and risks around timelines, scope/costs and resourcing. In particular as a result of the developments around the concept re-design and associated risks and implications and the security requirements.
Baseline: £276.60m
Forecast: £152.70m
Variance: -45.00%
Variance text: The baseline reflects recurring old costs of £123.0m and £153.6m of Programme cost in comparison to forecast recurring old costs of £130.3m and Programme costs of £22.4m. The Programme variance to baseline is reflective of the schedule variance mainly driven by the extended OBC review period.
Whole Life Cost: £10,997.76m
WLCost text: Budgeted real whole life comprise future operating costs for 60 years post implementation of £10,040.0m and Programme costs covering design, construction and transition costs of £957.7m.
Sourcefile: IPA_2017.csv

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