|Project name: ||Building Our Future Locations Programme - there are 3 reports for this project: 2017, 2018, 2019 |
|Google search: ||Google search on project name (opens in new window) |
|Organisation: ||HMRC (D25) - see all reports for this organisation |
|Report year: ||2017 (data is from Sept 2016) |
|Category: ||Transformation - see all reports for this category |
|Description: ||This Programme by 2020-21 will replace HMRCs current 170 offices with 13 new Regional Centres, 5 transitional sites, 4 Specialist Sites and a London Headquarters serving every part of the UK. This will enable HMRC to create modern, adaptable work spaces that will support the digital infrastructure, staff collaboration and development that HMRC requires to modernise.The Programme will support delivery of future efficiency savings through the extended roll out of the ten-year modernisation programme.This Programme also supports the wider Government agenda to transform the Civil Service estate; all of our chosen locations for HMRC Regional Centres align with the siting of Government Hubs. |
|DCA (RAG): ||Amber/Red |
|DCA text: ||Key Factors in Delivery Confidence Assessment:
The Programme is large with a very challenging schedule involving the creation of 13 regional centres and the migration of 40,000 staff over 5 years.
In September 2016, the Programme Board reviewed a refreshed Strategic Outline Case (SOC), which recommended the re-baselining of cost, schedule and benefits reflecting changes to initial forecasts. The Board provided guidance and a draft of the SOC was considered by HMRCs Investment Committee in October 2016.
Work is in hand to assess the impact of the revised schedule on business outputs and our people.
Since September a significant amount of risk mitigation and cost reduction work has been undertaken to mitigate major programme risks and to address affordability concerns |
|Start date: ||2016-01-05 |
|End date: ||2021-04-05 |
|Schedule text: ||Data not provided |
|Baseline: ||£310.20m |
|Forecast: ||£340.70m |
|Variance: ||10.00% |
|Variance text: ||At 16/17 Q2, the variance between baseline, which was based on the SR15 bid, and forecast was driven in the main by understated legacy accommodation running costs of some £ 26 m.
Since Q2 legacy accommodation running costs have been reviewed in depth to provide much greater confidence in the figures. In addition investment cost assumptions have been refined leading to an improved understanding of underpinning costs and some reductions in investment costs.
As a result of this work, the Programme has a much better understanding of costs as it progresses towards approvals. |
|Whole Life Cost: ||£2,099.30m |
|WLCost text: ||In accordance with Cabinet Office Infrastructure and Projects Authority (IPA) Data Guidance and Definitions governing the quarter two of 2016/17, Whole Life Costs (WLC) total baseline is the summation of resource (RDEL), capital (CDEL), and non-government expenditure, for the period covered by the latest HM Treasury Approval Point/Business Case. The resource and capital cost is made up of three constituent categories: One-off Investment in Change, New Recurring Costs, and Old Recurring Costs. |
|Notes1: || |
|Notes2: || |
|Sourcefile: ||IPA_2017.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.