MANSTON TRANSFORMATION PROGRAMME
HO · HO_0285_2324-Q2 · Last reported March 2025
Department page: Home Office
| Data as at | Rating | End date | Whole-life cost |
|---|---|---|---|
| March 2024 | Red (the department's own assessment) | 5 November 2027 | £2,713m (price basis not stated) |
| March 2025 | Amber (NISTA's independent assessment) | 31 March 2029 | £987.31m (price basis not stated) |
Each year’s cost is shown with its price basis. Costs are not compared between years: the March 2024 and March 2025 reports state no price basis, and from March 2026 costs are in 2024/25 prices.
The department’s commentary
This is the department’s own commentary. It may use different prices from the table above, so its figures may not match.
March 2025
Rating: Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 changed from RED to AMBER. This is primarily due to the following factors‚ Due to the change in government, during the financial year 24/25, the programme paused the original scope of work to consider alternative value for money options. A Ministerial steer and decision was received to move forward with a revised scope and extensive work has taken place to pivot the programme. Designs, requirements and the delivery timeline has been revisited and validated and as a result the programme has now been re-baselined and the current delivery confidence assessment has changed to Amber for Q1 reporting.
Schedule: Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 increased from 05/11/2027 to 31/03/2029. This is primarily due to the following factors‚ Due to the change in Government, this financial year, the Programme paused and revisited the scope and requirements from a value for money perspective. A Ministerial steer and decision was given to move forward with the revised scope and since then work has taken place to pivot the Programme. Design requirements and plans have been revisited and the delivery schedule has been re-baselined.
Cost: Compared to financial year 23/24-Q4, the project's departmentally agreed Whole Life Cost at 24/25-Q4 (measured in £m) decreased from 2713 to 987. This is primarily due to the following factors‚ Due to the change in government, during the financial year 24/25, the programme paused the original scope of work to consider alternative value for money options. A Ministerial steer and decision was received to move forward with a revised scope and extensive work has taken place to pivot the programme. Designs, requirements and the delivery timeline has been revisited and validated and as a result the programme has now been re-baselined.
Source: NISTA Annual Report 2024-25 (data)
March 2024
Schedule: The project's end-date at 23/24-Q4 is 2027-11-05. This is primarily due to the following factors. Feasibilities assessment have now been undertaken and the timeline shows a realistic timeframe for a programme of this nature.
Cost: The project's departmental-agree Whole Life Cost at 23/24-Q4 is 2713m. This is primarily due to the following factors. CDEL costs include construction of a short-term holding facility, arrivals & reception centre, interview rooms and a dispersal facility. The costs also include improvements to existing infrastructure. _x000D_ The one off RDEL costs are driven by the costs to make improvements to the existing temporary infrastructure and PMO costs. _x000D_ The recurring RDEL cost drivers relate to staff pay, the operating costs of existing marquees, and several high value contracts relating to site security/DCO provision and medical/catering costs.
Source: IPA Annual Report 2023-24 (data)
Names, figures, dates, ratings and commentary are as the department reported them. Where a rating, cost or date is withheld, the file’s wording is shown. Every major project →