Police National Database (PND)

Rating: At Q4 2025/26, the programme’s Delivery Confidence Assessment (DCA) improved to Amber (from Q4 2024/25). This reflects increased confidence following the decision to revise the delivery approach and focus on insourcing the PND service. Progress has been made in addressing delivery risks and constraints, including the development and review of a supplier-led plan to support insourcing. A refreshed Programme Business Case was developed and approved by the Home Office Investment Committee, supported by engagement with key stakeholders, including policing partners. In January 2026, the programme underwent an Assurance of Action Plan Review, which resulted in an Amber rating. The review recognised improvements in programme delivery confidence, supported by strengthened stakeholder engagement, effective communications, and a continued focus on collaboration and knowledge sharing.

Schedule: At Q4 2025/26, the forecast end date moved from 31 March 2026 to 27 October 2027. This reflects the revised delivery approach following the decision to pivot to an insourcing model. A delivery plan was developed with the incumbent supplier to support transition and contract exit, including an updated exit plan covering service transition arrangements. This plan sets out key milestones aligned to the insourcing approach, with delivery expected to commence in April 2026, service transition completed by July 2027, and an early-life support period extending to October 2027. The revised schedule reflects the prioritisation of a safe and secure transition, given the Critical National Infrastructure status of PND.

Cost: At Q4 2025/26, the departmentally agreed Whole Life Cost decreased from £387.64m to £289.42m. This reflects the revised delivery approach following the decision to pivot to an insourcing model. The change in approach was driven by risks to service continuity, including the ageing platform, increasing instability, and its inability to meet modern security standards. The revised Programme Business Case therefore prioritises service sustainment, continuity, and essential preparatory activity to enable future transformation. As a result of replanning, in year costs have reduced due to the pause in previously planned transformation activity and associated milestone payments. The reduced scope also results in a lower overall whole-life cost and a corresponding reduction in forecast benefits.

Source: NISTA Major Projects Annual Report 2025-26 (data)

Rating: Compared to financial year 23/24-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 24/25-Q4 decreased from AMBER to RED. This is primarily due to the following factors‚ Ten months ago, the Home Office received a Milestone Impact Assessment highlighting a five-month delay to delivery. Since then, the Home Office has collaborated closely with the supplier to undertake a comprehensive review of the end-to-end delivery plan. This included significantly increasing commercial support and initiating a full programme reset. On 15 May 2025, the Investment Committee (InvestCo) declined the proposed Contract Change Notification and instead chose to pursue a contingency option. The programme is now preparing for a further NISTA-led Gate 0/3 Review, which will evaluate the progress of the contingency approach and inform updates to the Full Business Case ahead of the next InvestCo meeting in December 2025.

Schedule: Compared to financial year 23/24-Q4, the project's end-date at 24/25-Q4 remained at 31/03/2026. This is primarily due to the following factors‚ Ten months ago, the Home Office received a Milestone Impact Assessment highlighting a five-month delay to delivery. Since then, the Home Office has collaborated closely with the supplier to undertake a comprehensive review of the end-to-end delivery plan. This included significantly increasing commercial support and initiating a full programme reset. On 15 May 2025, the Investment Committee (InvestCo) declined the proposed Contract Change Notification and instead chose to pursue a contingency option. The programme is now preparing for a further NISTA-led Gate 0/3 Review, which will evaluate the progress of the contingency approach and inform updates to the Full Business Case ahead of the next InvestCo meeting in December 2025.

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 395 to 387. This is primarily due to the following factors‚ The cause for a decrease in Whole Life Costs is due to the removal of optimism bias costs from the previous financial year 2024/2025.

Source: NISTA Annual Report 2024-25 (data)

Rating: The Senior Responsible Owner's Delivery Confidence Assessment rating at 23/24-Q4 is Amber. This is primarily due to the following factors. PND Programme is reporting an Amber RAG status as Full Business Case (FBC) for full scope of programme was approved and funded at InvestCo on 18th Jan 24. A Fixed Price Proposal for delivery of PND 1.5 Transformation programme was subsequently signed on 19th Jan 24. PND 1.5 Transformation is expected to be delivered by June 2025._x000D_ _x000D_ Programme has completed two Critical, one Essential and one Recommended recommendation from Gate 3 Review in Dec 23, programme is on track to complete the other six Recommended recommendations.

Schedule: The project's end-date at 23/24-Q4 is 2026-03-31. This is primarily due to the following factors. Contract with incumbent supplier terminates 31 Mar 26, however the forecasted date for end of Procurement project and transition to new contract is 29 Jan 27. Focus on approval for PND 1.5 Full Business Case has delayed commencement of PND Procurement. Progress of PND 1.5 Transformation programme and dependencies mean requirements are likely to change, this is delaying release of the Invitation to Tender (ITT) to the market._x000D_ _x000D_ The PND 1.5 Transformation programme is expected to be delivered by Oct 25.

Cost: The project's departmental-agree Whole Life Cost at 23/24-Q4 is 395m. This is primarily due to the following factors. This is made up of 146.7m (CDEL), the majority of these costs are funding the PND 1.5 Transformation programme including new Hosting Platform costs (LECP). 248.4m (RDEL) is costs for implementing sustainment activity and business change pipeline.

Source: IPA Annual Report 2023-24 (data)