NCA Transformation Portfolio
NCA · NCA_0001_1415-Q2 · Last reported March 2024
| Data as at | Rating | End date | Whole-life cost |
|---|---|---|---|
| March 2024 | Amber (NISTA's independent assessment) | 31 March 2030 | £2,184m (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 2024
Rating: Compared to financial year 22/23-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 23/24-Q4 remained at Amber. This is primarily due to the following factors. Programme leadership, governance and assurance maturity has been a key theme that will continue into FY 24/25. The inception of the Investment Management Office (IMO) has provided more focus on how the Agency manages its investments, through broadening the scope of the IMO to cover all investments, not just those on the existing GMPP, this will continue to strengthen as more resources come into the team. At the recent annual IPA Gate 0 review, the Agency was challenged on its GMPP construct. It was recommended that the current GMPP portfolio is closed and that the Agency implements appropriate internal governance for projects and programmes; this will be a focus for FY 24/25. Benefit realisation is a priority at senior committees within the Agency but more work is required to embed this in the project and programme management culture, which has been supported by 3rd line assurance activity conducted within the programmes and will continue to be a focus for the Agency next FY.
Schedule: Compared to financial year 22/23-Q4, the project's end-date at 23/24-Q4 remained schedule to finish on 2030-03-31. This is primarily due to the following factors. The broad portfolio schedule remains consistent and shaped around the spending review (SR) periods - the focus has been on delivering key digital platforms that enhance Officers experiences and continue to reduce corporate risk, in addition to delivering significant estates milestones associated with the move from Spring Gardens to Endeavour Square. The challenging financial landscape presents an ongoing risk. A strong focus on prioritising the critical path milestone through Agency business planning and planning across multiple years will help to mitigate some of this risk
Cost: Compared to financial year 22/23-Q4, the project's departmental-agree Whole Life Cost at 23/24-Q4 remained at 2184m. This is primarily due to the following factors. The whole life cost of the portfolio is not expected to change. Any change in costs will be managed within the portfolio budget, with no material change to scope.
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 →