"GMPP ID Number","Project Name","Department","Annual Report Category","Description / Aims","IPA Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a three-point scale, Red – Amber – Green; definitions in the IPA Annual Report on Major Projects)","SRO Delivery Confidence Assessment (A Delivery Confidence Assessment of the project at a fixed point in time, using a three-point scale, Red – Amber – Green; definitions in the IPA Annual Report on Major Projects)","Departmental commentary on actions planned or taken on the IPA RAG rating.","Project - Start Date (Latest Approved Start Date)","Project - End Date (Latest Approved End Date)","Departmental narrative on schedule, including any deviation from planned schedule (if necessary)","Financial Year Baseline (£m) (including Non-Government Costs)","Financial Year Forecast (£m) (including Non-Government Costs)","Financial Year Variance (%)","Departmental narrative on budget/forecast variance for 2021/22 (if variance is more than 5%)","TOTAL Baseline Whole Life Costs (£m) (including Non-Government Costs)","Departmental Narrative on Budgeted Whole Life Costs" "NCA_0001_1415-Q2","NCA Transformation Portfolio","NCA","Government Transformation and Service Delivery","The NCA's Transformation Portfolio will enable the NCA to become an intelligence led and digitally driven organisation. Our current capabilities and operating model limit our ability to relentlessly disrupt the changing threats, especially internet and digitally related threats. The NCA's Transformation Portfolio will deliver the culture, capability and capacity to enable the NCA to be a world-class law enforcement agency, leading the work to cut serious and organised crime.","Amber","","Compared to financial year 20/21-Q4, the Infrastructure Project Authority's Delivery Confidence Assessment rating at 21/22-Q4 remained at Amber. During the year the NCA Transformation Portfolio moved to an internal ""Red"" status given the need to accelerate work around governance and dependencies. The progress of this work has been strong with a clear path to ""Amber"" with remaining actions post 1st April 2022. This includes a wholesale governance review which will include the role of the current Change Committee. The scope of the Portfolio has been refreshed as a result of the 3 year business plan for 22/23 - 24/25 with a much clearer scope. There is now a very clear cascade of corporate objectives to Portfolio priorities through benefits to programmes. As part of alignment to the 3 year business plan, there is an intention to bring the Illicit Finance scope into the core Portfolio as much of the funding has been base-lined as part of the Spending Review (SR) settlement. There has been significant progress made on the maturity of the Portfolio and programme arrangements. The narrative above in 12.2.3 which reflect our internal red status reflect some of the issues that the IPA recommended at the Gate 0 review conducted in November 2020 and progress has been made. An IPA Gate 0 (Strategic Assessment) review is planned for early April 2022 as well as Gate 5 (Closure) review on Illicit Finance with an intent to close that programme as much of the work is now in Business-As-Usual (BAU).","2014-04-01","2030-03-31","Compared to 2021-Q4, your project end-date increased from 31 MAR 2022 to 31 MAR 2030 . This is primarily due to the following factors: The NCA Transformation Portfolio continues to run in line with the Business Case date of 31/03/2030 with an IPA strategic review (Gate 0) and Illicit Finance closure (Gate 5) planned from 4th - 8th April 2022. Our 2022/23 Spending Review Bid has been submitted and we achieved funding of our Data, Digital and Technology Programme. In August 2021 a decision was taken by our Change Committee to move our Portfolio to ""Red"" position due to risks and low confidence in delivery plans and financial forecasts from programmes, pending HMT approval of the IF and Portfolio FY 21/22 Business Cases, lack of clarity on dependencies, delivery performance and benefits. Since then we have introduced more rigour and implemented forums in conjunction with Commercial and Finance to address concerns highlighted above .","£136.43","£128.02","-6%","The budget variance exceeds 5%. The financial forecast has shown volatility during 21/22 due to issues around Portfolio delivery and impact on key programmes from rescheduling Portfolio activities into 22/23. At the point of this Annual Return the finance out-turn position has not been finalised for 21/22.","£2,189","Compared to 2021-Q4, the projects Baseline Whole Life Cost decreased from 6457.40 (£m) to 2188.96 (£m). This is primarily due to the following factors: The Whole Life Costs have decreased from last year due to the removal of CORE NCA operating RDEL budget as agreed during IPA 20/21 reviews. The WLC costs represent those projected in the 21/22 Business Cases Projected to 2030/31. These will be updated based on matured programme Business cases and the ongoing work to assess the impact of the SR settlement on the Portfolio."