Transparency data

Infrastructure and Projects Authority Annual Report 2023-24 (HTML)

Published 16 January 2025

Ministerial foreword

Delivery of our major national infrastructure is vital to this government’s missions and to kick-start economic growth.

We stood on a manifesto that pledged to speed up and improve the delivery of major national infrastructure, ensuring Britain has the roads, railways, reservoirs, and other things it needs, to forge ahead.

There are 227 projects on this year’s Government Major Project Portfolio (GMPP). This comprises 68 infrastructure and construction projects, many of which are focussing on improving and maintaining the UK’s energy, environment, transport, telecommunications, sewage and water systems, and constructing new public buildings. Elsewhere in the portfolio, we have 89 government transformation and service delivery projects, 44 military projects to bolster defence capability, and 26 information and communications technology projects that aim to transition old legacy systems to new digital solutions, equip government departments for the future, and deliver efficiencies to advance innovation and technology.

Therefore, it goes without saying that we are ultimately delivering some of the biggest public services across the globe. These projects are a catalyst to discovering new and innovative ways to meet our wider targets and commitments, such as achieving net zero, being leaders in technology and creating opportunities for all regions to prosper.

To do this, we need to get the policy right and deliver nothing less than excellence in a challenging landscape. That is why IPA has worked to collectively transform our project delivery professionals’ skills across government, through providing a robust accreditation scheme and powerful guidance and tools to allow projects to thrive.

As part of driving forward our pledge to improve the delivery of our major projects, the 2024 King’s Speech announced a new planning and infrastructure bill.

This will play a key role in unlocking more housing and infrastructure across the country and allowing the UK to prosper.

As set out by Chief Secretary to the Treasury, Darren Jones MP, this government will publish a 10-year national infrastructure strategy this spring. This will set out our approach to core economic infrastructure like transport and energy, and for the first time will profile our social infrastructure plans for the schools and hospitals which underpin a successful modern economy.

In October, the Chief Secretary also confirmed the set up of a new National Infrastructure and Service Transformation Authority (NISTA) - bringing together the functions of the Infrastructure and Projects Authority and National Infrastructure Commission. Alongside existing assurance mechanisms, it will have an enhanced role in supporting major projects, bringing oversight of strategy and delivery into one organisation, developing and implementing our 10-year national infrastructure strategy, and driving more effective delivery of infrastructure across the country.

A big part of rebuilding Britain is modernising our transport infrastructure and making sure it is delivered on time. We now need to embrace new ways of doing things and to seize the opportunities that come with a digital revolution. At a time of rising prices, particularly in construction, data analytics and AI are important tools to deliver value for money for the taxpayer.

I am pleased to see the progress made by the IPA in this space, allowing us to modernise and keep up with the fast moving technological landscape.

We are committed to a long-term vision that will support economic growth and public services that make a difference in people’s lives.

This report is using data accurate as of 31 March 2024, taken under the Sunak Conservative government.

The Government Major Projects Portfolio

The Infrastructure and Projects Authority

The Infrastructure and Projects Authority (IPA) is the government’s centre of expertise for infrastructure and major projects. It sits at the heart of government, reporting to the Cabinet Office and HM Treasury (HMT). The IPA works across government to support the successful delivery of all types of major projects, ranging from railways, roads, schools, hospitals and housing, to energy, telecommunications, defence, IT and major transformation programmes.

The IPA’s purpose is to continuously improve the way government delivers projects and programmes and to provide confidence that they will achieve their aims, improve public services and people’s lives.

Central to this is the ongoing development of project delivery professionals across government, ensuring government has the skills and expertise it needs to continue world-class delivery.

The Government Major Projects Portfolio

The Government Major Projects Portfolio (GMPP) ensures robust oversight of the government’s most complex and strategically significant projects and programmes. The criteria for GMPP projects are typically those where approval is required from HMT, either because the budget exceeds a department’s delegated authority level and/or because the project is novel, complex, contentious, or requires primary legislation. While the GMPP spans many of the government’s most high-profile projects, it represents only a portion of the projects delivered across government, with most departments having further projects and programmes within their portfolios that do not meet the above GMPP criteria.

Some projects on the GMPP receive independent scrutiny and assurance from the IPA. The Expert Advisory Team in the IPA provides specialist project delivery, commercial and financial advice, deploy practical tools and make specific recommendations to help improve the chance of successful delivery. Projects on the GMPP provide quarterly data returns on delivery progress. This data is used alongside wider IPA market intelligence and information to monitor progress across the portfolio where risks and insights are shared with departments and the centre of government. This year’s GMPP comprises 227 projects with a total whole life cost (WLC) of £834 billion and £719 billion of monetised benefits that are delivered by 21 departments and their arm’s-length bodies.

227 projects with a total whole life cost (WLC) of £834bn and £719bn of monetised benefits

Figure 1a: 2023-24 GMPP summary for all GMPP projects

Government Major Projects Portfolio	227 projects	£834bn* Whole life cost
Infrastructure and Construction	68	£374bn
Government Transformation and Service Delivery	89	£135bn
Military Capability	44	£298bn
Information and Communications Technology (ICT)	26	£26bn

Figures include exempted data *Figures may not add due to rounding

GMPP projects fall into one of four categories, determined by the purpose and nature of their delivery:

Infrastructure and construction projects: improving and maintaining the UK’s energy, environment, transport, telecommunications, sewage and water systems, and constructing new public buildings. These high investment projects are essential to the nation’s economic growth, development and prosperity and are prioritised accordingly across government.

Transformation and service delivery: projects changing ways of working and improving the relationship between government and the people of the UK, and harnessing new technology to improve public services and/or make government more efficient.

Military capability projects: vital to the effective operation of the Armed Forces, they deliver the integrated training, personnel, structures, equipment, infrastructure, ICT and logistic support needed to enable the Armed Forces to maintain the UK’s national security.

Information and communication technology (ICT): projects enabling the transition from old legacy systems to new digital solutions, equipping government departments for the future, and delivering efficiencies and other benefits of advances in innovation and technology.

Figure 1b: 2023-24 GMPP summary for projects reporting monetised benefits

Government Major Projects Portfolio	227 projects	£834bn* Whole life cost	£719bn* Monetised benefits
Infrastructure and Construction	68	£374bn	£319bn
Government Transformation and Service Delivery	89	£135bn	£322bn
Military Capability	44	£298bn	£18bn
Information and Communications Technology (ICT)	26	£26bn	£61bn

Figures include exempted data *Figures may not add due to rounding

GMPP projects aim to provide innovative and meaningful benefits to the UK, many of which have no real or estimated market price. For example, out of the 44 military capability projects worth a combined £298bn, only 1 reported benefits this year due to the inherent complexity in monetising national security benefits.

The difficulty in accurately monetising the benefits of public goods and projects delivering public value extends beyond defence to other areas including justice, health and life sciences. But progress can and has been made in articulating these benefits, and departments continue to build on their benefits capabilities (with IPA and HMT’s support) to give

a more rounded picture of value for money. The IPA and departments are working to improve the number and type of projects that report benefits by sharing best practice, developing new guidance, and sharing examples between departments.

As shown in figure 2, the whole life cost of the GMPP portfolio continues to rise despite the reduction in the overall number of projects. This reflects several new large high-cost projects joining like DFT’s Northern Powerhouse Rail (NPR) and smaller projects successfully leaving the GMPP like MOJ’s Approved Premises Expansion.

The GMPP remainers from last year have increased their whole life cost by an average of 20%, influenced by high rates of inflation.

Figure 2: The GMPP over time

Date	Total whole life cost (£bn)*
AR 2013	£345bn
AR 2014	£488bn
AR 2015	£555bn
AR 2016	£464bn
AR 2017	£480bn
AR 2018	£461bn
AR 2019	£496bn
AR 2020	£481bn
AR 2021	£581bn
AR 2022	£678bn
AR 2023	£805bn
AR 2024	£834bn

Date	Joiners	Stayed on GMPP	Leavers
AR 2013	189	0	0
AR 2014	46	153	-38
AR 2015	37	150	-50
AR 2016	29	110	-82
AR 2017	36	103	-44
AR 2018	24	109	-34
AR 2019	19	114	-19
AR 2020	17	108	-25
AR 2021	95	89	-36
AR 2022	76	159	-25
AR 2023	38	206	-29
AR 2024	36	191	-53

Figure 3: GMPP categories – number of projects, average project length and average whole life cost

ICT

• 26 Projects
• Average whole life cost: £1.0bn
• Average length: 8.47 years

Government Transformation and Service Delivery

• 89 Projects
• Average whole life cost: £1.5bn
• Average length:6.34 years

Military Capability

• 44 Projects
• Average whole life cost: £6.9bn
• Average length: 20.20 years

Infrastructure and Construction

• 68 Projects
• Average whole life cost: £5.6bn
• Average length: 12.64 years

*Figures include exempted data

Infrastructure and Construction

Infrastructure and Construction is the largest GMPP category in terms of ‘whole life cost’. Currently there are 68 projects in the portfolio, down from 76 last year, with a total ‘whole life cost’ of £374bn, and total monetised benefits of £317bn. As with Military Capability projects, these projects are typically lengthier than projects in other categories (with an average duration of 12.5 years).

Transformation and Service Delivery

Transformation and Service Delivery is the largest category by project number, totalling 89 projects this year. This is a decrease on last year when there were 91 projects on the GMPP in this category, with many leaving after successful delivery^{[footnote 1]}. Projects in this category have the second lowest average whole life cost (£1.5bn) and, as a result, it is only the third largest category in terms of total whole life cost (at £135bn). On the other hand, these projects have the largest amount of reported monetised benefits, totalling £322bn. They are often shorter (six years on average) compared to the other categories.

Military Capability

Military Capability is the second largest category in terms of total whole life cost (£298bn) and, in line with their scale, these projects are often lengthier than other categories, with an average forecast duration of 20 years. There are 44 projects in this category, one less than last year. Military Capability projects are reporting the lowest amount of monetised benefits (£18bn). All Military Capability projects are delivered by the Ministry of Defence (MOD).

Information and Communications Technology (ICT)

Information and Communications Technology (ICT) is the smallest category by number and value with 26 projects at a total whole life cost of £26bn, but it is still an important part of the portfolio with many projects in other categories having significant digital components. ICT capability projects are reporting monetised benefits of £61bn. On average, these projects take 8.5 years to deliver.

GMPP departmental overview

The GMPP consists of projects from 21 departments with varying portfolio sizes.

MOD has the largest portfolio and the highest whole life cost by department. This year, there are 49 MOD projects on the GMPP, which account for over a fifth of the portfolio by number. MOD delivers all of the 44 Military Capability projects, as well as four ICT projects and one infrastructure and construction projects.

The Home Office (HO) has the second largest portfolio. Of the 22 projects that are led by HO, 16 are transformation and service delivery projects, five are ICT projects, and one is an infrastructure and construction project.

The Ministry of Justice (MOJ) has the third largest portfolio in terms of number of projects, but is the fourth most significant contributor to the GMPP’s whole life cost. Of the 21 projects that are led by MOJ, eight are infrastructure and construction projects, ten are transformation and service delivery projects and five are ICT projects.

The Department for Energy Security and Net Zero (DESNZ) has the second highest whole life cost by department. Of the 18 projects that are led by DESNZ, 16 are infrastructure and construction projects, and two are transformation and service delivery projects.

Figure 4: GMPP summary by department – project number and whole life cost

Department	Number of projects	Total whole life cost (£bn) including non-government costs*
MOD	49	£311.8bn
HO	22	£31.0bn
MOJ	21	£78.9bn
DFT	19	£117.0bn
DESNZ	18	£127.8bn
HMRC	13	£7.5bn
CO	11	£4.8bn
DFE	11	£21.7bn
DHSC	11	£16.0bn
DLUHC	11	£37.1bn
DEFRA	10	£38.0bn
DWP	7	£25.2bn
DCMS	6	£1.6bn
DSIT	6	£7.6bn
FCDO	3	£0.5bn
ONS	3	£1.4bn
VOA	2	£0.5bn
DBT	1	£0.7bn
HMLR	1	£0.3bn
HMT	1	£1.9bn
NCA	1	£2.2bn

There are several departments with multiple GMPP projects that are actively managed as part of wider portfolios. This is in line with the Government Project Delivery Functional Standard (GPDFS)^{[footnote 2]}, which identifies that ‘a portfolio comprises part or all of an organisation’s investment required to achieve its objectives, such as other portfolios, programmes, projects, other work and work packages’. The GPDFS sets the expectation that all departments will adopt a portfolio management framework to manage their major projects and programmes.

The maturity of portfolio management varies across departments. For example, HM Revenue and Customs (HMRC) has a well-developed central portfolio approach to govern major project investments, to actively manage resources and to adjust delivery priorities in response to changes in context. Other departments take a similar approach, with arrangements tailored to suit the nature of the portfolios and to dock with existing governance, accountabilities and responsibilities.

A portfolio approach allows the departments to ensure that their particular mix of projects and programmes is helping to deliver their strategic objectives. Through a combination of tailored advice and support and the introduction of portfolio-level assurance tools, the IPA aims to help departments deliver their individual projects successfully.

Figure 5: GMPP summary by department – project number and monetised benefits

Department	Number of projects	Total monetised benefits (£bn)*
MOD	49	£17.7bn
HO	22	£72.0bn
MOJ	21	£2.9bn
DFT	19	£110.9bn
DESNZ	18	£62.9bn
HMRC	13	£9.7bn
CO	11	£5.1bn
DFE	11	£15.5bn
DHSC	11	£48.2bn
DLUHC	11	£50.1bn
DEFRA	10	£156.4bn
DWP	7	£84.8bn
DCMS	6	£30.1bn
DSIT	6	£31.3bn
FCDO	3	£0.1bn
ONS	3	£7.8bn
VOA	2	£0.6bn
DBT	1	£0.6bn
HMLR	1	£9.6bn
HMT	1	£0.5bn
NCA	1	£3.2bn

GMPP delivery confidence

A Delivery Confidence Assessment (DCA) is an assessment of the likelihood of a project delivering its objectives to time and cost. Ratings are categorised into three groups, which span a range from ‘Red’ to ‘Green’, with each providing an indication of likelihood of successful delivery and level of associated risks.

Detailed definitions of each rating can be found in Annex A.

DCAs are not a comprehensive reflection of project performance, but reflect a project’s likelihood of success at a specific snapshot in time if issues and risks are left unaddressed. Where a project receives active IPA support, or has undertaken an independent IPA assurance in the last six months, the IPA will provide a DCA. For other projects, the DCA is provided by the Senior Responsible Owner (SRO).

DCAs change depending on the challenges projects are facing, the results of focused independent assurance reviews and actions taken by projects. By taking the right steps following reviews and managing delivery challenges effectively, DCAs are often improved over time.

At this year’s snapshot (end of March 2024), 25 projects were rated green (11% of the GMPP), 27 projects were assigned Red (12%), 163 projects (72%) were rated Amber and 12 were exempt (5%).

As illustrated in Figure 6, there were around £96.8bn of whole life costs associated with projects rated Red, which is up from last year’s £93.7 billion. Amber projects make up a large majority of the portfolio by project number and total whole life cost.

GMPP delivery confidence by category

It is important to note that GMPP projects are the government’s most difficult and challenging projects to deliver. They are, by definition, large, complex or innovative, with many ‘breaking new ground’. Focusing on supporting these projects is at the core of the GMPP’s purpose.

Figure 6: Summary by DCA – project number and Whole Life Cost

Colour	Number of projects	Total whole life cost (£bn) including non-government costs*
Green	25	£19.5bn
Amber	163	£636.5bn
Red	27	£96.8bn
Exempt	12	£80.8bn

*Figures include exempted data

GMPP delivery confidence by delivery phase

It is not unusual for projects to be rated as Red earlier in their lifecycle, when scope, benefits, costs and delivery methods are still being explored. The IPA’s five stage gate approach promotes the identification of potential issues early and the interventions needed to achieve successful delivery. A changing DCA can reflect that project risks are both being identified and mitigated.

Not all Red rated projects are at the same lifecycle phase: some projects are in pre-delivery when others are in delivery, (delivery meaning that the majority of a programme’s components have had its final business cases approved). Of the 27 current Red rated projects, 12 of these are in the pre-delivery phase (with a whole life cost of £31bn). The IPA’s Expert Advisory Team actively supports those projects and programmes to ensure they are set up for success and with focus of guiding them from a Red to Amber or Green Delivery Confidence Assessment.

Projects with a Red DCA are approximately evenly distributed across the four project categories. But when their cost is considered, the Infrastructure and Construction category represents 63% of the GMPP’s ‘Red Delivery Confidence Assessment’.

Projects in all the Annual Report categories receive similar DCA ratings, and there is no discernible trend between the categories over time.

The increase in the number of Red rated projects this year is due to two main factors. A number of programmes that have joined the GMPP are rated Red. A number of programmes in delivery are now Red due to unprecedented issues over recent years such as high inflation, challenging net zero targets, global demand and skills shortages. 12% of programmes have been rated Red, making up 12% of the value (£96.8 billion) of the GMPP.

Figure 7: DCAs by project category

Category	Red	Amber	Green	Exempt	Total
Infrastructure and Construction	8	48	10	2	68
Government Transformation and Service Deliver	10	62	11	6	89
Military Capability	6	34	2	2	44
ICT	4	19	2	0	25

GMPP delivery confidence over time

Figure 8: DCA analysis 2013-2024

Year	Red	Amber/ Red	Amber	Amber/ Green	Green	Exempt	Reset	No DCA	Total
AR 2013	8	23	58	49	32	0	0	0	170
AR 2014	4	37	63	54	17	15	1	8	199
AR 2015	8	40	64	44	28	4	0	0	188
AR 2016	6	38	55	29	10	5	0	0	143
AR 2017	4	34	71	23	5	5	1	0	143
AR 2018	8	38	59	22	2	4	0	0	133
AR 2019	4	38	66	18	4	3	0	0	133
AR 2020	11	32	59	19	3	2	0	0	125
AR 2021	7	44	84	29	12	8	0	0	184
AR 2022	27	0	170	0	24	14	0	0	235
AR 2023	23	0	183	0	26	12	0	0	244
AR 2024	27	0	163	0	25	12	0	0	228

GMPP projects present many distinct challenges and complexities that are complicated to summarise over the long term. To describe overall health of the GMPP portfolio over time, the report uses the average DCA rating, which is calculated by attributing a mark from 1 (Green) to 5 (Red) and taking the average of these marks^{[footnote 3]}. These are highlighted by a dual trend in the pattern of delivery confidence (see Figure 8). In the first eight years there was a decrease in projects’ health, where the average project rating worsened from Amber/Green on the 2013 Annual Report to Amber on the 2020 Annual Report. Since then, projects’ health has plateaued, and the average project rating has remained similar over the past four years.

This year the majority of projects (72%) are Amber rated meaning the project’s delivery appears feasible but significant issues exist, requiring management attention. These projects appear resolvable at this stage and, if addressed promptly, should not present a cost/schedule overrun. Many of these projects are working through assurance action plans but some still continue to have inherent complexities due to the innovative nature of these projects.

All projects require skilled people and that is why the IPA has focused on building capability. The number of SROs undertaking or having already completed Major Projects Leadership Academy (MPLA) has increased from 66% to 76% in the last year. The IPA is also embedding its front-end loading principles with the average Senior Responsible Owner (SRO) now spending 60% of their time on projects in pre-delivery compared to 42% three years ago. The IPA is also building that project delivery capability and the Project Leadership Programme (PLP) has been successful, with 2,500 participants and 1,800 graduates.

Changes between 2022-23 and 2023-24 ^{[footnote 4]}

Figure 9 illustrates the flow of projects between 2022-23 and this year’s annual report. It highlights a significant shift in last year’s amber DCA rated projects leaving the GMPP with many successfully achieving their objectives or becoming part of another GMPP or falling outside of GMPP criteria. There are a number of complex projects that have remained Red for a number of years which can be expected given the nature and scale of them. These projects receive the highest level of assurance and support from the IPA.

Figure 9: DCA changes between the 2022-23 and 2023-24 Annual Reports

Image 1

Figure 10: DCA changes between 2022-23 and 2023-24

Category	AR 2023-24 - Red	AR 2023-24 - Amber	AR 2023-24 - Green	AR 2023-24 - Exempt	AR 2022/23 Leavers
AR 22-23 - Red	12	9	0	0	2
AR 22-23 - Amber	10	122	13	1	37
AR 22-23 - Green	0	4	8	0	14
Exempt	1	3	1	7	0
AR 2023/24 Joiners	4	25	3	4	-

Category	Total	%
Improved	22	10%
Stayed the same	142	64%
Worsened	14	6%
Exempt	8	4%
AR 2023/24 Joiners	36	16%

GMPP leavers 2023-24

Since last year’s report, 53 projects have left the GMPP. In most cases a project leaves the GMPP when it has been successfully delivered or no longer demands regular IPA support. For instance, when a project reaches a business-as-usual stage of delivery, readiness to leave is judged by the IPA alongside departments. Of the 53 projects that left the GMPP this year, 24 reported delivery against their objectives; 16 left to be replaced by another GMPP project; nine left the GMPP because they no longer met GMPP reporting criteria; and four were brought to early closure.

Projects join the GMPP at an early stage of their lifecycle and consequently with an uncertain delivery confidence. This is illustrated in the initial published DCAs for this year’s leavers cohort. Of the 53 projects that left the GMPP in the last year, nine started with a Red or Amber/Red DCA while ten projects started with a Green or Amber/Green DCA. Over the course of their time on the GMPP, 14 projects left the GMPP with a Green delivery confidence.

Leaving the GMPP rarely marks the end of a project’s delivery, and for some of the most complex projects the IPA maintains a continued involvement in the project, as required. In line with recent National Audit Office (NAO) recommendations, the IPA is committed to ensuring that all projects leaving the GMPP have had an exit (or equivalent) review which includes consideration of the ongoing tracking of project benefits.

Figure 11: Reasons for leaving the GMPP 2022-23

Category	Infrastructure and Construction	Government Transformation and Service Delivery	Military Capability	ICT	Total
Successful delivery against objectives	2	17	1	4	24
Project closed and replaced by another GMPP project	7	5	2	2	16
Project no longer met GMPP criteria	0	2	6	1	9
Project stopped/brought to early closure	4	0	0	0	4

Annex

The Annual Report and transparency data on major projects

Under its 2012 mandate, the IPA is required to produce an Annual Report on the GMPP. This is the 12th Annual Report, with some previous reports having been published by the Major Projects Authority (MPA). In accordance with the Government’s major projects transparency policy, the Annual Report is published at the same time as departments publish the data on their projects that are part of the GMPP. The data published this year was submitted to the IPA in March 2024. The Delivery Confidence Assessments (DCAs) within that data, and included in this report, are provided by IPA for projects where the projects have received active IPA support or have undertaken an independent IPA assurance in the last 6 months. For other projects, the DCA is provided by the Senior Responsible Owner (SRO). The narratives from departments that accompany their published data online provide an update on progress since then.

Annex A: Explanation of DCA colour ratings

The DCA is an evaluation from the IPA or the SRO of a project’s likelihood of achieving its aims and objectives, and doing so on time and on budget.

Green - Successful delivery of the project on time, budget and quality appears highly likely and there are no major outstanding issues that at this stage appear to threaten delivery significantly.

Amber/Green* - Successful delivery appears probable; however, constant attention will be needed to ensure risks do not materialise into major issues threatening delivery. Since the 2012-22 Annual Report on major projects, this rating can no longer be given to projects.

Amber - Successful delivery appears feasible but significant issues already exist, requiring management attention. These appear resolvable at this stage and, if addressed promptly, should not present a cost/schedule overrun.

Amber/Red* - Successful delivery of the project is in doubt, with major risks or issues apparent in a number of key areas. Urgent action is needed to address these problems and/or assess whether resolution is feasible. Since the 2012-22 Annual Report on major projects, this rating can no longer be given to projects.

Red - Successful delivery of the project appears to be unachievable. There are major issues with project definition, schedule, budget, quality and/or benefits delivery, which at this stage do not appear to be manageable or resolvable. The project may need re-scoping and/or its overall viability reassessed.

Reset - A significant change to a project’s baseline which involves a business case refresh or change.

Exempt - Data can be exempt from publication under exceptional circumstances and in accordance with Freedom of Information requirements, i.e national security.

*Amber/Red and Amber/Green DCA ratings have not been used since IPA Annual Report 2020/21, when the IPA moved from a five-tier to a three-tier DCA rating system in June 2021. Definitions have been included as the five-tier DCA rating system is referenced for previous versions of the IPA Annual Report in Annex D.

Annex B: Key names for departments

Acronym	Department
CO	Cabinet Office
DBT	Department for Business and Trade
DCMS	Department for Digital, Culture, Media and Sport
DEFRA	Department for Environment, Food and Rural Affairs
DESNZ	Department for Energy Security and Net Zero
DFE	Department for Education
DFT	Department for Transport
DHSC	Department of Health and Social Care (formerly DH)
DLUHC	Department for Levelling Up, Housing and Communities
DSIT	Department for Science, Innovation & Technology
DWP	Department for Work and Pensions
FCDO	Foreign, Commonwealth and Development Office
HMLR	His Majesty’s Land Registry
HMRC	His Majesty’s Revenue & Customs
HMT	His Majesty’s Treasury
HO	Home Office
MOD	Ministry of Defence
MOJ	Ministry of Justice
NCA	National Crime Agency
ONS	Office for National Statistics
VOA	Valuation Office Agency

The Annual Report 2023/24 is using data from 31 March 2024. As a result, machinery of government changes after this date were not reflected in the report, notably the renaming of Department for Levelling Up, Housing and Communities to Ministry for Housing, Communities and Local Government.

Annex C: Snapshot periods for Annual Report years

Report	Details
AR 2013	2012-13 Published in 2013 using data as at September 2012
AR 2014	2013-14 Published in 2014 using data as at September 2013
AR 2015	2014-15 Published in 2015 using data as at September 2014
AR 2016	2015-16 Published in 2016 using data as at September 2015
AR 2017	2016-17 Published in 2017 using data as at September 2016
AR 2018	2017-18 Published in 2018 using data as at September 2017
AR 2019	2018-19 Published in 2019 using data as at September 2018
AR 2020	2019-20 Published in 2020 using data as at September 2019
AR 2021	2020-21 Published in 2021 using data as at March 2021
AR 2022	2021-22 Published in 2022 using data as at March 2022
AR 2023	2022-23 Published in 2023 using data as at March 2023
AR 2024	2023-24 Published in 2024 using data as at March 2024

Annex D: List of projects with DCA history

The table below reflects DCAs of the 227 projects used in the Annual Report analysis, alongside their historic DCAs where they appeared in previous Annual Reports. DCAs and the supplementary data reflect the project status at the end of March or September in the relevant financial year (see Annex C).

Project name	Department	AR 2013	AR 2014	AR 2015	AR 2016	AR 2017	AR 2018	AR 2019	AR 2020	AR 2021	AR 2122	AR 2223	AR 2324
ATS Replacement	CO												Amber
Civil Service Pensions 2015 Remedy	CO									Amber	Amber	Amber	Amber
Falcon IT Platform Refresh and Migration	CO											Amber	Red
Future Service Programme	CO										Green	Amber	Amber
GOV.UK One Login	CO										Amber	Amber	Amber
Government Hubs and Whitehall Campus Programme	CO											Amber	Amber
Learning Frameworks 2.0	CO												Green
Rosa Renewal Project	CO											Green	Green
Transforming Public Procurement	CO											Amber	Amber
Vetting Transformation Programme	CO									Amber	Red	Red	Red
Workplace Services Transformation Programme	CO									Amber/red	Amber	Amber	Amber
Automotive Transformation Fund	DBT											Amber	Amber
4th National Lottery Licence Competition	DCMS								Amber	Amber	Amber	Amber	Amber
Blythe House Programme	DCMS					Amber/Red	Amber	Amber	Amber/Green	Amber	Amber	Amber	Amber
British Museum Energy Centre Programme (ECP)	DCMS												Amber
Euro 2028	DCMS												Amber
Natural History Museum Unlocked	DCMS									Amber	Exempt	Amber	Amber
Youth Investment Fund	DCMS											Amber	Amber
Collection and Packaging Reforms	DEFRA										Red	Red	Amber
Defra Biosecurity, Borders and Trade Programme (BBTP)	DEFRA										Amber	Amber	Amber
Farming and Countryside Programme	DEFRA									Amber	Amber	Amber	Amber
Flood and Coastal Erosion Risk Management 6-year Capital Programme	DEFRA												Amber
Nature for Climate Fund	DEFRA									Amber/red	Amber	Red	Red
NO2 Programme	DEFRA									Exempt	Amber	Amber	Amber
Northern Ireland Programme	DEFRA										Exempt	Exempt	Amber
Science Capability in Animal Health Programme	DEFRA									Amber/red	Amber	Amber	Amber
Terrestrial Natural Capital Ecosystem Assessment	DEFRA											Amber	Amber
Workplace and Facilities Management	DEFRA										Amber	Amber	Green
BEPPS2	DESNZ												Green
CCUS	DESNZ										Amber	Exempt	Exempt
Geological Disposal Facility Programme (GDF)	DESNZ		Amber	Amber	Amber	Amber	Amber/Red	Amber	Amber	Green	Amber	Amber	Amber
Great British Nuclear	DESNZ												Exempt
Green Heat Network Fund	DESNZ											Amber	Green
Home Upgrade Grant and Local Authority Delivery (HULA) schemes	DESNZ												Amber
Hydrogen Allocation Round 1 (HAR1)	DESNZ												Amber
Low Cost Nuclear Programme (Rolls Royce SMRs Challenge)	DESNZ										Amber	Amber	Green
NZHF	DESNZ										Amber	Amber	Amber
Public Sector Decarbonisation Scheme (PSDS)	DESNZ									Amber	Amber	Amber	Amber
Replacement Analytical Project	DESNZ									Amber	Red	Red	Red
Review of Electricity Market Arrangements (REMA)	DESNZ												Amber
Sellafield Product and Residue Store Retreatment Plant	DESNZ									Amber/red	Amber	Green	Green
SIXEP Continuity Plant	DESNZ									Amber/red	Amber	Green	Green
Sizewell C	DESNZ										Exempt	Exempt	Exempt
Smart Metering Implementation Programme	DESNZ		Amber	Amber	Amber	Amber	Amber	Amber/Red	Amber	Amber	Amber	Amber	Amber
Social Housing Decarbonisation Fund	DESNZ									Amber	Amber	Amber	Amber
Spherical Tokamak for Energy Production	DESNZ											Amber	Amber
Early Years Childcare Reform Programme	DFE												Amber
FE Capital Transformation	DFE									Amber	Amber	Amber	Amber
Higher Technical Education	DFE											Amber	Amber
Initial Teacher Training Market Review (ITT)	DFE										Amber	Amber	Green
Institutes of Technology (IoT) 2	DFE									Amber/Green	Amber	Amber	Amber
Lifelong Learning Entitlement	DFE											Exempt	Amber
National Tutoring programme	DFE									Red	Amber	Amber	Green
School Rebuilding Programme	DFE									Amber	Amber	Amber	Amber
Skills Bootcamps	DFE									Amber	Amber	Amber	Amber
T Level Programme	DFE							Amber/Red	Amber/Red	Amber/red	Amber	Red	Amber
Teacher Development Reform Programme	DFE									Amber	Amber	Amber	Green
2nd Generation UK Search and Rescue Aviation	DFT									Amber/Green	Green	Green	Green
A12 Chelmsford to A120 Widening	DFT								Amber	Amber/Green	Amber	Amber	Amber
A303 Amesbury to Berwick Down	DFT					Red	Amber	Amber	Amber	Amber	Amber	Amber	Amber
A417 Air Balloon	DFT									Amber/Green	Amber	Green	Green
A428 Black Cat to Caxton Gibbet	DFT							Amber/Green	Amber/Green	Amber/Green	Amber	Amber	Green
A66 Northern Trans-Pennine	DFT									Green	Amber	Amber	Amber
East Coast Digital Programme	DFT									Amber	Amber	Amber	Amber
East Coast Mainline Programme	DFT							Amber/Green	Amber	Amber	Amber	Amber	Amber
East West Rail Configuration State 1	DFT									Amber	Amber	Amber	Amber
East West Rail Connection Stage 2 & 3	DFT										Red	Amber	Amber
Further Electrification of Midland Main Line (MML3)	DFT										Amber	Amber	Amber
HS2 Phase 1	DFT									Amber/red	Amber	Red	Red
Lower Thames Crossing	DFT				Amber	Amber/Red	Amber/Red	Amber	Amber	Amber	Amber	Amber	Amber
Midland Main Line Programme	DFT					Amber	Amber	Amber	Amber	Amber	Green	Green	Green
Midlands Rail Hub	DFT									Amber	Amber	Amber	Amber
Northern Powerhouse Rail (NPR)	DFT											Amber	Amber
Rail Transformation Programme	DFT										Amber	Amber	Exempt
Rapid Charging Fund	DFT										Amber	Amber	Amber
Transpennine Route Upgrade	DFT									Amber	Amber	Amber	Amber
AI Labs	DHSC									Amber/Green	Red	Amber	Amber
Data for Research and Development (R&D)	DHSC												Amber
Digital Transformation of Screening_old	DHSC												Red
Digitising Social Care	DHSC											Amber	Amber
ESR Transformation Programme	DHSC										Amber	Amber	Amber
Federated Data Platform	DHSC												Amber
Frontline Digitisation	DHSC										Amber	Red	Amber
Integrated Single Financial Environment	DHSC									Red	Amber	Amber	Red
Moderna Strategic Partnership Programme	DHSC												Exempt
New Hospital Programme	DHSC									Amber/red	Amber	Exempt	Red
PHE Science Hub	DHSC	Amber	Amber/Red	Amber	Amber	Amber	Amber	Amber	Amber/Red	Amber/red	Red	Red	Red
Affordable Homes Programme	DLUHC											Amber	Amber
Digital Planning Programme	DLUHC											Amber	Amber
Electoral Integrity	DLUHC									Amber/red	Red	Amber	Amber
Freeports	DLUHC										Amber	Amber	Amber
Grenfell Site and Programme	DLUHC									Amber	Amber	Amber	Amber
Housing Infrastructure Fund	DLUHC									Amber	Amber	Red	Amber
Levelling Up Fund	DLUHC										Amber	Amber	Amber
Levelling Up Home Building Fund	DLUHC											Amber	Amber
Remediation Portfolio	DLUHC												Amber
Towns Fund	DLUHC										Amber	Amber	Amber
UK Holocaust Memorial and Learning Centre	DLUHC									Exempt	Red	Red	Red
Matrix Cluster Transformation Programme	DSIT											Exempt	Exempt
Met Office Supercomputing 2020+ Programme	DSIT									Amber/Green	Amber	Amber	Amber
National Underground Asset Register	DSIT										Amber	Amber	Amber
Open Networks Programme	DSIT											Amber	Green
Project Gigabit	DSIT									Amber/red	Amber	Amber	Amber
Shared Rural Network	DSIT										Amber	Amber	Amber
Building Safety Regulator	DWP										Amber	Amber	Amber
Health Transformation Programme	DWP								Red	Exempt	Amber	Amber	Amber
Pensions Dashboard Programme	DWP									Amber	Amber	Red	Amber
Service Modernisation Programme	DWP												Amber
Synergy Programme	DWP											Amber	Amber
Universal Credit Programme	DWP	Amber/Red	Reset	Amber/Red	Amber	Amber	Amber	Amber	Amber	Amber	Amber	Amber	Amber
Workplace Transformation	DWP										Amber	Amber	Amber
Echo 2 Programme	FCDO						Amber/Red	Amber	Amber/Red	Amber/Green	Green	Amber	Amber
Tokyo Compound	FCDO												Amber
Washington Embassy Refurbishment	FCDO							Amber	Amber	Amber	Amber	Amber	Green
Local Land Charges (LLC) Programme	HMLR				Amber/Red	Amber	Amber	Amber	Amber	Amber/Green	Amber	Amber	Amber
Building Our Future Locations Programme	HMRC					Amber/Red	Amber	Amber	Amber/Green	Amber	Green	Green	Amber
Enterprise Tax Management Platform (ETMP)	HMRC												Amber
HMRC Northern Ireland Programme	HMRC											Amber	Amber
Making Tax Digital	HMRC					Amber/Red	Amber	Amber/Red	Amber/Green	Amber	Amber	Amber	Amber
Pensions Programme	HMRC											Amber	Amber
Protect Connect	HMRC									Amber/red	Amber	Amber	Amber
Single Customer Account	HMRC										Red	Amber	Green
Single Customs Platform	HMRC											Amber	Amber
Single Trade Window Programme	HMRC										Amber	Amber	Amber
Technical Health Programme	HMRC										Amber	Amber	Amber
Trader Support Service	HMRC									Amber	Amber	Green	Amber
Unique Customer Record	HMRC										Amber	Amber	Amber
Unity Programme	HMRC										Red	Red	Amber
NS&I Rainbow	HMT									Amber	Amber	Red	Red
Anti-Money Laundering and Asset Recovery (AMLAR)	HO												Amber
ASRA Accommodation Programme (Non Detained) (AAPND)	HO												Amber
Asylum & Protection Transformation Programme	HO												Amber
Cerberus	HO									Amber	Amber	Red	Amber
Digital Services at the Border (DSAB)	HO			Amber	Amber/Red	Amber/Red	Amber/Red	Amber	Amber/Red	Amber	Amber	Amber	Amber
Emergency Services Mobile Communications Programme (ESMCP)	HO		Amber/Red	Amber	Amber	Amber	Red	Amber/Red	Amber/Red	Amber/red	Amber	Red	Red
Fraud And Cyber Crime Reporting and Analysis Service	HO										Amber	Amber	Red
Fraud Reform	HO												Green
Future Border and Immigration System Programme	HO									Amber/red	Amber	Amber	Amber
Future Suppliers Services	HO									Amber/red	Amber	Amber	Amber
Home Office Biometrics (HOB) Programme	HO				Amber	Amber/Green	Amber/Green	Amber/Green	Amber	Amber/red	Amber	Amber	Amber
Immigration Platform Technologies (IPT)	HO			Amber	Amber/Red	Amber	Amber	Amber	Amber/Red	Amber/red	Red	Amber	Red
Immigration Removal Centre (IRC) Expansion Programme	HO												Amber
Law Enforcement Data Service	HO					Amber/Red	Amber	Amber/Red	Amber/Red	Red	Amber	Amber	Amber
Manston Transformation Programme	HO												Red
Maritime Capabilities Replacement Programme	HO												Exempt
National Strategic Automatic Number Plate Recognition Platform (NSAP)	HO												Amber
New Plan for Immigration	HO										Exempt	Amber	Red
Passport Transformation Programme	HO									Amber/red	Red	Amber	Amber
Police National Database (PND)	HO												Amber
Radiological and Nuclear Change Programme (RNCP)	HO										Exempt	Exempt	Exempt
Targeted Interception Services Programme	HO												Exempt
A400M	MOD	Amber	Amber/Green	Amber/Green	Amber/Green	Amber	Amber	Amber	Amber	Amber	Amber	Amber	Amber
Armed Forces Recruiting Programme	MOD								Amber/Red	Amber	Amber	Amber	Amber
Armour MBT	MOD					Amber	Amber	Amber	Amber	Amber	Amber	Amber	Amber
Armoured Cavalry 2025	MOD				Amber	Amber	Amber	Amber	Amber	Red	Red	Amber	Amber
Astute Boats 1-7	MOD	Amber	Amber	Amber/Red	Amber/Red	Amber/Red	Red	Amber	Amber/Red	Amber/red	Amber	Amber	Amber
Brimstone 3	MOD										Amber	Red	Amber
CHINOOK CAPABILITY SUSTAINMENT PROGRAMME (CSP)	MOD										Green	Amber	Amber
Clyde Infrastructure	MOD							Amber/Green	Amber	Amber	Red	Exempt	Amber
Collective Training Transformation Programme	MOD									Amber	Amber	Amber	Red
Core Production Capability	MOD	Green	Green	Amber	Amber	Red	Red	Amber	Amber	Amber	Red	Red	Red
Crowsnest Programme	MOD		Exempt	Green	Amber/Green	Amber	Amber	Amber	Red	Red	Red	Amber	Amber
Defence Estate Optimisation	MOD						Amber/Red	Amber/Red	Amber/Red	Amber/red	Amber	Amber	Amber
DREADNOUGHT	MOD		Amber/Green	Amber/Red	Amber/Red	Amber/Red	Amber/Red	Amber	Amber	Amber	Amber	Amber	Amber
E7 Wedgetail	MOD									Amber/red	Amber	Amber	Red
European Common Radar System Mk 2	MOD										Amber	Amber	Amber
Fleet Solid Support	MOD						Amber	Amber	Amber	Amber/red	Amber	Green	Amber
Future Combat Air System	MOD									Amber/red	Amber	Red	Red
Future Cruise Anti Ship Weapon (FCASW)	MOD										Red	Amber	Amber
Future Materials Campus	MOD												Amber
Ground Based Air Defence (GBAD)	MOD										Amber	Amber	Amber
Joint Crypt Key Programme	MOD						Exempt	Exempt	Exempt	Exempt	Exempt	Exempt	Exempt
Land Environment Tactical Communication  and  Information Systems	MOD					Amber/Red	Amber/Red	Amber/Red	Amber	Amber	Amber	Amber	Amber
Land Intelligence, Surveillance, Target Acquisition and Reconnaissance (ISTAR)	MOD										Amber	Amber	Amber
Lightning Programme	MOD	Amber/Green	Amber	Amber	Amber	Amber	Amber/Red	Amber/Red	Amber	Amber/red	Red	Amber	Amber
Maritime Electronic Warfare Programme	MOD									Amber	Amber	Amber	Amber
MARSHALL	MOD		Exempt	Amber	Amber/Green	Amber/Red	Red	Amber/Green	Amber	Amber/Green	Amber	Amber	Amber
Martlet	MOD										Amber	Green	Green
Mechanised Infantry Programme	MOD						Amber	Amber	Amber	Amber/Green	Green	Amber	Amber
MENSA	MOD										Exempt	Amber	Amber
Meteor	MOD										Amber	Amber	Amber
Mine Hunting Capability	MOD									Amber/red	Amber	Amber	Amber
MODnet Evolve	MOD						Amber	Amber/Red	Amber/Red	Amber/red	Red	Red	Red
Multi Role Support Ship	MOD												Amber
Naval Support Integrated Global Network (NSIGN)	MOD										Amber	Amber	Amber
New Medium Helicopter	MOD									Amber	Amber	Amber	Green
New Style of Information Technology Deployed	MOD					Exempt	Amber/Red	Amber	Amber	Exempt	Exempt	Amber	Amber
Next Generation (fixed) Communication Network	MOD									Amber/Green	Amber	Amber	Red
Project Bramley	MOD									Exempt	Exempt	Exempt	Exempt
PROTECTOR	MOD					Amber	Red	Amber/Red	Amber	Amber/red	Amber	Amber	Red
Sea Venom	MOD										Red	Amber	Amber
Skynet 6 (aka FBLOS)	MOD				Amber	Amber	Amber/Red	Amber/Red	Amber/Red	Amber/red	Amber	Amber	Amber
Spearcap 3	MOD										Amber	Red	Red
Spearfish Upgrade Programme	MOD		Exempt	Amber/Green	Amber/Green	Amber/Green	Amber/Red	Amber/Red	Red	Amber	Amber	Amber	Amber
Submarine Dismantling Project	MOD										Amber	Amber	Amber
Submarine Waterfront Infrastructure Future	MOD										Amber	Amber	Amber
Submersible Ship Nuclear AUKUS	MOD											Amber	Amber
TEUTATES	MOD										Exempt	Exempt	Exempt
Type 26 Global Combat Ship Programme	MOD		Exempt	Exempt	Exempt	Exempt	Amber/Green	Amber/Green	Amber	Amber	Amber	Amber	Amber
Type 31e	MOD						Exempt	Exempt	Amber	Amber	Amber	Amber	Amber
10k Additional Prison Places - New Build	MOJ									Amber/red	Amber	Amber	Amber
10K Additional Prison Places Estate Expansion Category D	MOJ											Amber	Amber
10k additional prison places Estate Expansion Houseblocks and Refurbishments	MOJ											Amber	Amber
Accelerated Houseblocks	MOJ									Amber/red	Amber	Amber	Amber
Decommission and Legacy Risk Mitigation (DLRM)	MOJ										Amber	Amber	Amber
Drug Testing Services	MOJ										Green	Amber	Amber
Electronic Monitoring Expansion	MOJ										Amber	Amber	Amber
Evolve: End User Computer Service	MOJ											Green	Amber
Evolve: Voice & Video	MOJ										Amber	Green	Green
Evolve: WAN/LAN (Networks)	MOJ										Amber	Amber	Amber
HMCTS Reform	MOJ		Amber/Red	Amber/Red	Amber/Red	Amber/Red	Amber/Red	Amber/Red	Amber/Red	Amber/red	Amber	Amber	Amber
PFI Prison Expiry and Transfer Tranche 2	MOJ											Amber	Amber
Print Recompete	MOJ									Green	Amber	Red	Amber
Prison Retail	MOJ									Amber/red	Amber	Exempt	Green
Prisoner Education Services	MOJ											Amber	Amber
Probation Workforce Reform	MOJ										Amber	Amber	Green
Property Transformation Programme	MOJ												Amber
Rapid Deployment Cells Project	MOJ										Red	Amber	Amber
Secure Children’s Homes Commissioning	MOJ												Amber
Secure School	MOJ												Amber
Small Secure Houseblocks	MOJ											Amber	Amber
NCA Transformation Portfolio	NCA			Amber	Amber	Amber	Amber	Amber	Amber	Amber	Amber	Amber	Amber
Census & Data Collection Transformation Programme	ONS	Amber/Green	Amber/Green	Amber/Green	Amber/Green	Amber	Amber	Amber	Amber	Amber	Amber	Amber	Green
Future Population, Migration and Social Statistics System (FPMS)	ONS												Red
Integrated Data Programme	ONS									Amber	Amber	Amber	Red
VOA Business Systems Transformation	VOA												Red
VOA Non - Domestic Rating Reforms Programme	VOA											Amber	Amber

1. Infrastructure and Projects Authority Annual Report 2022-23 (PDF, 8.4MB) ↩

2. Government Functional Standard GovS 002: Project Delivery ↩

3. Example: - Portfolio A has three projects with one that is red rated, one that is amber rated, and one that is Green rated, the average portfolio rating is 3: 5 (Red) + 3 (Amber) + 1 (Green) / 3 (number of projects) = 3, - Portfolio B of three projects with one that is red rated, and two that are amber rated, the average portfolio rating is 3.7: 5 (Red) + 3 (Amber) + 3 (Amber) / 3 (number of projects) =3.7, - Based on their respective average rating, Portfolio A, whose average rating is 3, is about 20% healthier than Portfolio B, whose average rating is 3.7 (3 is about 20% smaller than 3.7). ↩

4. Top table horizontal reading key: Out of the GMPP projects that received an amber DCA in the IPA Annual report 2022-23, 10 projects have had their rating worsened from amber to red in the IPA Annual Report 2023-24; 122 projects have had their rating maintained at amber; 13 projects have had their rating improved from amber to green; 1 project has had their rating changed from amber to exempted from publication; and 37 projects have left the GMPP portfolio. Top table vertical reading key: Out of the GMPP projects that received an amber DCA in the IPA Annual report 2023-24, 9 projects have had their rating improved from red to amber; 122 projects have had their rating maintained at amber; 4 projects have had their rating worsened from Green to amber; 3 projects who had their DCA rating exempted from publication in the IPA Annual Report 2021-22 moved to amber; and 25 projects have joined the GMPP portfolio with an amber DCA at the IPA Annual report 2023-24. Bottom table reading key: 22 projects, or 10% of the GMPP portfolio, have seen their DCA rating improved since the IPA Annual Report 2022-23. ↩