Source · Select Committees · Public Accounts Committee
Recommendation 22
22
The Department stated that, if the programme is not delivered on time, its contingency is...
Conclusion
The Department stated that, if the programme is not delivered on time, its contingency is to extend existing contracts with Warnings Index and Semaphore, including using extension clauses in the existing contracts. The Department is seeking to avoid this for two reasons. Firstly, running those existing systems instead of delivering the programme would cost £130 million over 10 years and necessitate reliance on systems that would be very difficult to sustain during that period as the Warnings Index would be over 35 years old by the end of it.44 Secondly, continuing to use the existing systems delays the benefits of the newer systems, which are more user-friendly for staff operating at the border. For example, Border Crossing shows the age of passengers passing through rather than just their date of birth, removing the need for border staff to calculate the age themselves.45 41 Q 111 42 Qq 103, 105, 106 43 Q 92; C&AG’s Report, Digital Services at the Border Para 3.11 44 Qq 100–102 45 Q 31 Digital Services at the Border 15
Government Response
Acknowledged
HM Government
Acknowledged
4b: PAC recommendation: ….. what the department will do if these components are not working as intended to the timescales it has planned. 4.3 The government agrees with the Committee’s recommendation. Recommendation implemented 4.4 The programme has instituted a risk management approach which the GIAA, IPA and National Audit Office (NAO) recognise. 4.5. Acting on the NAO recommendation, the programme team led a Red Team risk analysis in January 2021 to review the risks of failed or late delivery and has updated the contingencies and mitigations. These included: adding time contingency to the watch-listing and search plans, whilst maintaining the milestone to move away from legacy systems; • undertaking a risk survey to sensor check risk handling within the programme; and • implementing a revised risk strategy to provide resilience until programme closure. 4.6 The SRO, as having an aligned understanding of the similar changes across the department, and with input from both the Technical and Programme Delivery directors can assess and reassign, if necessary, resources to mitigate any impacts on the planned timescale.