Progress on the Buckingham Palace Reservicing programme

Review capacity and capability requirements within the PMO following the most recent reset, and act quickly where it sees risks. As more work is to be delivered in the final stages, it should consider carefully when is the right time to close programme structures and ensure it has the right people in place until the end of the programme.

Ref Page 11, 19a · Implemented Q3 2024-25

Continue to monitor benefits, including additional benefits of the programme, by bringing all information together in a single shared tracking system. This will make it easier to monitor progress, understand performance and provide clear forecasts for all those involved in delivering the benefits, such as internal and external stakeholders required to realise third-party benefits (for example, additional rental income and increased number of visitors to the Palace).

Ref Page 11, 19b · Implemented Q3 2024-25

At the end of the programme in March 2027, set out how much it has spent, what it has achieved through the programme, and what additional work is required to maximise benefits, and how this will be funded. It should set out plans for how it will optimise value for money in the longer term.

Ref Page 11, 19c · Implemented Q3 2027-28

Carry out an evaluation between five and 10 years after the programme ends, publishing and communicating the findings. The evaluation should assess and demonstrate what value the programme has delivered, including for wider society, and could inform decision making for similar investments across the Royal Estate

Ref Page 11, 19d · Implemented Q4 2036-37

Identify the lessons it has learnt and discuss these with the Infrastructure and Projects Authority (IPA) and HM Treasury to decide a set of lessons for major projects, particularly for heritage projects and those taking place in a live environment. We have set out some potential lessons that could be explored.

Ref Page 12, 19e · Implemented Q4 2024-25

The IPA and HM Treasury should share the lessons with government?s project delivery and project assurance and review communities. This could mean, for example, that the IPA adds the lessons to the government?s project delivery hub, includes examples on its assurance reviewer and major project leadership academy training courses, and updates any relevant guidance, particularly for heritage projects; and that HM Treasury writes to spending teams dealing with major projects setting out the lessons and how they might encourage departments to implement them.

Ref Page 13, 20 · Implemented Q2 2025-26