Addressee: Royal Household Sovereign Grant and Sovereign Grant Reserve · Source location: Page 11, 19a
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.
Response position:
Accepted
Delivery:
Implemented
· Q3 2024-25
· Confirmed by NAO
Addressee: Royal Household Sovereign Grant and Sovereign Grant Reserve · Source location: Page 11, 19b
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).
Response position:
Accepted
Delivery:
Implemented
· Q3 2024-25
· Confirmed by NAO
Addressee: Royal Household Sovereign Grant and Sovereign Grant Reserve · Source location: Page 11, 19c
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.
Response position:
Accepted
Delivery:
In progress
· Q3 2027-28
· Confirmed by NAO
Addressee: Royal Household Sovereign Grant and Sovereign Grant Reserve · Source location: Page 11, 19d
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
Response position:
Accepted
Delivery:
In progress
· Q4 2036-37
· Confirmed by NAO
Addressee: Royal Household Sovereign Grant and Sovereign Grant Reserve · Source location: Page 12, 19e
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.
Response position:
Accepted
Delivery:
Implemented
· Q4 2024-25
· Confirmed by NAO
Addressee: HM Treasury; Infrastructure and Projects Authority · Source location: Page 13, 20
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.
Response position:
Accepted
Delivery:
Implemented
· Q2 2025-26
· Confirmed by NAO