Major Project Scope Uncertainty
Uncertainty regarding the scope of major public projects, with political decision-making identified as a significant risk to progress.
Source spread
Where this theme appears
This theme appears across 13 independent accountability sources, so the source mix matters as much as the headline total.
20 inquiry recs
2 PFD reports
1037 committee recs
102 NAO recs
65 IMB recs
2 IMB reports
2 detention investigation recs
1 PHSO decision
12 LGO/SPSO decisions
1 CJINI report
1 local audit finding
Browse by source
Source-grouped records are useful for tracing where a concern came from. Large sections show the 50 strongest matches for that source; counts still show the full theme total.
Inquiry recommendations(20)
SHI-3 — Clarity in brief for healthcare facility construction
Recommendation: It is critical that a health board formulates and then presents its requirements for the key building systems in a proposed healthcare facility (its "brief") in terms which are full, clear, and unambiguous, and that that brief is finalised before …
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
SHI-2 — Risk assessment on funding model changes
Recommendation: Accordingly, in situations where the funding model or procurement route changes mid project, a risk assessment should be conducted to assess whether work done on the project up to that point is suitable for the revised project. The rationale for …
Gov response: On 13 March 2025, I made a statement in parliament, addressing the Interim Report and its recommendations. I accepted all recommendations and committed to provide a future update on progress around the implementation of those …
Accepted
R5 — Hospital future uncertainty resolution
Recommendation: Scottish Government should ensure that where any uncertainty over the future of any hospital or service exists, resolution of the uncertainty is not delayed any longer than is essential for planning and consultation to take place.
Gov response: The Scottish Government accepts its responsibility for the failings identified in the report and we apologise unreservedly for the suffering and loss caused. We accept in full all of the report's recommendations.
Accepted
ETI-19 — Collaborative Delivery
Recommendation: At all stages of the project there should be a collaborative approach to delivering it. This should include the co-location of representatives from each organisation relevant to the particular stage reached and having an interest in its completion to enable …
Gov response: The Inquiry Report describes some of the damaging behaviours adopted during project delivery by various parties. The advantage of co locating representatives having an interest in project completion is understood and indeed was successfully adopted …
Accepted
ETI-18 — Interviews of Key Personnel in Readiness Reviews
Recommendation: As part of their investigations, representatives of OGC undertaking an independent “readiness review” of a publicly funded project and representatives of any person, including representatives of any public body such as Audit Scotland, undertaking a review of the progress of …
Gov response: While this Recommendation is for third parties who may undertake a readiness review or audit of a publicly funded project in future, it is recommended that the Council agrees to support any such review or …
Noted
ETI-9 — Risk Management Standards
Recommendation: The identification and management of risk should be an integral part of the governance of all major public-sector contracts in future. In identifying and managing risk the following principles should be adopted: • Probabilistic forecasts rather than single-point forecasts should …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-8 — Update Optimism Bias Guidance
Recommendation: The existing Guidance on optimism bias was based on empirical data available almost two decades ago and should be revised to take into account the additional data that is now available. In particular, the reference classes should be updated to …
Gov response: Furthermore, we follow detailed Government guidance on procurement, risk and optimism bias as enshrined in the Treasury’s Green Book, the Scottish Government’s Client Guide to Construction Projects and the Scottish Public Finance Manual. Indeed, the …
Noted
ETI-7 — External Peer Review
Recommendation: The assessment of risk at each stage mentioned in Recommendation 6 should be the subject of a peer review by external consultants with experience of similar large-scale infrastructure projects in the transportation sector who should submit a report of each …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-6 — Optimism Bias in Business Cases
Recommendation: All versions of the Business Case, including any Business Case required as a result of altered assumptions, should include an assessment of risk that takes account of optimism bias in accordance with the current published government guidance.
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
ETI-5 — Business Case Timing
Recommendation: Where the Business Case for any future light rail project is based upon an assumption that, prior to the award of the contract for the construction of the infrastructure, certain matters will have been completed (e.g. design, the obtaining of …
Gov response: The remaining thirteen recommendations cover a range of areas relating to the governance and delivery of light rail projects. While these recommendations are directed squarely at project leads and Local Authority officials, there is a …
Noted
37 — Protocol for organisational change transitions
Recommendation: Organisational change that alters or transfers responsibilities and accountability carries significant risk, which can be mitigated only if well managed. We recommend that an explicit protocol be drawn up setting out how such processes will be managed in future. This …
Gov response: 100. We accept this recommendation. We agree that these are important concepts, and indeed a number of protocols were drawn up and widely communicated in managing changes to the health system in 2012. The Department …
Accepted
RHI-22 — Proactive DoF Monitoring
Recommendation: Particularly where a policy initiative is demand-led, novel, complex and/or likely to be lengthy, consideration should be given to increasing Department of Finance involvement from an early stage and on an ongoing basis, including a more proactive role in monitoring …
Gov response: These recommendations can be accepted in full. It is important to note that public expenditure in NI is governed by the UK Budgeting rules set by HM Treasury. These rules mean that there is limited …
Accepted
RHI-2 — Novel Policy Scrutiny
Recommendation: Novel, potentially volatile and untested initiatives should in future be scrutinised thoroughly, well ahead of ministerial and business case approval. The Inquiry commends processes such as a 'starting point Gateway assessment' and, at a suitable point, a 'feasibility signoff' completed …
Gov response: These recommendations can be accepted in full. Some elements are addressed in existing guidance, including: • the role of the Senior Responsible Officer in respect of the delivery of a project or programme; • existing …
Accepted
HIDD-49 — Develop system for allocating project priority to prevent safety compromise
Recommendation: BR shall develop an adequate system of allocating priority to projects to ensure that safety standards are not compromised by delay.
Unknown
HIDD-32 — Establish direct reporting line for Testing Engineer to overall scheme charge
Recommendation: BR shall ensure that the Testing Engineer shall be ultimately responsible to the person in overall charge of the scheme, but not through the Project Manager.
Unknown
HIDD-31 — Require external work to be contractual, specified by Project Manager
Recommendation: BR shall ensure that where work is required from areas outside the command of the person in overall charge, that work should be carried out on a contractual basis to a specification provided by the Project Manager.
Unknown
HIDD-30 — Project Manager responsible for the whole project within budget and timescale
Recommendation: The Project Manager nominated in 29 above shall be responsible for the execution within budget and timescale of the whole project from the original estimate preparation to the project completion. He shall report to the person in overall charge as …
Unknown
HIDD-29 — Person in overall charge of new works to nominate a Project Manager
Recommendation: BR shall ensure that new works schemes in future shall have one clearly identified person in overall charge of all aspects of the project who would nominate a Project Manager from within his chain of command. For predominantly signalling schemes …
Unknown
F286 — Impact assessments before structural change
Recommendation: Impact and risk assessments should be made public, and debated publicly, before a proposal for any major structural change to the healthcare system is accepted. Such assessments should cover at least the following issues: What is the precise issue or …
Gov response: Accepted. It is good practice for all major changes of policy and of system structure to be carefully considered and taken forward on the basis of a clearly defined purpose and with a clear and …
Accepted
36 — Impact assessment of policy changes
Recommendation: The cumulative impact of new policies and processes, particularly the perceived pressure to achieve Foundation Trust status, together with organisational reconfiguration, placed significant pressure on the management capacity of the University Hospitals of Morecambe Bay NHS Foundation Trust to deliver …
Gov response: 97. We accept this recommendation in principle. We acknowledge the Investigation's findings that the pursuit of Foundation Trust status distorted management capacity and priorities at Morecambe Bay. 98. In response to the failings at both …
Accepted in part
Prevention of Future Deaths reports(2)
David Carpenter
Concerns: The coroner expressed concern about the safety of bin lorry lift systems, noting that thousands of older design vehicles remain in circulation with slow uptake of safety modifications, posing a risk of inadvertent lifting of people into the hopper.
Response (Dennis Eagle): • Dennis Eagle has introduced new safety features on its products since January 2024, including warning dust curtains, additional safety decals, and extra emergency stops on newer bin-lift mechanisms. • … (AI summary)
Responded
Catherine Moore
Concerns: The JAMES maintenance system lacks clear terminology, sufficient data extraction for governance, and a searchable database for recurring issues. Furthermore, there are no formal processes for inspecting, auditing, or providing real-time feedback on MOD vehicle repairs.
Response (Minister of State for Defence): • The Ministry of Defence has made improvements to vehicle maintenance processes, particularly for steering components. • An Electronic Safety Notice has been issued to address the risk of steering … (AI summary)
Responded
Select committee recommendations(1037)— showing 50 strongest matches
#115 —
Recommendation: The Government must fully commit to taking ownership of the success of the new towns programme , or risk further weakening the confidence of built environment stakeholders that the Government is willing and able to deliver megaprojects .
#114 —
Recommendation: Ultimately, therefore, the Government must decide whether they really want to deliver the next generation of new towns. To undertake this programme in a half-hearted and desultory manner would lead to failure, because none of the other interested parties needed …
#113 —
Recommendation: It is therefore up the Government to provide basic guarantees that they want these megaprojects to happen. Only then will then will the other key interested parties in this process—skills providers, producers of building materials, local authorities, utilities providers and …
#112 —
Recommendation: Dr Budzier gave the example of the cancellation of the northern leg of HS2 to show why, by analogy, interested parties required Government commitment to the new towns programme. He said that the cancellation of the northern leg “led to …
#111 —
Recommendation: Government commitment is needed to give confidence to interested parties at all stages in the building process. For example, suppliers of building materials will need to be sure that the Government is committed to projects of this scale before they …
#110 —
Recommendation: Today’s Government can only expect the same magnitude of impact and achievement if they are prepared to undertake the work and expend the funding needed to deliver the next generation of new towns. Otherwise, they will be setting the built …
#108 —
Recommendation: Central Government must take overall control of the new towns programme and should treat it as a major national project. All the problems identified in this report could be solved more easily if the key players involved could be sure …
#107 —
Recommendation: Despite this, witnesses have repeatedly told us that they believe more can be done. 176 Over the course of this inquiry, we have been impressed at the capabilities, ambition, and drive of the built environment sector, and we believe that …
#105 —
Recommendation: The new towns programme will fail unless the built environment sector is given a clear message that the Government will deliver as promised, and as necessary. Commit and build
#104 —
Recommendation: If the Government provides commitments that the sector trusted (such as a long -term timetable, build-out targets, funding and sector support) stakeholders could rapidly scale-up production for materials, utilities and skills .
#103 —
Recommendation: Throughout our inquiry we heard clear signals from the built environment sector that they would be capable of scaling up manufacturing, skills, and capacity if they believed the programme will go ahead. 173 Moreover, many individuals and organisations expressed a …
#102 —
Recommendation: We were pleased to hear that Mr Pennycook “remains absolutely committed “to delivering the new town programme, and that they “will have spades in the ground on at least three [new towns] … in this Parliament”. 171 More than just …
#101 —
Recommendation: This will be a long-term endeavour: in addition to political will today, new towns will require patient capital for decades to come. Investors will need to be confident that construction of new towns will begin soon and - crucially - …
#100 —
Recommendation: A clear ‘pipeline’ (a concept raised frequently 168 in evidence) would address the criticism that shortages of materials and labour arise because demand 169 for them is not explicit and committed. As Peabody stated, “ultimately, the greatest barrier is uncertainty.” …
#3 —
Recommendation: We are concerned about the lack of clarity surrounding core practical points relating to the ISF transition period, and the impact of this uncertainty upon organisations currently implementing CSSF programmes. It is also unknown to what extent the current commitments …
Response attribution not verified
#2 —
Recommendation: The Government’s postponement of a final decision on creating a single merged scheme of R&D relief added to the uncertainty around R&D relief. Businesses can only start to prepare in earnest once a change is confirmed. The Government’s announcement of …
Response attribution not verified
#61 —
Recommendation: We urge the Government to publish timelines for developing the plan and details of what it will contain as soon as possible. It should consider whether a statutory basis for the plan is needed to ensure it is carried out.
Response attribution not verified
#58 —
Recommendation: We welcome the commitment to develop a Strategic Spatial Energy Plan, which is critical for long duration energy storage, but details remain unclear. We are unclear about the level of detail—for example, whether the Plan will be at the regional …
Response attribution not verified
#54 —
Recommendation: There are many actors with a role in delivering long-duration storage, from the Department of Energy Security and Net Zero, Ofgem, the proposed Future System Operator, energy companies, the electricity transmission network owners and so on. In particular, the FSO …
Response attribution not verified
#48 —
Recommendation: Flexible demand can help to smooth out variations across hours and days. In extreme cases of low generation, it may help balance the system if electrified industries shut down temporarily to reduce peak demand, but it does not seem that …
Response attribution not verified
#34 —
Recommendation: Advanced compressed air energy storage (ACAES) could store energy on the timescale of 4–24 hours and help to manage medium-term variations in demand. However, as a relatively new technology, cost estimates vary widely. The Royal Society found that the availability …
Response attribution not verified
#23 —
Recommendation: We welcome the Government’s ambitious target for 10 GW of clean hydrogen by 2030. However, clarity over the role of hydrogen is needed to decide on key details of storage and transportation infrastructure. Credible forecasts of demand for hydrogen would …
Response attribution not verified
#10 —
Recommendation: The Government, supported by modelling from the Future System Operator, should clarify its definitions for medium- and long-duration energy storage and the roles they are expected to play. It should set or endorse a series of metrics that allow technologies …
Response attribution not verified
#8 —
Recommendation: Government policies and targets relating to energy storage—such as the 10 GW hydrogen production target—should make clear both the power (GW) and the energy (TWh) it is intended to produce and store.
Response attribution not verified
#6 —
Recommendation: The Government should, as a matter of urgency, set an explicit minimum target for how much “no-regrets” long-duration energy storage and generating capacity it wants to see operational by 2035. It should set out a credible timescale with interim milestones …
Response attribution not verified
#5 —
Recommendation: However, there is a consensus that tens of terawatt-hours of long-duration electricity storage will be needed to decarbonise the grid, but the Government has not committed to an explicit target. This is several orders of magnitude more low-carbon storage than …
Response attribution not verified
#4 —
Recommendation: A fully decarbonised electricity system will need substantial energy storage across a range of timescales due to increasing variability of supply and demand in an electrified, renewable-powered economy. Estimates of how much long-duration energy storage will be needed differ depending …
Response attribution not verified
#22 —
Recommendation: The Department told us that its analysis shows that the UK has an abundant supply of scrap, which suggests the steel sector could transition to decarbonised scrap-based electric arc furnaces.64 The Department said that while it had done some analysis …
#20 —
Recommendation: The government published its steel strategy in March 2026, aligned with its ten-year industrial strategy, setting out ambitions to increase the competitiveness of the UK steel sector, with an aim to increase the share of UK steel demand met by …
#19 —
Recommendation: Councillor Rob Waltham said that uncertainty over the ownership is frustrating. Charlotte Brumpton-Childs noted that government taking over a private company was an action of last resort, but nationalisation could have happened sooner, and that government should consider all options …
#13 —
Recommendation: The NAO reported that while the Department has started to consider options for the longer-term future of British Steel, there is no timetable set for returning the company to the private sector.35 The Department said the process would take some …
#6 —
Recommendation: The Department could not explain to us how much funding may be required or how much of the government’s £2.5 billion commitment to the steel sector remains available once support for British Steel is taken into account. The Department also …
#5 —
Recommendation: The Department has not set out a detailed implementation plan for funding and delivering its steel strategy. The government’s steel strategy, which is aligned with its ten-year industrial strategy, sets an ambition to increase the proportion of UK steel demand …
#3 —
Recommendation: The Department has not set out a clear or timely pathway for how long it will continue to support the company for, increasing the risk that costs and uncertainty will continue to grow. British Steel’s 4,052 employees were given short-term …
#2 —
Recommendation: The Department does not know how much the intervention will cost the taxpayer. As at March 2026, spending was expected to reach £642 million by 30 June 2026, including adviser costs. Actual funding was £555 million by 18 June 2026 …
#49 —
Recommendation: Vulnerabilities extend to the maritime domain. While the UK does have a maritime missile capability in the Tomahawk land attack cruise missile, further investment is required to enable the Royal Navy to be deployed offensively and better project lethality.
Response attribution not verified
#48 —
Recommendation: European countries are coming together to deliver air defences collectively via the European Sky Shield Initiative, in which the previous Government had expressed an interest. We call on the new Government to provide an assessment of the merits of joining …
Response attribution not verified
#47 —
Recommendation: Increasing investment in integrated air and missile defence and a credible plan to deliver operational S/DEAD capabilities in close collaboration with our European NATO allies should therefore be high on the list of defence priorities for the new Government.
Response attribution not verified
#30 —
Recommendation: Interoperability is not an end in itself. While pursuing interoperable solutions, the Government should be mindful of maintaining a diversity of capabilities and promote innovation. For example, the Government should review with industry how faster feedback loops could be developed …
Response attribution not verified
#29 —
Recommendation: Joint procurement initiatives and strengthened industrial collaboration with key allies, including non-European states, are essential for enhancing the cost-effectiveness, scalability, and interoperability of defence capabilities.
Response attribution not verified
#28 —
Recommendation: The UK should reinvigorate existing NATO mechanisms, such as the national armaments directors’ forum and the NATO Support and Procurement Agency, to enhance cooperation and standardisation efforts among member states.
Response attribution not verified
#27 —
Recommendation: Our evidence showed that while there has been some progress in increasing joint procurement and harmonising defence systems among NATO allies, more needs to be done. Fragmentation hinders interoperability and cohesive defence efforts, as evidenced by Ukraine’s current logistical struggles …
Response attribution not verified
#26 —
Recommendation: The Government should urgently reconsider its policy for disposing of old weapons stocks and consider ‘mothballing’ them instead, ensuring that the accounting and IT infrastructure is updated to support this move. While there may be costs attached to this, as …
Response attribution not verified
#25 —
Recommendation: We call on the Government to conduct an assessment of the balance the UK should strike between high-end and conventional weapons to enhance effectiveness and sustain operations. This assessment should also consider the mix of capabilities among NATO’s European members …
Response attribution not verified
#24 —
Recommendation: The Government should continue to invest in high-end technologies while ensuring that it rebuilds and maintains adequate stockpiles of conventional munitions. This dual investment strategy will provide UK Defence with the flexibility to respond to various types of threats.
Response attribution not verified
#20 —
Recommendation: Non-traditional defence suppliers, such as start-ups, SMEs and tech companies, are key for accelerating the pace of delivery , but they face a unique set of barriers in accessing the defence market. The new UK Government needs to facilitate a …
Response attribution not verified
#19 —
Recommendation: The procurement process needs to be more agile and willing to take risks, as successfully demonstrated by the Ukrainian forces’ rapid innovation and collaboration with the private sector during the war. There needs to be a culture change around risk. …
Response attribution not verified
#18 —
Recommendation: There is a significant trust deficit between the defence industry and the Government. The defence industry has expressed the need for clear, long-term commitments to effectively increase production and meet wartime demands. The MoD needs to transition from a traditional …
Response attribution not verified
#3 —
Recommendation: As highlighted in our 2023 report, ‘UK defence policy: from aspiration to reality?’, Government policy documents often fail to clearly articulate the Government’s priorities and the hard choices that need to be made in the face of competing pressures on …
Response attribution not verified
#2 —
Recommendation: Given the deteriorating global threat environment, the Government cannot afford to delay setting defence priorities and articulating how much money will be available to UK Defence. The Government should ensure that the Review is completed to schedule, and implement its …
Response attribution not verified
NAO audit recommendations(102)— showing 50 strongest matches
Increasing the capacity of the prison estate to meet demand
MoJ should combine thinking on policy objectives for the prison estate and improved evidence of different approaches to develop a long-term strategy to improve the resilience of the estate. It should: clarify which current expansion projects will be completed and …
Partially accepted
The UK border: Implementing an effective trade border
By the end of 2024 the Cabinet Office and HMRC should refresh the delivery roadmap for the Single Trade Window (STW) programme to ensure its scope, timetable and project management arrangements are appropriate. This should consider the challenges identified in …
Accepted
Progress with delivering the Emergency Services Network
ensures that the new network infrastructure contract has sufficient mechanisms and incentives to establish effective relationships and ensure value for money within this contract period, while supporting a wider strategy for how the Home Office will avoid being locked into …
Accepted
Progress with delivering the Emergency Services Network
uses its experiences from the user services contract to better manage the risks that it needs to avoid, or mitigate, with the new supplier to increase the likelihood of the technology being introduced on time and in line with users? …
Accepted
Progress with delivering the Emergency Services Network
continues developing a revised programme plan. This should include realistic time frames that are not driven by an arbitrary date for shutting down Airwave, but which allows sufficient time to complete and test that ESN?s technical architecture works. This should …
Accepted
Progress with delivering the Emergency Services Network
improves the programme?s management information, so that it is consistent and timely, and includes metrics as well as leading indicators to help consider progress and identify where action is required
Accepted
Progress with delivering the Emergency Services Network
before the end of 2023, establishes a process for continually assessing the risks and investment required to maintain Airwave to better understand how long this network could be used for, and therefore the time it has available to complete ESN
Accepted
Progress with delivering the Emergency Services Network
completes the work it has started to revisit the programme?s objectives and assumptions, and to re-articulate the programme?s rationale to demonstrate whether ESN remains the right thing to do given the increasing use of mobile data by users and technology …
Accepted
Progress report: Terminating the Magnox contract
f) through increased knowledge and experience, work to reduce uncertainty around the cost of future decommissioning work.
Accepted
Progress report: Terminating the Magnox contract
The NDA should also: e) as a priority, increase its understanding of the condition of its sites and the volume and complexity of remaining decommissioning work; and
Accepted
Decommissioning Sellafield: managing risks from the nuclear legacy
Sellafield should: develop an approach that demonstrates to stakeholders that effective progress is being made towards decommissioning the site. This should cover enabling activities and include progress to date at Sellafield, while also supporting future funding choices and Spending Review …
Accepted
The Equipment Plan 2023 to 2033
MoD should ensure greater consistency in the approach of each TLB to producing their equipment plans. It should provide clear guidance on whether each TLB should include the full predicted costs of the capabilities they are being asked to provide …
Accepted
Progress with the New Hospital Programme
NHP should increase its focus on completing the planning process for cohort 2 schemes and getting as many as possible into construction before the end of 2024 to prevent further bunching of schemes in the second half of the 2020s.
Accepted
Progress with the New Hospital Programme
Announcements about major capital programmes extending over more than one spending review period should fully reflect known uncertainties so that everyone can be clear about the nature of the commitments being made.
Accepted
Transforming health assessments for disability benefits
We recommend that DWP should: a review the Programme plan and produce an updated business case, incorporating the white paper reforms, including: . allowing for optimism bias and contingencies for test-and-learn activity, new legislation and development of the Health Assessment …
Accepted
High Speed Two: Euston
DfT, HS2 Ltd and HM Treasury should consider how best to manage the budget for the HS2 programme to best protect value for money. This should include consideration of: ? re-setting HS2 budgets and costs in 2023 prices to maintain …
Accepted
High Speed Two: Euston
DfT should revise the anticipated HS2 programme schedule, costs and benefits to reflect recent decisions on scope and schedule.
Accepted
High Speed Two: Euston
DfT should ensure that the decisions it and HM Treasury make on the Network Rail station?s outline business case provide the long-term clarity required on the extent to which the two stations need to integrate. This should reduce the risk …
Accepted
High Speed Two: Euston
DfT should work with the Euston Partnership, HS2 Ltd, Network Rail, Lendlease and local partners to clarify a shared understanding and expectations for the Euston programme in light of the changes and the affordability challenge. This should include reviewing or …
Accepted
The Transpennine Route Upgrade Programme
The Department and Network Rail should review their business case approvals strategy and how this will manage the uncertainty in design and cost from projects still at an early stage. The strategy should include setting out what the focus of …
Accepted
The decommissioning of the AGR nuclear power stations
EDFE has developed key performance indicators and milestones against which it will report progress with decommissioning. The Department should also develop measures against which it can monitor broader aspects of the performance of the programme for decommissioning the AGR stations. …
Accepted
Restoration and Renewal of the Palace of Westminster: Progress update
The next formal milestone is for the Client Team to present Parliament with a Programme business case, currently expected in early 2023, for its approval. To develop the business case, the Client Team and Parliament need to agree what should …
Accepted
Achieving net zero
BEIS should: • identify and evaluate the elements of the net zero strategy which are uncertain and develop a plan to reduce this over time, including assigning responsibilities for managing reduction in uncertainty (such as by carrying out sufficient research …
Accepted
Palace of Westminster Restoration and Renewal Programme
We recommend that the Client Team: • identifies and evaluates the elements of the Programme which are uncertain, and develops a plan to reduce these over time; and
Accepted
Palace of Westminster Restoration and Renewal Programme
We recommend that the Client Team and Parliament: • agree clear objectives and requirements for the Programme’s business case, being realistic on what can be achieved without ‘gold-plating’; and
Accepted
Palace of Westminster Restoration and Renewal Programme
• clarify roles and responsibilities for managing risks and uncertainties, including how roles may change during the Programme.
Accepted
Palace of Westminster Restoration and Renewal Programme
We recommend that the Sponsor Body and Parliament: • put in place clear structures to work together to establish a single set of objectives and requirements; and
Accepted
Managing FCDO’s overseas estate
FCDO should review its management of its estate capital projects, to ensure it has appropriate oversight of delivery risks at a portfolio level. This includes reviewing portfolio governance, reporting and management information.
Accepted
Decommissioning Sellafield: managing risks from the nuclear legacy
The Nuclear Decommissioning Authority, with its group subsidiaries, should: develop measures to assess the operational effectiveness of its sites. In particular, it should monitor whether Sellafield is maintaining the capability needed to continue to operate safely and deliver progress with …
Accepted
HS2: update following cancellation of Phase 2
At Euston, DfT should: ? develop a programme business case to help it and other stakeholders with decision-making across all projects within the larger Euston programme; and
Accepted
HS2: update following cancellation of Phase 2
HS2 Ltd should: ? finish developing its lowest cost action plan, ensuring that a programme of work is established to implement it; and
Accepted
HS2: update following cancellation of Phase 2
DfT should: agree with HS2 Ltd a revised methodology for estimating the cost of the programme and use that estimate to set a revised funding envelope.
Accepted
HS2: update following cancellation of Phase 2
DfT, HS2 Ltd and HM Treasury should do the following as part of resetting the programme. DfT should: ? fully confirm the revised scope for the programme
Accepted
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 …
Accepted
NHS England’s modelling for the Long Term Workforce Plan
Recommendation 8: In future versions of the modelling, NHSE should model and communicate a wider range of different scenarios for the demand NHS services may face. In our view, this could include scenarios in which different amounts of total funding …
Accepted
Rail reform: the rail transformation programme
After the current interim work, and when DfT comes to fully resetting rail reform in the future, it should ensure it: ? has secured full commitment across government for its ambitions for rail reform; ? has agreed its scope and …
Accepted
NHS Supply Chain and efficiencies in procurement
Supply Chain should run its transformation as a structured programme for its full duration, identifying and reporting on costs, benefits, dependencies and risks.
Accepted
The Equipment Plan 2023 to 2033
MoD should assess the effect of delaying major decisions on each TLB and ensure that both decision-makers and Parliament understand the financial and capability impacts of this delay.
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: draws together the best practice from its current projects to identify surplus inventory, supported by a coherent plan covering its whole …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: develops an assessment of the skills and resources its needs across inventory management, whether current resourcing levels are sufficient to meet …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: ensures that a management framework for raw material and consumable commodities is in operation, which controls demand and consumption, incentivises the …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: identifies and prioritises the resources it needs within Defence Support and across MoD?s constituent organisations to ensure its transformation programmes can …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: defines the levels of inventory needed to support its new strategic aims, and develops an understanding of what arrangements are needed …
Accepted
Progress with the New Hospital Programme
Senior officials and clinicians in DHSC and NHS England should urgently re-examine the assumptions underpinning the minimum viable product (MVP) version of NHP?s Hospital 2.0 design. In particular: 1) they should identify and address any proposals that are likely to …
Accepted
Investigation into the UNBOXED festival
identify lessons for the future about the importance of agreeing clear objectives and then setting performance targets early enough in any similar future programme?s lifecycle
Accepted
The Equipment Plan 2022 to 2032
We have assessed the Department?s progress in implementing the recommendations from our previous reports (Appendix Two). This shows that the Department is taking action to make further improvements to its approach and the reliability of its assessment. This year we …
Accepted
The Equipment Plan 2022 to 2032
We have assessed the Department?s progress in implementing the recommendations from our previous reports (Appendix Two). This shows that the Department is taking action to make further improvements to its approach and the reliability of its assessment. This year we …
Accepted
The Digital Strategy for Defence: A review of early implementation
We recommend the Department should immediately create a clear delivery plan for the digital strategy which: ? identifies and prioritises all the activities needed to achieve its strategic outcomes;
Accepted
The Ajax programme
Our recommendations are intended to help the Department create the necessary conditions to deliver the programme and, in doing so, apply the lessons across its other armoured vehicle programmes. It should: a) agree a credible delivery plan to IOC and …
Accepted
The Equipment Plan 2021 to 2031
HM Treasury should: g) define the purpose of the Dreadnought contingency and establish new governance arrangements, including the conditions under which additional funds will be provided to the Department. This work should be undertaken with the aim of incentivising the …
Accepted
IMB annual reports(2)
Kirklevington Grange (2024)
HMP Kirklevington Grange is a Category D open prison that performs well across key areas, including safety, healthcare, and resettlement, as evidenced by 'good' HMIP ratings and strong staff-prisoner relationships. Despite positive outcomes in education and employment preparation, the Board highlights ongoing concerns regarding a lack of progress on new accommodation units and persistent issues with property transfers. The prison continues to manage population pressures and policy changes while striving to provide a constructive environment for release preparation.
PRISON
Key concerns
Hollesley Bay (2024)
HMP/YOI Hollesley Bay is an open prison and YOI that operates as a safe and humane environment, with a strong focus on prisoner progression and resettlement. While HMIP's inspection yielded positive results and healthcare generally meets needs, the Board raises concerns about the impact of early release schemes on prison workload, a failing property transfer system, and the ongoing need for estate investment. Recommendations are made to the Minister, Prison Service, and Governor on issues including IPP re-sentencing, healthcare appointment management, and the provision of single rooms.
PRISON
Key concerns
IMB individual recommendations(65)— showing 50 strongest matches
Feltham (2021)
It was noted that during 2020-21, significant funding was made available to undertake necessary building works at Feltham, but various protracted delays beyond the control of the prison meant work did not commence within the relevant budget period, and that as a result these much-needed works could now be at risk. Will HMPPS ensure that funds will be rolled forward …
HMPPS
Implemented
Ford (2022)
Whilst accepting that the country is facing significant economic headwinds, it is nonetheless disappointing to report on the level of uncertainty in committing the funding for both day to day activities and most particularly capital projects. The reversal of the progress on the plan to replace B wing and the health centre, with completion now pushed out to 2025 from …
HMPPS
Warren Hill (2025)
Furthermore, it would be helpful to have a definite picture of the future building works, including the proposed kitchen provisions so that more detailed planning can be undertaken. The current kitchen and rapid deployment cell (RDC) projects have been very 'stop - start'; could a detailed project plan and funded project plan be presented to the prison to eliminate the …
HMPPS
In Progress
Derwentside (2022)
Not to open a new immigration removal centre or other such establishment until all building work is completed and all facilities available for use.
Home Office
Ford (2021)
The doubling of the capacity of the prison in the current year will require close monitoring to avoid further expensive mistakes.
Ministry of Justice
In Progress
Littlehey (2022)
Why is the Prison Service looking to replace a permanent wing with a temporary structure when it is known that this additional capacity will be a long-term requirement?
HMPPS
In Progress
Kirklevington Grange (2022)
There is still no definite date for the construction of the three new accommodation blocks to commence. The current capacity at Kirklevington Grange remains below optimal level without these new blocks. Some indication of progress would be welcome.
Other
Eastwood Park (2022)
Construction of the new activities centre is way behind the original June 2022 completion date. From handover of the building how long will it take for this important training facility to become operational?
Governor / Director
Noted
Erlestoke (2023)
What reassurance can be given that the revised dates for occupation of the replacement wings will not be delayed yet again, thus impacting the delivery of the PR?
HMPPS
Eastwood Park (2023)
Is the expansion for HMP Eastwood Park still on course to be completed by 2025?
HMPPS
In Progress
Winchester (2024)
When will the funding for the construction of a new emergency control room and modernised CCTV system be approved?
HMPPS
In Progress
Winchester (2024)
When will the much-delayed construction of the new CSU restart?
HMPPS
In Progress
Thorn Cross (2024)
To develop more robust ways of monitoring building projects.
HMPPS
In Progress
Deerbolt (2024)
Many ageing establishments, including Deerbolt, require significant investment for maintenance and upkeep. How does the Minister plan to secure ample funding for this purpose?
Ministry of Justice
Five Wells (2025)
Will there be an increase in the delivery capability of the building choices programme in the future?
Governor / Director
Five Wells (2025)
Will there be an increase in the delivery capability of the building choices programme in the future?
Governor / Director
Eastwood Park (2025)
Numerous works projects were delayed, including bathroom refurbishments, replacement of Res 7, replacement carpeting on Res 5 and 6, replacement fire ring main and the new video conferencing centre. There appeared to be so much waste in planning these projects, only for them to either be delayed or cancelled at the last moment. How will the Minister ensure that future …
Ministry of Justice
In Progress
Birmingham (2025)
Why was the collapse of ISG not anticipated within the Ministry? With significant work already undertaken on the refurbishment of A, B and C wings, why was more effort not made within the Ministry to instate a new contractor and get the work completed faster? From September 2024 to June 2025, no work was undertaken while still using significant amounts …
Ministry of Justice
In Progress
Swaleside (2020)
The Board reiterates this year that the kitchen at Swaleside was originally designed to cater for about 650 residents, and was upgraded in its early years to allow for some expansion. However, a further problem arises in having to cater additionally for residents at HMP Standford Hill, bringing the total number of meals prepared to around 3000 daily. The Board …
Ministry of Justice
Accepted
Kirklevington Grange (2020)
When will capital funding be released for replacement blocks and infrastructure works?
Ministry of Justice
In Progress
Isle of Wight (2020)
There is considerable concern that a newly refurbished wing in the prison has had a number of outstanding problems since August 2020, and four months later they were still outstanding (para 5.1.1.) What mechanisms are in place to ensure refurbishment projects are completed in full and on time?
HMPPS
In Progress
Manchester (2021)
The Board welcomed the response by the Minister to their report last year and was pleased to learn that the bid for funding to install secure windows at HMP Manchester had been successful. The Board notes however that this priority work at the time of writing this report has not commenced and would therefore ask the Minister when this will …
Other
In Progress
Long Lartin (2023)
Prison infrastructure, maintenance and projects. To which specific building and maintenance projects has funding been allocated in the next three years and in what order of priority?
HMPPS
In Progress
Ford (2023)
The length of time that it is taking to break ground on the new build project is an ongoing disappointment. In addition, it is concerning that there seems to be little, if any, planning for the impact of the significant increase in prisoner numbers (beyond the previous 544 capacity to 779) on other parts of the prison, such as the …
HMPPS
Styal (2024)
Funding for a new healthcare building has been agreed for Styal, but we understand building work has been delayed until 2025. What guarantees are there to ensure that this happens?
HMPPS
In Progress
Holme House (2024)
Can the Minister reassure the Board that the major capital works to the roofs will be funded and executed during 2025? If no reassurance can be given, can the Minister explain why?
Ministry of Justice
In Progress
Channings Wood (2024)
The inability to conduct timely repairs to roofing, heating systems and work-related equipment continues to undermine operational effectiveness and limit capacity in purposeful activity. As in our previous report, the Board, again, asks why has this situation been allowed to drag on for so long and when will it be resolved?
Ministry of Justice
In Progress
Winchester (2025)
What can be done to accelerate the implementation of long-standing capital investments urgently needed at Winchester – for example, building the new care and separation unit and the new control room?
HMPPS
Brinsford (2023)
It takes a long time to get any money to pay for essential work, above and beyond the Governor’s budget, what can you do to speed the process up?
HMPPS
Maidstone (2020)
Linked to the above point, make ring-fenced funds available for specific projects and complete these within realistic timescales – for example, the sports hall and showers (see paragraph 7.7).
Other
Partially Accepted
Kirklevington Grange (2020)
Can the process be resolved with some urgency?
HMPPS
In Progress
Heathrow Short Term Holding Facility (2020)
[London City Airport] The Home Office is encouraged to progress the provision of new holding rooms in London City Airport as soon as possible. (para. 12.4 – 12.7; 15.4).
Home Office
Heathrow Short Term Holding Facility (2020)
[Eaton House] The Home Office should progress the provision of new, expanded, holding rooms in Eaton House as soon as possible. The expectation was that work would commence in April 2020 (para. 36.1 – 36.4).
Home Office
Heathrow Short Term Holding Facility (2020)
[Becket House] The Home Office is requested to engage with the Board as soon as possible in consultation on the design of the new holding rooms in a facility in Warehouse K near to the Excel Centre, London E16 (para. 28.1).
Home Office
Garth (2020)
As a matter of urgency, an investment to improve or replace equipment should be made a priority [for computer systems at Garth].
HMPPS
Foston Hall (2020)
The expectations raised about, and investment made in, the planned retail park, which has not materialised (see paragraph 7.2.4).
Governor / Director
Noted
Chelmsford (2020)
to ensure that the funding allocated for the refurbishment of A wing, including the segregation unit, is retained
Other
In Progress
Springhill (2021)
The Board has highlighted the connection between late delivery of building projects and the impact on some men being able to access ROTL.
HMPPS
Implemented
Lewes (2021)
The IMB urges the Prison Service to find a way to reduce the delays between contracts awarded for significant repairs and improvements and their start dates.
HMPPS
In Progress
Grendon (2021)
It is not clear that the upgrade to the sanitation software will deliver better outcomes for residents than conditions described this year (see 5.1.2).
HMPPS
In Progress
Manchester (2022)
Can the minister please tell us when the work will commence and when it is due to be completed?
Ministry of Justice
In Progress
Kirklevington Grange (2022)
There is still no definite date for the construction of the three new accommodation blocks to commence. The current capacity at Kirklevington Grange remains below optimal level without these new blocks. Some indication of progress would be welcome.
Ministry of Justice
Isle of Wight (2022)
the importance of an early decision on whether the prison will continue to hold a significant number of Category C prisoners. Time and resources are being put into making the necessary adjustments to support the accommodation of these prisoners which may prove nugatory should the prison revert to primarily holding Category B prisoners
HMPPS
Feltham (2022)
Can an update be provided on when this project will be up and running?
Governor / Director
Durham (2022)
The refurbishment of A wing was initiated at the beginning of November 2022. At best it is estimated to take two years. It would be speeded up considerably if the population management unit allowed the prison to decant prisoners. Why will they not do this (4.3.4 / 4.3.5)?
HMPPS
Coldingley (2022)
Can prison Governors be given more control over when and how works on their sites are maintained and handed over?
HMPPS
Noted
Full Sutton (2023)
What action is being taken to ensure the woodworking workshops open in 2024 (previously planned to open in 2023)
Governor / Director
Five Wells (2023)
Staffing, equipment, and facilities were not all in place when the prison opened, and discrepancies remain. How can this situation be avoided in the future?
HMPPS
Deerbolt (2023)
What oversight does the Governor have over the prioritisation of works within the establishment?
Governor / Director
Long Lartin (2024)
Prison infrastructure, maintenance and projects: repeat question from 2023 - to which specific building and maintenance projects has funding been allocated in the next three years and where does a new kitchen sit in the order of priority?
HMPPS
In Progress
Health investigations(8)
The Christie NHS Foundation Trust Rapid Review: Published November 2021 — Rec 2.4.6.4
That there should be a clear communication strategy for any major projects to ensure that they key stakeholders are well informed and have the opportunity to contribute to planning and implementation.
Christie NHS Foundation Trust
north_west
The Christie NHS Foundation Trust Rapid Review: Published November 2021 — Rec 2.4.6.3
Any plans to enter into commercial partnerships in future should be supported by clearly articulated programme management arrangements including a lead director, assigned responsibilities, timescales, risk management arrangements and escalation points. This should incorporate a communications plan f or engagement with key stakeholders and reporting to the Board of Directors …
Christie NHS Foundation Trust
north_west
Independent investigation: Wendy Pashley, Rotherham (2006) — Rec 6
The Trust must produce a detailed project plan with realistic timescales attached to it for the SHA and PCT in relation to its intended developments in relation to its intention to undertake a contemporary review of its risk assessment and CPA paperwork to assess its compliance with current national standards …
north_east_yorkshire
An independent review into the independent sector provider One to … — Rec 5
Commissioners should include a reference to their position on non-contracted activity in their procurement/contract management policies. This should be replicated in service specifications.
north_west
An independent review into the independent sector provider One to … — Rec 3
Amendments to service specifications should be fully documented and tracked to enable discussion at contract meetings.
north_west
Independent investigation: Sidney Waller, Manchester (2008) — Rec 7
In conjunction with the Mental Health Trust the PCT will consider the Assertive Outreach service delivery model and reassess this in relation to its compliance for policy implementation guidance and will consider this in relation to any transformation change programmes to ensure that the service adheres to national and local …
north_west
The Christie NHS Foundation Trust Rapid Review: Published November 2021 — Rec 2.4.6.2
The Trust should develop a clear policy supported by protocols to support decision-making regarding entering into major commercial relationships. This should identify the role of the Board of Directors.
Christie NHS Foundation Trust
north_west
An independent review into the independent sector provider One to … — Rec 3
Commissioners should consider adding a section on non-contracted activity to their contract management policy and service specifications, so that the rules to be followed are clear to new providers.
north_west
Detention investigations(2)
Investigation into the Disturbance and Fire at Yarl's Wood Removal … — Rec 22
IND and the Finance and Services Directorate ensure that no major project is again allowed to proceed without a properly constituted business case.
Immigration Detention
Investigation into the Disturbance and Fire at Yarl's Wood Removal … — Rec 67
IND consults contractors when it is considering major new operations and gives them adequate time to prepare. The contract should also be re-visited where appropriate.
Immigration Detention
Independent reviews(48)
Harrington FDI Review — Rec 1
The government should set out a clear Business Investment Strategy by spring 2024. This should build on existing sector visions and plans for the five key growth sectors to communicate government's approach to investment over the medium term.
Other
Levene Defence Reform Report — Rec 9
Key recommendation 9. The Chief of Defence Materiel (CDM) has a crucial role in managing through the consequences of the over-committed equipment and support programme and should have the authority he needs to do that.
Other
Myners Institutional Investment Review — Rec 5
Explicit mandates: Trustees should agree with both internal and external investment managers an explicit written mandate covering agreement between trustees and managers on: an objective, benchmark(s) and risk parameters that together with all the other mandates are coherent with the fund's aggregate objective and risk tolerances; the manager's approach in …
Other
Myners Institutional Investment Review — Rec 2
Clear objectives: Trustees should set out an overall investment objective for the fund that: represents their best judgement of what is necessary to meet the fund's liabilities, given their understanding of the contributions likely to be received from employer(s) and employees; and takes account of their attitude to risk, specifically …
Other
McNulty Rail Review — Rec 28-asset-management
Recommendations on asset management, programme and project management, and supply chain management focus on stronger partnership working from inception through to the supply chain, identifying the optimum approaches to maintain, renew or enhance the railway, followed by delivery of the necessary engineering work or equipment in the most efficient manner. …
Other
Barker Land Use Planning Review — Rec 16
The Government should formally commit to the gradual unification of the various consent regimes related to planning following the proposed unification of scheduled monuments and listed building consents, and should set out proposals in 2007. One option would be to bring together the heritage and planning consents. Streamlining the planning …
Other
Barker Land Use Planning Review — Rec 11
In order to ensure that this new decision-making model is effective the Government should: • rationalise consent regimes to ensure that infrastructure projects of major significance can be treated holistically and that the independent Planning Commission can take all the necessary planning decisions (if more than one is still required) …
Other
Barker Housing Supply Review — Rec 23
Central and regional government should be more strategic in its use of area-based special purpose vehicles to deliver housing development. Where problems of land acquisition, servicing and infrastructure provision are identified through the regional planning process, Government should engage with English Partnerships to identify the most appropriate vehicle for delivering …
Other
Barker Housing Supply Review — Rec 21
English Partnerships (EP) should have a lead role in delivering development through partnering with public and private sector bodies in assembling complex sites, masterplanning, remediating land and developing supporting infrastructure. At the same time, Government should provide greater certainty as to the principles by which EP would, or would not, …
Other
Barker Housing Supply Review — Rec 20
To minimise delays to development, infrastructure providers, such as the Highways Agency and water companies, should be involved from an early stage in developing both the regional spatial strategy and the local development plan: • As part of the work involved in drawing up the local and regional plan, providers …
Other
Oakervee Review — Rec 63
Conclusion 63: The Review strongly advises against cancelling the scheme.
Other
Oakervee Review — Rec 62
Conclusion 62: There are no-shovel ready alternative investments in the existing network that are available: if HS2 were to be cancelled, many years of planning work would be required to identify, design and develop new proposals. The upgrading of existing lines would also come at a high passenger cost with …
Other
Oakervee Review — Rec 61
Conclusion 61: It is now hard to stop Phase One and start HS2 in the North of England without years of blight given that powers have been taken for Phase One, a significant amount of work has been carried out on Phase One, and given the relative immaturity of northern …
Other
Oakervee Review — Rec 60
Conclusion 60: Euston station is an important part of realising the benefits of HS2, and the section from Old Oak Common to Euston should not be removed from the scope of the project. However, it is vital to get the Euston project right. Old Oak Common should act as the …
Other
Oakervee Review — Rec 58
Conclusion 58: Given the recommendation in section 6, a frequency of 14tph, with passive provision for 16tph, needs to be considered in future business case work. Initial analysis suggests that a move below 16tph would likely have a marginal negative impact on the benefit-cost ratio. However, the train service ofer …
Other
Oakervee Review — Rec 33
Conclusion 33: The existing design for the HS2 station at Euston is not satisfactory. For the future Euston station, there should be a study led by the SRO, looking into the efficiency of the future station as a whole including considering options to simplify the HS2 approach to Euston station.
Other
Oakervee Review — Rec 32
Conclusion 32: Until the issues set out in conclusions 28 to 31 above are sufficiently progressed, procurements for the development of HS2 stations should be paused. Euston station: costs, options and governance
Other
Oakervee Review — Rec 23
Conclusion 23: On balance the Review considered that reducing the specifications of HS2 Phase One should continue to be looked at, but only within the limits of the Phase One Act powers. This is due to the significant costs of making changes to these powers both in terms of time …
Other
Oakervee Review — Rec 16
Conclusion 16: Phase Two: There is far less certainty on the costs and schedule for Phase Two. It would be unwise to commit a specific cost number for Phase Two given the choices on Phase 2b route that are still to be made, the design maturity and the level of …
Other
Oakervee Review — Rec 7
Conclusion 7: The specification for HS2 is ambitious compared to current international experience. A more prudent assumption of 14tph should be used as a central planning assumption for train service planning, future- proofing for 16tph, and future business cases should be updated accordingly. Localised environmental impacts
Other
Oakervee Review — Rec 6
Conclusion 6: On balance the Review considered that reducing the specifications of HS2 Phase One should be looked at, but only within the limits of the Phase One Act powers. This is due to the significant costs of making changes to these powers, both in terms of time and monetary …
Other
Skidmore Review — Rec 57
Government should announce, as soon as is possible, its intentions for engineered GGR business models including timings and eligibility. This announcement must clearly outline what standards these business models are expected to require.
Other
Skidmore Review — Rec 56
By 2024, government must develop a strategy for the plan for non-pipeline transport and how dispersed sites and mini clusters can connect to the CCS network and what support should be offered for doing so.
Other
Skidmore Review — Rec 55
In 2023, government must act quickly to re-envisage and implement a clear CCUS roadmap, showing the plan beyond 2030. As part of the roadmap, government should take a pragmatic approach to cluster selection. This means allowing the most advanced clusters to progress more quickly. The roadmap should include: • Approach …
Other
Skidmore Review — Rec 53
As soon as legislation allows, government must finalise the business models and regulatory frameworks across the value chain, including for industrial CCS, Energy from Waste with CCS and CO2 transport and storage.
Other
Skidmore Review — Rec 52
Government should publish an offshore industries integrated strategy by the end of 2024 which should include roles and responsibilities for electrification of oil and gas infrastructure, how the planning and consenting regime will operate, a plan for how the system will be regulated, timetables and sequencing for the growth and …
Other
Skidmore Review — Rec 40
Government should deliver transport and storage business models as soon as feasibly possible and take a pragmatic approach to support key ‘no regrets’ transport and storage projects.
Other
Nurse RDI Review — Rec 24
Government should establish a research vision and strategy including long-term programmatic, infrastructure and technological initiatives, which is especially relevant at the applied end of the research spectrum. This will give RPOs, investors and global companies the confidence to invest, operate and interact with the UK RDI landscape.
Other
Oakervee Review — Rec 57
Conclusion 57: The benefit-cost ratio could be improved by removing the Handsacre connection and reducing the proposed frequency of HS2 services from 17 to 16tph.
Other
Oakervee Review — Rec 54
Conclusion 54: The evidence is clear that the full network is needed to realise the highest value for money economic return on the investment of HS2. Phase One as a standalone scheme does not represent value for money, nor does building Phase Two without building Phase One.
Other
Oakervee Review — Rec 22
Conclusion 22: There would be serious consequences for the supply chain, the fragile UK construction industry and confidence in UK infrastructure planning if HS2 were cancelled at this late stage. Cancellation of HS2 could also hinder atempts to create an economic
Other
Oakervee Review — Rec 18
Conclusion 18: Given the revised schedule forecast for Phase One and Phase 2a set out in the Chairman’s Stocktake, the government should consider merging the construction of Phase 2a with that of Phase One.
Other
Oakervee Review — Rec 12
Conclusion 12: Preparation of materials for the Phase 2b Bill as currently designed should be paused and await the outcome of this study. Given experience on Phase One, having smaller Bills/phases may be beter to allow easier scrutiny of proposals in Parliament and faster construction.
Other
Oakervee Review — Rec 3
Conclusion 3: Given that supporting regional economic growth and a more balanced UK economy is a core objective of HS2, further work should be done by HS2 Ltd, the DfT and wider government to understand these impacts. It has been hard for this Review to assess the likely size of …
Other
Anderson Review — Rec 119
The functions of ISIC and the ISC should not overlap. In particular, there should be no duplication of reporting functions or resources between the ISC and ISIC.
Other
Barker Land Use Planning Review — Rec 13
The Government should consolidate the secondary legislation related to planning. A priority is to consolidate the General Development Procedure Order and its subsequent amendments – this should be undertaken in 2007. Streamlining the planning system National policy guidance 4.8 A second area of complexity relates to the volume of national …
Other
Barker Land Use Planning Review — Rec 10
To improve the framework for decision-making for major infrastructure to support a range of objectives, including the timely delivery of renewable energy: • Statements of Strategic Objectives for energy, transport, waste proposals (including energy from waste) and strategic water proposals (such as new reservoirs) should be drawn up where they …
Other
Barker Land Use Planning Review — Rec 7
Local authorities should be encouraged to work together in drawing up joint development plan documents and determining planning applications where there are significant spillovers which are likely to spread beyond the boundary of one authority. In the medium term, consideration should be given to how the London model, where strategic …
Other
Oakervee Review — Rec 27
Conclusion 27: Within the constraints of the Phase 2a Bill, HS2 Ltd and the DfT should investigate the potential to optimise the design and reduce costs on Phase 2a. 9. HS2 stations
Other
Oakervee Review — Rec 17
Conclusion 17: While the Review has not been able to develop its own botom-up estimate of costs on the HS2 project, it considers that costs on the HS2 project could be around 15 to 20 per cent higher than those set out in the Chairman’s Stocktake. Critically, this assumes, amongst …
Other
Oakervee Review — Rec 14
Conclusion 14: The DfT should consider making passive provision for a future HS2 station near to Calvert. There could be merit in developing a HS2 station near Calvert if local plans support a significant residential and commercial development in this region, and if there is passenger 7.
Other
Oakervee Review — Rec 11
Conclusion 11: Transport for the North and Midlands Connect, together with Network Rail, HS2 Ltd and the DfT, should develop a plan to maximise the benefits of Phase 2b and ensure an optimised delivery model. This could be the first step in an integrated rail plan for the GB rail …
Other
Oakervee Review — Rec 2
Conclusion 2: Inter-city connectivity is important, but so too is regional and commuter connectivity. HS2 clearly delivers inter-city improvements, but also frees capacity for regional and commuter services to be improved. There is no overarching strategy and analysis to optimise the allocation of released capacity on the basis of the …
Other
Skidmore Review — Rec 41
Future System Operator (FSO) should take forward a role in setting out a system plan for hydrogen, considering the interactions between hydrogen storage and balancing renewables for the decarbonised grid. Government, with advice from the FSO, takes decisive leadership on naming priority areas for minimum viable pipeline and storage infrastructure, …
Other
Skidmore Review — Rec 39
By the end of 2023, the government should develop and implement an ambitious and pragmatic '10 year’ delivery roadmap for the scaling up of hydrogen production. This roadmap should include detail on the plan for Track-2 decisions and should also include clear indication of how much capacity government hopes to …
Other
Calvert-Smith SFO Review — Rec 9
The SFO must ensure it has an effective system to support and monitor resourcing across all cases. Individual case resources must be clearly determined and subject to regular review and assessment by Heads of Division and Case Controllers with oversight by General Counsel and the COO. Written detailed case resource …
Justice & Legal
Naylor Review — Rec 3
The NHS Property Board should urgently bring together and expand the current strategic resources into a new national strategic planning and delivery unit to support local areas and strengthen capacity to deliver major projects.
Health & Social Care
Barker Land Use Planning Review — Rec 6
Regional and local planning authorities should make planning for economic development a higher priority. To achieve this there should be: • better integration of the Regional Economic Strategies (RES) and Regional Spatial Strategies (RSS), including enhanced alignment of timescales and compatibility of evidence bases, so that the RES can fulfil …
Other
LGO / SPSO decisions(12)
21-003-404 — Wokingham Borough Council
Summary: We have discontinued our investigation into Mr and Mrs Y’s complaint about a major highways scheme near to their property. This is because Mr and Mrs Y will have access to an alternative remedy to seek compensation for disturbance and loss of value. It is unlikely we would find …
LGO (Local Government & …
Other Categories
Feb 2022
23-015-979 — Wigan Metropolitan Borough Council
Summary: Mr X complained about a partially built residential development on land next to his home, which has been left by a developer for several years. He said the Council failed to take adequate enforcement action and failed to properly consider its available powers. We found procedural and case handling …
LGO (Local Government & …
Planning
Upheld
Aug 2024
24-007-112 — North Warwickshire Borough Council
Summary: We will not investigate this complaint about the Council’s failure to ensure a development site is progressed according to planning conditions. The Council confirmed it is working with the relevant bodies to achieve compliance and discharge the planning condition. We consider that further investigation will not lead to a …
LGO (Local Government & …
Planning
Oct 2024
PSOW-202403489 — Pembrokeshire County Council
Mr and Mrs X complained that Pembrokeshire County Council failed to enforce a planning condition on a neighbouring property. The Ombudsman found that there had been delays in the Council’s response to Mr and Mrs X’s complaint, which was primarily due to issues sourcing an investigator to undertake a Stage …
PSOW (Public Services Om…
Local Government
Aug 2024
21-001-443 — Rother District Council
Summary: Mr X complains about delay by the Council in taking enforcement action against unauthorised development at a neighbouring property. There was unreasonable delay by the Council. However, the complaint was closed because Mr X did not suffer significant injustice in consequence of the fault.
LGO (Local Government & …
Planning
Upheld
Mar 2022
21-008-633 — Cheshire East Council
Summary: Mr X complained the Council delayed taking enforcement action against a developer who had breached planning conditions. We have discontinued our investigation as the Council’s enforcement investigation remains open. It is not possible for us to reach a decision on the alleged injustice caused by the Council’s actions until …
LGO (Local Government & …
Planning
Not Upheld
Mar 2022
21-002-514 — Lancashire County Council
Summary: Mrs C said the Council failed to ensure that vital infrastructure was installed on the estate where she lives over five years despite being required to do so in the terms of the planning permission for the estate. She also complains about the state of the roads there. The …
LGO (Local Government & …
Transport And Highways
Not Upheld
Apr 2022
22-008-869 — Sheffield City Council
Summary: We will not investigate this complaint about how the Council dealt with a planning application. This is because the complainant has not been caused significant injustice as a result of the alleged fault.
LGO (Local Government & …
Planning
Oct 2022
21-018-760 — Stratford-on-Avon District Council
Summary: Mr B complained about the Council’s decision to grant planning permission for an outbuilding in a neighbouring garden which includes a window facing his garden. He said the window causes an unacceptable degree of overlooking. There was fault in the Council’s failure to respond to Mr B’s complaint but …
LGO (Local Government & …
Planning
Upheld
Oct 2022
22-007-909 — North Hertfordshire District Council
Summary: Mr X complained about the Council’s officers approving development changing an agricultural building to housing use near his home. We found fault as the Council’s officers should have referred the application to the planning committee for decision. However, we did not find this caused Mr X injustice as the …
LGO (Local Government & …
Planning
Upheld
Dec 2022
24-007-558 — Torridge District Council
Summary: We will not investigate this complaint about how the Council dealt with the complainant’s planning application. This is because the complainant has appealed to the Planning Inspector.
LGO (Local Government & …
Planning
Aug 2024
24-008-812 — Welwyn Hatfield Borough Council
Summary: We will not investigate this complaint about the Council’s failure to remove historic restrictive covenants affecting the complainant’s property. We cannot require the Council to speed up this matter and therefore cannot achieve the outcome the complainant is seeking.
LGO (Local Government & …
Planning
Oct 2024