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 9 independent accountability sources, so the source mix matters as much as the headline total.
18 inquiry recs
2 PFD reports
899 committee recs
102 NAO recs
65 IMB recs
2 IMB reports
2 detention investigation recs
1 PHSO decision
12 LGO/SPSO decisions
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(18)
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: All 11 recommendations accepted by Cabinet Secretary Neil Gray MSP on 13 March 2025. Progress update 17 September 2025: The Scottish Government will adjust its procurement process to accommodate a gateway meeting prior to Financial …
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: All 11 recommendations accepted by Cabinet Secretary Neil Gray MSP on 13 March 2025. Progress update 17 September 2025: The procuring NHS body will assess whether work done on the project up to that point …
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: Section 2.1 of the Scottish Government's response outlines broader health policy initiatives, including the 2020 Vision and the integration of health and social care, which aim to improve care and ensure efficient resource use. It …
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: Council Leader Cammy Day stated: 'We know that serious mistakes were made in the construction of the original tram line.' The Council broadly agrees with Lord Hardie's recommendations but notes improvements were already implemented for …
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: Council Leader Cammy Day stated: 'We know that serious mistakes were made in the construction of the original tram line.' The Council broadly agrees with Lord Hardie's recommendations but notes improvements were already implemented for …
Accepted
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 Scottish Government stated it already operates in line with best practices for governance and light rail delivery. Source: Transport Secretary Statement, 2 November 2023.
Accepted
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: The Scottish Government stated it already operates in line with best practices but will consider updating guidance. Source: Transport Secretary Statement, 2 November 2023.
Accepted in Part
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 Scottish Government stated it already operates in line with best practices for governance and light rail delivery. Source: Transport Secretary Statement, 2 November 2023.
Accepted
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 Scottish Government stated it already operates in line with best practices for governance and light rail delivery. Source: Transport Secretary Statement, 2 November 2023.
Accepted
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 Scottish Government stated it already operates in line with best practices for governance and light rail delivery. Source: Transport Secretary Statement, 2 November 2023.
Accepted
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
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 — Ensure Project Managers have sufficient authority for safe scheme delivery
Recommendation: BR shall ensure that the Project Manager is of sufficient seniority and has sufficient authority to ensure that the scheme is delivered safely, efficiently and economically.
Unknown
HIDD-29 — Appoint a single Project Manager for all major schemes
Recommendation: BR shall ensure that there is a single Project Manager for all major schemes, who shall be responsible for the overall planning, management and execution of the scheme.
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: The government published "Hard Truths: the Journey to Putting Patients First" (Cm 8777) on 19 November 2013, responding to all 290 recommendations of the Francis Report. This followed an initial response "Patients First and Foremost" …
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
Prevention of Future Deaths reports(2)
David Carpenter
Concerns: Widespread bin lorries contain significant design flaws, particularly in the automatic bin lift system, creating a foreseeable risk of workers being inadvertently lifted into the hopper and causing death, with slow and optional safety updates.
Response (Dennis Eagle): Dennis Eagle has updated operator handbooks and training materials, and is offering these free of charge to customers with existing products. They are also collaborating with other manufacturers to share …
Responded
Catherine Moore
Concerns: The MOD's vehicle maintenance system (JAMES) is complex, lacks audit capabilities, and has no formal processes for inspecting, testing, or providing feedback on repairs, risking vehicle safety.
Overdue
Select committee recommendations(899)— showing 50 strongest matches
#21 —
Recommendation: We pressed the Department on how it expects to ensure an overall balanced and effective portfolio of projects which maximises the impact of the funding. It acknowledged that the final distribution of funding will depend on what projects come forward.52 …
Response Pending
#19 —
Recommendation: We questioned the Department on how it is selecting and prioritising projects for the NHDF. The Department explained that funding decisions for individual projects are based on a range of criteria including deliverability, affordability, and strategic fit with government policy …
Response Pending
#18 —
Recommendation: The Department has taken various approaches, driven by shifting policy priorities, to where it invests unlocking land funds. However, frequent change reduces confidence in the sector and risks wasting applicants’ efforts in developing plans that are unlikely to be supported.42 …
Response Pending
#9 —
Recommendation: We challenged the Department on when it would be able to set out its expectation of how many homes will be built on land unlocked by the NHDF. The Department told us that it is too early to provide a …
Response Pending
#8 —
Recommendation: We questioned the Department on what it wants the NHDF to deliver, including how many homes will be built on land unlocked by the fund. The Department told us that it has a broad range of objectives for the NHDF …
Response Pending
#7 —
Recommendation: The Department told us it is finalising the business case for the NHDF now.13 We asked it how much of the NHDF will be available for unlocking land investments. It told us that it has deliberately set the NHDF to …
Response Pending
#4 —
Recommendation: We remain unconvinced that the Department and Homes England have a strategic approach to allocating the NHDF to ensure a balanced portfolio of projects in a range of locations which support the objectives of the NHDF. The Department launched the …
Response Pending
#25 —
Recommendation: The Cabinet Office recognised that managing interdependencies remains complex. Despite the Cabinet Office offering assurances on its current governance arrangements, the Committee remains sceptical about their effectiveness. The Cabinet Office told us that as departments join shared services clusters, the …
Response Pending
#23 —
Recommendation: At least 25 other government digital transformation programmes are interdependent with shared services. This means that elements of their design or functioning must integrate with clusters’ digital platforms. Clusters have escalated various issues with interdependent change programmes through shared services …
Response Pending
#22 —
Recommendation: HM Treasury has explained that departmental buy-in for shared services consists of two distinct commitments. Departments’ Permanent Secretaries first signed up to the Shared Services Strategy, and Permanent Secretaries then must make a separate judgement about whether to go ahead …
Response Pending
#21 —
Recommendation: The Shared Services Strategy has historically had mixed buy-in from departments. In 2022, not all departments were fully supportive of the cluster model. Clusters considered that departmental buy-in suffered because the Cabinet Office did not calculate the benefits of its …
Response Pending
#20 —
Recommendation: HM Treasury confirmed to us that while the department is supportive of the strategy, it has not yet signed up to the Matrix system.51 HM Treasury considers that its Permanent Secretary has the right to decide whether to go ahead …
Response Pending
#15 —
Recommendation: The Government should operationalise the own–collaborate–access framework by applying it at the level of specific capabilities within technology stacks, rather than to technologies as a whole. It should publish assessments setting out which components the UK seeks to own, where …
Response Pending
#14 —
Recommendation: While the own–collaborate–access framework provides a useful foundation for prioritising the UK’s approach to critical technologies, it is currently applied at too high a level to guide effective decision-making. Holding an ambition for an entire technology to be in the …
Response Pending
#29 —
Recommendation: The Treasury’s Northern Growth Envoy emphasised that their approach with local areas was about more than just transport and stations, but “placemaking”.63 MHCLG also set out that it was trialling ‘place-based business cases’, which consider how a set of interventions …
Response Pending
#27 —
Recommendation: The Department was clear on the need for Northern Powerhouse Rail to integrate with local transport, stating that “maximising the benefits of major rail investment requires coherent local planning that joins up rail, regeneration and local transport [and] that is …
Response Pending
#26 —
Recommendation: We highlighted this gap to the Department. It told us it was looking at a range of measures to boost capacity without new infrastructure, but did not provide further detail on the measures. It also explained there was significant uncertainty …
Response Pending
#25 —
Recommendation: As part of its January 2026 announcements, the government committed to building a new line between Birmingham and Manchester to improve north-south connections and meet expected capacity requirements. To enable these improvements, the government confirmed Northern 45 Q 18 46 …
Response Pending
#23 —
Recommendation: We are concerned that this partnership-based system is not clear on responsibilities and may not be robust enough for difficult trade-off decisions between local areas.48 For example, an underground station at Manchester Piccadilly would enable more development opportunities above the …
Response Pending
#18 —
Recommendation: The Department told us it was discussing with HM Treasury whether Northern Powerhouse Rail would be designated a mega-project. It said its key concern was how to get the benefits of the mega-project governance reforms as well as the benefits …
Response Pending
#17 —
Recommendation: However, the NAO also set out that the government views Northern Powerhouse Rail as a programme of different projects rather than one single mega-project.36 In oral evidence, the Department told us Northern Powerhouse Rail was “in effect [ … ] …
Response Pending
#16 —
Recommendation: In 2025, the Office of Value for Money set out its definition for mega- projects—the government’s largest and most complex projects—and the government announced changes to how it manages mega-projects to help remove obstacles to delivery.34 The NAO found that …
Response Pending
#10 —
Recommendation: We asked the Department how it would ensure within-budget delivery for Northern Powerhouse Rail phases 1 and 2 so that there is funding left for the cross-Pennine improvements in phase 3. The Department replied that its approach was to not …
Response Pending
#8 —
Recommendation: HM Treasury has set a funding cap of £45 billion (2025 prices) on programme spend from 2026–27.12 The funding cap amount was based on factors including early estimated cost ranges based on potential scope options and assessment of long-term affordability, …
Response Pending
#7 —
Recommendation: The Northern Growth Strategy sets out how the government expects providing better connections between northern city regions and towns through Northern Powerhouse Rail to support economic growth, for example by widening the pool of workers available to firms and the …
Response Pending
#5 —
Recommendation: The Department has not yet set out how Northern Powerhouse Rail will work alongside national and local transport plans and priorities. The government intends for Northern Powerhouse Rail to support future work to improve north-south connections on the West Coast …
Response Pending
#4 —
Recommendation: The Department’s arrangements for working with local government do not appear sufficient to manage the trade-offs it will need to make on funding and scope. The Department has agreements in place with individual local areas and is working with local …
Response Pending
#3 —
Recommendation: The Department has not yet put in place appropriate governance arrangements with other central government departments. Northern Powerhouse Rail requires input from and coordination with other central government departments like HM Treasury and the Ministry of Housing, Communities and Local …
Response Pending
#2 —
Recommendation: There is a clear risk that the Department will not be able to manage the programme within its £45 billion funding cap. HM Treasury has set a £45 billion funding cap for the programme. This may help affordability, but we …
Response Pending
#18 —
Recommendation: The government should set out a clear commitment to the long-term future of the programme beyond the current Spending Review period. This should include a written statement of intent confirming that the programme is 35 expected to continue, providing local …
Response Pending
#17 —
Recommendation: We welcome DWP’s intention to fund Connect to Work beyond the Spending Review period. It is encouraging that, as the programme was conceived from the outset as a multi-year intervention, early actions indicate a commitment to continuity. It is important …
Response Pending
#17 —
Recommendation: The Department said that it was still awarding contracts, guided by the SDR, despite the delayed publication of the DIP. However, it acknowledged that the delay was having an adverse impact on industry. The Department acknowledged that serial delays were …
Response Pending
#10 —
Recommendation: The DNE is a large, complicated portfolio, to which new programmes are added and others are growing. The Department said that it was re- establishing its capability to produce nuclear fuel, and that there have been changes in the scope …
Response Pending
#52 —
Recommendation: Uncertainty over the eventual cost of the digital ID scheme make it impossible to take an informed view on whether it will prove a worthwhile undertaking, even if the operational and security challenges examined in this report were to be …
Response Pending
#21 —
Recommendation: The government is right to highlight the potential for technology to support better public service delivery. But its estimate that the digitisation of public services could deliver an annual saving of £45 billion is worryingly optimistic. While assumptions are an …
Response Pending
#2 —
Recommendation: While merging departments may seem attractive short-term, with improved policy coherence and possible administrative savings, they can be extremely costly and disruptive and impair organisational effectiveness. In the long run, the creation of the FCDO could reduce the UK’s influence …
Gov response: As the Foreign Secretary stated in Parliament on 8 September, “The creation of the new Foreign, Commonwealth and Development Office today is a key moment: a key moment for our vision of a truly global …
Not Accepted
#1 —
Recommendation: Reorganising departments is not easy. In our view, the decision to merge the FCO and DFID into a new international department, the Foreign, Commonwealth and Development Office (FCDO), is flawed on a number of grounds: • The decision was taken …
Gov response: Both the Integrated Review and the merger of FCO and DFID are evidence of the Prime Minister’s commitment to a unified British foreign policy that will maximise our influence around the world. A great deal …
Not Accepted
#1 —
Recommendation: Given the gap between the merger and the reporting date of the Integrated Review, the FCDO risks operating for months without clear strategic direction, which will be compounded by the likely productivity dips which follow departmental mergers. The FCDO is …
Gov response: As the new Foreign, Commonwealth and Development Office sets its new priorities, it will be essential to draw on the outcomes of the Integrated Review and Comprehensive Spending Review to shape the objectives and systems …
Under Consideration
#21 —
Recommendation: Project data should be reported in ranges, which reflect quantified risks to costs and timescales. The IPA should start reporting ranges for any newly-approved projects immediately, and HM Treasury should state an expectation that projects going through Treasury Approval Processes …
Gov response: Government’s aim is to ensure projects are not locked into unrealistic point estimates when announcements are made, and projects use ranges when presenting costs and schedules. This was requested in the last quarterly Government Major …
Position Not Stated
#11 —
Recommendation: If the Government wants to invest in areas of slower economic growth, including the North, regions and rural areas, it needs to be clear on the objectives of that investment, and set a framework for departments to appraise that investment …
Gov response: A revised Green Book will be published at Spending Review (SR) following the review which is looking into, for example, Benefit Cost Ratios, the current appraisal strategy and aspects of the five case model. HMT …
Position Not Stated
#9 —
Recommendation: The Government must also reconsider what infrastructure will be needed in coming years, reflecting on the experience of Coronavirus. For example, if more jobs will move to home working, whether this might create a greater need for faster broadband rather …
Gov response: The NIS will set out the government’s long-term infrastructure ambitions based on the current economic context. The Treasury will ensure that the Committee receives a copy of the NIS when it is published later this …
Position Not Stated
#8 —
Recommendation: Government should prioritise understanding local needs. Fully populated local needs assessments should be published when projects are announced to demonstrate the purpose of such projects. The IPA should require these assessments as part of the documentation for projects in the …
Gov response: benefits a project or a programme will deliver. As part of the Green Book methodology, the Government seeks to identify the option most likely to offer the best social value against the Government’s objectives. This …
Position Not Stated
#7 —
Recommendation: It is clear from the evidence submitted to this inquiry that Government infrastructure projects are progressed before due consideration is given to how they will address local needs. This practice increases the risk of infrastructure not addressing local needs, and …
Gov response: some time and Public Consultation was stipulated in the Localism Act 2011 and referenced in the Planning Act 1990. On the 6 August the Ministry of Housing, Communities and Local Government (MHCLG) launched a consultation, …
Under Consideration
#4 —
Recommendation: The Government must be clear on what it means by “levelling up” if it is to plan projects which lead to “levelling up” and measure progress against them. The Committee expects that the infrastructure strategy will be clear on what …
Gov response: This Government’s levelling up agenda will spread opportunity to every region and nation of the UK; ensuring everyone benefits from growth in the UK. It targets the long-standing economic and social disparities across the country, …
Position Not Stated
#3 —
Recommendation: The Government should publish its infrastructure strategy as soon as possible, and certainly before it starts spending large amounts of money on infrastructure. The plan must clearly link the Government’s objectives for the economy and the planed infrastructure investment. It …
Gov response: Government believes that infrastructure is central to our economic strategy. Along with the Spending Review, the National Infrastructure Strategy was delayed to later this year to ensure that HM Treasury and departments could remain focused …
Position Not Stated
#2 —
Recommendation: The overall framework for this investment should be provided by the National Infrastructure Strategy, but this is significantly delayed and has yet to be published. The Government is keen to spend money quickly as part of the Coronavirus “bounce back” …
Gov response: Government believes that infrastructure is central to our economic strategy. Along with the Spending Review, the National Infrastructure Strategy was delayed to later this year to ensure that HM Treasury and departments could remain focused …
Position Not Stated
#1 —
Recommendation: The Government has committed to the largest investment in infrastructure in decades, which it believes has the potential to support a fairer and more equitable national economy. However, there is also great potential to waste this money on “white elephant” …
Gov response: This Government’s levelling up agenda will spread opportunity to every region and nation of the UK; ensuring everyone benefits from growth in the UK. It targets the long-standing economic and social disparities across the country, …
Position Not Stated
#25 —
Recommendation: The demand for resources to inspect and remediate buildings with safety concerns is already high and set to increase with the new £1 billion Building Safety Fund. The Department estimates there to be around 1,700 buildings with unsafe non-ACM cladding …
Gov response: The government agrees with the Committee’s recommendation. Target implementation date: December 2020 3.2 From the outset of the programme, the department has engaged industry to ensure sufficient capacity exists to meet demand and to have …
Accepted
#9 —
Recommendation: The Department intends for the £1 billion Building Safety Fund for non-ACM cladding to be committed in full by the end of the 2020–21 financial year. The National Audit Office has suggested that this timetable would pose potentially significant challenges …
Gov response: The government agrees with the Committee’s recommendation. Target implementation date: December 2020 3.2 From the outset of the programme, the department has engaged industry to ensure sufficient capacity exists to meet demand and to have …
Accepted
#23 —
Recommendation: The Department told us that it has high hopes for its modernisation and transformation projects. However, the NAO reported that the Department agrees funding for its transformation projects on an annual basis, and their longer-term development is therefore uncertain.64 We …
Gov response: 2.1 The government agrees with the Committee’s recommendation. Ta rget implementation date: March 2021 2.2 The department’s priority is to ensure that the collection, use and analysis of data support the effective delivery of public …
Accepted
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
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
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