HM Revenue & Customs (HMRC) Project Delivery Professional Excellence Team, HMRC
HMRC's Project Delivery Team were instrumental in the design, development and pilot of  the IPA’s Government Project Delivery Accreditation. They created a project plan to start rolling out the scheme, identifying points of contact and selling the benefits. They ran 'lunch and learn' sessions with GOST superusers as well as roadshows across all regional centres presented by accreditation experts; over 900 colleagues attended the roadshows. The lunch and learn sessions started with 58 accreditations, and 8 weeks later the number had increased to 114. HMRC now have over 300 accreditations, making up two thirds of all accredited PD professionals in government, and share their lessons learnt with the Accreditation Working Group as well as at HoP check ins to improve the process for all.

Office for National Statistics (ONS) Project Delivery Development Team, ONS
The PD team at ONS have advanced the profession enormously over recent years, now providing accessible guidance, support and development opportunities for PD professionals. The team have created a community of over 300 professionals to support development and shared learning. Previously, there was a lack of support and capbility development due to there being no way to know what professional roles existed across the organisation. This team of 6 have built capability, resourced all the major programmes and created a self sustaining Project Delivery Community in a decentralised PD model, all with financial constraints and multiple competing priorities. They have held events, rolled out GOST, introduced a new formal learning platform and delivered a PD Hub. Now, PD professionals all align to a professional framework, with the PD Hub acting as a single source of guidance and more formal learning opportunities than ever before.

Ali Parish, Department for Levelling Up, Housing and Communities (DLUHC)
The project delivery profession was insufficiently recognised within DLUHC when Ali joined, with no GMPPs and a 100% red rating in the Delivery Confidence Assessment. Ali was tasked with urgently addressing the cultural, resourcing, and capability deficits in DLUHC project delivery - to do this, she created the Delivery Improvement Plan, which was the catalyst to start embedding a new culture and ways of working and establishing a central portfolio office. The plan led to the creation of a new PD hub for DLUHC, new governance/assurances frameworks and a targeted learning development offer. Ali's vision has vastly improved the delivery maturity, planning and delivery capabilities in DLUHC - the Delivery Confidence Assessment is now only 9% red and the department now have 11 GMPPs with much improved performance. Ali formed the ‘One DLUHC plan’ which HMT recognised as ‘excellent’ and ‘innovative’.

Anti-Submarine Warfare (ASW) Spearhead, Ministry of Defence
Anti Submarine Warfare (ASW) Spearhead has demonstrated outstanding success at the vanguard of Defence procurement improvement. Established to path find through the use of innovative business processes, it has been exceptional in the way that by taking appropriate risk, it has exploited financial, commercial and approval flexibility. ASW Spearhead has been extremely effective at re-orientating its delivery agents and industrial partners to an innovative and agile approach, spreading good practice across its ten projects. It has enabled key international pathfinders to be rapidly established and UK to have a leadership role.

Multi Role Oceanic Surveillence Team (MROS), Ministry of Defence
Defence, Equipment and Support (DE&S) have worked at pace to successfully deliver two vessels to the Royal Navy (RN) and Royal Fleet Auxiliary (RFA) in record time outside of wartime. This transforms the future for rapid acquisition of ships and capability for the RN and RFA. These vessels will be crewed by the RFA and will bolster the UKs maritime mine hunting capabilities and security against threats to our critical national infrastructure.

Local Land Charges (LLC) Programme, HM Land Registry
LLC data is essential for 1m+ homebuyers per year to raise highlight any statutory restrictions on the land. Historically, local authorities held this information in various formats - the LLC programme is transforming this into a national, online database. Previously this data was often difficult, slow and expensive to access - the programme team are entirely transforming and centralising 25m+ records. The engagement team had to gain the trust of the local authorities and now have good working relationships with them all, whilst the digital team have developed purpose built tools and much more to allow this process to run smoothly. The system is now fully deployed, saving £55.2m so far and a projected £4 billion by 2040. 650,000+ searches have been completed, with results on average 12 days faster, and saving each customer £11. Data is delivered on GOV.UK, saving emissions from travel.

Northern Ireland Retail Movements Scheme, Department for Environment, Food & Rural Affairs (Defra)
The Retail Movements Scheme is the cornerstone of the Windsor Framework, which was introduced to protect the Belfast Agreement and prevent a hard border between Northern and Southern Ireland. Through sensitive negotiations, cross-Whitehall working and overcoming political obstacles, the team have worked at exemplary standards to restore the smooth flow of trade within the UK internal market. This has been done through removing unnecessary red tape and checks for goods moving and remaining within the UK Market. The successful delivery of this Project should not be underestimated in terms of improved UK-EU relationships and the enhancement of the UK’s reputation as a trusted partner for deals in international markets.

Social Security Project Management Team, Social Security Scotland
The project team worked to increase the efficiency of processes for parents and carers looking to receive the Scottish Child Payment (SCP). They worked on automation of processes, such as evidence verification checks and decision making, to avoid lengthy applications and waiting times. To date, 183,000 families have received SCP support with over £248.6 million paid. The delivery of system automation has reduced processing times by 58% with a 95% user satisfaction score for applications whilst also resulting in efficiency savings for Social Security Scotland.
Automatic awards for Best Start Grant Early Learning and School Age Payments to eligible clients has ensured clients are awarded the payments as soon as they are eligible, without applying. For the first time since its launch in 2019, all eligible families in receipt of SCP have received the School Age Payment prior to school starting. Estimates show that SCP will reduce child poverty by 5% for 2023-24.

Department for Work and Pensions (DWP) Change Resourcing Team, DWP
In 2021, Project Delivery in DWP was an ageing workforce, with 25% able to retire in the next five years. Ethnic minority representation and women in senior roles were both low, failing to meet expectations. The team developed a plan to fill over 500 vacancies, drive up diversity and minimise impact on the existing workforce. A steering group was established to monitor D&I real time, removing bias and setting clear standards. Over 600 people were recruited, with ethnic minority representation, numbers aged under 40, women at G7 and above and people with a disability all increasing.

Prison Capacity Sub-Portfolio, Prison & Probation Service
The team are delivering 20,000 new prison places which ensure conditions rehabilitate prisoners, integrating training and employment opportunities. Equipping prisoners with life skills reduces reoffending, cutting crime and protecting the public. The portfolio has worked with suppliers to ensure robust KPIs, supporting the engagement of offenders and those released on temporary licence. An example of this engagement is a workshop at HMP High Down, providing training facilities and a Construction Mentorship Partnership Scheme. The portfolio has so far upskilled 2,146 people, created 120 jobs and 100+ apprenticeships for ex-offenders, with more to come as more projects are delivered.

Programme and Project Partners at Sellafield, Department for Energy Security and Net Zero (DESNZ)
The Programme and Project Partners (PPP) model was introduced at Sellafield nuclear decomissioning site 4 years ago, bringing partners together for a partnership built on collaborative behaviour and a 'one diverse and inclusive team' approach. Performance relies heavily on inclusive behaviours and leaders are approachable and accessible. The partnership were the first non-organisation to pursue accreditation with National Centre for Diversity, completing a long assessment process measuring against specific criteria. An action plan was implemented focusing on training, growing awareness and understanding. The NCfD found evidence of very good practice with positive feedback.

HMP Fosse Way Project Team, HM Prison & Probation Service
The pandemic and war in Ukraine had an acute impact on construction at HMP Fosse Way, the effect on the labour market and supply chain changed the whole complexion of the delivery programme. Significant pressures on prison population meant it was crucial that the prison opened on time. Collaboration between committed, resilient teams working under pressure from MoJ Property, Commercial, HMPPS Mobilisation, prison operator and constructor meant that the prison was opened on time and on budget, providing additional safe, decent and secure prison capacity at a critical juncture. Fosse Way is a £286m 1700 capacity new prison that is a flagship part of Government’s commitment to delivery of 20k additional prison places.

HM Revenue & Customs (HMRC) Infrastructure Programme, HMRC
The Infrastructure Programme, a large Government Major Programme (GMPP) with whole lifecycle costs of c£500m, was developed to build a UK network of Inland Border Facilities (IBF’s) where customs/document checks can take place away from port locations. To support the UK’s transition out of the EU, there was a requirement to build sufficient critical infrastructure at pace, in a timebound period, with a ‘no fail’ option to ensure there was no congestion at the borders and compliance checks could still be carried out. The Programme team had multiple responsibilities including complex stakeholder engagement and negotiation with suppliers etc. They delivered/operated 11 IBF’s and throughout the Programme lifecycle there were continuous reviews to identify opportunities to minimise the environmental impact and maximise sustainability/cost savings to benefit the public purse. There was a c£285m cost saving through the delivery phase and at a recent IPA review the Programme was ranked ‘Green’.

Sellafield Retreatment Plant Projects (SRP), Department for Energy Security and Net Zero (DESNZ)
Sellafield is currently undertaking a billion-pound storage project on nuclear site, the Sellafield Product and Residue Store Retreatment Plant (SRP), to allow flexibility for long-term disposal and storage. SRP is the flagship programme delivered using the PPP model, defined by collaboration between all five delivery partners. The PPP partnership is designed to be collaborative, agile, innovative, and responsive to change. It will also create an enduring capability for the delivery of a major infrastructure delivery portfolio at Sellafield. Working like this is new to all the partners, and has significant challenges, but the prize is truly transformational for the partners, the wider supply chain, and local communities. SRP is now recognised nationally and internationally as a project proving benefits of using 4D Planning through shared learning. Being recognised with an IPA Green gives confidence to Sellafield and Regulators that SRP is on track currently to deliver on time this national strategic asset.

Clean Air Zone Project, Department for Transport (DfT)
To address the UK’s most immediate air quality challenge of tackling roadside NO2 concentrations, the project team has led from the front in working closely with Joint Air Quality Unit colleagues across Defra and DfT to deliver seven Clean Air Zones across towns and cities in England. The project worked with Government Digital Service to build an innovative national digital service that could be launched across LAs nationwide. Despite the technical complexity and challenging timescales, colleagues went above and beyond, working with LAs, the DVLA and external stakeholders to ensure delivery of milestones to high quality standards. Due to political uncertainty the team overcame multiple delivery challenges, whilst remaining empathetic to the policies of each Local Authority. The team maintained several workstreams and remained in touch with senior stakeholders. Seven Clean Air Zones have now been delivered, a pivotal step in reducing NO2 emissions from domestic transport and increasing alternative transport.

National Disease Registration Service (NDRS) IT Team, NHS
Fragmented IT systems with inconsistent data structuring detrimentally impacts cancer patient outcomes, research and staff burden. Nationally, Lynch syndrome required a rapid technological solution to enable care coordination and inequality reduction. Utilising user centred design principles, the team were able to ascertain Lynch clinicians’ user requirements and quickly established a mechanism for the transfer of Lynch data directly from clinicians to end users, automatically inheriting all of NDRS’s security principles and flexible design patterns. This enabled the Lynch clinicians to complete and send validated, real-time trusted data. This new Submission Portal has provided a simple and easy to use system for capturing consistent, structured data on a national scale which previously was not possible. Being able to collect this data nationally is hugely beneficial as evidenced with the recent transformative work on Lynch syndrome to coordinate care on a national scale and reduce the inequalities we have previously seen .

Next Generation Accredited Programmes, Ministry of Justice (MoJ)
Offending Behaviour Programmes aim to change the thinking, attitudes and behaviours that may lead people to reoffend. Following a ministerial review there was a need to reform how these programmes are designed and delivered to drive greater efficiency, effectiveness and quality in delivery to increase the effect on reducing reoffending. The redesigned programmes needed to be evidenced, viable, sustainable, evaluable and coherent in order to succeed. The programme is entering the Design Test phase in October 23 where a consolidated single programme offer, with a core curriculum, spanning the full range of criminogenic needs will be applied in five Design Test sites across custody and community. For the first time, this programme will be based on an holistic, trauma informed, person-centred approach, with specific elements designed for protected characteristics and those with learning disabilities or challenges.

Census and Data Collection Transformation Programme, Office for National Statistics (ONS)
This project will complete in March 2024 and has already delivered the majority of the projected £5bn benefits through delivering the 2021 Census and subsequent analysis. The 2021 Census was delivered agaist the backdrop of the pandemic - whilst the digitisation of the process made things easier for most, it meant that extra support was needed for people that may struggle with the technology. Additional outreach was required to ensure the accuracy of information and that 'hard to reach' areas had been accessed. The team developed accessible online support above and beyond what was expected, along with innovative outreach through social media/TV etc. The 2021 census was the most successful yet, with a response rate of 97% against a target of 94%, as well as 89% online completion against a target of 75%. This was achieved despite unprecedented circumstances.

NHS Blood and Transplant Data Insight, NHS
This project aims to make Blood Technology data more accessible and user-friendly, ensuring it is not confined to systems and spreadsheets. The recent blood stock crisis underscored the need for a holistic, data-driven approach, so the team were aiming to reclaim control over data within the NHS, without reliance on external contractors. The project adopted a multifaceted approach, resulting in decreased system load; this reduction in load directly translates into saved lives through quicker decision-making, financial savings through more efficient resource allocation, and a reduction in errors that could have serious consequences. Before this project began, the scarcity of readily available information posed a significant challenge, substantially impeding critical decision-making processes related to life-saving interventions like blood transfusions and blood testing. Successful delivery of this project will mean that assured, integrated data will be used and information can be interactively explored to make informed decisions. It will also mean that the organisation is using industry standard tools and methods to continue its analytics progress.

The Warm Home Discount, Department for Energy Security and Net Zero (DESNZ)
DESNZ took over the running of the Warm Home Discount scheme, which provides eligible people with a reduced energy bill cost, from DWP. In the twelth year of the scheme, the team had to overcome obstacles such as the loss of a call centre provider, an energy price crisis and an influx of correspondence (100s of letters per day). The team had to deliver as best they could whilst also learning from these lessons to improve delivery the following year, including coordinating an IPA review of SY12. The team also developed a new governance process, worked with stakeholders to ensure clear understanding and conducted detailed resource analysis. The team have been highly successful in turning around delivery for SY13.

Calder Valley Collaborative Delivery Team, Environment Agency
This award submission is for the Calder Collaborative Delivery Team (CDT) delivering the £250M programme of flood defence projects in the Calder Valley (18 schemes, spanning 26 miles). The team’s successful public and stakeholder engagement has led to excellent partnerships and the team’s success delivering social value enhancements internationally recognised by Mytholmroyd receiving the Landscape Institute International Awards 2022 - Excellence in Flood and Water Management. The team seeks opportunities to accelerate, and positively challenge process to achieve results fast, demonstrated by the delivery of early works opportunities. The new solution is a true partnership scheme, with the Council, community and EA all leading on different elements. The urban nature along the river results in limited space to deliver river BNG, so an innovative, collaborative research project was undertaken to address this programme risk. The result is confidence that the required river BNG units can be delivered with surplus to support the future pipeline of works & reducing carbon output. The team worked with residents, local volunteer groups and Calderdale Council, demonstrating a truly collaborative approach to finding a solution. A safe psychological environment was created that resulted in a new energy and bolder ideas.

Department for Work and Pensions (DWP) Scottish Devolution Programme, DWP
This Programme, working together with colleagues in the Scottish Government, has developed solutions to safely and securely transfer Scottish benefit claims across many different benefit lines. Failure would mean vulnerable people falling out of payment – a potentially catastrophic outcome. DWP and the Scottish Government have built a strong, effective relationship and have worked tirelessly towards transferring the benefit claims of almost 700,000 people safely and securely in Scotland. Working across two governments has brought its own unique set of challenges, involving political challenges, technological and business processes, policy differences and the protection of customer data. This programme needed careful engagement with stakeholders, including local authorities, the Scotland Office and the Cabinet Office. Both organisations developed shared solutions to transfer from DWP’s long-established benefit system to the Scottish Government's “built from the ground up” service. The team established processes and systems to meet deadlines, share data requirements, transfer customer data, tackle technical issues, solve problems and communicate with customers. 40,000 young people have seen their Disability Living Allowance claims transfer safely and securely to Social Security Scotland.

The Good Governance Fund Ukraine core team, Foreign, Commonwealth & Development Office (FCDO)
The Good Governance Fund (GGF) Ukraine (governance and economic) programme became fully post led in April 2022, weeks after the full-scale invasion. This highly professional team dug deep to adapt the programme at pace to respond to the Government’s post war priorities to help Ukraine in its hour of need. This significant shift in the operating context necessitated a swift reconfiguration of the planned GGF portfolio to ensure that the immediate priority needs of the Government of Ukraine (GoU) were accommodated, and that only projects that the GoU would have the bandwidth to support were initially delivered.They went above and beyond, covering colleague's work, calling the Ukrainian staff of the British Embassy to check on their welfare and co-ordinating Government requests for humanitarian assistance. The team had to relocate numerous times during this period. In their Annual Review they received an A rating. GGF Ukraine provided valuable support to some hugely important reforms: IDPs were able to receive status certificates in days instead of weeks, citizens accessed ID cards, passports, birth certificates and tax payer identification numbers online in 18 regions and half a million displaced people, (55% women) were able to register their unemployment status to receive GoU support. The programme is providing expert, contextually relevant technical assistance that is helping the GoU deliver tangible results to its citizens in an extremely challenging environment.

Michael Jacob-Barclay, UK Health Security Agency (UKHSA)
UKHSA, as a relatively recently formed agency, did not have any business case approvals process. Mike worked to bring together a full suite of templates, guidance, processes and people which now form the backbone of UKHSA’s business case approvals process. He has added huge value to the agency by putting in place these fundamental and foundational building blocks to support critical investment decisions. Mike developed the Keyholder Process, based on government good practice. He gained buy-in from key stakeholders and built good relationships including gaining the confidence of UKHSA’s Investment Board. Now, directly supported and shaped by Mike’s input, UKHSA’s Investment Board has reached clear decisions on programme and project business cases, with a cumulative whole life cost of £1.2-1.5bn.

Tom Rayner, Ministry of Defence (MoD)
Tom joined the MoD in 2022 during a transformation programme, optimising the Royal Marines as a UK Commando Force. Tom brought rigour, coherence and control to a sophisticated £310M technology project portfolio while also ensuring equipment deliveries and integration were meeting user need on the military front line. As well, he had to engage with NATO international stakeholders to oversee multi million pound procurement orders and the delivery of the equipment. Tom delivered these outcomes through three significant actions, and as a result of his work, the Royal Marine force that deployed on Op POLARBEAR (Sudan evacuation) were better prepared and equipped to deliver a successful operation.

Denise Tang, Home Office
When passenger numbers to the UK were increasing during COVID, visitors needed to complete a Passenger Locator Form. There was a project to digitise this form but all eGates required significant updates to enable it. Denise organised the installation of eGates at London City Airport and other locations, working on site at ports whilst most of the country worked from home, prior to a vaccine being available. She did this in a very short time period, liaising effectively with stakeholders and taking time to support her staff along the way. Over 280 gates were upgraded and many new gates were also installed. The UK was the first country to digitise this process and Denise played a significant part in that success.