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Taxation: Gambling

Mr. Hunt: To ask the Chancellor of the Exchequer how much remote gaming duty (a) was collected in each year since the duty was imposed and (b) he estimates will be collected in (i) 2008-09, (ii) 2009-10 and (iii) 2010-11. [191793]

Angela Eagle: Remote gaming duty was introduced in September 2007 and duty returns are completed quarterly. Receipts will be included in the Betting and Gaming Bulletin which can be accessed at: http// An updated forecast of total betting and gaming duties, which includes remote gaming, will be published in the Financial Statement and Budget Report.

Trade Competitiveness: City of London

Philip Davies: To ask the Chancellor of the Exchequer what assessment he has made of the likely impact of the EU Capital Requirements Directive on the competitiveness of the City of London. [191584]

Angela Eagle: HM Treasury produced a regulatory impact analysis for the areas of the Capital Requirements Directive (CRD) that the Treasury were responsible for transposing into UK law. This analysis considered the implications of the various transposition options for the competitiveness of the City of London, amongst other factors. Further information can be found on the Treasury’s website at:

The Financial Services Authority was responsible for analysing the implications of the areas of the CRD which it was responsible for transposing. Further information can be found on the FSA's website at:

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UK Women's Budget Group

Bob Spink: To ask the Chancellor of the Exchequer how often he has met the UK Women’s Budget Group; and when he next expects to meet them. [190921]

Angela Eagle: Treasury Ministers and officials have meetings with a wide variety of organisations in the public and private sectors as part of the process of policy development and delivery. As was the case with previous administrations, it is not the Government’s practice to provide details of all such meetings.

VAT: Registration

Mr. Pickles: To ask the Chancellor of the Exchequer what the reasons are for the time taken for Office Green Group (UK) Ltd, based in Brentwood and Ongar constituency, to receive VAT registration. [191607]

Jane Kennedy: HM Revenue and Customs (HMRC) has a statutory duty of confidentiality which restricts the use and disclosure of the information it holds relating to the tax affairs of individuals, companies and other bodies.

However, HMRC acknowledges that there have been difficulties with registering new businesses for VAT. An action plan for tackling delays was implemented in June 2007 and HMRC has put additional staff in post, invested in IT improvements, and continues to refine the risk criteria so they stay targeted on the right risks. These measures have significantly improved VAT Registration performance.

During December 2007 and January 2008 HMRC delivered their target performance level with over 70 per cent. of applications being processed within 14-days.

Work and Pensions

Attendance Allowance: Bexley

Mr. Evennett: To ask the Secretary of State for Work and Pensions how many people in Bexleyheath and Crayford were in receipt of the (a) higher rate and (b) lower rate of attendance allowance in the latest period for which figures are available. [189386]

Mrs. McGuire: At May 2007, 860 people were in receipt of the higher rate of attendance allowance and 960 people were in receipt of the lower rate in the parliamentary constituency of Bexleyheath and Crayford.

Children: Maintenance

Mr. Rooney: To ask the Secretary of State for Work and Pensions what discussions his Department has had with EDS on the costs of extending use of the child support computer system beyond 1 April 2008; and who will meet those costs. [191783]

Mr. Plaskitt: The use of the child support computer system is covered by an existing contract with EDS. This contract runs, initially, until 2010 and under the terms of the contract EDS retain obligations to provide the relevant services at agreed contracted prices until
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expiry. The Child Maintenance and Enforcement Commission will assume responsibility for child support computer systems during 2008, however the Department for Work and Pensions will remain responsible for agreeing the Commission’s funding.

Departmental ICT

Dr. Cable: To ask the Secretary of State for Work and Pensions what the (a) start date, (b) original planned completion date, (c) current expected completion date, (d) planned cost and (e) current estimated cost is for each information technology project being undertaken by his Department and its agencies; and if he will make a statement. [180577]

Mrs. McGuire: Although the department does not have any discrete IT projects, it has a number of projects and programmes that include changes to IT to a greater or lesser extent. We have included in the following table:

For all programmes or projects with the exception of Child Support Agency (CSA) Operational Improvement Plan the costs and dates reported relate to the total project or programme and not only the IT element. In the case of CSA OIP which is an operational improvement programme only the IT element costs and delivery timelines are recorded in the table.

The table shows information on the programme/project purpose, start date, original planned completion date, expected completion date, originally planned costs and estimated costs.

It should be noted that the scope of projects can change as they pass through the project lifecycle and as plans and costs become more robust. At each stage of this process they are checked to ensure that they continue to fit with Departmental strategy and continue to deliver value for money.

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(i) (ii) (iii) (iv) (v)
Project Purpose Start date Original planned completion dat e Expected completion date Originally planned costs (£ million) Estimated costs (£ million)

Pensions Transformation Project—(see note 3).

The programme will transform The Pension Service, bringing together business and IT change in ways that improve customer service and deliver efficiencies.

January 2002

March 2007




Customer Information System

This project will deliver a database of key citizen information to be shared across DWP. The database will complement information currently available in the Department’s key customer information systems, i.e. Personal Details Computer System and Departmental Central Index, and become their replacement. Consideration is being given for wider use of CIS by Other Government Departments.

July 2003

September 2007

February 2008



Document Repository Service

This project seeks to support the Department’s modernisation programmes through the provision of a document repository to store digitised images of documents received from customers (letters, faxes, e-mails etc.), cutting down paper in the organisation.

July 2006

November 2008

November 2008



Central Payments System (formerly part of Payment Modernisation

A modern integrated central payment engine and accounts payable system to improve accounting for benefit/pension payments, reduce risks of service failure, increased speed and efficiency, and information for improved customer service and reduced fraud and error.

April 2004

October 2006

December 2010



Customer Management System (previously known as Working Age Services Modernisation Project (WASMP)

The CMS releases develop and implement a new front-end data gathering system for primary Jobcentre Plus benefit processing systems, including auto-transfer of data.

January 2001

April 2008

April 2008



Employment and Support Allowance

The project delivers the system and processes to implement the new ESA allowance.

August 2006

October 2008

October 2008



HR IS/IT programme

Following the merger of the Employment Service and the Benefits Agency Human Resources functions the DWP HR organisation is undergoing modernisation and moving from a centralised, old-style personnel function to a new outward facing HR Group. This includes changing how DWP delivers policies and services. The HR IS/IT Programme contributes to the delivery of these improvements ensuring its operation is efficient and effective and supports Departments learning and leadership objectives.

June 2003

March 2006

March 2008



On Time Solution

Provide a range of improved information services to DWP businesses, including improved quicker Management Information, Fraud and Error intervention and analysis.

March 2006

March 2011

March 2011



Operational Improvement Plan (see note 4).

Operational and organisational restructuring of the Child Support Agency to deliver more money to more children.

April 2006

April 2009

April 2009



Provider Referrals and Payment Project

Deploy an IT system to automate and e-enable transactions between Jobcentre Plus and training providers.

April 2007

April 2009

June 2010



Web Enabled Local Service System

Provide a solution to replace the existing standalone IT used by Local Services providing LS flexibility

October 2007

January 2009

January 2009



State Pension Reform Delivery Programme

To co-ordinate, manage and deliver a range of measures and consequential impacts which will establish a new structure for the UK Pension System long term.

April 2007

April 2010

April 2010



Fraud Referral and Intervention Management System

This Project develops and delivers a core IT platform that provides a lasting foundation for modern flexible IT support of business priorities, by introducing a new system to provide the Programme Protection Community with a single national data store of all fraud, compliance and risk cases.

December 2004

April 2006

June 2008



DWP Change Programme

This programme brigades a number of complementary initiatives to deliver the DWP Business Vision. Including major projects to bring in Continuous Improvement using Lean techniques which should allow greater customer focus and efficiency in our process and business change projects to allow greater access to information.

April 2007

March 2011

March 2011



Child Maintenance and Enforcement Commission (see note 6).

To establish a new child maintenance system that delivers more money to more children and better value for money to the taxpayer.

March 2007

March 2007




1. Original planned completion date and originally planned completion costs are the date and costs agreed to by the relevant Departmental management committee at the time the project or programme passed through Gate zero (or an equivalent process) of the Department’s governance procedures. We expect these to be refined as costs and timelines become clearer through the lifetime of the project. We regularly review costs and benefits at the appropriate governance points to ensure that they continue to deliver value for money.
2. The costs above represent the costs of implementing the particular project and programme. Costs of running the solutions implemented by the projects and programmes are not included above as in the vast majority of cases they are more than compensated for by the financial benefits they generate. These savings are demonstrated in the recent NAO report “The Efficiency programme: A Second Review of Progress”.
3. Initiatives that are associated with ongoing system improvements or enhancements as part of business as usual have not been included
4. When first conceived the Pensions Transformation Programme was to be funded by way of a Private Finance Initiative (PFI) arrangement. During the early stages of development, best practice for financing the programme indicated that PFI was no longer the appropriate financing method and thus it was decided to use departmental funds. Financing the development using departmental funds has the effect of increasing the development costs of the programme while reducing the operating cost of the programme by a similar amount. Thus the actual amount of money committed to the programme is broadly the same.
5. The Child Support Agency Operational Improvement Plan is a business recovery programme and is not a business change project in the normal sense. The focus of the programme is the organisational and operational restructuring of the Agency to deliver significant performance improvements, getting more money to parents. It specifically aims to tackle the key area of debt, compliance and enforcement. Over a three year period the programme will design, develop and implement, process and organisational change underpinned by continuing remediation of existing computer systems and the introduction of further IT enhancements in preparation for the new Child Maintenance and Enforcement Commission organisation.
6. At this stage, with the Child Maintenance and Enforcement Commission yet to be established, these costs are best viewed as planning assumptions. They will depend ultimately on how C-MEC will configure its services; the details and timing of the transitional arrangements to the new scheme; and the choices that parents will make. All of these factors are subject to significant uncertainties. It should also be noted that estimated IT costs account for less than 20 per cent. of the overall costs.

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