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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. 
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//www.uktradeinfo.com. An updated forecast of total betting and gaming duties, which includes remote gaming, will be published in the Financial Statement and Budget Report.
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 Treasurys 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:
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 Governments practice to provide details of all such meetings.
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. 
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.
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. 
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.
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. 
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
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 Commissions funding.
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. 
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:
those current projects and programmes undertaken by the Department where the IT element of the project or programme
results in the development and/or implementation of services that underpin the delivery of departmental business, and
where non-delivery of the IT element would significantly damage the projects or programmes ability to deliver its intended results.
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.
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.
|Project||Purpose||Start date||Original planned completion dat e||Expected completion date||Originally planned costs (£ million)||Estimated costs (£ million)|
This project will deliver a database of key citizen information to be shared across DWP. The database will complement information currently available in the Departments 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.
This project seeks to support the Departments 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.
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.
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.
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.
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.
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 Departments 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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