HC Deb 16 June 1998 vol 314 cc166-8W
Mr. Fitzpatrick

To ask the Secretary of State for Defence what key targets have been set for the Chief Executive of the Naval Recruiting and Training Agency for 1998–99. [46285]

Dr. Reid

The Chief Executive of the Naval Recruiting and Training Agency has been set the following key targets for 1998–99:

  1. 1. To deliver personnel to the trained strength (or to other training organisations) within 10 per cent. variance from the tasked requirement.
  2. 2. To obtain a Customer Satisfaction Rating of at least 91 per cent.
  3. 3. To maintain success rates of 95 per cent. in Career Training and 97 per cent. in examined Pre-joining training.
  4. 4. To increase the strength of the RNR to at least 3,100 by 31 March 1999.
  5. 5. To retain tasked capacity while operating NRTA within its 1998–99 cash allocation of £233 million, a reduction of £7 million (3 per cent.) from 1997–98 figures.
  6. 6. To break even over the year in respect of the partnering arrangement with Flagship Training Ltd.
  7. 7. To review the NRTA's Corporate IS Strategy and produce a supporting Action Plan for its implementation, by 31 March 1999.
  8. 8. To include satisfactory accounts in the Agency Annual Report for Financial Year 1997–98, in preparation for passing a full external NAO Audit on the 1998–99 accounts included in the following year's Annual Report.
Mr. Fitzpatrick

To ask the Secretary of State for Defence what key targets have been set for the Chief Executive of the RAF Personnel Management Agency for 1998–99. [46287]

Dr. Reid

Key Targets have been set for the Chief Executive of the RAF Personnel Management Agency for the Financial Year as follows:

Key Target 1

  1. a. To ensure that the percentage of Peacetime Established Posts filled, as a ratio of the manning level, is 91.70% or greater.
  2. b. To man War, Tension, Crisis and MOD Authorised Unestablished tasks at 95% or greater.

Key Target 2

To ensure that 80% or more of personnel given a posting that qualifies for a domestic move receive the required notice.

Key Target 3

To increase the number of operationally employable reservists to 2,900 by 31 March 1999.

Key Target 4

To ensure that the percentage variation between the actual trained strength and the authorised trained strength, taken as an average over the Financial Year, is no greater than †/- 1%.

Key Target 5

To deliver the £353,500, or 3% savings that accrue from the efficiencies planned for the Financial Year 1998–99.

Mr. Fitzpatrick

To ask the Secretary of State for Defence what key targets have been set for the Chief Executive of the Training Group Defence Agency for 1998–99. [46288]

Dr. Reid

Key Targets have been set for the Chief Executive of the Training Group Defence Agency for the Financial Year 1998–99 as follows:

Key Target—Quality of Product

Achievement of customer satisfaction with the quality of graduate trainees as reflected in Customer Advisory Committee reports to the Air-Officer Commanding in Chief.

Target for 1998–99: Development of quality monitoring system by 31 March 1999.

Key Target 2—Efficiency

To deliver the savings that accrue from the efficiencies planned for FY98–99.

Target for 1998–99: £10.4M (3%)

Key Target 3a—Quantity of Output (Flying Training)

The percentage of trained aircrew delivered against RAF requirements.

Target for 1998–99: 96.0%.

Key Target 3b—Quantity of Output (Ground Training)

The percentage of trained personnel delivered against RAF requirements.

Target for 1998–99: 97.0%.

Key Target 4—Development of Output Costings and Unit Cost Measures

To provide full output costings and associated unit cost measures for the Agency by FY00–01.

Target for 1998–99: Output costing model.

Mr. Fitzpatrick

To ask the Secretary of State for Defence what key targets have been set for the Chief Executive of the Army Base Repair Organisation for 1998–99. [46286]

Dr. Reid

The Chief Executive of the Army Base Repair Organisation has been set the following Key Targets:

  1. 1. To deliver a responsive service which matches the needs of the customer in peace and for operations to the agreed timeliness, quantity and quality criteria, to the maximum extent possible with available resources.
  2. 2. To remain within ABRO's allocated cash budget.
  3. 3. To reduce the ratio of labour costs to hours of production by 2 per cent. from those of the averaged last three years.
  4. 4. To delivery objective measures of customer satisfaction.
  5. 5. To deliver an implementation plan embracing the endorsed recommendations from the Agency and ES Next Steps Reviews.
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