Army Technical Support Agency (Hansard, 8 March 2000)

§ Dr. Moonie

This is a matter for the Chief Executive of the Army Technical Support Agency. I have asked the Chief Executive to write to the right hon. and learned Member.

Letter from A. D. Ball to Mr. Menzies Campbell, dated 6 March 2000: I am replying to your Question to the Secretary of State for Defence about the Key Target achievement for 1998–99 for the Army Technical Support Agency (ATSA), as this matter falls within my area of responsibility as Chief Executive of the ATSA. As reported in the ATSA Annual Report and Accounts 1998/99, copies of which were laid in the Library of the House on 26 July 1999, ATSA did not achieve one part of one of its 7 Key Targets set for 1998–99. The Key Targets, their achievement, the factors affecting their outcome and the action taken to improve performance for 1999–2000 are detailed at Annex A for your convenience of consideration. The partial failure to achieve on of the Key Targets is also explained in detail as follows:

Key Target 4 Part 2: Despatch 90% of routine technical publications within 24 working days of receipt of the demand.
Although ATSA's cumulative annual achievement for 1998–99 was 85.3% of nearly 70,000 demands, the 90% target was exceeded in 6 of the 12 monthly reporting periods. This was despite an 11% increase in annual cumulative demand due to the operation and roulement of units in the Balkans and further complicated by unforeseen complete reissues of the extensive Challenger 2 Main Battle Tank support publications.

Performance against the Key Targets for 1999–2000 is monitored by the Chief Executive and Executive Management Board of the Agency on a monthly basis. This performance is reported quarterly to the Agency's Owner and annually to Ministers through publication of the Next Steps Report and the Agency's Annual Report and Accounts. Key Target achievement is also considered by the National Audit Office during the annual submission of the Accounts for external audit. As at 31 January 2000, the Agency is on target to achieve all of its Key Targets for 1999–2000. I hope that you find this information helpful.

ATSA Key Targets 1998–99

Definitions, performance and proposed changes for 1999–2000 Key Target 1: To influence equipment design by obtaining formal tasking from Project Managers/Integrated Logistic Support (ILS) Managers in 80% of appropriate ILS projects. 702W Result: Achieved: 104 (80%) of 130 appropriate ILS projects receiving tasking. Improvement: There is no change to the 80% target for 1999–2000. This list of appropriate projects is reviewed and updated by the Customer every 6 months and thus offers fresh challenge each time this occurs. Key Target 2: To recommend at least 10% gross cost saving in Advanced Order Spares purchasing for appropriate non-ILS projects without reducing the equipment sustainability or availability. Result: Exceeded: A saving of £3.763M (63%) was recommended against spares listings valued at £5.96M. Improvement: Discontinued as a Key Target for 1999–2000 since the proportion of cost savings are determined more by manufacturers' recommendations than factors within ATSA's control. As ILS and off-the-shelf procurement become the normal approach and replace Advanced Order Spares procurement, this area will become progressively less important. Although no longer a Key Target, this process of scrutiny and review is still being conducted. Key Target 3: To provide a complete and accurate answer to 92% of ad hoc enquiries within 2 working days. Result: Exceeded: 66,818 (96.8%) of 69,030 ad hoc queries received were answered within the period. Improvement: The target is increased from 92% to 94% whilst also noting a typical 8% increase in annual demand. Key Target 4: To despatch new and reprinted technical publications within the period from receipt of demand as follows:

For priority demands, 90% within 5 working days
For routine demands, 90% within 24 working days

Result: Part Exceeded and Part Not Achieved: 1,386 (99.4%) of the 1,395 priority demands, and 59,542 (85.3%) of 69,542 routine demands were met within the target periods. Improvement: The target levels are being maintained in 1999–2000 in recognition of the steady increase in annual cumulative demand over recent years. Resource levels are unchanged. Increased efficiency is continually sought by adjusting batch-processing techniques. Key Target 5: To complete at least: 90% of Operational projects and 75% of Priority A projects before the agreed target date. Result: Exceeded: 5 (100%) Operational projects and 91 (89.2%) of 102 Priority A projects were completed by the agreed target date. Improvement: The target coverage is being extended by the inclusion of an additional target of 60% of Priority B projects; the other targets remain the same. This will increase the measured target scope to 80% of all projects received. Key Target 6: To satisfy 90% of customers in the handling of technical projects. Results: Exceeded: 1,331 (98.1%) of 1,357 completed projects received a grading of satisfied (or better) by the customer on closure questionnaires. Improvement: Target increased to 92% for 1999–2000. In addition, results are validated through sample customer interviews. Key Target 7: To provide a considered response to 90% of Equipment Failure Reports (or equivalent) submissions within 10 working days of receipt. Result: Exceeded: 22,684 (91.9%) of 24,684 EFRs received considered responses within the stated period. Improvement: To be discontinued as a Key Target for 1999–2000. The EFR system is currently under review and major changes are expected. In the meantime the main customer (HQ LAND) has agreed to the introduction of a new, more cost-effective system of consolidated bulletins rather than individual responses.