Naval Aircraft Repair Organisation

HC Deb 16 March 2000 vol 346 cc283-4W

Mr. Menzies Campbell

To ask the Secretary of State for Defence if he will list(a) those targets of the Naval Aircraft Repair Organisation for 1998–99 which (i) were and (ii) were not achieved, giving the factors affecting the outcome in each case and (b) action taken by the agency to improve target achievement performance in 1999–2000; and if he will make a statement. [111762]

Dr. Moonie

Pursuant to the reply I gave on 8 March 2000,Official Report, column 708W, the Naval Repair Aircraft Organisation (NARO) was subsumed by the Defence Aviation Repair Agency (DARA) with effect from 1 April 1999. I have therefore asked the Chief Executive of DARA to write to the right hon. and learned Member.

Letter from Steve Hill to Mr. Menzies Campbell, dated 16 March 2000: Naval Aircraft Repair Organisation—1998–99 Performance 1. I am replying to your Question to the Secretary of State for Defence about the performance of the Naval Aircraft Repair Organisation (NARO) as this matter falls within my area of responsibility as Chief Executive of the Defence Aviation Repair Agency (DARA). As you may know, the DARA subsumed the NARO with effect from 1 April 1999. 2. The NARO's Annual Report for 1998–99 was placed in the House of Commons Library and gives full details of the Agency's performance. The NARO had five performance targets in the year 1998–99. These are listed, along with a description of the actual performance, below: a. Cost—Target: To achieve a full operating cost of £117.5M by 1 April 1999, assuming Constant Output.

Performance: Target achieved b. Quantity—Target: To achieve 98% of the scheduled quantity of MoD sales orders in year and thereby achieve the Master Schedule.

Performance: Target achieved c. Timeliness—Target: To achieve 93% of the delivery dates agreed with the MoD customer Performance: 73% achieved. Factors affecting this outcome included the Agency's lack of control over external input dependencies and difficulties in recruiting and retaining staff. d. Customer Satisfaction—Target: To achieve no more than 56 customer complaints.

Performance: Target achieved e. Volume—Target: To utilise 100% of the available capacity by ensuring existing, and when required, additional customers furnish the programmes of work against which resources have been allocated. Performance: 95% achieved. Factors affecting this outcome included delays in the migration from legacy systems to the new NARO Business System (NBS) and a shortfall in the timely arisings of repairable assets. As I mentioned, the NARO no longer exists. However, I can assure you that the DARA is working very hard to deliver the most flexible and cost effective support to the front line.