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Column 434existing staff at a time when DASA was reducing its staff numbers by 10%.
DASA publishes an Annual Report and Accounts. The main cost of this has been borne centrally by MoD. We estimate this cost to be about £15,000.
We have no fleet cars.
DASA's logo was designed and produced by our own staff at negligible cost.
We have no corporate clothing.
Since becoming an Agency in 1992 we have spent a total £3,028 on corporate stationery.
Letter from A. C. Sleigh to Mr. Gerald Kaufman, dated 23 January 1995:
The Secretary of State for Defence has asked me to reply to your question on perquisites and other expenditure by Next Steps Agencies.
This Agency has not acquired any additional land or buildings since it was launched as an Agency on 1 July 1992. The number of support staff has reduced by 14 since that date. The fleet of passenger vehicles has been reduced from 5 to 1, the annual operating cost being approximately £11,000. The design cost of the Agency logo was £2,000 and the cost of corporate stationery is £1.20 per 1000 sheets of paper.
This Agency does not publish periodical journals, neither does it have corporate clothing.
Letter from Keith Ellender to Mr. Gerald Kaufman, dated 25 January 1995 :
I have been asked to reply to your written question to the Secretary of State for Defence on additional costs incurred, as they affect my Agency.
I can tell you that:-
a: No of HQ building has been acquired;
b. No additional support staff have been required;
c. No periodical journals are published;
d. No cars have been acquired;
e. No special logo has been designed;
f. No corporate clothing has been acquired;
g. No specially designed and printed corporate stationery has been purchased. New stationery to reflect the change of status was ordered through Ministry of Defence, Common Service channel, at negligible cost.
Letter from J. R. Drew to Mr. Gerald Kaufman, dated 27 January 1995 :
I am responding as Chief Executive of the Army Base Repair Organisation (ABRO) to your Parliamentary Question about Next Steps Defence agencies.
ABRO was launched on 1 April 1993 and consists of 9 workshops and 11 contract repair offices in various locations around the United Kingdom with a Headquarters in Andover, Hampshire. The Headquarters occupies exactly the same MOD building as the organisation which preceded it--Command Army Static Workshops.
The increased delegations afforded to the Agency have necessitated an increase in support staff of 22.5 since launch date. In 1994 the Agency published its first Annual Report and Accounts at a cost of £33,746 inc. VAT. The Corporate Plan for 1994 was also published at a cost of £22,105 inc. VAT. These were given wide public and parliamentary distribution and copies are enclosed for you.
ABRO has no fleet of executive cars. As Chief Executive I retain the use of the Army MT pool car for official business to which I was earlier entitled. This vehicle is also available to the rest of the Headquarters staff and is used extensively by them. Most of the
Column 435satellite workshops also have a car available but, again, it is used in a "pool" role rather than as dedicated Executive Car. ABRO does have its own logo which was designed in-house prior to launch, at no additional cost.
There is no corporate clothing currently in use within the Agency. However the Defence Clothing and Textiles Agency (DCTA) have undertaken to supply overalls for our workforce which will incorporate the ABRO logo on the back. This will be in place of the Army coveralls currently supplied by DCTA and will involve no additional cost.
ABRO still uses normal MOD channels for its day to day stationery requirements however we are currently in the process of ordering a three year supply of specially designed and printed business cards for about 100 of our Headquarters staff at a cost of some £1400. We have many dealings with private companies and contractors for which these cards will prove invaluable.
Letter from Richard Kirby to Mr. Gerald Kaufman, dated 24 January 1995:
PQ ON NEXT STEPS AGENCIES
Your Ordinary Written question, tabled in Parliament on Thursday 19 January, sought specific information concerning the operation and expenditure of agencies.
I am responding as the Chief Executive of the Defence Clothing & Textile Agency--a Tri Service organisation which was granted Defence Agency status on 22 November 1994. For ease of reference, I have tabled my responses in the attached Annex and I trust they meet with your requirements.
A. Questions and Responses to the PQ.
Questions and responses to the PQ from the Hon. G. Kaufman MP which relate to the defence clothing and textiles agency (DCTA) 1. Q: Have they acquired their own headquarters buildings and, if so, at what purchase cost or annual rent?
A: No acquisition has been made. Continuing use is being made of existing service facilities.
2. Q: How many support staff they have acquired which were not required when their operations were within his Department?
A: None, staff numbers are reducing in accordance with Defence Cost Studies and efficiency programmes.
3. Q: How many of them published periodical journals and at what annual cost?
A: None that are new--existing Corporate and Business plans are available and will continue to be produced.
4. Q: How many have fleets of executive cars or single executive cars and at what annual cost?
A: None that are special. Ministry of Defence Central Motor Transport services are used where appropriate.
5. Q: How many have specially designed logos and at what cost? A: One DCTA logo, as depicted on my covering letter with no cash expenditure as it was designed in-house.
6. Q: How many have corporate clothing and at what cost? A: There is no discrete corporate clothing within the DCTA excepting normal service uniforms for Service personnel.
7. Q: What is the cost of specially designed and printed corporate stationery?
A: No additional costs have arisen.
Letter from Graham Pearson to Mr. Gerald Kaufman, dated 27 January 1995:
QUESTION 27, ORDER PAPER 19 JANUARY 1995
1. Your Parliamentary Question to the Secretary of State for Defence asking if he will set out for each of the Next Steps agencies in his Department, whether they have acquired their own headquarters buildings and, if so, at what purchase cost or annual rental; how many support staff they have required which were not required when their operations were within his Department; how many of them published periodical journals and at what annual cost; how many have fleets of executive cars or single executive cars and at what annual cost; how many have specially designed logos and at what cost; how many have specially designed logos and at what
Column 436cost; how many have corporate clothing and at what cost; and what is the cost of specially designed and printed corporate stationery has been passed to me to answer as Chief Executive of the Chemical and Biological Defence Establishment at Porton Down.
2. The Chemical and Biological Defence Establishment (CBDE) became a Defence Agency on 1 April 1991 at which time the opportunity was taken to change the Establishment name from the Chemical Defence Establishment in order to fully reflect the range of work carried out. As such there was no need to change the Establishment logo apart from modifying "CDE" to "CBDE".
3. CBDE did not need to acquire additional or new headquarters buildings nor did it have to produce specially designed and printed corporate stationery. It does not have corporate clothing or a fleet of executive or single executive cars.
4. CBDE does not publish periodical journals as such but as an Executive Agency is required by the Treasury to publish an Annual Report and Accounts which is available to the public through HMSO. We also publish much of our work in scientific and technical journals. 5. Only one additional Higher Executive Officer was employed to deal with the additional delegations afforded to the Director General contained in the Framework Document.
Letter from Andrew Roach to Mr. Gerald Kaufman, dated 23 January 1995 :
I have been advised of your Parliamentary Question regarding Agencies, made on 17 January and my reply is set out below.
The Defence Animal Centre (DAC) is a single military unit and very few infrastructural changes have been made in order to facilitate the move to Agency status. In particular:
no additional HQ buildings have been acquired (in fact the number of buildings has reduced as a result of colocation of sites) no additional support staff have been employed
no periodical journals have been published
I have a military staff car which is also used for other purposes and is not an "Agency extra"
the DAC logo was designed by one of my staff (at no cost) we do not have corporate clothing other than military uniform we do not have corporate stationary
I hope that this answers your question satisfactorily. Please contact me if you require any further information. This reply has been sent initially to the MOD Framework Team.
Letter from Tweedie M. Brown to Mr. Gerald Kaufman, dated 25 January 1995:
The Secretary of State for Defence has asked me to reply to your questions about the cost of various Defence Agency activities. In respect of the Defence Postal and Courier Services Agency the information is as follows:
Purchase/Lease of HQ Buildings: None--Existing buildings retained.
Support Staff: 4.
But this would be offset within MOD from whom we took over the work.
Logo: Design produced in house. Reproduction costs £1,000. Clothing: Protective clothing with Corporate symbol--£1,500. Corporate Stationery: Produced in house. Cost not separately identifiable.
Letter from John Chisholm to Mr. Gerald Kaufman, dated 25 January 1995:
In today's written answer the Minister of State for Defence Procurement informed you that I would be replying to you on the operational and managerial issues regarding the Defence Research
Column 437Agency (DRA) as part of the overall response to your question concerning costs of Next Steps Agencies.
No extra costs were incurred in providing a headquarters building when the DRA was formed as I and my staff were able to move into offices already available at our existing site at Farnborough previously occupied by the Royal Aerospace Establishment senior management which was being superseded by the Agency.
Part of the change in establishing the Agency in 1991 involved amalgamating four separate establishments to form the DRA and disbanding the previous headquarters operation in London. We were able to reduce significantly the number of support staff in this process but, since we no longer have records of support from the previous establishments, I cannot give precise details.
My two Managing Directors and I currently retain three cars for official business at a total annual running cost of £4,500. When not required all three vehicles are available for use by other senior staff in a pool system. The previous arrangements involved each of the four Directors of establishments having their own cars plus at least one car for the London headquarters.
The DRA currently has one in-house journal, the DRA News, which has an annual printing cost of £86k. This replaced three pre DRA journals (RAE News, ARE News and RARDE News).
Corporate clothing is worn by police and guards, DRA reception staff and messengers at all our sites. This is not fundamentally different from clothing worn by MOD messengers and similar staff. Costs are not held centrally and it would involve disproportionate effort to ascertain exactly what they are across the organisation. The DRA has its own logo to assist with developing and maintaining a corporate trading image which was designed as part of an in-house competition. The prize of a bottle of champagne was the only design cost involved!
The DRA corporate stationery was mainly designed by our in-house staff at little extra cost and, although exact figures are not held centrally, I estimate the current annual printing cost is around £40k. Of course stationery used to be printed for all establishments separately at rather greater cost.
I hope you find this information useful.
Letter from G. H. Wilson to Mr. Gerald Kaufman, dated 25 January 1995:
The Secretary of State for Defence has asked me to reply to your PQ 5744G.
HQ Building. We have occupied the same building since 1909. Support Staff. We have achieved a net reduction in staff. Journals. Our only externally published document is the annual report and accounts. For 1993/94 this was £1671.
Cars. We have no executive cars.
Logos. Our logo has remained substantially the same since 1892. There have been no design costs since then.
Clothing. We do not have corporate clothing. The cost to the Department of school clothing has reduced since acquiring Agency status.
Stationery. We have no specially designed stationery. Our letterheads which have remained unchanged for several years are produced in-house.
Letter from M. R. Pack to Mr. Gerald Kaufman, dated 27 January 1995:
PARLIAMENTARY QUESTION - PQ S744G
You recently asked The Secretary of State for Defence several questions relating to Next Steps Agencies within the Ministry of Defence. I am replying on behalf of the Hydrographic Office. The Hydrographic Office occupies the same buildings that it did prior to its becoming a Defence Agency in 1990. The most recent of these buildings was built 1968 69.
No additional support staff have been employed since the HO became an Agency in 1990.
The Hydrographic Office does not publish a journal but in common with all Agencies is required to publish an Annual Report and Accounts. Our last report, for the financial year 1993/94, was
Column 438published in July 1994 and laid in the House on 21 July 1994 (HC 482). The Report and Accounts were printed in-house. The costs are estimated to be in the region of £3,300.
The Hydrographic Office one car for the use of staff on official business. The full cost amounts to approximately £27,000 a year. No extra costs have been incurred on specially designed logos, corporate clothing and specially designed and printed corporate stationery.
Letter from A. W. Pollard to Mr. Gerald Kaufman, dated 24 January 1995:
I have been asked to reply to your question in the House on 17 January 1995 concerning setting up costs of Next Steps Agencies. You will be aware that the Logistic Information Systems Agency (LISA) is one of the newest within the Ministry of Defence having been launched on 21 November 1994.
LISA inherits the organisation, accommodation, resources and commitments of the Directorate of Logistic Information Systems (Army) which it replaced. This resulted in a smoother transition and less upheaval to our activities and staff than can sometimes be the case (where, for example, collocation accompanies a move to agency status).
Costs associated with LISA were kept to a minimum and met within current budget. Where possible, in-house resources were used in preference to contractors.
Answers to your specific questions are as follows in respect of LISA:
a. Acquisition of Headquarters Buildings. No extra buildings were required.
b. Additional Support Staff Required. LISA is committed to meeting the Options for Change and other manpower reductions to which its predecessor Directorate was working. While the Agency does call for some different skills these have generally been met by re-classifying existing posts and commencing a programme of re-training with costs being met within existing training funds. c. Periodic Journals. I have no current plans to introduce a periodic journal. The cost of publishing the necessary Framework Document, Corporate Plan and Key Targets was £7,750.
d. Executive Cars. All executive travel is met by Departmental transport. I have no current plans for fleet or single executive cars.
e. Logo. LISA's logo appears on this letterhead. Its cost was kept to the minimum commensurate with the importance of establishing a corporate identity which our staff could share and our customers recognise. It was designed in-house by the Department's Common Services (Graphics) staff. £2,000 of civil service overtime was incurred for this and the graphic design of the documents in sub-paragraph c above. The cost was met from my budget.
f. Corporate Clothing. I have no current plans to introduce corporate clothing.
g. Corporate Stationery. Expenditure on corporate stationery is no greater than that normally required by Departments and Branches. Stocks of the predecessor Directorate's stationery were deliberately run down in anticipation of the transition to Agency status. I hope that the above information answers your questions. Please contact me if you require any more detail.