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New Deal (Young People)

Mr. Malcolm Bruce: To ask the Chancellor of the Exchequer if he will give a breakdown of the total expenditure on the new deal for young people for (a) 1997-98 and (b) 1998-99, to show expenditure on (i) payments to employers, (ii) payments to trainers, (iii) payments to new deal clients, (iv) administration costs and (v) other costs; and if he will make a statement. [11605]

Mrs. Liddell: I regret that it has not been possible to provide a substantive answer before the summer recess. I shall write to the hon. Member shortly and place a copy of the letter in the Library.

Diesel

Mr. Chidgey: To ask the Chancellor of the Exchequer how many litres of (a) ultra-low-sulphur diesel and (b) normal diesel fuel were sold in each of the last five years. [12227]

Dawn Primarolo: The total amount of diesel released for consumption in the last five years was:

	Million litres
1992-93	13,260
1993-94	14,170
1994-95	15,529
1995-96	16,479
1996-97	17,303

Separate figures for ultra-low-sulphur diesel and normal diesel fuel are not available.

DEFENCE

Ships Support Agency

Ms Atherton: To ask the Secretary of State for Defence what key targets have been set for the Royal Navy's Ships Support Agency for 1997-98. [12460]

Mr. Spellar: The Ships Support Agency was launched as an agency in December 1996. It is responsible for directing in-service support of surface ships and submarines and their equipments; for ensuring that proper consideration is given to support issues and marine engineering design requirements in the procurement of

31 Jul 1997 : Column: 461

new naval platforms; and for the ownership and management of the naval stores inventory, except for fuel and food.

The Ships Support Agency has developed a comprehensive set of performance indicators in conjunction with its owners and customers. These include measures to monitor the quality, timeliness and efficiency of the agency's outputs. The targets which have been agreed, for the period up to March 1998, are:

Performance indicator	Targets
Materially available vessel days (MAVDs)	62 per cent.
1. To provide the Royal Navy with the agreed percentage of materially available vessel days.
Pounds per MAVD	£55.5K per MVAD
2. To provide the agreed Fleet availability cost-effectively.
To introduce a refined pounds per MAVD performance indicator	March 1998
3. To introduce a refined pounds per MAVD performance indicator to provide a more robust measurement of the SSA's efficiency.
Upkeep period timeliness	+5 per cent.
4. To deliver upkeep periods within specified tolerances of the agreed programme.
Upkeep period costs	+/-4 per cent.
5. To contain the cost of programmed upkeep periods within tolerance of the predicted costs.
Upkeep material performance	March 1998
6. To introduce a performance indicator to quantify material state at the conclusion of upkeep periods. Progress report.
Fleet time material performance	4
7. To limit the average number of outstanding Operational Defects per vessel in Fleet Time.
8. To introduce a performance indicator based on the percentage of Fleet Time that vessels are unable for material reasons to carry out their programmed task.	March 1998
Efficient stockholding	2.5:1
9. To improve stockholding to issue ratio.
Resource accounting
10. To ensure the implementation of the MoD accruals accounting system within the Agency. Progress report.	March 1998
Through life costs	March 1998
11. To create an effective Through Life Cost model.
Private sector involvement	March 1998
12. To complete a review of the options for further Private Sector Involvement in the support of vessels, equipments and weapons. Progress report.

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Defence Intelligence and Security Centre

Mr. Borrow: To ask the Secretary of State for Defence what key targets have been set for the Defence Intelligence and Security Centre for 1997-98. [12207]

Mr. Spellar: The role of the Defence Intelligence and Security Centre is to train the armed forces and other intelligence agencies in intelligence and security disciplines and conduct after capture; to contribute to effective and timely advice to the armed forces on appropriate intelligence and security matters; and to maintain an operation capability. The key performance targets are set for the agency for the 12 months from April 1997 are:

Key target 1:

To meet 100 per cent. of operational tasking to performance standards agreed with the Director General and Intelligence Geographic Resources--DGIGR--and to the satisfaction of "customers", in accordance with priorities laid down by, or through, Director Intelligence Commitments, and within agreed resources.

Key target 2:

To make available to "customers" 3,483 training days and, where possible, to meet surge requirements within agreed resources.

Key target 3:

To produce by 31 March 1998 a plan to introduce a systems approach to training to DISC courses from 1 April 1998 onwards.

Key target 4:

(a) To complete the rationalisation and collocation of DISC in accordance with the timetable, subject to the satisfactory performance of contractors and other external staff.

(b) To deliver the required output as expressed in the "Aim, Objectives and Key Targets", within agreed resources.

Key target 5:

To achieve a 2.5 per cent. improvement in efficiency within the 1997-98 operating costs budget, in addition to the savings from collocation.

Military Survey Defence Agency

Helen Jones: To ask the Secretary of State for Defence what key targets have been set for the Military Survey Defence Agency for 1997-98. [12209]

Mr. Spellar: The role of Military Survey Defence Agency is to ensure the provision of geographic support to defence operations, planning and training. The key targets set for the agency for the 12 months from April 1997 are:

Key target 1:

To satisfy 100 per cent. of requirements for operations on time from within the agency's capabilities and resources.

Key target 2:

To maintain the operational readiness of the field support elements of the agency to the Army standard known as "substantially effective".

Key target 3:

To achieve the agreed work programme on time, to cost and to deliver 457 discrete products.

Key target 4:

To meet milestones agreed by the operational sponsors for the Military Survey digital geographic information system.

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Key target 5:

To meet agreed milestones in a wider Defence intelligence "Competing for Quality" project, embracing the agency's non-core IT, media and print support.

Key target 6:

To achieve a 2.5 per cent. improvement in efficiency above the 1996-97 baseline.

Joint Air Reconnaissance Intelligence Centre

Mr. Alan Keen: To ask the Secretary of State for Defence what key targets have been set for the Joint Air Reconnaissance Intelligence Centre for 1997-98. [12216]

Mr. Spellar: The Joint Air Reconnaissance Intelligence Centre exploits analyses and exploits imagery from all available sources and produces intelligence products and services to meet central MOD and operational command requirements. The targets set for the 12 months from April 1997 are:

Key target 1:

To respond to all operational tasks, which might involve the detachment of up to 22 service personnel. Tasks are to be met within agreed timescales as follows:

98 per cent. of priority 1 tasks

90 per cent. of priority 2 tasks

85 per cent. of priority 3 tasks

Key target 2:

Subject to achieving key target 1, the agency's programme of work, including standing intelligence requirements and support to contingency planning, will be met within agreed timescales as follows:

90 per cent. of priority 2 tasks

85 per cent. of priority 3 tasks

75 per cent. of priority 4 tasks

70 per cent. of priority 5 tasks

Key target 3:

In conjunction with the Defence Analytical Services Agency, to establish a baseline for measuring customer satisfaction by October 1997, and to improve the quality of customer service by March 1998.

Key target 4:

To achieve a 2.5 per cent. improvement in efficiency.

Key target 5:

To ensure the upgrade of JARIC's technical capabilities meets its planned operating capability by March 1998.

Key target 6:

To conduct trials and studies to support the procurement of reconnaissance systems in response to MOD agreed tasking, meeting time and quality requirements within agreed resources.

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