Memorandum submitted by the Ministry of
Defence (5 October 1999)
JARIC AND MILITARY SURVEY AND THEIR PROPOSED
MERGER
Q1. JUSTIFICATION
FOR MERGER
AND PLANNING
ASSUMPTIONS
1. The case for merger was primarily based
on the need to align geographic and imagery processes more efficiently
and effectively to exploit future Defence concepts such as Joint
Battlespace Digitisation.
2. The decision to merge was taken on the
basis of recommendations from various detailed studies going back
to work in support of the Defence Costs Study in 1994. More recent
studies have examined the perceived common technologies in both
Agencys' future equipment programmes and the opportunities for
improving business processes across Military Survey and JARIC.
3. The final study, which was completed
by independent consultants in September 1998, concluded that a
number of business areas across the Agencies, if brought together,
would provide either operational benefit, in terms of effectiveness
gains and improved customer service, and possible efficiency savings.
4. Although a large proportion of the current
core production processes were assessed to be too different to
justify merger on that basis alone, convergence in a number of
common areas was identified as desirable to position the Agencies
the better to meet the future needs of customers. Convergence
in these areas would:
— allow a common tasking and production
management function to better control all available resources,
giving improved surge capability in crises and improved responsiveness
to tasking;
— facilitate interoperability of softcopy
products and information, which will become key in the softcopy
era; and
— allow rationalisation of Agency level
overhead functions.
5. A total of 12 organisational options
was assessed in terms of exploiting future opportunities, which
included relocation at one or either of the existing sites, or
to a new site. On the basis of a detailed cost benefit analysis
it was concluded that the preferred and most cost-effective option
was for a converged Agency located on the current sites (Feltham,
Hermitage and RAF Brampton), to be put in place on 1 April 2000.
This option is now being taken forward by an implementation team
led by the Chief Executive (designate) of the new Agency, to be
called the Defence Geographic and Imagery Intelligence Agency
(DGIA).
6. As part of the implementation work the
team are developing strategies to better position the new Agency
to meet the future demands of Defence and its customers. These
will be clearly laid out in the new Corporate Plan for the Agency.
Under this Plan the Agency also intends to keep the collocation
option under review.
7. Certail LTC savings (£1.45 million)
have already been taken from the budgets of Military Survey and
JARIC prior to, and in anticipation of, the decision to merge.
Further efficiencies will be dependent on future triggers for
change and will need to be developed under the Agency's new efficiency
plan.
Q2. OPERATIONAL
SUPPORT
8. JARIC ***, and increasingly
it is being called upon to be available. The requirement of the
Agency's Key Target 1 is to respond to 98 per cent of the high
priority (Priority 1) tasks within 24 hours, and this target has
been consistently achieved or exceeded.***
9. Mil Svy ***
Q3. POST-SDR
CHANGES
10. JARIC JARIC's role as an
operational enabler was significantly enhanced by SDR. The Agency
was extensively reorganised early in 1999 to bring a closer alignment
with post-SDR customer requirements and to take full advantage
of new technology. The reorganisation was undertaken on the basis
of an internal Business Process Re-engineering (BPR) study, commissioned
by the CE, and aimed at improving the Agency's effectiveness.
SDR also, under its efficiency initiative, led to the decision
to merge with Mil Svy.
11. Mil Svy SDR's identification
and articulation of the revised Defence Missions for UK Armed
Forces will lead to increased demands on the Agency to deliver
timely, accurate and up-to-date geographic support. Whilst this
has not forced any major organisational change within the Agency,
the Field Support Directorate has re-written its Concept of Operations,
establishment and equipment tables, in line with the SDR planning
assumptions, and conducted a review of its trade training. As
noted above, the decision to merge with JARIC also arose from
SDR.
Q4. CAPABILITY
DEVELOPMENT
12. JARIC Phase 1 of the programme
to enhance JARIC's ability to exploit *** was implemented in late
1998. This gave JARIC an ability to respond to customers' requirements
***. The final Phase 2 of the programme is being managed by the
Defence Procurement Agency (DPA), which, subject to scrutiny,
will be taken forward as part of a joint submission with the Mil
Svy's MDS project (Mil Svy Digital Geographic Information and
Production Management System), and is planned to be implemented
in 2001. It will replace all JARIC's legacy systems with state-of-the-art
technology and ***. To enable JARIC to respond to these new demands,
there is a continuing need for connection to modern defence communications
systems. ***
13. Mil Svy Mil Svy's MDS project,
referred to above, is planned to be implemented in 2001-03, and
will significantly enhance the digital data production, warehousing
and distribution capabilities of the Agency. *** on the Agency's
ability to respond effectively from both the baseplant and within
the battlefield. As with JARIC, improved Defence networks and
communications systems will be critical to ensuring effective
and efficient dissemination and use of the Agency's digital outputs.
Q5. COOPERATION
WITH ALLIES
14. JARIC ***. The possibilities
for information/product sharing with these allies is written into
JARIC's long-term plans, and opportunities for data sharing, co-operation,
etc are actively pursued.
15. Mil Svy Mil Svy is dependent
on an extensive number of arrangements with allies to meet Defence
requirements cost effectively, particularly with NATO, PfP nations,
and ***. In addition, the Agency has a large number of bilateral
arrangements for geographic product exchange.***.
Notwithstanding overseas cooperation arrangements,
the Agency has also recently signed a Partnership Arrangement
with the Ordnance Survey of Great Britain (OSGB) to provide geographic
data over Great Britain.
Q6. RELATIONSHIP
WITH CUSTOMERS
16. JARIC For Resource Accounting
and Budgeting (RAB) purposes JARIC is in the process of developing
Customer Supplier Agreements (CSAs) with its main customers. It
also works closely with those customers through the JARIC Customer
Tasking Group (JCTG) where improved procedures are now being introduced
to manage and prioritise requirements placed on JARIC. Customer
surveys were conducted in 1996 and 1997, the latter by the Defence
Analytical Services Agency (DASA). A further survey is currently
under way, under the sponsorship of the JARIC Customer Tasking
Group (JCTG). Additionally, each product dispatched from JARIC
is accompanied by a mini-questionnaire inviting comments from
the recipients. The results from successive surveys have shown
a high level of customer satisfaction with the Agency's products
and services.
17. Mil Svy Mils Svy is also
in the process of developing CSAs with its main customers and
also works very effectively through its own Joint Customer Group.
In addition to the CSAs a number of other formal arrangements
are being developed with Defence customers.***. Mil Svy issued
its first Customer Satisfaction Survey earlier this year. The
results are currently being processed but early indications are
that there is general satisfaction with the products and services
Mil Svy provides.
Q7. MANPOWER
18. JARIC Total staff numbers
at JARIC have varied between 475-500 since the inception of the
Agency. The last full manpower audit by DMCS in 1996 endorsed
an establishment of 500, of whom 2/3 are Service personnel.***
19. Mil Svy Mil Svy staff numbers
over the past four years have been relatively stable with only
a small decline from 1210 in 1995-96 to 1150 in 1998-99. Civilian
staff has accounted for the small decline, which has been offset
in part by recruitment of junior grades during 1999.***
Q8. ESTATE DEVELOPMENT
20. JARIC JARIC has been involved
in three major estate relocation/rationalisation studies since
1996. The first, in January-July 1996, the Collocation of Defence
Intelligence Units (CDIU) Phase 2 study, employed outside consultants
to determine the viability of moving JARIC to the DIS site at
Chicksands. *** and the decision was taken to leave JARIC in
situ. The subject was revisited in connection with the SDR
programme in early 1998. The two main options in this study were
the relocation of JARIC to either Feltham or a green field site.
Once again, the substantial costs of relocation, re-calculated
to a 1998 cost base militated against a move and the decision,
once again, was taken to leave JARIC at Brampton. More recently,
JARIC has been involved in discussions on the future use of the
Brampton estate post the demise of RAF Logistics Command in November
1999.
21. Mil Svy Mil Svy produced
an Estate Development Plan (EDP) in January 1999 to address problems
associated with ***. The EDP sets out a land use plan for the
Agency for the next 15 years and includes rationalisation of Mil
Svy's estate from four to two sites at Feltham and Hermitage.
*** except for the relocation of eight Map and Chart Depot from
Guildford to Feltham during 2000. *** present Defence Estates
is currently exploring strategies to assist resolution of this
issue. In addition to rationalising UK activities, Mil Svy will
complete a review of its map and stock holdings in British Forces
Germany Depot by the end of October 1999 and also finalise the
closure of the Survey Production Centre in Germany by the end
of December 1999.
Q9. ACCOUNTS
DIRECTION FOR
JARIC
22. The National Audit Office (NAO) are
currently visiting JARIC to conduct a priority audit of the national
FY98/99 Departmental Resource Accounts (DRAc). From this, the
NAO will be in a position to determine whether JARIC is likely
to receive an accounts direction during their scheduled November
audit of the FY98/99 Agency accounts.
Q10. RAB DEVELOPMENT
23. JARIC JARIC is currently
producting Resource Accounts, using the CAPITAL core solution.
The FY98/99 DRAc was prepared, in accordance with the Department's
Resource Accounting Policy Manual (RAPM), ready for NAO audit
in September. The implementation of the Project CAPITAL programme
at JARIC has been subject to a number of technical teething problems,
many of which arose from the Agency's participation as an early
Implementation site for the Project. A rudimentary output costing
methodology was implemented at JARIC in December 1997 and data
has been collected ever since. An officer from the Management
Accountancy Services (Army) is currently attached to JARIC to
carry out a feasibility study into the basis for a more refined
output costing procedure. Output costs will be communicated to
customers via CSAs which are currently being developed, although
CDI is effectively JARIC's principal customer.
24. Mil Svy Mil Svy has made
good progress in implementing Resource Accounting and Budgeting
(RAB) as part of Project CAPITAL. In preparation for improved
management under RAB the Agency has been re-structuring it's resource
information into an output orientated form. Output costings will
be communicated to customes via Customer/Supplier Agreements,
which are currently being developed with its TLB customers.
Q11. PRIVATE
SECTOR INVOLVEMENT
25. JARIC All JARIC's IT and
non-IT hardware maintenance is contracted-out. All infrastructure,
cleaning, transport, etc, services are provided by SERCO under
the RAF Bramptom/Wyton contracting-out arrangements.
26. Mil Svy Mil Svy has a number
of contracts with the private sector. Contracts supporting the
Agency's infrastructure include the ICL/COMAX PPP contrct for
IT and media support (which includes support to the DIS Old War
Office Building) and separate building maintenance, catering and
cleaning contracts. The Agency has external contracts to achieve
some of its map production outputs.
Q12. EFFICIENCY
PROGRAMME
27. JARIC JARIC has met its annual
efficiency Key Target each year since the Agency's inception.
The targets have been met through a number of measures, each of
which is recorded in the annual Efficiency Plan. Major efficiencies
have been effected through rationalisation measures, some civilianisation
of Service posts, the re-negotiation of the hardware maintenance
contract and technological improvements.
Mil Svy Mil Svy continues to
meet its annual efficiency Key Target through in-house rationalisation
of production flow-lines, reduction of overheads, utilisation
of new technology (MDs, see paragraph 12), civilianisation of
military posts and estate rationalisation.
Q13. YEAR 2000
COMPLIANCE
29. JARIC All critical IT systems
at JARIC, ***, are already Y2K compliant ***.
30. Mil Svy A substantial Y2K
programme has been addressed, partly in conjunction with the US
National Imagery and Mapping Agency. The programme is scheduled
for completion in October 99. Many constituent projects are already
complete ***. The Agency is optimistic that this project will
be completed on time but if not a contingency plan has been developed
to meet any operational demands placed on the system.
AGENCY KEY TARGETS
JARIC—1998-99
Key Target 1:
To provide operational intelligence support
as follows.
— 98% of Priority 1 tasks to be completed
within 24 hours of the receipt of appropriate imagery.
— 92% of Priority 2 tasks to be completed
within 48 hours of the receipt of appropriate imagery.
— 88% of Priority 3 tasks to be completed
within 7 days of the receipt of appropriate imagery.
Key Target 2:
To provide detached Service personnel as required
up to a total of 22 at any one time.
Key Target 3:
To complete strategic, non-operational intelligence
requirements and other tasks as follows:
— 92% of Priority 1 tasks to be completed
within 24 hours of the receipt of appropriate imagery.
— 88% of Priority 2 tasks to be completed
within 48 hours of the receipt of appropriate imagery.
— 80% of Priority 3 tasks to be completed
within 7 days of the receipt of appropriate imagery.
— 75% of Priority 4 tasks to be completed
within 6 weeks of the receipt of appropriate imagery.
Key Target 4:
To revise the methodology of measuring the degree
of customer satisfaction with the service provided.
Key Target 5:
To achieve a 2.5% improvement in efficiency.
Key Target 6:
To conduct evaluation of reconnaissance systems
for MOD and other Governments within agreed times and allocated
resources.
Performance:
All targets were achieved.
JARIC—1999-2000
Key Target 1:
To satisfy 95% of operational requirements for
imagery, imagery intelligence (IMINT) and imagery-derived products
within the timescales specified in the Customer Agreement.
Key Target 2:
To provide detached Service personnel for intelligence-related
support to operations duties (up to a maximum of 6% of the Service
strength at any time).
Key Target 3:
To satisfy 85% of non-operational requirements
for imagery, imagery intelligence (IMINT) and imagery-derived
products and services within the timescales specified in the Customer
Agreement.
Key Target 4:
To achieve a 3% improvement in efficiency.
Key Target 5:
To establish the baseline for measurement of
customer satisfaction with the Agency's products and services.
Performance:
Key Target 3 has been exceeded and Key Target
4 could not be sustained during Kosovo.
MIL SVY—1998-99
Key Target 1:
To satisfy 100% of requirements for geographic
support to current operations within the timescales agreed between
the Agency and its customers.
Key Target 2:
To agree with the Joint Customer Group, by March
1999, a process for measuring the degree of customer satisfaction
with the service provided.
Key Target 3:
To complete the agreed annual production programme
on time and to cost.
Key Target 4:
To establish by March 1999 a process for measuring
the degree of satisfaction the Library service provides.
Key Target 5:
To maintain the readiness state of the required
Field Support elements of the Agency as required by the Department.
Performance:
All targets were achieved with the exception
of Key Target 2.
MIL SVY—1999-2000
Key Target 1:
To satisfy 100% of requirements for geographic
support to current operations within the timescale agreed between
the Agency and its customers.
Key Target 2:
To establish the baseline for measurement of
customer satisfaction with the Agency's products and services.
Key Target 3:
To complete the agreed annual production programme
on time and to cost.
Key Target 4:
To establish the baseline measurement of the
effectiveness of the Agency's geographic information holdings
in meeting customer requirements.
Key Target 5:
To maintain the readiness state of the required
Field Support elements of the Agency as required by the Department.
Key Target 6:
To achieve a 3% improvement in efficiency.
Performance:
All targets currently on schedule.
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