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Written Answers to
Questions
Thursday 13 June 2002
DEFENCE
NATO Forces (Balkans)
Dr. Palmer: To ask the Secretary of State for Defence what progress has been made on restructuring NATO's forces in the Balkans; and if he will make a statement. [62522]
Geoffrey Hoon: At our meeting in Brussels on 6 June, NATO Defence Ministers approved a series of changes to SFOR and KFOR following the Joint Operational Area (JOA) Review.
The Review advocates a regional approach to NATO's peacekeeping operations in the Balkans, whereby both Bosnia and Kosovo will be treated, for military planning purposes, as a single theatre. The security situation in the Balkans has changed since the initial deployment of SFOR and KFOR. NATO's operations will be restructured accordingly, to provide a smaller, lighter and more flexible force that will be better able to meet current challenges.
Implementation of the JOA Review will take place over the next 12 months. It is planned that, by the end of 2002, SFOR will reduce from some 18,000 to some 12,000 personnel and KFOR from some 38,000 to some 32,000. By June 2003, it is envisaged that KFOR will reduce further to some 29,000 troops. Responsibilities for support of civil implementation will be transferred to local authorities and other international organisations, as appropriate. The United Kingdom welcomes the outcome of this review.
This reduction in troop numbers does not signal any reduction in NATO's commitment to the Balkans. Rather, these changes are a sign of the Alliance's achievements to date in bringing security and stability to the Balkans. The United Kingdom, with the rest of NATO, remains committed to the security and stability of the Balkans and will continue to play its full role in achieving the international community's objectives for the region.
Individual nations are now considering and discussing with one another how to adjust their troop contributions in the light of the JOA Review.
Anthrax
Mr. Levitt: To ask the Secretary of State for Defence what plans he has to offer immunisation against anthrax to the armed forces. [62523]
Geoffrey Hoon: Following the delay to the voluntary immunisation programme against anthrax that was caused by difficulties at the Centre for Applied Microbiological Research, which was supplying the vaccine, the programme was re-launched for personnel deployed to the Gulf in May 2001. But continuing
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uncertainty over the licensing of future supplies meant that it was not extended further to other members of the Armed Forces.
The problems over the licensing of future supplies have now been resolved and the Ministry of Defence took delivery of the rest of the supplies that are required at the end of March this year. We are confident that there will be no difficulties with the future, large-scale production of the vaccine.
It takes six months for immunisation against anthrax to become fully effective. But we may not have nearly so much warning of a change in the threat, nor of the requirement for British Armed Forces to deploy to a high threat area. Given that we cannot expect to predict exactly where or when a threat might arise, or which units of the Armed Forces might be called upon to respond. We have decided to expand the immunisation programme so that all Service personnel, including reserves, and those essential civilians who are likely to deploy on operations, are routinely offered immunisation against anthrax. We plan to expand the programme gradually over the next few years, beginning with those units that are held at the highest readiness.
Immunisation against anthrax is safe and effective. As before, and in keeping with long-standing medical practice, it will be offered to personnel on the basis of voluntary informed consent. By accepting it alongside their other defensive measures, this will ensure that they have the very best protection against anthrax used as a biological weapon.
Performance Targets
Mr. Levitt: To ask the Secretary of State for Defence what performance targets have been set for the Defence Secondary Care Agency for the financial year 2002–03. [62524]
Dr. Moonie: Key Targets have been set for the Chief Executive of the Defence Secondary Care Agency (DCSA) for financial year 2002–03. The targets build on the progress already made by the Agency since it formed in April 1996, and are as follows:
Key Target 1—The Operational Requirement
From within the personnel resources provided to the DSCA by the single Services, to meet 100 per cent. of the requirement of the Commanders-in-Chief (CinCs) for secondary care personnel for operational deployments.
Key Target 2—Outpatient Waiting Times
To ensure that 45 per cent. of Service patients referred to the Agency are offered a first outpatient appointment within four weeks of receipt of a referral and 90 per cent. within 13 weeks.
Key Target 3—Inpatient Waiting Times
To ensure that 80 per cent. of Service patients are offered a treatment date which is within 13 weeks of the decision to give inpatient treatment.
To implement revised medical equipment management policies and make savings of 10 per cent., or more, in the costs of procurement, support and associated training.
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Key Target 5—Military Training
To ensure that 80 per cent. of all DSCA personnel, whose medical category permits, are released to receive their Service's annual mandatory military training.
Key Target 6—Personnel for Exercises
To ensure that 80 per cent. of DSCA personnel nominated to established posts in their Service's operational core requirement are released to attend appropriate exercises.
Key Target 7—MQR Implementation
To ensure that the Agency completes the tasks assigned to it by the Medical Quinquennial Review within agreed timescales, including the orderly and effective transfer of functions to other designated organisations and its closure on 31 March 2003.
Mr. Levitt: To ask the Secretary of State for Defence what performance targets have been set for the Defence Medical Training organisation for the financial year 2002–03. [62525]
Dr. Moonie: Key Targets have been set for the Chief Executive of the Defence Medical Training Organisation (DMTO) for financial year 2002–03. The targets build on the progress already made by the Agency since it formed in April 1997, and are as follows: Key Target 1—Academic Success (Quality and Quantity) To achieve the following academic success rates:
| Per cent. | |
|---|---|
| Phase 2 Training Course (formerly entitled Common Core Course) | 96 |
| Specialist Registrars (SpR) | 95 |
| Pre-Registration Nurses (PRN) | 96 |
Key Target 2—Academic Success (Timeliness)
The following percentage of trainees achieving academic success to be delivered on time, as agreed with the customer.
| Per cent. | |
|---|---|
| Phase Two Training Course | |
| (at first attempt, remainder at second attempt—which normally is within three months | |
| 96 | |
| SpR | 95 |
| PRN | 98 |
Key Target 3—Implement the Recommendations of the Medical Quinquennial Review
To implement the recommendations of the review in liaison with Surgeon General's change management team by 31 March 2003, to ensure that the new Defence Medical Education and Training Agency has full functionality with effect 1 April 2003.
Key Target 4—Corporate Efficiency Target
To achieve a 4.5 per cent. cumulative efficiency improvement demonstrate by the DMTO corporate efficiency index for 2002–03, using 1999–2000 as the baseline year.
Mr. Levitt: To ask the Secretary of State for Defence what performance targets have been set for the Defence Dental Agency for the financial year 2002–03. [62526]
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Dr. Moonie: Key Targets have been set for the Chief Executive of the Defence Dental Agency (DDA) for Financial Year 2002–03. The targets build on the progress already made by the Agency since it formed in March 1996, and are as follows.
Key Target 1—The Operational Requirement
From within personnel resources allocated to the DDA by single Services to achieve 100 per cent of personnel called forward, trained to required professional and military standards, at the specified readiness for deployment with the Joint Rapid Reaction Force and all operations.
To develop a SMART target (Specific, Measurable, Achievable, Relevant and Time Related) for Dental Risk categorisation by 31 March 2003.
To reduce the Treatment Need Index (TNI) for each Service to the following:
- RN at or below 470;
Army at or below 637;
RAF at or below 330.
Key Target 4—Dental Fitness Category D
Key Target 5—Military Training
To ensure that 80 per cent. of all DDA personnel, whose medical category permits, are released to undertake annual military training as specified by respective single Services.
Key Target 6—Personnel for Exercises
To ensure that 100 per cent. of all DDA personnel nominated to established posts in the operational core requirement of their parent Service are released to attend appropriate exercises.
Mr. Levitt: To ask the Secretary of State for Defence what performance targets have been set for the Medical Supplies Agency for the financial year 2002–03. [62527]
Dr. Moonie: Key Targets have been set for the Chief Executive of the Medical Supplies Agency (MSA) for financial year 2002–03. The targets build on the progress already made by the Agency since it formed in March 1996 and are as follows:
Key Target 1—Composite Medical Material
To build, completely, to schedule and within budget, by 31 March 2003, 100 per cent. of all modules on the mutually agreed Operational Build Programme, as authorised by Surgeon General's Department (SGD).
Key Target 2—The Operational Requirement
To meet demands from units on active operations for blood products and scaled medical materiel, within the MSA Charter Response Time (Next Day–three Day) as follows:
- Within Charter Response Time—90 per cent.;
Follow up (within five days)—97 per cent.
Key Target 3—The Exercise and Training Requirement
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Key Target 4—Response to Demands
To meet demands for Category B items (commonly used items with a unit cost of less than #100 and approved by SGD) from units not on active operations, within the MSA Charter Response Times (Next Day–three day), as follows:
- Top 250 by value
Within Charter Response Time—95 per cent.
Follow up (within five days)—97 per cent.
Overall
Within Charter Response Time—90 per cent.
Follow up (within five days)—97 per cent.
To improve the ratio of stock issued to stock held from 2.25 to 2.5.
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