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| Serial Details | Assumption
| Source
(where applicable) |
| (a) | (b) | (c)
| (d) |
| | CMR |
|
|
| 1. | Numbers (General) |
The calculation of the current level of CMR. It is not possible to carry out a full review of the CMR requirement as part of this work but an alternative assumption has been made about the numbers required for Harrier, for indicative purposes.
| |
| 2. | Numbers (Harrier)
| The assumption of 249 includes an element of off-aircraft personnel, GEF/MT/Supply personnel and support personnel. It is assumed that these personnel would be employed in their current roles but at St Athan.
Using the revised figure of 189 excludes the GEF/MT/Supply and off-aircraft personnel. It is calculated by deducting the off-aircraft personnel from the original 237 supplied by STC in a ratio equivalent to the mix across the entire force.
| Numbers supplied by STC |
| 3. | Initial Move In | The CMR would move in the 2004-05 with rental accommodation being used for the first 2 years pending the building of married qtrs.
| |
| 4. | Support Staff | The number of additional personnel required, such as chefs, clerks etc. to support the CMR is assumed to be 5%.
| |
| 5. | Non-productive Personnel
| In addition to those posts detailed above, an 11% allowance has been made within the CMR to allow for schedulers and facilitators when determining the task hours contribution of the CMR.
| RAF Cottesmore |
| 6. | Marital Status | The ratio of single/married unaccompanied to married accompanied personnel is 43:57
Of the married accompanied personnel, DASA stats suggest 37% typically own their own house. This has been adjusted to 10% to reflect the isolation of St Athan when compared to other likely postings for Harrier personnel.
| DASA |
| 7. | Service Families
| A new build of SFA will be 90% type C and 10% type D
| DHE PFI Team |
ACCOMMODATION (SFA) TYPE
8. |
Single Living
Accommodation | The cost of refurbishing/building new single accommodation is common to both roll forward and roll back.
| |
| 9. | Posting Cycle | There is an additional cost in rotating personnel through St Athan who would normally remain at Wittering/Cottesmore. This is based on the CMR number, it does not include non-platform specific personnel and is based on a four year average tour length. A 20% allowance is made for those joining/leaving the Harrier force/RAF.
| STC/PMC |
| 10. | Disturbance Allowance Rate
| A negligible percentage of personnel will either be officers or airmen moving into private accommodation and claiming the higher rate.
| RAF Cottesmore |
| 11. | Disturbance Allowance (Child)
| The average RAF family has 0.74 children living at home.
| DASA |
| 12. | Unaccompanied Baggage
| A serviceman will use 75% of the maximum unaccompanied baggage allowance.
| |
REDUNDANCIES
13. | Wastage Rate
| DARA has a natural wastage rate of 5.2%. In the years where this wastage rate is already used up as part of DARA's business plan it has been ignored and any wastage has been assumed to be redundancies. Only where DARA's planned wastage is below this figure has it been used in lieu of redundancies.
Note: The natural wastage used up in the Harrier IA could not be used again for Tornado or other platform if the decision is to roll forward.
| DARA |
| 14. | Link | There is a direct link between redundancies that would be made at DARA and the decision to roll forward Harrier GR9 work
| |
EFFICIENCY AND PRODUCTIVITY
15. |
General | Under the initial assumption(s) it is assumed that the task hours are common to both environments and that no organisation is more efficient than the other.
| |
| 16. | Cottesmore | To arrive at a common set of hours, the task hours at Cottesmore have been adjusted to reflect a more realistic working year of 1,240 per serviceman instead of 1,625. Information gathered from FIST highlighted the fact that the task hours had been calculated in the knowledge that a planning figure of 1,625 hours per man per year must be used and that this was unrealistic. 1,240 is calculated on the serviceman's average working year and adjusted to reflect the achievement of 6.5 task hours per day as per Cottesmore working practices.
| FIST Team |
| 17. | DARA St Athan | The task hours at St Athan have been adjusted to reflect productivity of 1360 hrs per man per year and the arisings have been brought into line with Harrier IPT's figures. 1360 is based on DARA's estimate of hours of productivity per man per year.
| DARA |
| 18. | Differential | Where, under alternative assumptions, there may be a differential in hours to carry out the work, additional labour is costed at agency rates provided by MPI.
| MPI |
| 19. | Support Staff | It is recognised that there is a large number of non-direct personnel involved in the Harrier work at both locations. With the exception of those identified as part of the CMR, these are assumed to be common.
| |
TIMEFRAME
20. | Roll Forward
| The roll forward of GR9 work could commence immediately, less the strip and paint work, however this facility could be built within 1 year from decision date.
| FIST Team |
| 21. | Duration—Harrier
| GR9 OSD is 2015 therefore a 12 year IA for Harrier (03/04—14/15) has been used
| |
| 22. | Qtrs Build | Married qtrs could be built within approximately 2 years of the decision date.
| DHE |
INCREMENTAL ISSUES
23. | Red Dragon Break Costs
| The rolling forward of the Harrier GR9 programme is not sufficiently terminal for DARA St Athan to include the full costs of its closure in 2009. However it will have an impact and make the likelihood of incurring this cost greater.
| |
| 24. | Location of
Redundancies
| The cost of a civilian redundancy at RAF Cottesmore is similar to the cost at DARA. These redundancies are therefore common and excluded.
| |
| 25. | Flying Time | Flying time from Cottesmore to St Athan has been confirmed as 30 mins and no value has been ascribed to the flights in terms of training. The capitation rate used is that used by Fin Pol, provided by MAS(A) and excludes non-cash and fixed costs.
| RAF Cottesmore |
| 26. | 2nd Line Support to 1st Line
| It is recognised that this is an additional output but it is an output under both scenarios and therefore does not generate any incremental costs. It has been assumed that the required number of CMR would remain at Cottesmore to produce this output. It is accepted that they may not have the range of skills/facilities required but Harrier IPT has not identified an alternative to this solution.
| FIST |
| 27. | Additional Preparation of
Aircraft
| There is an additional cost to preparing an aircraft to transit to DARA rather than Cottesmore. Again the CMR number has been reduced to allow for personnel to remain at Cottesmore and carry out this work. The additional labour costs have been included in the roll back option.
| |
| 28. | Strip/Paint Facility |
Many of the costs involved in running the new facility are common with the running of the Cottesmore facility. The figures shown in the IA reflect the incremental element only.
| JUMP/RAF Wittering |
MISCELLANEOUS
29. | Recruitment/Training
| It is assumed that agency staff for which there will be no recruitment/training costs will provide additional manpower required at Cottesmore.
| MPI |
| 30. | Housing Costs | The additional costs of renting homes for 2 years is based on rental costs provided by local agents less the rental and maintenance paid for qtrs at Cottesmore.
| DHE/Estate Agents |
| | The savings shown in the roll back option reflect the savings in rent to Annington Homes on the qtrs at Cottesmore, maintenance costs are assumed to be common.
| DHE |
| 31. | Red Dragon | It is assumed that the FOU at St Athan and thereby the RED DRAGON facility will continue in use should Harrier roll forward.
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