Every parliamentary written question tabled by Mark Francois this session, with the full answer and department. Back to the MP page.
Showing 501–520 of 597 · this parliament
Which departmental budgets will provide the funds to complete the purchase of the Annington estate; and what assessment he has made of the potential impact of that spending on other defence priorities.
Funding for the deal is being provided by His Majesty’s Treasury, not the Ministry of Defence budget. As the purchase has no impact on other Defence priorities, no financial assessment has been made.
What his timeline is for full implementation of the Armed Forces Recruitment Partnership across the Armed Forces; and what the key milestones are.
Due diligence reviews have been conducted to determine the winning bidder of the Armed Forces Recruiting Programme (AFRP) contract. With the contract’s approval process ongoing, it would not be appropriate to publish the outcome of the evaluation. Independent programme evaluations, to assess delivery success against agreed benefits, will continue throughout the life of the Armed Forces Recruiting Service. The approvals process is due to be completed in early 2025. Following this, the contract will be awarded and the successful bidder announced. This is expected in February 2025. The implementation of the AFRP has been phased to reduce the risks to service delivery.
Pursuant to the Answer of 12 December 2024 to Question 17774 on Ministry of Defence: Capita, whether (a) penalties under and (b) adjustments to Capita's contract have been applied as a result of the (i) March and (ii) September 2024 performance reviews.
I refer the right hon. Member to the answer I gave to him on 17 December 2024, to Questions 19639, 19640, 19641, 19642 and 19643.
When he plans to complete the evaluation phase of the Armed Forces Recruitment Partnership; and whether he plans to publish the findings.
Due diligence reviews have been conducted to determine the winning bidder of the Armed Forces Recruiting Programme (AFRP) contract. With the contract’s approval process ongoing, it would not be appropriate to publish the outcome of the evaluation. Independent programme evaluations, to assess delivery success against agreed benefits, will continue throughout the life of the Armed Forces Recruiting Service. The approvals process is due to be completed in early 2025. Following this, the contract will be awarded and the successful bidder announced. This is expected in February 2025. The implementation of the AFRP has been phased to reduce the risks to service delivery.
Pursuant to the Answer of 12 December 2024 to Question 17774 on Ministry of Defence: Capita, whether the performance reviews of Capita in (a) March and (b) September 2024 made recommendations.
I refer the right hon. Member to the answer I gave to him on 17 December 2024, to Questions 19639, 19640, 19641, 19642 and 19643.
Pursuant to the Answer of 12 December 2024 to Question 17774 on Ministry of Defence: Capita, whether his Department plans to conduct performance reviews of Capita’s contract in 2025.
The Army continues to monitor Capita’s performance through the various contract management measures as set out in the Recruitment Partnering Programme contract.
Pursuant to the Answer of 11 December 2024 to Question 17776 on Armed Forces: Recruitment, what financial penalties have been applied to Capita under the Recruitment Partnering Programme contract for failure to meet contractual performance standards in the last five years.
The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25. Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.
What specific actions were taken following the performance audit reviews of Capita’s role in military recruitment in (a) May and June 2021 and (b) July and August 2023.
The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25. Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.
Pursuant to the Answer of 11 December 2024 to Question 17776 on Armed Forces: Recruitment, how the Army measures Capita’s performance against key performance indicators in the Recruitment Partnering Programme contract; and what the results have been in each of the last five years.
The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25. Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.
Pursuant to the Answer of 11 December 2024 to Question 17776 on Armed Forces: Recruitment, whether Capita met its key performance indicators in each of the last five years under the Recruitment Partnering Programme contract.
The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25. Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.
Pursuant to the Answer of 11 December 2024 to Question 17776 on Armed Forces: Recruitment, if his Department will publish the monthly measurements against key performance indicators for Capita’s performance in military recruitment over the last five years.
The new Government inherited a crisis in retention and recruitment. We have made it a priority to address this with a series of work streams designed to increase recruitment and renew the contract between the nation and those who serve to improve retention. Recruiting and retention remain one of our highest priorities - the Army/Capita Recruiting Partnering Project is completely focused on delivering a significant increase in recruitment in 2024-25. Working in a collaborative partnership, the Army and Capita have robust contract management measures, including Key Performance Indicators (KPI) and penalty deductions where KPIs are not met, to monitor performance against contractual requirements. However, as I am sure the right hon. Member will understand, detailed contractual arrangements, including performance measures, are not routinely disclosed by the Department in order to protect the commercial interests of all parties.
What assessment has been made of the effectiveness of the Integrated Procurement Model in improving value for money for defence acquisitions.
Good progress has been made on design and implementation of the key features of a reformed model, which form part of the wider defence reforms announced by the Defence Secretary in October. We will take a more joined up, One Defence approach to our requirements to secure the best possible value for money from the defence budget. Improving value for money will be a key aim of the reforms and of the new National Armaments Director role being established. Its aim is to ensure the Armed Forces are properly equipped to defend Britain, to build up the British defence industry, and to cut waste.
When the Integrated Procurement Model will be fully introduced across all defence procurement processes.
Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October. Implementation will continue into 2025.Through these changes we will deliver defence capabilities at greater pace, taking a One Defence approach to our requirements to secure the best possible value for money.
What steps he is taking to ensure that the Integrated Procurement Model improves the delivery timelines of major defence projects.
Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October. We will improve delivery timelines for our major programmes through an integrated approach to ensure strategic alignment around outcomes, earlier expert advice including closer working with industry, and greater use of Spiral acquisition approaches to exploit technology and innovate. Improving delivery timelines will be an important part of the new National Armaments Director role being established. Its aim is to ensure the Armed Forces are properly equipped to defend Britain, to build up the British defence industry, and to cut waste.
What measures are in place to mitigate cost overruns in projects managed under the Integrated Procurement Model.
Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October. To set programmes up for success from the outset, the Department is taking steps to provide expert advice on cost estimating much earlier in the project lifecycle. This will help inform strategic balance of investment decisions, reduce optimism bias to improve future financial stability, and ultimately improve delivery and drive pace.
How the Integrated Procurement Model ensures equitable access for small and medium-sized enterprises in the defence supply chain.
Good progress has been made on design and implementation of the key features of a reformed model, which are part of the wider defence reforms announced by the Defence Secretary in October. The Ministry of Defence has a long-standing commitment to improve its engagement with Small and Medium Enterprises (SMEs) in order to broaden and strengthen its supply base. The recently published Defence Industrial Strategy Statement of Intent recognises our intention to foster a more diverse community of suppliers, and will prompt a refresh of our SME Action Plan.
Pursuant to the Answer of 9 December 2024 to Question 16450 on Armed Forces: Workplace Pensions, what role his Department will play in the consultation process; and whether his Department plans to provide (a) input and (b) guidance on how inheritance tax proposals may impact the Armed Forces Pension Scheme.
The Ministry of Defence (MOD) will not be responding to HM Revenue and Customs’ technical consultation on the proposed change for unused pension funds and death benefits to be included within the value of a person’s estate for Inheritance Tax purposes. The MOD will follow legislation as per Government proposals and guidance will be developed for members in due course.
What the cost overrun is on the Type 26 frigate programme; and what steps he is taking to (a) mitigate further (i) delays and (ii) costs in the development of the fleet and (b) reduce the impact of delays on the Royal Navy’s operational capacity.
As confirmed in a Written Ministerial Statement released on 2 November 2022 (HCWS352), the Ministry of Defence is forecasting a 12-month delay to the Type 26 Initial Operating Capability from October 2027 to October 2028. The associated cost growth is forecast to be £233 million; an increase of approximately 4.2%.Investment in new facilities at Govan to increase productivity include a new Shipbuilding Outfit Hall, Shipbuilding Academy and steelwork panel lines. The new Shipbuilding Hall will enable the construction of two ships undercover simultaneously. This will improve schedule performance and the pace of delivery, allowing the time between ship deliveries to be reduced.This will not result in a capability gap; Type 26 will be a world beating frigate and the class will be delivered in time to take on the anti-submarine warfare duties of the retiring Type 23 ships.
What is the (a) total, (b) procurement and (c) sustainment cost of the F-35 Lightning II programme; and whether that programme has been delayed from its original schedule.
Portfolio data is published annually in support of the Infrastructure and Projects Authority (IPA) Annual Report which includes a budget baseline and the latest HM Treasury approved estimates in respect of whole life costs. The reports are published here: https://www.gov.uk/government/publications/mod-government-major-projects-portfolio-data-2023 The financial data for the Lightning Programme in the IPA Gateway Review Report for June 2024 is withheld under Section 43 of the Freedom of Information Act 2000 (Commercial Interests).
What the cost of the Challenger 3 main battle tank development programme is including budget increases due to delays.
Through the Armour Main Battle Tank programme, expenditure for Challenger 3 Main Battle Tank delivery as of 13 December 2024 is c£421.167 million.