Evidence for the Parliamentary Select
CommitteeVehicle Certification Agency (VCA)
Background and Aims
6.1.1 VCA was launched as an executive
agency in April 1990. The Agency is now part of the Driver, Vehicle
Operator (DVO) group of organisations in the Department of Environment,
Transport and the Regions (DETR). It is the UK authority responsible
for ensuring that vehicles and vehicle parts have been designed
and constructed to meet national and internationally agreed standards
of safety and environmental protection. VCA also provide Management
System Certification services to the international standards ISO
9000 and ISO 14000. Certification allows motor manufacturers to
demonstrate that they have systems in place not only to ensure
the quality of their products, but also to minimise and make continuous
improvement to their effects on the environment during the manufacturing
and design processes.
Business Environment and Structure
6.1.2 VCA operates in a competitive market
against Approval Authorities of other European governments; since
any manufacturer can obtain type approval certificates from any
EU Authority and the certificates are then recognised across the
Union. Most of its staff are based at its headquarters in Bristol
with the remainder operating from its Vehicle Type Approval Test
Centre (VTAC) at Nuneaton and its offices in Detroit (USA) or
Nagoya (Japan). VCA also has an extensive network of appointed
Technical Services as well as Memoranda of Understanding with
leading specialist independent providers who work under the auspices
of VCA to provide service world-wide across the range of automotive
testing and certification standards.
6.1.3 VCA contribute to DETR objectives
of reducing deaths, injuries and the damaging environmental effects
arising from transport. It provides a UK base for the Global Automotive
Industry to gain legislative access to Europe. Specific objectives
Road Safety and Environmental Protection
to ensure, through the relevant vehicle
type approval scheme, that new vehicles and vehicles parts are
designed and manufactured in conformity with appropriate road
safety and environmental protection standards.
to provide an approval and certification
service which responds to the needs of industry and Departmental
customers on price, speed, flexibility and effectiveness and to
work with other parts of the DVO group to help ensure the services
of the group are delivered in a seamless and integrated fashion.
Efficiency and finance
to improve continuously its effectiveness
and efficiency, to recover its costs taking one year with another
and to meet financial and performance targets set by the Secretary
to value, develop and motivate staff.
Changes to VCA Aims
6.1.4 The service provided revolves around
European legislative schemes for vehicle type approval which have
remained largely unchanged for the past decade. Even in 1990 much
of the type approval work needed to be won in competition with
other European Authorities. The onset of the Single Market and
consequent gradual introduction of European Whole Vehicle Approval
Schemes increased the proportion of business subject to such competition
until today only a small percentage is under VCA monopoly. Increased
attention to vehicle emissions (for instance in the MOT test and
as a basis for Graduated Vehicle Excise Duty) brings the work
of the Agency closer to the concerns of the public at large.
6.1.5 VCA is managed by a Management Board
consisting of the Chief Executive, the Deputy Chief Executive,
the Heads of the three operating branches, the head of Planning
and Development and the Head of Finance. An organogram is shown
6.1.6 All Board members have previously
worked in UK industry (mainly in automotive manufacturers or suppliers)
as well as in other DETR policy divisions or Agencies. External
members of the Agency's Advisory Board are invited to attend Management
Board meetings at strategic times.
6.2.1 VCA has a range of targets and performance
indicators covering financial, service and quality issues. The
quality and service targets set by the Secretary of State (Key
Targets) have changed over the years to reflect the concerns of
the range of VCA stakeholders. For example accuracy of certificates
issued is always a concern of customers but as cash flow has become
an important issue for DETR (and VCA) targets which address performance
in that respect have been introduced.
|1.To achieve break-even or better on the commercial accounts whilst achieving at least a 6% rate of return of capital employed
||(Break-even)*||Not achieved (£54K operating loss)
||(£20K operating profit)
||Achieved (£154K operating profit)
|2.To achieve the Agency's net running cost limit
|Quality and Service||
|3.To have at least 98% of approvals issued error free
|4.Where errors do occur, to issue corrected invoices within another time of x working days
||3 days||1 day Achieved
||3 days* Achieved||1 day Achieved
|5.Where errors do occur, to issue corrected certificates within a median time of x working days
||3 days||2 days Achieved
||3 days* Achieved||1 day Achieved
|6.To have at least 98% of invoices issued error free
|7.To audit at least:||
|a.x% of VCA's type approval procedures*
|b.x% of MSC certification procedures*||not a target
|c.all non-compliances having corrective action plans agreed within 30 days
||not a target||
||100%*||89% Not achieved
|d.corrective action plans being completed within the specified time
||not a target||
||100%*||60% Not achieved
|8.To ensure that the figure for debtor days is x or less
||not a target||
|9.To invoice within one month after the completion of all MSC assessment activities
||not a target||
||100%*||49% Not achieved
|10.To receive a satisfactory appraisal report on VCA's technical performance from the Department of Transport's Chief Mechanical Engineer (CME)
* indicates Key Target set by the Secretary of State in the
year in question.
6.2.2 Failure to cover costs in 1998-99 was due to a
larger than forecast downturn in type approval work brought about
by the Asian financial crisis.
6.2.3 Failure to achieve 1999-2000 targets 7(c) and 7(d)
on corrective actions was largely due to a decision to concentrate
on customer-related priorities, particularly type approval work,
rather than on correcting non-critical failures in procedures.
All non-compliance cases were closed, however VCA are now keeping
on top of this.
6.2.4 Failure to achieve target 9 in 1999-2000 on speed
of invoicing was caused by delay in making the necessary changes
to procedures and because of on-going problems in getting customers
to agree complex draft invoices. Most of these problems have now
been overcome and in the 4th quarter 86 per cent of invoices were
issued within target time.
Vision and targets for 2000-01 and beyond
6.2.5 VCA strategy is to satisfy customers' expectations
gathered through regular customer surveys and from frequent and
ongoing discussions with individual customers.
6.2.6 The competitive business environment keeps attention
focused on the customer. The new challenges set by Modernising
Government means changes to organisation, working practices and
customer access. While VCA dealings with the general public are
minimal the Agency still ensure they play their part in providing
a seamless and efficient service.
6.2.7 Feedback from industry customers is that VCA must
continue to deliver and enhance its services in the following
Professional and technically competent staff.
Reputation and wide acceptability of our certificates
Ability to deliver ontime.
Rapid and easy communication with key VCA staff
around the world.
Rapid turn-around time for certificates.
Ability to provide testing and approvals at short
notice and to cope with changes in assessment programmes whenever
Authoritative initial advice and guidance on type
approval and system certification.
6.2.8 For the individual members of the public who use
any of the services of the DVO group feedback tells us VCA must
continue to deliver and enhance its services in the following
Helpful advice and services to the public on aspects
within our responsibility, coupled with swift, correct and friendly
redirection to other sources of information and services within
the DVO group or the wider public service, where that is appropriate.
Accurate, timely, useful and easily manageable
data on a range of type approval topics for use in enforcement,
taxation, testing and recall schemes.
Timely and value adding support on the development
of new and existing standards and legislation making.
Technically sound and timely enforcement testing
and follow-up programmes.
Co-operation and involvement where necessary on
new cross-agency projects and on the themes of the DVO group.
Customer Service Improvement Programme
6.2.9 To deliver the improvements customers and partners
are looking for the Agency focus on five themes:
Provide information and advice: Achieve
excellence and exceed industry's expectations in provision of
information, data, advice and interpretation on automotive and
systems certification standards. That implies keeping abreast
of new and forthcoming standards and technologies and delivering
with an authoritative, technically sound, practical, consistent
and value adding approach.
Strengthen expertise: Strengthen technical
expertise, testing capability and administrative professionalism,
by recruiting and training sufficient automotive engineers, system
assessors and support staff and in addition work effectively with
partner Technical Services in type approval work and other partners
in our system certification and information businesses. At the
same time we must maintain appropriate control and the "intelligent-customer"
capability in our dealings with all those partners.
Streamline systems: Re-engineer business
systems so that job handling, invoicing, accounting and external
communication meet current and (where possible) future needs of
customers, stakeholders and the Agency.
Motivate and Develop staff: Continue
to improve internal communication, staff development, personnel
and reward systems and our tools and facilities so that we maintain
an enthusiastic and committed workforce to be verified through
Business Development: Identify and
develop additional profitable business; set and achieve financial
2000-01 Key Targets
6.2.10 Key Targets set by the Secretary of State are
Achieve break-even or better on the commercial
accounts whilst achieving at least a 6 per cent rate of return
on capital employed.
Issue 98 per cent of approval certificates error
Score at least 90 per cent on the quality and
service matrix targets shown in the Business Plan.
Ensure that the figure for debtor days is 65 or
Ensure that invoices for Management System Certification
work are issued within an average of 30 days after completion
of the chargeable work.
Achieve Trading Fund status by 31 March 2001.
6.3 CUSTOMER SERVICE
6.3.1 The real tests for the Agency is its ability to
compete successfully. VCA aim to do this by providing flexible,
pragmatic and swift testing and certifications, backed up by excellent
information and interpretation. Another test is to perform the
statutory public role of ensuring standards are met effectively,
whilst at the same time helping UK and other motor industry manufacturers
to gain certifications which allow them access to Europe and beyond.
In the 1998-99 customer survey VCA scored BEST against the main
competitors. An improvement over 1995-96 where they were second
best. The fact that customers continue to use VCA when they have
alternative choices for most business is itself evidence of satisfaction
6.3.2 Close and regular consultation with the motor industry
is maintained through twice-yearly Type Approval Liaison Committee
meetings with the Society of Motor Manufacturers and Traders (SMMT).
The Agency attend meetings of the vehicle Importers Homologation
Group, similar liaison meetings hosted by DETR(C), including the
high level Vehicle Safety Liaison Group and the SMMT's Joint Engineering
6.3.3 Regular audits and visits are conducted for all
partners operating significant programmes with the Agency.
Code of Practice
6.3.4 A Code of Practice on Customer Services is addressed
both to industry customers and to members of the public who contact
VCA. Five complaints were received during 1999-2000. All were
answered to the satisfaction of the complainant. The Agency is
working with colleagues in other DVO Agencies to develop new life-event
Performance against other Internal Service and Quality Targets
6.3.5 As well as the main customer service targets shown
earlier the Agency also monitor performance against a number of
internal service and quality targets. Performance has improved
over the last two years in most areas despite having to train
a number of new type approval certification staff over the period.
Service and Quality targets
|From technically cleared to issueddays to process
|System and component||
|50% of jobs||5
|90% of jobs||9
|Whole vehicle|| ||
|| || |
|50% of jobs||4
|90% of jobs||20
|When errors in type approval certificates do occur, for whatever reason, the median time taken to issue correct documents shall be within x working days of notification*
|To conduct at least one audit on each of our Technical Services and Agents during the year
||||Not achieved (2 Technical Services not scheduled in)
|| || || |
|Certificates to be issued within one month of the completion of assessments and closure of non-compliances
||||Not set as a target
||||92% Not achieved
|95% of assessment reports to be error free when reviewed by Head of Operations
||||Not set as a target
||||Approx 90% Not achieved
|No assessment recommendations concurred by Head of Operations to be rejected by the VCA Certification Compliance Committee
||||Not set as a target
|To pay x% of undisputed invoices received within 30 days
Training and Investors and People
6.3.6 Two programmes to deliver service improvements
are through information technology systems (IT) and better management
and training of staff round Investors in People (IiP) and Modernising
Government standards. Both require up-front investment and neither
necessarily lead to being able to provide cheaper services at
lower cost; more often the service is at the higher level demanded
by the customer.
6.3.7 The main themes of VCA's IT (and wider e-commerce/ICT)
development strategy are to :
enable ready electronic exchange of type approval
documentation with customers, other approval authorities, parts
of government, particularly the DVO Group, and the public; in
particular to meet the government's targets for electronic communication;
further develop electronic handling and storage
of key operational documentation and reports;
improve "knowledge management" of information
on new standards, interpretations and customer needs and requests
so that all relevant staff have live access and input to such
improve support, reliability and robustness and
contingency plans for our software and hardware systems;
improve effectiveness and efficiency of our use
of standard office software;
ensure our IT systems are compatible with others
in the DVO group whenever that is appropriate;
piggy-back on wider government systems for e-purchasing;
improve the linkages and usefulness of our website
to both customers and VCA (as a marketing tool).
6.3.8 In support of this strategy a number of projects
are due to be completed during 2000-2001. Dovetailing with the
infrastructure upgrades necessary to achieve better communication,
implementation of "Tempo" (integrated time recording/job
register application) will be completed in Bristol later in 2000,
with roll out to the other offices following shortly thereafter.
The "Tempo" application will facilitate much improved
efficient working practices allowing easy time recording and subsequent
billing, along with electronic expenses processing and enhanced
6.3.9 The next major priority is to complete the implementation
and development of the document management and work-flow application
purchased last year. Roll out has had to fit around other priorities,
but it is still an essential part of the drive to improve the
efficiency of processes and provide for the handling of customer
information in various paper and electronic formats. Integrated
with the document management system we will further utilise the
"Q-Pulse" application for controlling documents and
"Trove" and desktop publishing software for developing
publications. Our electronic Type Approval Handbook delivered
using the "Trove" application has been well received
and will be further developed and made available commercially
to outside customers. It is important to use IT to manage the
wide range of information on standards in forthcoming legislation.
| ||1998-1999 (£000)
|Staff Costs (Approx)||66
6.4 DVO STRATEGIC APPROACH
6.4.1 The Chief Executive is a member of the DVO Strategy
Board and VCA staff provide input to a number of the sub-groups
and project teams, including those on new publications, marketing,
personnel and smart tachgraphs. Many of the larger projects are
led by other Agencies but VCA participates in all the relevant
groups, for instance the main IT support re-tendering project,
and provides input to the long term development of DVO policies,
process and services. VCA is a key player together with DVLA and
DETR(C) in the Graduated VED project and in providing returns
for the CO2 reporting Directive.
CO2 emissions website
6.4.2 One of the main areas where DVO has helped to focus
effort is in the promotion of public awareness of vehicle emissions.
VCA, DVLA and DETR(C) have worked together with Treasury, Inland
Revenue and vehicle manufacturers (SMMT) to produce a user friendly
website (and similar paper publications) which enable users to
compare the emissions and fuel consumption of different cars and
to predict the levels of VED and company car tax.
6.4.3 While VCA maintained good working relations with
those parts of the other DVO Agencies before the introduction
of the DVO concept, the initiative has altered the way the Agency
thinks of its work. There is now much greater recognition of the
other Agencies and DETR(C) working together to deliver improvements
to citizens and business. The focus on "life events"
has strengthened the approach.
6.5 MODERNISING GOVERNMENT
Better Business Planning
6.5.1 As a fee-earning, competitive business VCA has
a regular business planning process. That is being tuned to align
better with DETR timetables and also to make the process of planning-monitoring-acting,
more robust. This is supported by risk management techniques and
by continually revisiting our disaster recovery and business continuity
plans. Over the past two years VCA have developed new software
designed to base our planning forecasts on our product lines and
then to link this with our newly designed in-year monitoring information.
Motivated and well equipped staff
6.5.2 Continually improving the management, motivation
and training of staff has long been an aim of VCA. The Agency
has an open management culture and a Total Quality philosophyaim
to get each part of the process right first time but to improve
it whenever possible. There are, of needs, several written procedures
but the Agency aim to create the right atmosphere, conditions
and feedback opportunities to encourage the participation of staff
at all levels in the continuous improvement of the business through
work improvement groups and other methods.
6.5.3 Attention has been given to improving pay for specialist
staff. Work will continue on that with a view to implementing
new arrangements in 2000. A group bonus scheme rewards hitting
or exceeding business targets.
Partnership and equality and diversity
6.5.4 Two-way communication is encouraged through regular
line management operations, the staff performance and appraisal
system, the VCA Newsnote, Suggestion Boards and a range of group
briefings. Management consult trade unions directly and through
the Whitley arrangements. Open and fair competition for recruitment
and promotion, together with a robust Diversity policy and action
plan, supported by agency-wide awareness training, all underpin
our personnel policies.
Investor in People
6.5.5 Maintaining Investor in People (IiP) accreditation
(won in July 1999) is a priority. Much of the training for Product
Certification staff is in-house whilst Management System Certification
staff and contractors continue to attend mandatory external courses
and examinations. Further training will be provided on office
software and the use of the Web. Making wider use of the Web for
information gathering/sharing is seen as a career development
Health and Safety
6.5.6 A programme of redecoration and health and safety
assessment at all leased premises is aimed at providing the right
environment for staff to work. Environmental friendly practices
working with local authorities and transport operators
to make travel by public transport more convenient for staff;
encouraging car sharing and providing facilities
at Nuneaton to encourage cycling to work (facilities have already
been provided at Bristol);
positively considering minimal energy usage in
all purchasing requirements and service contracts and achieving
targets for the reductions detailed in our Green Plan;
reducing paper via use of electronic media.
6.6 GLOBAL VEHICLE
6.6.1 Major customers (Jaguar, Ford, Rolls Royce, Toyota
Derby, Honda Swindon, Nissan Sunderland) have large programmes
in train or planned with VCA. All these UK based manufacturers
and many others, large and small, want to work with VCA's flexible
and sympathetic (yet robust and impartial) high status service.
Many other companies world-wide want to work with VCA because
they offer highly regarded certificates that they would not get
from any other Authority. Newly agreed type approval and management
system certification standards underlie much of this work and
promise still more.
6.6.2 VCA is continuing to play an enthusiastic part
in the DVO project and will be making a significant contribution
in verifying the emissions data for the graduated VED schemes.
That initiative has highlighted VCA's potential to be a focused
supplier of specialist information and, in the current environment
of market need for such consumer information and choice, that
may offer additional, but as yet unforeseen, revenue streams.
Indeed being part of Government and providing both a Technical
Service and Approval Authority, is seen by customers as a strength
6.6.3 Although there are currently good prospects, the
level of mainstream business could fluctuate because of changes
resulting from mergers in the global auto-industry. Whilst the
result of the BMW sale of Rover to Phoenix and Ford should re-establish
VCA's work with these companies any future uncertainties about
Phoenix could influence VCA workload to some degree. The strong
German influences in Daimler-Chrysler (Chrysler are our most important
US customer), the Volkswagen purchase of Rolls-Royce/Bentley
could and the virtually complete takeover of the (once
proud) UK truck industry have similar effects in the future although
the indications at present are otherwise. [Asked VCA to reconsider
the naming of names.]
6.6.4 Despite some uncertainty VCA's judgement is that,
with some increased effort on selling its service to customers,
there is the potential for continued growth in the overall level
of type approval and management system certification work. However,
much of the benefit of that growth (ie providing a better service
and more information to UK industry) will be absorbed by the need
to constrain charges to what the market will stand which means
keeping below the rate of inflation.
6.6.5 The volume of new standards, particularly those
addressing new areas of work, often means requests for advice
or information or the setting up and piloting of schemes for the
Department's policy divisions (VSE and VET). In the past that
was often not paid for, on the basis that "there will be
plenty of testing from all this". However this is not quite
so easy in practice because of annuality. Moreover, it is very
difficult to recover such investment if the costs cannot be spread
over a significant number of tests. A number of these new standards
involve after-market or component manufacturers new to regulation
and who therefore require significantly more help than VCA's larger
existing customers.VCA can often provide a great deal of advice
and support for these UK businesses and hence help them to sell
in Europe and beyond, but the costs of that in full is difficult
to achieve through direct charges to these often small and diverse
range of customers and the subsequent testing and approval work
for VCA may not be that substantial.
6.6.6 Appointing new private sector agents to work on
our behalf, which is difficult to decline, particularly in the
UK, can mean less profitable technical work for VCA but nevertheless
requires intensive management to educate them and keep them up
to scratch and well informed. These costs too can be difficult
to recoup. Altogether the Agency is providing more effort which
is neither directly nor indirectly related to its fee-earning
activity but which is supporting industry or developing UK government
policies. Whilst these costs have until now been borne as an overhead,
this can no longer continue in the competitive climate in which
VCA finds itself. The move to Trading Fund now being planned will
help absorb these sorts of variations in income and expenditure
and DETRis now recognising the need to fund some of this activity.
The Trading Fund financial regime ensures that the needs of paying
customers can be met and the public purse receives a financial
return on capital employed in the business over, usually, a five
year period taking one year with another. This longer planning
and delivery time horizon aids medium term business and investment
planning and avoids inefficiencies imposed by year-end closing
of the books.
Management System Certification
6.6.7 Competition for Management System Certification
business is fierce. This is the direction taken by the larger
companies VCA works with. More detailed, probing and specialist
assessments so as to add value. This has been the marketing strategy
and VCA aim to capitalise on accumulated expertise.
6.6.8 VCA face competition in recruiting and retaining
engineers who have the right professional and personal skills
to deal with the judgements on quality, service and risk that
they are now having to make. The Agency is reviewing pay and grading
arrangements. This will almost certainly place upward pressure
on VCA costs while customers are looking to exert downward pressure
on VCA charges. A tension it may prove difficult to manage. This
could put a break on business growth. However the aim is to offset
those increased costs with efficiencies coming from improvements
in internal management information, accounting and document management
systems combined with better absorption of overheads through growth
in business. This will be difficult to manage but failure to address
recruitment and retention would dampen business growth. If the
agency lack skilled engineers time critical projects, as most
of them are, will be taken to approval authorities abroad.
6.6.9 VCA maintains a robust yet reasonable approach
to the application and supervision processes of European type
approval standards. This is far removed from "gold-plating"
as characterised by critics of some UK regulatory regimes. This
robustness puts VCA at a business disadvantage with some industry
customers who seek only the easy solution, and with competitor
Authorities that are seen as being willing to provide it. This
is not helped by low charges offered by some subsidised competitors
from other EU governments, particularly when the auto-industry
is increasingly interested in lowering costs.
6.6.10 The Ministerial Advisory Board has endorsed VCA's
ensuring standards are met;
providing approval and certification services
providing advice and guidance to industry; and
providing advice and support for the development
of Government policy and negotiations in Europe.
6.7 MAJOR REVIEWS
6.7.1 VCA was one of the Agencies included in the DVO
review conducted during 1998. That review examined the fundamental
aims of the group of Agencies as well as the option for structural
organisation. It concluded that the best way forward was the DVO
Strategy Board approach now in place. That review was informed
by an Evaluation Report on the performance of Agency over the
6.7.2 In the context of VCA's operations and size the
independent customer survey undertaken every three years effectively
constitutes a significant review of the Agency's performance.
The last survey was conducted in summer 1998 with the results
discussed with the VCA Advisory Board and featured in the 1998-99
Annual Report. The Agency scored "best" against its
European competitors over a range of "key importance factors"
agreed by Industry. The next survey is due to take place in summer
6.7.3 VCA's accounts are subject to audit by the National
Audit Office and are published as Annual Report and Accounts.
NAO audit has not identified any significant problem. Regular
internal audits of financial and support systems (including IT
security, travel and subsistence accommodation) are undertaken
every year. There have been no significant problems identified.
An audit of recruitment and promotion policies was conducted by
the Civil Service Commission in 1998.
6.7.4 VCA is subject to regular review in connection
with accreditation to perform ISO 9000 and 14000 and other similar
certifications undertaken by the UK and USA national accreditation
6.8 CONTINUOUS IMPROVEMENT
6.8.1 VCA's need for continuous improvement is driven
principally by two factors:
industry customers' desire for an ever more flexible
and informative service delivered over a shorter time-scale at
no increase in or at less cost; and
Ministers' desire for the effective introduction
of better (usually more complex) standards which offer improved
road safety and environmental protection.
To balance this tension VCA operate a rolling business planning
system. With continually re-assessment of customer needs and control
on costs to keep any fee increase at or below the retail price
6.8.2 Future investment will be focused on training to
keep staff up-to-date with emerging standards and techniques.
Staff will need to become expert in the latest car emissions standards,
featuring revised test cycles and on-board diagnostics together
with forthcoming similar changes in heavy engine standards. The
importance of software in standards covering safety-related vehicle
systems is also increasing. New, highly detailed and demanding
standards for management system assessment are also being introduced
6.8.3 A second priority is IT/communications to meet
the data exchange and access demands of industry, the public and
other parts of government. Electronic exchange of the very diverse
and complex range of type approval data with a variety of manufacturers
and other approval authorities, and then handling and storing
that data internally will be the central feature of our IT programme
over the coming years.
6.9 KEY FACTS
| ||1998-99 £000 (Actual)
||1999-2000 £000 (Actual)
||2000-01 £000 (Forecast)
|Cost of sales and administrativeexpense etc
|Notional interest payable||(76)
|Surplus/(Deficit) for the year||(130)
|Running costs (cash)||
|Staff costs (including socialsecurity, pension and bonuspayments)
|General Admin Expenditure||1980
|Office machinery and furniture||38
|| ||(note+£145 ICT bid)
|Professional and technical||43
|Administration and support||43
6.9.1 The higher levels of turnover in 1999-2000 and
forecast for 2000-01 are as a result of increases in type approval
programmes and also in enforcement and information programmes
undertaken for DETR. The increased capital provision in both years
compared with earlier arose from the purchase of hardware and
software to support new office applications and electronic document
6.9.2 VCA operate under a net running cost financial
regime. This provides useful flexibility particularly as demand
for our services rises but also requires careful cash management
particularly over recent years where as a result of customer pressure,
much more of our work has been charged in arrears.
6.10 LIST OF
The following documents, referred to in the text are all
enclosed. Further copies are available from VCA, 1 Eastgate Office
Centre, Eastgate Road, Bristol BS56XX.
1. VCA Framework DocumentMay 2000
2. VCA Annual Report andAccounts 1998-99
3. VCA Annual Report and Accounts 1999-2000
4. VCA Business Plan 2000-01
5. New Car Fuel Consumption and Emission figuresJuly
2000 (also on http:www.vca.gov.uk/fcb.htm)
6. VCA Code of Practice