The Driver and Vehicle Operator (DVO) Group is part of the Department for Transport and is made up of four agencies: the Driving Standards Agency, the Driver and Vehicle Licensing Agency (DVLA), the Vehicle Certification Agency (VCA) and the Vehicle and Operator Services Agency (VOSA). It was established in 2003 to promote closer collaboration between the agencies and to develop modernised co-ordinated services in order to deliver improved customer services and value for money. The Highways Agency is an executive agency of the Department for Transport and is responsible for operating, maintaining and improving the strategic road network in England. Issues considered in the Committee's report include how the agencies contribute to departmental objectives and policy, issues of accountability and transparency, agency funding and accounts, shared systems and co-ordination.
This publication provides a framework of best practice guidance on the management of healthcare waste to help healthcare organisations and other producers meet legislative requirements. It replaces the Health Services Advisory Committee guidance document 'Safe disposal of clinical waste' (1999). The guidance has been revised and updated to take account of legislative changes governing waste management, storage, carriage, treatment and disposal, health and safety. Key recommendations include: adopting a new methodology for identifying and classifying infectious and medicinal waste called the 'unified approach'; a revised colour-coded best practice waste segregation and packaging system to promote standardisation across the UK; the use of European Waste Catalogue (EWC) codes for waste documentation; and an offensive/hygiene waste stream to describe non-infectious waste (human hygiene waste and sanitary protection waste such as nappies, incontinence pads etc.).
Last year the European Commission published a staff working document that was principally concerned with extending the Commission's involvement in transport security matters. Land transport security measures seek to prevent acts of unlawful interference against passengers, freight or transport infrastructure in the road and rail sectors. Unlawful interference, as referred to in the Commission's document, includes anything from terrorism to relatively minor crime against passengers and transport operators. The conflation of such wide-ranging security issues is not helpful and the Government is urged to ensure that any future EU land security transport proposals are more focussed. Overall, the current risk-based approach to land transport security in the UK are working well and security measures deployed across UK transport modes are proportionate to the current threats that any given sector is exposed to. However, some weaknesses in the UK's current land transport security regime were identified, including, for example, procedures for dealing with multi-modal transport hubs at which different threat levels are applied to different modes; ensuring that staff had a consistent level of training and an understanding of potential threats, risks and preventative measures; and the difficulty of maintaining a high level of both staff and public vigilance. The principal recommendation is that the Government should participate actively in EU discussions to ensure that any detailed proposals are focussed and appropriate to the UK. Parliament should be keep abreast of developments so that we can continue to contribute to the shaping of policy in this area
Ministers have challenged all Departments to reduce their 2004 sickness rates by 30% by 2010. This report looks at the sickness levels in the Department of Transport and its seven executive agencies, which average 10.4 days sickness for each full-time employee (compared to a Civil Service average of 9.8 days). However the performance is varied. The central Department and four agencies have sickness levels at or below comparable organisations but three agencies have higher levels and the Driving Standards Agency and the Driver and Vehicle Licensing Agency have absence rates of 13.1 and 14 day respectively. If there is going to be a significant change there needs to be action at the corporate and individual business level. Corporately there needs to be: targets for each part of the Department, tailored to circumstances; quality standards for recording sickness with the provision of management information; a consistent framework for evaluating initiatives and sharing good practice. At a business level more could be done to ensure that line managers were aware of their responsibilities and improve intervention in long-term cases.
This NAO report (HC 1047, session 2007-09), examines rail franchises and the impact they have had on franchises competition; the taxpayer; the passenger and the approach to managing rail franchises in general. Passenger rail services are provided by train operating companies under franchise agreements which generally run 7-10 years. Whilst responsibility for the operation and condition of the track rests with Network Rail, the Department of Transport has ultimate responsibility where it affects passengers and has taken oversight responsibility for passenger rail franchising following the abolition of the Strategic Rail Authority in 2005. The National Audit Office has set out the following recommendations in respect of rail franchises, including: on letting franchises, regional decision making bodies, should have greater involvement; where bids for rail franchises occur, alternative options should be taken into consideration, such as value for money and affordability; that there should be transparency on financial support for franchises with information on how fares cover the overall costs of passenger rail services and the extent of Government support; that there should also be greater transparency on service quality standards; the Government, when negotiating extra passenger capacity, needs to adjust the contract revenue target where appropriate, so that it can better engage in commercial negotiations; also the Department should staff the National Networks Group adequately and not rely unduly on agency staff, given the strategic importance of rail franchising and the potential to reduce direct subsidies.
Somali piracy poses a threat to the UK's national interests as well as global trading routes and international security. The costs of allowing piracy to proliferate are high. The British shipping industry is worth £10.7 billion to the UK's GDP, and the costs of security, insurance, re-routing have vastly increased the costs of doing business. Over $300 million has been paid in ransoms to Somali pirates over the past four years, and thousands of seafarers have been held hostage, some of whom have been subject to cruel treatment and even torture. Self-defence measures, multi-national naval operations and prosecutions have begun to take effect, but have not yet contained the problem. The major international conference on Somalia in February 2012 must produce results. Although private armed guards will be permitted on UK shipping, the Government's guidance on the use of force, particularly lethal force, is very limited and there is little to help a ship's master make a judgement on where force can be used. The Committee also expresses surprise that so little is known about what happens to ransom money. The solution lies in establishing order on land, ending impunity for piracy crimes and offering alternatives. However, the report warns against international claims to deliver a solution in Somalia, and urges the Government to develop its engagement with and support for Somali civil society organisations and local projects. The FCO should also review its communication and other procedures to support family members of British hostages held abroad.
The effective operation of devolution stands the best chance of success if both the UK and Welsh governments share knowledge and understanding, concludes the Welsh Affairs Committee in this report. The Committee makes a number of recommendations to improve the relationship between Wales and Whitehall. A broad review of how intergovernmental relationships are coordinated is required. The Joint Ministerial Committee should meet on a regular basis and ministers at all levels should be alert to the consequences of policy and legislation on devolved areas. The Cabinet Office should take lead responsibility for devolution strategy in Whitehall. Whitehall has lost a focus on the devolution settlement and too often has displayed poor knowledge and understanding of the specificities of the Welsh settlement. The Civil Service needs more consistent training and clear department-by-department focus on retaining devolution knowledge and understanding. The Welsh Assembly Government should have the confidence to interact with Whitehall and to promote areas of good practice. The Cabinet Secretary and the Permanent Secretary to the Welsh Assembly Government should give evidence annually to the Welsh Affairs Committee. Finally, reform of the Barnett Formula is required. The current financial settlement does not appear sustainable and a new arrangement needs to be built on an agreed and enduring basis which is demonstrably fair and sensitive to the particular circumstances of Wales.
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