Department for Transport Annual Report 2007 (Cm 7095)

Chapter 2: Responsibilities and organisation of the Department

2.1 This chapter sets out the Departments aim, objectives and strategy. It explains its responsibilities and structure, and how we work with others to deliver.

2.2 The Department retains UK policy responsibility for a number of functions which relate to Scotland, Wales and Northern Ireland. In all three, it is generally responsible for aviation and shipping. In other policy matters, the position varies. For example, the Departments responsibilities extend to Wales and Scotland for rail safety and for some aspects of road traffic regulation such as vehicle licensing.

2.3 The Department for Transports aim is transport that works for everyone. But this year, with the Eddington study and Stern review in mind, and with our capability review due to begin in spring 2007, the Board decided that it was appropriate to revisit our departmental aim and objectives and make sure we express clearly and consistently what we are here to achieve.

2.4 The changes show that tackling congestion is part of contributing to economic growth, rather than an end in itself. They make clear that reducing casualties is about security as well as accident prevention. The changes also clarify that our goals are to promote social inclusion by improving peoples access to jobs and services, as well as promoting accessibility in its narrower sense of making travel easier for disabled people.

2.5 So the aim transport that works for everyone means a transport system which balances the needs of the economy, the environment and society. And in support of the aim, there are four strategic objectives which focus on the core areas of our business:

• to sustain economic growth and improved productivity through reliable and efficient transport networks;
• to improve the environmental performance of transport;
• to strengthen the safety and security of transport; and
• to enhance access to jobs, services and social networks, including for the most disadvantaged.

2.6 To achieve these objectives, the Department for Transport provides leadership across the transport sector, working with regional, local and private sector partners who deliver many of the services. Its work is focussed around six key tasks:

• improving the current operation and capacity of transport networks and services, and providing better information for travellers;
• shaping the future pattern of demand for transport, including through land-use planning and appropriate pricing;
• tackling the environmental impacts of transport through pricing, regulation, technology, consumer information and promoting efficient use of resources;
• planning and managing investment programmes for the long term;
• regulating and licensing certain transport services and operators; and
• managing information and delivering services to support wider government objectives.

2.7 The Department strives to carry out its work effectively and efficiently, achieving value for money from its expenditure. It also aims to be a good employer and to innovate in public service, management and delivery.

2.8 The new objectives were introduced at the end of January 2007. Detailed reporting of progress reflects the objectives set out at the beginning of the period in the Departments 2006-07 business plan.

Strategy

2.9 Our strategy is described in the white paper, The Future of Transport: a network for 2030, published in July 2004. This sets out our understanding of the factors that will shape transport over the next 30 years and how we will respond to those challenges, through a strategy of sustained investment, improved management and long-term planning. The strategy seeks to balance the benefits that transport offers against the costs that it imposes. It aims to provide sustainable solutions to achieve the Departments objectives as efficiently as possible.

2.10 The past year has seen the publication of a number of key studies of relevance to long-term transport strategy. The most important of these are the Eddington study, which looked at the contribution of transport to economic growth and productivity, and the Stern review of the economics of climate change.

2.11 The Secretary of State has announced that the Department will provide a detailed response to the Eddington study in 2007. This will take forward the 2004 white paper in the light of the evidence provided by Eddington and Stern. It will set out new plans to minimise carbon emissions and sustain economic growth, by delivering improvements to transport at the national, regional and local levels. It will also reflect the conclusions of ongoing work on the long-term development of rail, as well as the conclusions of the ports policy review and the further steps on road pricing mechanisms. The Department expects to publish this response alongside the Comprehensive Spending Review.

Sustainable development and appraisal

2.12 The Department for Transport develops its strategy and policies within the context of the Governments sustainable development framework, which means taking into account the consequences of transport for the health of the economy, of the environment and of society.

2.13 To achieve this, the Department uses a rigorous appraisal framework to ensure it achieves the highest net benefit to society for the public funds it spends. This means taking account of the full range of costs and benefits of policies. Costs include not only the monetary cost of the policy itself, but also environmental costs such as carbon emissions and noise. Benefits include time savings from faster and more reliable journeys, and wider benefits such as reductions in pollution.

2.14 The Department for Transports appraisal framework, the New Approach to Appraisal (NATA) assesses the value for money of transport spending by considering its impact against five overarching government objectives and 23 sub-objectives covering the environment, safety, the economy, accessibility and integration.

2.15 The environmental sub-objectives are all assessed qualitatively with most using a seven-point descriptive scale, ranging from large adverse to large beneficial impacts. Work has been ongoing to quantify the environmental impacts. Guidance is now available to place a value on the greenhouse gas emissions produced by a transport investment, using official estimates of the social cost of carbon. The Departments long-term aim is to develop the financial valuation of environmental impacts further. Work is currently underway on the financial valuation of the impact of transport schemes on the landscape.

2.16 We are currently considering how our appraisal guidance will need to change to reflect the Eddington and Stern recommendations.

2.17 In addition, the UK sustainable development strategy required all departments to produce a sustainable development action plan. The Department produced its first plan in January 2006, against which it will publish a progress report in May 2007.

2.18 In June 2007, the Department will publish its sustainable development action plan for the year 2007-08, which will replace the previous plan. This includes examples of key commitments to sustainable development, ranging from departmental strategic policy to estates management and recycling. The plan is published on the DfT website. The Department will report progress on this plan in 2008.

2.19 DfTs executive agencies will also report separately with their own sustainable development action plans.

Measuring progress against objectives

2.20 To assess its progress in delivering on its objectives, the Department reports against a number of targets, including but not restricted to its Public Service Agreement (PSA) targets. Objectives relating to the full range of the Departments business, including PSA targets, were published in its business plan Delivering Better Transport: Priorities for 2006-07 to 2008-09.

Public Service Agreements

2.21 Public Service Agreements link the allocation of public expenditure to published targets with the aim of delivering modern, responsive public services. PSA targets are set for services or outcomes which the Government sees as key national priorities. They express the outcomes sought by the Government, defining clear, long-term goals to provide ambition and a sense of direction, as well as representing a contract between the public and the Government.

2.22 The Departments PSA targets for the period 2005-08 are set out in the framework of aims and objectives which were published in the Spending Review 2004 and came into effect in April 2005. The coverage of these targets is broadly the same as the previous targets set in the Spending Review 2002, with the addition of one new target on climate change. Following the transfer of responsibility for London Underground Limited (LUL) to the Mayor of London, a PSA target for LUL was not retained. Performance of LUL will, however, continue to be monitored against the six performance indicators agreed with the Mayor, five of which become incrementally more challenging until 2010. The efficiency target, which was a PSA target before April 2005, will also be monitored.

2.23 Appendix D of this report provides detailed information on these targets, the performance indicators used to measure progress and performance against targets based on the most recently available data. In addition, each chapter of the report makes clear where the activities contributed to the delivery of PSA targets.

Partnerships

2.24 The Department achieves many of its objectives by working in partnership with a wide range of public and private sector bodies. The nature of the partnerships varies widely, as does the level of direct control by the Department. It funds some services through delivery partners such as Network Rail and local authorities. In other areas, such as aviation and logistics, where most of the funding comes from the private sector, the Departments role is more like that of a stakeholder.

2.25 The Department also works closely with many other Government departments and agencies to ensure that our transport policies reflect and contribute to wider government objectives. Examples include:

• working with the Department for Environment, Food and Rural Affairs (Defra) on our shared air quality and climate change PSA targets, and contributing to the delivery of the wider climate change and sustainability agendas;
• working with the Department of Trade and Industry (DTI) on our shared climate change PSA target;
• working with Communities and Local Government (CLG) on the development and implementation of their Sustainable Communities Plan;
• working with the Department of Health, through the aviation health working group, to tackle issues of common interest on the welfare of air passengers, including research on air travel related deep vein thrombosis and cabin air quality;
• working with the Department for Education and Skills (DfES) and the Department of Health to find ways of reversing the rapid rise in the number of children travelling to school by car, to improve child road safety, and to highlight the links between sustainable travel and health;
• working with the Home Office, police and local authorities to tackle road safety, vehicle-related criminal and antisocial behaviour; and
• working with other key departments to complete the implementation of the 37 cross-government policies contained in the Social Exclusion Units 2003 report, Making the Connections: Transport and Social Exclusion. Thirty-four of these policies have now been implemented.

2.26 The Department has also produced a strategy and action plan explaining how we propose to meet the aims of the 1998 compact between the Government and the voluntary sector.

Role of the executive agencies

2.27 Much of the Departments work is delivered by our seven executive agencies:

• the four agencies which form the Driver Vehicle and Operator (DVO) Group
  Standards Agency (DSA)
  and Vehicle Licensing Agency (DVLA)
  Certification Agency (VCA)
  and Operator Services Agency (VOSA)
• Government Car and Despatch Agency
• Highways Agency
• Maritime and Coastguard Agency

2.28 The agencies make a major contribution to meeting the Departments objectives. They employ some 90 per cent of our staff and are the point of contact with the Department for most members of the public. Chief executives are accountable for the performance of their agencies and each agency is required to publish its own business plan and annual report.

Driver, Vehicle and Operator Group

2.29 The Driver, Vehicle and Operator (DVO) Group consists of four executive agencies DVLA, DSA, VCA and VOSA and a centrally based Strategy and Resources Directorate. Established in its current form in 2003 to deliver a programme of joined-up, modernised services, the Group has recently reviewed and updated its strategy to 2011. The Group contributes to the delivery of a number of departmental and cross-government objectives, making our roads safer, our journeys more reliable and our environment cleaner. The Group is also making its services more accessible through modern and efficient methods.

2.30 The DVO Group financial regime is based primarily on the trading fund model. DSA, DVLA and VOSA are formally designated as trading funds and VCA also operates on commercial lines. Under this arrangement, many of the Groups activities are not funded directly by the taxpayer. Instead, most of its income comes from fees charged to customers.

2.31 The group employs more than 11,400 staff, about 60 per cent of all those in the Department.

Strategy and Resources Directorate

2.32 The DVO Groups Strategy and Resources Directorate develops strategies and policies for the group as a whole, ensuring the Groups agenda is in line with the broader policies and priorities of the Department and across government. The directorate, which also fulfils a support, sponsorship and advice role to the agencies, has around 40 staff based in London and Bristol.

Driving Standards Agency

2.33 The Driving Standards Agency (DSA) is responsible for promoting road safety through improving driving standards. DSAs mission is safe driving for life. This includes ensuring that learner drivers, motorcyclists and driving instructors are assessed for their skills fairly and efficiently through theory and practical driving tests. It maintains the register of approved driving instructors (ADI) and large goods vehicle (LGV) instructors and supervises training for learner motorcyclists. DSA is a trading fund with around 2,600 employees. DSA is largely based in Nottingham, its call centre is in Newcastle and it has over 400 driving test centres across Britain.

Driver and Vehicle Licensing Agency

2.34 The Driver and Vehicle Licensing Agency (DVLA) is the largest DfT agency. Its principal objective is to maintain an accurate and up-to-date record of all those who are entitled to drive various vehicles, together with a register of all vehicles entitled to use public roads. It is responsible for the collection of vehicle excise duty (VED), collecting around 4.5 billion per year, and it sells over 200,000 number plate registration marks each year. DVLA employs around 6,000 staff at sites in Swansea as well as in a network of 40 local offices throughout Great Britain.

Vehicle Certification Agency

2.35 The Vehicle Certification Agency (VCA) tests and certifies that vehicles and vehicle parts have been designed and constructed to meet internationally agreed standards of safety, environmental protection and crime prevention. In addition, VCA publishes the definitive data on emissions, fuel consumption and noise for models of vehicles. Its mission is to be the best type approval and certification authority, specialising in the automotive industry. During 2006-07, VCA expanded its operations into India. VCA operates in a competitive market and has a remit to meet its full costs from earned income. It employs 140 staff based at sites in Bristol and Nuneaton in the UK, and in the USA, Malaysia, China, South Korea, Japan and India.

Vehicle and Operator Services Agency

2.36 The Vehicle and Operator Services Agencys (VOSAs) main objectives are to raise compliance of the road haulage industry with licensing, roadworthiness, road traffic and environmental regulations and standards through effective testing and training services, and targeted enforcement activities. It also supervises the MOT scheme for private vehicles and supports traffic commissioners in their responsibilities for operator licensing and bus registration services. Its primary focus during 2006-07 has been on improving the effectiveness of its operations to drive up roadworthiness standards of vehicles on our roads. VOSA employs around 2,500 staff working in Bristol, Birmingham, Cambridge, Eastbourne, Edinburgh, Leeds, Swansea and 100 operational sites nationwide.

Figure 2a: DVO Group spending 2001-02 to 2007-08

Government Car and Despatch Agency

2.37 The Government Car and Despatch Agency (GCDA) aims to be governments first choice of secure provider for moving people, mail and documents. It does this through two main services, Government Cars and Government Mail. Government Cars provides secure cars and drivers to ministers, senior civil servants and others in government and the wider public sector. It operates a fleet of about 170 cars, all of which are maintained by its own workshops, and managed by its fleet management section.

2.38 Government Mail incorporates the InterDespatch Service and provides a range of mail distribution, mailroom management, secure mail screening and reprographic services to mainly central government departments and agencies. GCDA employs around 300 people and is based in London, with regional depots in Birmingham, Bradford, Cardiff and Runcorn.

Figure 2b: GCDA spending 2001-02 to 2009-10

The Highways Agency

2.39 The Highways Agency operates, maintains, improves, and ensures the safety of the strategic network of motorways and major trunk roads in England on behalf of the Secretary of State for Transport. The strategic road network is valued at over 81 billion1 and comprises over 7,300 kilometres of motorway and trunk road.

2.40 The Agency also sets and maintains road, safety and structural standards used by many local authorities for the non-trunk A-roads and other roads that they manage.

2.41 The Agency employs around 3,400 staff in London and eight further office locations around the country. This total also includes approximately 1,100 operational traffic officers patrolling motorways across the country, and 400 support staff in seven Regional Control Centres.

2.42 The Agencys operations and achievements during 2006-07 are described in detail in Chapter 4 including the continued roll out of the Traffic Officer Service, developments with traffic management initiatives, maintenance, and its contribution towards delivery of the PSA reliability target for strategic roads.

Figure 2c: Highways Agency spending 2001-02 to 2007-08

Maritime and Coastguard Agency

2.43 The Maritime and Coastguard Agency (MCA) is responsible for supporting the Department in developing and implementing the Governments maritime safety and environmental protection strategy by:

• promoting safety at sea and on the coast;
• providing a 24-hour maritime search and rescue co-ordination service;
• preventing pollution from ships and minimising the effects of pollution incidents by reacting quickly and effectively;
• maintaining the quality of ships on the UK Ship Register through regular surveys and inspections; and
• promoting high levels of maritime safety and security.

2.44 In the course of a year, MCAs work includes dealing with around 18,000 calls to coastguard co-ordination centres, and sending maritime and aeronautical search and rescue resources to about 8,000 of those, assisting over 25,000 people. MCA carries out around 3,500 surveys of UK-registered ships and over 6,000 inspections of foreign and UK ships, as well as co-ordinating any counter-pollution operations around the UK.

2.45 MCA is also responsible for processing 10,000 certificates and other documents that allow seafarers to work at sea and over 80,000 items of correspondence from the general public. The Agency has an enforcement function, and deals annually with around 100 or so breaches of merchant shipping legislation.

2.46 MCA manages the UK Ship Register, which is recognised internationally as one of the highest quality shipping registers in the world. The customer service that the Agency provides is encouraging more owners to register their ships in the UK, which is the best way to make sure that they comply with safety standards. Safety through partnership events have been held with the shipping industry to get a shared vision about the importance of policy makers, regulators and ship owners working together to boost the maritime sector of the UK economy.

2.47 There are over 1,450 ships on the UK Ship Register.

2.48 As category 1 responders, the Coastguard has new responsibilities in relation to the Civil Contingencies Act 2004. The Agency is meeting its obligations in this important area of civil resilience through participation in local emergency planning forums with other emergency services.

2.49 Working closely with colleagues in the central Department, MCA also represents UK interests on shipping safety at the International Maritime Organization and the International Labour Organization, both of which are United Nations bodies, and also at the European Union.

2.50 Other work includes the management of the hydrographic survey programme to provide up-to-date charts of the seabed, and arrangements with the Meteorological Office to provide navigational warnings and shipping forecasts direct to ships, as well as to the BBC Radio 4 shipping forecast.

Figure 2d: MCA Spending 1999-00 to 2007-08

Non-departmental public bodies and other bodies

2.51 The Department sponsors five executive non-departmental public bodies (NDPBs). Figure 2e gives their staff numbers at 1 April 2007, and their gross departmental public support expenditure for 2006-07 and 2007-08.

2.52 Appointments to our executive and advisory NDPBs are made following the Commissioner for Public Appointments Code of Practice for Ministerial Appointments to Public Bodies. From 2006 the Department will publish an annual public appointments plan which sets out our strategy on public appointments to NDPBs, including our commitment to increasing the diversity of those who serve on their boards. The annual public appointments plan can be downloaded from the DfT website.

British Transport Police Authority

2.53 The British Transport Police (BTP) Authority was established on 1 July 2004 under the Railways and Transport Safety Act 2003. The BTP Authority, which is classified as an executive NDPB of the Department, has a statutory duty to maintain an efficient and effective police force for the railways.

2.54 The BTP is funded by the rail industry and the Authority is responsible for setting its annual budget. The chair of the Authority and other members, consisting of a mix of industry and non-industry members, are appointed directly by the Secretary of State. The Authoritys management statement and financial memorandum are available on its website.

Strategic Rail Authority

2.55 As foreshadowed in the 2006 annual report, the Strategic Rail Authority (SRA) which had been set up in 2001 to give overall strategic direction to the industry, has been abolished. This was a major part of the streamlining of the industrys structure, achieved through the Railways Act 2005. The SRA had latterly had only one function, which was to meet certain statutory requirements under the railway closures procedures. Transfer of those functions in the course of the year variously to the Secretary of State and the Office of Rail Regulation left the way clear for the SRA to be abolished at the end of November.

Passenger Focus

2.56 Passenger Focus (PF) is the operating name for the Rail Passengers Council. PF was established by the Railways Act 2005 as a body corporate, executive NDPB of the Department for Transport on 24 July 2005. Passenger Focus is the official, independent voice of rail passengers and its mission is to get the best deal for Britains rail passengers. The organisations objectives are to:

• understand the needs and experiences of rail passengers;
• secure tangible and measurable improvements for rail passengers;
• empower rail passengers with information, advice and advocacy;
• influence major long-term decisions that affect rail passengers; and
• be visible, accessible and understood by rail passengers and stakeholders.

The statutory duties and constitution of the body are principally set out in the Railways Act 1993 (as amended) and in the Railways Act 2005. Copies of their corporate plan for 2006-09, along with details of the research work they have undertaken in carrying out their duties can be found on their website.

Railway Heritage Committee

2.57 Sponsorship of the Railway Heritage Committee (RHC) transferred from the Strategic Rail Authority (SRA) to the Department for Transport on 21 November 2005, when it became an executive NDPB.

2.58 The role of the RHC is to identify railway records and artefacts of future value to the nation, in the general interest of the public, and for research and scholarship. It ensures they are kept in good condition, in appropriate locations. Once records and artefacts (or classes of these) have been identified, the RHC designates those which are historically significant and should be permanently preserved. Once these have been designated, their owners may dispose of them only after they have sought the RHCs permission. Further information about the functions, membership and procedures of the RHC can be found in the Railway Heritage Act 1996 (which has been amended by the Railways Act 2005) and in the Railway Heritage Scheme Order 2005 (Statutory Instrument No. 2905). Copies of their report for 2005-07 and details of the artefacts they have designated can be found on their website.

BRB (Residuary) Ltd

2.59 BRB (Residuary) Ltd is a limited company which was created in 2001 as a subsidiary of the Strategic Rail Authority to manage the majority of the remaining property, rights and liabilities of the British Railways Board. Those responsibilities include the management of a diverse property portfolio and the settlement of industrial injury claims submitted by former British Railways employees. Following the decision to wind-up the SRA the company has been transferred to the Department for Transport and is now a wholly owned subsidiary company. By virtue of a Transfer Scheme made under the Railways Act 2005, BRBR has also taken ownership of a number of companies previously owned by the SRA. As such, BRBR is responsible for managing these companies.

2.60 The company is funded through a combination of income earned on property activities and departmental subsidy. BRBR is classified for government accounting purposes as a Public Corporation.

Trinity House Lighthouse Service

2.61 Under Part VlII, Section 193 of the Merchant Shipping Act 1995, Trinity House Lighthouse Service (THLS) is responsible for the provision and maintenance of marine aids to navigation around the coasts of England, Wales, the Channel Islands and Gibraltar. It also marks wrecks and has wreck removal powers. It is funded by light dues collected at ports around the UK and the Republic of Ireland.

Northern Lighthouse Board

2.62 The Northern Lighthouse Board (NLB) is similarly responsible for the provision and maintenance of marine aids to navigation around the coasts of Scotland and the Isle of Man, and is likewise funded by light dues collected at ports around the British Isles.

Figure 2e: Executive NDPBs

Other NDPBs

The Commission for Integrated Transport

2.63 The Commission for Integrated Transport (CfIT) is an advisory non-departmental body with the remit to provide independent advice to government on transport policy issues. The Commission advises on:

• future policy options (blue-sky thinking) on strategic issues;
• policy issues touching on transport objectives that span departmental boundaries;
• identification of best practice among local authorities and other delivery agencies to identify barriers to deliver and improve performance;
• comparisons with European/international policy initiatives and best practice;
• the impact of new technology;
• stakeholder input to inform the policy-making process; and
• specific policy reviews as agreed by the Governance Board.

2.64 Through the Commissions published reports and its other work, its objective is to refresh and raise the level of the public transport debate.

Cycling England

2.65 Cycling England is an advisory non-departmental body which co-ordinates the development of cycling across England. It was created in March 2005 and aims to work with local authorities and cycling organisations to create the conditions which will result in more people cycling, more safely, more often.

Disabled Persons Transport Advisory Committee

2.66 The Disabled Persons Transport Advisory Committee (DPTAC) is an independent body set up to advise government on the transport needs of all disabled people on non-devolved matters across Great Britain. DPTAC has a statutory duty to consider any matter ministers refer to it and it can give advice on any other issue relating to disabled peoples transport needs.

2.67 DPTACs aim is to ensure that all disabled people can go where everyone else goes and can do so easily and without extra cost. DPTAC would like to see this happen over the next 15 years. DPTAC has three objectives:

• to provide timely, focussed and credible advice to government on how best to meet the transport needs of all disabled people, the advice to be representative of the broad views of disabled people in Great Britain on issues that are not the responsibility of the Scottish and Welsh governments;
• to provide guidance and advice to the transport industries and others on how best to meet the varying transport needs of all disabled people, taking account of gender, race, faith, sexuality, age and other differences between them; and
• to influence service providers to offer disabled people accessible information on developments in accessible transport.

2.68 DPTAC bases its advice on four underlying principles outlined below.

• Public investment can only take place if those who provide and spend the money take into account accessibility for disabled people.
• Those who provide transport services will make accessibility for disabled people part of the mainstream of their activity.
• Those who provide transport services will fully and meaningfully involve disabled users and non-users in deciding the accessibility of transport services.
• Those who provide transport services are responsible for accessibility for disabled people.

The Traffic Commissioners

2.69 The seven Traffic Commissioners are appointed by the Secretary of State for Transport and have responsibility in their area for the licensing of the operators of heavy goods vehicles (HGVs) and of buses and coaches (public service vehicles or PSVs). They are also responsible for the registration of local bus services, and disciplinary action against drivers of HGVs and PSVs.

2.70 Commissioners are statutorily independent in their licensing functions. A key part of this is to hold public inquiries, in particular to consider the environmental suitability of HGV operating centres and the possibility of taking action against operators who have not complied with the conditions of their licences.

2.71 Each Traffic Commissioner is supported by a traffic area office (TAO). TAOs can, in certain routine cases, act on the Traffic Commissioners behalf under delegated powers.

2.72 The overall aims of the Traffic Commissioners are to ensure that:

• licences are issued only to competent and reputable operators who run roadworthy vehicles;
• goods vehicles are operated from environmentally suitable sites;
• bus services are reliable; and
• drivers of buses, coaches and lorries behave responsibly.

Trust ports

2.73 The Department also has a formal relationship with the larger trust ports, by virtue of appointment powers and the power to compel privatisation, still on the statute book in the Ports Act 1991.

2.74 In total, there are around 80 ports in Great Britain with trust status, of which some 20 are commercially significant. Trust ports are independent statutory bodies governed by independent boards of trustees charged with acting in the interests of all stakeholders.

2.75 The Secretary of State for Transport has powers to appoint some board members to five of the larger ports in England and Wales. As part of the public expenditure control system, borrowing by the ports scores against the Departments expenditure limit.

Civil Aviation Authority

2.76 The Civil Aviation Authority (CAA), which is a public corporation, was established by Parliament in 1972 as an independent specialist aviation regulator and provider of air traffic services. Following the separation of National Air Traffic Services from the CAA in 2001, CAA is the UKs independent aviation regulator, with all civil aviation regulatory functions (economic regulation, airspace policy, safety regulation and consumer protection) integrated within a single specialist body. The CAAs costs are met entirely from its charges on those whom it regulates.

Useful websites

BRB (Residuary) Ltd
www.brb.gov.uk

British Transport Police
www.btp.police.uk

Civil Aviation Authority
www.caa.co.uk

Commission for Integrated Transport
www.cfit.gov.uk

Cycling England
www.cyclingengland.co.uk

Department for Transport
www.dft.gov.uk

Disabled Persons Transport Advisory Committee
www.dptac.gov.uk

Driver and Vehicle Licensing Agency
www.dvla.gov.uk

Driving Standards Agency
www.dsa.gov.uk

Government Car and Despatch Agency
www.gcda.gov.uk

Highways Agency
www.highways.gov.uk

Maritime and Coastguard Agency
www.mcga.gov.uk

Northern Lighthouse Board
www.nlb.org.uk

Rail Passenger Council
www.passengerfocus.org.uk

Railway Heritage Committee
www.railwayheritage.org.uk

Trinity House Lighthouse Service
www.trinityhouse.co.uk

Vehicle Certification Agency
www.vca.gov.uk

Vehicle and Operator Services Agency
www.vosa.gov.uk

ENDNOTES:

1 Depreciated replacement cost value as at 31 March 2007. Source: Highways Agency.

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