Operational Updates
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Army2020 Brochure
An update on Army 2020 (pdf).
PLANNING ROUND 12 – THE OUTCOME FOR THE ARMY
Annex A
A catch-up from the Front.
Adam Brunetti, a CAA at Bedfordshire and Hertfordshire ACF and member of the Territorial Army, is currently serving on the front line in Afghanistan. Communication is, understandly, rather limited, but he has been able to check in with this catch up.
"I've been stuck out at PB4 since mid December. A very basic Patrol Base in the middle of nowhere, with no internet and only one Sat Phone to be shared by all. We've been setting up and manning an ECCP (Equipment Casualty Control Point), so have been extremely busy. Its also been exhaustingly kinetic, with contacts occurring almost daily, IDF every night and an unusually high IED rate for this time of year. Sadly this has led to a huge casualty rate, with a number of losses.
Still, it took our minds off the cold weather! Temperatures plummeted to some of the coldest Afghanistan has seen for years in this AO, falling to -20 or so. Thankfully the new issue kit is worth its weight in gold!
We've reached the stage where we are now counting down the days, and to be honest the end can't come quickly enough! Its been great fun, and an outstanding experience that I certainly wouldn't mind repeating in a few years (maybe Syria?), but I'm really looking forward to getting back to my family and, believe it or not, work!"
February 2013
OPERATIONS
• British forces are in Afghanistan for one overriding reason: to protect British national security by helping the Afghans take control of theirs. This means building up the capability of the Afghan National Security Forces (ANSF) so that they can prevent Afghanistan from ever again becoming a safe-haven for international terrorist organisations, such as al-Qaeda who would pose a threat to the UK and our allies around the world. The UK Government does not seek a perfect Afghanistan, but a stable Afghanistan, able to manage its own security effectively.
• British forces are in Afghanistan for one overriding reason: to protect British national security by helping the Afghans take control of theirs. This means building up the capability of the Afghan National Security Forces (ANSF) so that they can prevent Afghanistan from ever again becoming a safe-haven for international terrorist organisations, such as al-Qaeda who would pose a threat to the UK and our allies around the world. The UK Government does not seek a perfect Afghanistan, but a stable Afghanistan, able to manage its own security effectively.
• The UK is deeply concerned by the situation in Mali and the threat that violent extremist groups in the north pose to the citizens of Mali, to stability in north and west Africa and to international security. From 12-15 January the UK provided two C-17 transport aircraft in a logistical support role in response to a formal request from the French Government. Since 16 January, one C-17 has been operating for strategic lift purposes in support of French operations. A small detachment of technical personnel has deployed to Bamako airport to provide support to the aircraft. On 25 January, an RAF surveillance aircraft – the SENTINEL R1 – flew to West Africa to contribute to the Malian-led operation to return security and stability to the country. The length of the deployment will depend on the tasking requirements and will be reviewed periodically.
TRANSFORMING DEFENCE
• As set out in the Defence Vision: ‘Our mission endures - to protect our country and its values and interests abroad. To do this we must meet a complex range of threats and challenges in a rapidly changing world. We must adapt to stay ahead, configure our capability to address tomorrow’s threats, build more versatile and agile forces for the future, and ensure our people have what they need to do what we ask of them.’
• As set out in the Defence Vision: ‘Our mission endures - to protect our country and its values and interests abroad. To do this we must meet a complex range of threats and challenges in a rapidly changing world. We must adapt to stay ahead, configure our capability to address tomorrow’s threats, build more versatile and agile forces for the future, and ensure our people have what they need to do what we ask of them.’
• The MOD is making this happen by Transforming Defence to deliver battle-winning Armed Forces, a smaller, more professional MOD, and a hard headed approach to what we can afford.
SUPPORT TO PERSONNEL AND MEDICAL
• No matter what the size of the Armed Forces and despite the ongoing redundancy tranches there is a constant standing requirement to recruit around 10% of personnel per year to preserve future operational capability. The combined recruiting target for the three Services is in excess of 23,000 for financial year 2012/2013, rising to more than 27,000 in FY13/14.
• No matter what the size of the Armed Forces and despite the ongoing redundancy tranches there is a constant standing requirement to recruit around 10% of personnel per year to preserve future operational capability. The combined recruiting target for the three Services is in excess of 23,000 for financial year 2012/2013, rising to more than 27,000 in FY13/14.
• The Reserve Forces have a vital role in delivering the UK’s national military capability and have made a substantial contribution to operations in the recent past. In the future the Reserves will be an integral part of the Whole Force. All four Reserve Services (Royal Navy, Royal Marines, Territorial Army and Royal Auxiliary Air Force) are actively recruiting until March 2013 and “TA Live”, a broadcast focusing on TA soldiers serving in Afghanistan, will air this month.
• The MOD is reducing the Armed Forces by some 33,000 (19%) by 2020 (5,500 RN, 19,500 Army, 8,000 RAF). The civilian workforce is being reduced by some 32,000 (38%) by 2020. Despite this all three Services are still actively recruiting to replace those who reach the end of their contracts.
• The New Employment Model (NEM) signifies the Government's commitment to deliver a modernised terms and conditions of service 'offer'. It will be designed to meet the expectations of a generation that has yet to join. The conceptual development of NEM is now complete. Following Defence Board approval work has now started on the design of the policy. The implementation of NEM will begin in 2015.
• The Armed Forces Covenant recognises that the whole nation has a moral obligation to the Armed Forces Community, and it establishes how they should expect to be treated.
• The support to personnel injured on operations is of an excellent standard. All Armed Forces personnel are supported by dedicated and comprehensive medical services, including mental health support.
• The Armed Forces Pension Schemes are designed to reflect the special features of Service life, provide adequate retirement income and protection for dependants, and encourage retention as a key part of the overall remuneration package for Service Personnel. Final agreement has now been reached with the Government on the overall design of the new Armed Forces Pension Scheme and this was announced on 16 October 2012. A Final Agreement document was published on the same date.
• The Armed Forces Compensation Scheme provides compensation for injuries, illness and death arising from Service since 6 April 2005. War pensions are paid to veterans with injuries caused by their service prior to this date.
• The MOD recognises the importance of providing decent living standards in maintaining morale on the front line and, despite the current financial challenges, continues to invest and target efforts on the most pressing accommodation issues. Military accommodation arrangements continue to represent good value for money for members of the Armed Forces, with charges well below market rates.
• The welfare needs of Service personnel and their families remain a key priority. The Government is committed to providing the best possible support to deployed personnel and their families through the Deployed Welfare Package.
SECTION 1 – OPERATIONS
AFGHANISTAN
• The UK is part of a UN-mandated, NATO-led international mission in Afghanistan supported actively by 60 countries, including several Islamic countries. The UK’s current force level in Afghanistan is 9,000. This will draw down to around 5,200 by the end of 2013 and follows the return of 500 troops in 2012.
• This drawdown is in accordance with the strategy agreed at the NATO Lisbon Summit in 2010, ISAF planning and the process of transition. It is also consistent with the UK’s shared objective with the Afghan Government to complete our combat mission by the end of 2014.
• As the Afghan National Security Forces’ (ANSF) capability continues to improve and they take on increasing responsibility for their own security, the focus of the UK’s efforts will gradually shift from a combat role, to a training, advisory and assistance role. By the end of 2013 we expect that UK forces will not routinely need to mentor below brigade level and this will allow us to reduce our military footprint in Central Helmand accordingly.
• Planning will continue to consider force trajectories through to the end of 2014. Decisions will take into account military advice, the pace of transition and conditions on the ground.
• The international strategy involves protecting the civilian population from the insurgents, building up the ANSF and supporting more effective governance at every level.
• UK troops working alongside other ISAF and Afghan forces continue to make progress by driving out the insurgents and extending the authority and influence of the Afghan Government in Central Helmand. Helmand’s security situation remains complex and there will be more tough fighting ahead as gains are consolidated.
• As of 16 January 2013, a total of 440 British forces personnel have died while serving in Afghanistan since the start of operations in October 2001. As of 31 December 2012, 293 personnel have been Very Seriously Injured or Wounded, and 300 have been Seriously Injured or Wounded.
• At NATO’s Lisbon Summit in 2010, ISAF nations agreed the principles of transition, which espouse an ‘in together, out together’ approach. As transition progresses, the mission is gradually changing from one principally focussed on combat to one based on the concepts of train, advise and assist. By the end of 2014 the Afghans will control their own security.
• This drawdown is in accordance with the strategy agreed at the NATO Lisbon Summit in 2010, ISAF planning and the process of transition. It is also consistent with the UK’s shared objective with the Afghan Government to complete our combat mission by the end of 2014.
• As the Afghan National Security Forces’ (ANSF) capability continues to improve and they take on increasing responsibility for their own security, the focus of the UK’s efforts will gradually shift from a combat role, to a training, advisory and assistance role. By the end of 2013 we expect that UK forces will not routinely need to mentor below brigade level and this will allow us to reduce our military footprint in Central Helmand accordingly.
• Planning will continue to consider force trajectories through to the end of 2014. Decisions will take into account military advice, the pace of transition and conditions on the ground.
• The international strategy involves protecting the civilian population from the insurgents, building up the ANSF and supporting more effective governance at every level.
• UK troops working alongside other ISAF and Afghan forces continue to make progress by driving out the insurgents and extending the authority and influence of the Afghan Government in Central Helmand. Helmand’s security situation remains complex and there will be more tough fighting ahead as gains are consolidated.
• As of 16 January 2013, a total of 440 British forces personnel have died while serving in Afghanistan since the start of operations in October 2001. As of 31 December 2012, 293 personnel have been Very Seriously Injured or Wounded, and 300 have been Seriously Injured or Wounded.
• At NATO’s Lisbon Summit in 2010, ISAF nations agreed the principles of transition, which espouse an ‘in together, out together’ approach. As transition progresses, the mission is gradually changing from one principally focussed on combat to one based on the concepts of train, advise and assist. By the end of 2014 the Afghans will control their own security.
ANSF/Transition:
• NATO/ISAF reporting (October 2012) shows that the current recruited strength of the ANSF is 352,000 (although some personnel are awaiting induction at the training centres). As of December 2012 there are 175,956 in the Afghan National Army, 148,983 Afghan National Police and 5,994 Afghan Air Force in training or fielded units. ISAF report that the ANSF (less the Afghan Air Force) are expected to reach their fielded end-strength this month.
• Developing strong and capable Afghan security forces that will help foster enduring stability in the country is critical to our long-term strategy in Afghanistan. At the Chicago Summit in May 2012 NATO and ISAF partners made clear that they would play their part in the financial sustainment of the ANSF in the years after 2014.
• The ANSF’s effectiveness continues to improve; this is allowing it increasingly to take the lead in operations. The ANSF now leads over 80% of conventional operations and carry out 90% of the training.
• The ANSF have demonstrated that they can lead on security effectively and competently in areas that have already started the transition process. Following the announcement of the fourth tranche of transition in December the ANSF will soon have the lead security responsibility for areas home to roughly 90% of the population.
• As part of this process, by mid-2013 we expect the 5th and final tranche of transition to begin. From this point the ANSF will have lead security responsibility across the country, which will mark a moment of huge significance for Afghanistan.
• The UK has announced it will contribute £70 million a year from 2015 to help fund the ANSF in the years following the end of the UK combat mission. The UK’s level of funding will be kept under review and is expected to decrease over time as the Afghans' ability to fund their own security forces increases. The UK’s contribution will form part of a wider funding pool of $4.1 billion that the international community and the Afghans are putting together to ensure that Afghan forces can maintain their national security.
• The UK will also, as part of its enduring legacy, take the coalition lead at the new Afghan National Army Officer Academy near Kabul.
• The UK remains committed to supporting the Government of Afghanistan in its efforts to achieve an inclusive and sustainable political settlement. This is a challenging process which will take time. It requires a political process which ensures that all Afghans - if they give up violence, renounce terror and respect the Afghan constitution - can play a part in shaping a strong, democratic and constitutional state.
• NATO/ISAF reporting (October 2012) shows that the current recruited strength of the ANSF is 352,000 (although some personnel are awaiting induction at the training centres). As of December 2012 there are 175,956 in the Afghan National Army, 148,983 Afghan National Police and 5,994 Afghan Air Force in training or fielded units. ISAF report that the ANSF (less the Afghan Air Force) are expected to reach their fielded end-strength this month.
• Developing strong and capable Afghan security forces that will help foster enduring stability in the country is critical to our long-term strategy in Afghanistan. At the Chicago Summit in May 2012 NATO and ISAF partners made clear that they would play their part in the financial sustainment of the ANSF in the years after 2014.
• The ANSF’s effectiveness continues to improve; this is allowing it increasingly to take the lead in operations. The ANSF now leads over 80% of conventional operations and carry out 90% of the training.
• The ANSF have demonstrated that they can lead on security effectively and competently in areas that have already started the transition process. Following the announcement of the fourth tranche of transition in December the ANSF will soon have the lead security responsibility for areas home to roughly 90% of the population.
• As part of this process, by mid-2013 we expect the 5th and final tranche of transition to begin. From this point the ANSF will have lead security responsibility across the country, which will mark a moment of huge significance for Afghanistan.
• The UK has announced it will contribute £70 million a year from 2015 to help fund the ANSF in the years following the end of the UK combat mission. The UK’s level of funding will be kept under review and is expected to decrease over time as the Afghans' ability to fund their own security forces increases. The UK’s contribution will form part of a wider funding pool of $4.1 billion that the international community and the Afghans are putting together to ensure that Afghan forces can maintain their national security.
• The UK will also, as part of its enduring legacy, take the coalition lead at the new Afghan National Army Officer Academy near Kabul.
• The UK remains committed to supporting the Government of Afghanistan in its efforts to achieve an inclusive and sustainable political settlement. This is a challenging process which will take time. It requires a political process which ensures that all Afghans - if they give up violence, renounce terror and respect the Afghan constitution - can play a part in shaping a strong, democratic and constitutional state.
Insider Attacks
• As with all UK military casualties, insider attacks are deeply tragic events. The UK, ISAF and the Afghan Government take these attacks and their causes extremely seriously and we are cooperating on a number of initiatives to tackle them. To reduce this risk, force protection measures are constantly reviewed and where necessary adjusted by operational commanders, but the UK accepts that its mission will never be without risk.
• This is a complex subject. ISAF analysis suggests that there is no single overriding factor which triggers such attacks. But as NATO Secretary General Rasmussen has said, insider attacks form part of a wider Taleban tactic to undermine trust and confidence between international forces and their Afghan partners. This will not succeed.
• The UK will not allow the insurgency to change its strategy or damage the trust and confidence we have built. We are making important progress and remain fully committed to Afghanistan and its people both now and in the long-term.
• Developing the ANSF is a key part of the UK’s strategy and partnering is essential to success. The overwhelming majority of UK and ISAF troops work well with their Afghan counterparts. Every day there are tens of thousands of successful interactions between ISAF and Afghan forces, without incident. We share the same mission and the same goals.
• As with all UK military casualties, insider attacks are deeply tragic events. The UK, ISAF and the Afghan Government take these attacks and their causes extremely seriously and we are cooperating on a number of initiatives to tackle them. To reduce this risk, force protection measures are constantly reviewed and where necessary adjusted by operational commanders, but the UK accepts that its mission will never be without risk.
• This is a complex subject. ISAF analysis suggests that there is no single overriding factor which triggers such attacks. But as NATO Secretary General Rasmussen has said, insider attacks form part of a wider Taleban tactic to undermine trust and confidence between international forces and their Afghan partners. This will not succeed.
• The UK will not allow the insurgency to change its strategy or damage the trust and confidence we have built. We are making important progress and remain fully committed to Afghanistan and its people both now and in the long-term.
• Developing the ANSF is a key part of the UK’s strategy and partnering is essential to success. The overwhelming majority of UK and ISAF troops work well with their Afghan counterparts. Every day there are tens of thousands of successful interactions between ISAF and Afghan forces, without incident. We share the same mission and the same goals.
MALI
• The UK is deeply concerned by the situation in Mali and the threat that violent extremist groups in the north pose to the citizens of Mali, to stability in north and west Africa and to international security.
• From 12-15 January the UK provided two C-17 transport aircraft in a logistical support role in response to a formal request from the French Government. Since 16 January, one C-17 has been operating for strategic lift purposes in support of French operations in Mali. A small detachment of technical personnel has deployed to Bamako airport to provide support to the aircraft. On 25 January, an RAF surveillance aircraft – the SENTINEL R1 – flew to West Africa to contribute to the Malian-led operation to return security and stability to the country. The length of the deployment will depend on the tasking requirements and will be reviewed periodically.
• This evolving threat demands an international response. It must be one that is tough, intelligent, patient and based on strong international partnerships. That is why the UK has been a firm supporter of the UN Security Council Resolutions on Mali as well as regional leadership from ECOWAS and the African Union and EU training to help rebuild the Malian army.
• Military operations led by the Malian Armed Forces and supported by French and African troops are ongoing to halt the advance of violent extremist forces. This strong, African-led response is absolutely right – and that is why the UK is providing military assistance.
• But our tough security response must be matched by an intelligent political response. Terrorism and violent extremism thrives where there is political instability, so we need to support an effective, inclusive and sustainable political process that leads towards elections and the restoration of full democratic rule in Mali.
• The UK must also back people in their search for a job and a voice and work to resolve long-standing grievances. That is why the UK has called for serious negotiations with non-extremist groups in northern Mali to resume as quickly as possible. That is why the UK has been a long-standing humanitarian donor in the Sahel. Development partners, aid agencies and NGOs must work together to build resilience to endemic poverty and food insecurity.
• From 12-15 January the UK provided two C-17 transport aircraft in a logistical support role in response to a formal request from the French Government. Since 16 January, one C-17 has been operating for strategic lift purposes in support of French operations in Mali. A small detachment of technical personnel has deployed to Bamako airport to provide support to the aircraft. On 25 January, an RAF surveillance aircraft – the SENTINEL R1 – flew to West Africa to contribute to the Malian-led operation to return security and stability to the country. The length of the deployment will depend on the tasking requirements and will be reviewed periodically.
• This evolving threat demands an international response. It must be one that is tough, intelligent, patient and based on strong international partnerships. That is why the UK has been a firm supporter of the UN Security Council Resolutions on Mali as well as regional leadership from ECOWAS and the African Union and EU training to help rebuild the Malian army.
• Military operations led by the Malian Armed Forces and supported by French and African troops are ongoing to halt the advance of violent extremist forces. This strong, African-led response is absolutely right – and that is why the UK is providing military assistance.
• But our tough security response must be matched by an intelligent political response. Terrorism and violent extremism thrives where there is political instability, so we need to support an effective, inclusive and sustainable political process that leads towards elections and the restoration of full democratic rule in Mali.
• The UK must also back people in their search for a job and a voice and work to resolve long-standing grievances. That is why the UK has called for serious negotiations with non-extremist groups in northern Mali to resume as quickly as possible. That is why the UK has been a long-standing humanitarian donor in the Sahel. Development partners, aid agencies and NGOs must work together to build resilience to endemic poverty and food insecurity.
SECTION 2 – TRANSFORMING DEFENCE
Transforming Defence will deliver:
• Battle-winning Armed Forces, smaller than before but able to reach across the world and operate across the spectrum from high-intensity combat to enduring stabilisation activity, who work with each other and with allies, equipped and trained for their task, their families well supported, trusted to shape their own future and manage their own resources within Defence;
• A smaller, more professional Ministry of Defence that supports Ministers in setting clear priorities for the outputs required of the Armed Forces and the Department, and holding them to account for meeting them; supports the Armed Forces in delivering what they are tasked to do; and reports honestly and openly to Parliament and the public;
• A hard-headed approach to what we can afford, now and in the future, getting the most value we can from each pound of taxpayers’ money.
This is all underpinned by people who lead at every level, who work together to make Defence as a whole stronger, and who use modern, innovative ways of doing business.
• Battle-winning Armed Forces, smaller than before but able to reach across the world and operate across the spectrum from high-intensity combat to enduring stabilisation activity, who work with each other and with allies, equipped and trained for their task, their families well supported, trusted to shape their own future and manage their own resources within Defence;
• A smaller, more professional Ministry of Defence that supports Ministers in setting clear priorities for the outputs required of the Armed Forces and the Department, and holding them to account for meeting them; supports the Armed Forces in delivering what they are tasked to do; and reports honestly and openly to Parliament and the public;
• A hard-headed approach to what we can afford, now and in the future, getting the most value we can from each pound of taxpayers’ money.
This is all underpinned by people who lead at every level, who work together to make Defence as a whole stronger, and who use modern, innovative ways of doing business.
Transforming the front line: Battle-winning Armed Forces
• The UK will remain one of the very few countries that can deploy and sustain a brigade sized force together with its air and maritime enablers, capable of both intervention and stabilisation operations almost anywhere in the world. All three Services have implemented the early force structure and capability changes set out in the Strategic Defence and Security Review (SDSR).
• Army 2020 sets out how the Army will become smaller, integrated and more adaptable. It will remain the most capable Army of its class in the World.
o At its heart will be a Reaction Force of three large, well equipped and trained armoured infantry brigades and 16 Air Assault Brigade; and
o an Adaptable Force of seven further infantry brigades, with the Reserve Forces as a core component, providing overseas capacity building to help prevent future conflict, military aid to homeland resilience, and follow-on forces for enduring operations.
o Supporting Force Troops, such as Artillery, Engineers and Medics.
• The MOD is upgrading maritime, land and air equipment to ensure the Future Forces have state-of-the-art capabilities.
• The Reserves: As set out in Future Reserve Force 2020, Reserves will play a greater role in future and we are investing an additional £1.8 billion in them over the next 10 years. Reserves trained strength will grow by at least 50% by 2018 to 30,000 in the Territorial Army, 3,100 in the Royal Navy and Royal Marine Reserves and 1,800 in the Royal Auxiliary Air Force (see Section 3: Reserves).
• Basing: We are working on the Footprint Strategy to identify the most cost effective approach to Future Force 2020 basing and achieve strategic asset management of an affordable and sustainable infrastructure footprint of the right size and quality and in the right places to support operational capability.
• The UK will remain one of the very few countries that can deploy and sustain a brigade sized force together with its air and maritime enablers, capable of both intervention and stabilisation operations almost anywhere in the world. All three Services have implemented the early force structure and capability changes set out in the Strategic Defence and Security Review (SDSR).
• Army 2020 sets out how the Army will become smaller, integrated and more adaptable. It will remain the most capable Army of its class in the World.
o At its heart will be a Reaction Force of three large, well equipped and trained armoured infantry brigades and 16 Air Assault Brigade; and
o an Adaptable Force of seven further infantry brigades, with the Reserve Forces as a core component, providing overseas capacity building to help prevent future conflict, military aid to homeland resilience, and follow-on forces for enduring operations.
o Supporting Force Troops, such as Artillery, Engineers and Medics.
• The MOD is upgrading maritime, land and air equipment to ensure the Future Forces have state-of-the-art capabilities.
• The Reserves: As set out in Future Reserve Force 2020, Reserves will play a greater role in future and we are investing an additional £1.8 billion in them over the next 10 years. Reserves trained strength will grow by at least 50% by 2018 to 30,000 in the Territorial Army, 3,100 in the Royal Navy and Royal Marine Reserves and 1,800 in the Royal Auxiliary Air Force (see Section 3: Reserves).
• Basing: We are working on the Footprint Strategy to identify the most cost effective approach to Future Force 2020 basing and achieve strategic asset management of an affordable and sustainable infrastructure footprint of the right size and quality and in the right places to support operational capability.
Transforming the organisation: A smaller, more professional Ministry of Defence
The MOD is implementing the recommendations of Lord Levene’s Defence Reform Review to create a simpler, more effective organisation.
• We have set up a new defence operating model, new Joint Forces Command, new command structures for Navy, Army and RAF, and simplified Army regional structures.
• A smaller Head Office will focus on strategic direction. Commands and Top Level Budgets (TLBs) will be responsible and accountable for managing their own budgets.
• We have set up Defence Business Services in partnership with Serco. The New Defence Infrastructure Organisation is also developing private sector partnership arrangements.
• The Materiel Strategy work has made a compelling case for reform of acquisition. The Department is now focusing on developing the Government-Owned, Contractor-Operated (GOCO) option to see whether it would deliver value for money.
• The real, long-term challenge is to change behaviours, align incentives and shift the culture. This is the key task for the leadership of Defence in 2013. To take this forward the senior leadership at 3 and 4 star, and at 2 star level, have met to consider how they work together to set clear direction.
• By 1 October 2012, the number of Armed Forces personnel fell by over 11,000 (6.3%) and the civilian workforce has been reduced by nearly 18,000 (21.5%) since April 2010.
The MOD is implementing the recommendations of Lord Levene’s Defence Reform Review to create a simpler, more effective organisation.
• We have set up a new defence operating model, new Joint Forces Command, new command structures for Navy, Army and RAF, and simplified Army regional structures.
• A smaller Head Office will focus on strategic direction. Commands and Top Level Budgets (TLBs) will be responsible and accountable for managing their own budgets.
• We have set up Defence Business Services in partnership with Serco. The New Defence Infrastructure Organisation is also developing private sector partnership arrangements.
• The Materiel Strategy work has made a compelling case for reform of acquisition. The Department is now focusing on developing the Government-Owned, Contractor-Operated (GOCO) option to see whether it would deliver value for money.
• The real, long-term challenge is to change behaviours, align incentives and shift the culture. This is the key task for the leadership of Defence in 2013. To take this forward the senior leadership at 3 and 4 star, and at 2 star level, have met to consider how they work together to set clear direction.
• By 1 October 2012, the number of Armed Forces personnel fell by over 11,000 (6.3%) and the civilian workforce has been reduced by nearly 18,000 (21.5%) since April 2010.
Transforming the budget: A hard headed approach to what we can afford
• The Defence budget is now in balance. The MOD is now living within its means and can plan for the future with a degree of certainty. Addressing the black hole in the defence budget, contributing to reducing the deficit, and ensuring an affordable and deliverable equipment programme meant reducing the defence programme by about £74 billion over ten years.
• We must give people the kit and equipment they need. This is a moral imperative. Around £160 billion will be spent on equipment and equipment support over the next 10 years, covering our current commitments, the major SDSR equipment programmers, the deterrent, and equipment support costs to deliver Future Force 2020.
• The prudent financial discipline that the MOD has shown as a Department has allowed it to commit to around £500 million of additional expenditure of equipment programmes this financial year and to absorb the impact of the Autumn Statement without impairing its ability to deliver its core goal of success on operations now and in the future. There is more to do, over time, to continue the early success in balancing the budget and to continue improving financial management, controlling costs and maximising spending on capability.
• The Defence budget is now in balance. The MOD is now living within its means and can plan for the future with a degree of certainty. Addressing the black hole in the defence budget, contributing to reducing the deficit, and ensuring an affordable and deliverable equipment programme meant reducing the defence programme by about £74 billion over ten years.
• We must give people the kit and equipment they need. This is a moral imperative. Around £160 billion will be spent on equipment and equipment support over the next 10 years, covering our current commitments, the major SDSR equipment programmers, the deterrent, and equipment support costs to deliver Future Force 2020.
• The prudent financial discipline that the MOD has shown as a Department has allowed it to commit to around £500 million of additional expenditure of equipment programmes this financial year and to absorb the impact of the Autumn Statement without impairing its ability to deliver its core goal of success on operations now and in the future. There is more to do, over time, to continue the early success in balancing the budget and to continue improving financial management, controlling costs and maximising spending on capability.
SECTION 3 – SUPPORT TO PERSONNEL AND MEDICAL
RECRUITMENT
• The FY 12/13 combined recruiting target for the three Services is in excess of 23,000 and this is set to rise to more than 27,000 in FY13/14. The increasing requirement is mainly driven by the significantly increased numbers of Reserve Forces required in support of Future Reserves 2020 but regular targets are also rising steadily. There will be significant recruitment campaigns for all of the Reserve Forces running from January to March 2013 and “TA Live”, a broadcast event from Afghanistan, will air during Feb 13.
• The Armed Forces still require large numbers of young people to join the Services every year and are actively recruiting and training to replace those personnel who leave the Services at the end of their contracts.
• Even with the ongoing redundancy activity, recruiting for all three Services, Regular and Reserves is very much ‘open for business’ despite perceptions that this is not the case.
• The Armed Forces are seeking ways to encourage applicants from the UK Ethnic Minority (UK EM) Communities to increase representation from a significant pool of talent that the Armed Forces do not fully benefit from at present.
• A vast range of qualifications is on offer in over 300 specialist employment areas and the MOD hosts the largest apprenticeship programme in the UK delivering about 13,000 completed apprenticeships per year, of which some 2,000 are advanced apprenticeships.
• Despite the challenge of meeting the combined recruiting target, the Armed Forces are looking to make significant savings in the cost of recruiting operations and the Army are now in partnership for the next 10 years with Capita under the Recruiting Partnering Project contract. This will deliver the right quantity of recruits at the right quality for the Army to enable it to meet its operational commitments and will achieve savings in the order of £250 million.
• As a result of advancements in recruiting, the process is becoming increasingly digitised and the requirement for expensive recruitment offices on the high street is being reduced as more of the recruiting operation moves online, which better reflects the expectations of the young generations.
• The Armed Forces still require large numbers of young people to join the Services every year and are actively recruiting and training to replace those personnel who leave the Services at the end of their contracts.
• Even with the ongoing redundancy activity, recruiting for all three Services, Regular and Reserves is very much ‘open for business’ despite perceptions that this is not the case.
• The Armed Forces are seeking ways to encourage applicants from the UK Ethnic Minority (UK EM) Communities to increase representation from a significant pool of talent that the Armed Forces do not fully benefit from at present.
• A vast range of qualifications is on offer in over 300 specialist employment areas and the MOD hosts the largest apprenticeship programme in the UK delivering about 13,000 completed apprenticeships per year, of which some 2,000 are advanced apprenticeships.
• Despite the challenge of meeting the combined recruiting target, the Armed Forces are looking to make significant savings in the cost of recruiting operations and the Army are now in partnership for the next 10 years with Capita under the Recruiting Partnering Project contract. This will deliver the right quantity of recruits at the right quality for the Army to enable it to meet its operational commitments and will achieve savings in the order of £250 million.
• As a result of advancements in recruiting, the process is becoming increasingly digitised and the requirement for expensive recruitment offices on the high street is being reduced as more of the recruiting operation moves online, which better reflects the expectations of the young generations.
RESERVES
• Following the decisions the Government has taken regarding the force structure of the future Armed Forces, the MOD is consulting the public and employers on how to achieve our vision for the Reserves. The needs and desires of employers and potential and existing reservists must be understood, respected and balanced with the requirements of Defence in order to achieve enduring support for the Reserves.
• In November 2012 with the publication of a Green Paper, a formal consultation on Future Reserves 2020 was launched. The online consultation closed on 18 January 2013. Following an analysis of responses, a White Paper detailing the future policy for Future Reserves 2020 will be published by Easter 2013.
• The Government is investing an additional £1.8 billion in the Reserves over the next 10 years to stabilise, reinvigorate and grow the size of Reserve Forces by around 50%.
• The MOD will better harness the talents of the Reservists, expand their roles and deliver enhanced training and supporting equipment, thereby maximising their utility and enabling better integration with the Regular Force.
• At the same time, the MOD is developing a closer relationship with employers, based on a partnership approach, to better meet the needs of Defence, the employer and the Reservist. The Public Sector, as a major employer of Reservists, will play its full part in this.
• In November 2012 with the publication of a Green Paper, a formal consultation on Future Reserves 2020 was launched. The online consultation closed on 18 January 2013. Following an analysis of responses, a White Paper detailing the future policy for Future Reserves 2020 will be published by Easter 2013.
• The Government is investing an additional £1.8 billion in the Reserves over the next 10 years to stabilise, reinvigorate and grow the size of Reserve Forces by around 50%.
• The MOD will better harness the talents of the Reservists, expand their roles and deliver enhanced training and supporting equipment, thereby maximising their utility and enabling better integration with the Regular Force.
• At the same time, the MOD is developing a closer relationship with employers, based on a partnership approach, to better meet the needs of Defence, the employer and the Reservist. The Public Sector, as a major employer of Reservists, will play its full part in this.
NEW EMPLOYMENT MODEL
• The New Employment Model (NEM) signifies the Government's commitment to deliver a modernised terms and conditions of service 'offer'. It will be designed to meet the expectations of a generation that has yet to join, but will be delivered in a way that continues to support and motivate existing Service personnel. It will, necessarily, be a long-term, incremental change programme. Although not part of the NEM, the Future Armed Forces Pension Scheme is linked to its development.
• The conceptual development of NEM is now complete. Following Defence Board approval work has now started on the design of the policy and this will last until April 2014. The implementation of NEM will begin in 2015, although it may be possible to introduce certain components beforehand. Full implementation is not expected before 2020.
• The NEM is being designed with the three qualities in mind:
o Attractiveness – addressing the personal, social and domestic impacts of Service both now and beyond 2020 in order to recruit and retain personnel of the right quality to the point of Service need.
o Agility – enabling the Services to respond more quickly to changing requirements.
o Affordability – The NEM is not a cost cutting exercise; it is about delivering improved value for money with the same resources.
• The NEM will implement changes which aim to:
o Provide an offer to regular Service personnel that supports domestic stability and supports partners' employment; both these issues are consistently cited in the Armed Forces Continuous Attitude Survey as the top two reasons that lead people to consider leaving as careers progress.
o Provide a degree of choice which supports an active and rewarding career in the Armed Forces, enabled through career structures and management that allow opportunities for part-time working in both Regular and Reserve services.
o In keeping with the concept of the 'Whole Force', enable substantially closer alignment of Regular and Reserve terms and conditions of service.
o Deliver a coherent, long term accommodation strategy that supports genuine lifestyle choice; increases levels of home ownership; reduces the demand for Service family accommodation; improves public accommodation standards and choice; and is fair and attractive.
o Provide a revised salary scheme that targets reward more efficiently and potentially enables greater differentiation between Service personnel in terms of their knowledge, skills and experience.
o Simplify and harmonise allowances to make them simpler to understand and more efficient to administer.
o Deliver training and education that maximises the benefits of Service career and personal development.
o Enable the individual Services to operate more effective manning controls.
A period of consultation with Service personnel and other key stakeholders is planned to commence in summer 2013 to help shape some of the detail of the NEM.
• The conceptual development of NEM is now complete. Following Defence Board approval work has now started on the design of the policy and this will last until April 2014. The implementation of NEM will begin in 2015, although it may be possible to introduce certain components beforehand. Full implementation is not expected before 2020.
• The NEM is being designed with the three qualities in mind:
o Attractiveness – addressing the personal, social and domestic impacts of Service both now and beyond 2020 in order to recruit and retain personnel of the right quality to the point of Service need.
o Agility – enabling the Services to respond more quickly to changing requirements.
o Affordability – The NEM is not a cost cutting exercise; it is about delivering improved value for money with the same resources.
• The NEM will implement changes which aim to:
o Provide an offer to regular Service personnel that supports domestic stability and supports partners' employment; both these issues are consistently cited in the Armed Forces Continuous Attitude Survey as the top two reasons that lead people to consider leaving as careers progress.
o Provide a degree of choice which supports an active and rewarding career in the Armed Forces, enabled through career structures and management that allow opportunities for part-time working in both Regular and Reserve services.
o In keeping with the concept of the 'Whole Force', enable substantially closer alignment of Regular and Reserve terms and conditions of service.
o Deliver a coherent, long term accommodation strategy that supports genuine lifestyle choice; increases levels of home ownership; reduces the demand for Service family accommodation; improves public accommodation standards and choice; and is fair and attractive.
o Provide a revised salary scheme that targets reward more efficiently and potentially enables greater differentiation between Service personnel in terms of their knowledge, skills and experience.
o Simplify and harmonise allowances to make them simpler to understand and more efficient to administer.
o Deliver training and education that maximises the benefits of Service career and personal development.
o Enable the individual Services to operate more effective manning controls.
A period of consultation with Service personnel and other key stakeholders is planned to commence in summer 2013 to help shape some of the detail of the NEM.
THE ARMED FORCES COVENANT
• The Covenant, published in May 2011, has two key principles: (1) the Armed Forces Community should not face disadvantage compared to other citizens in the provision of public and commercial services; (2) special consideration is appropriate in some cases, especially for those who have given most, such as the injured and the bereaved.
• The Covenant is a matter for the whole of Government and sustained progress requires both close working across Whitehall and clear Ministerial leadership. Therefore a new Cabinet sub-committee was established in February 2012, led by the Minister for Government Policy, Oliver Letwin, to oversee the Covenant programme of work and ensure that momentum is maintained.
• The Government has made good progress in delivering the commitments made under the Covenant. Some of the achievements so far include:
o Changing the Schools Admission Code to allow schools to exceed class sizes to accept a Service child and providing extra money to schools attended by Service children;
o Excluding Armed Forces Compensation Scheme payments from the means test for social care purposes;
o Guaranteeing three free cycles of IVF for Service personnel with serious genital injuries and providing high quality prosthetics via the NHS;
o Doubling the Families Welfare Grant, the Council Tax relief and the Operational Welfare allowance.
Over 230 communities across the UK from Cornwall to Moray have now signed their own ‘Community Covenants’. £30 million has been allocated to the Community Covenant Grant scheme over the four financial years from 2011-12 to 2014-15, and some £5 million has already been allocated.
• The Defence Secretary has a statutory obligation to report annually on the disadvantages faced by the Armed Forces community. The first report was published on 6 December 2012. The report highlights a number of important achievements made whilst also setting out the areas where progress is still needed.
• The Chancellor has allocated £35 million from fines levied on banks for attempting to manipulate the LIBOR interest rate to the Armed Forces Covenant Reference Group (CRG). This money has been allocated to support the Armed Forces Covenant, to be spent over FY 12/13, 13/14 and 14/15. The CRG received around 130 bids for funding. Members agreed to fast-track some fifteen bids which are currently undergoing the scrutiny process and will be submitted to Ministers for approval shortly. The first £1 million of the LIBOR fund was allocated to the Fisher House Project at Queen Elizabeth Hospital Birmingham in December 2012.
• The Covenant is a matter for the whole of Government and sustained progress requires both close working across Whitehall and clear Ministerial leadership. Therefore a new Cabinet sub-committee was established in February 2012, led by the Minister for Government Policy, Oliver Letwin, to oversee the Covenant programme of work and ensure that momentum is maintained.
• The Government has made good progress in delivering the commitments made under the Covenant. Some of the achievements so far include:
o Changing the Schools Admission Code to allow schools to exceed class sizes to accept a Service child and providing extra money to schools attended by Service children;
o Excluding Armed Forces Compensation Scheme payments from the means test for social care purposes;
o Guaranteeing three free cycles of IVF for Service personnel with serious genital injuries and providing high quality prosthetics via the NHS;
o Doubling the Families Welfare Grant, the Council Tax relief and the Operational Welfare allowance.
Over 230 communities across the UK from Cornwall to Moray have now signed their own ‘Community Covenants’. £30 million has been allocated to the Community Covenant Grant scheme over the four financial years from 2011-12 to 2014-15, and some £5 million has already been allocated.
• The Defence Secretary has a statutory obligation to report annually on the disadvantages faced by the Armed Forces community. The first report was published on 6 December 2012. The report highlights a number of important achievements made whilst also setting out the areas where progress is still needed.
• The Chancellor has allocated £35 million from fines levied on banks for attempting to manipulate the LIBOR interest rate to the Armed Forces Covenant Reference Group (CRG). This money has been allocated to support the Armed Forces Covenant, to be spent over FY 12/13, 13/14 and 14/15. The CRG received around 130 bids for funding. Members agreed to fast-track some fifteen bids which are currently undergoing the scrutiny process and will be submitted to Ministers for approval shortly. The first £1 million of the LIBOR fund was allocated to the Fisher House Project at Queen Elizabeth Hospital Birmingham in December 2012.
MEDICAL SUPPORT
Seriously Injured Personnel
• Medical care for wounded personnel is of a very high standard. The extraordinary quality of care given to the Armed Forces was recognised by the House of Commons Defence Committee in its December 2011 report. A Care Quality Commission (CQC) report in June 2012 recognised as exemplary the management of trauma at the field hospital in Afghanistan and the subsequent rehabilitation of patients, both at Regional Rehabilitation Units and at the Defence Medical Rehabilitation Centre (DMRC) at Headley Court. Overall the CQC found areas of good practice across all of the services inspected with the highest levels of compliance with standards relating to respecting and involving people, the provision of effective, safe and appropriate care and treatment, and in all aspects of dental and mental health services.
• Operational casualties whose injuries are serious enough to require further treatment back in the UK are aeromedically evacuated as a matter of priority. The Queen Elizabeth NHS Hospital in Birmingham is the primary reception hospital for military patients evacuated to the UK from overseas. The state-of-the-art facilities, operating in partnership with the NHS, offer injured troops the best possible care in a Military Ward, subject to clinical need.
• Patients requiring further rehabilitation care (including prosthetics) can be referred to the DMRC at Headley Court in Surrey. DMRC has recently benefited from the addition of the new Jubilee Rehabilitation Complex. This bespoke two-building complex provides an additional 48 beds, allowing the Unit to accommodate a total of 144 ward-based patients and the associated rehabilitation facilities. This new build will enhance DMRC’s capability to meet the Services’ rehabilitation needs to the end of current operations.
• Medical care for wounded personnel is of a very high standard. The extraordinary quality of care given to the Armed Forces was recognised by the House of Commons Defence Committee in its December 2011 report. A Care Quality Commission (CQC) report in June 2012 recognised as exemplary the management of trauma at the field hospital in Afghanistan and the subsequent rehabilitation of patients, both at Regional Rehabilitation Units and at the Defence Medical Rehabilitation Centre (DMRC) at Headley Court. Overall the CQC found areas of good practice across all of the services inspected with the highest levels of compliance with standards relating to respecting and involving people, the provision of effective, safe and appropriate care and treatment, and in all aspects of dental and mental health services.
• Operational casualties whose injuries are serious enough to require further treatment back in the UK are aeromedically evacuated as a matter of priority. The Queen Elizabeth NHS Hospital in Birmingham is the primary reception hospital for military patients evacuated to the UK from overseas. The state-of-the-art facilities, operating in partnership with the NHS, offer injured troops the best possible care in a Military Ward, subject to clinical need.
• Patients requiring further rehabilitation care (including prosthetics) can be referred to the DMRC at Headley Court in Surrey. DMRC has recently benefited from the addition of the new Jubilee Rehabilitation Complex. This bespoke two-building complex provides an additional 48 beds, allowing the Unit to accommodate a total of 144 ward-based patients and the associated rehabilitation facilities. This new build will enhance DMRC’s capability to meet the Services’ rehabilitation needs to the end of current operations.
Prosthetics
• Recent Service leavers who have lost a limb while serving will, where clinically appropriate, be entitled to receive from the NHS equivalent standard prosthetic care to that provided by Defence Medical Services. In December 2010 the Government commissioned Dr Andrew Murrison MD MP to examine the future needs of veteran amputees. His report ‘A better deal for military amputees’ was published in June 2011. The Prime Minister announced that the Government is investing up to £15 million over three years to support Dr Murrison’s key recommendations, including the introduction of national specialist prosthetic and rehabilitation centres for amputee veterans. Interim arrangements are currently in place and the Department of Health will announce the locations of the specialist centres this year.
Mental Health: Service Personnel
• The Armed Forces Mental Health Strategy provides a framework for the Chain of Command, Personnel and Training staffs and Defence Medical Services to coordinate policy and focus efforts and resources to optimise levels of mental health in the Armed Forces. It also covers the duty to ensure that Service families receive appropriate support and that veterans in need of help are appropriately cared for through the NHS and in partnership with others.
• The MOD provides mental healthcare for those Armed Forces personnel who need it, primarily through 15 military Departments of Community Mental Health (DCMH) across the UK (plus centres overseas), providing out-patient treatment. In-patient care, when necessary, is provided in specialised psychiatric units under contract with the NHS.
• The latest phase of a King’s College study into the effects of deployment on mental health confirmed continuing low incidence rate of probable post-traumatic stress disorder (PTSD) for the UK Armed Forces. Alcohol misuse and common mental disorders were the most prevalent mental health problems. Service personnel are generally no worse off as regards mental health disorders compared with available data for the civilian population. Deployment on operations was associated with a small increase in symptoms of PTSD in Reservists, and Regular personnel in combat roles were more likely than those in support roles to report probable PTSD. The number of times that a member of the Armed Forces deploys to theatre does not increase the risk of developing common mental health disorders.
Mental Health: Veterans
• The NHS delivers veterans’ healthcare, with priority treatment for Service-related conditions, subject to the clinical needs of all patients.
The MOD complements NHS services by providing a Veterans and Reserves Mental Health Programme (VRMHP) and funding for treatment by the Combat Stress charity for war pensioners with service-related mental health disorders caused before 6 April 2005 where funding is not provided under other UK legislation. In FY2010/11 this amounted to £2.6 million.
• The VRMHP provides a full mental health assessment by military specialists at the Reservist and Mobilisation Centre at Chilwell, Nottinghamshire for Reservists who have deployed on operations since 2003 and veterans with operational service since 1982.
• Armed Forces Networks bring together the NHS, MOD and military charities in their respective areas. They champion the members of the Armed Forces, their families and veterans, ensure veterans are able to access services, that they are not at a disadvantage and, where appropriate, that veterans are given special treatment in accessing health and social care services. The Armed Forces Networks, the MOD and the Department of Health work closely with the Devolved Administrations who have their own arrangements.
• Where a Serving person has had a mental health problem identified at the time of discharge that requires referral to a DCMH, that person may access care in a UK DCMH for up to 6 months beyond their discharge date.
• The NHS delivers veterans’ healthcare, with priority treatment for Service-related conditions, subject to the clinical needs of all patients.
The MOD complements NHS services by providing a Veterans and Reserves Mental Health Programme (VRMHP) and funding for treatment by the Combat Stress charity for war pensioners with service-related mental health disorders caused before 6 April 2005 where funding is not provided under other UK legislation. In FY2010/11 this amounted to £2.6 million.
• The VRMHP provides a full mental health assessment by military specialists at the Reservist and Mobilisation Centre at Chilwell, Nottinghamshire for Reservists who have deployed on operations since 2003 and veterans with operational service since 1982.
• Armed Forces Networks bring together the NHS, MOD and military charities in their respective areas. They champion the members of the Armed Forces, their families and veterans, ensure veterans are able to access services, that they are not at a disadvantage and, where appropriate, that veterans are given special treatment in accessing health and social care services. The Armed Forces Networks, the MOD and the Department of Health work closely with the Devolved Administrations who have their own arrangements.
• Where a Serving person has had a mental health problem identified at the time of discharge that requires referral to a DCMH, that person may access care in a UK DCMH for up to 6 months beyond their discharge date.
HOUSING
• In 2011, some upgrade funding was removed for Single Living Accommodation (SLA) and Service Family Accommodation (SFA) for a three year period beginning in 2013 to assist in balancing the Defence budget. However, this has now been partially offset by the March 2012 budget, which provided investment of £100 million for the improvement of Service accommodation, and other investment from the MOD which continues to fund improvement works and to purchase new properties for Service Families in areas of high demand.
• A £20 million, four-year pilot Armed Forces shared equity home ownership scheme was launched in January 2010 to enable full-time permanent members of the Armed Forces who wish to remain in the Forces, and who have between four and six years’ service, to buy a property in England. As at end of September 2012 (FY 2012/13), the scheme had attracted 2,630 applicants who were assessed as being eligible in principle. Of these, 219 had completed by 30 September 2012.
• Some £100 million of further investment in SFA and SLA will be available for Financial Year 2013-14. It should be noted that 94% of UK SFA is at the top two standards (of four) for condition. MOD no longer allocates the lowest two standards, although some military personnel choose to remain in them. When these properties become vacant, they are removed from the allocation stock. Investment continues across the estate to improve properties through major upgrades (until April 2013) and asset replacement projects. The MOD is also in the process of purchasing some 600 new properties in areas of high demand to reduce reliance on privately-rented Substitute SFA.
• The MOD continues to develop SLA where funding permits and has a world-wide stock of around 160,000 bed-spaces. Modernised SLA is either new build or refurbished and upgraded, is delivered through a number of projects. These include Project Single Living Accommodation Modernisation (SLAM), a tri-Service programme delivering modern accommodation for Armed Forces personnel across Great Britain. SLAM covers different types of accommodation for different ranks across around 80 individual projects totalling some 18,090 bed spaces at over 40 establishments across Great Britain. Private Finance Initiatives (PFIs), such as Project Allenby/Connaught and the Colchester Garrison PFI, plus separate projects in Faslane, Plymouth, and Northwood also provide modernised SLA.
• A £20 million, four-year pilot Armed Forces shared equity home ownership scheme was launched in January 2010 to enable full-time permanent members of the Armed Forces who wish to remain in the Forces, and who have between four and six years’ service, to buy a property in England. As at end of September 2012 (FY 2012/13), the scheme had attracted 2,630 applicants who were assessed as being eligible in principle. Of these, 219 had completed by 30 September 2012.
• Some £100 million of further investment in SFA and SLA will be available for Financial Year 2013-14. It should be noted that 94% of UK SFA is at the top two standards (of four) for condition. MOD no longer allocates the lowest two standards, although some military personnel choose to remain in them. When these properties become vacant, they are removed from the allocation stock. Investment continues across the estate to improve properties through major upgrades (until April 2013) and asset replacement projects. The MOD is also in the process of purchasing some 600 new properties in areas of high demand to reduce reliance on privately-rented Substitute SFA.
• The MOD continues to develop SLA where funding permits and has a world-wide stock of around 160,000 bed-spaces. Modernised SLA is either new build or refurbished and upgraded, is delivered through a number of projects. These include Project Single Living Accommodation Modernisation (SLAM), a tri-Service programme delivering modern accommodation for Armed Forces personnel across Great Britain. SLAM covers different types of accommodation for different ranks across around 80 individual projects totalling some 18,090 bed spaces at over 40 establishments across Great Britain. Private Finance Initiatives (PFIs), such as Project Allenby/Connaught and the Colchester Garrison PFI, plus separate projects in Faslane, Plymouth, and Northwood also provide modernised SLA.
EDUCATION
• Free Further or Higher Education: Service leavers with six years’ service, and who have previously been members of the Enhanced Learning Scheme, can apply for funding to cover tuition fee expenses for an additional qualification. This is up to and including degree level courses.
• School Place Allocation: The School Admissions Code is designed to recognise the needs of Service children.
• Special Educational Needs: local authorities and schools have received guidance reminding them of their obligation to ensure continuity of support.
• Troops to Teachers: as part of the Schools White Paper, released in November 2010 by the Department for Education, the Government has developed a ‘Troops to Teachers’ programme which is sponsoring Service leavers to train as teachers.
• School Place Allocation: The School Admissions Code is designed to recognise the needs of Service children.
• Special Educational Needs: local authorities and schools have received guidance reminding them of their obligation to ensure continuity of support.
• Troops to Teachers: as part of the Schools White Paper, released in November 2010 by the Department for Education, the Government has developed a ‘Troops to Teachers’ programme which is sponsoring Service leavers to train as teachers.
WELFARE
• The Armed Forces have long-standing welfare structures in place to support Service families, including welfare officers, information and advice offices, chaplains, trained social workers, and other specialists.
• Operational Welfare: the Deployed Welfare Package is kept under constant review to ensure it meets the needs of both the Service person and their dependants. Free phone calls are available for 30 minutes per week. Wi-Fi access has been extended in operational areas, texting and internet facilities have been improved in Forward Operating Bases and the Families Welfare Grant doubled in the April 2012 Budget to provide an additional £2 million per year to support families of those deployed.
• Post: MOD and the Royal Mail continue to operate the Enduring Families Free Mail Service (EFFMS) for friends and families to send packages of up to 2 kg to named personnel in Afghanistan as well as HM Ships in support.
• In April 2012, the Royal Mail issued ‘shadow post codes’ for all BFPO locations to help personnel serving overseas, or on ships and submarines, and families by improving access to products and services from the internet. The ability to identify Forces addresses overseas with UK postcodes will also help personnel maintain a UK credit history recognised by financial service providers.
• Financial Awareness: The MOD has undertaken work with the Royal British Legion which has developed a financial awareness and support website, specifically for the Service community, to help them better manage their finances and plan for their financial future. This site, to be called ‘MoneyForce’ is expected to launch in March 2013 and will be linked to training for Service personnel. Personal finance is an individual matter, but the MOD recognises that poor personal decisions can lead to short and longer-term welfare problems for its personnel.
• Reserves: As part of the Future Reserves 2020 consultation (see Reserves section) the MOD is undertaking a fundamental review of the welfare support provided to Reservists and their families. It is anticipated that this will include enhanced support around mobilisation and improved communications.
• Veterans Welfare Service: the VWS is a nationwide service. It is part of the Service Personnel and Veterans Agency (SPVA) and gives support to veterans, those who are eligible to claim for the SPVA pension and compensation schemes and their dependants. It also advises on the Armed Forces Pension Scheme. The focus of the service is to provide assistance following a change in situation that may have resulted in a welfare need, such as:
• Leaving the services
• Bereavement
• Changes in disablement
• Changes affecting income or finances
• Changes affecting housing
From April 2012 to date the VWS has dealt with 33,074 telephone enquiries and visited 8,284 veterans.
• The Veterans Helpline provides help and advice on queries regarding the War Pension Scheme, Armed Forces Compensation Scheme, Medals, Veterans Badges. The Helpline deals on average with 15,000 calls per month. Opening times are 8:15 to 17:15 Monday to Thursday and 8:15 to 16:30 on Friday.
• Operational Welfare: the Deployed Welfare Package is kept under constant review to ensure it meets the needs of both the Service person and their dependants. Free phone calls are available for 30 minutes per week. Wi-Fi access has been extended in operational areas, texting and internet facilities have been improved in Forward Operating Bases and the Families Welfare Grant doubled in the April 2012 Budget to provide an additional £2 million per year to support families of those deployed.
• Post: MOD and the Royal Mail continue to operate the Enduring Families Free Mail Service (EFFMS) for friends and families to send packages of up to 2 kg to named personnel in Afghanistan as well as HM Ships in support.
• In April 2012, the Royal Mail issued ‘shadow post codes’ for all BFPO locations to help personnel serving overseas, or on ships and submarines, and families by improving access to products and services from the internet. The ability to identify Forces addresses overseas with UK postcodes will also help personnel maintain a UK credit history recognised by financial service providers.
• Financial Awareness: The MOD has undertaken work with the Royal British Legion which has developed a financial awareness and support website, specifically for the Service community, to help them better manage their finances and plan for their financial future. This site, to be called ‘MoneyForce’ is expected to launch in March 2013 and will be linked to training for Service personnel. Personal finance is an individual matter, but the MOD recognises that poor personal decisions can lead to short and longer-term welfare problems for its personnel.
• Reserves: As part of the Future Reserves 2020 consultation (see Reserves section) the MOD is undertaking a fundamental review of the welfare support provided to Reservists and their families. It is anticipated that this will include enhanced support around mobilisation and improved communications.
• Veterans Welfare Service: the VWS is a nationwide service. It is part of the Service Personnel and Veterans Agency (SPVA) and gives support to veterans, those who are eligible to claim for the SPVA pension and compensation schemes and their dependants. It also advises on the Armed Forces Pension Scheme. The focus of the service is to provide assistance following a change in situation that may have resulted in a welfare need, such as:
• Leaving the services
• Bereavement
• Changes in disablement
• Changes affecting income or finances
• Changes affecting housing
From April 2012 to date the VWS has dealt with 33,074 telephone enquiries and visited 8,284 veterans.
• The Veterans Helpline provides help and advice on queries regarding the War Pension Scheme, Armed Forces Compensation Scheme, Medals, Veterans Badges. The Helpline deals on average with 15,000 calls per month. Opening times are 8:15 to 17:15 Monday to Thursday and 8:15 to 16:30 on Friday.
