Memorandum submitted by the Ministry of
Defence (3 October 2002)
ROLE AND
ORGANISATION OF
THE ATRA
1. The ATRA is an Executive Agency of the
Ministry of Defence, and an integral part of the Adjutant General's
Personnel and Training Command within the Army Chain of Command.
As such, it is tasked by the Adjutant General who gives the Agency
its mission, or role. This is to provide the required number of
appropriately trained and motivated soldiers (including officers)
to meet the operational requirements of the Army. To fulfil this
role, the ATRA has a series of tasks, these are:
— to attract, select and enlist appropriate
officer cadets and soldier recruits;
— to deliver basic military training
to officer cadets and soldier recruits;
— to motivate, nurture and inspire
these individuals;
— to deliver initial specialist training
to officer cadets and soldier recruits in order to prepare them
for service in their particular trade and role;
— to deliver further training for individual,
career or personal development purposes to officers and soldiers;
— to deliver training to personnel
from the other Services, to civilians and to foreign military
personnel;
— to manage the Agency's resources
effectively and efficiently.
2. The ATRA is organised into a series of
Operating Divisions (Op Divs) with its Headquarters based at Upavon
in Wiltshire. In turn, these Op Divs control subordinate Schools
or other establishments who deliver the more specialist types
of training. ATRA's Op Divs are:
Royal Military Academy Sandhurst
RMAS provides initial training for officer cadets
and develops the qualities of leadership, character and intellect
demanded of an Army Officer. Training at Sandhurst provides cadets
with a firm grounding in the skills they will require as they
progress through their careers. The excellence of the training
is reflected in the numbers of overseas cadets who attend and
who then take back to their own Armies the values and standards
instilled in them. Sandhurst also has responsibility for the Royal
Military School of Music at Kneller Hall, the Army School of Physical
Training at Aldershot and the Regular Commissions Board at Westbury,
where young people undergo initial selection for Army officer
entry.
Recruiting Group
Without recruits there would be no Army. In
this respect Recruiting Group is the engine room of the ATRA,
providing the basic raw material for trained soldiers and officers.
It operates through a network of High Street Recruiting Offices,
many of which are tri-Service, and in concert with the Field Army
through the involvement of the Regional Brigade structure who
co-ordinate the Regimental recruiting teams. The group also co-ordinates
the Army's marketing campaign, through close liaison with the
Central Office of Information and various external advertising
agencies.
Initial Training Group (ITG)
As the name suggests, ITG is responsible for
Phase 1 or Basic Training of all soldier recruits, less the Infantry.
This is furnished through the Army Training Regiments (ATRs),
the Army Foundation College (AFC) at Harrogate and the Army Technical
Foundation College (ATFC) at Arborfield (formerly the Army Apprentices
College). The group is also responsible for the Recruit Selection
Centres where potential soldier recruits undergo selection.
Adjutant General's Corps Training Group
The Group comprises six separate schools; the
School of Employment Training and the Army School of Education,
(both at Worthy Down where the HQ is also located); the Army School
of Training Support at Upavon, the Royal Military Police Training
School at Chichester, the Defence School of Languages at Beaconsfield
and the Defence Animal Centre at Melton Mowbray. With effect from
1 April 2002, the School of Finance and Management, previously
part of the Group and located at Worthy Down, became part of the
Defence Academy, although it will remain at Worthy Down for the
present.
School of Infantry, Catterick
Catterick now provides training for all Infantry
recruits (less Juniors ie those under age 17) through to their
joining the Field Army for their first posting. In the past, Infantry
Phase 1 training was provided at the ATRs and Catterick only provided
Phase 2 training. Also under the command of the school are the
Phase 3 Infantry Training Centres at Warminster and Brecon (Wales),
which provide specialist training to Infantry officers and soldiers
during their careers. Phase 1 training for Junior Infantry recruits
is conducted at the Army Foundation College or ATR Bassingbourn
(in Cambridgeshire), both part of the Initial Training Group.
Graduates from these establishments still go to Catterick to complete
basic training.
The Armour Centre
Based at Bovington and Lulworth, the Centre
provides career training for the officers and soldiers of the
Royal Armoured Corps, and specialist training for commanders,
crewmen and instructors on all the Army's armoured fighting vehicles
in the linked disciplines of direct fire gunnery, mobility and
communications.
Royal Electrical and Mechanical Engineers Training
Group
The Group provides career and specialist engineering
training for officers and soldiers at the School of Electronic
and Aeronautical Engineering at Arborfield and the School of Mechanical
and Electrical Engineering at Bordon. The School of Equipment
Support (Army) at Arborfield provides specialist management training.
Defence Logistic Support Training Group
Formerly the Royal Logistics Corps Training
Group, the DLSTG provides career and specialist RLC and selected
All-Arms logistic training for officers and soldiers at the Training
Regiment and Depot, RLC and the School of Logistics at Deepcut
and Marchwood. The Army School of Catering, Aldershot, the Army
School of Ammunition at Kineton and the School of Petroleum, West
Moors are also part of the Group, as is the Defence School of
Transport at Leconfield.
Royal School of Artillery
Based at Larkhill, the RSA is the Army's centre
of excellence for individual artillery training, providing career
and specialist training for young officers and soldiers in field
artillery, depth fire and locating and air defence. It is also
the prime source of artillery technical knowledge and expertise.
Royal School of Military Engineering
The RSME is the Army's centre for Military Engineer
training and the tri-service centre of excellence for Explosive
Ordnance Disposal Training. The RSME has three schools: the Combat
Engineering School at Minley, the Construction Engineer School
and the Defence Explosive Ordnance Disposals School in the Medway
Towns. The RSME provides special to arm and career development
training for Royal Engineer (RE) officers and soldiers in combat
engineering, artisan, technical and professional construction
engineering, communication and RE driver skills. In addition,
RSME provides All-Arms training in counter terrorist search and
watermanship, and for assault pioneers and support troops.
Royal School of Signals
Based at Blandford, RSS provides officers and
soldiers with career training in communications information systems
and electronic warfare. The technical training conducted can lead
to the award of a first degree to certain Senior Non Commissioned
Officers. The school also conducts specialist All-Arms communications
courses for officers and Non Commissioned officers.
School of Army Aviation
SAAvn, based at Middle Wallop in Hampshire,
is the Army's centre for Army Air Corps and aviation individual
training. The School's main output relates to advanced operational
flying training carried out as part of the Tri-Service flying
training programme. Career management and specialist training
is also provided for all Army Air Corps officers and soldiers,
as well as the selection and training of All Arms aircrew volunteers.
PERFORMANCE OF
THE ATRA
3. ATRA's achievements are measured against
a series of five Key Targets, which are set by the Adjutant General,
in consultation with the Agency and its customers, principally
the Field Army but also including the other two services.
4. The Agency's performance in the year
2001-02 is fully described in the Annual Report and Accounts;
however, the following table summarises the results for that year:
Key Target
| Target 2001-02 | Achievement 2001-02
|
| 1. To meet the Army's requirement for trained mainstream officers available to take up their first appointment within a permissible variance of 2%
| 575 | 557 (97%) |
| 2. To meet the Army's requirement of soldiers available to take up their first appointment within a permissible variance of 5%
| 9,442 | 8,857 (94%) |
| 3. Achieve a 98% first time pass rate for all officers made available to undergo career or professional development training
| 98% | 97% |
| 4. Achieve a 96% first time pass rate for all soldiers made available to undergo career or professional development training
| 96% | 95% |
| 5. To achieve a 3% improvement in the efficiency of ATRA operations
| 3% | 3.9% |
Notes on performance for 2001-02:
Key Target 1: Although this year's performance is marginally
down in percentage terms, the actual numbers of officers commissioned
from Sandhurst rose slightly this year over last.
Key Target 2: Despite the rapidly changing operational environment,
a disappointing recruiting performance in the first quarter and
training restrictions due to foot and mouth disease, output levels
exceeded those achieved last year.
Key Targets 3 and 4: These targets are now more oriented
towards quality rather than quantity. The slight shortfall against
target in 2001-02 remains the same as last year, but the performance
still reflects well in the individual efforts of training staff
across the ATRA. However, we would still wish to see fuller utilisation
of course places and an improvement in skill standards in some
of those arriving from the Field Army.
5. The following table gives an indication of the scale
of the ATRA's operation in the last financial year:
| Number of Course Types run | 1,471
|
| Number of Courses run | 6,116
|
| Number of Schools | 43 |
| Number of sites | 39 |
| Number of students attending ATRA courses |
71,250 |
| Average no of students under training at any one time
| 12,800 |
| Permanent Staff numbers | Military: 6,785
|
| Civilian: 4,444 |
| Total Net Operating Costs | £1,140.80m
|
| Fixed Assets | £1,864.40m
|
| Net Assets employed ie fixed assets plus current assets less all liabilities
| £1,850.90m |
FUTURE OPTIONS
FOR THE
AGENCY
6. This is inextricably linked to the Defence Training
Review (DTR) and the Service Personnel Process Review. HCDC will
be aware of DTR whose recommendations may have a profound effect
on how the ATRA operates. The aim of the Process Review is to
improve the performance of the Service personnel provision process
as a whole, so as to ensure that the outcome of these processes
is achieved effectively and as efficiently as possible. Its recommendations
are expected to cover the status and operations of the ATRA and
its sister Agencies in the other two Services. HQ ATRA has been
closely engaged with both review teams.
7. Notwithstanding the foregoing, the ATRA's Chief Executive
has articulated his vision of where he sees the ATRA in the medium
to long term, and this is fully detailed in the Annual Report
for 2001-02. In summary, he sees the Agency as a recruiting and
training organisation delivering the required numbers of trained
personnel within agreed timeframes and to agreed standards, and
as efficiently as possible. He sees the ATRA as being a financially
responsible organisation; the product of both top down resourcing
and bottom up efficiency, working from a number of core sites,
rationalised where possible and appropriate. To this end, recruiting
and the phases of initial training must be aligned and co-ordinated
in order to nurture trainees, to minimise time in training and
to use limited resources to maximum effect.
The Committee would like to have statistics for recruitment
and subsequent retention of recruits for each of the various stages
of initial training; at Recruitment Selection Centres, at the
Army Foundation College and Army Technical Foundation College,
during other initial training and during "specialist training"
(to the point when personnel are ready for their first appointments).
The data should if possible cover each year since ATRA was set
up, cover both targets and actual data, and differentiate officers
and other ranks.
RECRUIT SELECTION
CENTRES
The Recruit Selection Centres (RSC) are responsible for the
selection of Soldier Recruits; they act as an initial quality
control point. The selection procedures measure a recruit's trainability,
motivation and physical potential in relation to the tasks expected
of each career employment group (CEG). Validation of the selection
criteria against results in training is currently being conducted.
Recruitment data from Training Year (TY) 1999-2000 (data
from earlier years is not available) is detailed in Table 1. For
the first three months of TY 2002-03 the RSCs have been operating
at 92% capacity, rising to 96% in July 2002. Conversion rates
from applicant to enlistment have continuously improved over this
period. Losses as a percentage of input to RSCs have fallen from
42.8% in 1999-2000 to 39.0% in 2001-02 and have improved further
during the current year (to end July) to 36.9%. The end result
is an improvement in the number of soldier enlistments over the
last three years. The forecast of enlistments for this TY is 13,600,
which includes enlistment to both the AFC and ATFC. Both intakes
at the AFC and the concurrent intakes at the ATFC are being filled
to capacity each year[1],
but the May intake at ATFC has not been filled to planned capacity
since the College was opened.
Table 1
OTHER RANKS—RECRUIT SELECTION CENTRE PERFORMANCE
| T Y | | Applicants *
| RSC Input | RSC Output[2]
| Loss in RSC | Enlisted
|
| 1999-2000 | | 42,498
| 23,464 | 13,418[3]
| 42.80% | 15,026 |
| 2000-01 | | 33,332
| 23,725 | 14,009 | 41.00%
| 13,391 |
| 2001-02 | | 38,929
| 24,735 | 15,098 | 39.00%
| 13,473 |
| 2002-03 to end of July 2002 |
15,389 | 6,967 | 4,393
| 36.90% | 3,521 |
* Applicants are those who have made a specific application
to join the Army and have embarked on the enlistment process,
subject to selection, medical clearance etc.
PHASE 1 TRAINING
A summary of Phase 1 Input and Output for TY 1999-2000 to
the current TY is at Table 2, again data from earlier years is
not available. Intake to the AFC and ATFC are included in this
data.
Table 2
PHASE 1 INPUT AND OUTPUT
| TY | Enlistments
| Ph 1 Input | Ph 1 Output
| Ph 1 Output Tgt[4]
|
| 1999-2000 | 15,026 | 14,752
| 10,446 | 12,498 |
| 2000-01 | 13,391 | 13,380
| 9,059 | 12,353 |
| 2001-02 | 13,473 | 13,290
| 10,042 | 12,170 |
| 2002-03[5]
| 3,521 | 3,792 | 3,077
| 11,580 |
ATRA PHASE 2 (SPECIALIST)
TRAINING
Historical output is at Table 3.
Table 3
PHASE 2 SOLDIER OUTPUT
| TY | Target |
Achievement |
| 1997-98 | 9,882 | 8,339
|
| 1998-99 | 10,140 | 8,353
|
| 1999-2000 | 10,831 | 9,500
|
| 2000-01 | 10,623 | 8,738
|
| 2001-02 | 9,442 | 8,857
|
| 2002-03 | 9,106 | Forecast for end of year 9,065*
|
* actual output as at end July 2002 is 2,936
The Standing Committee for Army Manning Forecasts (SCAMF)
has informed the setting of targets for the ATRA by the Adjutant
General. These represent a minimum level of achievement. DGATR
has also accepted challenging SMART (specific, measurable, achievable,
realistic, timely) objectives, broken down by Arm and Service,
which represent the enabling capacity to achieve the targets (and
more if possible). Over-achievement depends on outperforming the
assumptions of recruitment, First Time Pass Rate (FTPR) wastage
(loss to the Army), cascading to lesser demanding CEGs and re-allocation
to other capbadges. It also depends on all capacity being filled
at all times.
RETENTION AND
WASTAGE[6]
Wastage for the whole training pipeline is illustrated in
Table 4. There has been a general improvement in retention rates
at each stage of the recruiting and selection pipeline and wastage
at Phase 1 and Phase 2 since TY 1999-2000. Earlier data is not
available. Wastage at Phase 2, already at low levels, has also
fallen slightly.
Table 4
LOSSES AND WASTAGE AT EACH STAGE OF THE PIPELINE
| Stage in ATRA Pipeline | 1999-2000
| 2000-01 | 2001-02
| 2002-03 to
end July |
| Enquirers to Approved Applicants | —
| — | 9% | 6%
|
| RSC Attendance to RSC Passes | 44%
| 47% | 39% | 37%
|
| Phase 1 Total | 28% | 21%
| 20% | |
| Standard (Adult) Entry | 21%
| 22% | 19% | 15%
|
| Junior Entry (AFC) | 23% |
17% | 25% | |
| Apprentice Entry (ATFC) | 35%
| 11% | 21% | 18%
|
| Phase 2 | 3.5% | 3.4%
| 3.2% | 3.2% |
OFFICERS
The equivalent of the Recruit Selection Centres for Officer
selection is the Regular Commissions Board at Westbury in Wiltshire.
Here, young people who wish to join as officers undergo a series
of tests designed to assess their potential. Assessment is undertaken
by means of written, physical, practical and mental testing. Testing
is undertaken either prior to an individual's attendance at university,
during university or in some cases after graduation. It is important
to note that the "gap" between attending RCB and entering
Sandhurst can vary between three weeks to six years, with three
years being quite normal. Although a pass at RCB carries with
it a confirmed place at Sandhurst, a number of individuals tested
prior to or during university, change their minds during their
course and decide to pursue alternative careers. Sandhurst has
introduced an improved programme of "nurturing" successful
candidates whilst they are at university so as to maintain their
interest in the Army and hopefully lead to a reduction in wastage
at this very early stage. Indications are that this is proving
successful, with the numbers wasting out between success at RCB
and entering Sandhurst reducing. Table 5 shows the numbers attending
RCB and the numbers successful.
Table 5
RCB ATTENDANCE AND PASS RATES FOR MAINSTREAM OFFICER CANDIDATES
| Year | Attendance
| Passes | % |
| 1996-97 | 1,386 | 792
| 57 |
| 1997-98 | 1,251 | 725
| 58 |
| 1998-99 | 1,082 | 658
| 61 |
| 1999-2000 | 1,150 | 757
| 66 |
| 2000-01 | 1,163 | 707
| 61 |
| 2000-01 | 1,185 | 750
| 63 |
| 2002-03 (to end Aug) | 485 |
333 | 69 |
The Royal Military Academy Sandhurst (RMAS) has capacity
for three equal sized intakes each year; May, September and January,
with the corresponding outputs in April, August and December.
However, historically the Direct Entry course in May has not been
filled to capacity (average intake 150); with the two other intakes
in September and January averaging 253. Initiatives have been
put in place to spread the training burden more evenly over the
full training year, resulting in an increase in the May 02 intake.
Detail is provided in Table 6.
Table 6
RMAS INTAKE OF DIRECT ENTRY MAINSTREAM OFFICERS
| TY | May | Sep
| Jan | Total | Forcast
| ATRA Target |
| 1999-2000 | 141 | 266
| 241 | 648 | —
| 777 |
| 2000-01 | 154 | 273
| 241 | 673 | —
| 660 |
| 2001-02 | 156 | 268
| 231 | 655 | 674
| 706 |
| 2002-03 | 213 | 241
| — | 454 | 672
| 660 |
Table 7 shows the wastage and loss to training by intake
at RMAS since May 99. Earlier figures are unreliable.
Table 7
INTAKE, OUTPUT AND WASTAGE RATES AT RMAS FOR MAINSTREAM
OFFICERS
| Intake | Numbers in
| Output | Numbers out
| % wastage |
| May 1999 | 141 | Apr 2000
| 123 | 12.8 |
| Sep 1999 | 266 | Aug 2000
| 233 | 12.4 |
| Jan 2000 | 241 | Dec 2000
| 193 | 19.9 |
| May 2000 | 154 | Apr 2001
| 136 | 11.7 |
| Sep 2000 | 273 | Aug 2001
| 232 | 15.0 |
| Jan 2001 | 241 | Dec 2001
| 189 | 21.6 |
| May 2001 | 183 | Apr 2002
| 173 | 5.5 |
| Sep 2001 | 268 | Aug 2002
| 241 | 16.4 |
| Jan 2002 | 231 | Dec 2002
| — | — |
| May 2002 | 213 | Apr 2003
| — | — |
| Sep 2002 | 241 | Aug 2003
| — | — |
Professionally Qualified Officers (PQOs), eg doctors, dentists
etc, undergo a shorter Commissioning Course at RMAS and courses
start and finish within the training year. Output data for these
officers since 1999-2000 is shown in Table 8.
Table 8
RMAS PQO OUTPUT DATA
| TY | Target |
Achievement |
| 1999-2000 | 120 | 98
|
| 2000-01 | 160 | 111
|
| 2001-02 | 135 | 132
|
| 2002-03 | 150 | (Forecast) 130
|
What targets have been set in these areas for the current year
and beyond?
The draft targets produced to date from the SCAMF are shown
at Tables 9 and 10.
Table 9
SOLDIER PHASE 2 OUTPUT TARGETS FROM ATRA AND OTHER AGENCIES
| Type | 2002-03 Tgt
| 2003-04 Tgt | 2004-05 Tgt
| 2005-06 Tgt |
| ATRA | JE | 878
| 878 | 878 | 878
|
| AE | 600 |
600 | 600 | 600 |
| SE | 7,628 |
7,800 | 7,800 | 7,800
|
| ATRA TOTAL | 9,106
| 9,278 | 9,278 | 9,278
|
| DMTO* | RAMC | 205
| 210 | 210 | 210
|
| QARANC | 65
| 70 | 70 | 70 |
| DMTO TOTAL | 270
| 280 | 280 | 280
|
| DDA* | | 20 |
20 | 20 | 20 |
| DISC* | | 90 |
100 | 100 | 100 |
| TOTAL | | 9,486
| 9,678 | 9,678 | 9,678
|
* Defence Medical Training Organisation, Defence Dental Agency
and Defence Intelligence and Security Centre, not part of the
ATRA.
Table 10
OFFICER OUTPUT TARGETS FROM RMAS
| Type | Capbadge
| 2002-03 Tgt | 2003-04 Tgt
| 2004-05 Tgt | 2005-06 Tgt
|
| Direct Entry | | 590
| 560 | 560 | 560
|
| PQO | RAMC | 72
| 72 | 77 | 83 |
| RADC | 18 |
18 | 20 | 20 |
| RAVC | 2 |
2 | 2 | 2 |
| QARANC | 32
| 40 | 50 | 50 |
| ALS | 8 |
10 | 10 | 10 |
| RAChD | 18 |
18 | 18 | 18 |
| PQO TOTAL | 150
| 160 | 177 | 183
|
| Officer TOTAL | 740
| 720 | 737 | 743
|
What initiatives are underway to improve recruiting and
training retention rates in ATRA, and what has been achieved?
This should cover the use of joint Recruitment Offices, the commercial
marketing pilot project (in Glasgow using Search Consultants,
and any other such schemes), use of longer initial training courses,
and improvements to accommodation standards.
(a) Initiatives underway to improve recruiting, and what
has been achieved?
(1) Phase 3 Marketing. The Phase 3 Marketing
campaign aims to simplify the presentation of job opportunities
in the Army. In this campaign, the 140 jobs that the Army offers
are grouped into nine Career Groups (CGs). These are Combat, Logistics,
Engineering, IT and Communications, Human Resources and Administration,
Healthcare, Further Education, Specialist and Officer. These CGs
bring Army jobs more closely into line with equivalent civilian
career opportunities and make it easier for an applicant to choose
an initial line of enquiry. The campaign will involve new recruiting
literature, videos and advertising across various media. Its proposition
is that the Army is not just about basic training; it is possible
to be in the Army and still "have a life", whilst obtaining
qualifications such as NVQs that directly relate to those obtainable
in civilian life. The campaign was launched in London on 15 September
2002. Phase 3 builds on the success of Phase 1, breaking down
the perception that the Army was still drawing down, and Phase
2, raising awareness of the careers available in the Army and
challenging job seekers to find out more. It is too early to quantify
the success of the current marketing phase but we have seen increasing
recruitment over the last five years.
(2) Dynamic Recruiting Initiative (DRI). One
of the benefits discovered during the commercial recruiting trial
in Scotland last year, was the value of deploying Recruiters out
of offices to engage directly with the target audience. The processing
of applicants in the office, previously undertaken by uniformed
Recruiters, was taken on by civilian staff. In the trial, this
"manoeuvrist approach" yielded a 22% increase in enlistment.
Further trials are taking place in Scotland, London and the East
of England, using options based around mobile recruiting Sergeants
equipped with IT and civilian "Applicant Processors".
Experience so far suggests that although this approach requires
greatly increased co-ordination, it increases recruiting by approximately
10%. The current limiting factor is civilian manpower constraints.
(3) Regimental Recruiting Teams (RRTs). This
year Recruiting Group has reorganised RRTs and resourced them
with vehicles, IT, communications and marketing funding, recognising
their value in Pan-Army recruiting. The equipment all conforms
to the Army "Be The Best" corporate image and is linked
into the Phase 3 Marketing campaign. Combined with enhanced co-ordination
of effort at a regional level and with the Dynamic Recruiting
Initiative (above) RRTs conduct their recruiting operations as
part of an overarching plan. RRTs are also used by Commanders
Regional Recruiting in the Regional Brigades to nurture candidates
whilst they are going through the process in an effort to reduce
wastage.
(4) Recruiting Concentrations. Following the
pilot Op LONDON SOLDIER last year, a programme of recruiting concentrations
has been rolled out around the regions. These operations are conducted
jointly with HQ LAND Command and aim to concentrate as much recruiting
effort as possible into a specific area, for a specific period
of time, to meet a specific recruiting aim. So far Concentrations
have been held in the North East and Scotland and further operations
are planned for October 2002 in London and the South East. The
success of these concentrations is hard to measure but statistics
for the first five months of the year show that in the three areas
where concentrations have been held there has been the greatest
increase in recruitment when compared to last year.
(5) Officer Recruiting. All of the foregoing
is aimed at both soldier and officer recruiting, although the
main emphasis is on soldier recruiting. Specific measures aimed
at potential officers include:
(i) Graduate Recruitment Seminars (GRS). After
a pilot programme and a full year of Seminars in 2001-02, the
next programme of 13 seminars at leading UK Universities will
begin in Manchester on 17 October 2002 and conclude at Cambridge
on 6 March 2003. The seminars aim is to attract quality applications
to officer entry. The evening consists of a short presentation
on the challenge, variety and rewards of an officer's commission
followed by the opportunity to meet young serving officers. Attendance
at seminars last year ranged from 38 to 500 undergraduates with
12.8% of attendees from the ethnic minorities.
(ii) Undergraduate Army Placement (UGAP). A new
Commission for highly motivated undergraduates studying at UK
universities requiring a placement as part of their degree. Up
to 20 places are available each year. This month (September) will
see the first selected candidates starting the four-week course
at RMAS before joining their sponsor regiments.
(iii) Officer Work Experience/Look at Life Courses.
After a successful pilot scheme last year, five courses are now
on offer for students at school in years 11 and 12 to find about
a career as an Army Officer. These courses are held in Hampshire,
Staffordshire, Yorkshire and Scotland and offer young people a
range of organised activities and unit visits during their five-day
residential stay.
(iv) Bursaries for Potential QARANC and Pharmacist
Officers. It has been agreed that 5 undergraduate bursaries
should be allocated to potential QARANC officers. QARANC are still
finalising the terms of service, and the first candidates are
likely to be selected in May 2003. Bursaries are also likely to
be made available to potential officers in 2003.
(v) Officer Career Group. One of the most significant
aspects of Phase three marketing for officer recruiting is the
revamped officer website. Initially launched in November 2001,
it now has a new look, job descriptions, young officer profiles
and a challenge game.
(vi) Gap Year Commissions. Aimed at highly motivated
young men and women with a confirmed place at university and who
wish to take a break from purely academic pursuits in order to
develop themselves in an adventurous and interesting environment.
Successful applicants undertake a four-week course at Sandhurst,
followed by between four and 18 months' service with a front line
unit. There is no obligation to join the Army on completion of
university, although naturally, the Army hopes that numbers of
Individuals will ultimately decide on the Army as a full career.
(b) Initiatives underway to improve training retention
rates, and what has been achieved?
(1) The Combined Infantry Course. As an early
measure in the reorganisation of Initial Training (see Question
4 below), Infantry Phase one and two training has been combined
into a single course, the Combined Infantry Course, delivered
at the Infantry Training Centre at Catterick. Analysis of the
reasons for soldiers failing during training showed that time
spent in training, a mid-training move to a physically hard regime
and the uneven ramp-up in physical training contributed to wastage
during training. The Combined Infantry Course is shorter than
its predecessors, is delivered in one location and is able to
deliver the increasing levels of physical training over a longer
period. It also has the benefit of training soldiers as a cohort
for the length of the course. Whilst two trials demonstrated significantly
reduced wastage rates (about 20% compared with 35%) it is still
too early to be precise about the success of these changes.
(2) Initial Training Group Instructors School (ITGIS).
ITGIS is now firmly established at the Army Training Regiment
at Lichfield. It is attended by all Initial Training Group (ITG)
instructors prior to commencing the training of recruits and by
HQ staff. The aim of the course is to train and educate attendees
in the essential psychology, techniques and procedures to enable
them to induct civilians into the Army and to manage their transition
to Phase one standard recruits. To achieve this the course ensures
a comprehensive understanding of existing ITG policy and best
practice in order to give every individual the best chance of
success at Phase 1. The course continues to evolve and the latest
initiative is to establish a "road show" visiting units
and targeting civilian staff unable to attend the full course.
The Infantry Training Centre is developing a similar instructor's
school to meet Infantry needs. The effectiveness of ITGIS is demonstrated
in the reducing wastage rates at Phase one.
(3) Single Living Accommodation. Poor standards
of living accommodation, both in training and in Field Army units
has long been a cause of dissatisfaction amongst soldiers. The
Single Living Accommodation Modernisation (SLAM) Project, which
includes ATRA units, addresses this over the next 10 years. The
first refurbished accommodation will be occupied in FY 2004-05.
(4) Conditions of Service. Recognising that a
transfer within trades or reallocation within capbadges is preferable
to losing a recruit to the Service, the ATRA is now making it
easier for an individual to transfer between disciplines. No firm
data of the success of this measure is yet available.
(c) Joint Recruiting Offices
The Army has recruiters in Armed Forces Careers Offices,
alongside RN and RAF recruiters, and in Army Careers Information
Offices. Recruiting remains nonetheless a single-Service activity.
Armed Forces Careers Offices, and the development of a tri-Service
selection test, are matters for AFCO Management Sub-Committee
of the Defence Recruiting Committee under DG SP Pol.
How does the role of each of the Army Training Regiments differ,
and what consideration is being given to their future, including
their possible rationalisation following the Defence Training
Review?
General
ATRA units are split between those within the Initial Training
Group, delivering Phase 1 (initial military) training, and the
9 specialist Operating Divisions delivering Phase 2 (initial specialist)
and Phase 3 (career and professional development) training.
Phase 1 (Initial) Training
(a) Roles of the Army Training Regiments.
The four Army Training Regiments (ATRs) are located at Pirbright
in Surrey, Winchester in Hampshire, Bassingbourn in Cambridgeshire
and Lichfield in Staffordshire. They deliver Phase 1 training,
that is initial military training, to a common set of standards,
before recruits attend Phase 2 specialist training. There was
a fifth ATR at Glencorse but this was closed on 9 May 2002 and
the barracks will be handed over to LAND Command on 1 November
2002. The roles of ATRs are identical in that they train Standard
Entry recruits (recruits aged 17 years or older), but each is
allocated recruits on a capbadge basis. ATR Lichfield trains Royal
Engineer and Royal Signals recruits, ATR Pirbright trains Royal
Artillery, Royal Logistic Corps and Royal Electrical and Mechanical
Engineer recruits and ATR Winchester trains Royal Armoured Corps,
Adjutant General's Corps, Intelligence Corps, Army Corps of Musicians
and Army Medical Services recruits. In principle, training of
recruits is conducted by instructors from the recruit's chosen
capbadge, reinforced with some infantry expertise. On occasion,
and for efficiency, this is not always possible. ATR Bassingbourn
delivers Phase 1 training to Junior Entry (JE) recruits (16 to
17 year olds).
(b) The future of the Army Training Regiments, including
possible rationalisation. The reorganisation of the delivery
of Phase 1 training included, as early measures, the centralisation
of Infantry Standard Entry Phase 1 training at the Infantry Training
Centre at Catterick, the closure of ATR Glencorse and the expansion
of JE at ATR Bassingbourn. Infantry Phase 1 and Phase 2 training
have been combined to form a single and shorter rationalised course.
Further plans for the reorganisation of Phase 1 training include
the expansion of JE provision as part of the proposed Army Foundation
Project (see Question 5 below). The Defence Training Review concluded
that initial recruit training will continue to be delivered on
a single Service basis and there are, accordingly, no plans to
rationalise Phase 1 training with other Services or across Defence.
Phase 2 and 3 Training
The specialist Operating Divisions, a combination of single-
and multi-site training establishments, are organised largely
along capbadge or specialist employment group lines. Rationalisation
of these nine operating divisions within the ATRA is not planned,
but the Defence Training Review did recommend rationalisation
of certain specialist training delivery across Defence. Accordingly
it has been proposed that Electro-mechanical Engineering, Aeronautical
Engineering, Police, Personnel Administration and Language, Security
and Intelligence training, Communications and Information Systems
(CIS) and Logistics training across the three Services be delivered
at Defence Training Establishments (DTEs).
What is the role of the Army Foundation College and Army
Technical Foundation College, and what consideration is being
given to their future, including the possible establishment of
a second PFI-funded AFC?
(a) The Role of the Army Foundation College
The Army Foundation College (AFC) at Harrogate delivers Phase
1 (initial military) training to Junior Entry recruits destined
for the Royal Armoured Corps, Royal Artillery and Infantry. Recruits
make their final capbadge selection after week 21. The aim of
the course is to develop the qualities of leadership, character,
and team spirit required of a soldier to achieve a full career
in the Army. The 42-week course is a progressive and integrated
package divided into three 14-week terms. It combines the Common
Military Syllabus (Recruits) with Vocational Education and Leadership
and Initiative Training. Recruits achieve a Foundation Modern
Apprenticeship and up to Key Skills Level 3.
(b) The Role of the Army Technical Foundation College
The Army Technical Foundation College (ATFC) at Arborfield
delivers Phase 1 (initial military) training to Junior Entry recruits
in the technical corps: the Royal Engineers, Royal Signals, Royal
Logistic Corps and Royal Electrical and Mechanical Engineers.
The ATFC Mission is to prepare young soldiers of the technical
arms for Phase two training and beyond by providing them with
challenging foundation training and the opportunity to develop
into potential leaders. It is a 28 week course divided into two
terms. The course was adjusted in 2 September to improve the success
rates of ATFC graduates during their Phase 2 training. The future
of the College is closely linked to the Army Foundation Project
(see below).
(c) The future, including the possible establishment of
a second PFI-funded AFC
The existing Army Foundation College is the subject of a
30-year PFI contract, signed in 2000. The Army is presently considering
options for the improvement of its system of initial training—the
Army Foundation Project. These include options for a an additional
facility along the lines of the existing AFC and a range of enhanced
facilities, which would be appropriate for the future across a
range of abilities and age groups. Work remains at an early stage
and no decisions have yet been taken as to the way ahead.
What are the main factors behind the decision to conduct the
Armed Forces Personnel Process Review in place of quinquennial
reviews for ATRA, NRTA and TGDA? What were the results of Phase
1 of that Review? What is the scope of the Review? To what extent
is the scope for greater joint Service recruitment or training
being considered in the Review?
The decision to conduct the Service Personnel Process Review
(SPPR), which replaces the planned quinquennial reviews of the
Naval Recruiting and Training Agency, the Army Training and Recruiting
Agency, and the RAF's Training Group Defence Agency, was based
on the lessons we learnt from the conduct of a number of organisationally-based
quinquennial reviews. These demonstrated that a narrow review
of only one element of a wider business process producing a particular
military capability (in this case, trained and deployable service
personnel) is likely to produce only limited results. Our experience
was reinforced by the evidence gathered in the recent Agency Policy
Review[7], jointly sponsored
by HM Treasury and the Cabinet Office. It recommends that ".
. . quinquennial reviews of agencies . . . should be abolished
and replaced by business reviews of the end to end processes involved
in achieving specific outcomes".
The aim of the SPPR is to make recommendations to improve
the performance of the Service personnel provision processes as
a whole so as to ensure that the outcome (providing the Services
with the right number of people with the right skills in the right
place at the right time) is achieved effectively and as efficiently
as possible. The SPPR will follow processes across organisational
boundaries, and will thus not be constrained by the existing organisational
form. The SPPR's recommendations will however cover the status
and operations of the three Services training and recruiting agencies.
The SPPR is being conducted in three phases. Phase 1, which
is now complete, was a scoping study to generate the Terms of
Reference for the remainder of the work. It identified the relevant
business processes and specific issues for further examination
in later phases. Six processes were identified, all closely interrelated.
There are two "strategic" personnel processes: requirement
setting, including manpower planning, and personnel policy. Below
these are four principal "operational" processes: recruiting,
individual training (which includes education and personal development
carried out for Service reasons), career management, and life
management (which includes issues like remuneration, accommodation,
discipline, and spiritual and welfare support).
These processes constitute the scope of the SPPR (although
the delivery of life management services is excluded, not least
because the Joint Personnel Administration Strategy Study (JPASS)
is reviewing a significant part of the area). The review will
not cover every aspect of the processes in the same depth, and
the maximum use will be made both of existing work and of the
developing results of concurrent studies.
Phase 2 of the SPPR will examine the processes and issues,
and identify any process, working practice, or consequential organisational
and structural options for improving the delivery of the personnel
process outputs. This will include the possible benefits of greater
joint Service recruitment or training. Phase 3 will develop more
detailed proposals for improving performance and service delivery.
Phases 2 and 3 are expected to last about six months each.
How might the review impinge on the DTR? How are these initiatives
being co-ordinated?
The DTR was a comprehensive and wide-ranging examination
of all aspects of individual training and education, both Service
and civilian. The SPPR's scope is different (taking in all the
Service personnel and requirement setting processes, and excluding
civilian staff) but there is clearly considerable overlap. The
conclusions of the Defence Training Review were taken fully into
account in the scoping study and in decisions on the bounds of
Phases 2 and 3 of the Review. The SPPR team has regular meetings
with the DTR Implementation Team, and the Director General Training
and Education (Designate) is a member of the SPPR Reference Group
of important stakeholders.
As a further aid to co-ordination, the SPPR has been added
to the Defence Change Programme Register, and will thus, like
the DTR, come under the purview of the Defence Change Programme
Delivery Group.
1
AFC intakes are in Jan and Sep: total capacity 1,344. ATFC intakes
are in Sep, Jan and May, total theoretical capacity 1,100. Back
2
The difference between RSC output and enlistments is due to delays
between acceptance of a job offer and availability of the applicant
to start training as well as those who do not accept the job offer. Back
3
This figure excludes candidates who were deferred (but who enlisted
later in the same TY), hence the apparent discrepancy with other
years. Back
4
Set by DGATR. Back
5
To the end of July 2002. Back
6
Wastage is defined as loss to the Army. There are also elements
of churn within the training pipeline due to back-squadding, cascading
to other CEGs and reallocation to trades in other cap badges. Back
7
Better Government Services: Executive Agencies in the Twenty
First Century, July 2002, Recommendation 7. Back
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