Supplementary memorandum from the Ministry
of Defence
1. This memorandum aims to provide the House
of Commons Defence Committee with additional information in respect
of their inquiry into Recruitment and Retention in the Armed Forces.
It provides responses to the questions posed in the HCDC Clerk's
letter of 25 April 2008.
SCHOOLS
How the MoD Plans to co-ordinate its recruiting
and outreach activities in schools (Q233)
2. MoD's Youth Policy (2006) recognised
three pillars supporting Defence non-recruiting Youth activity;
Cadets, Partnership and youth work, and Curriculum activities.
All three pillars engage with schools along side a considerable
single Service recruiting presence. Engagements occur on site
and outside school premises for instance as visits to MoD sponsored
Museums and Agencies and Service establishments.
3. Our overall rationale for engaging with
schools is to encourage good citizenship, provide an environment
which raises awareness of the MoD and Armed Forces among young
people, provide positive information to influence future opinion
formers, and to enable recruiters to access the school environments.
Our engagement demonstrates active support for Government Youth
Policies and provides skill development for young people in schools.
4. The impact of not engaging schools is
not easy to measure but would result in reduced awareness and
understanding of the work of the MoD and Armed Forces, with potential
implications for recruitment. There would also be wider negative
implications relating to cross-Government policies by reducing
communications with students in ethnic minority groups.
5. A short review of Defence engagement
with schools in 2006 indicated that, whilst much was going on,
there appeared to be insufficient co-ordination, lack of central
management and little prioritising of those activities. Not enough
had been done to distance "recruiting" from other "youth
and cadet" activities. USofS therefore asked for a further
survey to provide accurate information on the range of activity,
assess the degree of co-ordination between activity providers,
review the focus of the work and suggest future MoD school curricular
policy to make best use of resources available.
6. In order to inform the review, schools
and providers were surveyed to establish the extent of contact
and value they derived. A wider range of activities than expected
was identified across the whole range of types of schools and
colleges. The principal providers of school activities, in order
of volume (year 2006-07) were Single Service teams (mostly recruiters),
Cadet organisations (Combined Cadet Force and Army Cadet Force
principally), Defence Schools Presentation Team, MoD Agencies
and Museums and PUS's Outreach programme.
7. Feedback from teachers and activity providers
identified a number of key elements which could allow MoD to achieve
its aims. These include the provision of topical curriculum materials
reflecting current activities, well-trained and motivated personnel
to work in the school environment who can communicate Defence
messages and act as good role models, good publicity, advertising
and marketing materials with a clear MoD educational brand, a
central MoD information facility to advise schools on resources
available, and also feedback and sharing of "best practise"
among MoD providers. Schools desire longer term programmes and
links. Greater co-ordination of activity across MoD, Agencies,
Museums and Armed Forces with clearer policies and working strategies
was also suggested.
8. The main points emerging from analysis
of these findings were:
a. A commendably wide range and good balance
of MoD activities was found, delivered by a broad range of providers,
each with a different emphasis. They reflect many years of experience
in schools: Highly committed and altruistic personnel provide
an effective base from which recruiters can work.
b. The greatest single weakness appeared
to be a lack of overarching policy for engaging schools through
curricular activity. Whilst many schools can access all activities,
some do not (or cannot) access any at all, often because teachers
are not generally aware of the support available from Defence
sources. Awareness (through curriculum work) needs to be separated
clearly from recruiting. There are instances of lack of long term
planning for activities and insufficient co-ordination in a number
of areas (marketing, sharing experiences, communicating key Defence
messages and evaluation of feedback).
c. There is potential to increase our engagement
and effect. Increasing demand for more engagement from teachers
and several new national curriculum initiatives could enable us
to increase our footprint in schools. Wider use can be made of
new media: websites, blogs, podcasts etc. Government initiatives
would support increased communication with students from ethnic
minority backgrounds.
d. The principal threat to engagement would
be withdrawal or reduction of funding for activities and reduction
in number of civilian or military staff to engage in schools.
Lack of long-term commitment might also unbalance activities and
lose goodwill. Unpopularity of operational activities might deter
involvement of some schools or commitment by their teaching staff.
9. The school engagement survey has identified
a number of areas where the MoD could get more effect from our
engagement in schools. These can be incorporated in the revised
curricular aspects of youth policy. Key proposals include establishing
clearer MoD-wide governance of MoD school engagements and defining
the accountability and responsibilities of providers, and better
co-ordination between "awareness" programmes and "recruiting"
activities to achieve a better separation of the two initiatives.
Direct recruiting activity and recruiting oriented youth engagements
should be distinguishable from curricular "awareness"
and youth programmes. MoD will be considering this and other proposals
in more detail shortly.
The number and the proportion of invitations to
the Armed Forces by a) private and b) state schools (Q256)
10. The Services keep records of the number
of school visits they make rather than the number of invitations.
This information is provided in the table below.
| State | Private
| Ratio |
| UK Secondary Schools | 6,400
| 2,400 | 2.6:1 |
| Royal Navy visits (2006-07) | 4,000
| 370 | 10:1 |
| Army visits (2007-08) | 3,982
| 299 | 13:1 |
| RAF visits (Sep 2006-Sep 2007) | 2,350
| 265 | 9:1 |
What consideration the MoD has given to conducting school visits
on a tri-Service basis (Q312)
11. The MoD does undertake tri-Service visits to schools
when invited to do so. However, whilst it may appear efficient
to have tri-Service visits for similar Armed Forces elements that
draw from the same interest groups eg medical, logisticians, infantry,
in practice, experience indicates that the best recruiting results
are achieved through separate visits which present a clear choice
of Service/environment to the audience.
12. In addition, co-ordinated school visits involving
representative from all three Service would tie up more staff
and restrict our ability to engage with a greater number of schools.
In turn this would reduce our opportunity to raise awareness of
the MoD and the Armed Forces amongst young people and future opinion
formers.
The relationship between the Forces and career guidance co-ordinators
in schools, including details on:
— How the Services differ in their provision of support
to schools; and
— How consistency in coverage and practice is monitored
13. Engagement with schools is common across the three
Services. It takes the following form:
a. The development of effective working relationships
between the single Service careers advisers in local schools and
colleges through direct contribution to National Curriculum support
through the core subjects including Maths and Science and also
Citizenship. This may take the form of the provision of presentations
on human rights and humanitarian aid, or assistance with leadership
development tasks, working with others and problem solving. Maintenance
of these relationships is considered vital to encourage repeated
invitations to visit.
b. Recruiting literature is made available on request
and is also provided, with the schools permission, in the careers
library. Teachers and pupils can download careers advice from
the single Service Web or visit the Careers Office direct.
c. Formal MoD programmes through the Connexions Service
and Jobcentre Plus. The Armed Forces Career Offices also support
the Universities and Colleges Admission Service and Connexion
stands at their events In return UCAS and Connexions are invited
to run stands/caravans at Armed Forces recruiting fairs.
d. The Pan-Defence initiative, Defence Dynamics which
provides an online teaching resource that supports elements of
the National Curriculum.
e. The RAF also offers support to the Teaching Awards
Trust through "The RAF Award for Head teacher of the Year
in a Secondary School", securing visibility of the Service
with key gatekeepers through television coverage.
14. The Armed Forces cannot guarantee consistency in
respect of geographical coverage as some schools and Local Education
Authorities are more supportive of the military than others. However,
all three Services share best practice through normal communication
at Armed Forces Careers Offices and at regular conferences.
Naval Service
15. Consistency is based on: local knowledge and experience
of the Naval careers staffs, feedback received from schools and
the teaching of careers doctrine at the RN School of Recruiting
compliance with which is checked biennially by standards advisory
visits. In April 2008, Captain Naval Recruiting commenced a six-month
informal data collection process to gather additional information
from all Armed Forces Careers Offices and Officer Careers Liaison
Centres to inform measurement of effectiveness of school visits
together with marketing success and recruits' awareness of the
Naval core values. It is too early to report results.
Army
16. The Army has a long history of engagement with educational
authorities and establishments. The Local Education Authorities
links are important to ensure that they can be made fully aware
of Army activities and give their support to the Service's direct
engagement with schools and colleges. A new school/college link
is initiated by a Careers Adviser writing to the head teacher.
Existing links are maintained by personal visits and termly newsletters
detailing curriculum support available, upcoming events and points
of contact for further information and careers advice.
RAF
17. Although a standard presentation is used for general
careers briefings to ensure consistency, the RAF also offer a
bespoke service when requested by individual establishments for
example where a school advises that a number of its students are
interested in officer career options the Schools Career Liaison
Officer or Armed Forces Career Office Officer Commanding will
normally present and tailor the presentation accordingly. Quality
Assurance is maintained through the normal command chain as external
assessors are not employed although feedback is sought from each
educational establishment following a visit.
CADETS
The numbers of Cadets in each Service, including:
i. data for the last 10 years; and
ii. numbers of Cadets in schools in a) England, b) Wales,
c) Scotland and d) Northern Ireland (Q 236-38)
18. The strength of the various cadet forces since 1997
is as follows:
| Year | Sea Cadets
| Army Cadets | Air Cadets
| Combined Cadet Force |
| 1997 | 15,161 | 39,827
| 32,918 | Not available |
| 1998 | 15,237 | 40,692
| 33,499 | Not available |
| 1999 | 14,497 | 42,114
| 33,943 | 40,012 |
| 2000 | 14,361 | 42,491
| 33,592 | 40,551 |
| 2001 | 13,771 | 40,639
| 33,281 | 40,783 |
| 2002 | 13,596 | 42,486
| 33,922 | 40,970 |
| 2003 | 13,310 | 44,471
| 34,099 | 41,267 |
| 2004 | 12,879 | 44,391
| 32,394 | 41,908 |
| 2005 | 12,280 | 44,793
| 31,101 | 42,461 |
| 2006 | 12,738 | 44,426
| 30,695 | 42,032 |
| 2007 | 12,438 | 44,604
| 29,981 | 42,593 |
There is no specific reason for the reduction in the number
of Sea and Air Cadets other than young people exercising choice
and the number have stabilised over the last couple of years.
Overall, it is believed that Cadet figures hold up well as they
are still relative to the size of the eligible population.
19. The numbers of Combined Cadet Forces in England,
Wales Scotland and Northern Ireland are:
| Year | England |
Scotland | Wales |
Northern Ireland | Total
|
| 1999 | Regional breakdown not available
|
| 40,012 | | |
| | |
| 2000 | 36,278 | 2,694
| 530 | 1,049 | 40,551
|
| 2001 | 36,551 | 2,544
| 601 | 1,087 | 40,783
|
| 2002 | 36,579 | 2,651
| 596 | 1,144 | 40,970
|
| 2003 | 36,926 | 2,602
| 618 | 1,121 | 41,267
|
| 2004 | 37,624 | 2,536
| 629 | 1,119 | 41,908
|
| 2005 | 38,105 | 2,543
| 643 | 1,170 | 42,461
|
| 2006 | 37,716 | 2,552
| 674 | 1,090 | 42,032
|
| 2007 | 38,300 | 2,565
| 645 | 1,083 | 42,593
|
The improvements which the MoD would like to see in the co-ordination
between Cadet Forces, including detail on how the MoD plans to
achieve these improvements (Q 310)
20. Areas for improvements to cross-Cadet Force coordination
range from the high level policy, governance and how the cadet
experience is delivered (be it through Combined Cadet Forces,
community based units or Schools partnering), to use of shared
facilities, and easing the administration for Cadet Force Adult
Volunteers (documentation, management systems and achieving a
minimum of MoD policy, regulation, process and governance as applied
to cadet forces).
21. MoD recognises the need for better co-operation at
the working level. To that end, last year the first set of joint
regulations were introduced with the intention of greater harmonisation
and utilisation of assets at the working level. We continue to
improve harmonisation; for example, use of a common driving permit
across the Cadet Forces. This will be taken forward through the
many forums that support the Cadet Force programme.
The numbers of Cadets from ethnic minorities over the last
10 years
22. No data is held on the number of Cadets from ethnic
minorities. The Cadet Forces offer all young people regardless
of their ethnic background the opportunity to have a positive
impact on the local community, while developing personal skills
and building confidence. The Cadet Forces are open to all races,
creeds, religions, social classes, and degrees of ability and
disability, therefore there has never been a requirement to collect
data on any proportion or percentage of any minority group in
any of the Cadet Forces.
How the Sea Cadets £8.3 million grant was spent during
the last financial year (Q314)
| Marine Society & Sea Cadets Analysis of MoD Grant 2007-08
| Pre-audit | Prepared 1/5/08
|
| | £
| £ |
| Supporting Sea Cadet Activity and infrastructure
| | |
| Area staffing—logistics, inspections & admin
| 1,244,987 | |
| MoD recharged items (clothing, vehicles etc)
| 429,630 | |
| Volunteer registration, CRB and support for units
| 316,104 | |
| Project Westminster development & support costs
| 305,528 | |
| Project Westminster Unit grants
| 100,379 | |
| Stores | 146,700
| |
| Grants to cover unit electrical inspections
| 123,033 | |
| Uniform allowances | 87,185
| |
| Other | 60,721
| |
| | |
2,814,267 |
| Sea Cadet Corps training |
| |
| Onshore schools running costs & allowances
| 2,049,404 | |
| Area event costs and direct training support
| 1,140,292 | |
| National Events | 964,330
| |
| HQ and area training support
| 534,462 | |
| Area supported training |
120,060 | |
| | |
4,808,548 |
| Offshore Fleet |
| |
| TS Royalist | 436,982
| |
| Offshore support costs & travel
| 282,361 | |
| TS John Jerwood | 208,961
| |
| 2 Yachts | 81,211
| |
| | |
1,009,515 |
| Promoting Sea Cadet activity
| | |
| | |
204,170 |
| Support costs & governance
| | |
| HQ salaries (Chief Exec/ Finance/ IT/Co Sec/ Personnel/ Premises/ Print/ Reception)
| 587,095 | |
| VAT | 122,081
| |
| Buildings maintenance and depreciation
| 100,790 | |
| IT | 70,732
| |
| Utilities & telephone
| 60,341 | |
| Staff training and recruitment
| 33,800 | |
| Other | 167,090
| |
| | |
1,141,929 |
| Total | |
9,978,429 |
| MoD grant received |
|
| 8,635,975 | |
| |
| Balance of funding | Funded through donations, grants received, fees charged and other income
| | 1,342,454 |
RESERVES
The numbers of Reserves from ethnic minorities over the last
10 years
23. The most recent work conducted by the Defence Analytical
Services Agency on ethnicity was in July 2006. The following ethnic
proportions were calculated as a percentage of those personnel
for whom records of ethnic origin were held:
| Royal Navy Reserve | 2.8% |
| Royal Marine Reserve | 2.7%
|
| Territorial Army | 4.7% |
| Royal Auxiliary Air Force | 3.1%
|
24. The ability to analyse Reserve data held on the Joint
Personnel Administration system is in its infancy and Defence
Analytical Services Agency is not currently be able to answer
this question as the ethnicity data held on the pre-Joint Personnel
Administration legacy systems was not fully populated. However
Joint Personnel Administration provides the ability to record
ethnicity and the MoD is working closely with Defence Analytical
Services Agency to ensure in the future that we can meet our obligation
to monitor ethnic minorities.
What measures have the MoD put in place to improve the leadership
in the Reserves, following the National Audit Office's 2006 study
into the Reserve Forces
25. The National Audit Office report into the Reserve
Forces noted that in focusing on retention the Department should
ensure that the leadership of Reservists at all levels is of a
high quality. This Recommendation, aimed at strengthening and
developing retention within the Volunteer Reserves, has been taken
forward vigorously. Specific actions from within the single Services
are as follows:
Royal Navy
26. A Command Leadership and Management team is working
with the Royal Naval Reserve, and the aspiration is to deliver
identical Command Leadership and Management training as the Royal
Navy—but constrained by the practicalities of Man Training
Days limitations and funding. As part of the Reserves Integration
Project, all Career Management of both the Royal Naval Reserve
and the Royal Marine Reserve has been brought under the control
of the Regulars, with promotion boards run in a similar way to
the same criteria and timelines.
a. Since 2006 all Royal Naval Reserve Leading Hands and
Petty Officers are required to successfully complete the Command
Course for their respective ranks. This is a two week Command
Leadership and Management Course delivered with and alongside
their Regular colleagues.
b. Royal Naval Reserve Junior Officers conduct their New
Entry Training at Britannia Royal Naval College Dartmouth in the
same environment as their Regular Service colleagues.
c. Each Reserve Training Unit has a nominated Command,
Leadership and Management Officer whose responsibility is to conduct
training serials and provide development opportunities within
their Unit.
a. All Royal Marine Reserve Corporals and Sergeants are
required to successfully complete the Command Course for their
respective ranks. These two week Command Courses are run by the
lead school—Command Training Centre Royal Marines. In 2008
a modularised version of the eight week regular course will be
implemented. This course will be tailored to the Royal Marine
Reserve requirement but reflect the regular syllabus. The two
week exercise will remain as a test exercise. This revised course
will significantly increase the amount of command training at
the respective ranks.
b. Royal Marine Reserve Warrant Officers' attend the regular
Royal Marine Warrant Officers' course.
c. All Royal Marine Reserve Young Officers attend the
Territorial Army Commissioning Course. This was implemented in
2007 as the optimum training solution to cater for the small numbers
of New Entry Officers. On successful completion Royal Marine Reserve
Officers follow the Royal Marine Reserve Officer Career Development
Syllabus.
Army
27. The following measures are intended to contribute
to improving leadership within the Territorial Army:
a. The Review of Soldier's Career Training and Education
included a Leadership Workstrand, under which scoping work on
a Command Leadership and Management (Volunteer) package for the
Territorial Army has been completed. Further work is required
before the proposal can be implemented.
b. An improved Officer Career Development scheme has been
introduced.
c. Improvements have been made to promotion and command
selection boards to ensure they are impartial, fair and open.
d. Four additional Territorial Army One Star officers
have been appointed as assistant commanders of the regional divisions
and Theatre Troops specifically to improve Territorial Army leadership
within the chain of command.
Royal Air Force
28. The following measures are intended to improve leadership
levels in the Royal Auxiliary Air Force:
a. An overhaul of the Reserve Officer Initial Training
course is complete and the first delivery of this new learning
solution is underway. Reservist officers will be expected to demonstrate
the same leadership competences as their regular colleagues in
order to graduate.
b. Command Leadership and Management training for Non
Commissioned Officers, on each successive promotion, has been
delivered alongside Regulars at the Airmen's Command School at
RAF Halton for over 10 years.
c. Formal, prioritised access for Royal Auxiliary Air
Force officers to the RAF's staff training process was authorised
in 2006. This permitted access to Individual Staff Studies Course,
Junior Officers Command Course and Advanced Command Staff Course
(Air). However, recognising that the four week duration of Individual
Command Staff Course (Air) would prevent many Volunteer Reserve
officers attending, the RAF has designed a 15 day Initial Command
and Staff Course (Air)-Reserve course to deliver the key objectives
of Individual Command Staff Course (Air). A pilot version was
run in 2007, and annual deliveries are now scheduled in the Defence
Academy, RAF Division Programme.
d. Provision of Professional Military Development for
Reservists has been fully embraced within the Review of Officer
and Airman Development Integrated Project Team; this will enable
all reservist officers to attend/achieve exactly the same training
objectives as their regular colleagues—at the same time
and same venue—up to the rank of Squadron Leader.
RECRUITING
Army recruitment figures in Scotland, before and after the
merger of the Royal Regiment of Scotland (Q 264)
29. The table below shows the figures recruited into
Scottish Regiments for the four years prior to amalgamation and
for the two years afterwards[47].
Recruits are enlisted into the Regiment and assigned to Battalions
during training therefore the figures in the tables below show
those numbers that have completed training.
Scottish Entrants from 2002-03 to 2005-06
| Battalion | 02/03
| 03/04 | 04/05 |
05/06 | |
|
| Royal Scots | 79 | 56
| 49 | 37 | |
|
| Royal Highland Fusiliers | 97
| 85 | 57 | 58 |
| |
| Kings Own Scottish Borderers | 47
| 60 | 48 | 42 |
| |
| Black Watch | 66 | 88
| 69 | 58 | |
|
| Highlanders | 53 | 59
| 70 | 53 | |
|
| Argyll and Sutherland Highlanders | 85
| 72 | 46 | 45 |
| |
| Total | 427 | 420
| 339 | 293 | |
|
From 28 Mar 2006 to 2006-07 to 2007-08 (3rd Quarter)
SCOTS Formed
| Battalion | |
| | | 06/07
| Apr- Dec 07 |
| 1 SCOTS | | |
| | 61 | 47
|
| 2 SCOTS | | |
| | 47 | 36
|
| 3 SCOTS | | |
| | 58 | 37
|
| 4 SCOTS | | |
| | 31 | 17
|
| 5 SCOTS | | |
| | 62 | 43
|
| Total | | |
| | 259 | 180
|
Note: The final column cannot be compared with other figures
because it does not represent a full year
30. The number of individuals recruited to the Army as
a whole through an Armed Forces Careers Office or Army Careers
Information Office in Scotland in 2006-07 was 1,073 compared with
1,108 during 2005-06.
Armed Forces position on recruiting and retaining gay men and
lesbians, including numbers of Service personnel discharged because
of sexual orientation over the last five years
31. Sexual orientation is regarded as a private life
matter and Service personnel are free to choose whether or not
to disclose their sexual orientation. However, individuals who
choose to disclose their sexual orientation can do so without
risk of discrimination or harassment.
32. The Armed Forces have adopted a number of strategies
to attract potential lesbian and gay personnel. These include
membership of Stonewall's Diversity Champions Programme for the
RN and RAF; participation by Service personnel in Gay Pride events
and establishing working relationships with other public and private
sector organisations. Advertisements for recruitment into the
Armed Forces have also been placed in the Gay press and in recruitment
guides aimed at students. Articles about life in the Services
have appeared in Gay lifestyle magazines including "Pride
Life" and "Startingout".
33. Measures to retain serving gay and lesbian personnel
include holding Lesbian, Gay, Bisexual and Transgender forums
and tri-Service conferences. Improvements have also been made
to equality and diversity training and this has helped to tackle
inappropriate attitudes and behaviour towards gay and lesbian
personnel.
34. Armed Forces personnel who register a partnership
under the terms of the Civil Partnership Act are afforded the
same status category as married personnel and entitled to the
same range of allowances and benefits as married personnel, including
entitlement to occupy Service Family Accommodation.
35. In the last five years no Service personnel have
been discharged because of their sexual orientation.
Work of the religious advisors from Buddhist, Hindu, Jewish,
Muslim and Sikh faiths and the civilian chaplains from those communities
36. The Armed Forces are engaged in top level communications
with religious leaders (for example, in 2007 the Chief of the
Defence Staff met with Dr Muhammad Abdul Bari, Secretary General
of the Muslim Council of Britain and with Dr Khalid Ahmed, the
High Sheriff of London). In addition, the Armed Forces again sponsored
an award at the annual Muslim News Awards for Excellence and all
three Services were well represented at the Awards dinner. Another
positive venture was the Department's "We Were There"
exhibition which aims to inform young people of the part played
by soldiers of ethnic minority origin in the UK's military history.
It has been a resounding success as it has been rolled out across
the UK.
37. The Armed Forces have appointed Religious Advisers
from the Buddhist, Hindu, Jewish, Muslim and Sikh faiths. They
are not MoD employees, but act on a voluntary basis providing
faith-specific advice on matters of religious requirements and
ensuring that personnel from minority faiths receive appropriate
pastoral and spiritual care. They assisted with the writing of
our Guide on Religion and Belief, published in 2004 and in 2005
advised on the recruitment of the first Buddhist, Hindu and Sikh
Civilian Chaplains to the Military. The position of the Jewish
Religious Adviser is unusual in that, under long standing arrangements,
he also acts as honorary officiating Chaplain for the Jewish faith.
38. The Civilian Chaplains to the Military provide faith
specific spiritual, moral and pastoral advice and support to personnel
and their dependants, including conducting or arranging for appropriate
ceremonies/rites of passage, leading communal prayers and providing
group teaching to members of their faith. Their role includes
representing the faith-specific interests of Service personnel
to the chain of command and fostering the spiritual life and identity
of their own faith community within the Armed Forces. They also
support the Ministry of Defence and Armed Forces by developing
the relationship between their faith community and the Armed Forces.
They are not, however, attached to particular units and do not
deploy on operations.
39. The Armed Forces are committed to giving all individuals
the opportunity to practise their faith wherever possible. Every
effort is made to allow personnel to celebrate religious festivals
and holidays, to comply with specific religious dress codes or
dietary requirements, and to fast when required. Members of the
Armed Forces are normally allowed to fast and pray in circumstances
where this would not jeopardise operational effectiveness or health
and safety. Where practical, areas of worship are made available
in all Service establishments, including ships and submarines
and, in most circumstances, arrangements can be made for daily
prayer. The Armed Forces cater for the religious dietary requirements
of all Service personnel. Halal, Kosher and vegetarian meals can
be provided by Service messes and are available in Operational
Ration Packs for operations and exercises.
Voluntary Outflow for Ethnic Minority Personnel
40. Ethnic minority representation in the Armed Forces
(UK and Commonwealth) has increased year-on-year since 1998, the
year of the first partnership agreements with the Commission for
Racial Equality and, as at 1 January 2008, stood at 6%[48].
41. Retention rates for ethnic minority personnel are
broadly comparable to those of their white counterparts for both
officers and other ranks. During 2006-07, the last financial year
for which figures are available, ethnic minorities comprised 1.2%
of overall officer voluntary outflow and 5.1% of overall other
ranks voluntary outflow. However, care must be taken when making
comparisons, particularly in the case of ethnic minority officers,
where the numbers leaving are small.
42. A cohort analysis, which tracks retention of white
and ethnic minority personnel, was developed as a more sophisticated
means of measuring comparative ethnic minority retention and career
progression. This involves identifying and tracking ethnic minority
and white personnel who joined in 1997-98 and 1998-99 (the "cohorts")
and comparing the number who leave or are promoted over time.
The ethnic minority cohort used so far is small and may not be
typical, but analysis to date has not revealed any major discrepancies
in retention rates for ethnic minorities. In the longer-term,
analysis of this cohort will provide a more sophisticated means
of comparing promotion rates.
MoD plans to reduce voluntary outflow rates for women
43. Overall representation of women in the Armed Forces
is increasing steadily if slowly and there are some positive signs,
for example, the RAF female voluntary outflow rate is down over
past year.
44. The higher rates of female departure reflect the
trend in employment market generally. The Armed Forces offer a
generous maternity package to provide supportive arrangements
to enable women to accommodate pregnancy and maternity absence
in their Service careers, however, women may choose to leave the
Service prematurely on pregnancy and some do so.
45. The MoD aim is to remove barriers to longer female
service and MoD is working to embed significant cultural change
in Armed Forces. Our agreement with the Equal Opportunities Commission
(which carries forward with Equality and Human Rights Commission)
is an important agent for change. Work for the Equal Opportunities
Commission outlined the existence of high levels of inappropriate
or upsetting sexualised behaviour. Our action plan sets out our
response. Awareness, training, monitoring and leadership are all
being improved. This effort is being led from the top with personal
commitment from the Chiefs of Staff all the way down command chain.
46. We are also looking to improve terms and conditions
to enhance opportunities for career flexibility and work-life
balance. A Terms and Conditions of Service project within the
Service Personnel Plan is examining a range of options. It is
recognised that access to childcare is a key element and we are
about to complete an audit of childcare in MoD. This will compare
provision across the Services and identify best practice models
for subsequent implementation. We also introduced salary sacrifice
arrangements to pay for childcare vouchers at the turn of the
year, allowing Service personnel to avoid tax and national insurance
payments on the cost of childcare. This can be worth up to £1,000
and over 1,800 military personnel are already on scheme.
RETENTION
The arrangements and practices for transferring within a Service
or between the Services, including detail about uptake rates
47. The three Services recognise that where it is in
the interests of both the Armed Forces and the individual it is
logical to facilitate the transfer of individuals either between
trades within a Service or between Services.
Royal Navy
48. Officers are able to request to transfer into another
Branch/Specialisation. Each request is considered on its merits,
in particular the state of the donor and receiving Specialisations
(whether in balance/surplus/deficit), the individual's suitability,
competences and likely employability, and any particular circumstances
such as medical considerations which might, for example, mean
that an individual cannot remain within the donor Specialisation.
If the request is approved by both donor and receiving Specialisations
then approval is given and appropriate action taken; if not then
the individual will remain in their original Specialisation. Such
transfers are seen as retention-positive and are used to manage
Manning deficits where it is practical to do so and to retain
individuals who might otherwise leave the Service.
49. For ratings there are two different types of transfer
which apply to transfers within the Royal Navy: Branch Transfers—transfers
into a Main Trade that is primarily filled by New Entry recruits,
and Sideways Entry Transfers—transfers into Main Trades
which are solely recruited from within the trained strength and
usually have a first trained rank of Leading Hand or above. These
Main Trades tend to have a higher Educational requirement and
often have a longer training period.
50. Ratings can request to transfer into another Main
Trade provided they meet the specific Educational and experience
or skillset requirements. Each request is considered individually
and consideration is given to the state of the donor Main Trade
(whether it is in balance/surplus/deficit) and ultimately whether
the rating can be spared from their current Main Trade. Consideration
is then given to whether there is a requirement for another recruit
in the receiving Main Trade. If the request is approved by both
donor and receiving Main Trade approval is given and appropriate
assignment action is taken. If the request is not approved a timescale
to re-apply is usually given and the initial request will be taken
into consideration when reviewing the application.
Statistics for 1 April 2007 to 31 Mar 2008
| Approved | Not Approved
| Grand Total |
| Branch Transfer | 155 | 42
| 197 |
| Sideways Entry | 132 | 18
| 150 |
| Total | 287 | 60
| 347 |
51. Transfers between Services (including between the
Royal Navy and Royal Marines) are based on similar principles
but follow a Premature Discharge process. Each Service has differing
terms and conditions of service therefore, before an individual
signs up for the terms and conditions of service of the new Service,
they must end the term for which they are serving with the first
Service (prematurely, if necessary) and cease to be subject to
the conditions of that Service before committing to a further
term of service, under different conditions of service with the
new Service. A letter of application is submitted by those wishing
to transfer which, providing manning clearance is granted by the
donor Service, is forwarded to the gaining Service. Providing
the applicant satisfies the receiving Service's entry criteria
(and successfully passes any selection procedure) and the receiving
Service is accepting recruits, the transfer is approved.
52. The transferee will complete his existing engagement,
there being no break in service and will remain subject to his
current Pension scheme. He will retain a "Discharge As Of
Right" (Premature Voluntary Release) but with no automatic
right to return to the donor Service should he be found unsuitable
during training.
Statistics for 1 April 2007 to 31 March 2008
| Transfers out of the Naval Service
| Transfers into the Naval Service
|
| RN to RAF | 11 | RAF to RN
| 3 |
| RN to Army | 9 | RAF to RM
| 2 |
| RM to RM | 8 | Army to RN
| 19 |
| RM to Army | 11 | Army to RM
| 28 |
| Total | 39 |
Total | 52 |
53. In the same period there were 35 transfers from the
RN to the RM and 11 from the RM to the RN.
Army
54. Officer applications for transfer within and between
Services are welcome. Individuals are required to write to respective
heads of both the losing capbadge and the gaining capbadge, requesting
permission to transfer. This is done in conjunction with the career
manager. Once approval is given from each capbadge, Army Personnel
Centre Deputy Military Secretary Occurrence Wing submits the application
to the Arms Selection Board for internal transfer prior to subsequent
endorsement by the Army Commissions Board and directly to the
Army Commissions Board for inter-Service transfers.
55. For the year 2007-08 there were 13 inter-Army Officer
transfers, four transfers from the Royal Navy, three transfers
from the RAF and three transfers into the Army from the Australian
Army. These statistics are extracted from the Army Commissions
Board database but do not include all transfer statistics. The
Army Commissions Board approves transfers of officers holding
Regular Commissions between Arms and Services, transfers into
the Army from the RAF and RN, and transfers in from Commonwealth
Armed Forces. The authority to approve the transfer of officers
holding Short Service and Intermediate Regular Commissions is
delegated to Arms Selection Boards.
56. Soldier transfers are encouraged at unit level and
are mainly aimed at those that have elected to discharge. Personnel
interested in transfer or in leaving the Army are encouraged to
attend a Transfer Fair, held twice a year by each Division and
by the British Army in Germany. Uptake rate from these events
is good, with over 500 successfully applying for transfer in the
last financial year, and the process works effectively. At these
Fairs all capbadges are represented along with the Other Services.
Internal transfer timelines have been refined and an applicant
could now be "re-badged" in as little as two months
from applying. As soon as the applicant has been accepted for
transfer, they are re-badged and sent on the appropriate trade
training. On successful completion of that training, he/she is
permanently changed to their new capbadge and posted to a unit.
Unsuccessful applicants on any trade training are either given
a second chance at their first choice of trade or offered transfer
to another capbadge.
57. For the year 2007-08 there were 550 successful Soldier
transfer applicants, 426 were rejected and 511 withdrawn. A full
breakdown is shown in the following table:
Transfer Statistics 1 Apr 07—31 Mar 08
| Corps | Successful
| Rejected | Withdrawn
|
| AGC (RMP) | 17 | 20
| 28 |
| AGC (SPS) | 21 | 19
| 35 |
| AGC (MPS) | 14 | 8
| 6 |
| SASC | 11 | 0
| 19 |
| R Signals | 24 | 12
| 14 |
| Intelligence Corps | 10 |
11 | 13 |
| RE | 26 | 28
| 24 |
| RAMC | 21 | 44
| 27 |
| REME | 43 | 29
| 52 |
| RAVC | 28 | 22
| 24 |
| RADC | 8 | 15
| 18 |
| QARANC | 23 | 74
| 13 |
| RLC | 82 | 71
| 52 |
| AAC | 8 | 6
| 10 |
| H Cav | 11 | 2
| 2 |
| APTC | 38 | 16
| 76 |
| RA | 30 | 0
| 16 |
| RAC | 22 | 3
| 2 |
| R Irish (GS) | 6 | 0
| 3 |
| Inf—Guards Div | 6 |
1 | 0 |
| Inf—Kings Div | 6 |
0 | 2 |
| Inf—Light Div | 15 |
0 | 6 |
| Inf—Para | 15 | 3
| 14 |
| Inf—PoW Div | 14 |
0 | 0 |
| Inf—Queens Div | 11 |
0 | 4 |
| Inf—Scots Div | 6 |
0 | 1 |
| R Marines | 14 | 4
| 17 |
| R Navy | 5 | 4
| 11 |
| RAF | 15 | 34
| 22 |
| Total | 550 | 426
| 511 |
Each Arms and Service Director sets the entry requirement
for his Arm/Corps which includes a trade test. These standards
cannot be lowered and therefore there will always be a relatively
high level of rejected transfer applicants. However, this does
not prevent them being offered the chance of applying to transfer
to another capbadge.
RAF
58. Officer applications for branch or specialisation
transfer within the RAF are considered subject to manning circumstances
at the time with clearance taking into account the aspirations
of the individual and any other contributory factor. Other Rank
Ground Trade branch transfers are encouraged subject to suitability
and manning circumstances, with each application being considered
on its own merits. Transfers are seen as retention-positive and
are used to manage Critical Manning where it is practical to do
so. Uptake is relatively low; in the last financial year, 36 applications
were received, 21 were unsuccessful, 10 were successful and five
remain ongoing. Unsuccessful applicants were due to individuals'
not meeting educational, aptitudinal, medical or Service requirements.
59. Personnel wishing to apply for transfer to or from
the RN, RM or Army apply to transfer under Single Service guidance.
Applications are processed at unit level before being forwarded
to their respective Manning Agency staffs for processing under
tri-Service administrative procedures. The facilitation of the
transfer is carried out by the Joint Personnel Administration
Centre resulting in no break in reckonable Service.
60. Joint Personnel Administration does not record inter-Service
transfers and so we do not have precise historical data of the
number of transfers out of the RAF. However, anecdotal evidence
suggests that between 50-60 other ranks transfer out per year
(a similar figure transfer in), and a trawl of officer records
for the past 12 months show that six ground branch officers and
three aircrew officers transferred out. The RAF has gained 34
RN and Army aircrew and there are a further 52 applications waiting
to be processed.
Whether any consideration has been given to raising the retirement
age for certain Armed Forces personnel where compatible with operational
considerations, and what the department's current position is
on this issue
61. Although the Armed Forces require an age profile
focussed on youth and physical fitness, consideration has been
given to raising the retirement age for Armed Forces personnel.
There is existing flexibility to employ individuals beyond age
55 and at 1 January 2008 330 Regulars, 295 Full Time Reserve Service
personnel and 30 mobilised Reservists were serving beyond age
55.
Royal Navy
62. The current compulsory retirement ages will remain
under scrutiny for both Officers on Full Term Commissions and
Other Ranks on Second Open Engagements to determine the viability
of increasing one or both to a retirement age of 55; there is
no intention to consider a retirement age of 60. Any changes may
be implemented at trade level rather than across the Naval Service
in order to avoid a significant bulge in manning figures as an
increase in the retirement age for all would commit to an excessive
number of man-years leading to manpower surplus and a significant
reduction in career prospects.
Army
63. The Army now commissions officers on length-based
terms of service, based on a 34-year career structure. The compulsory
retirement age for officers commissioning into the Army now is
no longer 55, but is now 60. Officers who complete their regular
commissions will retire between the ages 55 and 60, depending
on when they complete their 34 years service. However, the Directorate
of Manning (Army) retains the authority to grant service beyond
the normal retirement age if it is in the interests of the Army.
This allows the Army flexibility to make use of talent beyond
the normal run out date this manning mechanism is used regularly
for officers still on age based terms of service who would normally
retire at age 55.
64. For soldiers, the Versatile Engagement was introduced
on 1 Jan 08. Under the Versatile Engagement, recruits will be
enlisted for a term of 12 years service from the date of enlistment
(Versatile Engagement Short), unless they are joining a Corps
which is authorised by the competent military authority to enlist
recruits for a term of 24 years (Full) or 30 years (Long). Under
the Versatile Engagement, it will be possible for a soldier, if
selected, to opt to undertake further service beyond the term
for which he enlisted. In exceptional cases, which are expected
to be rare, a soldier may be selected for service beyond the age
of 55, subject to an upper age-limit of 65. In all cases, selection
for further service will depend on the soldier's skills and performance
and on the needs of the Service at the relevant time.
RAF
65. Delivery of RAF operational output is focused at
junior levels with sufficient and capable leadership, management
and supervision at more senior level. The majority (but not all)
Branches and Trades carrying shortfalls do so at or near base
rank level (hence the targeted Financial Retention Incentives).
Consequently, simply increasing the retirement age would not tackle
the specific problem of operational and manning pinch points.
Continuance beyond age 55 is offered on a case-by-case basis where
there is a clear Service need. This occurs across many Branches
and Trades, including aircrew, for example to match manning profiles
to aircraft Out of Service dates (including the VC10 and latterly
the Canberra), or where the required individual skills cannot
be found elsewhere. As for the Royal Navy, a widespread increase
in retirement age would require adjustment to the structure of
the Branches and Trades to reflect reduced promotion flows.
Recruitment Age
66. All three Services keep the age limit criteria for
entry under regular review; for example the maximum age limit
for soldier entry was increased to 33 in December 2006. Maximum
age limits in all three service vary according to branch and trade
and are imposed in order to maintain a balanced age/rank structure,
with individuals benefiting from a visible career structure, and
because the Services wish to recruit individuals who are operationally
fit and likely to give a good return of service. When considering
upper age limits, the length and cost of training an individual
is also taken into consideration, for instance, the Royal Navy
recruits trained Medical Officers up to the age of 55.
FINANCIAL RETENTION
INCENTIVES
The long term plans for Financial Retention Incentives, including
details on whether FRI's have an impact on the morale of those
not eligible
67. Financial Retention Initiatives are designed to be
targeted, time-limited, discrete measures to address short-term
critical manning shortages. Therefore, by definition, there is
no long term plan for Financial Retention Initiatives. Each one
is unique in approach, usually for Service personnel with bespoke
skill-sets, and they form part of a wider package of financial
and non-remunerative measures where an urgent operational requirement
to stem outflow of personnel is identified. Financial Retention
Initiatives provide the Armed Forces with a period of guaranteed
service from personnel during which they can resolve the underlying
manning and retention issues.
68. The potential divisiveness of Financial Retention
Initiatives is recognised by MoD and the Armed Forces. As with
any incentive, there will always be some who fall just outside
the eligibility criteria. However, each Financial Retention Initiative
originates with the chain of command, is carefully targeted to
maximise its effect and all proposals are accompanied by detailed
evidence of the requirement. As part of the Financial Retention
Initiative package, the Services produce an extensive Internal
Communications package to explain the incentive and its rationale.
Additionally, as part of the Financial Retention Initiative evaluation
process, the Services are required to carefully monitor any impact
on the morale of those personnel not eligible.
SUPPORT FOR
SERVICE PERSONNEL
AND THEIR
FAMILIES
The support the MoD gets from other Government departments
to assist Service families in accessing doctors, dentists and
schools
Health
69. The Department of Health, and other UK Health Departments,
engage with us. Both the Secretary of State and Under Secretary
of State for Defence have discussed with their opposite numbers
in the Department of Health, on several occasions in the past
year, issues relating to medical and health care for Service personnel,
veterans and Service families and dependents.
70. The Department of Health's Operating Framework document
for the NHS (2008-09) advises Private Care Trusts and providers
to take account of the special circumstances that apply to Service
families. This includes making certain that processes are in place
to ensure that, when Armed Forces families move around the country
or move back to England, they are not disadvantaged as a result
of their move; for example, they must be able to access NHS dental
services. In addition:
a. The MoD/UK Departments of Health Partnership Board,
and its subordinate working groups provide a forum to resolve
issues facing Service families in accessing NHS care.
b. Discussions to resolve the continuity of certain specialist
treatments, such as IVF, across the UK are ongoing.
c. The Armed Forces primary healthcare centres and Primary
Care Trusts are increasingly engaging at the local level to address
issues of mutual interest, including Service family access to
NHS dental services.
Education
71. There is considerable liaison between MoD and Other
Government Departments on the education of Service children; this
includes, at the UK level, the MoD children's Board (with Department
of Children, Schools and Families representatives), the Service
Children's Education Forum and the Service Children in State Schools
meetings. Links also exist at local level and, for example, at
the national level such as the Northern Ireland forum to discuss
the education of Service children. The links inform both MoD policy
makers and the MoD education specialists, Service Children's Education
and Children's Education Advisory Service. This co-operation has
led to the sharing of best practice on dealing with Service children
and a number of initiatives:
a. The new, statutory, Department of Children, Schools
and Families admissions code covers specific elements to take
the requirements of Service children into account.
b. The Department of Children, Schools and Families has
introduced a Service child marker on the Annual School Census
in order to gather authoritative data on the relative performance
of Service children in comparison to their peers. This will inform
wider research into how best to support them, in concert with
the outputs of the joint MoD/ Department of Children, Schools
and Families project "Mitigating Mobility".
c. There is ongoing work to address issues of transportability
of Special Educational Needs provision.
MoD's position on the establishment of an Armed Forces Federation
72. The MoD considers that the representation and safeguarding
the well-being of Service personnel is a vital function of the
chain of command. However, the establishment of an Armed Forces
Federation is not supported for the following reasons:
a. Individuals have the right to complain about any matter
relating to their service, ultimately to the Defence Council.
The Armed Forces Act 2006 introduces improvements to the complaints
process, including the establishment of a Service Complaints Commissioner.
b. There are other mechanisms through which the views
of Service personnel can become known. Service personnel may join
trade and professional associations, as well as organisations
representing their interests, ranging from the Armed Forces Pension
Society to the Armed Forces Lesbian and Gay Association.
c. We remain unconvinced that an Armed Forces Federation
is consistent with the ethos and traditions of the British Armed
Forces, nor is there evidence of widespread grass roots desire
for such a development.
73. MoD will engage with any organisation which represents
individual service personnel interests such as the Forces Pensions
Society, the Combined Armed Forces Federation (UK).
What measures the MoD has considered/is considering to provide
Service personnel with greater stability—like giving personnel
more notice of postings or increasing the length of tours
74. Mobility is an inevitable and necessary part of Service
life, because of our geographical spread and the requirement to
post people to achieve career development and generate military
capability. We already do what we can to minimise it and its impact
for example through the RN base porting policy and elimination
of the Army Arms plot. In addition, the RAF will increasingly
concentrate on fewer main operating bases and Army aims in long
term to achieve greater coherence through the super garrison concept.
75. Examples of policies undertaken to mitigate mobility
include:
a. Provision of education and health support overseas.
b. Provision (and new investment in) public accommodation
wherever people serve.
c. Maximum possible notice of postings, making every effort
to take personal preference into account.
d. Families moving during a key educational stage are
permitted to retain Service Family Accommodation at their old
duty station to provide continuity.
e. Children's Education Advisory Service—advice
and assistance to parents with UK schools admissions which is
demonstrating high success in appeals rates.
f. Continuity of Education Allowance—5,000 recipients,
8,000 children.
g. Housing purchase support—Long Service Advance
of Pay, the Key Worker Living Program, bespoke commercial shared
equity schemes, new MoD shared equity pilot announced in March
2008.
h. Access to social housing on retirement (removing the
provisions in the Housing Act 1996 which prevent military service
being accepted for purpose of establishing a local connection.)
i. Discussion with NHS through the Partnership Board to
facilitate easier access to NHS services when moving in UK: specific
guidance to NHS on supporting Service families, identification
of best practice through Primary Care Trusts serving large service
populations.
j. Comprehensive information services for families via
165 HIVE outlets.
76. The MoD recognise that there is more to be done here,
especially in harnessing the efforts of other Government Departments
to provide a better service for personnel, families and veterans.
This is a central focus of the ongoing work taking place with
the Service Personnel Command Paper.
Royal Navy
77. For the Royal Navy, Service Personnel Functional
Standards mandate a minimum notice for postings (variable according
to circumstances); this approach acknowledges the exigencies of
service at sea, Operational Tours and other Augmentation posts,
or of career development. Personnel Functional Standards provide
a good steer for our Career Managers, our Service people and their
immediate families, as evidenced by the reasonably small number
of Personnel Functional Standards assignment notice breaches reported.
Army
78. For the Army, a target of a minimum of four months
notice of assignment is required. In some cases, more notice than
this can be achieved. The historical figure for notice of posting
was six months but, over time, this has proved largely unattainable
particularly as operational tempo has increased. For Operational
Commitment Establishment assignments, which historically have
seen many individuals assigned at short notice, notice periods
of four months are now also being achieved for a large number
of posts.
79. Tour lengths vary from two to three years. Requests
for tour extensions are looked at by the Army Personnel Centre
on a case by case basis and will always take into the consideration
the needs of the employer and the individual and the impact on
the individual's career of any extension in post.
RAF
80. The RAF is continually working towards providing
its personnel with as much stability as possible, and reductions
in the basing footprint have assisted in this. The average time
in location for Ground Tradesmen is between 2.4 to three yrs,
while for officers it is between two and three yrs. Extensions
will be considered by Career Managers on a case-by-case basis,
but must take into account the needs of the Service as well as
the individual. However, while we continue to optimise stability
as far as practicable, difficulties associated with Critical Manning,
wide-spread gapping, OOA commitments, and the need to continue
to develop the breadth of experience necessary for our officers
and Senior Non Commissioned Officers means that the movement of
personnel continues to be as important and as relevant as ever.
81. Recognising that mobility remains a key aspect of
service with the RAF, the career managers therefore aspire to
providing a degree of predictability to future moves in order
that Servicemen and women, and their families, have as much time
as possible to prepare. The Service has recently gained approval
to augment its manning staffs in order to improve career management.
In recent years, the period of notice has improved markedly and
is now set at a minimum of 90 days, although there will be times
when this period of notice cannot be achieved owing to Service
circumstances at the time.
12 May 2008
47
Source: HQ Infantry. As single Service estimates these figures
are not directly comparable with Defence Analytical Services Agency
figures. Back
48
This is the Regular forces and excludes FTRS, Gurkhas, the Home
Service battalions of the Royal Irish Regiment and mobilised reservists. Back
|
