ArmyHQHandbook 2014 PDF [PDF]

Zitiervorschau

Army Headquarters Handbook 2014

Foreword

Foreword by Chief of Staff Land Forces This Army HQ Handbook is a reference document that describes both Defence’s (in outline) and the Army’s (in detail) structures, procedures and practices. It also provides an overview of how Defence articulates and resources its strategic direction, and explains how the Army HQ executes its functions and delivers its outputs, whilst remaining within its Top Level Budget resource limits. It is accurate as at today; this is a fast moving transformation programme. Consequently we must become accustomed to the reality of further change at an ever increasing tempo - indeed if we stand still we shall simply be left behind. The trick in an era of ‘smart manoeuvre’ is to ensure we provide enough certainty and stability. This Handbook will act as a handrail for busy staff officers during this period. The Army challenge is significant; I would summarise it as follows: Deliver a fully-integrated Army of 112,000 that is “increasingly prepared for the next challenge”. This includes: a. continuing the successful Transition momentum in Afghanistan until the end of the NATO mission (and beyond into Op TORAL); b. redeploying from Afghanistan and resetting for contingency; c. providing Defence a robust range of capabilities as defined in Op VANGUARD that are ready for the unexpected overseas and in the UK; d. managing the final tranche of redundancy and thus reducing our strength to our new A2020 structures; e. recruiting and, increasingly important, retaining our talent; f. transforming the Army as part of A2020; g. moving a fifth of the Army and their families back from Germany; h. growing the trained reserve by c.50% as part of FR20(A) and Op FORTIFY; i. supporting and influencing wider Defence Transformation; j. absorbing financial and capability delegation to deliver operational outputs by April 2014. This is a big ask, particularly at a time of unprecedented Departmental fiscal pressure and mounting demands being placed on our already hard-pressed military/civilian workforce; somehow we need to find the courage to do less in terms of overall volume, but deliver our core outputs better by prioritising what we do more ruthlessly. This Handbook will hopefully assist you in this endeavour. Wherever you work you will be closely involved in most of this, regardless of rank/grade or appointment. The transition of the Army is underpinned by the Army Operating Model, which is described throughout this handbook. This edition needs to keep pace with what we can be certain of now, leaving that which continues to evolve to later editions. Do not just read this handbook, use it. Most of the Army staff will at some point be involved in ‘matrix working’, utilizing a broad array of expertise across the HQ to achieve collective aims. The better our collective understanding of how the Army HQ is designed to operate, with each one of us contributing fully, the more effective the Headquarters (and thus the Army) will be. A

Foreword For those working here at Andover, every individual (military and civilian) in the Army HQ whether working for CGS, CLF, Comd FD & Cap or the AG - has a critical and unique part to play in supporting our people at home and overseas; I would like all of you to bear these three tenets in mind in your day-to-day business:

 Always give your best military advice: - Be professional, be honest (tell the whole truth) and excel in your own role. - Tell me “what I need to know” not “what you think I want to hear”.

Forward as One: - Speak with one voice and defend our position robustly. - Stick together; use me as the Army HQ COS to coordinate ‘cross-cutting’ delivery. - Work collegiately as a single Army Staff team (London, Andover and outstations); “all of one company”.

Build strong relationships: - Trust what our commanders and their staff say; serve them. - Add value; communicate more effectively - we are not a post box. - These are difficult times, support others and foster these links - particularly in the MoD and throughout the chain of command.

31st January 2014 Major General Tyrone R Urch CBE Chief of Staff Land Forces

B

Structure

Structure 1. Content. The content of the Army HQ Handbook can be broken down into the following parts: a. Chapters 1-6 give information on the way Defence and the Army are structured and how the top level processes work. These chapters are designed to give an overview, taking their information from more detailed Defence papers. These chapters are of use to anyone wishing to understand Defence and the Army structure and processes. b. Chapters 7-8 give detail on the core and supporting processes used to achieve the outputs required of the Army. These chapters are more detailed and aimed at supporting practitioners in the respective subjects. c. Appendices are designed as a quick reference for information detailed in the Chapters or which stands alone. They are to assist all staff in understanding Army HQ business. d. Standard Operating Procedures are the detailed direction on how business is conducted within the Army HQ. They are not printed in hard copy due to a requirement to meet changes in process as they occur. The SOPs are for all Army HQ staff. 2. Review process. The Army HQ Handbook is reviewed annually to ensure the content remains up to date. When a Strategic Defence and Security Review is announced, the Handbook will undergo a significant rewrite to incorporate resulting changes. 3. Point of Contact. The Army HQ Handbook is edited by SO2 Org Integration A. Comments on the Handbook are welcome and changes should be recommended during the review process or sent to the editor: Email: Army Plans-Org-Integration-SO2A

C

Contents

Contents Foreword by Chief of Staff Land ForcesA

Chapter 1 - The Army Staff1-1 Overview of the Army Staff1-1 Command and Control1-2 The Army Command Group1-2 Top Level Co-ordination1-7 Annex A - Top Level Of The Army StaffA-1 2* - Director General Army Reform (DGAR)A-1 Directorates reporting to ACGSA-1 Directorates reporting to Director Resources / Command Secretary (Army) A-4 Directorates reporting directly to CGSA-6 Annex B - Commander Land Forces StaffB-1 2* - Deputy Commander Land Forces (DCLF)B-1 2* - Chief of Staff Land Forces (COS LF)B-1 2* - Commander Joint Helicopter Command (Comd JHC) B-3 Annex C - Composition Of Land ForcesC-1 Current StructureC-1 2* - Joint Helicopter Command (JHC)C-2 2* - Support CommandC-3 2* - HQ London DistrictC-4 2* - HQ British Forces Germany (BFG) C-4 Planned A2020 StructureC-5 Annex D - The Adjutant General StaffD-1 2* - Director General Personnel (DG Pers) D-1 2* - Director General Army Legal Services (DG ALS)D-6 2* - Chaplain General (CG)D-8 2* Director Children and Young People (D CYP)D-8

D

Contents 2* - Military Secretary (MS)D-8 2* - Director General Army Medical Services (DG AMS) D-8 2* - Director General Army Recruiting and Training (DG ART)D-9 2* - Commandant RMASD-10 1*s reporting directly to AGD-10 Annex E - Force Development and Capability StaffE-1 2* - Director General Capability (DG Cap)E-1 2* - Director General Logistics, Support & Equipment (DG LS&E)E-4 1* - Directorate working direct to Comd FD&CapE-7

Chapter 2 - The Organisation of Defence2-1 The Ministry of Defence (MOD)2-2

Chapter 3 - The Strategic Planning and Performance Management Process3-1 Cross Government Strategy3-1 MOD Strategy3-4 Performance and Risk Management3-8

Chapter 4 - Defence Capability4-1 Introduction4-1 Defence Lines of Development4-2 Training4-2 Equipment4-3 Personnel4-6 Information4-8 Concepts & Doctrine4-9 Organisation4-11 Infrastructure4-12 Logistics4-12 Interoperability4-12 Crisis Management4-12

Chapter 5 - Financial Planning and Management5-1 E

Contents

Chapter 6 - Higher Level Management of the Army6-1 Army Command Plan6-1 Army Operating Model6-2

Chapter 7 - Achieving the Army’s Outputs7-1 Army Board Strategic Objectives (ABSO)7-1 Core Process: Force Generation & Force Preparation7-2 Force Generation (FGen)7-2 Force Preparation7-5 Force Preparation Process7-6 Training Force Elements7-8 Core Process: Manpower Supply7-11 Top Level Processes 7-12 Second Level Processes7-13 Core Process: Portfolio Management7-16 Core Process: Force Development and Capability Management7-16 Core Process: Health and Safety7-19

Chapter 8 - Supporting Processes8-1 Supporting Process: Army Organisation & Liability8-1 Supporting Process: One Draft, One Meeting (ODOM)8-7 Supporting Process: General Finance and Business Policy8-8 Fraud, theft and irregularity8-8 Regularity and propriety8-8 Novel and contentious expenditure8-9 Losses and write-off8-9 Abuse of authority8-9 Hospitality and gifts8-11 Use of MOD facilities8-11 Supporting Process: Reward and recognition8-13 Meritorious Service8-13 F

Non-operational gallantry awards8-15

Contents Operational awards8-15 Supporting Process: Ministerial and Parliamentary business8-16 Ministers 8-16 Role of the Army Secretariat 8-16 Supporting Process: Managing Civil Servants8-17 Defence Business Services (DBS)8-17 Appendices Appendix 1 - Army Staff Structurei-1 Appendix 2 - Army HQ Handbook Glossaryii-1 Appendix 3 - Tri and Civil Service Equivalent Ranks iii-1 Appendix 4 - Units of the British Army in Order of Precedenceiv-1 Appendix 5 - Army Staff Battle Rhythmv-1 Appendix 6 - One Draft One Meeting (ODOM)vi-1 Standard Operating Procedures Electronic only: http://defenceintranet.diif.r.mil.uk/Organisations/Orgs/Army/Reference/ Publications/Pages/SOPs.aspx

G

Chapter 1 - The Army Staff

Chapter 1 - The Army Staff Overview of the Army Staff 1. Introduction. The Army Staff exists to support CGS in the delivery of all aspects of military capability. Beyond the Army it provides considered advice and support to Defence. It enables Land Forces to deliver current and future operational success. Its interactions with a number of MOD Head Office and Joint organisations are outlined throughout this handbook. This chapter focuses on the Army Staff, its contribution and the roles that it fulfils. 2. Definitions. a. Army Staff. The term ‘Army Staff’ refers to the totality of: the staff in intimate support of CGS in MOD Main Building; the staff in Army Headquarters at Andover; and the staff in directorates and branches in satellite HQ locations such as Upavon and Warminster. It includes the staff of CLF, AG, Comd FD&Cap and Comd JHC. Further details on the Army Staff can be found within this document as follows: 1). Boundaries - Figure 1.1. 2). Roles and responsibilities - below in this chapter. 3). Detailed structure chart - Appendix 1. b. Army Headquarters (Army HQ). The Army HQ is the organisation comprising the totality of the Army Staff, less those in Centre and Joint organisations (para 2.e.) c. Army HQ (Main)1. The location of the core component of Army HQ at Marlborough Lines, Andover. d. The General Staff2. This grouping is often referred to as ‘Army HQ (Forward)’ or simply ‘Forward’. It is the element of the Army Staff in London working solely in support of CGS and ACGS. e. MOD Head Office and Joint Staff. This refers to the Army-tied posts in MOD Head Office and Joint organisations that sit outside of the Army Chain of Command, but who have a role in Army business3.

1 2 3

1-1

The suffix ‘Main’ is sometimes dropped, and ‘Army HQ’ is used to denote Army HQ (Main). The full title should be used wherever there may be ambiguity between the overall organisation and the location. The term General Staff is also used to refer to Army personnel of OF5 rank and above, regardless of where they are employed. This includes Hd Financial Military Capability (Army) (FMC(A)) - see chapter 5.

Chapter 1 - The Army Staff

Defence

COM(L)/ QMG Hd Fin Mil Cap (Army)

Hd Ops

Comd FD&Cap

CGS

DG Cap D Trg(A) COS FDT

ACGS DG AR

CLF

Comd Sec(Army) BGS

DCLF ACOS LF ACOS Res ACOS Ops

COS LF

D Plans BMC(A)

TL HRBP

DG LS&E

Comd JHC

1 & 3 Divs FTC Sp Comd BFG LONDIST Scotland 16 Air Asslt Bde Heli units

PM(A) Army Inspector

AG DG Pers DG AMS CG COS AG

DG ALS D CYP D Infra TL ABP

MS ARTD RMAS

Figure 1.1 - The boundaries of the Army Staff

Command and Control The Army Command Group 3. Army Command Structure. The top level command structure of the Army is shown in Figure 1.2 and is based around the Army Command Group (ACG). The ACG consists of the key principals4 across the Army command and is one of the main committees for the taking of Army policy decisions and directing Army business. The following section provides an overview of each of these principals with further detail of their organisations contained at Annexes A E to this chapter.

4

CGS, QMG, CLF, AG, Comd FD&Cap, ACGS, D Res, COS LF

1-2

Chapter 1 - The Army Staff Executive Committee of the Army Board (ECAB) member Army Command Group (ACG) member

DG Fin

Reserve post

CGS****

Fin Mil Cap (Army) Hd HRBP

ACGS**

QMG*** (COM(L))

Plan Refine Execute

D Res/ Comd Sec (Army)**

DCDS Mil Cap

D Plans*

Supported CLF** Supporting AG***

DCLF**

COS LF**

Supporting Comd FD&Cap***

Figure 1.2 - The Army Command Structure 4. 4* - Chief of the General Staff (CGS). CGS is the 4* commander of the Army and the Top Level Budget (TLB) holder for the Army TLB. CGS is part of the collegiate leadership of the Department and is responsible for implementing Departmental decisions within the Army. CGS gives advice to Ministers on managerial and operational issues and sets the strategic direction of the Army through the Army Command Plan (ACP). CGS is also accountable to the Defence Board for the fighting effectiveness and efficiency of the Army and the delivery of military capability. This is reported through the Holding to Account (H2A) process and set against the Army Board Strategic Objectives (ABSO), which are covered in chapters 6 and 7. As the TLB holder, CGS is empowered and funded to run the Army to achieve the core functions of defence and developing the Army in line with strategic direction and within the budget set. CGS is directly supported by a number of directorates and branches at the top level of the Army Staff. The structure of these staff together with an explanation of their roles and responsibilities is outlined at Annex A. 5. 3* - Commander Land Forces (CLF). CLF is the 3* commander of the formations and units of the Army - the Land Forces. The CLF Staff structure is shown at Figure 1.3. A full description of the 2* and 1* appointments under CLF is contained at Annex B. A full list of the composition of Land Forces including the regional brigades, the Army Reserve and cadets is at Annex C. a. CLF has the lead for delivering the following outputs: 1). Provide properly trained Land Force Elements (FE) for operations, including wider support to the Joint Force. 2). Provide properly trained FE for standing military commitments.

1-3

Chapter 1 - The Army Staff 3). Provide properly trained FE to deliver the Army’s specified contribution to contingent operations. 4). Assuming the role of Standing Joint Commander (UK) (SJC(UK)) for most Defence operations in support of the civil authorities in the UK. In summary, CLF is responsible for providing appropriate military capability in the most effective and efficient manner. CLF*** SJC(UK)

COS LF**

ACOS LF*

ACOS Ops*

DCLF**

ACOS Reserves*

Comd JHC**

Cap Dir*

GOC 1(UK) Armd Div**

GOC 3 (UK) Div**

GOC FTC**

GOC Sp Comd**

GOC LONDIST**

GOC BFG**

COS Sp Comd*

DComd LONDIST*

DComd BFG*

DComd/ Ops Dir*

GOC Scotland** Comd 16 Air Asslt Bde*

Figure 1.3 - The CLF Staff and LF top level formation structure 6. 3* - Adjutant General (AG). AG is the Army’s Principal Personnel Officer (PPO) and leads the Personnel and Infrastructure Defence Lines of Development (DLOD) on behalf of CGS. AG’s responsibilities sit within the context of: the Strategy for Defence; the Service Personnel Strategy and accompanying Service Personnel Plan5; the Defence Infrastructure Command Plan; the Surgeon General’s (SG) Defence Health Change Programme; and the Army Plan. He supports Chief of Defence Personnel (CDP) as the Service Personnel Process Owner for the development and delivery of the Service Personnel Strategy within the Army and as the tri-Service lead for Children and Young People. AG’s structure is at Figure 1.4 and a detailed description of the organisation at Annex D.

5

The Service Personnel Plan is Part 2 to the Service Personnel Strategy; Part 1 reflecting Strategic Intent. They provide Defence-level direction for the Personnel DLOD for the period 2011-15 to deliver and sustain sufficient, capable and motivated personnel.

1-4

Chapter 1 - The Army Staff AG*** COS AG*

CFO DFRMO*

TL ABP*

D Infra*

DG Pers**

CG**

DCYP**

DG ALS**

D Med Cap*

DCG*

D Pers Ops*

D Pers Cap*

DM(A)*

D Pers Admin*

DPS(A)*

D Ed Cap*

Brig Op Law*

DMS* DRT (Sp)*

Comd Coll Trg Gp*

Asst Comd ARTD*

DRT (Ops)*

Comd ITG*

D Legal Advisory*

Comdt RMAS*

DG ART**

MS*

DG AMS**

Comdt RSME*

Comd DCLPA*

Comdt Sch Inf*

Figure 1.4 - AG structure6 7. 3* - Commander Force Development and Capability (Comd FD&Cap). Comd FD&Cap leads on the development and delivery of optimum Army Capability in order to ensure success on operations. FD&Cap is responsible for the Training, Equipment, Doctrine and Logistic DLODs. In addition, FD&Cap is the lead for Army International Activity in Support of Defence Diplomacy and supporting Defence Exports. With DG Cap and DG LS&E under command, he is also responsible for equipping the Army, implementing the capability aspects of Defence Reform, and planning, managing and delivering the logistic capability and information superiority (IS) capability of the Army. Comd FD&Cap holds the title of Master General of the Ordnance (MGO) where he is the ECAB DLOD owner for Equipment. The top level structure of FD&Cap is shown at Figure 1.5 and a detailed description of the organisation is at Annex E.

6

1-5

DG Pers (Director General Personnel), DG AMS (Director General Army Medical Services), DG ALS (Director General Army Legal Services), CG (Chaplain General), D CYP (Director Children and Young People), MS (Military Secretary), TL BORONA (Team Leader BORONA), CFO (Chief Fire Officer), D Infra (Director Infrastructure).

Chapter 1 - The Army Staff Comd FD&Cap*** COS AG*

DG LS&E*

Hd IS*

D Log (A)*

DG Cap**

D Eqpt*

D Force Dev*

D Cbt*

D Cbt Sp*

D Info*

D Trg (A)*

D CSS*

DLW*

Figure 1.5 - Force Development and Capability Command structure7 8. 3* - Quartermaster General (QMG) / Chief of Materiel (Land) (COM(L)). The primary role of QMG is as COM(L), working for the Chief of Defence Materiel (CDM) (see Chapter 2). QMG is the position which is assigned membership of the ACG. COM(L) is a 3* member of the Defence Equipment and Support (DE&S) Main Board, and has responsibility for the Joint Support Chain and Defence Logistics Change. COM(L) also has board responsibility for DE&S support to current operations and acts as the key interface for the Land environment.  QMG is also an ECAB member and is responsible to CGS for the Logistics DLOD for the Army. His principal subordinates are Director Land Equipment, Director Logistic Commodities & Services, Director Weapons and Director Inventory Management. 9. 2* - Assistant Chief of the General Staff (ACGS). ACGS is the 2* assistant to CGS, and is the Army’s Chief of Staff. ACGS’ mission is to support CGS in all his roles and represent the Army in the MOD. ACGS is responsible, on behalf of CGS for: direction and management of the Army Staff and TLB; representing the Army’s strategic view within the MOD Head Office; direction of the Army’s top level communication and engagement strategy, and messaging; oversight of Army International Activity; leading on Defence Transformation for the Army; as the Army’s Portfolio Director, leading on Army change; and progressing the current and future Army agenda through ECAB, ACG and APRC. ACGS is the ECAB member responsible for the Organisation and Information DLODs, and is the SRO for the Army 2020 programme. ACGS is also the Army’s Chief Information Officer (CIO) responsible with his deputy, Hd IS, for information superiority. The principal staff under ACGS, their branches and roles are described in Annex A. 10. 2*(civilian) - Command Secretariat (Army) (Comd Sec (Army)) / Director Resources (D Res). The role of Comd Sec (Army)/D Res is to support CGS and subordinate budget holders in planning and managing the Army Top Level Budget (TLB), for managing Department of State aspects of Army business through the Army Secretariat, and to be the Army Civilian Workforce Adviser (CWA). The role D Res pertains specifically to TLB management function, for which D Res is responsible to Director General Finance (DG Fin) in Head Office. The principal staff under the Command Secretary, their branches and roles are described in Annex A. 7

DG ART (Director General Army Recruitment and Training), DG Cap (Director General Capability), DG LS&E (Director General Logistic Support and Equipment), D Trg(A) (Director Training (Army)), Comdt RMAS (Commandant Royal Military Academy Sandhurst).

1-6

Chapter 1 - The Army Staff 11. 2* - Chief of Staff Land Forces (COS LF). The Chief of Staff is double-hatted as COS LF and COS Army HQ. He is responsible for the command and management of Army HQ including: the coordination of Army work across all Army staff areas and Lines of Development, supported by 2* DLoD owners; the implementation of CLF direction; and driving change and continuous improvement across the HQ. He is the budget holder for the Army HQ HLB. In this role he is empowered to give coordinating direction across Army HQ, as well as managing flanking interfaces with the other commands8. His other role is as COS to CLF responsible for the coordination of CLF’s direction to the CLF Staff and the LF formations, and supporting CLF in his role as SJC(UK).

Top Level Co-ordination 12. 2* - Assistant Chief of the General Staff (ACGS) and Chief of Staff Land Forces (COS LF). ACGS and COS LF in his 4* role occupy overlapping functions. ACGS is the de jure COS of the Army, while COS LF is the de facto COS of Army HQ. Typically ACGS looks up and out, while COS LF looks down and in; COS LF also looks sideways towards the other commands in the delivery of operations. This arrangement is designed to maintain continuity of coordinating direction during the Defence Reform transition period. 13. Army Executive Office (Army Exec). The Army Exec is the hub of coordination for the Army Staff. It is a single hub that straddles the top level Army HQ components in London and Andover. Its key posts are XO1 (Lt Col, London-based) and XO2 (Maj, Andover-based), who sit above a network of XOs across the Army HQ. Its principal purpose is the coordination of Army business. Annexes (staff structures and roles): A. Top level of the Army Staff. B. Commander Land Forces Staff. C. Composition of Land Forces. D. Adjutant General Staff. E. Force Development and Capability Staff.

8

1-7

The ‘other commands’ being Navy Command, Air Command and Joint Forces Command (JFC).

Chapter 1 - The Army Staff Annex A to Army HQ Handbook Chapter 1

Top Level Of The Army Staff 1. This annex shows the detail of the directorates and branches that directly support CGS as the TLB holder; collectively they are the ‘Army TLB Staff’. The structure of these staff is shown at Figure 1A.1. Posts based in Main Building

CGS****

ACGS**

D Res/ Comd Sec (Army)**

DG AR**

AD R 2

BGS*

D Plans*

AD R 2

PM(A)* Army Inspector*

DPM (Inv)

Deputy Army Insp

DPM (Ops)

Col Army Strategy

AD Org

Comd AEG (at RMAS)

AD Comd Plans

AD Res Comm

Col MS (GS)

AD A2020

Col Media & Comm(A)

DPM (HI)

Col Army Policy

AD Future Plans

Chief Editor Soldier

DPM (FD)

Col Army Reserves

AD MIB

AD Army Transformation

PMO A2020

AD AIB

DCS Res & Comm*

DCS Sec*

BMC(A)*

AD FD20(A) PM AD Special Projects

Hd Army Sec Asst Hd Disc & Welfare

Asst Hd MS&E

Hd Res ABC, Inv Plans & Corp Gov

Hd Res Fin Mgt

Asst Hd Inv Plans

Asst Hd Fin Mgt IYM/ABC

Hd CEFT

Hd CMT

Asst Hd Corp Gov

DRTSA

Figure 1A.1 - Structure of the top level of the Army Staff

2* - Director General Army Reform (DGAR) 2. DGAR has three discrete tasks as directed by CGS: a. Enabling the strategic conditions with employers of Reserves to deliver the integrated Army of 2020. b. To shape Defence Engagement policy across Whitehall to convert the adaptable vision of A2020 into activity. c. To act as the ambassador for A2020.

Directorates reporting to ACGS 3. 1* - Brigadier General Staff (BGS). BGS is the primary Army Staff 1* officer. He chairs the Coven, represents ACGS as required and commands the following branches: a. Army Strategy Branch. Supports ACGS in the development, communication and implementation of a strategy for the development of the Army.

Annex A-1

Chapter 1 - The Army Staff b. Army Policy Branch. Influences emerging Defence and Army policy from a perspective informed by both Defence and Army priorities. c. Army International Branch (AIB). Establishes policy for all Army international engagement and leads on International Security Cooperation activity. d. Financial and Secretariat Branch. Conducts routine financial and secretarial activity on behalf of CGS and ACGS. e. Col Army Reserves. Advises CGS and the Army HQ (Fwd) on Army Reserve matters. 4. 1* - Director Plans (D Plans). D Plans is responsible for planning, financial programming and change initiatives across the Army. This demands direct working relationships with COS LF and D Res. Specific responsibilities include: developing the Army Plan, quarterly reporting, Risk and Holding to Account; planning the Army TLB financial programme, controlling the organisation and structure of the Army, including the development of plans for basing moves; developing Management of Information Systems (MIS); and, as the Army Portfolio Manager, planning the implementation and assuring the progress of change initiatives. D Plans is the 1* lead for Army Transformation within the Defence Reform context, and is the Programme Director for Army 2020 implementation. The Plans Directorate consists of the following branches: a. Organisation Branch (Org Br) is responsible for: managing the Army’s structure, C2 and (military) liability; writing its establishment tables; conducting planning of Army basing moves, in conjunction with the DIO; assuring change implementation planning for the Army; and issuing Implementation Orders (IO) through COS LF. b. Command Plans Branch (Comd Plans) is responsible for: the 10 year Army TLB programme; managing the TLB’s resource allocation through the Annual Budget Cycle (ABC); implementing financial direction from Head Office; and for preparing and filtering financial submissions to Head Office, in conjunction with Resources. c. Future Plans Branch (FP) is responsible for producing the annual Army Command Plan, managing the TLB through the Quarterly Performance Risk & Holding to Account (QPR&H2A) process, and is the Army HQ focal point for Defence Policy at TLB level. AD FP is the staff lead for Army transformation and Army Reform within the Defence context, and leads the Army Reform Programme and the Army Change Portfolio Office (ACPfO), which monitors and coheres Portfolio, Programme & Project Management (P3M) across the HQ. AD FP also leads the Army Improvement Support Branch (AISB), which provides internal consultancy support to the TLB. d. Management Information Branch (MIB) is responsible for: providing focussed management information to improve decision-making in the Army Headquarters and support the delivery of primary outputs; enabling high-level SA through the Common Operations Picture (COP); developing the Information Architecture (IA) requirements to support the processes that underpin the nascent Army Operating Model; planning the optimum suite of information systems and tools to enable effective decision support; Annex A-2

Chapter 1 - The Army Staff e. Army 2020 Core Programme Team (A2020 CPT) is responsible for developing the agreed proposition of the Army 2020 Study (Lt Gen Carter, 2011-12) into a detailed and synchronised programme for implementation, and for managing the programme. A2020 CPT is a temporary branch, lifed until 2016. 5. 1* - Brigadier Media & Communications (Army) (BMC(A)). BMC(A) is responsible for the conduct of agile, coherent and influential internal and external communication in order to improve the understanding of the Army and thereby maintain, protect and enhance both its capability and reputation. DMC retains responsibility for media policy and leads in the engagement with the national media, supported by BMC(A) and Col PR(A).BMC(A) is responsible for the delivery of media policy and for regional and internal (Army) engagement and communication. BMC(A) has a network of media and communication staff and assets across the UK and BFG who help to promote, and deliver, awareness and understanding in order to influence support for the Army. The directorate encompasses Army Media and Communication (AM&C) that includes the Army Press Offices, Media Production Centre, Design Studio and Digital Engagement Team, the Army Engagement Group (AEG), Soldier Magazine and Media Operations Group (MOG). a. BMC(A)’s outputs are: 1). Media: production and distribution of operational and routine multi-media material to national, regional and local TV, radio, print journalists; staff briefings; media ops training. 2). Communication: communication plans; lines to take; Q&A. 3). News: professional media staff (Government Communications Network) support to activities and events; defensive news briefs. 4). Digital: Armyweb, Army Facebook and Twitter 5). Outreach: Army Briefing, Presentation and Engagement Teams b. STRATCOM Objectives and Themes. In conjunction with Army Strategy, BMC(A) ensures that the Army’s STRATCOM Objectives and Themes are integrated, supported and reinforced in all media and communication activity. 1). Objectives: a). Convince the nation of the enduring utility and relevance of land power. b). Maintain support for the Army as a tool of national policy. c). Generate and retain the willingness of the people to volunteer and serve. 2). Themes: a). Soldiers are our core strength and underpin our success. With good people you can do anything.

Annex A-3

Chapter 1 - The Army Staff b). We don’t choose wars, they pick us. Conflict is constant and inevitable. c). Versatile by design. Organised, trained and equipped for maximum utility. d). We prepare for conflict whilst strengthening peace abroad. e). At the very heart of a joint and allied force. f). Effect demands mass. g). Ready to assist in any crisis at home. h). We spend the nation’s money wisely. Link to Army Communication and Engagement Directive 6. Release to Service Branch (Army) (RTS(A)). ACGS is delegated the powers of RTS(A) from CGS for all Army Aviation (manned and unmanned). ACGS is supported in this role by Director RTS(A) (OF 5), based at Middle Wallop. The staff delivers technical assurance to the Release to Service (RTS) document for each Army Aviation platform in service. Each platform’s RTS is a technical document comprised of operating and environmental limitations, warnings, cautions and notes.  All Army Aviation activity adheres to the RTS limitations in training and on operations.

Directorates reporting to Director Resources / Command Secretary (Army) 7. 1* - Deputy Command Secretary (Resources & Commercial) (DCS (Res & Comm)) and the Resources Directorate. DCS (Res & Comm) supports D Res/Comd Sec (Army) in planning and managing resources required by the Army Top Level Budget and ensuring that decisions at the highest level of the Army are taken with full cognisance of their financial implications. This includes: providing advice to CGS and his senior military staffs on the forward planning and in year management of the Army budget; business assurance advice to ensure compliance with Departmental governance standards, including scrutiny of business cases, and regularity and propriety; and the integrity and efficiency of financial systems and processes. The post is the TLB focal point for the interface with DE&S Commercial team supporting the Army. Under DCS (Res & Comm), the Resources Directorate is comprised of and responsible for the following branches and functions: a. Financial Management and Accounting (FMA) The FMA (led by the Chief Accountant) is responsible for the provision of accounting and financial management services, resource management, financial planning and financial systems across the Army. This includes production of monthly and annual Resource Accounts, development and maintenance of financial systems, advice and guidance on financial and accounting policy, provision of management information, financial training and development of accountants (Head of Accountancy Profession for the Army). The FMA is also responsible for providing financial and accounting services required by CLF, FD&Cap, AG, JHC and COS LF budget holders through the Central Finance Hub. The team also provides a focal point for: the National Audit Office (NAO) audit of accounts; Net Additional Cost Military Operations (NACMO);

Annex A-4

Chapter 1 - The Army Staff production of the TLB’s inputs to the Departmental Resource Accounts; developing accounting and financial policy with Head Office and other TLBs; and managing the Army’s Finance Function Restructuring (FFR) initiative. b. Management Accountancy Services (Army) (MAS(A)) is responsible for providing a military management accountancy capability, financial modelling expertise and investment appraisal work for the Army and Defence. c. Investment Plans. The Investment Plans Team is the focal point for policy and advice in relation to the articulation of all types of Business Cases (BC) (Initial, Main and Single Gates), Investment Appraisals (IA), Review and Information Notes (RN/IN), Project Evaluations (PE), Consultancy cases and Net Additional Costs of Military Operations (NACMO) cases in the Army TLB. Any investment above the TLB threshold (£5M over 5 years) is required to have Investment Plans scrutiny, assurance and approval by DCS(Res&Comm), DRes/Comd Sec(Army) or Army Investment Board approval. d. Corporate Governance. The Corporate Governance team is the central focus for all issues relating to the provision of financial assurance throughout the Army. It is responsible for assuring finance governance and compliance and providing advice on issues relating to fraud, losses, regularity and propriety, delegated authority and finance policy to enable the TLB to achieve defence objectives. The team is comprised of subject matter experts who will readily offer advice and guidance to assist in managing business risk throughout the TLB (The Army Corporate Governance website provides a HUB for distilled and targeted information). It also provides joint secretariat support with the Army Inspectorate to the Army Independent Assurance Committee (AIAC). e. Resource Programming - Manpower. The Central Manpower Team (CMT) is responsible for financial planning and management of centralised manpower (military and civilian pay and allowances) across the Army TLB.The team provides advice and direction to the TLB on all issues with manpower resource implications such as: manpower investment decisions, policies and representation at the Army HQs Establishment and Manpower Committees. f. Resource Programming - Equipment. The Capability and Equipment Finance Team (CEFT) is responsible for managing the Equipment Plan for the Army, updating and allocating Control Totals (Equipment Procurement Plan, Equipment Support Plan In Service and New Equipment) by P9/S9 to DE&S. The Team supports Commander FD&Cap, DG LS&E and DG Cap and DRes, and provides financial and accounting advice to the Army Equipment and Support Teams and Joint Helicopter Command. The team also maintains strong links with DE&S, who deliver the Equipment Plan, monitoring in-year spend and assessing any impact to Army from the ABC funding profiles. 8. 1* - Deputy Command Secretary (Secretariat) (DCS (Sec)) and the Army Secretariat (Army Sec). DCS (Sec) supports Comd Sec (Army)/D Res in managing Department of State aspects of Army business through the Army Sec. Army Sec acts on behalf of the whole Army Staff, and directly supports the Secretary of State and his Ministerial colleagues through: (a) the Annex A-5

Chapter 1 - The Army Staff provision of formal advice on policy and presentational matters; (b) the provision of draft replies to Parliamentary Questions (PQ) and assisting Ministers generally in fulfilling their obligations to Parliament; (c) managing Ministers’ correspondence with members of the public and other stakeholders on Army Staff business. Army Sec is also responsible for providing responses to Freedom of Information (FOI) requests on matters pertaining to the Army. 9. Human Resources Business Partner (HRBP). The Human Resources Business Partner (HRBP) supports Comd Sec (Army)/D Res on civilian workforce matters, and advises on strategic issues in conjunction with Army senior stakeholders, such as HR priorities and solutions, transformation and change, workforce and skills planning and employee relations. The HRBP is part of Head Office and Corporate Services’ (HO&CS) Human Resources Directorate (HRD), but sits within Army HQ as the agent between the two.

Directorates reporting directly to CGS 10. 1* - Army Inspector. The Army Inspector’s mission is to provide CGS with an independent assurance and regulation capability for all Army activity across Defence, in order to protect reputation and ensure self regulation. He acts as CGS’ directed telescope and as the critical friend to the chain of command. Assurance describes the processes by which commanders check that their organisations are implementing policies and procedures correctly. The Army’s approach to assurance is set out in detail in the Army Assurance Framework. The key elements of Army assurance are: a. A dynamic relationship between: the proponents (functional experts), 32 Army Competent Advisors and Inspectorates (ACA&I) who set and assure policies and standards in their functional areas; and the chain of command who decide activity and deliver capability, and who have their own advisors in their headquarters, drawing on ACA&I policy to help them do this. This command led process remains a routine part of daily activity across the Army and is known colloquially as 1st party assurance. For those high hazard activities that pose more significant risk to life the process is further enhanced by applying Haddon-Cave’s Duty Holding principles to the Army Model. Key to the assurance process is an understanding that proponents advise, and the chain of command decides. b. An independent assurance capability (known colloquially as 2nd party assurance) is provided by the Army Inspectorate working alongside Non Executive Members and reporting directly to ECAB. It draws information from the chain of command and through organisations such as CGS’ Briefing Team, and receives detailed reports from ACA&Is covering all aspects of Army activity. Information is collated and analysed by the Policy Team who identify areas of concern (weak signals), and ensure that they are monitored effectively. Two Review Teams (each composed of an SO1 plus 6) look into the weak signals in more detail and produce independent reports as required for CGS and ECAB. All the information is stored and maintained by the Knowledge Management Team. The Army Inspector produces a formal report to ECAB every 6 months, setting out the weak signals detected, and summarising the results and recommendations from more detailed reviews.

Annex A-6

Chapter 1 - The Army Staff This independent assurance capability also provides the joint secretariat to the Army Independent Assurance Committee. c. Assurance undertaken by statutory and non-statutory bodies which are external to the Army and/or Defence is termed 3rd Party Assurance. There are several such bodies, but the most common seen across the Army are: Office for Standards in Education (OFSTED), National Audit Office (NAO), Health and Safety Executive (HSE), Her Majesty’s Inspector of Prisons (HMIP) and the Defence Internal Audit (DIA). 11. 1* - Provost Marshal (Army) (PM(A)). The Provost Marshal (Army) (PM(A)) (a 1*) holds a unique appointment within the Army with statutory responsibilities and is appointed by HM The Queen. As the professional head of Service for the Royal Military Police (Policing, Investigations & Close Protection), the Military Provost Staff (Custody & Detention), and the Military Provost Guard Service (Armed Guarding), PM(A) provides the necessary military police, custodial and guarding services to the Army in order to ensure military effectiveness. PM(A) is directly responsible to CGS for the investigative aspects of the role. As the Chief Officer RMP, PM(A): a. Exercises his statutory investigative duties under the Armed Forces Act 2006 (as amended) independently of the Chain of Command, in which regard, he is answerable only to the Army Board of the Defence Council. b. Commands all RMP regiments and units retaining Operational Command (OPCOM) of RMP Special Investigation Branch (SIB) units and other specialist RMP units (the Service Police Crime Bureau (SPCB) and the Close Protection Unit (CPU)) while delegating Operational Control (OPCON) of RMP (General Police Duties) units to CLF for noninvestigative activities. PM(A) retains OPCOM for RMP units engaged on policing and investigative duties so that they are answerable solely through the RMP chain of command, thus safeguarding the investigative process. c. Is the Army Competent Authority and Inspectorate (ACA&I) for Investigations & Policing, Detention, Military Correctional Training Centre (MCTC), Close Protection and Military Provost Guard Service (MPGS) 12. PM(A) has the following additional functions: a. Director Military Provost Staff (MPS). b. Defence SME for custody and operational detention practice, and advisor to Chief Joint Operations (CJO) on operational detention. c. Inspector of Service Custody Facilities (SCF). d. Command of the Military Corrective Training Centre (MCTC). e. Director of the Military Provost Guard Service (MPGS). f. Director Capability Directorate Military Policing (CD MP) to deliver MP support to the Army, including delivery of CPERS handling as a core military skill.

Annex A-7

Chapter 1 - The Army Staff Annex B to Army HQ Handbook Chapter 1

Commander Land Forces Staff 1. The Commander Land Forces (CLF) Structure is at Figure 1B.1. A full description of the 2* and 1* appointments under CLF is contained below.

CLF*** SJC(UK)

COS LF**

ACOS LF*

ACOS Ops*

DCLF**

ACOS Reserves*

Comd JHC**

Cap Dir*

DComd/ Ops Dir*

Comd 16 Air Asslt Bde*

Figure 1B.1 - CLF Structure

2* - Deputy Commander Land Forces (DCLF) 2. On behalf of Commander Land Forces (CLF), Deputy Commander Land Forces (DCLF) is the focal point for Reserve matters for the Army. DCLF’s principal function is to refine and execute, within resources, the programme that generates a fully manned Reserve component. This is to form an integral part of the Army under one chain of command, unified in training, levels of equipment and infrastructure. As the Army’s senior Reservist, he provides policy advice to CGS and the ACG on Reserve matters.

2* - Chief of Staff Land Forces (COS LF) 3. Within the CLF staff, the COS is responsible for the implementation of CLF’s direction. This role is double-hatted with the role of COS of the Army HQ as detailed in Chapter 1. 4. Within Army HQ there are two subordinate 1* directorates working to COS LF. These are: a. 1* - Assistant Chief of Staff Operations (ACOS Ops). The Army Directorate for Operations and Contingencies (ADOC), under ACOS Ops, has 3 branches: HQ Standing Joint Commander (UK) (HQ SJC(UK)), Operational Plans (Op Plans), and Operational Commitments (Op Cts).

Annex B-1

Chapter 1 - The Army Staff 1). HQ SJC(UK) is the staff branch that supports CLF’s role as SJC(UK) for most UK Operations9. HQ SJC(UK) is a small tri-Service Staff which has Joint responsibilities, led by ACOS Ops as COS SJC (UK). Resilience operations are undertaken in accordance with policies laid out in Joint Doctrine Publication (JDP) 02. The response to, and recovery from, disruptive challenges in the UK are activities that are led by the civil authorities and in accordance with the Civil Contingencies Act 2004 (CCA04). Under CCA04 the MOD has no mandated responsibilities to respond; however, a response can be provided if requested by the civil authorities and if it meets the criteria in JDP 02. Ministerial authority is required under most circumstances with the exception of events where life is at risk or there is a need to alleviate distress. SJC(UK)’s roles are to: a). Command the Defence contribution to UK operations. b). Coordinate Defence assets, including from the Defence scientific agencies, to assist the civil authorities. c). Maintain operational-level UK Ops policy, procedures and guidance. d). Standards Authority for UK Ops. 2). Operational Plans branch (under AD Op Plans), is responsible for: a). Monitoring potential future and emerging operations, and providing Land environment advice to J3/J5 branches in MOD, PJHQ and other FLCs to develop contingency plans. b). Directing, synchronising and deconflicting the Army’s operational outputs as mandated by Defence policy. c). Providing operational intelligence support to Army HQ. d). Contributing to Army Force Development, Doctrine, Concepts and Policy. 3). Operational Commitments branch (under AD Op Cts) is responsible for balancing the Army’s commitments and deployable resources. It coordinates the timely and coherent selection of formations, units and individuals for all programmed and contingent commitments. It also monitors operational commitments worldwide. Its roles include: a). Coordinating the force generation of formations, units and individuals on operations. b). Allocating formations, units and equipment to enduring commitments and directed tasks, principally through the Army Commitments Matrix (ACM)10. c). Managing individual augmentation, both for operations and other commitments. d). Managing the Regular Army Assistance Table (RAAT). 9 10

CDS Directive 4/09 dated 13 Feb 09 Formerly the Operational Commitments Plot (OCP).

Annex B-2

Chapter 1 - The Army Staff b. 1* - Assistant Chief of Staff Land Forces (ACOS LF). Under ACOS LF, the Land Forces Directorate (LF Dir) role supports CLF in the construction and management of affordable and coherent Land Forces plans to enable CLF to deliver his mandated outputs. LF Dir is charged with the following standing tasks: 1). Produce CLF’s Directive and other plans as required to articulate how CLF will deliver his outputs. 2). Monitor and report performance and risk against CLF’s objectives. 3). Construct an affordable Land Forces programme, forecasting activity and securing appropriate resources through the Annual Budget Cycle (ABC) process. 4). Manage and adjust the programme through the force preparation process. 5). Manage the CLF Higher Level Budget (HLB) ensuring that money is spent appropriately and in accordance with current regulations. 6). CLF’s principal co-ordination arm for cross cutting and resource issues.

2* - Commander Joint Helicopter Command (Comd JHC) 5. Comd JHC is subordinate to CLF and provides battlefield helicopter (BH) and air assault FE to conduct and support operations. JHC commands all the BH of the Royal Navy, Army and Royal Air Force, operating over 250 aircraft including: the Sea King and Lynx helicopters11 of the Royal Navy’s Commando Helicopter Force (CHF); the Chinook, Puma and Merlin12 helicopters of the Royal Air Force; and the Apache, Lynx, Wildcat, Gazelle and Bell 212 helicopters and the Islander and Defender 4000 fixed wing aircraft of the Army Air Corps. The top level structure of JHC is shown at Figure 1.6 and a fuller description of the organisation is contained in Annex C.

Comd JHC**

Cap Dir*

16 Air Asslt Bde*

D Comd/ Ops Dir*

CHF

RAF Odiham

RAF Benson

AACen

Figure 1B.2 - JHC structure

11 Noting that Sea King and Lynx are in transition to Merlin and Wildcat respectively. 12 The RAF Merlins will transfer to the RN in Oct 14.

Annex B-3

Avn Recce Force

Chapter 1 - The Army Staff Annex C to Army HQ Handbook Chapter 1

Composition Of Land Forces 1. Land Forces comprises the formations and units of the British Army, and those under JHC. The top level of formation (i.e. those reporting directly to CLF) are shown in Figure 1C.1. CLF exercises Operational Command (OPCOM) of these formations, and has Operational Control (OPCON) of JHC. CLF*** SJC(UK)

COS LF**

ACOS LF*

ACOS Ops*

DCLF**

ACOS Reserves*

Comd JHC**

Cap Dir*

GOC 1(UK) Armd Div**

GOC 3 (UK) Div**

GOC FTC**

GOC Sp Comd**

GOC LONDIST**

GOC BFG**

COS Sp Comd*

DComd LONDIST*

DComd BFG*

DComd/ Ops Dir*

GOC Scotland** Comd 16 Air Asslt Bde*

Figure 1C.1 The CLF Staff and LF top level formation structure

Current Structure 2. The Land Forces Formations (Divisions - 2*, Brigades - 1*) are: a. 1 (UK) Armoured Division (Germany). 1). 7 Armoured Brigade (Hohne). 2). 20 Armoured Brigade (Sennelager). 3). Div Tps (Div CS and Div CSS). b. 3 (UK) Division (HQ in Bulford). 1). 1 Mechanized Brigade (Tidworth). 2). 4 Mechanized Brigade (Catterick). 3). 12 Mechanized Brigade (Bulford). 4). Div Tps (Div CS and Div CSS). Annex C-1

Chapter 1 - The Army Staff c. 2* - Force Troops Command (FTC) (HQ in Upavon). FTC is a 2* organisation principally responsible for the Force Generation and Force Preparation of specialist Combat Support and Combat Service Support capabilities in support of operations, both in UK and overseas. FTC has 10 functional Brigades under command, providing capabilities in such areas as Precision Fires and Unmanned Air Systems, General Support Engineering and EOD & Search, Medical, Intelligence, STA, Communications and Logistics. These Brigades are: 1). 1 Arty Bde (Upavon). 2). 8 Engineer Bde (Upavon). 3). 1 Sig Bde (Innsworth). 4). 11 Sig Bde (Donnington). 5). 101 Log Bde (Aldershot). 6). 102 Log Bde (Gütersloh). 7). 104 Log Bde (South Cerney). 8). 2 Med Bde (Strensall). 9). 1 MI Bde (Henlow).

2* - Joint Helicopter Command (JHC) 3. JHC contains the following elements: a. JHC HQ (Andover). This includes the JHC Cap Directorate, which performs capability planning, programming and delivery for Air Manoeuvre (including Air Despatch/Delivery) through DG Cap and DG LS&E. b. 16 Air Assault Brigade (Colchester) which includes the Attack Helicopter Force (AHF) (Wattisham Airfield). c. Commando Helicopter Force (CHF) (RNAS Yeovilton). d. RAF Support Helicopter Force (RAF Odiham & RAF Benson). e. Aviation Reconnaissance Force. Commanded from RNAS Yeovilton and consisting of: 1). Wildcat Regiment (RNAS Yeovilton) 2). Manned Airborne Surveillance (MAS) Regiment (Northern Ireland) (JHC Flying Station Aldergrove). f. Tactical Supply Wing (MoD Stafford). g. Army Aviation Centre (AACen) (Middle Wallop).

Annex C-2

Chapter 1 - The Army Staff

2* - Support Command 4. Support Command, through its Regional Force Brigades, commands Garrisons and Reserve Regiments with the exception of those Reserve Regiments OPCOM FTC (selected CS and CSS units) and Joint Helicopter Command (4 PARA and 2 R IRISH). Support Command is also the Army’s 2* voice, alongside AG and D Infra, into the Defence Infrastructure Organisation (DIO) for the UK, Brunei and Nepal. 5. Support Command performs the following functions: a. Provides through life support to our people; regular, retired or reserve, and their families. This support comes internally from within Defence, externally from other Government Departments and from commercial or third sector sources. Support Command is the supporting command for the ‘Pre-Service’, ‘In Service’ stages of a soldier’s career and the supported command for the ‘In-Transition’ and ‘Post-Service’ stages. b. Provides military support to the security of military bases in the UK and to specified overseas garrisons and operations. In particular, Support Command is responsible for generating Reserve personnel through phases 1 and 2 of the Graduated Commitment Mechanism (GCM), ensuring Reserve officers and soldiers are able to complete MST with their Regular unit with whom they will deploy. c. Provides a range of support and assurance activities to OPCOM and affiliated units to ensure the safe and effective delivery of assigned missions and tasks: 1). Lead on the Firm Base Concept (see Figure 1C.2) for CLF. 2). Deliver Firm Base support as defined by Project AVANTI. 3). Commands British Gurkhas Nepal and British Forces Brunei. 4). Provide the LF link to the Reserve Forces & Cadets Association (RFCA) in order to ensure its outputs match the LF requirement. in order to provide land military capability in the most effective and efficient manner. 6. Support Command, comprises the following Brigades: a. 2 (South East) Bde (Shorncliffe). b. 15 (North East) Bde (York). c. 42 (North West) Bde (Preston). d. 43 (Wessex) Bde (Tidworth). e. 49 (East) Bde (Chilwell). f. 51 (Scottish) Bde (Stirling).

Annex C-3

Chapter 1 - The Army Staff g. 143 (West Midlands) Bde (Shrewsbury). h. 145 (South) Bde (Aldershot). i. 160 (Wales) Bde (Brecon). j. 38 (Irish) Bde (Lisburn) (only for Firm Base issues).

Recruiting

Values & Standards

Sport & Adv Trg

Veterans

Invest in the Institution

Army & Service Charities Regimental Ethos

Cadet Movement

The Bereaved

Heritage

Protection Ceremonial UK Resilience Devolved Assemblies

Business Continuity

Healthcare & Recovery

Personnel & Families Support

Support to Wider Youth

Infrastructure

Soft FM

Support Schooling

Administration Equipment Sp

Career Transition

Logistic Sp

Other Govt Depts

Reservist Employer Engagement

Housing

Support the Well-being Operational Soldier Welfare

Local Authorities

Civil Engagement

Local Communities

Education & Training

Awareness

FIRM BASE Figure 1C.2 - The Firm Base

2* - HQ London District 7. HQ London District is the integrated 2* and 1*- level staff of London District and the Household Division, supporting the combined appointment of GOC London District and Major General Commanding the Household Division. Its roles are: to deliver Military State Ceremonial and Public Duties (SCPD) throughout the UK on behalf of CGS for HM Government; to further represent the Army in and to the Nation’s Capital; to deliver the military contribution to Resilience of the Capital; to prepare and generate Regular and Reserve forces attributed to London District for CLF, sustaining institutional resilience in those forces; and to deliver Firm Base support within Greater London in line with national Army policy set by GOC Support Command.

2* - HQ British Forces Germany (BFG) 8. HQ BFG exists to provide infrastructure support to 1 (UK) Armd Div and other deployable formations stationed in Germany. It also provides administrative support to elements from all 3 Services. This support includes schooling, medical care, housing, construction planning and social services. BFG is also responsible for Anglo-German liaison and for relations with the German authorities from Federal down to local level. Annex C-4

Chapter 1 - The Army Staff

Planned A2020 Structure13 9. The Reaction Force a. 3 (UK) Division (Bulford) b. 1st Armoured Infantry Brigade (Tidworth) c. 12th Armoured Infantry Brigade (Bulford) d. 20th Armoured Infantry Brigade (Bulford) e. 16 Air Assault Brigade (Colchester)14 10. The Adaptable Force - 1 (UK) Division (York) 11. HQ 51st Infantry Brigade and HQ Scotland (Edinburgh) 12. HQ 7th Infantry Brigade and HQ East (Chilwell) 13. HQ 4th Infantry Brigade and HQ North East (Catterick) 14. HQ 11th Infantry Brigade and HQ South East (Aldershot) 15. HQ 38th (Irish) Brigade (Lisburn) 16. HQ 42nd Infantry Brigade and HQ North West (Preston) 17. HQ 160th Infantry Brigade and HQ Wales (Brecon) 18. 102 Logistic Brigade (Grantham) 19. 2* - Force Troops Command (FTC) (HQ in Upavon). 20. 1st Artillery Brigade and HQ South West (Tidworth) 21. 8 Engineer Brigade (Minley) 22. 1st Signal Brigade (Innsworth). 23. 11th Signal Brigade and HQ West Midlands (Donnington). 24. 104 Logistic Support Brigade (South Cerney). 25. 2nd Medical Brigade (Strensall). 26. 1 Intelligence, Surveillance and Reconnaissance Brigade (Upavon). 27. Security Assistance Group (Hermitage) 28. 1st Military Police Brigade (Andover) 29. Reserve Forces 13 The A2020 changes are currently being implemented across the Army. Detail of locations and timelines down to sub-unit level can be found in the HALIFAX Matrix published on the Intranet by Organisation Branch. 14 Remains under 2* Comd of JHC.

Annex C-5

Chapter 1 - The Army Staff 30. The Army’s Reserve Forces consist of the Reserves, the Regular Reserve, and the Sponsored Reserve, as shown in Figure 1C.3. Future Reserves 2020 (Army) (FR20(A)) is a major, funded programme to stabilise, grow and sustain the Army’s Reserve Forces as a part of the overall Army 2020 integrated force. FR20(A) is the Army’s component of Defence’s FR20 programme. a. Reserve Groups. The Reserve is raised under the Reserve Forces Act 1996 and consists of the following: 1). Group A. Group A consists of regional and national HQs and units required to provide a national reserve. This group is available for employment in specific tasks at home and overseas. 2). Group B. Group B consists of the Officer Training Corps (OTC), the Engineer and Logistic Staff Corps (E&LSC) and Non-Regular Permanent Staff (NRPS) which have varying liabilities for call out. 3). Group C. Group C is the Sponsored Reserve and consists of personnel who have voluntarily joined the Reserve due to their employers’ obligations to the MOD for maintenance of agreed services in an operational theatre as set out in the Reserve Forces Act 1996. b. Reserve Units. The Reserve is composed of 2 types of unit: 1). National. National units are recruited on a wide geographic basis with no local focus. They are trained and administered by a Reserve or Central Volunteer Headquarters (CVHQ) of their own Arm or Service. 2). Regional. The majority of the Reserve is regional in nature and includes the OTC. Regional Reserve units are organized on a local basis with a regular permanent staff and a Reserve Centre. c. The Regular Reserve. The Regular Reserve consists of those personnel who have a statutory obligation for mobilisation following their period of service in the Regular Forces.It is grouped to include the Regular Army Reserve of Officers (RARO), Regular Army Reservists (soldiers), Army Pensioners and the Long Term Reserve, each of whom have different recall and reporting requirements.

Annex C-6

Chapter 1 - The Army Staff

Army Reserves

Volunteer Reserves

Non-Volunteer Reserves

Regular Army Reserve

Reserves

Gp A - Reserve HQs - Reserve Units

Gp C - Sponsored Reserves

Regular Army Reservists

Regular Army Reserve of Officers (RARO)

Individuals Liable to Recall

Long Term Reserve

Army Pensioners

Gp B - OTCs - E&LSC -NRPS

Figure 1C.3 - The Army Reserves 31. Cadet Forces. There are 2 Cadet forces with Army components: a. The Army Cadet Force (ACF). The ACF is a national, community-based, Voluntary Youth Organisation, sponsored by the Army that aims to provide challenging military, adventurous and community activities. It aims to inspire young people to achieve success in life and to develop qualities of good citizenship. It has 46,000 cadets in over 1700 cadet centres organised into 54 county based units. The ACF is administered by a small team of permanent staff based in each County and the syllabus is delivered by 8000 cadet force adult volunteers. It is funded by Sp Comd. b. The Combined Cadet Force (CCF). The CCF is a tri-Service organisation based in schools. Its broad function is to provide a disciplined organisation that helps boys and girls to develop powers of leadership and a sense of service to the community. The Army sections of the CCF comprise 29,000 cadets and some 1,400 cadet force adult volunteers in 200 different schools. The syllabus is broadly similar to that of the ACF, but most of the training is conducted by special cadet training teams provided by the Regular Army. The Army sections are funded by Sp Comd.

Annex C-7

Chapter 1 - The Army Staff Annex D to Army HQ Handbook Chapter 1

The Adjutant General Staff 1. The principal officers in the Adjutant General (AG) Staff are shown at Figure 1D.1 below.

AG*** COS AG*

CFO DFRMO*

TL ABP*

D Infra*

DG Pers**

CG**

DCYP**

DG ALS**

D Med Cap*

DCG*

D Pers Ops*

D Pers Cap*

DM(A)*

D Pers Admin*

DPS(A)*

Brig Op Law*

D Ed Cap*

DMS* DRT (Sp)*

Comd Coll Trg Gp*

Asst Comd ARTD*

DRT (Ops)*

Comd ITG*

D Legal Advisory*

Comdt RMAS*

DG ART**

MS*

DG AMS**

Comdt RSME*

Comd DCLPA*

Comdt Sch Inf*

Figure 1D.1 - Adjutant General Staff

2* - Director General Personnel (DG Pers) 2. DG Pers is the 2* lead for the personnel function in the Army. He develops and delivers personnel policies, plans and services, and represents the Army’s needs in the single Service, Defence and cross-Government arenas for the Personnel Defence Line of Development (DLOD) to sustain and enhance the operational effectiveness of the Army. He discharges his responsibility through six 1* directors. DG Pers is also responsible for both the manpower supply and the manpower budget, reporting to APRC when appropriate. 3. 1* - Director Personnel Capability (D Pers Cap). D Pers Cap develops the Army’s Personnel Strategy and engages with Defence and the other services to shape and influence strategic personnel direction and the delivery of joint effects, in order to sustain and enhance the operational effectiveness of the Army. a. AD Personnel Capability 1 develops Army Personnel strategy designed to deliver sufficient, motivated and capable personnel, runs Army-level projects on the Pers DLOD, such as A2020 Transformation, and coordinates pan-DLOD work that affects Pers issues.

Annex D-1

Chapter 1 - The Army Staff b. AD Personnel Capability 2 contributes to Defence Personnel programmes and strategies, and develops Army Personnel Strategy and Programmes as directed.  Currently the Army representative on the New Employment Programme. c. AD Personnel Capability 3 Reserve SME contributing to Defence Personnel programmes and strategies, and develops Army Personnel Strategy and Programmes as directed. Also the AG lead for Employer Engagement. d. AD Research manages the personnel research programme including commissioning and acting as military interface for extra-mural research, and maintains a personnel research knowledge database, analysing the implications to provide an evidence base for policy. e. DD Science Heads the Army’s Occupational Psychology capability - concerned with the performance of people at work and aimed at increasing the effectiveness of the organisation - and provides the Army with specialist Human Factors and Occupational Psychology advice and consultancy.DD Science provides psychometric advice for personnel selection, retention and assessment; conducts Army Attitude Surveys (and well-being, stress, and harassment surveys); offers Human Factors support to Operations; conducts psychological research, investigations and evaluations; is the intelligent customer for extramural personnel research; and is responsible for the Army Scientific Assessment Committee. 4. 1* - Director Manning (Army). DM(A) develops and directs manning, employment and recruitment policy and plans in order to sustain the Army manpower component of Defence capability, now and in the future. DM(A) comprises three Branches: a. Manning Pol/Plans Branch ensures a sufficient supply of manpower to match long term manning demand, in order to sustain the Army manpower component of Defence capability. b. Manpower Systems Branch ensures that the Army Manpower Planning and Supporting Management Information Systems are fit for purpose in order to sustain the Army manpower component of Defence capability now and in the future. It includes the Army Personnel Data Management Organisation. c. Employment Branch ensures that appropriate employment policies consistent with civilian and military law and CGS’ Equality and Diversity Directive are developed and applied in order to sustain the manpower component of Defence capability. d. Reserves AD ensures the integration of the Reserve dimension across DM(A), in order to sustain the Army manpower component of Defence capability. 5. 1* - Director Personal Services (Army) (DPS(A)). DPS(A) develops and delivers policies for the promotion of the Army’s ethos, the maintenance of discipline, the Army’s financial and non-financial conditions of service, and the Army‘s health, in order to sustain the motivation and well-being of the Army. DPS(A) provides assurance as the Army proponent for Army discipline and administrative action, conditions of service and welfare (as delivered by Army Welfare Services (AWS) and the Chain of Command) and also provides support to the Army

Annex D-2

Chapter 1 - The Army Staff Board Casework Secretariat (AB C Sec) who has responsibility for managing level 3 Army administrative casework for cases that are going to the Army Board and Service Complaints Panels. There are 4 branches in DPS(A): a. PS2(A). PS2(A) is responsible for the development and implementation of Army Values and Standards, discipline and administrative policies in support of the exercise of command. This includes the provision of staff advice on the management of all related casework for: Service Law (AFA 06); Warnings and Sanctions (AGAI 67); Service Inquiries and Service Complaints. The Office for Standards of Casework (Army) fulfils the AFA 06 Summary Hearing Reviewing Officer role on behalf of DPS(A), provides assurance to AD PS2(A) in respect of Service Law and Warnings and Sanctions processes and is the JPA Discipline SME for the Army. PS2(A) also provides the policy lead and command and control for Armed Forces Compulsory Drug Testing. b. PS4(A). PS4(A) develops and maintains policy for Army Health and non financial conditions of service including welfare, housing, leave, service charities, welfare funding and catering, retail and leisure. Where there is a Service need, PS4(A) works with the chain of command to staff casework in support of soldiers and their families, so helping to maintain the Military Covenant in balance. It also influences policy for veterans and takes the Army lead for developing the Armed Forces Covenant. c. PS10(A). PS10(A) develops and implements policy for the Army’s financial conditions of service, including pay, pension, allowances, compensation, and insurance, in order to sustain the motivation and wellbeing of the Army. d. Personnel Recovery Branch (PR Br). PR Br is responsible for policy and the delivery of the Army Recovery Capability (ARC) processes relating to the command and care of wounded, injured and sick (WIS) personnel. Within a military environment, this enables the swiftest return to duty or smoothest transition to an appropriately skilled and supported civilian life for seriously wounded, injured, or long term sick service personnel. 6. 1* - Director Personnel Operations (D Pers Ops). D Pers Ops delivers policies on Army heritage, ceremonials, bands and generic regimental issues in order to promote, develop and deliver the regimental system, its ethos and values thereby sustaining the Army manpower component of Defence Capability. There are five branches within D Pers Ops and fifteen Corps Colonels: a. Pers Ops. Pers Ops delivers Army HQ operational G1/J1 and G1 Plans staff functions and outputs for policy development and for those essential implementation measures that will maximise the availability, deployability and effectiveness of personnel for and on operations. The branch also plans and conducts all repatriations in conjunction with the Joint Services Casualty and Compassionate Cell (JCCC). b. PS12(A). PS12(A) develops and implements Army and tri-Service Ceremonial policy; Army Dress policy; Army Honours and Distinctions policy, including campaign and

Annex D-3

Chapter 1 - The Army Staff meritorious medals and tri-Service Band and military musician policy in order to enhance the presentation of the Army and promote pride in our ethos by all. c. Heritage. Heritage branch develops and implements Army Heritage policy and strategy, Army Museum policy and supports the Chain of Command, Heads of Arms and Regimental Bodies in the effective presentation of Army Heritage in order to promote the Army’s ethos. d. Army Inquiries and Aftercare Support Cell (AIASC). AIASC maintains an information flow to and from a bereaved family group during investigation, inquiry and inquest following the death of a serving soldier or officer, overseas or in the UK from operational or non-operational reasons. The cell also develops and maintains an enduring relationship between the British Army and the family group of those who die in Service. Training packages are delivered for Visiting Officers to facilitate the bereavement process. e. Corps Colonels (Generic Role). On the formation of the Capability Directorates (CD) Corps Colonels now collectively sit under D Pers Ops. They deliver support to the moral component of fighting power by providing leadership, direction and guidance to their respective Regimental family by being the custodian and conscience on all Regimental matters in the following generic areas of : 1). Sustainment to the Regiment and maintenance of regimental ethos. 2). Provide guidance, support and advice on corps specific matters to APC, Pers DLOD and DM(A). 3). Support to soldiers and their families through welfare, bereavement support, career advice and funding. 4). Support and benevolence to Veterans and their families. 5). Civil engagement via the media and maintenance of goodwill with the Territorial Army, Cadet Forces and youth organisations. 6). Heritage and ethos preservation and maintenance. 7). Assurance by chairing regimental policy council and trustee meetings and providing advice on regimental organisations, charities, funds, properties, museums and memorials. 8). Provide and manage display teams including the Army Motorcycle Display Team (R SIGNALS) and Red Devils (Inf). The Corps Colonels collective consists of the following personnel: 9). Colonel Infantry 10). Colonel Royal Armoured Corps 11). Regimental Colonel Royal Artillery 12). Colonel Royal Engineers 13). Corps Colonel Royal Signals

Annex D-4

Chapter 1 - The Army Staff 14). 15). 16). 17). 18). 19). 20). 21). 22). 23).

Corps Colonel Intelligence Corps Regimental Colonel Army Air Corps Colonel Royal Logistic Corps Regimental Colonel Royal Electrical and Mechanical Engineers Colonel Brigade of Gurkhas Director Corps of Army Music Corps Colonel Army Medical Services Regimental Colonel Adjutant General’s Corps Commanding Officer Small Arms School Corps Senior Master at Arms Headquarters Royal Army Physical Training Corps

f. Corps Colonels (Specified Role). Some Regimental/Corps Headquarters have more specified roles in addition to their generic role. These are: 1). Director Corps of Army Music (D CAMUS). HQ CAMUS is responsible for the 22 Regular Army Bands in CAMUS (8 State and 14 Non-State) plus the Band of the Brigade of Gurkhas. D CAMUS provides direction and professional advice on Army Music matters, and develops and sustains the ethos of Army musicians wherever they are serving, in order to enable CGS to sustain and develop the Army to achieve operational success now and in the future. In the roles of ACA&I, Training Delivery Authority, Testing Standards Authority and Training Requirements Authority, D CAMUS is responsible for providing trained musicians for CAMUS Bands, Army Music Policy and the maintenance of musical standards. 2). Colonel Brigade of Gurkhas (Col BG). HQBG is the proponent for the provision of Gurkha capability (Engineers, Signals, Infantry and Logistics) in the British Army. It has the responsibility to ensure that the operational effectiveness and administrative efficiency of Gurkha units are optimised, in order to fully support operations. It ensures a properly manned force structure that is able to contribute to the full spectrum of operational commitments. This role must be delivered against the backdrop of the implementation of new Gurkha Terms and Conditions of Service (GTACOS) and to guarantee coherence with the 5 principles of employing Gurkhas: that only Nepalese citizens should be recruited into the Brigade (less British DE officers); recruiting and selection should take place in Nepal; Gurkhas should only serve in formed Gurkha units; they should have Gurkha (Nepalese) officers in the command structure; and that separate special to purpose initial training should continue. Other key roles include: ensuring the appropriate quality of Nepalese citizen is recruited and trained; the structures of the BG units are balanced to optimise capability; that the roles of Gurkha units capitalise the inherent skills of Gurkha formed units; and the provision of benevolence and welfare support to ex-Gurkhas resident in UK.

Annex D-5

Chapter 1 - The Army Staff 7. 1* - Director Personnel Administration (D Pers Admin). D Pers Admin is responsible to AG through DG Pers for the delivery of Military Personnel Administration (Mil Pers Admin). D Pers Admin has three distinct roles: a. Sustaining the military capability of the Staff and Personnel Support Branch (Regular and Reserve) in order to enhance the operational effectiveness of the Army. This includes Force Development, SPS establishment and liability management, recruiting, manpower planning, training and career management policy. b. Providing timely and coherent direction, guidance and assurance in regard to the delivery of Mil Pers Admin, staff support and I Admin. D Pers Admin is the ACA&I for the assurance of unit personnel documentation and financial administration including pay, allowances and charges, and the management of unit public and non-public funds. c. Leading for the Army on Joint Personnel Administration (JPA) delivery, optimisation and development. This includes driving forward JPA developments on behalf of the Army and improving the Army’s ability to exploit JPA. 8. 1* - Director Education Capability (D Ed Cap). In addition to acting as Head of Service and Director for the ETS Branch of the Adjutant General’s Corps (AGC), D Ed Cap directs educational policy and delivery across the Army. The Directorate provides functional direction, assurance and development of Army Educational and Training Services. It is divided into three areas: Org, Ops and Learning Capability. As the Army’s subject matter expert for educational matters D Ed Cap liaises closely with MOD, OGD, external stakeholders, professional bodies and other Armed Forces. D Ed Cap is the ACA&I for Learning and Development including Army Instructor Capability, Literacy, Numeracy, Specific Learning Difficulties, Personal Development including Army Apprenticeships, Accreditation and Resettlement. It is the ACA&I for Army Cultural Awareness and Army Language Capability, and the proponent for the Army Library and Information Services.

2* - Director General Army Legal Services (DG ALS) 9. DG ALS is the Army’s principal advisor on military law and Head of Arm of the Army Legal Services (ALS). The ALS is a Branch of the AGC. DG ALS’ mission is to deliver military legal support to the Army. DG ALS is the Army Board’s military legal advisor. The DG is a Competent Army Advisor & Inspector and responsible for the following functional areas: 10. Directorate of Army Legal Services (DALS). The ALS Capability is vested in its Directorate (DALS), which undertakes DG ALS’ Head of Arm & Service functions, typically encompassing regimental issues, recruiting, liability, manning, force generation, career management, liaison with the legal professional associations and training.

Annex D-6

Chapter 1 - The Army Staff 11. Legal Advisory. Legal Advisory has 3 sections that provide non-operational military law advice to the chain of command: a. ALS 3. ALS 3 delivers advice to the Army HQ staff branches, and has functional responsibility for Divisional legal branches, in respect of the law applicable to disciplinary and administrative action. b. ALS 4. ALS 4 delivers advice to the chain of command in respect of the military law applicable to Service Complaints, Service inquiries and employment law. c. Administrative Law Casework. Two ALS colonels deliver advice to Service Complaint Panels who deal with Level 3 Service Complaints delegated by the Defence Council. 12. Operational Law (Op Law). Brig Op Law is based at the Land Warfare Centre and directs 3 Branches (ALS 2, Operational Law Branch (OLB) and Army Legal Assistance (ALA)). In addition, Brig Op Law has functional responsibility for a number of ALS officers serving in international, NATO, joint, Army and OGD legal branches. a. ALS 2. Located at Main Building MOD, ALS 2 is responsible for advising the Army on, and participating in the development of the international law applicable to the Army (such as the law of armed conflict and cyber law) and rule of law (to include MACE and stabilisation operations). b. OLB. Also at Warminster, OLB is responsible for delivering military legal advice: 1). To SJC (UK) and regional brigades for the conduct of UK operations. 2). On the application of domestic and international law, and doctrine during mission specific, collective and individual training. 3). On the development of Army doctrine, especially with regard to targeting (including Rules of Engagement), detention, MATT 7, UK operations, support to the chain of command in ensuring compliance with the Law of Armed Conflict and thereby avoiding the consequences of its breach. c. ALA. Based in Bielefeld, Germany, ALA provides a confidential, personal legal advice service to soldiers and their dependents stationed overseas, including on operations; one ALS officer is deployed on Op HERRICK to ensure ALA is available in theatre. Regular ALA clinics are held in Cyprus and Northern Ireland. d. Other Responsibilities. In addition, Brig Op Law has functional responsibility for the legal advice delivered by ALS officers serving with Special Forces and Intelligence units, Chief Legal Allied Command Europe Rapid Reaction Corps, and the Military Director of the International Institute of Humanitarian Law. 13. Service Prosecuting Authority (SPA) (Army Element). DG ALS is responsible for the provision of officers to and the general career development of ALS officers serving in the SPA at

Annex D-7

Chapter 1 - The Army Staff Northolt and Bielefeld, Germany. Independent of DG ALS and the chain of command, the SPA is responsible for deciding on and conducting the prosecutions before Service courts.

2* - Chaplain General (CG) 14. The CG and MOD CHAPS(A) offer a professional chaplaincy service which provides spiritual support, pastoral care and moral guidance to the Army, its personnel and their dependants. MOD CHAPS(A) also delivers regular, TA and ACF chaplains at formation and unit level both on and off operations for all faiths and none. In addition it delivers career management, including reporting, posting and promotion, for all serving chaplains.

2* Director Children and Young People (D CYP) 15. On behalf of AG, in his capacity as the Defence lead for Service children and young people, the 2* D CYP sets the direction for the strategy, structures, governance and policy to achieve better integration and synergies between those services provided by the MoD that support Service children and young people living overseas and/or in the UK. a. Service Children’s Education (SCE) - D CYP is dual-roled as Chief Executive SCE with responsibility for the delivery of education to Service children in overseas locations. b. Children’s Education Advisory Service (CEAS) - enables Service (and eligible MoD civilian) families to secure appropriate provision for their children and to develop strategies to mitigate the impact of mobility.

2* - Military Secretary (MS) 16. The Army Personnel Centre (APC) is commanded by MS whose role is to develop, manage and guide the careers of all officers and soldiers, giving due weight to the needs of the Army and the individual. MS supports the Army’s operational effectiveness by matching the right people, regular and reservists, to the right posts, and giving them timely notice. At the heart of the Military Secretary’s role is the MS Binding Principle: “The needs of the Army must come first; those of officers, soldiers and their families come a close second. But to be worthy of its pre-eminence the Army must be seen to give due consideration to the best interests and preferences of each individual and soldier”. MS appoints officers and soldiers in accordance with Army Manning Priorities.

2* - Director General Army Medical Services (DG AMS) 17. DG AMS has six distinct roles; deliver operational medical capability for the Army; produce Land environment /Army medical policy; provide informed health advice to the Army, CJO and SJC(UK); functional direction to the Army and AMS (both Regular and Reserve); act as the ACA&I for Army medical healthcare and operational capability; act as the Army Intelligent Customer for the healthcare delivered to the Army. 18. 1* - Director Medical Capability (Army) (D Med Cap (A)). D Med Cap(A) is the Army’s medical Capability Director and supports DG AMS in the development, force generation and

Annex D-8

Chapter 1 - The Army Staff assurance of Land environment medical operational capability in order to meet the requirements of the Army and Defence. 19. Director Army Veterinary & Remount Service (DAVRS). DAVRS is the professional and administrative head, providing policy and doctrine formulation for the Army Veterinary & Remount Service including MOD civilians employed in Army Establishments. 20. Chief Dental Officer (Army) (CDO(A)). CDO(A) is the professional and administrative head of the Royal Army Dental Corps (RADC), providing operational policy and doctrine formulation to support deployable dental capability. In addition CDO(A) provides DG AMS with informed advice on all issues relating to the Oral Health of the Army. CDO(A) is an ex-Officio appointment which is linked to a professionally qualified RADC officer. 21. Director Army Nursing Service (DANS). DANS is the professional and administrative head of the QARANC providing policy and doctrine that supports delivery of Army nursing on operations and in the Firm Base. Principal adviser to DG AMS on professional nursing matters therefore tied to a nurse registered with the NMC. DANS also provides health and healthcare assurance to AG through DG AMS and DG Pers based on requirements agreed by the Army Board.

2* - Director General Army Recruiting and Training (DG ART) 22. DG ART is responsible for delivering the required number of appropriately trained and motivated Service Personnel in order to meet the operational requirements of the Army and Defence. This includes delivering personnel through Phase 1, 2 and 3 training and exercising coordinating authority for officers and soldiers in individual and all collective training conducted by the other Services. ARTD operating groups and departments are: a. 1* - Initial Training Group (ITG) b. 1* - Collective Training Group (CTG) c. 1* - School of Infantry (SCHINF) d. 1* - Defence College of Logistics, Policing and Administration (DCLPA) e. 1* - Royal School of Military Engineering (RSME) f. AD - Recruiting Group (RG) g. AD - Armour Centre (ARMCEN) h. AD - Royal School of Artillery (RSA) i. AD - Army Aviation Centre (AACen) j. AD - ARTD Staff Leadership School (ASLS) k. AD - Adventure Training Group (Army) (ATG(A))

Annex D-9

Chapter 1 - The Army Staff

2* - Commandant RMAS 23. RMAS is tasked to deliver trained, motivated and educated officers to Phase 2 training in order to meet the operational requirements of Defence. Setting the pace for leader and intellectual development, training and education, enabling our leaders to become our ‘edge’. RMAS is also responsible for developing leadership in the Army up to Lt Col Level, supporting Defence and Army Engagement Strategies and support to the conditions-based delivery of the ANAOA until project end in 2023. Comdt RMAS has OPCOM of the following Units, which make up the RMAS Group: a. Army Officer Selection Board (AOSB) b. University Officer training Corps (UOTC) c. Officer Training Regiments (OTR) 24. The RMAS Group works to ARTD in all matters pertaining to training governance and budgets.

1*s reporting directly to AG 25. Chief of Staff Adjutant General (COS AG). COS AG ensures AG’s objectives, outputs and outcomes are planned, resourced and directed appropriately across AG’s staff, Army HQ and Head Office to assist AG in the delivery of the Personnel and Infrastructure DLODs for the Army.COS AG corrals, coordinates and coheres activity through the Adjutant General’s Executive (AG Exec). AD AG Exec leads the AG Exec in enacting AG’s direction, expediting and cohering activity pan-AG staff and coordinating at Defence and Army level in support of AG’s mission and strategic objectives.AD AG Exec straddles the ‘3/5 space’ to influence and enable the coherent development and implementation of Defence and Army policy and plans within the Personnel and Infrastructure DLODs.AG Exec staff support AG and DG Pers routinely through the preparation of principals for Defence, Army and Command-level boards and meetings. 26. 1* - Director Infrastructure (D Infra). D Infra leads the Army Infrastructure DLOD on behalf of AG as the Infrastructure DLOD Owner, working with the Defence Infrastructure Organisation (DIO), Support Command and BFG, to champion Army infrastructure priorities and ensuring the DIO meets the Army’s infrastructure requirements. Core roles are: a. Defining TLB infrastructure requirements and, working with the DIO Strategic Assetmanagement and Programming Team (SAPT), securing resources for infrastructure, for inclusion in the Defence Infrastructure Programme (DIP). b. Providing visibility of Defence Infrastructure plans for the chain of command and ensuring coherence between the Infrastructure DLOD and the delivery of military capability. c. Providing Army subject matter expertise in support of the DIO to ensure that the infrastructure solutions developed to meet the Army’s requirements are coherent and are integrated across all DLODs, and to support DIO performance management of contractors.

Annex D-10

Chapter 1 - The Army Staff d. Holding the DIO to account for the services it provides to the Army and resolving issues as they arise. 27. Team Leader Army Basing Programme (TL ABP). The Army Basing Programme Team is the regulating authority on behalf of D Plans for all Regular Rebasing.The team is responsible for Planning and executing all x-DLOD activities in concert with the DIO, D Infra and Sp Comd in order to ensure that units are rebased in accordance with direction from D Plans. 28. Chief Fire Officer (CFO). The CFO leads the Defence Fire and Rescue Management Organisation (DFRMO) in the provision of a Fire and Rescue capability to meet the requirements of Defence. 29. Army Board Casework Secretariat (AB C Sec). AB C Sec supports the Army Board in meeting its quasi-judicial functions in relation to Service Complaints and Officer Misconduct casework. AB C Sec works directly for the Army Board, independent of the chain of command, though is held within the DPS(A) establishment for budgetary and administrative support.

Annex D-11

Chapter 1 - The Army Staff Annex E to Army HQ Handbook Chapter 1

Force Development and Capability Staff 1. Commander Force Development and Capability (FD&Cap) leads on the development and delivery of optimum Army Capability in order to ensure success on operations. The top level structure of FD&Cap is shown at Figure 1E.1 and a full description of the key 2* and 1* appointments is below. Comd FD&Cap*** COS AG*

DG LS&E*

Hd IS*

D Log (A)*

DG Cap**

D Eqpt*

D Force Dev*

D Cbt*

D Cbt Sp*

D Info*

D Trg (A)*

D CSS*

DLW*

Figure 1E.1 - Comd FD&Cap Structure

2* - Director General Capability (DG Cap) 2. DG Cap’s mission is to lead Army Force Development (FD), comprising Concept Development (CONDEV), Capability Development (CAPDEV) and Warfare Development (WARDEV)15, and Capability Management, in order to ensure success on current and future operations. The functional construct of Force Development and Capability Management is explained in outline in chapter 7. DG Cap has responsibility for the following organisations: a. 1* - Director Force Development (DFD). DFD leads on CONDEV and co-ordinates Capability development, specifically to: 1). Deliver all aspects of analytical CONDEV for the Army, informing the production of FJOC, FLOC and to produce the Army Operating Concept by Jul 13. 2). Direct the Army’s Research, Development, Analysis and Experimentation programme, coordinating the AGILE WARRIOR and URBAN WARRIOR Programmes. 3). Establish and coordinate Capability Coherence for the Land Environment SubPortfolio (Capability). 4). Establish the procedures and structures to enable Capability Planning in Army HQ. 5). Provide coherent and informed advice to Defence during the SFD process. 15 The use of the terms CONDEV, WARDEV and CAPDEV do not reflect the nomenclature being used in the FinMil Cap Transformation (FMCT) desegregation of responsibilities from Head Office to single Services. Therefore, these may be subject to change once the FMCT has been finalised.

Annex E-1

Chapter 1 - The Army Staff 6). Deliver a costed Experimentation programme within resources allocated, forecasting expenditure accurately and meeting agreed Outturn at the end of the Financial Year. 7). Define Land Environment Interoperability goals and priorities cross DLoD. 8). Establish the Army horizon scanning capability. 9). BPT establish the governance and procedures for Command as a Capability, with specific responsibility for Leadership. b. 1* - Directorate of Land Warfare (DLW). DLW leads on Warfare Development involving: 1). The production and advocacy of relevant Tactical Doctrine. 2). The systematic utilization of experience (by hunting for lessons learned from operations and training), derived from a responsive network embedded in the training organization and with deployed forces, international relationships and academia. 3). Driving the learning of lessons pan capability and cross-DLOD, including advancing the Army as a learning organisation. 4). Ensuring individual and collective training is teaching what they should. 5). The provision of a reach-back focus for deployed / deploying formations and units. 6). The provision of a Red Team capability. 7). As the Army’s proponent for Combat ID:Direct, coordinate and oversee Combat ID activity and capability provision within the Land Environment, identifying and managing associated risks and prioritising resources within Army HQ’s responsibility. c. Capability Directorates (CD) - Generic Tasks. The four CDs under DG Cap have the following generic responsibilities: 1). Supporting Army restructuring (Refine and Execute Army 2020). 2). Setting capability requirements and integrate delivery cross DLoD, including producing Capability Management Plans and acting as lead for assigned capabilities. 3). Supporting the Army’s programme of CONDEV (translating analytical concepts into applied concepts) focussing on developing concepts and doctrine for future contingent capability. 4). Assisting DLW in the production of tactical doctrine and Lessons exploitation. 5). As nominated ACA&I: delivering functional advice; acting as a conduit for support to Duty Holders; maintaining an appropriate mechanism to provide 1st Party assurance to the Chain of Command and biannual reports to the Army Inspector. 6). Complying with direction on Land Environment Safety Management, and providing assurance to DG Cap annually that Safe Systems of Work are in place. Annex E-2

Chapter 1 - The Army Staff 7). Continuing to conduct trials as directed by the appropriate authority. 8). Delivering operationally focussed multinational interoperability reflecting the Army’s Interoperability objectives, including physical, conceptual and moral lines of activity. 9). Developing and improving intra-governmental Interoperability as part of overall Army FD. 10). Interfacing with Corps Colonels, Manpower Planners and the Army Personnel Centre to ensure the optimum manning of liabilities. 11). Delivering outputs within resources allocated, forecasting expenditure accurately and coming in on an agreed Outturn at the end of the Financial Year. 12). Delivering Urgent Operational Requirement Capabilities as required by operations. 13). Delivering reduced military and civil service manpower structures, managing gapped posts to minimise the impact on outputs and seek to identify further manpower efficiencies. 14). As Training Requirements Authority setting policy for Phase 2 and 3 individual training and Special To Arm Collective Training requirements, and evaluating Phase 2 training standards.  15). Establishing Capability Management Governance. d. 1* - Capability Directorate Combat (CD Cbt). 1). Lead Capability Development activity for Mounted Close Combat (MCC) and Dismounted Close Combat (DCC) capabilities. 2). Acts as the Army proponent for Manoeuvre Capability at BG level and below. 3). Acts as the proponent for all Combat issues within the Army HQ. 4). Support the conduct of Army and Combat related experimentation. 5). Produces the concept and capability requirements for the Interim and Full Lead Armoured Battle Group (LABG). 6). Is tasked to BPT support the governance and procedures for Command as a Capability, with specific responsibility for Control. e. 1* - Capability Directorate Combat Support (CD CS). 1). Maintains governance for EOD and Search activity across Defence. 2). Leads on the Defeat the Device Line of Operation for Army C-IED capability. 3). Provides the secretariat function for the Army HQ 2* C-IED SG. 4). Act as the proponent for all CS issues within the Army HQ.

Annex E-3

Chapter 1 - The Army Staff f. 1* - Capability Directorate Combat Service Support (CD CSS). 1). Discharges the functions of Chief Aircraft Engineer (providing airworthiness engineering assurance to CGS). 2). Act as the proponent for all logistics and ES issues within the Army HQ. g. 1* - Capability Directorate Information (CD Info). 1). Plans the development of Joint Cyber Unit (Reserves) for Defence. 2). Establishes the staff process and governance for the Land Environment Sub Portfolio with HQ JFC for C4ISTAR. 3). Acts as proponent for all pan-Army C4ISTAR capability issues within Army HQ. 4). Leads on the Attack the Network LOO for Army C-IED capability. 5). Is tasked to BPT support the governance and procedures for Command as a Capability, with specific responsibility for Command Support.

2* - Director General Logistics, Support & Equipment (DG LS&E) 3. DG LS&E’s mission is to manage the Land Environment’s information, equipment and logistic capability through life in order to support current, directed contingent and future operations. DG LS&E is responsible for the Equipment and Logistic DLODs. 4. 1* - Director Equipment. The Equipment Directorate’s mission is to plan, manage and optimise equipment fleets in order to deliver required outputs as laid down in The Army Plan. It achieves its objectives through the coordinated efforts of the following four branches: a. Equipment Plans Branch provides the equipment Defence Line of Development input into capability planning, it programmes the resources for future Land Environment equipment projects and it monitors the delivery of these projects into service.These tasks are conducted in close liaison with, and often working to, the Capability Directors.The Equipment Plans Branch is also the custodian of Army Unit equipment structures and liabilities and determines the total number of Land Environment equipments required to meet Defence Mandated Outputs (in accordance with Land Fleet Requirement methodology). b. Equipment Operations Branch provides the equipment focus for the Front Line Commands. It operates across the 4 fleet construct in supporting operations, the training continuum and sustainment including ownership of the stored fleet for contingency and the repair pool. Responsible for delivering and refining equipment holdings and training uplifts to meet resourced activity, it controls the OTEP fleet and Land Training Fleet (Warminster). In sustaining availability of equipment, it delivers ES materiel policy and guidance and is responsible for management and resourcing of the Land District Load to effect Level 1 - 3 contracted equipment support to Units. The Branch act as “Lead User” for JAMES.

Annex E-4

Chapter 1 - The Army Staff c. Programmes and Resources Branch provides through life capability management of in-service combat and combat support equipment. It is responsible for capability integration of new equipment, optimisation of in-service equipment and is the equipment directorate lead on resource planning and programming ESP(IS) for DE&S Land Equipment Programmes in Years 1- 10. Combat Equipment (CE) liabilities include armoured vehicles (heavy, medium and light), dismounted close combat equipment, artillery, air defence, land guided weapons, CBRN and some ISTAR equipments. Support Equipment (SE) manages and integrates utility vehicles, support vehicles, engineer equipment, combat boats, workshop equipment, medical equipment, fire fighting vehicles, C vehicles and Special Projects. d. LS&E Future Plans Branch is responsible for planning, managing and delivering change within the LS&E area and realising the resultant benefits. Internal change is managed through the DG’s Change Portfolio. Input to external change programmes is coordinated through LS&E Future Plans, but the staff lead may sit elsewhere in the LS&E area. LS&E Future Plans is responsible for Army Customer Design to develop the interface between Army HQ (Requester) and any future DE&S (Deliver). LS&E Future Plans also has specific responsibility for a number of change programmes, including Whole Fleet Management, DRACAS (Data Reporting Analysis Corrective Action System) which aims to improve equipment maintenance. 5. 1* - Head Information Superiority (Hd IS). Hd IS provides the key enablers to support Information Superiority in the Army - deployed and business space, and acts as the Deputy CIO and the Senior Data Protection Officer for the Army. Hd IS is responsible for delivering assured, coherent and secure Information and Communications Services (ICS) for the Army and enabling IS by ensuring the right information gets to the right place at the right time. IS Directorate delivers Army information superiority through a coherent mix of information strategy, policy and in-service capability, including the provision of Army leadership to ensure innovation and exploitation of new Information and Communication Technology (ICT) capabilities. The directorate consists of four AD headed branches: a. C4ISR Branch is responsible for the fielding and in-service management of deployed tactical and operational information and communications systems to the Army (e.g. BCIP, FALCON, REACHER etc). They are also responsible for force generation of C4ISR and ECM(FP) force elements for UK Ops, Contingency and Op HERRICK. In addition, they provide a central coord function for equipment resource, programming and planning. b. Information Branch works to ensure that every member of the Army has access to appropriate Information and Communications Services (ICS) infrastructure necessary to conduct their duties, including support to A2020 and FR20 rebasing planning. Info Branch are the Army’s user’s voice within the Defence provided DII programme. The branch’s duties also include the setting of IM policy for protecting and managing Army information and coordinating the enabling technologies to support the information needs across the Army business space. The branch is also responsible for implementing Army Information Management (IM) and Information Administration (iAdmin) policy across the Army through

Annex E-5

Chapter 1 - The Army Staff the Army iHub. Info Branch coordinates the provision of Operational Application support to MST. c. Army Information Services (AIS) Branch is the Army’s Software Warehouse. It delivers and supports Army applications e.g. Operational Deployment Record, Wounded Injured and Sick MIS, and operates the Army Data Warehouse, from which is drawn business intelligence in support of the Army Command Plan and other outputs. AIS is responsible for developing and sustaining through life: Army Hosting Environments and Information Services accessed via DII (RLI and SLI); Web Services accessed via the internet on behalf of Defence (Defence Gateway); and approved data, application and web services not provided from elsewhere within Defence. AIS work closely with MIB and Info Branch to deliver Army Business Information Superiority and all requirements for Software or Data Services are processed by Army Form 81 through the Army ICT Gateway. d. G2 Counter Intelligence and Security Branch ensures the effective delivery of Counter Intelligence (CI), Security and Information Assurance across the Army TLB in the Firm Base and overseas. G2 Branch provides the direction, governance and oversight of all Army CI activities in order to maintain operational effectiveness and to protect the Army from the threat of terrorism, espionage, subversion, sabotage and organised crime. G2 Branch are also responsible for developing the Army’s strategy and policy for CI, Personnel and Physical Security (including guarding), Information Assurance and Data Protection. 6. 1* - Director Logistics (Army) (DLog(A)). DLog(A) is responsible to DG LS&E for all logistic policy and plans, logistic support, logistic assurance, and Combat Service Support operational capability matters in order to support the provision of FE. DLog(A) provides a single focus for the delivery of logistic support to the Army using a robust governance structure to influence and inform Defence and Army issues and drive through logistic change programmes. The directorate consists of the following four branches: a. Logistic Policy and Plans (Log Pol & Plans) branch is responsible for the development of Army logistic policy and plans; providing the Army lead for the Logistics DLOD; leading on sustainability planning including the production of Land Environment Sustainability Planning Assumptions (LESPA) and coordinating input to the FE@S process; planning and implementation of Army logistic Total Support Force initiatives; and leading Army international logistic engagement. b. Operational Combat Service Support (Op CSS) Branch is responsible for managing logistic commitments, Force Generation of adequately prepared CSS force elements/capabilities, support to UK collective training, support to deployed and contingent operations, CSS planning and support to SJC (UK) for UK operations. c. Logistic Support (Log Sp) branch ensures the delivery of log sp to enable FE@R and FE@S. It supports the deployment, sustainment and recovery of Land FE through: the translation of FE@S targets into equipment, commodity and logistic services requirements (although PEPs are managed by LSCO);providing technical advice to HLBs and the TLB on the costs of activity to deliver FE@R; driving efficiencies and waste reduction using Annex E-6

Chapter 1 - The Army Staff regulations and a confederated system of technical inspections; and holding DE&S to account for commodities (including ammunition) and logistic services, availability and inventory held, with a clear and accurate SMART Contract. d. Land Support Chain Optimisation (LCSO) branch focuses on the inventory. The branch is responsible for identifying processes to improve the forecast accuracy of all classes of supply placed on the DE&S; challenging both the Army Chain of Command and DE&S to optimise their inventory to best effect; developing performance management metrics to monitor optimisation; and articulating Army logistic information systems requirements.

1* - Directorate working direct to Comd FD&Cap 7. 1* - Director Training (Army). D Trg(A) provides the Army Staff’s 1* focal point for the Training DLOD. D Trg(A) is the proponent for pan-Army training policy issues comprising the following five branches: a. Individual Training Branch controls the overall Statement of Training Requirement (SOTR) for all core courses and individual mission specific training.The Branch is also responsible for MATTs policy, Officer and Soldier Career Development and Individual and Professional Development policy. The latter covers all policy on sport, AT and physical development. b. Collective Training Branch develops current and future policy for all Land Forces collective training. It coordinates and programmes the collective training of all FE@R and [email protected] to this is the scheduling of training activity in line with CLF’s priorities. The branch leads on both International and Joint training policy within Army HQ. c. Training Capability Branch is responsible for: the Army Training Development Agenda which establishes how the Army will train in the future; linking across all DLODs and informing the Army Plan; and wider initiatives to ensure that training capability meets the ACG’s requirements for the future. The Branch also has responsibilities for supporting capability integration, other programmes and future development of the training estates. d. Training Development Branch informs and establishes best training practice throughout the Army and across wider Defence.It is the Army lead on Training optimisation and produces training methodologies to bring science to the training arena, and develop novel training technology in hand with civilian partners to ensure soldiers learn in the most up-to-date and efficient fashion. e. Reserves Branch is responsible for Reserves training issues including the development of Reserve training opportunities and challenges as FR20 develops.

Annex E-7

Chapter 2 - The Organisation of Defence

Chapter 2 - The Organisation of Defence 1. The Structure of Defence. “Defence” refers to the publicly funded organisations that deliver military capability, both on operations and in preparation to meet future tasks. The structure of Defence is shown in Figure 2.1 in the form of the Defence Operating Model. The key components of Defence are: a. The Ministry of Defence (MOD). b. Head Office (HO). c. The single Services (sS): Royal Navy (RN), Army, Royal Air Force (RAF). d. Joint Forces Command (JFC). e. Defence Infrastructure Organisation (DIO). f. Defence Equipment and Support (DE&S). g. Defence Business Services (DBS). h. Science and Technology. i. Trading Funds. Prime Minister & National Security Council Defence Secretary & Ministers Direct

Defence Board SofS, MinAF, PUS, CDS, VCDS, DG Fin, CDM, NEMs Head Office

Enable

Operate*

Generate and Develop

Industry

Navy Command

Defence Infrastructure Organisation

Acquire Defence Equipment & Support

Air Command

PJHQ DSF

Within Joint Forces Command

Joint Forces Command

Account * Subject to the outcome of the Review of the future governance of operations, FLCs remain required to provide a command function for the, non-SF, operations/activities that lie outside CJO’s remit.

Figure 2.1 - The organisation of Defence - the Defence Operating Model 2-1

Operations

Trading Funds

MAA/DSEA

Systems & Services

MDP

Army Command

Force Elements

Science & Technology

Other Military Tasks

Defence Business Services

Chapter 2 - The Organisation of Defence

The Ministry of Defence (MOD) 2. The MOD is the department within Government responsible for delivering Defence. a. Head Office leads Defence and is an integrated civilian-military organisation working in support of PUS, CDS and Ministers. It does not get involved in the day-to-day management of TLBs. Head Office provides advice to Government and accountability to Parliament; makes policy and sets strategy; plans and allocates resources; manages Defence; and directs military operations at the strategic level. PUS

CDS

VCDS

DG Transformation & Corporate Strategy

Chief of Defence Personnel

DG Finance

DCDS Military Capability

DG Security Policy

DCDS (Mil Strat & Ops)

Chief Scientific Advisor

Military Aviation Authority

D Business Resilience

ACDS Personnel

D Financial Planning

ACDS Military Strategy

D Science & Technology Strat

D Human Resources

D Service Personnel Policy

D Res Head Office & Corp Finance

D International Security Policy

Military Aviation Authority Tech

D Central Legal Services

ACDS Reserves & Cadets

ACDS Capability & Force Dev

D Operational Policy

Military Aviation Authority Ops

D Media & Communications

D Strategic Programmes

ACDS Operations

Chief Information Officer

D Strategy

ACDS Nuclear Chemical & Biological

Defence Safety & Environment Authority

D Judicial Engagement Policy

Figure 2.2 - The organisation of MOD Head Office b. Ministers. The Ministers are at the top of the MOD hierarchy and have the following responsibilities. 1). The Secretary of State for Defence (SofS). The SofS is the Cabinet Minister ultimately responsible, and accountable to Parliament, for all elements of Defence. SofS is charged with making Defence policy and providing the means by which it is executed through the armed forces. SofS chairs the Defence Council and its Service Boards, and the Defence Board. 2). The Minister of State for the Armed Forces (Min(AF)). Min (AF) leads on operations and operational policy (including operational legal issues), force generation (including readiness), recuperation, key enablers, deployed operational logistic delivery and operational training exercises. 3). The Parliamentary Under Secretary of State for Defence and Minister for Defence Equipment, Support and Technology (Min(DEST)). Min (DEST) leads on the equipment cycle, including investments decisions, the Defence Materiel Strategy, Defence exports, science and technology and industrial strategy and non-equipment investment programme and decisions, including information technology and estates.

2-2

Chapter 2 - The Organisation of Defence 4). The Parliamentary Under Secretary of State for Defence and Minister for Defence, Personnel, Welfare and Veterans (Min(DPWV)). Min (DPWV) leads on the approach to Service personnel, Civil Servants and the wider Service family, including the Reserves, Cadets, veterans and families. 5). The Parliamentary Under Secretary of State for Defence and Minister for International Security Strategy (Min(ISS)). Min(ISS) leads on international defence strategy and relations, Defence Diplomacy, international defence institutions and planning for the 2015 Strategic Defence and Security Review. 6). The Under Secretary of State and the Lords Spokesman on Defence (USofS). USofS is the Lords spokesman on Defence policy, operations, personnel, equipment and legacy matters. c. MOD Head Office 4* Appointments. 1). Chief of the Defence Staff (CDS). CDS is the professional head of the Armed Forces and the principal military adviser to SofS and the Government. He reports to SofS and the Prime Minister. CDS is responsible for: a). Leading Defence (with Permanent Under Secretary). b). Setting strategy for Defence, including the future development of the Armed Forces. c). Strategic command. d). The conduct of operations. e). Leading relationships with other countries’ Armed Forces. 2). Permanent Secretary (PUS). PUS is the civilian head of the Department of State. PUS is the Government’s principal civilian adviser on Defence, has primary responsibility for policy, finance and planning and is the Departmental Accounting Officer. PUS reports to the Cabinet Secretary and is responsible for: a). Leading Defence (with CDS). b). Setting strategy for Defence, including corporate strategy. c). Heading the Department of State and the MOD Civil Service. d). Provision of policy advice to Ministers. e). Leading the relationship with other Government departments. f). The overall organisation, management and staffing of Defence. g). All Accounting Officer responsibilities.

2-3

Chapter 2 - The Organisation of Defence 3). Vice Chief of the Defence Staff (VCDS). VCDS acts as Chief Operating Officer for Defence, ensuring that strategic decisions are implemented. He reports to CDS. VCDS is responsible for: a). Deputising for CDS. b). Ensuring delivery of Defence Board and Chiefs of Staff Committee decisions. c). Managing co-ordination of implementation and monitoring progress. d). Leading on defining and delivering requirements for military capability. e). Board level lead on issues relating to health and Service personnel. f). Board level lead on military strategic enablers. d. MOD Head Office 3* Appointments. 1). DG Transformation and Corporate Strategy (DG T&CS). DG T&CS is responsible for Transforming Defence through the implementation of a three-part campaign: Transforming our Armed Forces, Transforming the Department and Transforming Behaviours. It consists of 2 departments: a). Defence Transformation Unit (DTU). The DTU works with SROs across the Department to ensure overall coherence and assure effective delivery, carrying out deep dives into each programme. The unit provides a particular focus on those programmes contributing to Transforming our Armed Forces, including Army 2020, Basing, the New Employment Model and Future Reserves 2020. b). Defence Reform Unit (DRU). The DRU is responsible for driving the implementation of the 53 recommendations of the Defence Reform report. This will formally close on 1 Apr 14 when full delegation (Cat B financial authority) is handed down from the MOD to the TLBs. A small number of outstanding Reform actions will be governed by a Design Authority post financial delegation. 2). Chief of Defence Personnel (CDP). CDP’s principal responsibility is to ensure that the right policies, strategies and legislation are in place to enable Defence and the 3 Services to deliver sufficient, capable and motivated personnel, both military and civilian for today and in the future. He must also ensure that MOD’s obligations for past service are met. He leads and directs the formulation of a long term strategy for personnel, and the policies which fulfil it. 3). Director General Finance (DG Fin). DG Fin is the principal financial advisor for Defence and is responsible for the planning and forward financial management process and overall financial management of Defence. He ensures that the financial, regularity and proprietary responsibilities of the PUS are translated into appropriate organisational arrangements. DG Fin leads Spending Review negotiations to agree the future size of the Defence budget and advises PUS and Ministers on the acceptable level of financial risk arising from the Defence programme. 2-4

Chapter 2 - The Organisation of Defence 4). Deputy Chief of Defence Staff (Military Capability) (DCDS(Mil Cap)). DCDS Mil Cap is the principal adviser on capability; his primary role is to generate affordable, balanced equipment and equipment support plans. DCDS(Mil Cap) chairs the Military Capability Board (MCB), which oversees the provision of the right capability at the right time at the right price.  5). Director General Security Policy (DG Sec Pol). DG Sec Pol is the principal adviser on the Defence contribution to Government security policy and shaping the international security environment. He is also jointly responsible with the Deputy Chief of Defence Staff (Military Strategy & Operations) (DCDS(MSO)) for delivering politicomilitary advice on operations. He chairs the Security Cooperation and Operations Group jointly with DCDS(MSO). 6). Deputy Chief of Defence Staff (Military Strategy & Operations) (DCDS(MSO)). DCDS(MSO) is jointly responsible with DG Sec Pol for delivering operational strategy and planning, and then, on behalf of CDS as the strategic commander, for directing and conducting operations at the strategic level. He reports directly to CDS on operational matters, and to the Vice Chief of the Defence Staff for all other matters. DCDS(MSO) is also the Director of Operations for UK Defence. 7). Chief Scientific Advisor (CSA). CSA heads the Science and Technology organisation (S&T), and ensures that key strategic decisions made by Ministers, senior officials and the Armed Services are informed by high quality, expert scientific advice and analysis. He safeguards and supports strategic nuclear and security technologies. CSA ensures representation of Defence interests in pan-Government scientific issues and maximises Defence benefit from cross-Government science and technology investment. He leads on the development of international strategic science and technology collaboration. 3. Single Services. The single Service Chiefs of Staff (COS) are responsible for developing and generating military capability. The military professional structure is embodied in the three single Services that exist as distinct organisations within Defence, each with its own ethos and traditions. The COS are the professional heads of their respective Services, also responsible for ensuring the fighting effectiveness and morale of their Service. a. Royal Navy (RN). The RN is commanded by the First Sea Lord (1SL), also known as the Chief of the Naval Staff (CNS). It is funded through the Navy Command TLB. The HQ of the RN is Navy Command Headquarters, based in Portsmouth, with the Naval Staff based in London. b. Army. The Army is commanded by the Chief of the General Staff (CGS) and is funded through the Army TLB. The Army HQ is based at Andover, with its forward element based in London.

2-5

Chapter 2 - The Organisation of Defence c. Royal Air Force (RAF). The RAF is commanded by the Chief of the Air Staff (CAS) and is funded through the Air Command TLB. The HQ of the RAF is Air Command, based at RAF High Wycombe, with the Air Staff based in London. 4. Joint Forces Command (JFC). Comd JFC is a 4* command appointment that reports directly to CDS and to PUS as a TLB holder. JFC’s primary purpose is to ensure the coherence and capability of the joint force and its preparation and the employment of joint enablers to support current, contingent and future capabilities in response to contingencies, the evolving character of conflict, and the international context. It monitors and manages performance and risk against current and contingent Defence capability, ensuring prioritisation of Joint training and Joint and single Service capabilities to optimise delivery of joint effect. Additionally, Comd JFC is responsible for certain enabling capabilities, and acts as the Joint User representing other interested Defence parties for Joint and enabling capabilities whose elements may sit within the single Services. a. Permanent Joint Headquarters (PJHQ). The PJHQ is the national operational level command. The Chief of Joint Operations (CJO) is responsible for the planning and execution of joint, or potentially joint, national and UK-led multinational operations conducted outside the UK. CJO reports direct to CDS for contingency planning and advice on the conduct and resourcing of current operations or standing commitments, other than for the routine running of the Permanent Joint Operating Bases, which is the responsibility of Comd JFC. CJO exercises Operational Command (OPCOM) of UK forces assigned for a specific operation and is responsible at the operational level for the deployment, direction, sustainment and recovery of deployed forces. CJO acts as the Joint Force Commander, generally from Northwood. 1). Chief of Joint Operations (CJO). CJO is the 3* head of PJHQ with the appointment rotating between the single Services. CJO has two 2* deputies, the Chief of Staff (Operations) (COS (Ops)) and Chief of Staff (Policy and Finance) (COS (Pol/Fin)). COS (Ops) is responsible for the planning and execution of operations whilst COS (Pol/ Fin) is responsible for ensuring that operations are conducted with effective advice on policy, legal, media and finance issues. 2). Joint Force HQ (JFHQ). The JFHQ is a standing HQ that is maintained at the highest readiness. It does not deploy as the JFHQ, but can generate, or form the nucleus of, a Joint Task Force HQ (JTFHQ) to deploy on an emerging operation. It can also serve as the National Contingent Commander (NCC) HQ. The JTFHQ plans and executes the campaign at the operational level and is responsible for liaison with host nation, NonGovernmental Organisations (NGO) and any coalition forces in the Joint Operations Area (JOA). The Joint Force Logistic Component Headquarters (JFLogC HQ) will form the core of the deployed Joint Logistic Component HQ. 5. Defence Equipment & Support (DE&S). The Chief of Defence Materiel (CDM) leads Defence Equipment and Support (DE&S). CDM is responsible for procuring and supporting equipment, services and commodities - ‘materiel’ - in line with the requirements and budget

2-6

Chapter 2 - The Organisation of Defence set by Head Office and the Commands, with whom DE&S has a customer/supplier relationship. CDM provides robust costings for Head Office and Commands on the equipment and support elements of their Command Plans, and confirmation that they are deliverable. CDM leads Defence commercial and industrial policy and relationships with industrial suppliers, particularly in relation to any commercial negotiations (though the customer is also able to consult industry at the Concept stage to explore the potential for innovative solutions) and represents UK acquisition interests internationally. The organisation of DE&S is shown in Figure 2.3. a. CDM’s Materiel Strategy is currently examining DE&S’ purpose, boundaries, skills, capabilities and operating model, and how best it can discharge its core responsibilities. The Materiel Strategy is considering two options: a Government Owned Contractor Operated (GOCO) model, populated by private sector employees and military secondees, established through a commercial agreement and operated as a ‘ring-fenced’ part of the private sector; and a value-for-money benchmark, based on an executive agency and known as ‘DE&S plus’. Chief of Defence Materiel

COM (Fleet)

COM (Land)

COM (Air)

COM (Joint Enablers)

DG (Res)

Technical

Submarines Ships Naval Bases

Weapons Joint Support Chain

Air Support Combat Air

Helicopters

Human Resources

ISTAR ISS

Commercial

LCS Materiel Strategy

Functional Expertise

Land

Figure 2.3 - The organisation of DE&S 6. Defence Infrastructure Organisation (DIO). The DIO’s purpose is to enable Defence personnel to live, work, train and deploy at home and overseas. The DIO manages the infrastructure, land and associated services that everyone who works in Defence relies on. The needs of Defence are at the heart of all it does. DIO manages delivery and maintenance of everything from homes to hangars by understanding the needs of its customers, articulating their requirement to its industry partners, commissioning the work and then ensuring it has been done to the standards DIO’s customers expect.

2-7

Chapter 2 - The Organisation of Defence

Key Responsibilities

Function

Chief Executive SAPT

HO

Head Office

Business Planning & Corporate Performance Finance Commercial Information & Process

Corporate Planning & Support

ODC

Strategic Asset Management & Programme Team

Operations Development & Coherence

The ‘What’

The ‘How’

Requirement Identification & Prioritisation

Programmed Development through:

Strategic Planning

Requirement Development

Balance of Investment Decisions

Commissioning Advice

Policy

Develop / Maintain DIP

Recommending Solutions to SAPT

Programme Development

SD

PPD

Programme & Project Delivery

Service Delivery inc. Training & Accommodation

The ‘Execution’

Advice on Solutions

Advice on Solutions

Project & Programme Delivery

Day-to-Day Service Delivery

Create New

Allocate

Dispose Acquire

Maintain & Operate

Figure 2.4 - The outline organisation of DIO 7. Science and Technology (S&T). The Chief Scientific Adviser (CSA) heads the Science and Technology organisation (S&T), and ensures that key strategic decisions made by Ministers, senior officials and the Armed Services are informed by high quality, expert scientific advice and analysis. CSA reports to PUS and is responsible for the S&T programme budget within the HOCS TLB. CSA also stewards the Department’s use of statistical and analytical services, is a member of the Investment Approvals Committee and the UK technical lead for the 1958 UK-US Mutual Defence Agreement on nuclear issues and works with Other Government Departments and the Cabinet Office on wider S&T issues. 8. Ministry of Defence Police. The MOD Police are a statutory civilian police force operating within Defence; their budget lies within the HOCS TLB. The MOD Guard Service, which provides unarmed guarding services to Defence establishments, is part of DIO. The Military Provost Guard Service, part of the Army TLB, provides armed guarding services to the Commands. 9. Military Aviation Authority (MAA). The MAA is an independent and autonomous organisation that ensures the safe design and use of military air systems. It is the single regulatory authority responsible for all aspects of Air Safety across Defence, and has full oversight of all Defence aviation activity. The MAA draws the authority to discharge its regulatory role from a Charter signed by SofS. 10. Defence Safety and Environment Authority (DSEA). The DSEA sits alongside the MAA and regulates all other areas of Defence where we have exemptions from legislation. These exist because of the particular needs of Defence in areas such as nuclear, maritime, explosives, and fuels and gases. The Secretary of State’s Policy Statement on Safety, Health and Environmental Protection requires that where MOD has such exemptions we should produce internal regulations that produce outcomes that are, so far as reasonably practicable, at least as good as those required by legislation. The DSEA is responsible for producing this internal regulation. 2-8

Chapter 2 - The Organisation of Defence 11. Trading Funds. Trading Funds are organisations where more than 50% of revenue consists of receipts for goods and services which they provide, and where the responsible Minister and HM Treasury are satisfied that the setting up of the Trading Fund will lead to improved efficiency and effectiveness. Trading Funds must have a published strategy and are required to prepare annual reports and accounts in accordance with directions from the Treasury, which are then presented to Parliament. The Department has three Trading Funds that provide enabling services to Defence: a. The Defence Support Group (DSG) conducts equipment assembly, maintenance, repair, overhaul, technical upgrades and procurement support, primarily for land and air systems. Preparations continue for the sale of DSG as a land business before March 2015. The electronics components business unit, which is primarily air-focused, is likely to remain in-house. b. The Defence Science and Technology Laboratory (Dstl), maximises the impact of science and technology for the defence and security of the UK. It leads the formulation, design and delivery of a coherent and integrated Defence Science and Technology Programme of work using industry, academia and government resources. It champions and develops science and technology skills across the MOD, including managing the careers of MOD scientists. c. The UK Hydrographic Office provides navigation charts and other hydrographic information and services to Defence, primarily the Royal Navy, and commercial shipping. It also plays a central role in support of the Maritime and Coastguard Agency in discharging the UK’s treaty obligations under the UN Convention on the Safety of Life at Sea.

2-9

Chapter 3 - The Strategic Planning & Performance Management Process

Chapter 3 - The Strategic Planning and Performance Management Process 1. The Strategic Planning and Performance Management process. The MOD’s planning process is illustrated in Figure 3.1 and the component parts are described below. The process binds together the input of the four core 3*s within Head Office (DG Sec Pol, DCDS (MSO), DG Finance and DCDS (Mil Cap)). Cross Government

National Security Strategy

Strategic Defence & Security Review

MOD Centre

Spending Review

MOD Business Plan

Strategy for Defence

Strategic Force Development

Defence Strategic Direction Defence Planning Assumptions Cross-Cutting sub-Strategies

Comprehensive/ABC Planning

Assumptions

Defence Plan

Command Plans KEY Strategy and Planning Processes Financial Processes

Command Plans

TLB Allocated Budgets

Part 1 - Comd’s Statement Part 2 - TLB Strategy Part 3 - TLB Plan Part 4 - HLB Plans

Other Relevant Processes Local Management/ Business Plans

Figure 3.1 - The Strategic Planning and Performance Management Process

Cross Government Strategy 2. National Security Strategy (NSS). The NSS was published on 18 Oct 10 and is the Government’s primary direction to the Departments of State concerned with security, including the MOD. Further detail on the NSS is given in Figure 3.2. The NSS provided the higher level context and policy framework within which the Strategic Defence and Security Review was written.

3-1

Chapter 3 - The Strategic Planning & Performance Management Process

National Security Strategy (NSS) The NSS sets out the principal risks to our security (terrorism, cyber, international military crises and natural disasters), the requirement to adopt an adaptable strategic posture and the National Security Tasks (NSTs) that must inform decisions on the prioritisation of resource allocation and capability development over the next 5 years. The NST are: a. Identify and monitor national security risks and opportunities; b. Tackle at root the causes of instability; c. Exert influence to exploit opportunities and manage risks; d. Enforce domestic law and strengthen international norms to help tackle those who threaten the UK and our interests, including maintenance of underpinning technical expertise in key areas; e. Protect the UK and our interests at home, at our border and internationally, to address physical and electronic threats from state and non-state sources; f. Help resolve conflicts and contribute to stability. Where necessary, intervene overseas, including the legal use of coercive force in support of the UK’s vital interests, and to protect our overseas territories and people; g. Provide resilience for the UK by being prepared for all kinds of emergencies, able to recover from shocks and to maintain essential services; and h. Work in alliances and partnerships whenever possible to generate stronger responses.

Figure 3.2 - The National Security Strategy 3. Strategic Defence and Security Review (SDSR). Strategy depends upon balancing ends, ways and means; with any imbalance potentially posing a strategic risk to the nation. Reconciling the UK’s strategic ambition (ends), the capability delivered by the Armed Forces (ways) and the resources available to meet them (means) is addressed through periodic reviews of the UK’s Defence and security policy. There have been eight full Defence reviews since 1945 and a number of additional Departmental studies; the more recent of these is at Figure 3.3. The most recent Defence review, SDSR 2010, set out how the MOD intends to deliver the priorities identified in the NSS and how the Armed Forces will be reshaped to tackle emerging and future threats. Further detail on SDSR 2010 and the ‘3 Month Exercise’ of 2011 is given in Figure 3.4. The current Government has committed to holding Defence Reviews every 5 years, so the next will follow the next General Election in 2015.

3-2

Chapter 3 - The Strategic Planning & Performance Management Process

Recent UK Defence Reviews 1990 Options for Change was intended as a response to the changed strategic environment in the post-Cold War era. It saw a reduction in manpower across the three Services of 56,000. The most significant cuts fell on the Army, which was reduced in strength from 160,000 to 120,000; the bulk of these came from Germany where ground forces were reduced by over half. 1994 Defence Costs Study focussed on making savings in frontline support functions. A reduction in 20,000 staff, both military and civilian, was achieved through streamlining management and command structures across the MOD, outsourcing defence support functions through the use of Private Finance Initiatives, and an increase in Joint organisations. 1998 Strategic Defence Review (SDR) re-assessed the UK’s national interests and likely overseas commitments through to 2015. Two themes emerged: a need for rapidly deployable expeditionary forces; and ‘Jointery’ to maximise operational effectiveness. The Army restructured and re-roled at Brigade and Regimental level, and the Reserve was reduced in size, restructured and more closely integrated with the Regular Army. 2002 SDR New Chapter was brought about as a result of the 9/11 attacks in the US. It addressed terrorism and asymmetric warfare through: the enhanced use of Defence Diplomacy; a wider range of military and non-military options to deter terrorist activity; and the use of the military to rapidly ‘detect and destroy’ any potential terrorist threat. 2004 Defence White Paper set out proposals for adapting the Armed Forces to meet future security challenges. It advocated greater involvement in conflict prevention, homeland defence and counter-terrorism, acknowledged that UK would generally participate in coalitions where possible, and advocated the need for preparation against asymmetric attacks and the use of Weapons of Mass Destruction.

Figure 3.3 - Recent UK Defence Reviews

3-3

Chapter 3 - The Strategic Planning & Performance Management Process

Strategic Defence and Security Review (SDSR) 2010 and the ‘3 Month Exercise’ 2011 There were two main priorities in the production of SDSR. First, to ensure that the mission in Afghanistan was protected and second, to establish the National requirement for future Defence capability - Future Force 2020 (FF20). The implementation of SDSR was to lead to reductions in manpower across all three Services and the civilians in Defence by 2015 of: • 5K Regular Royal Navy personnel • 7K Regular Army personnel • 5K Regular RAF personnel • 25K MOD Civil Servants. Further work was required after the publication of the SDSR to bring Defence plans, commitments and resources into balance through an affordable and sustainable longterm Defence programme – this work was the ‘3 Month Exercise’ in 2011. This work took into account the recommendations of the Prime Minister’s commission on Future Reserves 2020 (FR20) , which recommended re-setting the balance of the Army’s Regular and Reserve manpower to a ratio of 70:30. The outcome for the Army was a further reduction of 8K Regular personnel by 2020, while the size of the Army’s Reserve component increased, resulting in an overall Army size of 82K Regular : 30K trained Reserve, to be achieved by 2020. The Army’s response to the 3 Month Exercise was the Army 2020 Study (2011-12), and the subsequent programme for implementation. Figure 3.4 - Strategic Defence and Security Review

MOD Strategy 4. Global Strategic Trends. Global Strategic Trends is published by the Defence Concepts and Doctrine Centre (DCDC) and is an assessment of the strategic context out to 2040. It uses historical and theme-based analyses to present a range of potential outcomes of future development within the military, social, political, scientific and technological, economic and resource dimensions. Global Strategic Trends also takes into account possible shocks to quantify risk within the future strategic context, examines alternative outcomes and identifies Defence and Security implications. 5. MOD Business Plan (Structural Reform Plan (SRP)). The MOD Business Plan, published in line with the new Public Sector Transparency Framework (PSTF), articulates 7 headline work-strands. Although these do not capture everything that Defence does, they provide a framework for external reporting and enable the Department to be held to account. They will

3-4

Chapter 3 - The Strategic Planning & Performance Management Process be refined as plans to implement SDSR outcomes mature and the Business Plan will be refreshed annually. Of the 7 headline work-strands, 4 are included in the SRP: a. Restructure the Armed Forces and their capabilities. b. Rebuild the Armed Forces Covenant and develop the New Employment Model. c. Deliver the Defence Reform Unit’s review. d. Deliver defence in the most effective, efficient and sustainable way. 6. Defence Strategic Direction (DSD). DSD is the MOD’s formal expression of Defence Policy based upon NSS and SDSR. It is intended to be current for the five years between SDSRs, but extends out to cover a ten year period. Any modification to detailed policy between SDSRs is issued in the form of a Technical Instruction (TI) to DSD, but more significant adjustments (e.g. Army 2020) require a more formal refresh of the DSD document. DSD includes the following sections: a. Part 1 - The Strategy for Defence (SfD). SfD translates the long-term strategic direction articulated in NSS and SDSR into a structured, prioritised and resourced strategy for the Department. It is a classified document, but an unclassified version is issued for public circulation. The current SfD issued in October 2011 includes the Military Tasks (MT) and priorities shown in Figure 3.5.

Military Tasks MT1: Providing Strategic intelligence. MT2: Providing nuclear deterrence. MT3: Defending the United Kingdom and its Overseas Territories. MT4: Supporting the civil emergency organisations in times of crises. MT5: Providing a Defence contribution to UK influence. MT6: Defending our interests by projecting power strategically and through expeditionary interventions. MT7: Providing security for stabilisation.

Defence Priorities 1). 2). 3). 4).

To To To To

succeed in Afghanistan. continue to fulfil our standing commitments. succeed in other operations. Transform Defence.

Figure 3.5 - Strategy for Defence: Military Tasks and Defence Priorities

3-5

Chapter 3 - The Strategic Planning & Performance Management Process b. Part 2 - Defence Planning Assumptions (DPA). The DPAs provide planners with a set of assumptions that between them dictate the required force size and structure. They include: 1). Composition of the Future Force (committed, responsive, adaptive). 2). Operational definitions (simple and complex intervention, enduring stabilisation). 3). The concurrency set: assumptions of what tasks the force structure must able to meet concurrently given the operational definitions within given frequency and recuperation limits. 4). Harmony and separated service limits. 5). Regional priorities and international obligations. c. Part 3 - Detailed Direction. Part 3 provides detailed direction to Service Commands, TLB holders and other key Defence process owners for the ten year period. For the Army, it outlines the required force structure that CGS must force generate for operations. The implementation of Defence Reform will see this section focus more on setting the outputs that the Army must deliver without specifying the force structure in detail. 7. The Defence Plan (DP). The DP is the detailed resource plan that is derived from DSD and is refreshed on an annual basis. It states what objectives the Department is to achieve across a four year window and sets out direction to TLBs on the outputs that they are to deliver along with the resources allocated to enable their delivery. It is also the basis of the MOD’s performance management process, providing objectives and metrics against which the Department can gauge how successful it is in delivering its outputs. It includes two main elements: a. Defence Vision. The Defence Vision is a statement of the purpose and objectives of Defence. The core objectives of the Defence Vision 2012 are for Defence to deliver: 1). Battle-winning Armed Forces, smaller than before but able to reach across the world and operate across the spectrum from high-intensity combat to enduring stabilisation activity, who work with each other and with allies, equipped and trained for their task, their families well supported, trusted to shape their own future and manage their own resources within Defence; 2). A smaller, more professional Ministry of Defence that supports Ministers in setting clear priorities for the outputs required of the Armed Forces and the Department, and holding them to account for meeting them, supports the Armed Forces deliver what they are tasked to do, and reports honestly and openly to Parliament and the public; 3). A hard-headed approach to what we can afford, now and in the future, getting the most value we can from each pound of taxpayers’ money. b. Defence Board Strategic Objectives (DBSO). The DBSOs articulate the most significant objectives that flow from NSS, SDSR and DSD. DBSOs are designed to be Specific, 3-6

Chapter 3 - The Strategic Planning & Performance Management Process Measurable, Achievable, Realistic, Time-bound (SMART) and funded. The detailed DBSOs are CONFIDENTIAL, but the theme of each is listed in Figure 3.6.

Defence Board Strategic Objectives (DBSO) Themes 1). 2). 3). 4). 5). 6). 7). 8).

Current operations Standing military commitments Contingent capability International Defence engagement Transforming Defence Defence personnel Capital Asset Management Affordability

Figure 3.6 - Defence Board Strategic Objectives (DBSO) Themes 8. Command Plans. TLB holders and other key Defence stakeholders are required to have Command Plans, providing assurance to MOD Centre that Defence direction has been received and communicated throughout the Department. A general outline of the Army Command Plan is given in Chapter 6. 9. Defence Board16. The Defence Board is responsible for delivery of the Defence Vision. In order to deliver this vision the Board is responsible for pursuing three high-level Departmental objectives, namely: a. Achieve success in the military tasks we undertake, at home and abroad; b. Be ready to respond to tasks that might arise; c. Build for the future. 10. Core Tasks. In pursuit of these high-level objectives the Defence Board’s core tasks are: a. Role of Defence: to help define and articulate the Department’s strategic direction, and provide a clear vision and set of values for Defence; b. Targets and Objectives: to establish the key priorities and Defence capabilities needed to deliver the strategy; c. Resource Allocation: to ensure that Defence priorities and tasks are appropriately resourced 11. Performance Management: to manage corporate performance and resources in-year to deliver the required results.

16 The Defence Board is composed of: Secretary of State for Defence; Minister of State for the Armed Forces; Permanent Under Secretary; Chief of the Defence Staff; Vice Chief of the Defence Staff; Chief of Defence Materiel; Director General Finance; and 3 x Non Executive Members.

3-7

Chapter 3 - The Strategic Planning & Performance Management Process

Performance and Risk Management 12. Defence Performance Framework. The Performance and Risk Management process is managed through the Defence Performance Framework, which has two elements: 13. Quarterly Performance and Risk Report (QPRR). The QPRR reports in-year delivery performance against the DBSOs (listed in the Defence Plan) to the DB. In the case of the Army this is fed by the QPR & H2A, which is based on the Army Board Strategic Objectives (ABSO) (see Chapters 6 and 7). Note that the Q4 QPRR replaces the SPRR and is designed to be more in depth and look out over a 10+ year horizon. 14. Holding to Account (H2A). CGS will be held to account quarterly by the PUS & CDS (often represented by VCDS) for the delivery of the Army Command Plan and specifically for the ABSOs listed in the Army Plan. The Army’s submission is prepared by the Plans Directorate, which draws together directed inputs from across Army HQ.

3-8

Chapter 4 - Defence Capability

Chapter 4 - Defence Capability Introduction 1. Defence capability. Defence capability is the enduring ability to achieve a desired defence output or effect and should be cognisant of the threat, physical environment and contributions of coalition partners. Capability is made up of Force Elements (FE) (ships, aircraft, Army formations, other military units and force enablers) combined into packages by Joint Force commanders and tailored for particular operations or missions. Each FE is provided by one of the single Services or a Joint organisation and requires the integration of the 8 Defence Lines of Development. 2. The Defence Lines of Development (DLOD). The DLODs evolved between 1998 and 2005 and were formally established after the publication of Defence Strategic Direction (DSG) 05. The consideration of DLODs promotes coherence within the development of Defence capability. DLOD ownership at Defence level is shown in Figure 4.1. They are normally known by the acronym TEPIDOIL. This chapter discusses each DLOD in turn. DLOD

Defence Process Owner

Training Deputy Chief of the Defence Staff (Military Strategy & Operations) (DCDS(MSO)) Equipment Deputy Chief of the Defence Staff (Military Capability) (DCDS(MilCap)) Personnel Chief of Defence Personnel (CDP) Information Chief Information Officer (CIO) Doctrine Assistant Chief of the Defence Staff (Development, Concepts and Doctrine) (ACDS(DCD)) Organisation Deputy Chief of the Defence Staff (Military Capability) (DCDS(MilCap)) Infrastructure Chief Executive Defence Infrastructure Organisation (CE DIO) Logistics Chief of Defence Materiel (CDM) Figure 4.1 - Defence Level DLOD Ownership 3. Army Capability. Army Capability is the totality of individual Army capabilities combined in various forms to achieve declared outcomes. It is pan-Army (Regular and Reserve requirements), involves all DLODs, and is not confined to any particular timeframe. In Years 0-4 the emphasis is on doing what we do now efficiently and effectively, and sustaining that capability; in years 5-10 and beyond it is about the development of future ways and means to achieve the desired ends. The Army DLOD owners are shown in Chapter 6. 4. Managing Army Capability. The financial dimension of Army Capability Planning and Delivery (Balance of Investment (BoI), Programming and cross-DLOD integration) will be closely

4-1

Chapter 4 - Defence Capability aligned to other TLB-level financial decision-making. The Executive Committee of the Army Board (ECAB - see Chapter 6) provides the empowered mechanism at TLB level to make timely BoI decisions and adjustments at the appropriate level based on materiality thresholds. It receives BoI capability proposals from Commander Force Development and Capability (Comd FD&Cap), and is supported by the Army Policy and Resources Committee (APRC) in making the appropriate decisions and trade offs. Comd FD&Cap is responsible for Army Capability Planning and Delivery. The process for this is covered in Chapter 7.

Defence Lines of Development Training 5. The purpose of the Training DLOD is to provide the means to practise, develop and validate strategic military doctrine in order to deliver capability to meet current and future operational outputs. The Process Owner for training is DCDS(MSO). 6. Direction is given collegiately through the Defence Training Board (DTB), in accordance with the direction of the Defence Board and within the context of current Defence policy. The purpose of the DTB is to: set the strategic priorities and direction for Defence Training and Education (T&E); develop and oversee implementation; support force preparation of FE for current and contingent operations; and ensure that Defence T&E provides value for money. 7. The DTB is a 3* committee that brings together all key T&E stakeholders including: DCDS (Pers & Trg), for individual T&E; JFC for Joint collective training (Tiers 2+, 3 and 4 in Figure 4.2); and DCDS (Mil Cap) for Defence Training Systems and Infrastructure. Individual T&E and Tiers 1 and Tier 2 of collective training remain the responsibility of Service Commands. Commander Force Development represents the Army on the DTB as the ECAB member responsible for T&E. 8. The Defence Joint Collective Training and Exercise Committee (DJCTEC) is responsible for providing policy and strategy for Joint collective training, whilst JFC, through the Joint Collective Training Working Group (JCTWG) is responsible for its implementation. Allowing forces to meet the readiness profile mandated by DSD requires collective training progressively at Unit, Formation, Component and Joint Task Force level within a Joint and Combined environment. The Defence Exercise Programme (DXP) is the comprehensive 5 year collective training and exercising programme. This training continuum breaks down into the discrete tiers of delivery responsibility in Figure 4.2. Tier

Description

Responsible

Tier 1

Unit-Level Training and Exercising. Tier 1 events prepare units and sub-units to take their place within a tactical formation or Combined/Joint Force Component. E.g. an Infantry Coy or BG.

FLCs

Tier 2

Tactical Formation-Level Collective Training and Exercising. Tier 2 events prepare tactical formations operating below the Combined/Joint Force Component level for operational employment. E.g. a Bde HQ.

FLCs

4-2

Chapter 4 - Defence Capability Tier

Description

Responsible

Tier 2+

Component Level Joint Collective Training and Exercising. Tier 2+ events prepare one or more Combined/Joint Components for operational employment and aim to improve interoperability between components. They may be conducted in combined or joint contexts on a UK, NATO or Coalition Partner framework basis. This has particular significance with enduring NATO requirements. The next higher HQ in such events is the Joint Task Force HQ.

JFC

Tier 3

Combined/Joint Task Force-Level. Tier 3 events prepare a Combined/Joint Task Force for national or multinational employment, or a Permanent Joint Overseas Base (PJOB) for an operational role. They may be conducted in joint or combined contexts, on a UK, NATO, EU or Coalition Partner (e.g. CJEF17) framework basis. The pinnacle of Tier 3 training aspiration is a simultaneous Complex and Simple Intervention Capability FTX.

JFC

Tier 4

Strategic-Level. Tier 4 events prepare the DCMO to manage crises, and provide strategic direction for, and conduct of, operations at the Political-Military Strategic level. They may involve Other Government Departments (OGD)/Non-Government Organisations (NGO), other International Organisations (IO) and/or NATO and the EU.

DCDS(MSO), JFC, PJHQ

Figure 4.2 - DXP Tiers of Exercise17

Equipment 9. The Equipment DLOD covers the provision of military platforms, systems, and weapons needed to outfit/equip an individual, group or organisation. It is delivered by a combination of the acquisition of new equipment and the availability of in-service equipment and the Defence lead is DCDS (MilCap) and CDM. 10. Defence acquisition. The acquisition of military capability is the responsibility of the MOD Unified Customer. The Unified Customer brings together 5 principal participants to share ownership of capability-based decisions; these are the Capability Sponsor, DE&S, Science Innovation and Technology, the Users and Defence Resources and Plans. 11. Acquisition Operating Framework (AOF). The process of the provision of military equipment is contained within the AOF. Acquisition translates industrial capacity into effective military capability. It is defined as the activities of setting and managing requirements, negotiating and managing contracts, project and technology management, support and termination or disposal based on a through life approach to acquiring military capability. The AOF is the authoritative source of policy and good practice on acquisition for MOD and all industry partners. It defines how we conduct, govern and control our Defence acquisition processes and is a key enabler for improving our delivery to the Armed Forces and producing greater value for money for the taxpayer. 12. The AOF consists of the following areas: 1). Strategic Guide to Acquisition which defines how acquisition works and provides the high level context for how it contributes to the Defence Vision. 2). Acquisition Organisations which provides detail on our organisational structures, roles and responsibilities. 3). Acquisition People which provides detail on how we manage and develop our people. 17 UK/France Combined Joint Expeditionary Force.

4-3

Chapter 4 - Defence Capability 4). The main Acquisition Business areas which provide the detailed information, guidance and instruction that set out how we conduct acquisition business. a. Through Life Capability Management (TLCM). TLCM translates the requirements of Defence policy into an approved programme that delivers the required capabilities, throughlife, across all DLODs. TLCM involves all DLODs and is not confined to any particular timeframe. It consists of 4 key elements: 1). Capability Planning. This identifies the changes required across all DLODs to provide required future military capability, at the right time and within resource constraints. It involves the articulation of concepts, Balance of Investment (BOI) investigation and prioritisation, and the initiation of new pan DLOD programmes and projects. The output is Capability Management Plans. 2). Capability Delivery. This is the coherent pan DLOD delivery of Capability Management Plans through the use of Programme Boards. 3). Capability Generation. This is the generation and sustainment of through life capabilities needed to meet current operations and potential Military Tasks. 4). Capability Use. Where the capability is used against a specific Military Task. b. Acquisition process. The process of acquiring new capability follows this sequence: 1). The Capability Sponsor establishes the top level requirement. The full requirement is developed by the lead user (the single Service) and endorsed by the Capability Sponsor to an agreed timescale. 2). DE&S accepts the requirement and forms a Project Team (PT) under a project manager. The project follows a lifecycle called CADMID - Concept, Assessment, Demonstration, Manufacture, In-service, and Disposal (see Figure 4.3). The length of lifecycle can vary dramatically depending on the size and complexity of the project. Variations to the project life cycle include Incremental and Evolutionary lifecycles. These lifecycles field baseline capability, which is built upon incrementally or as technology evolves, using discreet Assessment, Demonstration and Manufacture phases.

C

A

Initial Gate

D

Main Gate

M

I

D

Acceptance

Figure 4.3 - Acquisition Process 3). The project manager gathers all of the facts (risks, issues, costs, support system, contractors, timescales) during the Concept and Assessment phases. These include 4-4

Chapter 4 - Defence Capability the User Requirements Document (URD) which states what capability the user requires from the system and the System Requirements Document (SRD) which defines what the system must do to satisfy the URD. There are four levels of project categorisation shown at Figure 4.4, based on the level of investment required. In broad terms it is broken down as follows and approved at a relevant delegated level: Category

Cost including SOIP

Approving Authority

A

Above £400m

IAC, MOD Ministers and HMT

B

>£100m to £20m to £10M to £10,000. Resource Departmental Expenditure Limit (R DEL). The amount available for normal expenditure on consumption.

5-2

Chapter 5 - Financial Planning and Management e. Net Additional Cost of Military Operations (NACMO). The core programme is responsible for paying the fixed costs of Defence (running costs and procurement) and the cost of generating force elements at readiness (FE@R).The financial implications of deployed operations is funded by HM Treasury separately through the Net Additional Cost of Military Operations (NACMO) fund when the operational costs exceed programmed resource; this can include elements of theatre specific training prior to deployment. 4. Defence financial plans. There are 4 types of financial plan within the Department, as shown in Figure 5.3. From 1 Apr 13 EPP, ESP(IS) and ESP(NE) are programmed by FLCs across 10 years. This process is completed as part of the Annual Budget Cycle described below. Equipment Procurement Programme (EPP) Cash R DEL i.e. New Equipment

Equipment Support Programme (New Equipment) - ESP (NE)

Equipment Support Programme (In Service) - ESP (IS)

TLB Plan i.e. personnel, stock

Year 10

Year 1

Figure 5.3 - Defence Financial Plans 5. Delegated authority. The use of delegated authority must be in accordance with the boundaries of regularity and propriety and comply with financial and commitment controls and limits. The Principal Accounting Officer (the PUS) formally delegates financial, personnel, security and other matters to CGS who is required to ensure that effective, efficient and proper management is achieved through the delegation of authority. This is achieved through the issue of formal letters of delegation through the chain of command. Budget holders’ letters of delegation make it quite clear that delegated powers are not to be exceeded and that novel and contentious expenditure is outwith delegated powers. Any cases of doubt are to be discussed with the TLB, who may need to consult with Finance Policy Division. 6. Budget holders will receive a letter delegating various powers, supported by a delegation matrix. These authorities are issued to them personally and cover all aspects of management. They include the financial authority to commit funds and may include other areas of responsibility. The authority contained in these letters does not provide contracting or local purchase authority; such delegation is the responsibility of DG Commercial. Sub-delegation of the powers contained in budget holder letters of delegation must be in the form of a personal letter to a named officer. Budget managers can advise on the levels of any sub-delegation. A summary of levels sub-delegated should be copied to the higher budget manager.

5-3

Chapter 5 - Financial Planning and Management 7. Financial approval. Financial approval must be sought when there is a requirement to spend public money. This is done through writing a business case (see SOP 30) which varies in length and complexity according to the sums involved. In the Army, budgets are delegated down to 2* level Budget Holders, with the only exception being PM(A), the Head of the Iraq Historical Allegations Team (IHAT), BGS, CFO DFRMO, ACOS LF, D Trg, COS FD&Cap and AD MIB. The approving authority is the budget holder for those at 2* and above, and the Designated Authorising Officer (DAO) for those below 2*. Sufficient evidence is required by the approving authority to demonstrate that the expenditure is necessary, while the budget manager must scrutinise the requirement to ensure taxpayers’ money is spent properly. 8. Contractual authority. Contractual authority is distinct from financial approval. These are two separate functions that should not normally be undertaken by the same individual. As noted above the budget holder has authority to commit expenditure but contracts (including Low Value Purchases), for goods and services must only be negotiated, placed or amended by commercial staff who hold specific authority delegated by the Defence Commercial Function (DCF).

Head Office

Ministerial/ External

9. The Annual Budget Cycle (ABC). The Annual Budget Cycle sees a delegated planning model. Head Office sets a strategic envelope and then gives TLBs responsibility for delivery. TLBs have a matching obligation to take ownership of and responsibility for their programmes and for delivery within available resources. The ABC is managed by Defence Resources and Strategy Management on behalf of DG Fin, as the planning process owner, and DCDS (Mil Cap). The staff process is shown at Figure 5.4. 7. Approve revised Defence Plan (including associated TLB/ Command Plans

1. Direct interim planning (as a result of performance management)

Possible iterations to maintain optimal plan

Check for continued strategic, financial and mil cap coherence 4a. Recieve TLB/ 4b. Conolidate Command TLB plans Plans

6. Revise Defence Plan Yes 5. Approve changes to TLB/ Command Plans

DP revision required No

7a. Approved (and associated TLB/ Command Plans)

TLB/Command TLB

8. Approved TLB/ Command Plans

TLB/Command Planning 2a. Targeted review of TLB change plans, corrected and agreed with Cmd TLBs

Delivery 3. Updated Candidate TLB/ Command Plans

2b. Targeted review of TLB BaU plans corrected and agreed Command Plans

9a. Establish change programme

9b. Deliver change programme

9c. Deliver operational services

Figure 5.4 - The Budgetary Cycle 10. In the delegated model the Year 1 position will be refreshed monthly, as an intrinsic part of the in-Year management process. The Equipment Programme is subject to a quarterly refresh under the DE&S managed Quarterly Review of Programmed Costs (QRPC) process. The most significant features include:

5-4

Chapter 5 - Financial Planning and Management a. Setting Control Totals25 (CT) for individual TLBs to build plans which are coherent and affordable within these CTs and which deliver Future Force 2020. b. TLBs to have the opportunity to consider, and make proposals for, how they might rebalance resources between their current programming responsibilities and future delegations. c. Ensuring that CTs and Plans are aligned with the generation of Command Plans and linked to the Holding to Account process. d. Commands must work with each other and with Head Office to understand the consequences of potential capability decisions, paying particular attention to ensuring that pan-DLOD and cross-TLB impacts are understood and taken into account. 11. In Year Management. In Year Management is the process by which TLBs control spending within their Control Totals, prioritising competing requirements within the current financial year. TLBs report their performance using the Accounting Period (AP) process, which reports monthly, whilst on a Quarterly basis the Departmental Position is exposed to the Defence Board. 12. Accounting periods. Budget holders must deliver their outputs and manage their expenditure within the CTs given to them at the end of the ABC. Finance staff prepare for the budget holder a set of accounts each month (each month is an Accounting Period (AP) numbered AP01 to AP12, so AP 01 is April, AP 02 is May, etc) that clearly show what has been spent, how this compares with the budget, and what is forecast to be spent for the remainder of the year. Particular note is taken of the accounts and forecast at the key quarterly points within the FY; these are AP03, AP06, AP09 & AP12. The accounts and forecast produced for these periods are reviewed by ECAB and DG Fin. There can be serious consequences for Defence, by way of fines in the following financial year, if the budget is over spent. 13. Net Additional Cost of Military Operations (NACMO) - HM Treasury reserve expenditure. The cost of Operations, funded through the Treasury Reserve, is for operational activity undertaken by the MOD which is above and beyond our normal ‘core’ activity, and only those Net Additional Costs in support of Military Operations (NACMO) can be claimed against the fund. Operation HERRICK costs are currently funded this way. 14. The net additional costs of operations are reported through the in-year financial systems separately to what is recorded as normal core activity. Net additional costs simply mean those costs which would not otherwise have been incurred and arise as a direct result of the operations. These are reduced by any savings arising from activities cancelled specifically because of operational activity. 15. Treasury Reserve funding is not delegated down to TLBs. The funds are held at MOD Head Office and they make decisions on all new cases relating to infrastructure, training, backfill of personnel and any case of a novel or contentious nature irrespective of amount. Some decisions regarding approval of funds including new requirements can still be made at TLB level, however 25 Control Totals are the finalised budgets, reached at the conclusion of the Annual Budget Cycle, which are delegated to TLBs and below to manage.

5-5

Chapter 5 - Financial Planning and Management if the amount is outside current financial control limits, then they will be forwarded to Head Office for approval. The calculation of net additional costs is not simple and there may well be judgements involved in deciding what costs should be considered additional. There must be robust audit trails which will be subject to rigorous review and scrutiny by the National Audit Office and validation exercises carried out by the TLB. As a guide the following general rules should be taken into consideration: a. It is unlikely that personnel costs, other than mobilised reserves or additional casual civilians, would be appropriate, as their costs would have fallen to the Army budget anyway. b. Additional travel and subsistence or allowances may be appropriate. c. Any form of long term commitment or capital investment (e.g. new building) is difficult to justify as operations have no planned life. d. A full explanation and justification for the additional charge must be given, so it can be judged and awarded on its own merit. 16. Equipping for Contingency. Equipping for Contingency or bringing an Urgent Operational Requirement (UOR) ‘into core’ means that the Department has decided to subsume the capability delivered by the UOR into the core programme, and therefore to provide for its sustainment across all DLODs. It implies that the capability is effective and has utility beyond the end of the operational role for which it is procured and is coherent with the latest Defence Strategic Direction (DSD). Decisions on bringing UORs into core are essentially based on balance of investment considerations and it therefore follows that these will be dealt with in the broader context of the SIPL (see para 17). 17. Single Integrated Priority List (SIPL)26. The aim of the SIPL is to capture all military capability aspirations in one source document, in order to ensure that CDS, through the Armed Forces Committee, has a single version of the truth in relation to the Department’s priorities for funding new capabilities. It is a management tool to aid decision-making, not an outcome in itself. Having a project on the SIPL does not in itself guarantee that that project will be progressed. This list will then inform quarterly Decision Points (DP) as to which will attract any additional funding. The Army has developed an Integrated Priority List (AIPL) which is subject to regular review. 18. Army Top Level Budget (TLB). The budget holder for the Army Top Level Budget (TLB) is CGS who receives a formal delegation from the PUS. This delegation specifies the output required from the Army, the authority CGS has over financial and personnel matters and the financial resources (budget) available. The budget is delegated to Management Group (MG) budget holders who are responsible for delivering the outputs of the Army Plan. The division of resources within the TLB is shown in Figure 5.5. This includes Equipment Support Programme (In Service), which Army HQ is responsible for programming for Land equipment during years 1-10. They may delegate further down the chain of command. CGS also has responsibilities for the Army as a whole (including Army personnel who serve in other TLB). The 5 MG budget holders are: 26 Also referred to as ‘The Whiteboard’; the SIPL is derived from ‘The Whiteboard Exercise’ of Jan 12.

5-6

Chapter 5 - Financial Planning and Management a. Commander Land Forces (CLF) b. Adjutant General (AG) c. Commander Force Development and Capability (Comd FD&Cap) d. Commander Joint Helicopter Command (Comd JHC) e. Chief of Staff Land Forces (COS LF). Inventory/Other Consumption 7% Infrastructure Costs 2%

Equipment Support Costs Other Costs 3% 6% CDEL 1%

Civilian Personnel Costs 6% ESP(IS) 13%

Service Personnel Costs 54%

EPP 7%

ESP(NE) 1%

Figure 5.5 - The Army TLB 2014/15 19. Role of Head Financial Military Capability (Army) (Hd FMC(Army)). Hd FMC(Army)’s role is to provide DCDS (Mil Cap) and DG Finance, through ACDS (C&FD), with specialist environment advice to support strategic decision making and capability coherence across Defence. Hd FMC(Army) is therefore Defence’s financial and military capability subject matter expert on and conduit to the Army, and has the following key functions: a. On behalf of Defence, own the strategic capability requirement for the Army. b. Ensure capability coherence between the Army and other Defence capabilities. c. Inform the Strategic Force Development process and subsequent construction of Defence Policy. d. Assure the Army programme for balance and affordability including through the Holding to Account (H2A) process. 20. Army Independent Assurance Committee (AIAC). The AIAC is a sub-committee of ECAB which provides an important independent check on the extent to which the Army is doing the right things and doing those things correctly. Underpinned by the work of the Army

5-7

Chapter 5 - Financial Planning and Management Inspectorate it scrutinizes risk registers, considers evidence and tasks more formal reviews in order to improve the effectiveness of the Army and to protect its reputation. The Committee takes a close interest in activities and business processes that carry high financial, reputational, or safety risk. It has a core membership of three civilian Non Executive Members (NEM) one of whom chairs the Committee and also sits on ECAB, and is supported by D Res Comd Sec, the Army Inspector and ACGS. The Committee’s findings are reported directly to ECAB and it is a key element of the Army’s overall Assurance Framework.

5-8

Chapter 6 - Higher Level Management of the Army

Chapter 6 - Higher Level Management of the Army Army Command Plan 1. The Army Command Plan (ACP) currently provides direction out to 202027(FN) and delivers a strategy for the next twenty years. It is nested under the Defence Plan (DP) and the Strategy for Defence (SfD), which in turn forms part of Defence Strategic Direction (DSD). CGS is responsible for providing the Defence board (DB) with assurance that the ACP meets the policy requirements within DSD and the DP, and is coherent with other Command Plans. Therefore the ACP serves two purposes: CGS looking down, directing the Army, and CGS looking up, demonstrating how the Army is being managed. 2. The ACP supports the Army’s planning and management procedures, whilst conforming to the requirements of the Defence Performance Framework (DPF) to ensure financial, performance and risk management rigour. It comprises three parts: a. Part 1 - Commander’s Statement. To provide the reader with an overview of the essential elements of the Command Plan and in particular the priorities, dependencies, and risks in the coming year and the period until the next strategic review. b. Part 2 - The Army Strategy. A policy-compliant and resource aware document which looks out twenty years. The Strategy articulates the ends, ways and means including the Army Board’s long-term strategic objectives and key milestones for the delivery of the Land elements of Future Force 2020 (FF2020) and beyond to deliver the Future Army Vision. The Strategy contains a high-level explanation of how these objectives will be met as well as identifying the strategic risks, costs, resources and key dependencies. This is the overall strategy within which the Army Plan will be delivered and will be re-issued after SDSR. c. Part 3 - Army Plan (AP). A policy compliant and resource aware document that provides the detail for near-term delivery out to 2020. It is owned by the Executive Committee of the Army Board (ECAB). The AP will be re-issued annually, after each Annual Budget Cycle (ABC) and comprises priority short-term aims and objectives for which CGS will be held to account: It contains: 1). Army Board Strategic Objectives (ABSO). Each financial year the Army Plan defines a set of Defence Policy compliant objectives, the ABSOs, that provide direction and must be achieved through cascading Outputs and Outcomes (O&O). Those defined in Army Plan 13 (for FY14/15) are listed in Chapter 7. 2). Financial and other resource constraints. The processes and limiting factors to which the Plan must adhere.

27 The Army Plan (Part 3 of the ACP) will reset in 2020 and then provide direction over ten years.

6-1

Chapter 6 - Higher Level Management of the Army 3). Performance Management Reporting Framework. Holding to Account (H2A) is the method by which CGS presents the Army’s performance to the MOD. CGS is accountable to the Defence Board to deliver the Army Board Strategic Objectives (ABSO) as presented in the yearly Army Command Plan. The Quarterly Performance, Risk and Holding to Account Report (QPR & H2AR) articulates the Army’s delivery of the ABSOs. It draws upon Management Information from across the Army Headquarters aligned to ABSO ownership. The QPR & H2AR measures performance against Outputs and Outcomes (O&O), as subsets to ABSOs, with specified Measurements of Performance (MoP) and Targets for each. The report measures performance over the last quarter, states the Army’s current position and articulates risk into the future in order to identify whether the Army achieved its objectives and what it needs to change to continue to achieve them in the future. The manner in which the QPR & H2AR feds into the MOD has been covered in Chapter 3. 4). Risk Management. The procedure by which Army risks are identified, prioritised and dealt with in order to achieve the direction laid down in ABSOs in the Plan. These bottom-up risks directly arise from the H2A process and, when combined with CGS’ strategic risks, represent the totality of top-level Army risks. The risk-management process is covered further within Chapter 7.

Army Operating Model 3. The AOM is the concept of a single Army Staff, operating predominantly from Andover but with an element in London, which seeks to improve the speed and clarity of decision-making across the Army HQ. 4. The AOM describes how the Army delivers its outputs, as set out in the Army Command Plan (ACP) with emphasis on first defining, then aligning Responsibility, Authority and Accountability (RA2) and ownership for all activity. In essence the ACP describes what the Army is to do, the AOM describes how its functions will be achieved. It sets out: a. The structure of the Army HQ and its staff. b. How it operates as a TLB with the Head Office and other TLBs. c. How its internal interfaces work. d. The role of the key organisations and senior leadership within the Army Staff. 5. Key themes. The AOM uses the themes in the Defence Operating Model (DOM - see Chapter 2) linking into the DOM as appropriate. These core functions are: a. Direct - understand the strategic context, make Defence policy and strategy, define and resource the necessary military capability and strategically direct operations and Defence Diplomacy. b. Generate and Develop - generate force elements to meet current operations and potential military tasks and develop the future force; 6-2

Chapter 6 - Higher Level Management of the Army c. Acquire - procure and support the equipment, systems and commodities needed in the short and long term; d. Enable - enable the other functions by performing or commissioning supporting services, such as infrastructure, corporate services and science and technology; e. Operate - use military capability on operations and other military tasks, as directed by Government; f. Account - manage, control and account for the resources voted by Parliament, and report on Defence activities to Parliament and the public. 6. Principles. The model incorporates a series of directed principles: a. CGS as 4* commander of the Army and TLB Holder. b. Centrality of ECAB and the ACG. c. Financial and Military Capability Management coherence to be optimised. d. All major Change Initiatives, as assessed by APRC, integrated into a single Army Portfolio with a single proponent. e. Three 3*s, each leading on one of the principal Army cost drivers: 1). Activity - Commander Land Forces (CLF) as the supported 3* Comd, delivering Force Elements fine tuned for operations. 2). Manpower - Adjutant General (AG) leading on Military Manpower Supply. 3). Equipment - Commander Force Development and Capability (Comd FD&Cap) with a subordinate 2* as single proponent for the Equipment Programme, all Equipment Support and stocks/commodities. f. Comd FD&Cap as the single proponent for conceptual ’Horizon Scanning’. g. Clear alignment of RA228. h. The operationally proven value of agility to ‘learn - test - adapt’. 7. The Functions of the Army. The primary functions of the Army are: Decide and Plan; Direct; Refine and Execute; Operate; Control, Account and Assure; and Enabling - both external and internal. Adopting a similar methodology as that used for the DOM it is possible to illustrate the top level relationship and ‘plug-ins’ between the AOM and the DOM - see Figure 6.1. This is the framework for the Army TLB to operate as part of Defence, in conjunction with Head Office, other TLBs, and international allies. Note the attribution of constituent organisations (Army and other TLB) to each of the Core Functions.

28 It should be noted that: Defence has not fully defined Responsibility, Accountability and Authority and achieving alignment is extremely complex in a hierarchical organisation with multiple ranks. Follow on work will seek to bring maximum clarity to RA2.

6-3

Chapter 6 - Higher Level Management of the Army Head Office

Support

Direct Command TLBs RN RAF SJC

Land Envr EPP & ESP Reqt (DGLS&E) (DGLS&E)

Army Investment Board (D Res)

Enable

Strategic requirement & budget

Develop

ECAB ACG APRC

Decide, Plan and Direct

Holding to Account

Army Change Account/ Portfolio Offi ce Control Assure (COS LF) (D Res) (D Plans)

Deliver

Output Delivery/ Operate

HR and Career Mgmt (MS) Knowledge (DGART) Pers Policy (DGPers)

Infra (DIO) Services (DBS) S&T (DSTL) Skills & Knowledge (Def AC)

Requirement

Capability Delivery (DG Cap)

Acquire Equipment and Commodities (DE&S)

Requirement & budget

Transforming (ACGS)

Manpower Supply Manpower Supply (DG Pers) Recruiting, Trained Soldiers (DGART)

Capability Planning (DG Cap)

Requirement & budget

Capability Delivery CLF AG Comd FD&Cap ACGS DG LS&E DG ART

(covering all DLODs)

Force Generation (CLF)

Operations specific requirement

FE@R Force Preparation (CLF/Comd FDT)

Sustainment (DGLS&E)

Reslience Ops (SJC)

Public Duties & State Ceremonial (CLF)

FE@S

Operations specific requirement

Programmed and Contingent Ops (CJO) Training requirement

Figure 6.1 - Army Operating Model (Level 0) 8. Taking this analysis down a level into more detail, it is possible to see the relationship between the primary functions and understand which 3* and 2*s are responsible for the core activities that comprise each of the primary functions e.g. for the core activity of Manpower Supply both Comd FD&Cap and AG have specific roles - see Figure 6.2. This illustrates the day-to-day functional business of the Army. Taking its direction from the Centre through the Defence Strategic Direction and the Defence Plan, the Decide and Plan function is divided into short-term planning (years 1 - 4) and long-term planning (years 5 - 10). This planning is all brought together through resource planning for ACG/ECAB decision. Direction is issued to relevant 3*s and 2*s through the Army Command Plan. The process is iterative and incorporates feedback loops (not shown). Within each of the primary areas is a number of processes, and within each of these there are successive levels of process (not shown).

6-4

Chapter 6 - Higher Level Management of the Army Control, Account and Assure

DSD Defence Plan

Budget Mgmt

Decide and Plan

Capability Planning

Change Portfolio Planning

Resource Planning Civilian Workforce Planning Military

Force Generation Planning

Holding to Account (H2A)

Portfolio Mgmt

Manpower Supply Direct Produce ACP

Phase 1 Trg

Recruit

Integrate Change

Phase 2 Trg

Career Mgt

Force Preparation Individual Training

Business Change

Resilience Operations Resettlement

Force Generation

Collective Training

Force Generation

CLF

Public Duties & State Ceremonial Defence Diplomacy

Sustainment

Mobilisation of Reserves

Capability Change

Output Delivery/ Operate FE@R

Core Activity - Refine and Execute

FD&Cap

Manpower Supply Training Force Preparation Planning

Governance and Assurance

ACGS

Conceive

Force Development

Balance of Investment

AG

Comd Sec

Deliver Equipment (DE&S) Deliver Infrastructure (DIO)

Deliver Personnel Support (DBS)

Intra-TLB Enablers

Logistic Support

Equipment Support

Information Support

Personnel Support

Legal

Welfare Health & Welfare Health

Intra-TLB Enablers:Refine and Execute

Figure 6.2 - AOM Level 1 - High level Processes and Outputs 9. Command. The AOM is built around CGS’ role as commander of the Army, its professional head and the TLB Holder. He is personally responsible to PUS and will be held to account for meeting his responsibilities. Central to the AOM is the role of the ACG/ECAB, the senior committees in the hierarchy of the 3 Army-level Boards with a fourth (the Army Investment Board) mandated under Defence Transformation which are described below and at Figure 6.3. a. Executive Committee of the Army Board (ECAB). ECAB is the primary committee of the Army, and the forum through which CGS exercises control of the Army TLB and sets strategic direction for the Army. It is held quarterly, and is mandated to take appropriate command, risk and major investment decisions. It also prepares CGS for the H2A meetings with PUS. b. Army Command Group (ACG). ACG is the principle committee for the taking of Army policy decisions and directing Army business. It is held fortnightly formally, with informal meetings (ACG(I)) on alternate weeks. c. Army Policy and Resources Committee (APRC). APRC informs ECAB and considers Army policy and resource related issues, taking appropriate investment cross-DLOD decisions at 2* level, and particularly ensuring coherence with MOD Head Office. APRC is the principal forum for considering the management of TLB-level risk and, as necessary, escalating risk decisions to ECAB.

6-5

Chapter 6 - Higher Level Management of the Army d. Army Investment Board. In order to fulfil the Army’s responsibilities in respect of project approvals (initially Cat C from Apr 14 and D from Apr 13) and endorsement of Cat A and B cases prior to submission to the Investment Approvals Committee, D Res/Comd Sec (Army) chairs a monthly Army Investment Board, held coincident with APRC. Armed Forces Committee (AFC) Main committee through which CDS discusses issues to be considered by the DB. Members: CDS, VCDS, PUS, CDM, CNS, CGS, CAS, Comd JFC

Chiefs of Staff (Informal) (COS(I)) Meets to discuss those issues to be considered by the AFC. Members: CDS, VCDS, CNS, CGS, CAS, Comd JFC

Executive Committee of the Army Board (ECAB) The forum through which CGS exercises control of the Army TLB and sets strategic direction for the Army. Members: CGS, QMG, AG, CLF, Comd FDT, MGO, Comd Sec (Army), ACGS, 2 x NEMs

Members: D Res, DG Cap, DGLS&E, COS LF, ACGS, Other attendees as necessary

Coven

Attendance: 1* from across the Army staff. Chaired by BGS.

Members: CGS, QMG, AG, CLF, Comd FDT, ACGS, MGO, Comd Sec (Army), COS LF, Comd JHC

Army Policy & Resources Committee (APRC)

Army Investment Board Meets formally once a month to endorse Cat A and B proposals before submission to the Centre and approve Cat C and higher value TLB (P) cases at the mandated approval points.

The Coven is the Army Staff 1* informal forum for the consideration of developing Army policy.

Army Command Group (ACG) The principle committee for the taking of Army policy decisions and directing Army business.

Considers Army Policy and resource issues, taking appropriate decisions at 2* level, and particularly ensuring coherence with the Centre. Members: ACGS, MGO, Comd Sec (Army), COS LF, BGS, Army Insp, DG Pers, Hd FinMilCap (Army), DGLS&E, D Plans, DG Cap, BMC(A), DG ART, D Infra, DCLF, Hd CST(L)

Army Plans & Management Group (APMG) The APMG considers Army policy and resource issues at 1* level before they are taken by the APRC. Attendance: 1* from across the Army staff.

Just Men Just Men is the Army Staff AD level informal forum for the consideration of developing Army policy. Attendance: ADs from across the Army staff.

Figure 6.3 - Army Business Committees 10. The Army Management Framework. The interaction of these committees and the scheduling of Army business is governed by CGS’ quarterly H2A meetings with PUS, the requirements of the Defence Board (via the Armed Forces Committee (AFC)), and the Secretary of State’s Transformation Steering Group (TSG). The flow of TLB business through APRC and ECAB to CGS H2A session with PUS is represented in Figure 6.4. These committee meetings are 6-6

Chapter 6 - Higher Level Management of the Army fed by a series of preparatory staff meetings at Director level and below. Separately, there is also a number of meetings that enable Army TLB issues and business to be fed into and discussed with other TLBs. Defence Board

PUS and CGS H2A

 Applies Defence level mitigation of risks  Defence level issues dealt with

 Reviews - Performance - Forecasts - Resources - Risk mitigation - Outstanding issues - External TLB Dependencies

Direction

Risks Issues

Risks

Assures information Reviews performance and resource position Mitigates risk by treating or transferring to ECAB Deals with issues or transfers to ECAB

Performance Resources

Issues

APRC    

Performance Resources Risks Issues

ECAB    

Reviews performance against ABSOs and resource position Prepares CGS for H2A Mitigates risks by treating or transferring to the Defence Board Deals with issues or transfers to the Defence Board

Direction

ABSO ABSO ABSO ABSO 1 2 3 4

Army TLB

ABSO ABSO ABSO ABSO ABSO 5 6 7 8 9

Figure 6.4 - TLB Management Framework 11. Army Battle Rhythm. The Army HQ Battle Rhythm facilitates Army engagement with MOD Head Office according to its business schedule. It also provides commanders down to formation level appropriate situational awareness and ensures emerging issues are dealt with in a timely manner at the appropriate level. The programme for ECAB, ACG and APRC are controlled through the Forecast of Army Business (FOAB), which is managed by Army Staff XO1 and available through the Common Operations Picture (COP). The Army Staff Battle Rhythm is at Appendix 5. 12. Army DLOD owners. CGS has identified certain ECAB members as the Senior Responsible Officers (SRO) for the DLODs within the Army. They are accountable to CGS for the delivery of the DLOD, noting however that not all aspects will be within their control. There are also 2* and 1* respective leads assigned to each DLOD within the Army Staff. These are shown in Figure 6.4. Ser

DLOD

ECAB Owner

2* Lead

1* Lead

1

Training

Comd FD&Cap

DG ART

D Trg (A)

2

Equipment

Comd FD&Cap

DG LS&E

D Eqpt

3

Personnel

AG

DG Pers

DM(A)

4

Information

ACGS

ACGS

Hd IS

5

Doctrine

Comd FD&Cap

DG Cap

DLW

6

Organisation

ACGS

ACGS

D Plans

7

Infrastructure

AG

(not assigned)

D Infra

8

Logistics

QMG

DG LS&E

D Log (A)

Figure 6.4 - Army DLOD Owners and Leads

6-7

Chapter 6 - Higher Level Management of the Army 13. Non-Executive Members (NEM). NEMs are expected to provide external advice and expertise to inform the decision-making process. Their role is to add value by offering independent and constructive challenge to the operation of ECAB, thereby contributing to its purpose. There should always be 2 or 3 NEMs on ECAB and they normally serve for 3 years. One of the NEMs is also the Chair of the Army Independent Audit Committee (AIAC). 14. The NEMs are required to act as a member of ECAB in accordance with their TORs, bringing skills and knowledge to bear on strategy, performance and risk management while questioning intelligently, debating constructively, challenging rigorously and making decisions dispassionately. ECAB looks to them to promote high standards of corporate governance. 15. Dependencies. a. External. Because the Army does not operate in isolation, the Army Plan must be sensitive to the inter-dependencies across Defence. The Army is dependent upon, and provides support to, a number of TLBs and Sub-Strategy owners within Defence such as the other Single Services (sS), DE&S, DBS, dstl and the DIO. The Army provides support to and receives support from Head Office and Partners Across Government (PAG). The ACP provides a detailed breakdown of the Army’s external dependencies aligned to the Outputs & Outcomes. The nature of these dependencies is outlined below: 1). MOD Head Office. Dependencies exist that are established by direction within Defence-level capstone documents29, Defence sub-strategies covering defined processes - personnel being an example - and the AP. These dependencies are formally established through PUS and CGS agreeing the contents of the ACP. 2). Delivery of Capability and Support to other FLCs and JHC. The Army provides capabilities to and receives mutual support from JFC and the other sS. These dependencies will be captured and managed in different ways based on the level and nature of the dependency. Options range from the identification of the dependencies in respective Command Plans, the exchange of more detailed letters exposing the details of the bilateral agreements to Service Level Agreements (SLA) where it is essential to formally capture the level of support. 3). Suppliers. The most significant supplier relationship is with DE&S. The creation of the DIO, with responsibility for the delivery of all hard and soft facilities management of the infrastructure and estate occupied by the Army, and the fact that funding is retained by DIO as a supplier also makes the Army’s relationship with the DIO critical. These dependencies are formally captured through detailed Joint Business Agreements (JBA). 4). Beyond the MOD. Those dependencies that exist between the Army and the Home Office, Foreign Office, PARs and local authorities are covered within the Outputs and Outcomes in the ACP. These are formally captured by Head Office and are therefore not covered separately in detail in Army level agreements. 29 Such as DSD 14 and DP 14 and their successor documents.

6-8

Chapter 6 - Higher Level Management of the Army b. Internal. There are internal dependencies between HLBs and also between those responsible for the delivery and achievement of O&O and those that enable this through the provision of enabling support, such as the DLOD owners. CGS has directed that all internal dependencies are to be managed with a ‘light touch’, using the Chain of Command wherever possible and resorting to established for a for resolution. Issues that cannot be resolved in bilateral discussions, which are the preferred forum, should be raised to APRC as the principal Army forum for ensuring cross-DLOD coherence and managing TLB-wide risk and resources. Bilateral arrangements are to ensure: 1). That responsibilities are clear. 2). That those responsible for delivering and achieving O&O set clear requirements / demand levels maximising forecasting to enable longer-term resource planning30. 3). That the delivery of the necessary support ensures the Army maximises the efficient delivery of individual DLODs. 16. External Engagement - TLB Primacy. Mindful of external dependencies (para 15.a.), certain 2*s must routinely engage externally, including with MOD Head Office, other FLCs, other TLBs and PJHQ; but TLB primacy must not be undermined. Protocols for interfaces with external agencies enable engagement, ensure discipline and facilitate understanding, internally and externally. The TLB staff remain the primary interlocutor with Head Office, especially on resource issues, to ensure that the Army speaks with one voice - refer to SOP 17.

30 The more effective the Army becomes in forecasting its demand requirements, the more we will maximise the level of support received for the resource expended.

6-9

Chapter 7 - Achieving the Army’s Outputs

Chapter 7 - Achieving the Army’s Outputs 1. This chapter outlines the framework through which the Army delivers its contribution to Defence outputs, the Army Board Strategic Objectives (ABSO), and the Army HQ’s core processes as defined by the Army Operating Model (refer to Chapter 6): a. Force Generation & Force Preparation. b. Manpower supply. c. Portfolio Management. d. Force Development & Capability Management. 2. This chapter also covers Behaviours and Health and Safety as they should be considered in everything the Army does.

Army Board Strategic Objectives (ABSO) 3. The Defence Board Strategic Objectives (DBSO), are the most important objectives that flow from the MOD’s extant Strategy. They are reviewed on an annual basis and formally stated in the Defence Plan (DP). ABSOs are the Army’s contribution to the delivery of DBSOs. ABSOs are the Army’s contribution to the delivery of DBSOs. ABSOs are broken down into 4 core objectives, including the Army’s principal outputs - the delivery of Land Force Elements (FE), and 5 supporting objectives that include the Army’s enabling and intermediate Outputs and Outcomes (O&O). 4. The ABSOs provide the framework within which ECAB considers TLB business. CGS, as the TLB holder, reports performance and risk against the delivery of the plan using ABSOs as the framework and is held to account by PUS. The ABSOs defined in AP13 (for FY 13/14) are shown in Figure 7.1. ABSO #

Army Board Strategic Objectives

ECAB Sponsor

Core ABSO ABSO 1

Success on Current Operations

CLF

ABSO 2

Deliver Standing Military Commitments

CLF

ABSO 3

Deliver the Army’s Contingent Capability

CLF

ABSO 4

Deliver Army International Activity in support of International Defence Engagement

ACGS

Supporting ABSO ABSO 5

Transform the Army

ACGS

ABSO 6

Deliver Civilian and Service Personnel

AG

ABSO 7

Manage Capability

Comd FD&Cap

ABSO 8

Ensure Affordability

D Res

ABSO 9

Optimise Governance

ACGS

Figure 7.1 - Army Board Strategic Objectives for AP13 7-1

Chapter 7 - Achieving the Army’s Outputs 5. Outputs and Outcomes (O&O). Each ABSO is achieved through the successful delivery of a series of Army Outputs and achievement of Outcomes. Under delegation envisaged by Defence Reform, it is intended that, wherever possible, the alignment of Responsibility, Authority and Accountability (RA2) means that each O&O is assigned to a specific individual. The individual O&O are defined in the Army Plan. 6. Risk. Responsibility for risk management in the Army sits with ACGS (on behalf of CGS) and is vested in D Plans as the Chief Risk Officer. SO1 Future Plans is the desk lead for Army Risk Management. CGS’ 4* risks are managed by ECAB (and APRC on ECAB’s behalf). The Army Risk Policy is re-published annually in line with the Army Command Plan and this handbook. The Risk Management Framework is at Figure 7.2. More detail can be found in Army Plan. Defence Board Elevation of Risk for DB Consideration Defence 1* Risk Group

4* Decision making

ECAB/ACG

Army Inspector

2* Screening & COA Formulation

APRC

Army Inspector

ABSO Owners 2*/3* Risk Registers

Army Risk Register (D Plans)

CLF

ACGS

AG

Comd Sec

Comd FD&Cap

Figure 7.2 - Army Risk Management Structure

Core Process: Force Generation & Force Preparation Force Generation (FGen) 7. Outline Concept. The generation of force elements (FE) for operations is the Army’s primary function. The 1* directorates work together to FGen elements of the Army to meet the operational requirement. This is led by ACOS Ops. It is necessary to explain the theoretical process, which is linear in nature running concurrently for each operation. An outline schematic is at Figure 7.3. a. The Operational Statement of Requirement (SOR). Each operation or contingent task has an associated SOR31. For emerging operations this document is produced by PJHQ32 and outlines the requirement in terms of broad capability required - it is not a TASKORG 31 SORs are not limited to operations - LONDIST have SORs for the delivery of Public Duties, BATUS has a SOR for the Winter Repair Programme and the Falkland Islands have a SOR for the FIRIC. 32 Authors of the SORs for contingency tasks come from their sponsor. So, for example, contingency tasks such as the Airborne Task Force (ABTF) and Lead Commando Group (LCG) are owned by FLCs and MOD Ops Dir. The SOR for the Theatre Reserve Battalion (TRB) is owned by PJHQ.

7-2

Chapter 7 - Achieving the Army’s Outputs for the theatre. For mature campaigns this SOR is arrived at by iterative theatre reviews and reflects the consolidation of the military capability required for campaign success, within a Ministerial-endorsed manning level. A SOR will describe the manpower, major equipments and an outline of its training requirements. Once endorsed by MOD (Ops Dir), Front Line Commands (FLC) will be directed to generate the most appropriate military capability. 1

Operational requirement

THEATRE

8

2

PJHQ

Deploy FEs

7

3

SOR

Endorsed SOR

MOD Ops Dir

Authorise deployment

6

4

Force Gen Order

Army HQ Cts

Notify Ops Dir of FE@R

5

FORMATION

Deliver correctly configured, trained & prepared FEs

Figure 7.3 - The Theoretical Process behind Force Generation b. The Army Commitments Matrix (ACM) and the SOR. The first stage in force generation is the allocation of FE to the various tasks/operations33. This is done via the Army HQ Army Commitments Matrix (ACM) which broadly matches formations in size (i.e. number of sub-units) and construct (i.e. capabilities) to meet the various tasks and operations34. The ACM is a rolling 5-year programme, issued as orders to the limit of political endorsement (usually 2 years) and as a CONPLAN thereafter. It is recognised that with the 30-month C-FORM cycle any major change will have considerable impact. Whilst meeting the SOR is clearly constrained by the ability of the FLCs to provide capability, the SOR may not be constrained by what can be currently delivered. An enduring change in threat, an exposed capability gap or simply an enduring demand for one type of capability can result in the SOR influencing structures and training35. 1). Staffing. The draft ACM is circulated internally within Army HQ to ensure that key issues have been identified and resolved and to inform all elements of Army HQ of the proposed plan. It is then circulated externally to a wide audience with the opportunity for formations and others (e.g. HQ NC and HQ AIR) to comment. Comments are dealt with and amendments incorporated. Once all parties are content the ACM is issued as an order by COS LF. 2). Regular review. The ACM is normally issued annually. In the interim minor changes are made by issuing ACM FRAGOs.

33 Operational, non-operational and contingency tasks are corralled into the Land Planning Assumptions - an overarching document issued by MOD Ops Dir. 34 Where a SOR is greater than the 8005, Army HQ will seek to implement measures to minimise the backfill requirement. 35 An example is Forward Air Controllers. A realisation that the demand for FACs was far outstripping supply led to an increase in liability for FACs within the Fd Army.

7-3

Chapter 7 - Achieving the Army’s Outputs c. The Operational Establishment Table (OET). Each SOR is underpinned by OETs for each of the capability areas. The OET will detail each unit by rank and qualification, geographical location, and the FGen responsibility for that post (i.e. if it is met by formed unit, an Individual Augmentee (IA) or from another FLC). d. Adjusting the Force Levels. The process for adjusting force levels is as follows: 1). Operational Capability Review (OCR). The aim of the OCR is establish the changing operational level demands of an enduring campaign and recommend how the UK’s contribution should alter, within the context of UK policy constraints. It aims to decide the capability areas for adjustment at least 12-18 months out. Those capability areas that require adjustment will set the conditions and provide the Terms of Reference (TOR) for the TCR. 2). Theatre Capability Review (TCR). The TCR is the means by which the UK confirms it has the appropriate force levels, organisational structure and supporting equipment in place to deliver success against the prevailing strategic direction, either on programmed operations or with contingent tasks. Using guidance from the OCR, the TCR will confirm the detailed Operational Force laydown for the next operational cycle, decide the detailed laydown for the following operational cycle, and inform the laydown for the 3rd operational cycle. The TCR will consider all the elements of Manpower, Equipment, Training and Sustainment (METS), and usually has to operate within a Ministerialdirected manpower cap. 3). Force Generating the Package. As FGen begins in earnest, Army HQ, the lead 2* Formation HQ and the deploying 1* Formation HQs examine the OET in detail and match the FE allocated by the ACM to the OET. Rear Operations Groups (ROG), BCRs (which must be manned as the first priority) and RSOI enablers should be included in the OET. The specific requirements of the theatre may require some structural re-shaping or reinforcement when the OET is more demanding than the peacetime establishment. There will always be a tension between the ACM, OET and how the force is deployed on the ground. By their nature, operations are dynamic, and forces are continually task organised to meet emerging requirements. The OET can only ever be a snapshot of the requirement, and although every attempt is made to make it as generic as possible, understanding this tension is central to avoiding frustration with the process. So, in simplistic terms, the FGen process takes the forces allocated to an operation on the ACM and generates them against the OET (in terms of METS). The resulting force package then forms the starting point for task-organisation by the Tactical Commander. The aim is always to deploy coherent capability that minimises change, but best suits the theatre requirements. e. Individual augmentation. Individual augmentees (IA) for operations are found either by the APC through the boarding process or, where necessary, through Army HQ trawls. The decision on whether to board or trawl is usually based upon the time available to fill the requirement and the preference will always be to use the APC boarding system if time

7-4

Chapter 7 - Achieving the Army’s Outputs permits. Once an IA has been identified a Tasking Order will be issued by ADOC enabling the individual to book mandatory pre-deployment training, including mounting through the Reinforcements Training and Mobilisation Centre (RTMC) on an IA course36, and arrange onward movement to theatre.

Force Preparation 8. Outline concept. Force preparation is the means by which an individual or FE is prepared for a task, be it operations or readiness for contingency. The principal but not exclusive focus of force preparation is training. 9. The Force Preparation Process. The force preparation process is the means by which the Army develops an affordable, appropriate and tailored programme of activity to deliver force preparation for a given FE. 10. Responsibilities. Responsibility for force preparation is shared by a number of organisations: a. ACOS Ops. As Director of ADOC, ACOS Ops is the ops focus within Army HQ and principal interface with PJHQ and Ops Dirs for commitments., and is the tasking authority for subordinate comds. b. DTrg(A). DTrg(A) is responsible for developing, directing and reviewing individual and collective training policy for the Army. Specifically, DTrg(A): 1). Sets and reviews Army Training Policy for individual and collective HFT and MST, physical development and adventurous training. 2). In conjunction with CLF, DG ART and DG Capability, ensures that MST remains tuned to the developing requirements in theatre. 3). Identifies and defines the competencies required for contingency operations. 4). Optimises the policy for Collective Training to meet the reset for contingency. 5). In support of CLF, design and cost the Army Future Training Plan that will deliver FE trained for the challenges of conflict in the Future Character of Conflict (FCOC) era. 6). Determines and optimises the Army’s Statement of Training Requirement (SOTR). c. ACOS LF. ACOS LF is the focus for the programming and planning of the Force Preparation of Regular and Reserve FE for planned, standing and contingency operations and for cross-DLOD coordination on behalf of CLF. d. DG ART. DG ART is responsible for delivering the required number of appropriately trained and motivated service personnel and for facilitating Land Environment collective training in order to meet current and future operational requirements. Specifically, DG ART: 1). In conjunction with CLF and D Trg (A), ensures that MST remains tuned to the developing operational requirements. 36 Includes attendance on an OPTAG IR course.

7-5

Chapter 7 - Achieving the Army’s Outputs 2). Provides the Army’s collective training organisation, constructing HFT and MST in accordance with the Army training policy. 3). Improves the Army’s individual training and education system, including training doctrine, influencing Defence accordingly to meet the Army’s requirements. 4). As the 2* Defence Customer, is the lead for Training Infrastructure (through the Defence Training Requirements Organisation - DTRO), champions Defence’s requirements and ensures that they are articulated in ABC submissions.

Force Preparation Process 11. The force preparation process is a rolling cycle of activity which delivers the Land Forces activity programme. The process is illustrated at Figure 7.4. It has a symbiotic relationship with the Annual Budget Cycle; force preparation activity drives a significant element of resource across CLF, FD&Cap and JHC HLBs. Consequently, ACOS LF is the lead for the Army force preparation process, with ACOS Ops and DTrg(A) in intimate support. INPUTS

Jt Force Comd Other FLCs DSF HQ ARRC AG FD&Cap Army Inter Branch & Other NonOperational Activity



FUSION



ARBITRATION

D Plans

Basing Structures Implementation

ACOS Ops

Operations Standing Tasks Contingency RAAT



Plans & Programming

COS FDT

Trg Policy Force Prep Scheduling FD Activity



COMMAND DIRECTION

COS LF Land Forces Coord Conference*

ACOS LF

EXECUTIVE AUTHORITY

Land Forces Activity Schedule

1xx 3xx Th Tps JHC LONDIST Sp Comd BFG Scotland

*Final arbitration, prioritisation and direction on unresolved issues. Includes representation from Jt Force Comd, other FLCs etc

Figure 7.4 - An Illustration of the Improved Force Preparation Process 12. Force Preparation Battle Rhythm. The force preparation planning process is intrinsically linked to the ABC submission timeframe. The work involved is outlined below. 13. At the start of the Force Preparation process, in Sep of any year for the Annual Budget Cycle (ABC) to begin on 1 Apr of the year after next - 18 months in advance - formations and units/establishments are issued guidance and assumptions for the planning of activity within the ABC. Following training estimates, selected courses of action are entered in BLENHEIM as events supported by resource plans for ammunition, vehicle and equipment use, personnel attendance (including Reserve pay), rations and other costs. Completed BLENHEIM Forecasts of Events and resource plans are then screened for compliance with direction and guidance and affordability

7-6

Chapter 7 - Achieving the Army’s Outputs through 1* Comds, 2* Comds (Base Level Budgets) to the 3* Comd (Higher Level Budget). Allocations of resources, and constraints (e.g. against Reserve pay), are made accordingly. 14. After Year 1 of the ABC has started, BLENHEIM supports in-year management to produce, in conjunction with reports of actual resource expenditure (‘actuals’) through base accounting systems, a Forecast of Outturn (FOO) at each of 12 Accounting Periods in the year. ‘Actuals’ plus remaining forecasts equal FOO. During this process BLENHEIM can be adjusted to reflect changes in activity, requirements for savings, or to exploit under-usage against earlier plans to gain greater training value from resources available. In addition, BLENHEIM is used to manage the expenditure of Reserve pay through the BLENHEIM Individual Training function. 15. The process involves the following constituent stages: a. Define the required Output: Army Commitments Matrix (ACM)37 (ADOC); b. Define the major training events required to deliver the output: Force Preparation Schedule (FPS) (compiled by DTrg(A) on behalf of ACOS Ops); c. Add in additional required activity: rebasing / UM, experimentation, trials; d. Test for affordability and de-conflict; e. Justify resource; f. Adjust in light of resource availability and changing circumstance. 16. Means. This Force Preparation Process is managed through the annual battle rhythm described above.Critically the battle rhythm is designed to give early and comprehensive direction to 2* Formations (by issuing detailed planning assumptions at the outset) allowing BLBs to more efficiently construct ABC submissions.It has the following constituent elements: a. Annual Planning Assumptions. These provide the baseline direction against which the planning of activity is conducted. They include ACM, FPS, Resource Planning Assumptions (issued by ACOS LF). b. Force Preparation Task Team (FPTT). FPTT is an AD-chaired meeting (usually AD P&P) with representatives from all parties involved in Force Preparation (Army Staff METSR38 branches, the Formations, the Training Community (deliverers and estate), Force Development and Experimentation as well as other FLC). The meeting is a forum for the Formations to expose their training activity forecasts with the aim of ensuring coordination and affordability of the plans. Any issues are either resolved in-house or referred to LFCC for prioritisation. c. Land Force Co-ordination Conference (LFCC). LFCC is a COS LF-chaired meeting and is the authority for activity beyond that mandated by the ACM to be included into the LFAS. It also issues direction on in-year activity issues that cannot be resolved at FPTT and rules on priorities where conflicts exist. 37 Formerly the Operational Commitments Plot (OCP). 38 METS-R (Manpower, Equipment, Training, Sustainment and Resources)

7-7

Chapter 7 - Achieving the Army’s Outputs d. BLENHEIM. BLENHEIM is the Management Information System used by Land Forces formations and units/establishments (except British Forces Germany (BFG)), to forecast activity, including: all training; support tasks; ceremonial; sport; community engagement and social events; and non-operational major activities, such as capability changes and unit moves. Significant activities that do not attract resources, such as leave, are forecast for completeness. e. Screening Process. Screening is the process by which budget holders can confirm the status of their subordinates’ accounts in relation to the Control Totals (CT) they have been allocated. Screening involves reviewing Formation activity plans and checking them for affordability and, if required, highlighting areas of risk. 17. Ends. The end is a resourced, de-conflicted programme which is articulated on the Land Force Activity Schedule (LFAS). It is owned on behalf of CLF by ACOS Ops. The LFAS provides the overview of all major unit/formation key operational, non operational and training commitments and their schedule across all the LF formations. It is the principal source of both executive orders and planning guidance for Land Forces activity. The LFAS is produced and distributed by ACOS Ops staff, protectively marked RESTRICTED and published on the Common Operations Picture (COP). Routine distribution is down to Bde HQ COS (including Regional Bdes). Application for authority to access is to be sought from ACOS Ops G5 Plans staff.

Training Force Elements 18. Individual Training Policy. Individual training underpins the collective training (CT) to generate Force Elements. Policy is set and evaluation conducted, for Pan-Army Individual Training by DTrg(A), and by Capability Directors for special to arm individual training. DTrg(A) is also the Army Competent Authority and Inspector (ACA&I) for pan-Army Individual Training. The key areas of Individual Training policy include: a. Officer and Soldier Training and Education. Policy sets the requirement for all pan Army officer career courses from RMAS through to ICSC(L) and informs policy on the senior joint courses; ACSC, HCSC and RCDS. Policy is also set for junior officer JOLP and MA courses and soldier Phase 1 training and the pan-Army, through career CLM training and education interventions. b. Individual Mission Specific Training. In consultation with ADOC and PJHQ, DTrg(A) sets the training policy for all individuals preparing for operations and deployments in the UK and abroad by generating the Training Directive that complements the ADOC Force Generation Order. This includes specifying the appropriate PDT and PET in terms of MATTs and Joint Training Requirements (JTR). c. Physical Development. D Trg(A) sets policy and is the ACA&I for Physical Development. The policy responsibilities are Adventurous Training (AT), Sport and Physical Training (PT), including the A-FORM Fitness Doctrine that complements AGAIs 5, 7 and 11. d. MATTs Policy. DTrg(A) set MATTs policy and coordinates the inputs from SME proponents for the annual MATTs review. 7-8

Chapter 7 - Achieving the Army’s Outputs 19. What to Train. The Mission Task List (Land) (MTL(L)) is a list of all the tasks which the Army might expect to undertake. The MTL(L) sets out the enduring competencies that formations should aim to achieve during foundation (HFT) and mission specific training (MST). 20. Training policy, direction and programming is contained within the Land Forces Training Manual. This includes the most up-to-date collective training level definitions (Figure 7.5) and specific training requirements for formations. The Land Forces Training Manual also includes CT levels for CS, CSS and C3S units and formations and special to arm guidance. CT1

Collective skills training at up to troop / platoon level

CT2

Collective skills training at sub-unit level

CT3

Sub-unit training in a task organised unit or combined arms BG context

CT4

Task organised unit or BG training conducted in a combined arms formation context

CT5

Bde sized formation training

CT6

Div sized formation training Figure 7.5 - Collective Training Levels

21. Campaign FORM (C-FORM). The Army’s training cycle is currently predicated on the requirement to force generate forces for current operations through Campaign FORM, as shown in Figure 7.6. Under C-FORM a directed version of the MTL(L) was utilised to direct the force to achieve specific training objectives grading them as High Priority, Priority and Low Priority; the low priority tasks being taken at risk a. Hybrid Foundation Training (HFT). HFT trains force elements (FE) for Hybrid conflict and prepares them for MST. The training environment is based on the contemporary operating environment (COE) and FE use both core and, if available and applicable for a named operation, UOR equipment. b. Mission Specific Training (MST). MST builds upon a base of HFT and is ideally conducted once individuals, units and formations have adopted the ORBAT and role in which they will deploy. It delivers FE that are able to operate on a defined operation with defined capabilities. It encompasses individual and collective training conducted, predominantly using UOR equipment.

7-9

Chapter 7 - Achieving the Army’s Outputs CT5 atio aspir the ession ne isg progr li d tte l tr e do idea

CT3

Th

CT2

HFT CT2-3

CT1

n fo

r an

MST CT4 14 Days DE SP

MST CT3 CALFEX 6 Days

CFX

20-25 Days at the CTEs. Synchronising All Arms Coy Gps able to operate within BG for all arms mnvre

HFT CT1

6 Days

MST CT1 CT1&2

MST ITrg/Crew Trg

Tp/Pl Foundation

CT5 MRX CPX

CT4

enabled by the OTEP

enabled by the OSUP

HFT

MST

Re-ORBAT

Figure 7.6 - Campaign FORM Model Activity Summary 22. Interim FORM (I-FORM). I-FORM is the readiness mechanism that will deliver training for force elements as they prepare to enter A-FORM and having completed C-FORM. I-FORM will be more flexible and less centrally driven. At all levels, Commanders will experience a less heated training programme and more opportunity to direct, construct and deliver their training. The emphasis will therefore be on command-led training, within a defined resource envelope, that concentrates initially on restoring the lower level skills required for contingency operations. The building block for capability will be at the sub-unit level39 in a BG context. An overview of the I-FORM sequence is shown at Figure 7.7. BATUS/ BATUK

12 months

OTX

CT0-1

CAST CATT

I-FORM

12 months

@Readiness

6 months

Figure 7.7 - Interim FORM Model Activity Summary 23. A2020 FORM (A-FORM). The Army will enter the new force preparation cycle, A-FORM, on 1 Jan 15. A-FORM will be a 36 month cycle that follows the calendar year, broken down into 3 separate periods: a Training Year, a Contingency (RF) or Committed Year (AF) and an Other Tasks Year (Fig 7.9). During the Training Year, force elements, including Reserves, will become competent in their core special to arm role before integrating during combined arms training. This will prepare units and formations for contingency or operations. The Contingency Year (RF) will involve additional training to maintain currency whilst at readiness and may include experimentation; the Committed Year (AF) may include operational deployments or Defence Engagement tasks. The Other Tasks Year should be used to complete the bulk of qualifying courses and individual training, but will be the primary source for training support and RAAT. Not all will follow a 3 year cycle - some will be 2 years, including 16 (Air Assault) Bde and certain CS and CSS units.

39 Sub unit includes BG HQ.

7-10

Chapter 7 - Achieving the Army’s Outputs

Training

Contingency

Other Tasks

Figure 7.8 - Army 2020 FORM (A-FORM) 24. Directed Mission Task List (Land) (D-MTL(L)). Under I-FORM a D-MTL(L) is produced to inform those who construct, refine and deliver training so that resources can be focussed. This will be reviewed annually in line with the training year. To ensure cross-DLOD consideration and inclusion, the areas within the MTL(L) will be covered by the Defence Capability Framework (DCF), each of which is represented by a 1* proponent. As it is unaffordable and unrealistic for the Army to train for every operational eventuality, the D-MTL(L) properly focuses training on the tasks defined by FD&Cap and directed by CLF; prioritising them into three categories which guides the construction of training: a. High Priority Training - tasks that must be trained for if operational risk is to be avoided. b. Priority Training - tasks that should be trained for if operational risk is to be minimised. c. Low Priority Training - tasks that could be trained for (if time and resources allow). 25. Directed Training Activity Matrix (DTAM). DTAM is the means by which Army HQ control the level of activity to ensure parity across the units in I-FORM. The combination of the extant requirement of training force elements for Afghanistan, along with the need to prepare force elements for contingency and concurrently, to develop Institutional Resilience means that I-FORM will not be a cycle that is uniform to all. The DTAM provides a framework for those who plan, programme, deliver and refine training. The DTAM applies to all units on entering I-FORM and is used in conjunction with the D-MTL(L).

Core Process: Manpower Supply 26. Concept overview. The process of Manpower Supply (manning) first requires a clear articulation of the Manpower Demand (liability). The key outputs relating to these are: a. Army Manpower Planning Liability (AMPL) - the demand. b. Army Manning Plan - the supply. These process areas are outlined below. A more detailed description of them may be found in the Liability and Manpower Planning Handbook. 27. Financial Management of Army Manpower. Responsibility and authority for the planning and financial management of Army manpower is aligned under AG, the holder of the Land Forces Military Manpower BLB (Basic Level Budget). The Central Management Team (CMT) acts as Senior Financial Advisor (SFA) coordinating the process of establishing the 10 year budgetary baselines for the Army TLB through the Annual Budget Cycle (ABC). Subsequently

7-11

Chapter 7 - Achieving the Army’s Outputs CMT will monitor and report monthly the in-year manning performance against the supporting budgetary structure each Accounting Period (AP). At every stage performance and decisions are tested to verify the affordability and sustainability of the structure, and the manning of that structure.

Top Level Processes 28. Manpower Planning. Manpower planning is defined as the process of determining and managing Army manpower demand and strength, affordably, and for getting the right number and type of military Manpower into the right place at the right time. Army Manpower Planning requires: a. The development and management of appropriate structures to create the required military capability both for long term development of the Army and for shorter term Force Generation. b. Long-term planning and activities that constantly tune recruitment, training, and retention to ensure an appropriate pipeline of manpower to create the military capability to meet the requirements of Government into the future. c. A shorter-term focus on maintaining the availability and allocation of manpower to meet the UK’s operational commitments and other short term tasks. d. All integrated, at every stage, with the Financial Management processes to ensure affordability and sustainability. 29. Manpower Demand. This focuses on the development of appropriate structures to achieve the required military capability. Formation and unit establishments are agreed and issues such as cap badge allocation and trades are defined resulting in an endorsed liability and structure the actual target that the Army is authorised to man and equip to within a given time period. Liability is defined as the requirement for specified types of trained military manpower (or materiel40). D Plans is the regulating authority for demand across the Army. 30. The Manpower Demand Process also allows the modification of the structure and liability of the Army so that it can respond to crises, unforeseen developments and short notice or discrete tasks. These modifications are known as Temporary Manning Authorities (TMA) and Augmentation. 31. A key concept is that the requirement management conducted within the Manpower Demand Process is concerned with developing an appropriate structure and does not involve the actual provision of manpower. This can be summarised through the analogy of egg-cups and eggs where the liability (synonyms: demand, requirement, position or post) is the egg-cup, and the person (synonyms: supply, manning or manpower) is the egg, as illustrated at Figure 7.9.

40 The term ‘liability’ is used in the same sense for both manpower and equipment.

7-12

Chapter 7 - Achieving the Army’s Outputs Liability The requirement or ‘position’

Manpower The ‘asset’ to fill the position

EGG Figure 7.9 - Analogy for Liability and Manpower 32. The main aim of Army manpower liability management is to ensure that the structure of the Army is consistent with its commitments within the various limitations imposed upon it. Internal pressures feeding a growing requirement for manpower to deliver military capability must be balanced against the reality of limited resources. The detailed processes involved in the management of Army manpower liability are explained in Chapter 8. 33. Manpower Supply. Manpower Supply is concerned with populating the structures developed by the Manpower Demand, essentially generating the right number and right type of military manpower in the right place at the right time. Carrying the analogy of egg-cups and eggs through, Manpower Supply is concerned with generating sufficient eggs of the right type, and where there is an inevitable mismatch between demand and supply, allocating the available eggs into the right egg-cups to meet priorities. 34. The first stage of the supply process is to examine in detail the current situation with regard to meeting the specified demand, now and as it is forecast into the future. Subsequently a gap analysis can be performed to determine the shortfall or excess against the specified demand over time. Appropriate actions can then be determined to address the gaps, bearing in mind that it takes a certain length of time to recruit and train personnel to fully contribute to the required military capability. In some specialisms (for example Doctors) it can take many years to develop the necessary trained manpower.

Second Level Processes 35. Manpower Demand and Supply are broken down into four second level processes: a. Structural Manpower Demand - the process of determining and adjusting the formal structure or liability of the Army. b. Operational Manpower Demand - the process of determining the structure and strength of formations, units and other Force Elements (FE) deploying on operations. c. Structural Manpower Supply - the process of analysing the Structural Demand, identifying gaps and planning the supply of manpower to meet the manning requirements of the Army structure. 7-13

Chapter 7 - Achieving the Army’s Outputs d. Operational Manpower Supply - the process of bringing formations, units and other FE to the required structure and strength prior to deploying on operations. 36. These are underpinned by a fifth process, Financial Management - the process of budgeting, analysis and forecasting to ensure the structure and population of that structure is affordable and sustainable. The relationship between these processes is illustrated Figure 7.10. DEMAND

SUPPLY Financial Management of Army Manpower

The process of determining and adjusting the formal structure or liability of the Army.

The process of analysing the Structural Demand, identifying gaps and planning the supply of manpower to meet the manning requirements of the Army structure.

OPERATIONAL MANPOWER DEMAND The process of determining the structure and strength of formations, units and other FE deploying on operations.

OPERATIONAL MANPOWER SUPPLY The process of bringing formations, units and other FE to the required structure and strength prior to deploying on operations.

Army Manpower Supply

STRUCTURAL MANPOWER SUPPLY Army Manpower Demand

STRUCTURAL MANPOWER DEMAND

Figure 7.10 - Manpower Demand and Supply processes 37. Operational Manpower Demand and Supply have been covered already in this chapter as the Force Generation process. 38. Structural Manpower Demand. This focuses on the development of the structure of the Army, looking out several years in accordance with Defence Strategic Direction and Defence Planning Assumptions. This long term structure is captured in Army Establishment Tables (AET) which provide the authority for a unit or headquarters to demand and hold military manpower and/ or Army Materiel Liabilities Committee (AMLC) controlled materiel. Authorised Establishments are tabulated on Army Form AFC8005. These Establishments are managed electronically by the System for Liability Management (SLIM) and a rigorous process is put in place to scrutinise and implement amendments. 39. Army Manning Plan. The Army Manning Plan comprises Manning Policies and Plans to deliver the endorsed Army structure into the future. It encompasses the Army Manning and Gapping Strategy and is updated quarterly. It is a portfolio of elements rather than a single published document. It comprises: a. Plan Overview (intent, mission, scheme of manoeuvre etc). b. Targets and policies for: 1). Inflow (Phase 2 Output Map, Rejoins & Reinstatements) 7-14

Chapter 7 - Achieving the Army’s Outputs 2). Outflow (Redundancy, End of Engagement, Early Release Scheme, etc) 3). Promotions 4). Conversions 5). Extensions of Service 6). LE Commissions 7). Transfers c. Costing Data (information required by CMT to formally cost the plan and assumptions for the ABC). d. Strength Forecasts (for each population - UKTAP, GURTAM, FTRS FC and LC - by Year, Rank, Arm and CEG and Engagement Type; these terms are explained in the next chapter). e. Risk Register. 40. The Army Manning Plan is issued on a rolling basis as individual documents within a portfolio. An index of the most up-to-date documents is maintained on the Army Intranet. 41. The Manpower Planning Community. There are many organisations involved with Army Manpower Planning from those developing the high level strategy, determining and managing the demand through to those co-ordinating and delivering the Manpower Supply. The key organisations involved are shown in Figure 7.11. DEMAND

SUPPLY

Manpower Planning Community

HIGHER LEVEL REQUIREMENT

STRUCTURAL MANPOWER DEMAND

STRUCTURAL MANPOWER SUPPLY DM(A) Manning Pol & Plans DM(A) Manpower Systems MBs & G1SDs

Army HQ Org CDs & G1SDs D Fin Mil Cap ADOC Ops Dir OPERATIONAL MANPOWER DEMAND

DELIVERY

CLF ARTD APC

OPERATIONAL MANPOWER SUPPLY D Pers Ops ADOC Indiv Cts APC MBs & G1SDs

ADOC D Pers Ops MBs & G1SDs

FINANCIAL MANAGEMENT D Fin Mil Cap

CMT

Army TLB

Figure 7.11 - The Army’s Manpower Planning Community

7-15

Chapter 7 - Achieving the Army’s Outputs

Core Process: Portfolio Management 42. Overview of Portfolio Management. Portfolio Management is a set of strategic processes and decisions that together enable the Army to effectively balance organisational change (delivered via approved programmes and stand-alone projects) and routine business. Portfolio Management achieves this by ensuring that the Army’s significant change programmes and projects are: a. Agreed at the appropriate level b. Aligned to ABSO c. Prioritised d. Reviewed regularly 43. Army Portfolio Office (APfO). The APfO exits to support the delivery of the Army’s change initiatives within allocated resources. Embedded within Plans Directorate (Future Plans), the APfO’s role is to: a. Provide ECAB and APRC with the necessary information to enable them to take informed decisions on those programmes and projects that make up the Army Change Portfolio41. b. Define portfolio-wide programme and project management standards, processes and templates. c. Provide support, advice and guidance to the Army HQ staff; specifically those staff delivering approved programmes and projects. 44. Change Governance Structure. Portfolio Management will be conducted through a ‘layered’ governance structure. From 1 Apr 14, ECAB will ‘approve’ and prioritise those capability and business change programmes and projects that make up the Army Change Portfolio. APRC will be responsible for monitoring these change initiatives in terms of progress, cost, risk, benefits and strategic contribution. The mechanisms to enable ECAB and APRC to carry out these functions are being developed and are likely to evolve through the course of FY14/15.

Core Process: Force Development and Capability Management 45. Outline concept. The Army’s Force Development (FD) methodology comprises three components: Concept Development (CONDEV), Capability Development (CAPDEV) and Warfare Development (WARDEV)42. It is underpinned by Capability Management. This construct is shown in Figure 7.12. 41 The Army Portfolio comprises Capability and Business Change programmes and stand-alone projects. 42 The use of the terms CONDEV, WARDEV and CAPDEV do not reflect the nomenclature being used in the FinMil Cap Transformation (FMCT) desegregation of responsibilities from Head Office to single Services. Therefore, these may be subject to change once the FMCT has been finalised.

7-16

Chapter 7 - Achieving the Army’s Outputs Informing Interoperability with Allies Interop Current Force

DLW WARDEV TACDEV LF

Funded Force

Future Force (FFD)

Costed Cap Plan in TLB Plan

Conceptual Force (CFD)

CMS Endstate

Cap Plans

Cap Strat

Concepts

Cap Dirs RDA&E Forecasting

Figure 7.12 - Capability Development Architecture 46. CONDEV. CONDEV divides into two distinct but overlapping areas, both led by DFD: a. Conceptual Development. DFD leads conceptual development as the initiating factor within the Army’s capability development architecture. It comprises a range of activity and its purpose is to scan the horizon to identify trends, drivers and opportunities that will dictate or influence the conduct of future land warfare. It draws upon Joint concepts, products from partners and coalitions, the Army’s own horizon-scanning, technological innovations and futures sourced through Dstl, academic input and conceptual experimentation. Combining this in a deductive thought process its principal product is the annual AGILE WARRIOR report, which seeks to answer the Army’s principal questions on future land warfare. b. Capability Strategy and Force Design. DFD leads on the Army’s pan-capability planning of the Land Environment through Future Force Design and Trials & Experimentation providing decision support and visualisation for the Capability Directorates. It takes as its start point the funded force and plans coherent capability across all the FD pillars within the Capability Directorates with a planning horizon out to 30 years. At the 30 year point it integrates with the Conceptual Development detailed above. The primary output of Cap Strat and FD is the Land Environment Capability Management Strategy (CMS) that sets objectives for the Capability Directorates to plan against in their CPGs, and it is the Objectives within the CMS that the Capability Management Group (CMG) conducts its Balance of Investment (BOI). 47. WARDEV. DLW manages the lessons process and Mission Exploitation with an increasing emphasis on drawing lessons forward into future doctrine and to feed CAPDEV. Specific doctrine is captured, developed and published in step with introducing capability areas or

7-17

Chapter 7 - Achieving the Army’s Outputs structures. DLW coordinates the development of all tactical doctrine authored across the Capability area. 48. CAPDEV. Capability Directorates drive a process of CAPDEV that: a. is led by force design; b. sets properly designed and costed Key User Requirements; c. is effectively integrated and coherent across DLODs; d. is underpinned by thorough investigation and analysis; e. identifies the capabilities required for the future (expressed as functional concepts, Concepts of Employment (CONEMP) and Concepts of Use (CONUSE)); f. and contributes to the construction of a balanced and affordable Land Environment Programme. 49. Capability Management. The Army HQ Capability Management Model covers the functions required to plan and deliver future capability, to be applied across all capabilities within the Land Environment (including Air Manoeuvre, Medical, Provost and Personnel). Capability Planning translates Defence Policy and Strategy into capability requirements. It identifies required changes to capabilities through capability audits and investigations, in order to develop evidence-based concepts of operations and employment, and their supporting key requirements cross Defence Lines of Development (DLoD). Costed proposals for Capability Change Programmes and Capability Projects are produced during planning, which are subsequently subject to Balance of Investment (BoI) analysis and decisions to re-align resources either within the TLB or by the ‘Genesis Process’ through the Fin Mil Cap organisation in MOD Head Office. 50. Once endorsed and the Programme approved at Start Gate, the Capability Change Programme Mandates and Programme Plans are developed. Capability Planning is an iterative process feeding the high level Strategy to Capability Framework (S2CF). Capability planning priorities for the Land Environment will be set in the Land Environment Capability Management Strategy, with development plans to achieve the identified capability priorities laid out in supporting Capability Management Plans. Capability Delivery takes the output of the Planning process and, using the principles of effective Programme Management, is the coordination, direction and oversight of Capability Change Programme implementation. 51. Reference. The Capability Management Practitioner’s Guide is the MOD’s handrail to Capability Management. It should be consulted as the detailed and authoritative source on this subject, which remains subject to development.

7-18

Chapter 7 - Achieving the Army’s Outputs

Core Process: Health and Safety 52. CESO(A) is responsible for the management of Health and Safety. Health and Safety can be defined as the organised efforts and procedures for identifying workplace hazards, safe working procedures and reducing accidents and exposure to harmful situations and substances. It includes training of personnel in accident prevention, accident response, emergency preparedness and the use of appropriate protective clothing and equipment. It also encompasses occupational health. Across the Army this is generally referred to as Safety, Health, Environment and Fire (SHEF). 53. Within this responsibility, CESO(A) provides specialist safety advice and assistance to commanders to ensure good safety management throughout the Army. Defence policy is provided in JSP 815 and more specifically for the Army in LFSO 3216 (The Organisation and Arrangements for the Management of Safety and Environmental Protection in Land Forces). CESO(A) has specific responsibility for: a. The design, maintenance and exploitation of the Army Duty Holding policy. b. Act as the interlocutor on behalf of the Army to establish mutual protocols with the Health and Safety Executive, the Environmental Agency (their equivalence across the UK), MOD Centre and other agencies as appropriate. c. Monitoring, reviewing and auditing Health and Safety arrangements throughout the Army. d. Preparation of the annual TLB report in line with the MOD Goals and Objectives on behalf of CGS and record any evidence of significant failure to discharge the TLB’s Safety responsibilities. e. Record all accidents, incidents, near misses and equipment failures via the Army Incident Notification Cell (AINC). Provide statistical analysis for use by the CoC at CGs.

7-19

Chapter 8 - Supporting Processes

Chapter 8 - Supporting Processes Supporting Process: Army Organisation & Liability 1. Liability43. The Army has a finite figure of trained military manpower determined by Defence Board programming. By virtue of supplying personnel to fill this manpower figure, manpower is naturally divided into two categories. There is the post or liability which is the demand and there is the person which is the supply, known by way of analogy as ‘the egg cup’ and ‘the egg’ respectively. The main types of regular manpower are broken down into Position Person Categories (PPC) shown in Abbr

Title

Description

Count towards Army liability?

REGULAR UK Trained Army Personnel incl FTRS (FC) and Senior Soldier Continuity Post (SSCP)

Yes

UKP

UKTAP

GUR

GURTAM

Gurkha Trained Adult Manpower

Yes

LIF

UK LIFED Position

UKTAP with max life of 24 months but resourced by another post

No

EXO

Exchange Position UK overseas (aka exchange out)

Position in a Foreign Army filled by UKTAP

Yes44

EXI

Exchange Position International Exchange (aka exchange in)

Position in the British Army filled by Foreign National

No

ROT

Rotational

Post manned between the three sS on a tri or bi- rotational basis

Yes (1/3 or ½)

COMP

Competition

Open to all sS and sometimes UKB but manned through competition

Yes (1/3 or ½)

JOINT SERVICE

Figure 8.1 - Types of Regular Army Manpower Liability 2. Resourcing Manpower. During Initial Operating Capability (IOC) (to Apr 16) of Manpower delegation, the costing for Trained Army manpower is based on forecast strength. The remaining years (post Full Operating Capability (FOC)) are based on the latest version of the liability baseline profile for the A2020 structure (less the Liability Baseline which should be programmed by oTLB). 3. Management of Army Liability. Whilst the Army’s overall manpower figure is determined by the Defence Board (DB), the supply of manpower is the responsibility of DM(A) and managed through inflow and outflow. The routine management of Army liability and funding is the 43 The Liability and Manpower Handbook provides a definitive guide to Army manpower and liability. 44 This does not include UN posts which are liability counting.

8-1

Chapter 8 - Supporting Processes responsibility of the TLB. Inter-TLB transfers of liability are only permitted with the authority from MOD Head Office and are processed via Army HQ and must include in-year transfer of funding (currently for ‘the warm body’) from one TLB Control Total (CT) to another. Intra-TLB changes to Army liability are also subject to Army HQ approval relative to potential supply, MS or other DLOD implications. The process for changing liability is known as the Manpower Demand Process and is adjudicated by the Standing Army Liabilities Committee (SALC), chaired by AD Org in Army HQ on behalf of ACGS. Significant changes are staffed to the 2* Army Policy and Resources Committee (APRC) and are invariably bounded by an Implementation Order (IO), which is preceded by a Statement of Need (SoN) and Business Case (BC). Liability can only be created or deleted through the ABC process (refer to chapter 5) with the authority of the DB. 4. Organisational Hierarchy. The Army HQ Organisation (Org) application ‘ANVIL’, maintained by Org Br, is the authoritative system for the Army organisational hierarchies. This has replaced the Army Master Order of Battle (ORBAT) as the authoritative list of all Army units, headquarters, formations and elements. These are then transposed into Army Establishment Tables (AET) managed through the System for Liability Information Management (SLIM). 5. Variance in Manpower accounting systems. SLIM is the authority for Army liability demand and it has evolved alongside JPA, which provides the supply administrative function. JPA is the manning/HR system which is amended according to the establishment process. As the owner of the Manage Establishments process which utilises both SLIM and JPA, D Plans (through Org Br) is charged with eradicating the variance between both systems caused by legacy data and the volume of change brought about by Army transformation programmes. 6. Manpower Planning. DM(A) is responsible for manning the Army in accordance with liability (demand). A statement of the Army’s liability is produced every 6 months by Org Branch in the form of the Regular Army Liability Plan (RALP). This is an Excel workbook which contains the detail of regular Army liability by rank and cap badge over a 4 year period. From this document, DM(A) then produce the Army Manpower Planning Liability (AMPL). The RALP is the sum of the following parts: a. SLIM. The baseline for all Army liability. b. Army Liability Adjustment Record (ALAR). Those endorsed changes waiting execution in the current FY.

SLIM

+

ALAR

=

RALP

7. Army Manpower Planning Liability (AMPL). a. Liability forecasting and planning. The Army Liability Adjustment Record (ALAR) captures approved programmed permanent liability changes arranged by year, by measure, by Capability Directorate (CD) and by Army or MoD change initiative. The ALAR reflects directed manpower liability changes from Planning Round (PR) or Annual Budgetary 8-2

Chapter 8 - Supporting Processes Cycle (ABC) measures. The Regular Army Liability Plan (RALP) is produced bi-annually by the Plans Dir, Org Br, using SLIM as the basis, but applying the ALAR to reflect in-year amendments not yet recorded on SLIM, to set the latest attribution by rank and cap badge for Army liability in accordance with the Defence mandated Army profile. It is a listing (a large spreadsheet) of projected liability totals by rank and cap badge for the next 4 years. Following stakeholder engagement, final confirmatory review is undertaken by Plans Dir Org Br who then formally issues the document. The RALP is then used by DM(A) to generate the Army Manpower Planning Liability (AMPL), which is the start point of the manpower supply planning process (Quarterly Manpower Assessment Process - QMAP). b. AMPL Process. The RALP is primarily focused on listing the correct total for all Army Establishments. Once endorsed by Plans Dir, Org Br via the CoC, the RALP is passed to DM(A) to turn into the AMPL. This process apportions E2 and ReM liability contained in the RALP across E1 liability expressed in the AMPL. The RALP and miscellaneous input information are then used to model the whole army structure over 4 years. This activity is supported by DASA(A) who have developed the mathematical models based on the statistical usage of Army manpower. After consultation with the Corps, DM(A) applies considered military judgement to the preliminary models produced by DASA(A) to refine the pure mathematical calculations in order to maintain the required balance of E2 and ReM liability across ranks and Corps, within the funded line. c. Considerations. Considerations that DM(A) take into account over a pure mathematical scale down include: 1). The modelled army structure is reviewed against the Army career structure to verify the desired pyramid and avoid any inappropriate ‘hour-glass’ distributions 2). Appropriate allocation of the E2 liability across Corps. 3). The gross ReM figure is apportioned to Corps by rank and numbers. 4). Extreme scale down changes are avoided, e.g. removing a position of a particular rank from an Arm which has a liability of 2 positions whereas another Arm could take the single reduction of that rank with less impact. d. Issue of the AMPL. On completion of this modelling and rigorous application of judgment to ensure the most realistic and appropriate army structure, within the constraints of the funded line, the AMPL is issued to the Army. DM(A) formally issues the AMPL which provides the baseline figures upon which it will be held accountable to the National Audit Office. The AMPL is used by DM(A) Manning Policy/Plans staff as an input to their manpower supply management processes (QMAP and Manning Plans) in order to produce: 1). The Phase 2 training output requirement articulated through the Output Map. 2). Manning Measures to control trained strength and structure, which are normally captured in the Army Manning Plan, e.g. promotions and conversions between contract types.

8-3

Chapter 8 - Supporting Processes 8. Core Demand. The RALP is core demand, that is to say 4 types of resourced liability: a. E1 posts (specific to an Arm or Service). b. E2 posts (can be filled by any Arm or Service). c. Resilience Margin (REM). The Manning margin is used for a variety of issues such as long term sickness, maternity leave and high achieving sportsmen. The Training margin is used for personnel held on courses that exceed 6 months in duration. These margins will be consolidated into a revised figure under the A2020 construct from 1 Apr 14. d. Operational Commitments Establishment (OCE). The OCE is an establishment with permanent rank ranged positions on it as agreed by Jt Cts and ACGS and intended for delivering long-term enduring ops. It is routinely managed by the Defence Augmentation Cell (DAC). 9. Non Core Demand (NCD). Those posts that have been created without underpinning liability (therefore outwith the RALP) have a negative effect upon Army Manpower by causing gaps between demand and supply. Among others the following constitute NCD: a. Temporary un-resourced posts, largely to fill operationally-facing demand. b. Unresourced OCE. Those operational posts that sit above the line of core liability. c. REM overuse. Those overbearing on the REM. 10. Gapping. An increase in NCD due to the likes of an overbearing un-resourced OCE and other temporary un-resourced posts has meant that in recent times demand has outstripped supply. As a consequence the Army has a number of unfilled posts across all TLBs. Unfilled posts are of two types: a. Gapped. A post that APC have been directed not to fill and will not run to the board. b. Vacant. A post, new or current, that is not filled but is being actively boarded by the APC. 11. Establishment. An establishment is an accounting document and is the authority for a unit to demand and hold military manpower and/or controlled materiel. Establishments are printed from SLIM as the Army Form C8005 (AF C8005). Each individual unit and headquarters has a specific establishment which shows: a. The organisational structure. b. The manpower liability (number of positions) by rank, appointment (officers), employment (soldiers) and arm or service. It may also show civilians at the discretion of the TLB. It is the Army TLB policy to show civilians on establishments. c. The materiel liability by numbers of vehicles, weapons and other miscellaneous materiel items (including animals) by liability code and description.

8-4

Chapter 8 - Supporting Processes 12. Types of Army Establishments. Not all Army establishments are classed as Deployable Establishments (DE), many of them will not deploy as formed organisations. They comprise 3 constituent parts: a. Deployable Component (DC). That liability required for the most likely form of operational deployment. b. Contingent Component (CC). That liability required to augment the DC to deploy on the most demanding operational deployment. c. Enabling Component (EC). That element remaining behind to provide enabling home base support for all forms of deployment, including UKTAP Rear Party (e.g. some clerks, Military Provost Guard Service (MPGS), civilian staff, etc). 13. Non Regular Liability. The various types of non-regular manpower (listed at Figure 8.2.) broadly follow the same liability management process as their regular counterpart. However, included in the management procedure, the current financial climate has necessitated the Army TLB to scrutinise the resource expended on all manpower types, in particular FTRS(HC)45 and civilian manpower. In the Army TLB, this is exercised through the Land Forces Establishment Committee (LFEC). 14. LFEC scope. The LFEC is the TLB committee acting on behalf of the ACGS as the authority for all Army FTRS(HC), MPGS and Civilian manpower Issues (COS LF’s Budgetary area only). The Committee meets on a monthly basis. It is co-chaired by AD Org and Hd CMT, delegated from ACGS through D Plans. The LFEC remit is as follows: a. TLB Army FTRS(HC) / FTRS(HC) RSG / NRPS liability changes and the authority to re-fill existing FTRS(HC) / NRPS posts as they become vacant. b. TLB MPGS liability changes. c. Establishment Committee for COS LF’s HLB (screening all civilian manpower requests in COS LF’s area). Abbr

Title

Description

Liability category

TAP

Reserve Liability

Reserve Personnel, including both Group ‘A’ (Core Reserve) and Group ‘B’ (UOTC etc.) positions.

Reserve

NRPS

Non-Regular Permanent Staff

Positions for those serving on the Non-Regular Permanent Staff with the Reserve, engaged on a fixed full time contract.

Reserve

SRP

Sponsored Reserve

Positions for civilian specialists in the Reserves

Reserve

IRP

Individual Reservist

Positions for an individual from the Regular Reserve

Reserve

45 The term FTRS(HC) is used to refer to both HC and RSG posts throughout this document, since the same resource constraints apply.

8-5

Chapter 8 - Supporting Processes Abbr

Title

Description

Liability category

FTRS

Full Time Reserve Service

3 types - Home Commitment (HC), Full Commitment (FC) and Limited Commitment (LC).46

Reserve

ERA

Established Reserve Staff Group (RSG) and Army Careers Officer (ACO) Positions

Commonly referred to as FTRS(HC) RSG. Position combining what was RSG and ACO into one PPC. It is a sub set of FTRS (HC) with the same expected standards; however, they are employed in the Staff environment in specific roles to enhance continuity (5 years).

Reserve

UKB

UK Based civilian

Most likely to be Civil Service

Civilian

MPGS

Military Provost Guard Service

Covers all Military Guard functions incl MGS,NGS MPS

Civilian

Figure 8.2 - Types of Non-Regular Army Manpower 15. LFEC out of scope: a. Applications for UKP, TAP and other Army military manpower in other TLBs are dealt with through the SALC. b. Renewals of contracts for personnel on NRPS75 TACOS are not considered at the LFEC and are dealt with through DPS(A).47 c. FTRS(FC) and FTRS(LC) manpower requirements.48 16. General principles of non-regular manpower. The following principles apply for NonRegular Manpower bids: a. FTRS(HC). Applications must be resource neutral. Where the request is for an enhancement (new FTRS(HC) post) there must be a valid compensating reduction (CR) identified. Where the request is to extend an existing post, the position must have been filled on or after 1 Apr 11, otherwise a valid, like-for-like, CR is required. For posts filled on NRPS 05 TACOS, the application must be to convert the post to FTRS(HC) and subsequently recruit into the new FTRS(HC) post.49 b. TAP. Any changes to Reserve liability will be verified with CLF Reserves to ensure coherence. As Reserve activity (not posts) is resourced, all applications to amend liability must be consistent with CLF Reserves resource priorities (and FR20 Implementation). In general, Reserve liability remains subject to the same principles as UKP manpower (i.e. like-

46 FTRS(HC) is the standard 24 month contract issued by APC for the majority of FTRS posts across the Army. FTRS(HC) pay does not include X-factor and there is no entitlement to medical and dental services, subsidised accommodation, or HDT. FTRS(FC) is a non-standard contract authorised by DM(A) when the operational requirements of a post justify the individual to receive all of the benefits of regular personnel. FTRS(LC) is a rarely used type of contract still only authorised by DM(A) for when FTRS(FC) is not appropriate. Pay includes a half rate of X-Factor. 47 Under Reserve Regs, those personnel on NRPS 75 terms who wish to extend beyond their 55th birthday are entitled to employment up to 60 years of age, without referral to the LFEC. All queries should be directed to DPS(A) in the first instance. 48 FTRS (FC) and (LC) liabilities are direct temporary substitutes for UKP posts and cannot be created unless there is a UKP CR. This form of manpower substitution is only permissible in extremis. 49 Renewals of contracts for personnel on NRPS75 TACOS are not considered at the LFEC and are dealt with through DPS(A).

8-6

Chapter 8 - Supporting Processes for-like CRs are required), however, in extremis CLF Reserves retain the ability to propose adjustments to rank structure.50 c. UKB. Where the request is for an enhancement (new UKB post) there must be a valid compensating reduction identified. Where the request is to fill an existing post, the position must have been filled on or after 1 Apr 11, otherwise a valid CR is required. d. MPGS. Any changes to MPGS liability must be verified with Army HQ G2 Sy Branch, to ensure applications are aligned with available resources51. In general, MPGS liability remains subject to the same principles as other manpower (i.e. like-for-like CRs are required). However, in extremis Army HQ G2 Sy retains the ability to resource adjustments to rank structure.52

Supporting Process: One Draft, One Meeting (ODOM) 17. The One Draft One Meeting (ODOM) method is designed to minimise both the time and staff effort required to resolve an issue. It is a flexible and proactive staffing process which draws together all stakeholders to agree an outcome/decision in one meeting. In cases when a draft paper or brief has been developed at a meeting, it can be reviewed out of committee before promulgation. The method involves key stakeholders from the outset, so that briefs/ papers can be developed to a mature and balanced state more efficiently. ODOM may not always be appropriate; this is normally dictated by the sensitivity of the issue and the level of output required, though it remains a matter for the Chairman to judge. 18. Principles: a. Chairman/Commander gives clear direction allowing all informed situational awareness. b. Outputs are group generated, circulated once and discussed in one meeting before submission for a decision.. c. A working draft of the paper circulated before the meeting. d. Empowered stakeholders in attendance at the meeting. e. Emphasis on flexible and collaborative working by exploiting the shared working practices on DII. 19. The ODOM flow diagram is at Appendix 6.

50 Any changes to rank structure will have a direct impact on resource allocation, thus it is allowable only in extremis. Any structural proposal should be Man Training Day neutral in total. 51 In the TLB, MPGS posts are shown on AET but do not count as UKP liability. The establishment of these posts is controlled through LF G2 Sy Br and advice of SO2 SRM should be sought in the first instance when proposing amendments. 52 Any changes to rank structure will have a direct impact on resource allocation and therefore additional resource may need to be found to make the proposal cost neutral.

8-7

Chapter 8 - Supporting Processes

Supporting Process: General Finance and Business Policy Fraud, theft and irregularity 20. The MOD has a zero tolerance policy to all cases of fraud, theft and irregularity. It is the responsibility of all personnel to deter, detect and report suspicions of, or actual fraud/theft and to implement appropriate controls/safeguards to restrict the opportunity of fraud/theft. Offenders can be prosecuted and/or dismissed, even for first offences. a. Fraud is dishonesty carried out for personal advantage and can be committed by false representation, failure to disclose information and abuse of position. b. Theft is defined as the dishonest appropriation of property belonging to another with the intention of depriving the other of it. c. Corruption is an act done with an intention to give some advantage inconsistent with official duty and the rights of others. It includes bribery, but is more comprehensive; because an act may be corruptly done, although the advantage to be gained from it may not be offered by another. d. Bribery is the offering, giving, receiving or soliciting of something of value for the purpose of influencing the action of an official in the discharge of his or her public or legal duties. e. Irregularity often relates to financial procedures and is action contrary to laid down rules undertaken outside of normal regulations or statutory requirements. It covers abuse of authority such as exceeding delegated powers or overriding laid down procedures. 21. Policy. MOD policy and guidance is set out in JSP 462 (Issue 8 Chapter 18) and 2011DIN05040 (MOD Policy on Fraud, Theft, Bribery, Corruption and Irregularity). Further information may be found on the Defence Fraud Analysis Unit DII/F website.

Regularity and propriety 22. It is only permitted to spend departmental money if it has been properly authorised, the relevant MOD rules are followed and it is a legitimate expense for the benefit of MOD. More importantly, it must conform to the requirements set by Parliament for the use of public money: a. Regularity is the requirement for all items of expenditure to be dealt with in accordance with the legislation authorising it, any applicable delegated authority and the rules of managing public money. b. Propriety is the further requirement that expenditure should be dealt with in accordance with Parliament’s intentions and the principles of parliamentary control including the conventions agreed with Parliament (and in particular the Public Accounts Committee). 23. Guidance. Departmental guidance on financial regularity and propriety can be found in JSP 462 (Issue 8 Chapter 18).

8-8

Chapter 8 - Supporting Processes

Novel and contentious expenditure 24. HM Treasury delegations to the MOD expressly exclude any proposal that could be considered novel and contentious. HM Treasury approval is required before MOD can proceed with a proposal that might be considered novel and/or contentious. This includes HM Treasury approval to write-off expenditure incurred that is subsequently ruled to be novel or contentious. The National Audit Office audits the TLB’s accounts at the end of every year and they will expect not to find any novel or contentious expenditure. All budget holders are made aware that their delegation excludes proposals that might be considered novel and contentious. The TLB is to be consulted before any commitments are made that are outside of given delegations. a. Novel. Proposals for goods or services which have not previously been supplied or purchased (by MOD) or are for a purpose which has not previously been undertaken. b. Contentious. If it is likely to arouse public or parliamentary censure of MOD or cause political controversy, or if it does not demonstrate best value for money the case for expenditure must be referred.

Losses and write-off 25. The TLB is required to ensure that adequate internal controls are in place to safeguard assets from the risk of loss or damage, including losses through theft. Write-off powers are delegated through letters of delegation, and can be used for losses. Budget Holders should be consulted in all cases affecting their area of responsibility. A write-off is the result of a failure in process or systems and is the act of correcting the financial consequence. 26. All write-off cases must include a thorough investigation. It is advisable to ensure that there is a local Standing Operating Procedure in place that ensures that all losses are investigated thoroughly and in a timely manner, and that these are reviewed on a regular basis. The investigation should establish: a. The cause; b. Determine responsibility; c. Identify recommendations to prevent a recurrence. 27. Subsequent monitoring to ensure implementation of recommendations should be undertaken. A factual record of these events is to be maintained on a registered file. Any powers sub-delegated should be similarly treated.

Abuse of authority 28. Abuse of authority occurs when military or civilian staff use their position of authority deliberately to circumvent systems of internal control. The issue may not necessarily be abuse for personal benefit (which would be categorised as fraud) but abuse in respect of the proper use of taxpayers’ money.

8-9

Chapter 8 - Supporting Processes 29. Abuse of authority is likely to lead to delegations being removed and even disciplinary action. Particularly sensitive areas are: exceeding delegated powers; overriding laid down procedures; property management; use of public assets for non-public benefit; unauthorised officers committing the MOD outside of the proper contractual framework; and entertainment and hospitality. Points to note are: a. It is only permitted to commit departmental resources where there exists a relevant personal delegation to do so. b. It is not permitted to commit departmental resources to potentially novel or contentious expenditure without first seeking formal advice from relevant finance, contracts or other specialist staff over whether to do so would breach existing regulations on propriety and regularity. c. It is not permitted to commit departmental resources where clear guidance, from relevant finance, contracts or other specialist staff, infers that to do so would breach existing regulations on propriety and regularity. d. Rules are there not to frustrate but to protect. Any attempt to circumvent the rules, even for the best of motives, can result in repercussions. e. It is not permitted to allow the mixing of public and non-public funds, liabilities or commitments; staff are required to protect the public purse by formal management of any public/ non-public interface. f. Finance staff are available to help and should be consulted. Equally they will warn if the proposed course of action is not legitimate and liable to give rise to criticism, and they have a responsibility to report to higher authority if their advice is disregarded. AP

Accounting Period. One month of the financial year with April being AP01 through to March being AP12.

Accrual

The cost effect of the purchase of goods and services are reflected in the Department’s accounts in the period in which they occur or are received, not in the period in which any cash is paid or received.

CDEL

Capital Departmental Expenditure Limit. The amount available to be spent on capital projects and equipment. With a material value limit of >£10,000.

CoC

Cost of Capital. A notional charge made against items on the balance sheet.

CT

Control Total. The amount of RDEL/CDEL etc - ‘Budget’.

DRAc

Departmental Resource Accounts. The yearly accounts the MOD produce for HM Treasury and National Audit Office approval.

Full Cost

The full cost of providing a service or undertaking an activity that will include wages, charges for use of equipment and overheads.

Indirect RDEL

This is ‘notional’ and ‘non-cash’ costs that are incurred in running a business and in the MOD’s case are charged to budgetary areas. These types of costs are Depreciation, Cost of Capital, Non-Nuclear & Stock Provisions.

Marginal Cost

The net additional costs associated with an activity. Usually does not include normal wages or charges for use of equipment.

Near Cash

The sum of CDEL and RDEL.

Net Cash

The actual amount of cash needed.

Prepayment

The payment of a cost received prior to the period in which the goods and services occur or are received.

8-10

Chapter 8 - Supporting Processes RDEL

Resource Departmental Expenditure Limit. The amount available for normal expenditure on consumption.

Through Life Costs

This is the costs of a project, item, service etc from conception to disposal/cancellation.

VAT

Value Added Tax - is a tax on supply.  MOD will normally pay VAT on most purchases. As MOD is not in business, we cannot normally recover the VAT we pay, as we do not generally make taxable supplies to customers. However, the MOD is entitled to recover VAT under certain circumstances.

Figure 8.3 - Useful financial terms

Hospitality and gifts 30. Military and civilian personnel may come into contact with organisations, in particular defence contractors, who offer hospitality and sometimes gifts. The MOD also engages in hospitality through official entertainment to achieve certain objectives in the interest of MOD. 31. Offers of gifts, rewards and hospitality from outside organisations can be the source of difficulty. The inference is that such offers should be declined. The rules that govern how individuals should react to offers of gifts, hospitality or other considerations are available on the Defence Intranet. A copy of the latest instruction should be retained with all Hospitality Books. There is a risk that accepting inappropriate offers could cause damage to your, or the Army’s, reputation. However, within the right parameters hospitality, rewards and gifts can be accepted. 32. Recording. When offered hospitality or a gift, it must be recorded in the Hospitality Book, whether it is accepted or not. This must be done within 48 hours of the offer; failure to do so could lead to disciplinary action and, in extreme cases, dismissal. Hospitality Books are examined and signed at regular intervals at 1* level to ensure compliance with existing regulations. 33. Guidance. Guidance has been put in place to help decide whether gifts may be accepted, and how to dispose of them, in order to protect personnel against any accusation of impropriety: a. DBS Standards of Conduct and Behaviour; b. When considering any contact with outside organisations, particularly Defence contractors, it should be taken into account that it is an offence for Crown Servants, including Service personnel to accept gifts, inducements or rewards in return for preferential treatment or favour.

Use of MOD facilities 34. The facilities provided to the Army are public assets and there are discrete rules relating to the uses to which public assets may be put, and specific finance policies that should be followed. The principal rule is that assets and other resources paid for from public funds are intended for use in the public service only. The guidance provided does not affect the rules that apply to expenditure on staff benefits (JSP 462), Military Aid to Civil Authorities, and Service encroachments (JSP 362, Chapter 14). There are 2 aspects that should be considered: a. Obligation to charge. There is an obligation on the public sector to raise charges whenever access to public funded facilities (and goods and services) is granted to third

8-11

Chapter 8 - Supporting Processes parties. The norm is for full cost recovery to apply. Delegated authority does exist to move away from full cost but no lower than marginal cost53,s and, within specific thresholds, to waive charges entirely as a public subsidy by raising a business case for abatement of full cost charges. b. Income generation. Use of facilities by non-MOD organisations can generate income by increasing receipts and offers the opportunity for budget holders to increase the funding available to them to carry out their planned activities and achieve the targets and objectives set out in their management plan. Consideration should be given to the generation of income from existing resources including selling into wider markets. Provided the delivery of core objectives is maintained, the pursuance of such initiatives is an ideal opportunity for budget holders to generate additional income. 35. Budget managers are required to ensure that all such cases are properly documented and that receipts are invoiced as they become due. 36. Requests for assistance. When considering the use to which public assets and manpower might be put, or the appropriate response to a request for assistance, the following should be noted: a. Public assets must not be used to subsidise private organisations or individuals, nor the private activities of Service or civilian personnel. b. Public assets and services (including manpower and equipment) may be used for private use only when MOD is reimbursed an appropriate charge, as determined by the budget manager. c. Public and non-public funds held within the Defence community are not interchangeable and should be held separately. d. A payment into non-public funds (such as a Service charity or mess fund) is not a proper substitute for paying the Department for the use of public assets. e. The un-reimbursed use of public assets, including the provision of goods or services, for private use is a misuse of voted funds and should be reported as an abuse of authority. f. A free loan or a long term loan of assets is considered a gift and the TLB does not hold powers to gift assets. g. The charitable or non-profit making status of an organization does not allow special treatment and normal considerations apply. 37. Charitable involvement. It can be difficult to think about the wider implications related to involvement with charities. Moreover, as there is sometimes no direct cost to budgets, it is often forgotten that there will be a cost to the Department for the use of assets (manpower, land, buildings, equipment). The issue is that MOD has not been provided with assets and resources to assist charities. 53 Charges can be waived for Civil Engagement events where marginal costs are below £1500.

8-12

Chapter 8 - Supporting Processes 38. There are no special arrangements for charities, including Service charities and Service non-public funds, which are treated no differently from external organisations and the normal presumption is that the full costs of any support or assistance should be recovered. Current Ministerial direction allows the maximum use of the delegation to abate charges (to not less than the marginal cost rate) for estate facilities supplied to Service aligned charities for providing support services to serving and ex-serving personnel and their families or for events run by such charities where the primary object is to raise funds specifically for the charity. The Department should not spend funds to help charities raise money, or pursue their objectives unless MOD is reimbursed an appropriate amount. It is not axiomatic that MOD, through the Services, will support charities, including Service charities. The departmental policy on support to charities is clearly stated in JSP 462 (Chapter 18 Regularity & Propriety) and JSP 368 (Chapter 2 The MOD Guide to Repayment).

Supporting Process: Reward and recognition 39. Reward and recognition is an important part of making your staff feel valued. There are numerous ways to reward staff, but saying ‘thank you’ or ‘well done’ are probably the two most important and two most often over-looked options.

Meritorious Service 40. CGS’ Certificate for Outstanding Service. Only the very highest scoring citations will merit the award of this certificate and its numbers will be subject to stringent control. 41. CLF/AG/Comd FD&Cap’s Certificate for Outstanding Service. These certificate will be awarded under the same criteria as above and will include those candidates who fail to make the quality line for the award of the CGS’ Certificate. They are not subject to a quota but as above, though they are still only awarded to the most deserving of candidates. 42. CGS’ Commendation. Awarded for an outstanding soldierly act, which has the potential to show the military favourably in the public eye. Citations for these awards should be forwarded as soon after the event as possible for agreement and subsequent publication and not held back. 43. CLF’s Coin. CLF’s Coin is a personal award which CLF will make occasionally. This might be done spontaneously or at the prior request of a commander during a visit to a unit or HQ, to an individual or team. Where it has been requested, the recipient(s) will normally have delivered tangible benefits to others through their selfless actions or behaviour, possibly resulting in greater effectiveness or efficiency. It is a lower order award than CLF’s Certificate for Meritorious Service and will not be entered on the recipient’s record. A request for its presentation should come direct from the commander of the unit concerned or, within Army HQ, from someone of 1* rank or above. LFSO 3100 provides guidance on recommendations for this award. 44. Valedictory Letters. Valedictory Letters are an important method of recognising the significant contributions that individuals make to the Department during their careers. They are to be issued to all staff leaving the Department, including those transferring under TUPE arrangements, with ten or more year’s service, unless there are conduct or performance reasons

8-13

Chapter 8 - Supporting Processes for not sending one, in such cases LMs would be advised of this by Defence Business Services. The ten years service includes service with Other Government Departments. Valedictory Letters to members of the SCS are signed by the PUS and prepared by HRD. The responsibility for the creation and issuing of Valedictory Letters of staff below the SCS is delegated to Line Managers. Full details can be obtained from Defence Business Services. a. Level of Signature. 1). For Staff with Service over ten years the letter should be signed at the following levels: a). Director Resources is the signatory level for all Band B/equivalents. b). For staff up to and including Band C/equivalents the Civ Sec/HLB Holder should sign. c). The relevant Headmaster/Headmistress will remain the signatory for staff up to and including Band C/equivalents at QVS. 2). For Staff with Service over 25 Years: a). Director Resources will sign all letters for staff who have served in excess of 25 years. 45. GEMS. GEMS is an MOD-wide staff suggestion scheme that recognises and rewards ideas which are implemented. The GEMS scheme encourages all personnel to contribute constructive ideas for improving efficiency and organisation anywhere within the Department, and recognises the value of their contribution. The scheme is designed to capture any suggestion that satisfies one or more of the following: a. Improving operational effectiveness b. Improving organisation and management c. Raising quality d. Improving the design, use or maintenance of equipment e. Improving health and safety f. Benefiting the environment g. Removing unnecessary bureaucracy h. Achieving greater efficiency or savings to the MOD. Individuals submitting suggestions to GEMS do not need to consult their line manager, however GEMS is not a substitute for reporting shortcomings in material, design or procedure, which should be made through the normal channels. The GEMS internet website is available through the Defence Intranet.

8-14

Chapter 8 - Supporting Processes 46. Minor Award Scheme. The Minor Award Scheme offers non-monetary recognition for special effort or performance in achievement of one-off tasks either individually or as part of a team. Minor Awards may take the form of a small gift, entertainment or vouchers up to a value of £50 per employee. Rules and guidance are contained in Policy, Rules & Guidance: Rewarding Performance through the Special Bonus and Minor Award Scheme. Military personnel, contractors etc may be eligible for a team award if they form part of a predominantly civilian team. 47. Special Bonus Scheme. The Special Bonus Scheme (SBS) is to reward one-off exceptional performance for a specific task or for a significant personal development activity that enhances an individual’s value to the MOD, for example, by the achievement of an academic qualification.  The Special Bonus Scheme allows managers to make cash awards to eligible staff either as individuals, or as members of a team, up to a value of £2,000. There is no lower limit. Rules and guidance are contained in Policy, Rules & Guidance: Rewarding Performance through the Special Bonus and Minor Award Scheme. 48. Honours and Awards. There are numerous honours that can be bestowed for meritorious service, including the QCVS, MBE, OBE and CBE. Details of how to apply are in JSP761 for military personnel and in Policy, Rules & Guidance: Civilian Honours Procedures for civilian personnel. Honours recognise exceptional achievement or meritorious service over and above that which might be expected of individuals in their daily activities. The awards are announced twice yearly via the New Year’s Honours list (recommendations submitted by 16 Apr) and the Queen’s Official Birthday Honours list (recommendations submitted by 1 Oct).

Non-operational gallantry awards 49. Recommendations for awards in the half-yearly State lists, for non-operational gallantry awards, including the CLF’s Commendation, are to be submitted through the chain of command to Army HQ (MS Branch). 50. Recommendations for non-operational gallantry awards are to be submitted as soon as possible after the event. Details of the action for which a citation is submitted must fully describe the danger encountered and, where possible, should be supported by reports from police or other emergency services. In the event of a Board of Inquiry being held into the incident, it is advisable to await the recommendations, particularly if there is a possibility of blame being apportioned to the potential recipient of an award.

Operational awards 51. Operational awards are submitted to PJHQ in accordance with Chap 2 of JSP761. Operational awards are the remit of PJHQ not the Army Staff. Level

Armed Forces Gallantry

Non-Operational Gallantry

Meritorious Service

1

VC

GC

2

CGC

GM

CBE, OBE, MBE,

3

DSC, MC, DFC

QGM, AFC

RRC, ARRC

4

MiD

QCB, QCBA

QCVS

Figure 8.4 - Summary of higher level awards 8-15

Chapter 8 - Supporting Processes

Supporting Process: Ministerial and Parliamentary business Ministers 52. The Secretary of State, as Ministerial head of the Department, is ultimately responsible for all Defence matters and in this capacity he is personally accountable to Parliament (and thereby to the public). Army Secretariat (Army Sec) acts on behalf of the whole Army Staff, and directly supports the Secretary of State and his Ministerial colleagues in a variety of ways, notably: a. Through the provision of formal advice on policy and presentational matters. b. Through the provision of draft replies to Parliamentary Questions (PQ) and assisting Ministers generally in fulfilling their obligations to Parliament. c. By managing Ministers’ correspondence with members of the public and other stakeholders on Army Staff business.

Role of the Army Secretariat 53. Army Sec provides the interface between Ministers and the Army Staff and manages all of the above activity on behalf of CGS. They are directly answerable to Ministers and PUS for the quality and timeliness of their output. It is Army Sec’s job: a. To understand how Ministers work, what things matter to them, and how they like to receive advice, in terms of language, content and format. b. To provide appropriate guidance to subject matter experts (SME) so that they are clear about their role and what they are being asked to provide in every case. c. To be familiar with relevant Parliamentary procedures and protocol. 54. Army Sec is heavily reliant on support from SMEs throughout the Army Staff if they are to perform their duties effectively. Army Sec staff are rarely experts in the subjects they handle, nor are they necessarily aware of all the issues within the Army Staff that may require Ministerial attention. They are therefore dependent on SMEs for two things: a. To provide relevant information when asked to do so. b. To give early warning of issues that may need to be raised at Ministerial level. 55. SMEs are not expected to produce polished end-products in the correct format, but they do need to provide accurate, complete and timely information to enable Army Sec staff to fulfil their responsibilities. 56. Army Sec is also responsible for providing information requested by the public under the Freedom of Information Act. 57. Detailed instructions on staffing in relation to Ministerial and Parliamentary Business in this section can be found in SOPs 23 - 26. 8-16

Chapter 8 - Supporting Processes

Supporting Process: Managing Civil Servants 58. The management of Civil Servants involves the recruitment, management and support to develop the team and ensure they are able to make the optimum contribution to the MOD. Set out below are the options available to assist you with civilian HR issues from the strategic level to hands-on transactional.

Defence Business Services (DBS) 59. DBS delivers a range of affiliated corporate services to Defence Personnel. It Reports to 2nd PUS, supported by a Corporate Services Programme Board which represents the TLBs and Process Owners, with services defined through a Service Level Agreement (SLA). 60. The formation of DBS has brought together a range of corporate services that were previously delivered by different parts of the MoD. DBS was created to serve the whole of the MoD, through one service delivery organisation that is managed through one top management structure. The departments in the new organisation include: a. Civilian Human Resources (CivHR) b. Finance for Defence, including bill payments, salary and allowances c. Information Services, for reporting and statistical analysis requirements d. Business Management, for internal process and governance e. Programme Management, to support wider Defence changes, and implementation of these by DBS f. National Security Vetting 61. Other areas from within the MoD will join progressively which includes the Service Personnel and Veterans Agency (SPVA) from April 2014. 62. The DBS Contact Centre (CC) is a one-stop shop to provide help and advice on all issues relating to the management of Civil Servants. Prior to contacting the CC staff should read any policies or information on the People Services website relating to the query. 63. The Customer Service Manager (CSM) is located at Army HQ and acts as the interface between the Army and DBS. It is the responsibility of the CSM to ensure key change activity that may affect civilian staff, such as a unit closure or the transfer of staff to a new location is captured to enable prompt delivery of the necessary HR services. 64. Human Resources Business Partner (HRBP). The HRBP focuses on strategic issues in conjunction with Army senior stakeholders, such as HR priorities and solutions, transformation and change, workforce and skills planning and employee relations. Further detail on the HRBP in Army HQ is contained in Chapter 1

8-17

Army Staff Structure As at 1 Apr 14 Key:

3*

4*

2*

B1

1*

Col/B2

Defence Post

1

Dept of the CGS (colloquially known as the 4* area)

Army Tied Joint Post

NonExecutive Member

Member of the Executive Committee of the Army Board (ECAB)

CGS****

NonExecutive Member

Member of the Army Command Group (ACG)

DG Fin

D Res/ Comd Sec (Army)**

ACGS** DGAR**

DIO BGS*

CDP PM(A)*

D Plans*

BMC(A)*

Col Army Strategy

Col Army Policy

AD Org

AD Future Plans

Col Army Reserves

AD Comd Plans

AD MIB

AD Army Transformation

AD A2020

PMO A2020

2

Army Inspector*

DPM (Inv)

DPM (HI)

AD AIB

Deputy Army Insp

DPM (Ops)

DPM (FD)

Col MS (GS)

(At RMAS)

Col Media & Comm(A)

AD Res & Comm

Chief Editor Soldier

Comd AEG

AD AR 1

AD FR20(A) PM

AD AR 2

AD Special Projects

Asst Hd Disc & Welfare

Asst Hd MS&ME

Hd Res Fin Mgt/Ch Acct

Asst Hd Inv Plans

Asst Hd Fin Mgt IYM/ABC

Hd CEFT

Asst Hd HRBP

Hd CMT

QMG*** (COM(L))

Asst Hd Corp Gov

CLF***

DRTSA

Hd Res ABC, Inv Plans & Corp Gov

DCDS Mil Cap

Hd HRBP

DCS (Res & Comm)*

DCS (Sec)*

Hd Army Sec

Supported

Post based in Main Building Reserve post Unabbreviated titles and roles of posts can be found in the Army HQ Handbook.

Fin Mil Cap (Army)

SJC(UK) COS LF** Col MS AD SJC (UK)

Supporting

AG*** COS AG*

Asst Hd P&R

CFO DFRMO*

CG**

DG Pers**

D Infra*

TL ABP*

DTL ABP Hd DS (Army)

AD Res

D Pers Cap*

D Pers Ops *

DM(A)*

DCYP**

4

DCG*

AD Pol, Plans, Gov

AD Safeguarding

ACG Capability

AD Info Support and Advice

Dir Education (SCE)

AD Pers Ops

DD SCI

AD Manning

AD PS2(A)

AD Force Generation

DCAMUS

AD Pers Cap 1

AD Reserves

AD PS4(A)

AD Pers Admin

AD Ed Ops

AD Pers Cap 2

AD Empl

AD PS 10(A)

AD JPA (Army)

AD Learning Strategy

AGC Corps Col

AD Pers Cap 3

AD Manpower Analysis

8 x Corps Cols

AD Knowledge Mgt

6

Col Bde Gurkha

AD Ed Cap

Col ALS 2

AD ALS 3

Ch LEGAD ARRC

D Mil Dept IIHL 5

AD ALS 4

COS AMD Col JE(A) Corps Col AMS

AD Med Cap Dev

AD Med Trg

AD Health Pol & Adv

CDO(A)

AD MWA & CBRN / DAVRS

Consultant Adviser GP

AD BR&A/ DANS

D Prog* COS APC

APC Sp

Col CM Snr Offrs

Col CM Cbt

Col CM Cbt Sp

Col CM CSS

Col CM Comd Sp

Col CM Reserves

Hd Fin

Hd Proj Del

AD Ops

AD Recruiting

Hd PPMO

Col Reserves Recruiting

Col Reserves Training

Col CM AMS

Hd MIS ARTD

Comd Coll Trg Gp*

Padre ARTD

Comd ITG*

Hd DTRO

Comd DCLPA*

Comdt RSME*

Cap Dir*

i-1

CeTAC

LWS

CS TTG

BATUS

OPTAG

BATUK

ASPT

AD Cap Plans

AD CD Imp

AD FFD

AD Cap Strat

AD Interop

SCIAD

Snr S&T Gateway

ARMCEN

ASLS

RSA

AD Trg Dev

AD Reserves

D Cbt*

D Cbt Sp*

D Info*

D CSS*

DLW*

AD Org/ Plans

AD Cap Plans

AD Plans

AD Cap Int

AD LXC

AD Cts

Hd IS*

D Log (A)*

D Eqpt*

AD FD/Trg

AD OS Cap

AD Trg & Structures

AD Log Cap Dev

AD Ops Sp

AD Info

AD Log Pol Plans

AD Eqpt Plans

AD MCC

AD Mil Eng Cap

AD Comd Sp

AD CSS Con War Dev

AD Warfare

AD Safety & Assurance

AD C4ISR

AD Ops CSS

AD Eqpt Ops

AD DCC

AD EOD&S

AD ES(L)

AD Comd & Influence

Corps Col AAC

AD AIS

AD Log Sp

AD Prog/ Res

Col Yeomanry

AD IA&O

Ch Aircraft Engr

SCIAD

Col Reserves

AD G2

AD LSCO

Chief Engr (A)

Col Inf Reserve

Army Staff Structure

Col RA Reserve

AD ISTAR & Cyber Col R SIGNALS Reserve Col INT CORPS Reserve

Col RE Reserve

AD LSCC

Col Reserves REME Col Reserves RLC

Notes:

Army Formation Structure

1. This chart is an illustrative consolidation of the Army Staff structure and takes into account emerging changes at the time of issue. The authoritative data sources for post titles and reporting structure are the establishment tables and JPA respectively. The structure remains under review in follow-on Army Operating Model work. 2. PM(A) must exercise statutory investigative functions independently of the CofC, in this regard, he is answerable only to the Army Board. HQ PM(A) encompasses Cap Dir Mil Policing. 3. JHC AD Titles take effect 13 Dec 13.

GOC 1 (UK) Armd Div**

GOC 3 (UK) Div**

GOC FTC**

GOC Sp Comd**

GOC LONDIST**

GOC BFG**

COS Sp Comd*

DComd LONDIST*

DComd BFG*

GOC Scotland**

4. D CYP is a tri-Service organisation that provides direction and guidance to all 3 Services, reporting to AG, who is the tri-Service 3* representative for CYP matters. 5. D Mil Dept, International Institute of Humanitarian Law, based in Sanremo, Italy. 6. D CAMUS and Comdt RMSM are double-hatted to a single post. 7. CDO(A) appointment is ex-officio. 8. The Reserves Directorate is currently in suspended animation whilst its staff form the FR20(A) team. 9. ARTD have budgetory responsibility for RMAS.

ATG(A)

AD Trg Cap

AD ITrg & PD

AD Cap

Comd 16 Air Asslt Bde*

6

AD Coll Trg

AD Cap Int

AD OTR

Comdt Sch Inf*

D Trg (A)*

AD FD

DComd / Ops Dir*

AACen Comdt RMSM

AD Op Plans

DG Cap** D Force Dev*

AD LS&E (COS)

Col Reserves Training

Col Occ Med

Hd Occ Psych

DG LS&E**

President AOSB

DCOS ARTD 10

AD Plans

LCMB

10. Currently OF4, staffing to enrich to OF5.

Appendix i

CM Pol Col CM Ops

D Ops*

COS FD&Cap*

AD Future Plans

Asst Comdt

COS ARTD

DMS*

AD Op Cts

3

Comdt RMAS**9

DG ART**

Asst Comd ARTD*

Hd P&R

AD RPS AD Admin Law Casework A AD Admin Law Casework B

D Med Cap*

MS** MS Hons

D Legal Advisory*

Col Op Law Branch

DG AMS**

AD Reserves

ACOS Ops*

Comd JHC**

COS DALS

AD ARC

ACOS LF*

AD LF Plans

DG ALS**

Brig Op Law*

D Ed Cap*

D Pers Admin*

DPS(A)*

Comd FD&Cap***

8 Hd P&R

DCLF**

AD AG Exec

CESO(A)

Supporting ACOS Reserves*

Appendix ii

Army HQ Handbook Glossary Acronym

Full Text

Acronym

Full Text

1SL

First Sea Lord

CADMIT

Concept, Assess, Demonstrate, Migration, In-service, Termination

3ME

Three Month Exercise

CAMUS

Corps of Army Musicians

AAR

Annual Assurance Report

CAS

Chief of the Air Staff

AAWG

Army Assurance Working Group

CBRN

Chemical Biological Radiological and Nuclear

ABC

Annual Budget Cycle - successor to Planning Round (PR)

CDEL

Capital Departmental Expenditure Limit

ABN

Army Briefing Note

CDI

Chief Defence Intelligence

ABSO

Army Board Strategic Objective

CDM

Chief Defence Materiel

ACA&I

Army Competent Advisor and Inspectorate - successor term for CAA&I

CDS

Chief of the Defence Staff

ACDS

Assistant Chief of the Defence Staff

CEAS

Children’s Education Advisory Service

ACG

Army Command Group

CGS

Chief of the General Staff

ACGS

Assistant Chief of the General Staff

C-IED

Counter Improvised Explosive Device

ACM

Army Commitments Matrix

CIO

Chief Information Officer

ACP

Army Command Plan

CJO

Chief of Joint Operations

AE

Air Environment

CLF

Commander Land Forces

AFPRB

Armed Forces Pay Review Body

CMT

Civilian Manpower team

AG

Adjutant General

CNS

Chief of the Naval Staff

AH

Attack Helicopter

CoC

Chain of Command

AIASC

Army Inquiries and Aftercare Support Cell

Col PR(A)

Colonel Public Relations (Army)

AP12

Army Plan 2012

Comd Sec

Command Secretary

APRC

Army Policy and Resources Committee

CoM(L)

Chief of Materiel (Land)

ARC

Army Recovery Capability

CoM(A)

Chief of Materiel (Air)

ARRC

Allied Rapid Reaction Corps

COS(C)

Chief of Staff or Chiefs of Staff (Committee)

ARTD

Army Recruiting and Training Division

COP

Common Operating Picture

ASOC

Air Support Operations Cell

COS(I)

Chiefs of Staff (Committee) (Informal)

BC

Business Case or Business Continuity

COS(Ops)

Chiefs of Staff (Committee) (Operations)

BH

Battlefield Helicopter

COS

Chiefs of Staff (Committee) (Routine)

BFSAI

British Forces South Atlantic Islands

COSTR

Capability, Operations, Standing Tasks and Recuperation

BFC

British Forces Cyprus

CSA

Chief Scientific Advisor

BGS

Brigadier General Staff

CT

Control Total

BLB

Basic Level Budget

DAC

Defence Audit Committee

BoI

Balance of Investment

DB

Defence Board

C2

Command and Control

DBSO

Defence Board Strategic Objective

CAA&I

Competent Army Authority and Inspectorate (to be re-titled ACA&I)

DBS

Defence Business Services

CADMID

Concept, Assess, Demonstrate, Manufacture, In-service, Disposal

DCDC

Defence Concepts and Doctrine Centre

ii-1

Appendix ii Acronym

Full Text

Acronym

Full Text

DCDS(Cap)

Deputy Chief of the Defence Staff (Capability)

DSD11

Defence Strategic Direction 2011 - Issued September 2011

DCDS(Ops)

Deputy Chief of the Defence Staff (Operations)

DSDA

Defence Storage and Distribution Agency

DCDS(Pers)

Deputy Chief of the Defence Staff (Personnel)

DSF

Director Special Forces

DCMO

Defence Crisis Management Organisation

DSTL

Defence Science and Technology Laboratory

DDS

Defence Dental Services

DTAM

Directed Training Activity Matrix

DE&S

Defence Equipment and Support

DTTCP

Defence Technical Training Change Programme

DEL

Departmental Expenditure Limit

DXP

Defence Exercise Programme

DES

Defence Engagement Strategy

DVA

Defence Vetting Agency

DESB

Defence Environment and Safety Board (until Jan 12, when it becomes DESC)

ECAB

Executive Committee of the Army Board

DESC

Defence Environment and Safety Committee (the successor to the DESB wef Jan 12)

EOD

Explosive Ordnance Disposal

DEST

Defence Equipment Support and Technology

EPP

Equipment Procurement Plan

DFRMO

Defence Fire Risk Management Organisation

ES

Equipment Support

DG

Director General

ESP IS

Equipment Support Plan In-Service

DGDC

Director General Defence Commercial

ESP NE

Equipment Support Plan New Equipment

DG Fin

Director General Finance

EXO

Executive Officer

DH

Duty Holder

FD&Cap

Force Development and Capability

DIA

Defence Internal Audit

FE@R

Force Elements at Readiness

DIO

Defence Infrastructure Organisation

FE@S

Force Elements at Sustainability

DITC

Directorate of Individual Training Capability

FE

Land Force Elements

D Jt Cap

Defence Joint Capability

FMA

Financial Management and Accounting

DJCTEC

Defence Joint Collective and Exercise Committee

FOAB

Forecast of Army Business

DLoD

Defence Lines of Development

FTRS

Full Time Reserve Service

DMC

Defence Media and Communications

FFR

Finance Function Reform

DOB(T)

Defence Operating Board (Transformation)

FLC

Front Line Command

DPAs

Defence Planning Assumptions

FPTT

Force Preparation Task Team

DP11

Defence Plan 2011 - Issued September 2011

FR20

Future Reserves 2020

DPF

Defence Performance Framework

GBAD

Ground Based Air Defence

DPHS

Defence Primary Healthcare Services

GLA

Global Liaison Officers

DR

Defence Reform

H2A

Held to Account / Holding to Account

DRG

Defence Risk Group

Hd Army RP

Head Army Resources and Plans

DRR

Defence Risk Register

HLB

Higher Level Budget

DRU

Defence Reform Unit

HLIE

High Level International Engagement

DSEA

Defence Safety and Environment Authority

HMIP

Her Majesty’s Inspector of Prisons

ii-2

Appendix ii Acronym

Full Text

Acronym

Full Text

HO&CS

Head Office and Central Services

Min(DPWV)

Minister for Defence, Personnel, Welfare and Veterans

HRBP

Human Resources Business Partner

Min(ISS)

Minister for International Security Strategy

IA

Individual Augmentee or Investment Appraisal

MOD HO

Ministry of Defence Head Office

IAC

Investment Approvals Committee

MoP

Measurement of Performance

ICSC(L)

Intermediate Command and Staff College (Land)

MotD

Message of the Day

IDT

International Defence Training

MS

Military Secretary

IM/IX

Information Management/Exploitation

NACMO

Net Additional Cost of Military Operations

IRDEL

Indirect Resource Departmental Expenditure Limit

NAO

National Audit Office

IS

Information Systems

NATO

North Atlantic Treaty Organisation

IT

Information Technology

NCD

Non Core Demand

JACIG

Joint Arms Control Implementation Group

NEIP

Non Equipment Investment Programme

JBA

Joint Business Agreement

NEM

New Employment Model

JCTWG

Joint Collective Training Working Group

NCC

National Contingent Commander

JFACs

Joint Forward Air Controller

NRPS

Non Regular Permanent Staff

JFC

Joint Forces Command

NSC

National Security Council

JFHQ

Joint Force Headquarters

OCR

Operational Capability Review

JFLogC

Joint Force Logistic Component

ODOM

One Draft One Meeting

JHC

Joint Helicopter Command

OFSTED

Office for Standards in Education

JRRF

Joint Rapid Reaction Force

OGD

Other Government Department

JTFC

Joint Task Force Commander

OOC

Out of Committee

JTFHQ

Joint Task Force Headquarters

OSC(A)

Office for Standards of Casework (Army)

JOA

Joint Operating Area

PFI

Private Finance Initiative

LAIP

Liability Adjustment Implementation Plan

PJHQ

Permanent Joint Headquarters

LCMB

Land Capability Management Branch

PPP

Public Private Partnership

LEC

Locally Engaged Civilian

PQ

Parliamentary Question

LE EP

Land Environment Equipment Programme

PR

Planning Round

LFAC

Land Forces Audit Committee

PR12

Planning Round 2012

LFCC

Land Forces Co-ordination Conference

PSC

Personnel and Support Command

LFIB

Land Forces Investment Board

PSNI

Police Service of Northern Ireland

LFSO

Land Forces Standing Order

PUS

Permanent Under Secretary

MA

Military Assistant

QPRR

Quarterly Performance and Risk Report

MAA

Military Aviation Authority

RAB

Resource Accounting and Budgeting

MACA

Military Aid to the Civil Authorities

RAC

Resource Accounting Code

MASD

Military Assistance to Stabilisation and Development

RDEL

Resource Departmental Expenditure Limit

MGO

Master General Ordnance

RFCA

Reserve Forces and Cadets Association

Min(AF)

Minister of State for the Armed Forces

RP

Resources and Plans

Min(DEST)

Minister of State for Defence Equipment, Support and Technology

RPP

Recruit Partnering Project

ii-3

Appendix ii Acronym

Full Text

Acronym

Full Text

RRA

Recruitment and Retention Allowance

SPRR

Strategic Performance and Risk Reporting

RTS(A)

Release to Service Branch (Army)

SRO

Senior Responsible Officer

SAPT

Strategic Asset Management and Programming Team

STRIDE

Strategic Regional Implementation Group for Defence

SCC

Staff Co-ordination Committee

TA

Territorial Army

SCE

Service Children’s Education

TCR

Theatre Capability Review

SCIAD

Scientific Advisor

TIC

Transitional Intervention Capability

SD

Sustainable Development

TLB

Top Level Budget

SDSR

Strategic Defence and Security Review

TLBP

Top Level Budget Plan

SFO

Senior Finance Officer

TLCM

Through Life Career Management

SG

Surgeon General

TTPs

Tactics, Techniques and Procedures

SJC

Standing Joint Commander

UKTI

United Kingdom Trade and Industry

SIPL

Single Integrated Priority List

UOR

Urgent Operational Requirement

SIT

Science, Innovation and Technology

VCDS

Vice Chief of the Defence Staff

SLA

Service Level Agreement

VfM

Value for Money

SMART

Specific Measureable Achievable Realistic/ Relevant Time-bound

VTC

Video Telephone Conference

SME

Subject Matter Expert

WFC

Whole Force Concept

SofS

Secretary of State

WFM

Whole Fleet Management

SOP

Standard Operating Procedures

XO

Executive Officer

SOT

Staff Output Tracker

ii-4

Tri and Civil Service Equivalent Ranks OF-10

OF-8

OF-7

OF-6

OF-5

OF-4

OF-3

OF-2

OF-1

Admiral

Vice Admiral

Rear Admiral

Commodore

Captain

Commander

Lieutenant Commander

Lieutenant

SubLieutenant

Adm

VAdm

RAdm

Cdre

Capt

Cdr

Lt Cdr

Lt

SLt or S/Lt

Field Marshal1

General

Lieutenant General

Major General

Brigadier

Colonel

Lieutenant Colonel

Major

Captain

(Second) Lieutenant

FM

Gen

Lt-Gen

Maj-Gen

Brig

Col

Lt Col

Maj

Capt

(2)Lt

Marshal of the Royal Air Force1

Air Chief Marshal

Air Marshal

Air ViceMarshal

Air Commodore

Group Captain

Wing Commander

Squadron Leader

Flight Lieutenant

Flying Officer

MRAF

ACM

AM

AVM

Air Cdre

Gp Capt

Wg Cdr

Sqn Ldr

Flt Lt

Fg Off

Senior Civil Service Pay Band 3

SCS Pay Band 2

SCS Pay Band 1

Band B1 / B2

Band C1

Band C2

Band D

None

Admiral of the Fleet1 Adm of the Fleet

iii-1

PUS / 2PUS

Appendix iii

OF-9

Appendix iv

Units of the British Army in Order of Precedence

54

REGULAR UNITS55 Ser

Full Title

Abbreviation

EUN

UIN

HOUSEHOLD CAVALRY (H Cav) 1

Household Cavalry Regiment

HCR

HCR

A2451A

2

Household Cavalry Mounted Regiment

HCMR

HCMR

A0103A

These two units are formed from personnel of the following regiments: 3

The Life Guards

LG

A2451A

4

The Blues and Royals (Royal Horse Guards and 1st Dragoons)

RHG/D

A0103A

ROYAL HORSE ARTILLERY (RHA)54 5

1st Regiment Royal Horse Artillery

1 RHA

1RHA

A0201A

6

3rd Regiment Royal Horse Artillery

3 RHA

3RHA

A0202A

7

7th Parachute Regiment Royal Horse Artillery

7 Para RHA

7RHA

A0203A

THE ROYAL ARMOURED CORPS (RAC) 8

1st The Queen’s Dragoon Guards

QDG

QDG

A0111A

9

The Royal Scots Dragoon Guards (Carabiniers and Greys)

SCOTS DG

SCOTSDG

A0112A

10

The Royal Dragoon Guards

RDG

RDG

A1249A

11

The Queen’s Royal Hussars (The Queen’s Own and Royal Irish)

QRH

QRH

A2453A

12

9th/12th Royal Lancers (Prince of Wales’s)

9/12 L

912L

A0119A

13

The King’s Royal Hussars

KRH

KRH

A2454A

14

The Light Dragoons

LD

LD

A2456A

15

The Queen’s Royal Lancers

QRL

QRL

A2457A

16

1st Royal Tank Regiment

1 RTR

1RTR

A0127A

17

2nd Royal Tank Regiment

2 RTR

2RTR

A0128A

ROYAL REGIMENT OF ARTILLERY (RA) 18

4th Regiment Royal Artillery

4 Regt RA

4RA

A0206A

19

5th Regiment Royal Artillery

5 Regt RA

5RA

A0207A

20

12th Regiment Royal Artillery

12 Regt RA

12RA

A0209A

21

14th Regiment Royal Artillery

14 Regt RA

14RA

A6146A

22

16th Regiment Royal Artillery

16 Regt RA

16RA

A0211A

23

19th Regiment Royal Artillery

19 Regt RA

19RA

A0214A

24

26th Regiment Royal Artillery

26 Regt RA

26RA

A0219A

25

29 Commando Regiment Royal Artillery

29 Cdo Regt RA

29CDORA

A0221A

26

32nd Regiment Royal Artillery

32 Regt RA

32RA

A0222A

27

39th Regiment Royal Artillery

39 Regt RA

39RA

A0226A

28

40th Regiment Royal Artillery

40 Regt RA

40RA

A0227A

29

47th Regiment Royal Artillery

47 Regt RA

47RA

A0230A

CORPS OF ROYAL ENGINEERS (RE) 30

21 Engineer Regiment

21 Engr Regt

21ENGR

A0305A

31

22 Engineer Regiment

22 Engr Regt

22ENGR

A0328A

32

23 Engineer Regiment (Air Assault)

23 Engr Regt (Air Asslt)

23ENGR

A0302A

33

24 Commando Engineer Regiment

24 Cdo Engr Regt

24ENGR

A4274A

54 QRs Ch 8 (sponsor PS12(A)) is the authority for the Army Order of Precedence. Note that this list only includes major units. Independent sub-units and other command earning organisations are not included. 55 On parade with their guns, RHA take the right of the line and march at the head of the Household Cavalry.

iv-1

Appendix iv Ser

Full Title

Abbreviation

EUN

UIN

34

25 Engineer Regiment

25 Engr Regt

25ENGR

A2798A

35

26 Engineer Regiment

26 Engr Regt

26ENGR

A0329A

36

28 Engineer Regiment

28 Engr Regt

28ENGR

A2838A

37

32 Engineer Regiment

32 Engr Regt

32ENGR

A0303A

38

33 Engineer Regiment (Explosive Ordnance Disposal)

33 Engr Regt (EOD)

33ENGR

A0343A

39

35 Engineer Regiment

35 Engr Regt

35ENGR

A0315A

40

36 Engineer Regiment (Search)

36 Engr Regt (Search)

36ENGR

A0316A

41

38 Engineer Regiment

38 Engr Regt

38ENGR

A0318A

42

39 Engineer Regiment

39 Engr Regt

39ENGR

A0351A

43

42 Engineer Regiment (Geographical)

42 Engr Regt (GEO)

42ENGR

A0322A

44

101 (City of London) Engineer Regiment (Explosive Ordnance Disposal)

101 Engr Regt (EOD)

101ENGR

A0518A

45

62 Works Group Royal Engineers

62 Wks Gp RE

62WKSPRE

A0926A

46

63 Works Group Royal Engineers

63 Wks Gp RE

63WKSPRE

A0929A

47

64 Works Group Royal Engineers

64 Wks Gp RE

64WKSPRE

A0927A

48

66 Works Group Royal Engineers

66 Wks Gp RE

66WKSPRE

A3187A

49

67 Works Group Royal Engineers

67 Wks Gp RE

67WKSPRE

A3839A

50

Works Group Royal Engineers (Airfields)

Wks Gp RE (Airfields)

51

1 Royal School of Military Engineering Regiment

1 RSME Regt

1 RE

A5829A

52

3 Royal School of Military Engineering Regiment

3 RSME Regt

3 RE

A5830D

53

The Queen’s Gurkha Engineers

QGE

54

1st (United Kingdom) Armoured Division Headquarters and Signal Regiment

1 (UK) Armd Div HQ and Sig Regt

1UKXX

A0405A

55

2nd Signal Regiment

2 Sig Regt

2SR

A0900A

56

3rd (United Kingdom) Division Headquarters and Signal Regiment

3 (UK) Div HQ and Sig Regt

3UKXX

A0885A

57

7th Signal Regiment

7 Sig Regt

7SR

A0406A

58

10th Signal Regiment

10 Sig Regt

10SR

A3428A

59

11th (Royal School of Signals) Signal Regiment

11 (RSS) Sig Regt

11SR

A0438A

60

14th Signal Regiment (Electronic Warfare)

14 Sig Regt (EW)

14SR

A0402A

61

16th Signal Regiment

16 Sig Regt

16SR

A0412A

62

18th (United Kingdom Special Forces) Signal Regiment

18 (UKSF) Sig Regt

{details withheld}

A0666A

63

21st Signal Regiment (Air Support)

21 Sig Regt (AS)

21SRAS

A0415A

64

22nd Signal Regiment

22 Sig Regt

22SR

A2020A

65

30th Signal Regiment

30 Sig Regt

30SR

A0419A

66

Queen’s Gurkha Signals

QG SIGNALS

ROYAL CORPS OF SIGNALS (R SIGNALS)

INFANTRY BATTALIONS The Foot Guards 67

1st Battalion Grenadier Guards

1 GREN GDS

1GG

A0501A

68

1st Battalion Coldstream Guards

1 COLDM GDS

1CG

A0504A

69

1st Battalion Scots Guards

1 SG

1SG

A0507A

70

1st Battalion Irish Guards

1 IG

1IG

A0510A

71

1st Battalion Welsh Guards

1 WG

1WG

A0512A

1SCOTS

A0551A

The Royal Regiment of Scotland 72

iv-2

The Royal Scots Borderers, 1st Battalion The Royal Regiment of Scotland

1 SCOTS

Appendix iv Ser

Full Title

Abbreviation

EUN

UIN

73

The Royal Highland Fusiliers, 2nd Battalion The Royal Regiment of Scotland

2 SCOTS

2SCOTS

A0569A

74

The Black Watch, 3rd Battalion The Royal Regiment of Scotland

3 SCOTS

3SCOTS

A0587A

75

The Highlanders, 4th Battalion The Royal Regiment of Scotland

4 SCOTS

4SCOTS

A2266A

76

The Argyll and Sutherland Highlanders, 5th Battalion The Royal Regiment of Scotland

5 SCOTS

5SCOTS

A0602A

77

1st Battalion The Princess of Wales’s Royal Regiment (Queen’s and Royal Hampshires)

1 PWRR

1PWRR

A1259A

78

2nd Battalion The Princess of Wales’s Royal Regiment (Queen’s and Royal Hampshires)

2 PWRR

2PWRR

A1259A

79

1st Battalion The Duke of Lancaster’s Regiment (King’s, Lancashire and Border)

1 LANCS

1LANCS

A0590A

80

2nd Battalion The Duke of Lancaster’s Regiment (King’s, Lancashire and Border)

2 LANCS

2LANCS

A0558A

81

1st Battalion The Royal Regiment of Fusiliers

1 RRF

1RRF

A0555A

82

2nd Battalion The Royal Regiment of Fusiliers

2 RRF

2RRF

A0556A

The Princess of Wales’s Royal Regiment

The Duke of Lancaster’s Regiment

The Royal Regiment of Fusiliers

The Royal Anglian Regiment 83

1st Battalion The Royal Anglian Regiment

1 R ANGLIAN

1ANG

A0559A

84

2nd Battalion The Royal Anglian Regiment

2 R ANGLIAN

2ANG

A0560A

The Yorkshire Regiment 85

1st Battalion The Yorkshire Regiment (Prince of Wales’s Own)

1 YORKS

1YORKS

A0565A

86

2nd Battalion The Yorkshire Regiment (Green Howards)

2 YORKS

2YORKS

A0567A

87

3rd Battalion The Yorkshire Regiment (Duke of Wellington’s)

3 YORKS

3YORKS

A0582A

The Mercian Regiment 88

1st Battalion The Mercian Regiment (Cheshire)

1 MERCIAN

1MERC

A0571A

89

2nd Battalion The Mercian Regiment (Worcesters and Foresters)

2 MERCIAN

2MERC

A0580A

90

3rd Battalion The Mercian Regiment (Staffords)

3 MERCIAN

3MERC

A0585A

The Royal Welsh 91

1st Battalion The Royal Welsh (The Royal Welch Fusiliers)

1 R WELSH

1RWELSH

A0573A

92

2nd Battalion The Royal Welsh (The Royal Regiment of Wales)

2 R WELSH

2RWELSH

A0574A

1 R IRISH

1RIRISH

A0577A

The Royal Irish Regiment 93

1st Battalion The Royal Irish Regiment (27th [Inniskilling], 83rd, 87th and The Ulster Defence Regiment)

94

1st Battalion The Parachute Regiment

1 PARA

1PARA

A0604A

95

2nd Battalion The Parachute Regiment

2 PARA

2PARA

A0605A

96

3rd Battalion The Parachute Regiment

3 PARA

3PARA

A0606A

The Parachute Regiment 56

The Royal Gurkha Regiment 97

1st Battalion The Royal Gurkha Rifles

1 RGR

1RGR

A0610A

98

2nd Battalion The Royal Gurkha Rifles

2 RGR

2RGR

A0613A

The Rifles 99

1st Battalion The Rifles

1 RIFLES

1RIFLES

A0563A

100

2nd Battalion The Rifles

2 RIFLES

2RIFLES

A2238A

101

3rd Battalion The Rifles

3 RIFLES

3RIFLES

A2265A

102

4th Battalion The Rifles

4 RIFLES

4RIFLES

A2239A

103

5th Battalion The Rifles

5 RIFLES

5RIFLES

A2264A

56

56 Note that the status of 1 PARA in light of the formation of the SFSG is subject to further work.

iv-3

Appendix iv Ser

Full Title

Abbreviation

EUN

UIN

SPECIAL AIR SERVICE REGIMENT (SAS) 104

22nd Special Air Service Regiment

22 SAS

{details withheld}

A0751A

105

1 Regiment Army Air Corps

1 Regt AAC

1AAC

A0999A

106

2 (Training) Regiment Army Air Corps

2 (Trg) Regt AAC

SAAVN

A4003A

107

3 Regiment Army Air Corps

3 Regt AAC

3AAC

A1002A

108

4 Regiment Army Air Corps

4 Regt AAC

4AAC

A1006A

109

5 Regiment Army Air Corps

5 Regt AAC

5AAC

A1053A

110

7 (Training) Regiment Army Air Corps

7 (Trg) Regt AAC

7AAC

A1057A

111

9 Regiment Army Air Corps

9 Regt AAC

9AAC

A1008A

{details withheld}

A1078A

ARMY AIR CORPS (AAC)

SPECIAL RECONNAISSANCE REGIMENT (SRR) 112

Special Reconnaissance Regiment

113

Royal Army Chaplains’ Department

SRR

ROYAL ARMY CHAPLAINS’ DEPARTMENT (RAChD) RAChD THE ROYAL LOGISTIC CORPS (RLC) 114

1 Logistic Support Regiment The Royal Logistic Corps

1 Log Sp Regt RLC

1LOGSP

A1242A

115

2 Logistic Support Regiment The Royal Logistic Corps

2 Log Sp Regt RLC

2LOGSP

A3714A

116

3 Logistic Support Regiment The Royal Logistic Corps

3 Log Sp Regt RLC

3LOGSP

A3720A

117

4 Logistic Support Regiment The Royal Logistic Corps

4 Log Sp Regt RLC

4LOGSP

A1246A

118

6 Regiment The Royal Logistic Corps

6 Regt RLC

6RLC

A3719A

119

7 Regiment The Royal Logistic Corps

7 Regt RLC

7RLC

A1095A

120

8 Regiment The Royal Logistic Corps

8 Regt RLC

8RLC

A0810A

121

9 Regiment The Royal Logistic Corps

9 Regt RLC

9RLC

A3723A

122

10 The Queen’s Own Gurkha Logistic Regiment

10 QOGLR

10TPT

A3712A

123

11 Explosive Ordnance Disposal Regiment The Royal Logistic Corps

11 EOD Regt RLC

11EOD

A3696A

124

12 Logistic Support Regiment The Royal Logistic Corps

12 Log Sp Regt RLC

12LOGSP

A2317A

125

13 Air Assault Support Regiment The Royal Logistic Corps

13 AA Sp Regt RLC

13AASP

A5314A

126

17 Port and Maritime Regiment The Royal Logistic Corps

17 P&M Regt RLC

17PM

A0818A

127

23 Pioneer Regiment The Royal Logistic Corps

23 Pnr Regt RLC

23PNR

A2297A

128

24 Regiment The Royal Logistic Corps

24 Regt RLC

24RLC

A0861A

129

27 Regiment The Royal Logistic Corps

27 Regt RLC

27RLC

A0820A

130

29 Regiment The Royal Logistic Corps

29 Regt RLC

29RLC

A2857A

131

Allied Command Europe Rapid Reaction Corps Support Battalion57

HQ Sp Bn ARRC

AARCSPBN

A3077A

132

5 Training Regiment The Royal Logistic Corps

5 Trg Regt RLC

5TRG

A1650A

133

25 Training Regiment The Royal Logistic Corps

25 Trg Regt RLC

25 RLC

A1037A

ARMY MEDICAL SERVICES (AMS) Royal Army Medical Corps (RAMC) 134

1 Medical Regiment

1 Med Regt

1MED

A3857A

135

2 Medical Regiment

2 Med Regt

2MED

A3172A

136

3 Medical Regiment

3 Med Regt

3MED

A3858A

137

4 Medical Regiment

4 Med Regt

4MED

A3859A

138

5 Medical Regiment

5 Med Regt

5MED

A3867A

139

16 Medical Regiment

16 Med Regt

16MED

A3856A

140

22 Field Hospital

22 Fd Hosp

22HOSP

A1340A

141

33 Field Hospital

33 Fd Hosp

33HOSP

A3818A

142

34 Field Hospital

34 Fd Hosp

34HOSP

A3819A

57

57 Establishment not managed by DRLC, but consists of RLC sub-units.

iv-4

Appendix iv Ser

Full Title

Abbreviation

EUN

UIN

CORPS OF ROYAL ELECTRICAL AND MECHANICAL ENGINEERS (REME) 143

1 Close Support Battalion Royal Electrical and Mechanical Engineers

1 CS Bn REME

1REME

A1112A

144

2 Close Support Battalion Royal Electrical and Mechanical Engineers

2 CS Bn REME

2REME

A1109A

145

3 Close Support Battalion Royal Electrical and Mechanical Engineers

3 CS Bn REME

3REME

A4406A

146

4 Close Support Battalion Royal Electrical and Mechanical Engineers

4 CS Bn REME

4REME

A4544A

147

6 Close Support Battalion Royal Electrical and Mechanical Engineers

6 CS Bn REME

6REME

A3087A

148

7 Air Assault Battalion Royal Electrical and Mechanical Engineers

7(AA) Bn REME

7REME

A3086A

149

19 Combat Service Support Battalion

19 CSS Bn

19CSS

A4525A

150

101 Force Support Battalion Royal Electrical and Mechanical Engineers

101 FS Bn REME

101REME

A7721A

151

104 Force Support Battalion Royal Electrical and Mechanical Engineers

104 FS Bn REME

104REME

A7727A

ADJUTANT GENERAL’S CORPS (AGC) Staff and Personnel Support Branch 152

Staff and Personnel Support Branch

AGC(SPS) Provost Branch

Corps of Royal Military Police

AGC(RMP)

153

1st Regiment Royal Military Police

1 RMP

1RMP

A2973A

154

3rd Regiment Royal Military Police

3 RMP

3RMP

A4064A

155

4th Regiment Royal Military Police

4 RMP

4RMP

A4062A

156

5th Regiment Royal Military Police

5 RMP

5RMP

A4063A

157

Special Investigation Branch (United Kingdom) Royal Military Police

SIB (UK) RMP

SIBUKRMP

A1208A

158

Special Investigation Branch (Germany) Royal Military Police

SIB (G) RMP

SIBGRMP

A3780A

159

Close Protection Unit Royal Military Police

CPU RMP

CPURMP

A3784A

Military Provost Staff Corps

AGC(MPS)

Military Corrective Training Centre

MCTC

MCTC

A1210A

1MWD

A3574A

160

Military Provost Guard Service 161

Military Provost Guard Service

AGC(MPGS) Educational and Training Services Branch

162

Educational and Training Services Branch

AGC(ETS)

Army Legal Services Branch 163

Army Legal Services Branch

AGC(ALS) ARMY MEDICAL SERVICES (AMS) Royal Army Veterinary Corps (RAVC)

164

1st Military Working Dog Regiment

1 MWD Regt

SMALL ARMS SCHOOL CORPS (SASC) 165

Small Arms School Corps

SASC ARMY MEDICAL SERVICES (AMS) Royal Army Dental Corps (RADC)

166

Royal Army Dental Corps

RADC INTELLIGENCE CORPS (INT CORPS)

167

1 Military Intelligence Battalion

1 MI Bn

1MI

A1725A

168

2 Military Intelligence Battalion

2 MI Bn

2MI

A1726A

169

4 Military Intelligence Battalion

4 MI Bn

4MI

A4115A

iv-5

Appendix iv Ser

Full Title

Abbreviation

EUN

UIN

ROYAL ARMY PHYSICAL TRAINING CORPS (RAPTC) 170

Royal Army Physical Training Corps

RAPTC GENERAL SERVICE CORPS (GSC)

171

General Service Corps

GSC ARMY MEDICAL SERVICES (AMS) Queen Alexandra’s Royal Army Nursing Corps (QARANC)

172

Queen Alexandra’s Royal Army Nursing Corps

QARANC

CORPS OF ARMY MUSIC (CAMUS) 173

Corps of Army Music

CAMUS

RESERVE UNITS Ser

Full Title

Abbreviation

EUN

UIN

THE ROYAL MONMOUTHSHIRE ROYAL ENGINEERS (MILITIA) (R MON RE(M)) 174

The Royal Monmouthshire Royal Engineers (Militia)

R MON RE (M)

RMONREM

A3101A

HAC

A0278A

THE HONOURABLE ARTILLERY COMPANY (HAC) 175

The Honourable Artillery Company

HAC

YEOMANRY OF THE ROYAL ARMOURED CORPS 176

The Royal Yeomanry

RY

RY

A0235A

177

The Royal Wessex Yeomanry

RWxY

RWXY

A2909A

178

The Royal Mercian and Lancastrian Yeomanry

RMLY

RMLY

A2906A

179

The Queen’s Own Yeomanry

QOY

QOY

A2912A

ROYAL REGIMENT OF ARTILLERY (RA) 180

100th (Yeomanry) Regiment Royal Artillery

100 Regt RA

100RA

A3214A

181

101st (Northumbrian) Regiment Royal Artillery

101 Regt RA

101RA

A3218A

182

103rd (Lancashire Artillery Volunteers) Regiment Royal Artillery

103 Regt RA

103RA

A3246A

183

104th Regiment Royal Artillery

104 Regt RA

104RA

A3223A

184

105th Regiment Royal Artillery

105 Regt RA

105RA

A3220A

185

106th (Yeomanry) Regiment Royal Artillery

106 Regt RA

106RA

A3221A

CORPS OF ROYAL ENGINEERS (RE) 186

71 Engineer Regiment

71 Engr Regt

71ENGR

A3103A

187

72 (Tyne Electrical Engineers) Engineer Regiment

72 Engr Regt

72ENGR

A2494A

188

73 Engineer Regiment

73 Engr Regt

73ENGR

A3346A

189

75 Engineer Regiment

75 Engr Regt

75ENGR

A3332A

190

The Engineer and Logistic Staff Corps

E&LSC

191

65 Works Group Royal Engineers

65 Wks Gp RE

A0488A 65WKSRE

A5845A

ROYAL CORPS OF SIGNALS (R SIGNALS) 192

32nd (Scottish) Signal Regiment

32 Sig Regt

32SR

A3418A

193

37th Signal Regiment

37 Sig Regt

37SR

A3421A

194

38th (Strategic Communications) Signal Regiment

38 Sig Regt

38SR

A3402A

195

39th (Skinners) Signal Regiment

39 Sig Regt

39SR

A3431A

196

71st (Yeomanry) Signal Regiment

71 Sig Regt

71SR

A0788A

RESERVE INFANTRY BATTALIONS The Royal Regiment of Scotland 197

52nd Lowland, 6th Battalion The Royal Regiment of Scotland

6 SCOTS

6SCOTS

A6041A

198

51st Highland, 7th Battalion The Royal Regiment of Scotland

7 SCOTS

7SCOTS

A6042A

3PWRR

A6043A

The Princess of Wales’s Royal Regiment 199

iv-6

3rd Battalion The Princess of Wales’s Royal Regiment (Queen’s and Royal Hampshires)

3 PWRR

Appendix iv Ser

Full Title

Abbreviation

EUN

UIN

The Duke of Lancaster’s Regiment 200

4th Battalion The Duke of Lancaster’s Regiment (King’s, Lancashire and Border)

201

5th Battalion The Royal Regiment of Fusiliers

4 LANCS

4LANCS

A6050A

5 RRF

A6049A

3 R ANGLIAN

3ANG

A6052A

4 YORKS

4YORKS

A6048A

4 MERCIAN

4MERC

A6047A

3 R WELSH

3RWELSH

A6053A

2 R IRISH

2RIRISH

A6054A

4 PARA

4PARA

A6055A

LONDONS

LONDONS

A6046A

The Royal Regiment of Fusiliers 5

The Royal Anglian Regiment 202

3rd Battalion The Royal Anglian Regiment The Yorkshire Regiment

203

4th Battalion The Yorkshire Regiment (14th/15th, 19th and 33rd/76th Foot)

204

4th Battalion The Mercian Regiment

The Mercian Regiment The Royal Welsh 205

3rd Battalion The Royal Welsh The Royal Irish Regiment

206

2nd Battalion The Royal Irish Regiment (27th [Inniskilling], 83rd, 87th and The Ulster Defence Regiment)

207

4th Battalion The Parachute Regiment

The Parachute Regiment The London Regiment 208

The London Regiment The Rifles

209

6th Battalion The Rifles

6 RIFLES

6RIFLES

A6044A

210

7th Battalion The Rifles

7 RIFLES

7RIFLES

A6045A

SPECIAL RECONNAISSANCE REGIMENT (SRR) 211

21st Special Air Service Regiment (Artists Rifles) (Reserves)

21 SAS

21SAS

A3587A

212

23rd Special Air Service Regiment (Reserves)

23 SAS

23SAS

A3588A

6 Regt AAC

6AAC

A6461A

ARMY AIR CORPS (AAC) 213

6 Regiment Army Air Corps

ROYAL ARMY CHAPLAINS’ DEPARTMENT (RAChD) 214

Royal Army Chaplains’ Department

RAChD THE ROYAL LOGISTIC CORPS (RLC)

215

150 (Yorkshire)Transport Regiment The Royal Logistic Corps

150 Tpt Regt RLC58

150TPT

A3721A

216

151 (London) Transport Regiment The Royal Logistic Corps

151 Tpt Regt RLC

151TPT

A1103A

217

152 (Ulster) Transport Regiment The Royal Logistic Corps

152 Tpt Regt RLC

152TPT

A3715A

218

155 (Wessex) Transport Regiment The Royal Logistic Corps

155 Tpt Regt RLC

155TPT

A2507A

219

156 (North West) Transport Regiment The Royal Logistic Corps

156 Tpt Regt RLC

156TPT

A3703A

220

158 (Royal Anglian) Transport Regiment The Royal Logistic Corps

158 Tpt Regt RLC

158TPT

A7050A

221

160 Transport Regiment The Royal Logistic Corps

160 Tpt Regt RLC

160TPT

A7051A

222

The Scottish Transport Regiment The Royal Logistic Corps

Scot Tpt Regt RLC

SCOTTPT

A3726A

223

The Welsh Transport Regiment The Royal Logistic Corps

Welsh Tpt Regt RLC

WELSHTPT

A3737A

224

88 Postal and Courier Regiment The Royal Logistic Corps

88 PC Regt RLC

88PC

A0463A

225

162 Movement Control Regiment The Royal Logistic Corps

162 MC Regt RLC

162MC

A1113A

226

165 Port Regiment The Royal Logistic Corps

165 Port Regt RLC

165PORT

A7054A

227

159 Supply Regiment The Royal Logistic Corps

159 Sup Regt RLC

159SUP

A2508A

228

166 Supply Regiment The Royal Logistic Corps

166 Sup Regt RLC

166SUP

A7055A

229

168 Pioneer Regiment The Royal Logistic Corps

168 Pnr Regt RLC

168PNR

A2298A

230

Catering Support Regiment The Royal Logistic Corps

Cat Sp Regt RLC

CATSP

A1745A

58

58 Short titles as currently recorded in ANVIL.

iv-7

Appendix iv Ser

Full Title

Abbreviation

EUN

UIN

231

Operational Headquarters Support Group (Logistics and Movements Staff)

OHSG (L&MS)

OHSG

A2555A

232

Headquarters Expeditionary Forces Institute and 148 (Expeditionary Forces Institute) Squadron The Royal Logistic Corps

HQ EFI & 148 (EFI) Sqn RLC

148EFISQN

A2577A

ARMY MEDICAL SERVICES (AMS) Royal Army Medical Corps (RAMC) 233

201 (Northern) Field Hospital

201 Fd Hosp

201HOSP

A3802A

234

202 (Midlands) Field Hospital

202 Fd Hosp

202HOSP

A3831A

235

203 (Welsh) Field Hospital

203 Fd Hosp

203HOSP

A3803A

236

204 (North Irish) Field Hospital

204 Fd Hosp

204HOSP

A3804A

237

205 (Scottish) Field Hospital

205 Fd Hosp

205HOSP

A3805A

238

207 (Manchester) Field Hospital

207 Fd Hosp

207HOSP

A3806A

239

208 (Liverpool) Field Hospital

208 Fd Hosp

208HOSP

A3807A

240

212 (Yorkshire) Field Hospital

212 Fd Hosp

212HOSP

A3830A

241

225 Medical Regiment

225 Med Regt

225MED

A3837A

242

243 (The Wessex) Field Hospital

243 Fd Hosp

243HOSP

A3811A

243

253 (North Irish) Medical Regiment

253 Med Regt

253MED

A3821A

244

254 Medical Regiment

254 Med Regt

254MED

A3822A

245

256 (City of London) Field Hospital

256 Fd Hosp

256HOSP

A3814A

246

306 Hospital Support Medical Regiment

306 Hosp Sp Med Regt

306HOSP

A3815A

247

335 Medical Evacuation Regiment

335 Med Evac Regt

335MED

A1286A

CORPS OF ROYAL ELECTRICAL AND MECHANICAL ENGINEERS (REME) 248

102 (Hybrid) Battalion Royal Electrical and Mechanical Engineers

102 Bn REME

102REME

A7724A

249

103 (Hybrid) Battalion Royal Electrical and Mechanical Engineers

103 Bn REME

103REME

A7704A

THE ADJUTANT GENERAL’S CORPS (AGC) 250

Adjutant General’s Corps (Staff and Personnel Support)

AGC(SPS)

251

Adjutant General’s Corps (Royal Military Police)

AGC(RMP)

252

Adjutant General’s Corps (Military Provost Staff)

AGC(MPS)

253

Adjutant General’s Corps (Educational and Training Services)

AGC(ETS)

254

Adjutant General’s Corps (Army Legal Services)

AGC(ALS)

ROYAL ARMY VETERINARY CORPS (RAVC ) 255

Royal Army Veterinary Corps

RAVC SMALL ARMS SCHOOL CORPS (SASC )

256

Small Arms School Corps

SASC ROYAL ARMY DENTAL CORPS (RADC)

257

Royal Army Dental Corps

RADC INTELLIGENCE CORPS (INT CORPS)

258

3 Military Intelligence Battalion

3 MI Bn

3MI

A1728A

259

5 Military Intelligence Battalion

5 MI Bn

5MI

A2738A

ROYAL ARMY PHYSICAL TRAINING CORPS (APTC) 260

Royal Army Physical Training Corps

RAPTC

QUEEN ALEXANDRA’S ROYAL ARMY NURSING CORPS (QARANC) 261

Queen Alexandra’s Royal Army Nursing Corps

QARANC

MEDIA OPERATIONS GROUP (MOG) 262

Media Operations Group

MOG OFFICER TRAINING CORPS (OTC)

263

Aberdeen University Officer Training Corps

AUOTC

Aberdeen UOTC

A4151A

264

Birmingham University Officer Training Corps

BUOTC

Birmingham OTC

A4153A

iv-8

Appendix iv Ser

Full Title

265

Bristol University Officer Training Corps

BRISTOL UOTC

Abbreviation

BristolOTC

EUN

A4154A

UIN

266

Cambridge University Officer Training Corps

CUOTC

Cambridge OTC

A4155A

267

East Midlands Universities Officer Training Corps

EMUOTC

EMidlandsOTC

A4163A

268

City of Edinburgh Universities Officer Training Corps

CITY OF EDINBURGH UOTC

Edinburgh OTC

A4156A

269

Exeter University Officer Training Corps

EUOTC

ExeterOTC

A5719A

270

Glasgow and Strathclyde Universities Officer Training Corps

GLASGOW & STRATHCLYDE UOTC

GlasgowOTC

A4157A

271

Leeds University Officer Training Corps

LEEDS UOTC

LeedsOTC

A4158A

272

Liverpool University Officer Training Corps

LIVERPOOL UOTC

LiverpoolOTC

A4159A

273

University of London Officer Training Corps

ULOTC

London OTC

A4160A

274

Manchester and Salford Universities Officer Training Corps

MSUOTC

Manchester OTC

A4161A

275

Northumbrian Universities Officer Training Corps

NORTHUMBRIA UOTC

Northumbria OTC

A4162A

276

Oxford University Officer Training Corps

OXFORDUOTC

Oxford OTC

A4164A

277

Queen’s University Belfast Officer Training Corps

QUOTC

UOTCQueens

A4152A

278

University of Sheffield Officer Training Corps

SHEFFIELD UOTC

Sheffield OTC

A4166A

279

Southampton University Officer Training Corps

SUOTC

Southampton OTC

A3980A

280

Tayforth Universities Officer Training Corps

TAYFORTH UOTC

Tayforth OTC

A4165A

281

University of Wales Officer Training Corps

WALES UOTC

Wales OTC

A4150A

REGULAR ARMY (OVERSEAS SOVEREIGN TERRITORY) Ser

Full Title

Abbreviation

EUN

UIN

THE ROYAL GIBRALTAR REGIMENT (RG) 282

The Royal Gibraltar Regiment

RG

A5853A

THE BERMUDA REGIMENT (BDA REGT) 283

The Bermuda Regiment

Bda Regt

A5853A

THE FALKLAND ISLANDS DEFENCE FORCE (FIDF) 284

The Falkland Islands Defence Force

FIDF

A5853A

CADET ORGANISATIONS Ser

Full Title

Abbreviation

282

Combined Cadet Force

CCF

284

Army Cadet Force

ACF

EUN

UIN

iv-9

Army Staff Battle Rhythm Ministerial

Monday

Tuesday

Wednesday

Thursday

4-Star

3-Star

Monthly

Friday

2-Star

1-Star

OF5

Quarterly

Defence Board (DB) Principal Ministerial decision taking body setting strategic direction for Defence. Members:

SofS, Min AF, PUS, VCDS, CDS, CDM, DG Fin, 3 x NEDs

CDS Prayers 1100 hrs

Reserves Executive Committee (REC)

Principal Ministerial management committee with current focus on Transformation.

The principle committee for the implementation of policy relating to Reserve Forces & Cadets.

Members: SofS, Min AF, Min DEST, Min ISS, CDS, PUS, VCDS, Min DPWV, Hd BBI, DG Fin, DG T&CS, USofS, Hd DRU, sS COS (as nec), D Transformation

Chiefs of Staff Informal (COS(I))

Defence

SofS Transformation Steering Group (TSG)

Fortnightly

Chaired: VCDS Army Attendance: Occurs:

Armed Forces Committee (AFC)

CDS, VCDS, CNS, CGS, CAS, Comd JFC

ACGS

Bi-Monthly

Main committee through which CDS discusses issues to be considered by the DB. Members:

Chiefs of Staff Committee (COS(C))

Reserves Programme Board (RPB)

CDS, VCDS, PUS, CDM, CNS, CGS, CAS, Comd JFC

Subordinate to the REC and principally focussed on FR20. Chaired by DCDS Pers & Trg.

Chiefs of Staff Routine (COS(R))

1430 hrs

Members: CDS, VCDS, CNS, CAS, CGS, Comd JFC, CDI Pol, ACDS Mil Strat, ACDS Ops

CDS, PUS, VCDS, CNS, CGS, CAS, Comd JFC

CJO, DSF, D Op Pol, DCDS, MSO, DG Sec

Army Attendance:

COS LF

Military Capability Board (MCB) Principle meeting for all Defence Capability issues. Chaired by DCDS Mil Cap.

Defence Reform Programme Board (DRPB) Oversight of delivering DRR recommendations. Army Attendance:

ACGS

Army Attendance:

ACCGS

Defence Transformation Steering Group (DTSG) Subordinate to SofS’s TSG chaired by DG T&CS. Army Attendance:

ACGS

Army Command Group (ACG) - to meet formally each fortnight - intent is to alternate weekly between formal and informal (ACG(I)). COS LF’s Prayers

ACGS’s Prayers

0830 – 0930

0830 – 0930

CLF VTC

Executive Committee of the Army Board (ECAB)

The principle committee for the taking of Army policy decisions and directing Army business.

The forum through which CGS exercises control of the Army TLB and sets strategic direction for the Army.

Members:

Members:

CGS, QMG, AG, CLF, Comd FD&Cap, ACGS, D Res, COS LF

CGS, QMG, AG, CLF, Comd FD&Cap, D Res, ACGS, 2 x NEMs

0900 – 1000 Staff Coordination Committee (SCC)

CLF’s VTC

Army

0930-1015

0900 - 1000

DCLF Sync (CLF, DCLF, COS LF) 1015-1030

Army Command Group (ACG)

CGS’ Command Update

or ACG (Informal)

1100-1200

(variable, if held)

Army HQ Ops Update 1000-1100

COS LF X-cutting Issues 1100 – 1200

Army Policy and Resources Committee (APRC)

CLF’s Comd Gp

Considers Army policy and resource issues, taking appropriate investment decisions at 2* level, and particularly ensuring coherence with the Centre.

Members: CLF, DCLF, COS LF, ACOS Ops, ACOS LF, GOCs, Comd 3X, Comd 38X, NEM, Army Insp, DD Res, D Plans, D Trg(A), Hd IS, CESO(A), AD Empl, ACOS Res, AD LF Plans, Col M&C(A), CE CRFCA

Members:

ACGS, DG AR, COS LF, D Res, DG Pers, DG LS&E, DG Cap, DG ART, DCLF, D Plans, BGS, Army Insp, D Infra, BMC(A), Hd LD&ACT, Hd Fin Mil Cap (Army)

Army Policy and Resources Committee (Informal) (APRC(I))

Army Independent Assurance Committee (AIAC)

Members:

TORs in development; full membership and attendance TBC.

ACGS, COS LF, DG Cap, DG LS&E, DG Pers, DG ART

Army Plans & Management Group (APMG) The APMG considers Army policy and resource issues at 1* level before they are taken by the APRC. Attendance:

1* from across the Army staff. Chaired by D Plans

The Coven is the Army Staff 1* informal forum for the consideration of developing Army policy. Attendance:

1200-1230

Just Men Just Men is the Army Staff AD Level informal forum for the consideration of developing Army policy.

Coven

3* Huddle (CLF, Comd FD&Cap, AG)

Members: ECAB NEM - Chair, D Res, Army Insp Permanent attendees: DCS (Res & Comm), National Audit Office rep, Defence Internal Audit rep

Attendance:

ADs from across the Army Staff

1* from across the Army Staff. Chaired by BGS

(1) The schedule of ECAB, ACG, ACG(I) and APRC meetings, with provisional agendas, is to be found in the Forecast of Army Business (FoAB). (2) The dates and times of the majority of meetings shown here can be found in the Army Staff Calendar on the Common Operations Picture (COP).

v-1

Appendix v

Notes:

Appendix vi

One Draft One Meeting (ODOM) ONE DRAFT ONE MEETING (ODOM)

Pre-meeting work. To make the ODOM work effectively, the following actions need to be completed: Identify stakeholders (including all DLODs). Attendees must be empowered by their principals. Get Comd’s direction. Produce a draft paper answering the issue (if possible). Issue a calling notice with the Comd’s direction and draft paper (if written).

Directorate comment: Where necessary, stakeholders should staff the draft paper around their directorate/ DLOD prior to the meeting for comment.

Comd’s direction must include: Intent.

Step 1 - Comd’s Direction. The Comd should start the meeting by giving their direction in person, highlighting any changes since it was originally issued.

Scheme of manoeuvre. Assumptions. Clear boundaries. What is in and out of bounds for discussion.

M E E T I N G E X E C U T I O N

Step 2 – Problem Analysis. Analysing the problem in full, including all the second order effects, is key and must not be cut short. As a minimum, the DLODs should all be represented and discussed. The wider implications must be considered, and Civil Service representation is normally key to assess financial, resource and presentational issues.

Step 3 – Formulate, Validate and Evaluate Options. A number of options should be produced which must then be assessed and compared. There are various techniques available including SWOT and PESTLE.

Step 4 – Outcome/Decision. It should be possible to agree the outcome and produce (or amend) a working draft of the paper. If agreement can not be reached, then the Comd should be brought back in to resolve it. Once the ODOM is completed, all participants are responsible for back-briefing their own chain of command.

Paper may require staffing at a higher level (ie 1/2*)

M E E T I N G E X E C U T I O N

Timeline. Background or supporting information. Stakeholders may come from a variety of backgrounds. Supporting information must be short, crisp and to the point.

Principles: Clear Comd's direction is key - the ODOM process is reliant on all-informed situational awareness. If possible the Comd s hould start the ODOM giving their direction in person. Outputs are group generated, circulated once, discussed at one meeting before being submitted for a decision. A working draft of the paper should be circulated in advance of the meeting with sufficient time for group members/ stakeholders to read into and research issues arising. Stakeholders attending the meeting must be empowered and thus able to make decisions. They should not be overloaded with reading prior to the meeting. In general, the end product will be a decision/information brief for a principal. Emphasis must be upon flexible and collaborative working by exploiting shared working practice on DII/F. Lead branches should set the source document to accept track changes so all interested parties can embed comments directly into the document to be viewed by all.

Send the right information: Do not overload stakeholders prior to the meeting. Focused direction is required which must be read by all before the meeting.

All stakeholders must backbrief their chain of command

vi-1

Creative Media Design ADR003150