Report on the Tri-Service Resettlement Conference

‘There is a gap in culture and employment terms and conditions between the Services and civilian work’, according to Sir Michael Bett, First Commissioner of the Civil Service and director of GEC, BBC and BT, and author of the MoD’s 1995 Independent Review of the Armed Forces’ Manpower, Career and Remuneration Structures. ‘There was understandable nervousness about the unknown amongst Service people who tended to undersell themselves to potential employers, with first jobs often being the launching pad for further career development.’

A total of 80 single-Service resettlement advisers and regional resettlement managers gathered at Wyboston Lakes on 17 and 18 November 2003 for the first Tri-Service Resettlement Conference heard him hammer home the importance of communication, ‘not only, because it is vitally important, but also because doing it in duplicate is rarely enough’. He was convinced that, for full manning, the Armed Forces needed better means for retention rather than increased recruiting, and that successful resettlement greatly aided retention.

He said that the Services were one of the few remaining work cultures that grew their own staff through comprehensive career development and internal promotion, and accrediting Service training with civilian qualifications was a key to successful resettlement. While Service people were generally very task focused, they were also insulated from some of the basic factors in modern life like budgeting for typical civilian expenses, and independent career development plans.

Following this introduction, eight syndicates convened to discuss key resettlement issues reaching some general, and sometimes original, conclusions. The word ‘resettlement’ was seen as a negative label given to just one important stage in the process of lifelong learning. Establishing resettlement as just one part of personal and career development would encourage greater support from the chain of command and provide better motivation for individuals. Streamlining personal development records and mandatory reviews could lead to better management at the end of careers, with allowances ‘earned’ by individuals under a ‘spend it or bank it’ principle, allowing the accumulation of career development funds.

Providing better advice to those Service leavers uncertain about where their talents lay in employment and career terms was, again, an area in which a relevant and valued personal development record was very important. What Service leavers actually have to offer employers depends on what the market needs, and this can often vary locally. Regional information on localities needs to be readily available and understandable. Some units still need to change their culture if all leavers are to be properly prepared for release.

Which comes first – employment or accommodation? There can be no common directive, with individuals and Services varying widely over home ownership. (In the Royal Navy, 76 per cent of people own their own homes, the Army has 26 per cent homeowners, and half of those serving in the RAF own houses.) Some people might therefore limit their job search to a particular area, although they probably acknowledge that they might have to move elsewhere sooner rather than later.

CTP’s Director of Training is the custodian of the Preferred Suppliers list. Delegates felt that it provided confidence and allowed for some influence and quality control on listed providers while not restricting leavers’ choices. It could be expanded toinclude more of the common providers of training and to include regional sources of training, but its maintenance and quality control would then be a significantly larger task – and one that no one was keen to undertake. Any list needs to be updated at least quarterly and be generally available.

The figure of 36 per cent of Service leavers changing jobs in their first six months post-discharge was seen as an expression of freedom of choice rather than a problem. They may undersell themselves initially, or it could be related to accommodation provision. However, there was a need to ensure they have a realistic view of civilian employment. Changing jobs quickly happens more frequently now than used to be the case, although this rate of turnover was higher than the civilian average. But perhaps Service leavers were not very good at explaining their achievements and skills at interview. Many jumped at the first job offered, while official advice was to take time to find their feet, build up job intelligence and to await the right opportunity from the security of civilian employment that they could leave at short notice. It was observed that resettlement may focus on the job, avoiding other associated problems linked to housing and the family, and should perhaps provide a more realistic view of civilian life skills.

Medical discharges are often accelerated; there is a sudden, unexpected loss of income and of confidence from breaking employment and suffering disability. All of this is usually compressed within a three-month process. Better communication between medical authorities, units and resettlement staff would resolve many of the resulting problems. Service leavers should be better prepared to represent themselves at medical boards, regulations should be applied sensibly, and individuals should be introduced to agencies that could assist them. The medical pension is not enough to live on and paid employment or access to benefits is vitally important.

Communication again was seen as the key to encouraging Service leavers to take up all the resettlement help available to them, and this process should be started early. Individuals and units need to be aware of what is on offer and how it can be accessed. Units need to appreciate the positive benefits for retention that good resettlement provision brings, and to notify the resettlement system as soon as individuals sign off or come within their last two years. The best response comes from units that understand the positive effect that resettlement advice has on retention. Advisers and clerks need to know that, for example, at third line, there is a bonus paid when resettlement advice results in a return to service.

It was felt that financial training for individuals should be available in units, through a financial advice unit similar to the Joint Service Housing Advice Office. All promotion and leadership courses should include aspects of financial advice, with the tri-Service organised financial aspects of resettlement briefings using commercial companies directed at those leaving the Armed Forces with lump sums and pensions. A widespread need for advice and information to help people struggling with debt and the financial implications of divorce had been detected.

The second day of the conference was devoted to consideration of early Service leavers – people discharged compulsorily from the trained strength for a number of reasons, some of which are administrative or disciplinary problems, or discharged from the untrained strength. In a small number of cases, contributory factors have been identified, which can render some leavers vulnerable to social exclusion. This term describes a variety of conditions, of which the primary examples are:

- homelessness or hostel living

- unemployment or temporary jobs

- crime or prison

- mental health problems

- alcohol or drug dependence.

Most factors that contribute to vulnerability are personal ones, but people leaving the Services at short notice without time to plan their return to civilian life are ineligible for the usual resettlement services, and are therefore potentially vulnerable. A new joint service publication – Guidance Notes for Early Service Leavers Resettlement Staff – will be produced to deliver a ‘signposting service’ that will direct such people to the correct agencies. This was an area of particular interest to ministers.

Having recently attended an international conference in Canada, Commodore Annette Picton RN – Director Resettlement – stated that British Armed Forces Resettlement is generally seen by other countries to be an example of effectiveness. She emphasised the following points that had been brought out during the two days:

- resettlement should be a seamless element of lifelong learning

- lifelong learning requires time available in-Service as well as relevant and timely information

- housing and financial advice should be developed to become more relevant and timely

- resettlement information should be more widely available in user-friendly formats

- co-location of second and third line resettlement would be encouraged and pursued

- the synergy between ELCs, IRTC and subsistence in resettlement activities was clear

- medical confidentiality should not inhibit resettlement activity

- single Services were working hard to develop civilian accreditation for Service courses.

The conference was a resounding success, giving resettlement practitioners the chance to exchange experiences, problems and solutions. It also produced ideas and suggestions for improvements. The next one is scheduled for 15 to 17November 2004 at the same venue.