Defence training for the 21st century

'The only thing worse than training staff and having them leave, is not training them and having them stay.' - Anon

Major General Andrew Ridgway was Head of the Defence Training Review (DTR) Implementation Team for 18 months, and then the MoD's first Director General of Training and Education (DG T&E) for eight days! He handed over to Rear Admiral Simon Goodall on 8 October 2002 in advance of promotion to Lieutenant General and the post of Chief of Defence Intelligence. But, before he left, he spoke with Quest.

'The start point is that our training has always been very effective - look at our operational and business success. But the DTR Report identified a need to improve its integration across the Services; to align it better to our needs; to make it more responsive to change and opportunities, and for it to be more cost-effective where possible.

'I had no disagreement with any of its findings and, out of over 200 recommendations, one-third are now complete and the rest are on track with action plans in progress.'

Critical areas identified were a much-needed internal policy focus for T&E. As the largest trainers in the UK, the Armed Forces needed a single voice with other agencies including government and exam authorities. This was established on 30 September 2002.

A major rationalisation of training will move elements of specialist training from single-Service to joint management. Modernisation in terms of facilities, methods, accommodation and synthetic training - simulation - is also in progress.

A strategic plan for T&E as part of the MoD's corporate plan enables Top Level Budget holders (TLBs) to invest in accordance with these principles and policies. The first plan has now been published.

Finally, electronic-learning - a new way of training including anything from computer-based training to fully distributed programmes over the Internet and intranets - needed e-classrooms, courseware, connectivity, management and culture change. Ridgway believes this is 'very significant. When people look back, our success will be judged by capability in this area. An e-learning management system will be in place by July 2003.

'All education, training and experience attracts accreditation. At the moment this is a bit patchy but the aim is to co-ordinate it defence-wide.' The Defence Accreditation Board to advise on this process and the Defence Accreditation Cell to carry it out are both now operating. However, there is no intention by the MoD to produce its own awards; it will continue to use industry ones like JAR-66 for aircraft engineering.

The strategic plan also demands the proper provision for training of people to man and operate future equipment, the development of a policy for income generation in training establishments, and establishing the true cost of individual training and education - estimated at some £4.5 billion annually.

Its other objectives include ensuring that everyone has the appropriate basic skills and fundamental IT skills for the information age, developing the civilian training and development adviser network for MoD civilians, improving training for physical development (fitness, adventure training and sport), and producing the common approach to training management.

Turning to degrees, DG T&E's aspiration is for 'every youngster who joins - particularly in a technical discipline - to start with a Modern Apprenticeship, then have the opportunity to take a foundation degree and convert this to an honours degree later. Some junior ranks nowadays join with honours degrees but, for those who don't, foundation degrees will be a useful stepping stone.

'Individuals will have to work to fill in the gaps after taking Service courses, and the policy will be to allow people study time. This is important for both retention and resettlement, and it is in our interests to have a better qualified workforce. We hope to begin the first foundation degree in aeronautical engineering within a year, and we are also planning a leadership and management foundation degree for the generalist. Indeed, we are mapping all our training courses to academic qualifications where this is possible.

'The new Enhanced Learning Credits will help pay for this further personal development, but we now need common terms and conditions - things like time off, subsistence and travel - for this study.'

Six new defence schools will be established for aircraft engineering, electrical and mechanical engineering, communication and information systems, logistics, police and personnel administration, and intelligence, security, languages and photographic training. The planned timeframe for this is between end-2005 to 2007.

Phase 1 training and initial officer training will continue to be run by the single Services, with specialist training taking place in these defence establishments or in joint schools or continuing under the single Service concerned. Junior officer and NCO development will remain the responsibility of single Services, but will become joint at more senior level at the Defence Academy. This structure will also provide the chance to integrate civilian MoD training.

There is no intention to turn out 'purple' Service people; a critical aspect of joint schools will be the maintenance and development of single-Service ethos. Some will take people who have just finished recruit training and so have only been in a few weeks. They will need to work to develop this ethos - so DG T&E is looking at just what it is - and intends that good, young NCOs are posted into the schools as role models.

The defence training establishments may all be financed through a public/private partnership (PPP) with industry, and the use of private money will spread cash costs over up to 25 years. There have been immediate savings identified through closing eight sites, because administration and maintenance form 40 per cent of the costs of a training school.

'Industry can bring in new ideas - like students doing pre-course training and even taking the passing-in test over the Internet before they arrive on the course', according to the DG. 'And refresher and update training after the course can be done the same way. Some courses might even require no residential time at all. All this - the distributive approach - will mean less time away from home for the individual and will also make our training more available to the Reserves. It also fits well with other initiatives like the Royal Navy's Topmast.'

Although these centres will be military establishments, they can be open to civilians as well. There is nothing new in this - British military training is already open to members of other countries' Armed Forces and MoD civil servants, and civilians in the case of the Royal College of Defence Studies. Training civilian aircraft engineers alongside Service engineers has retention and resettlement advantages as well as helping to reduce a national shortage. This could also reduce costs, but the challenge will be to preserve Service ethos.

The civilians would pay to come, but the capacity for any civilian element would be at the partner's risk with the MoD benefiting from a share of the profits. This fits well with the government's principle that, when the taxpayer is paying, the asset should be exploited as much as possible. It will be up to directors to decide what is appropriate and possible, provided that it does not detract from the primary role: training Service people.

There will have to be a built-in surge capacity in all these centres but this will cost money and so will need a judgement as to how much is required. The only thing guaranteed is that, during the contract, there will be enormous changes in the numbers being trained, the content of the courses and the methods of delivery. The MoD can in some cases say how these changes might happen, but the contractor is being asked: 'How would you handle it?'

Expressions of interest from potential partners have been invited through the Contracts Bulletin. Successful bidders are likely to be consortia with a range of experience in such areas as training delivery, facilities management, e-learning, synthetic training and construction. They should understand defence business and have a track record.

The PPP's structure could be a single partner for all six schools, different partners for each, or possibly a combination. The aim is to achieve the best value for money.

The difficulties ahead, according to the General are that: 'This is a major change programme in a conservative organisation that can be resistant to change. The key is to get people to understand the benefits. There is also the need for a cultural change to accept that it will soon be just as much a part of Service life to learn from a computer screen - possibly at home - as it is now to sit in front of a chalk-board in a classroom.

'We need to ensure wide support for this to be done properly and for it to be cost-effective. We must also not underestimate the effect of the implementation of all the change programmes currently running on Top Level Budget holders. The Change Delivery Programme Group at Secretary of State level is integrating these programmes and driving them through.

'But there has already been significant change in the Armed Forces in this area. People are increasingly empowered to play a role in their own personal development. Investors in People requires everyone to have a personal development plan - and it's happening.

'My two sons in the Royal Tank Regiment were both recently home on leave. I found them working, and asked what they were doing. The answer was: "Producing the personal development plans for our soldiers." This is part of today's culture, and today's Service people are very different from those of 10 or 20 years ago.

'Finally, we demand much more than we used to of our junior officers and NCOs - they now deal with situations that simply weren't there in the past, and so we're looking for a wider range of leadership. What we've had has always been very good, but we can make it even more effective.'

It is in our interests to have a better qualified workforce

This is a major change programme in a conservative organisation that can be resistant to change

Investors in People requires everyone to have a personal development plan - and it's happening

What we've had has always been very good, but we can make it even more effective