|Project name: ||Armed Forces People Programme - there are 2 reports for this project: 2018, 2019 |
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|Organisation: ||MOD (D17) - see all reports for this organisation |
|Report year: ||2019 (data is from Sept 2018) |
|Category: ||Transformation - see all reports for this category |
|Description: ||The Armed Forces People Programme (AFPP) has two primary objectives, as follows: a.Modernise the Offer for the Armed Forces by developing policies that better reflect the realities of modern life and aspirations of our Service personnel and potential new recruits. Support the Services in their activity to attract and retain sufficient capable and motivated people; providing evidence on the offer through qualitative focus groups, quantitative survey data, financial profiling and remunerative comparisons with the wider economy (noting the differences between the Armed Forces and nearest comparator employers), to demonstrate that the policies enhance the people component of military capability. (Attractiveness) b.Implement coherent changes that enables Defence to make the Offer affordable in an enduring way and to realise the financial savings agreed in SDSR15. (Affordability) The Programme initially consists of four projects, known as the AF People Projects, as follows: a.Future Accommodation Model (FAM): We are developing a new accommodation model that will improve choice, help more Service personnel rent private accommodation and better meet their aspirations for home ownership whilst still fulfilling the needs of the Services, and reduces current requirement for capital investment in Service accommodation. b.Flexible Engagements System (FES): We are developing a Flexible Engagements System that will enable Regular Service personnel to vary the nature of their Service, enabling flexible working and exploring the scope to adjust liability for deployment in order to support an individuals personal circumstances, and provide agility for the Services in terms of employing the appropriate personnel. Flexible engagements will also provide improved opportunities for Reservists to be employed in higher commitment jobs. c.New Joiners Offer (NJO): We are developing a new package for future recruits that will enable the recruitment and retention of sufficient numbers of capable and motivated Service personnel into the future while making sure our new offer is better targeted and more sustainable. d.Enterprise Approach (EA): We are exploring with Industry how to better employ scarce skills across the Defence enterprise and build our, and industrys, skills base. Pathfinder projects will initially test the concept in priority areas. |
|DCA (RAG): ||Amber/Red |
|DCA text: ||The last IPA Review of the programme took place in 2017 (Amber/Red). Since then there have been considerable changes to the programme that has reduced delivery risk (the closure of New Joiner Offer Project) coupled with generally good delivery progress (see schedule narrative). The SRO has recently upgraded the delivery confidence assessment to Amber to reflect this (with the agreement of the IPA which is represented on the Programme Board). |
|Start date: ||2015-11-25 |
|End date: ||2021-03-31 |
|Schedule text: ||The programme has continued to make steady progress against its principal delivery milestones this year (albeit with some slippage in two projects):
Flexible Service for Regulars has gone live on schedule in April 2019.
The Enterprise Approach project remains on track to deliver a cost benefit analysis and outline operating models for three case study areas in Cyber, Complex Weapons and Logistics. This will enable further development, working with industry, of interventions aimed at reducing the skills gaps across the Defence enterprise to be trialled later in the year.
The Future Accommodation Model Project achieved approval for pilot go-live in Autumn 2019 (nine months later than originally planned) following significant additional work to improve pilot affordability and longer-term project benefits delivery.
Following a review of the New Joiner Offer projects extensive analysis and policy work a decision was made in May 2018 to close this project and develop the opportunities it had identified through two new projects. These will focus on reform of the Early Departure Payment and delivering continued improvements to the pay structure for all Service personnel through the next Quinquennial Review of pay structures in the Armed Forces due in 2021. The Early Departure Payment Project has recently been slowed down to release people to work on higher priority issues across the Defence People area.
The main risk to successfully meeting the revised programme schedule remains securing adequate resources to deliver the programme (both financial and many of the skills required remain scarce). |
|Baseline: ||£27.27m |
|Forecast: ||£22.53m |
|Variance: ||-17.00% |
|Variance text: ||The underspend has been caused by: the early closure of New Joiner Offer Project, lower than expected costs for IT changes required by the programme, lower than expected spend on external assistance for Future Accommodation Model and higher than planned vacancy rates across the programme. |
|Whole Life Cost: ||£69.65m |
|WLCost text: ||Programme Whole Life Costs are yet to be finalised. This reflects the still relatively early stage of work in the Armed Forces People Programme projects, where the scope of the solutions that they will ultimately deliver/implement are yet to be agreed. |
|Notes1: || |
|Notes2: || |
|Sourcefile: ||None |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.