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Joint Force Development Joint Force Development Information Pack Contents Section The Director General (DG) JFD 2 About Ministry of Defence 3 Defence in a Changing World 4 Benefits of working in the Civil Service 6 About Strategic Command (UKStratCom) 8 UKStratCom Command Charter 9 About Joint Force Development 10 - Working in Shrivenham 13 - Northwood - London 14 - Nuclear Faculty – Gosport 14 - Seaford House – London 15 - RAF Halton - DCTS 15 - Diversity & Inclusion 15 - The Civil Service is committed to becoming the most inclusive employer in the UK 16 Joint Force Development Information Pack 1 "Thank you for your interest in this exciting opportunity" About the Ministry of Defence Our vision We have four strategic objectives: The first duty of Government is to defend our 1. Protect our People: We will defend and country and to keep our people safe. Our national contribute to the security and resilience of the security and our economic security go hand-in- UK and Overseas Territories, protect our people hand. Our strong economy provides the foundation abroad, maintain the Continuous At Sea Deterrent Air Marshal Edward Stringer CB CBE MA BEng RAF to invest in our security and global influence, which and conduct operations as required. Director General Joint Force Development and Defence Academy provides more opportunities at home and overseas to increase our prosperity. In a more dangerous 2. Project our Global Influence: We will contribute Air Marshal Edward Stringer is the Director General of Joint Force Development, and DG Defence Academy, world, we have chosen to use our hard-earned to improved understanding of the world and within the Strategic Command. For those familiar with military terminology he is the de facto `J7’ for the economic strength to support our Armed Forces increase our influence in the regions that matter UK’s Military Strategic Headquarters. For those not so steeped, he owns the conceptual element of UK and give them what they need to help keep Britain to us, through strategic intelligence and the global fighting power: concepts & doctrine, training & education, exercise & experimentation, lessons learned & safe. We will increase defence spending every year defence network. We will reinforce international innovation. Before that he was Assistant CDS (Operations) in the MOD in Whitehall, essentially the MOD’s and continue to meet NATO’s target to spend 2% security and the capability of our allies, partners operations director - from UK flood-relief to the Deterrent. Previously he had been ACAS, the RAF’s of GDP on defence for the rest of the decade. and multilateral institutions. Assistant Chief, responsible for all policy interaction with MOD and for the RAF Board’s business. He arrived there from seeing the inside of the Pentagon as CDS’ Liaison Officer to the Chairman of the Joint Chiefs. Our Defence Purpose is to: Protect the people 3. Promote our Prosperity: We will contribute to the A previous Commandant Air Warfare Centre and head of RAF Intelligence he has had operational of the United Kingdom, prevent conflict, and be UK’s economic. security, support our industry commands in Libya, Afghanistan, Iraq and the Balkans. A one time Jaguar pilot and weapons instructor ready to fight our enemies. including through innovation and exports, (QWI) he first saw action in the Gulf War in ‘91 and in the no-fly zone (NFZ) operations that followed. continue to invest in science and technology Our Aims are to: and contribute to the wider skills and citizenship DG JFD’s vision, which has been updated to reflect JFD’s core purpose of delivering the benefits of our development that support British society. workforce Defined by DG JFD’s mission to: • Mobilise: to make the most of existing capabilities; 4. Maintain a strategic base and integrated global “For UK Defence, provide an educated workforce able to envisage multiple futures, conceptualise • Modernise: to embrace new technologies support network, and manage the Department and test Defence’s approach to them, and provide evidenced advice to Head Office so it can better to assure our competitive position; and of State: We will maintain an agile strategic base direct Defence to maintain its strategic edge today and tomorrow.” and global support network that enable the • Transform: to radically improve the way command, generation, preparation, projection, we do business. sustainment, maintenance, operation and redeployment of military capability in support of the This is to ensure we are prepared for the present and Defence objectives. This reflects the nature of the fit for the future. In the 2015 Strategic Defence and Department as a Strategic Military Headquarters Security Review (SDSR) we set out plans for stronger as well as being a Department of State. We will defence with more ships, more planes, more troops command UK military operations worldwide, at readiness, better equipment for special forces, and while providing the necessary enablers such as more for cyber. We will protect our people, territories, infrastructure, equipment, logistics and medical. value and interests, at home and overseas, through strong armed forces and in partnership with allies, to ensure our security and safeguard our prosperity. 2 Joint Force Development Information Pack 3 Defence in a Changing World The National Security Strategy and SDSR15 We require: We strive to be an employer of choice, through highlighted the changing and increasingly uncertain recognising, encouraging and celebrating international security context in which Defence must • Leadership at every level of Defence that is diversity. We aim to be an organisation that not operate. The associated National Security Risk Inspiring, Confident and Empowering: only encourages everyone to be themselves in Assessment concluded that the risks and threats making the right decisions at the right time the workplace but makes a clear link between faced by the UK have increased in scale, diversity for the right reasons – and learning from the embracing individual diversity and the successful and complexity; the increasing threat posed by things that go wrong; delivery of Defence outputs. terrorism, the resurgence of state based threats, the impact of technology, and the erosion of the • Strong Armed Services with a war-fighting ethos What we aim to achieve: rules-based international order are now particular and a willingness to adapt, and an effective challenges for the UK. We have made major reforms Ministry of Defence, working together to make • Ensuring MOD has a good quality evidence to how the MOD and Armed Forces are organised Defence as a whole stronger; base to make decisions and direct resources. and operate to ensure that we can maximise our investment in Defence capabilities. • Modern, innovative ways of doing business, • Each person who works in defence feels and where individuals accept responsibility for believes they are treated fairly and that the work We must adapt to stay ahead, configure our decisions and we weed out duplication, practices and environments correctly support capability to address tomorrow’s threats, not red-tape, waste and delay. their individual needs to enable them to do their yesterday’s, build more versatile and agile forces job effectively. for the future, and ensure our people have what We employ all kinds of people across a wide range they need to do what we ask of them. We cannot of interesting and rewarding jobs and if you join us • Business leaders and managers, both individually do everything on our own, so we must work you will be doing work that makes a difference and and collectively in Top Level Budgets (TLBs), effectively with our Allies and partners. And we really matter. intuitively factor diversity and equality into their must spend our budget wisely. decision making. Employer of Choice Our People • Individual members of staff understand their The vision for Defence People is that our outputs are role and take responsibility for making the MOD Every hour of every day, our people are supporting delivered by the right mix of capable and motivated diversity and inclusion philosophy a reality, such operations around the globe, protecting Britain’s people that appropriately represent the breadth of that policies are implemented and the gap shores, developing world-class weaponry, and the society we exist to defend, now and in the future. between the rhetoric and experience is closed. partnering with our international allies. People in Defence must bring diversity of talent, • Assuring that MOD is legally compliant across the However, our success depends on our people – experience, personal characteristics, perspective equality spectrum. our Whole Force – Regulars and Reservists, Civil and background; this is not only morally right, Servants and contractors, all working as one. but is fundamental to the operational effectiveness of Defence. 4 Joint Force Development Information Pack 5 Benefits of working in the Civil Service Whatever your role, we take your career and continue to provide valuable benefits for you and • Apprenticeships are an excellent way to continue • JFD is fully committed to developing our people development seriously, and want to enable you to your family if you are too ill to continue to work your professional development and progress and promoting opportunities to explore the build a really successful career with the Department or die before you retire. your career. They offer a unique opportunity to wider business of both the Command and MOD. and wider Civil Service. It is crucial that our combine learning and development with on-the- This includes access to a number of learning employees have the right skills to develop their • For more information, visit job experience. Apprenticeship opportunities are and development courses, including support careers and meet the challenges ahead, and you’ll www.civilservicepensionscheme.org.uk. available for all our staff, of all grades, ages and and funding for professional qualifications as benefit from regular performance and development backgrounds who want to develop their skills and appropriate.
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