Norfolk and the Armed Forces

Appendix 1

Norfolk Armed Forces Community Covenant Strategy and Action Plan 2017-19

The Covenant is a promise from the nation ensuring that those who serve and have served in the Armed Forces and their families are treated fairly. Ministry of Defence

Why

Norfolk is home to both current and ex-serving men and women and their families from across the Armed Forces. These men, women and their families form an important part of Norfolk’s community, bringing with them skills and a contribution that is unique and valuable. In

2011, the Government formed the Armed Forces Community Covenant, a commitment to all those who serve and their families that they will not be disadvantaged because of their service.

This strategy and action plan have been developed with this in mind, demonstrating Norfolk’s commitment to supporting the Armed Forces community who live and work in the county through a series of activities that Norfolk’s Armed Forces Community Covenant Board believes will make a difference. The plan recognises not only the serving community but also a commitment to improving the support available to the families of serving personnel as well as any ex-service men and women who decide to settle here permanently. How

The Norfolk Armed Forces Community Covenant (NAFCC) is a partnership which includes representatives from the current serving population, relevant charities and organisations who work with the Armed Forces, district councils and Norfolk County Council. The Board which manages the Covenant meets formally twice a year. In January 2017, the Board also introduced a series of workshops, from which this action plan has been developed, using intelligence from the National Armed Forces Covenant, the serving community and local knowledge to determine priority areas.

The plan is designed to deliver against the three national priorities: • Building Communities • Health, Welfare and Housing

• Education, Employment and Skills

A separate section at the back of the action plan identifies the activities that the Board will be undertaking to improve their day to day working and effectiveness.

Grant funding In addition to the activities contained within this plan the Covenant Board is able to support local projects through grant funding. Each funding bid is assessed against two main criteria - its contribution towards the Board’s priorities and the benefit it will bring to the serving or veteran community. The Board can also choose to support initiatives directly that have not sought funding. For more information on funding please contact the Norfolk Armed Forces Covenant at [email protected] Norfolk and the Armed Forces Norfolk has operational bases at RAF Marham and Robertson Barracks (Swanton Morley), an intensive Army training ground, STANTA in Breckland and RRH Neatishead a remote Unit based to the North-East of Norwich. Across Norfolk, at the time of writing, the serving population was 2,850 of whom 2,480 were military and 370 were civilians. RAF Marham celebrated its centenary in 2016 and has secured its future through the MOD and Government placement of the Lightning II Jet at the base (this will replace the Tornado Force from 2018). Introduction of the Lightning is supporting 20,000 UK jobs and a £300M infrastructure investment at the base. RAF Marham has 2,350 serving personnel, of whom 2,060 are military and the remaining 290 are civilians. The base has a broad population of almost 10,000 people made up of members of all three Services, the Civil Service, industry, contractors and families. Service family accommodation largely sits ‘outside the wire’ making it easier to engage with the local community. Robertson Barracks at Swanton Morley (formerly RAF Swanton Morley which was taken over by the Army in 1995) is currently home to the 1st The Queen’s Dragoon Guards (a Welsh regiment also referred to as the QDGs). The base has 400 serving personnel, of whom 380 are military and 20 civilians. In 2015 after 15 years, the former residents, The Light Dragoons (also known as the Northern Calvary) left the Barracks and moved to Yorkshire, as part of the Army’s rebasing plan. The 1st The Queen’s Dragoon Guards took up residence at the Base after returning from Germany. All of the service family accommodation for the base is ‘inside the wire’, providing fewer chances for the local community to engage with the base outside of formal engagement events. In November 2016, the MOD announced plans to close Swanton Morley Barracks in 2031. STANTA is a training facility owned by the Ministry of Defence, controlled by the British Army and run by the Operational Training and Advisory Group (OPTAG). The site is closed to members of the public and has been used since 1942 to train military personnel for combat. RRH Neatishead is a remote unit based to the North-East of Norwich. The unit's mission is to provide radar, ground-to-air radio and data links coverage as part of the UK Air Surveillance and Control System (ASACS), in support of national and NATO air defence.

The Royal Navy currently only has a small presence in Norfolk, however, this will grow with the introduction of the Lightning II at RAF Marham when joint RAF and Royal Navy personnel will maintain and operate at the base. The 3rd Battalion The Royal Anglian Regiment (The Steelbacks) is an Army Reserve Infantry Battalion. It is one of the most operationally experienced units within the Army Reserve, with soldiers having deployed on operations in Iraq, Afghanistan, Cyprus (UN) and in support of the Olympic Games over recent years. The Battalion also plays a role in National Defence and providing aid to civilian authorities. Service Family Context At the time of publishing this strategy and action plan, there were around 1000 children from military families in education in Norfolk, ranging from early years through to key stage 4 (up to 16yrs old). The nature of military life means that these numbers can change frequently as families move to new assignments which provides a challenge for schools, as military families new to the area have to compete for school places against the existing community. Providing consistency in a young person’s education can be difficult, especially where a family has moved frequently, sometimes from other countries. However, statistics show that generally children from Service families perform well in Norfolk. Nationally, some spouses experience testing times as a result of military life. These can be linked to the effects of moving frequently and their effective single parent status while their partner is away on active duty. Gaining employment can be difficult as some employers will be reluctant to take on individuals who are only able to commit to short term and whom may have other restrictions such as lack of transport. Nationally, this is recognised as a problem as many spouses are left with very few opportunities which not only puts a strain on family finances but can also put additional pressure on relationships. This can be compounded for military families who are normally stationed away from their natural support network, such as family and friends and in a rural county such as Norfolk this can lead to a sense of isolation outside the military family. Veteran Context Across the country, there remains an issue determining the size and location of the veteran community. Reliable statistics do not exist as many individuals either do not wish to identify themselves as having served, move frequently or are homeless. The latest MOD figures estimate 49,000 veterans residing in Norfolk but an estimation by the Royal British Legion puts figures as more like 90,000+ (2011 Census data). As a result of this uncertainty the Royal British Legion has launched a campaign to include a question within the next census which should help to identify veterans. Despite uncertainty over exact numbers, veterans can suffer from a number of challenges as a direct result of their service. Wider society’s interpretation of a ‘veteran’ and the problems they might face is, in itself, an issue as it is important to remember that a ‘veteran’ is anyone who

has served a day or more in the armed forces. This can mean that some veterans, (so called early leavers), can be among the most vulnerable members of society, without employment or accommodation. Finding employment can be difficult for any veteran as life outside the armed forces can be complicated to navigate and individuals can even be exposed to prejudice. However, veterans can also find transition to civilian life rewarding, using the skills they have learnt through their service to build a new career. Charity Context There are a plethora of military charities in Norfolk, representing both large, national organisations and smaller local specialists. All of them bring a wealth of expertise and are committed to helping those who are serving/have served and their families. However, the number of charities can sometimes appear daunting to individuals looking for assistance and the NAFCC recognises that there is a need to work together to help them find the most appropriate help and support at a time that is right for them. Cadets

The Norfolk Army Cadet force is home to over 750 cadets and 140 adult volunteers in 26 detachments. Detachments are organised into three sub units as follows: Britannia Company which covers the North Norfolk area, has eight detachments and a Company Headquarters at Dereham. The Cadet Norfolk Artillery (Crosskill’s) Battery covers the East of the county, has nine detachments and a Battery Headquarters at the Aylsham Road TA Centre in Norwich. The Cadet Norfolk Engineer Squadron with nine detachments looks after the South and West of the county. Squadron Headquarters are at Thetford. Since 1939, Great Yarmouth Sea Cadets has had youth groups in Gorleston and Great Yarmouth. The tradition of community-based Sea Cadet Units continues today with 400 across the UK each with charitable status enabling them to raise funds to meet their running costs. All units are members of the Sea Cadet Corps and are governed by the national charity MSSC - the Marine Society & Sea Cadets. RAF Cadets are a UK-wide cadet force with more than 40,000 members aged between 12 and 20 years, and 20,000 adult volunteers aged 20 and over. The aims of the Air Cadet Organisation (ACO) are to promote and encourage a practical interest in aviation and the Royal Air Force among young people; provide training which will be useful in the Services and civilian life and encourage the spirit of adventure and develop qualities of leadership and good citizenship. There are 29 squadrons based in Norfolk and Suffolk.

[Note – all figures quoted in this section were correct at the time of publication - due to re-deployment these figures will fluctuate throughout the year and therefore reports may quote different numbers]

Norfolk’s priorities To improve understanding of the Armed Forces Community Covenant and its benefits to the local community. 1 Building Communities • To increase support for armed forces communities by nurturing public understanding. • To increase activities for serving personnel and their families using local services. • To increase community integration for serving personnel and their families. 2 Health, Welfare and Housing • To improve co-ordination of support available to veterans in Norfolk. • To improve support to families during deployment. • To improve access for serving personnel and their families to local health and welfare services. 3 Employment, Education and Skills • To improve understanding of the needs of local Service children in schools. • To improve support for Service leavers to get into employment, in particular, early Service leavers. • To provide opportunities for spouses to develop their careers. The Board’s strategy and specific actions to help meet these priorities are on pages 7-11.

Norfolk Armed Forces Community Covenant Strategy 2017/18

Building Health, Welfare Education, Communities and Housing Employment and Skills

Work with individuals and Increase the knowledge of Assist spouses who want to families from the Armed Forces health providers in Norfolk of develop their own career path stationed in Norfolk so they feel the needs of the armed forces through offering training and part of community life, not just and veteran community. access to career advice. on base. Encourage veterans to identify Work with the Armed Forces Ensure that both the serving, themselves when seeking Corporate Covenant and veteran and civilian population medical/social care help. employers to increase understand each other. Work with public health to awareness of the benefits of Bring together key individuals ensure that veterans needs are employing veterans and armed and organisations in order to considered as part of any forces families through the identify issues and solutions relevant strategy. Business Pledge. that work for all. Work with armed forces families Work with schools / education Develop a network of to ensure their needs are met providers to ensure that the We will...... We individuals who can champion will...... We as far as possible by existing will...... We demands of military life are the needs of the armed forces services in the County. understood in the context of community. education.

The Armed Forces Corporate Covenant - is a commitment from businesses to support the armed forces, including reservists and 7 veterans. Businesses of any size can sign up to the Corporate Covenant through the Business Pledge to show their support. You can see who has signed up by clicking here

Building Communities

Ref. Action Deadline Owner Identify each local council’s elected Member champion and officer lead September Merry Halliday Senior NAFCC Officer 1.0 for the Armed Forces Community Covenant, starting with District 2017 (NCC) Councils. Develop a covenant pledge to local armed forces communities setting January 1.1 NAFCC Board out what they can expect from all councils in Norfolk. 2018 Develop a ‘covenant awareness’ package for inclusion in the elected September Merry Halliday Senior NAFCC Officer 1.2 Member induction process. 2018 (NCC) Establish a mechanism for identifying, sharing and responding to issues identified through referrals to The Royal British Legion (RBL) Merry Halliday Senior NAFCC Officer 1.3 and Soldier, Sailors and Airmen’s Families Association (SSAFA), in Ongoing (NCC) / John Boisson (RBL) / Kevin order to build up a picture of the effectiveness of public services with Pellatt (SSAFA) regards to veterans. Explore whether there is an opportunity to influence local borough and district councils’ Local Plans, with specific reference to the housing December Merry Halliday Senior NAFCC Officer 1.4 needs of armed forces communities as a result of changes caused by 2018 (NCC) the MOD Future Accommodation Model. Support the armed forces cadets and the emergency services cadets Merry Halliday Senior NAFCC Officer 1.5 Ongoing to work together and identify efficiencies. (NCC)

Health, Welfare and Housing

Ref Action Deadline Owner Engage fully with the NHS service providers and the Clinical March 2.0 Commissioning Groups to improve understanding of their contributions Derek Holesworth (NHS) 2018 to the Covenant and explore any potential for joint working. Explore options for improving access and awareness of dental March Merry Halliday Senior NAFCC Officer 2.1 treatment for armed forces families stationed in Norfolk (including 2018 (NCC) distribution of the ‘Tell Us’ poster to local dentists). Increase awareness of the needs of the military community amongst September 2.2 Derek Holesworth (NHS) health / social care commissioners. 2017 Monitor the development of the National ‘Veterans’ Gateway’ project and determine if it presents an opportunity to re-engage with Health and September John Boisson (RBL) / Kevin Pellatt 2.3 other public sector services. 2018 (SSAFA)/ Derek Holesworth (NHS)

Identify the support needed by local service charities to enable them to November Merry Halliday Senior NAFCC Officer 2.4 function more effectively, to secure funding and to reliably provide 2017 (NCC) services into the future.

Education, Employment and Skills

Ref Action Deadline Owner Ensure the military community is considered as part of the development September Jan Feeney Employment and Skills 3.0 of the Norfolk County Council’s Integrated Employment Service. 2017 Manager (NCC) Identify champions within local Job Centres and a mechanism for July 3.1 Mark Goldsmith (Job Centres Plus) ensuring these individuals are easily identifiable by veterans. 2017 Work with Job Centres to determine how veterans can be identified on 3.2 March 2018 Mark Goldsmith (Job Centres Plus) the new Universal Credit system. Explore all potential data streams and work with relevant schools to ensure the Board fully understands the picture regarding the performance June Simon Davis Education Achievement 3.3 of Service children in Norfolk’s schools and has a regular reporting 2017 Service (NCC) mechanism in place. Promote the MOD’s Business Pledge by working with the Regional Business Pledge lead and Norfolk County Council’s Economic Merry Halliday/QDG and RAF Marham 3.4 Development team to ensure that all employment opportunities for March 2018 Leads veterans and spouses in Norfolk are fully exploited.

The following activities will develop the work of Norfolk’s Armed Forces Norfolk's Covenant Community Covenant and improve the effectiveness of the Board

Ref Action Deadline Owner Explore options for a marketing and social media presence for Merry Halliday Senior NAFCC 4.0 Norfolk’s Armed Forces Community Covenant, including updating the October 2017 Officer (NCC) current website. Explore opportunities to promote the Covenant across all Norfolk’s Merry Halliday / Lisa Thipthrop 4.1 different armed forces communities, so that personnel are aware that it January 2018 (RAF Families Federation) is the critical mechanism to address issues and secure change. Identify Norfolk County Council departmental Covenant champions to Merry Halliday Senior NAFCC 4.2 promote awareness within the organisation. This may include use of March 2018 Officer (NCC) the e-learning tool developed by Solihull Council. Publish minutes of formal Board meetings on Norfolk Armed Forces Merry Halliday Senior NAFCC 4.3 June 2017 Community Covenant website. Officer - NCC Amend the current cycle of meetings to incorporate an annual Board planning meeting in January and to ensure that the meeting cycle Merry Halliday Senior NAFCC 4.4 June 2017 enables (as far as possible) MOD funding bids to be adequately Officer (NCC) debated and agreed by Board during meetings. Support the serving community and relevant service charities / 4.5 organisations to apply for relevant MOD grant funding where Ongoing NAFCC Board appropriate. Develop a calendar of key dates in the military calendar to ensure they Merry Halliday Senior NAFCC 4.6 October 2017 are commemorated / celebrated. Officer (NCC) Make contact with the Chamber of Commerce, to explore future Merry Halliday Senior NAFCC 4.7 May 2017 engagement with the Board. Officer (NCC)