Holding Times
There is not a great deal the military can do about outflow. The military has almost zero control on pay, pensions, housing, subsistence, allowances, operational deployments, civil servants, contractors, PFIs or a brace of other things that provide the push-factor.
The resource directors at the frontline commands have authority for amounts up to £250k with prohibitions on novel or contentious spends within that; everything else requires the Treasury. The Treasury is quite adept at forcing costs onto the MoD's books despite its protests / common sense / common decency (e.g. recovery of army RRP(F)).
No CEO could run a company with such shackles but this is what we ask of the Service Chiefs. Even when waste or stupidity hits the media the editors seem incapable of pinning the blame on anyone but the military. The Treasury must just roll around laughing when the MoD gets the blame.
The resource directors at the frontline commands have authority for amounts up to £250k with prohibitions on novel or contentious spends within that; everything else requires the Treasury. The Treasury is quite adept at forcing costs onto the MoD's books despite its protests / common sense / common decency (e.g. recovery of army RRP(F)).
No CEO could run a company with such shackles but this is what we ask of the Service Chiefs. Even when waste or stupidity hits the media the editors seem incapable of pinning the blame on anyone but the military. The Treasury must just roll around laughing when the MoD gets the blame.
I don't own this space under my name. I should have leased it while I still could
JTO is partly controllable. End of engagement is one known. Less predictable is RTS, and largely unpredictable is PVR. The latter can be controlled to some extent through waiting times.
The problem with the last and to some extent the others is the toxicity engendered by holding on to people who have mentally resigned.
The problem with the last and to some extent the others is the toxicity engendered by holding on to people who have mentally resigned.
EoE is known but retention beyond this first exit point is one of the great unknowns.
What is becoming clear is that aircrew manning at more senior levels (SQEP, specialist, instructor, staff, joint & higher command) requires a retention rate from the vanishingly small pool of junior aircrew of nearly 100%....
What is becoming clear is that aircrew manning at more senior levels (SQEP, specialist, instructor, staff, joint & higher command) requires a retention rate from the vanishingly small pool of junior aircrew of nearly 100%....
I don't own this space under my name. I should have leased it while I still could
Not aircrew but my daughter just banged at her 38 point, future mobility, family stability and AFPS 15 all push factors. Her husband jumped in November aged 48, AFPS15 again being the push.
Of course CEO's have similar limits, only rather than being set by a budget they are set by the Chairman, shareholders, investors and the City.
Budget and personnel mismanagement by VSO's is rife in Main Building.
Budget and personnel mismanagement by VSO's is rife in Main Building.
No, you are mistaken - market forces and business need set the remuneration package, not an arbitrary limit set by an external agency that is unconcerned with the business in question. It would be an odd business that allowed its most valuable people to leave, costing the business millions in the process, as a result of paying them a fraction of the market rate.
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Is the implication of the OP's question that we're off to hell in a handcart? If so, it's hardly a new idea; prior to my BFTS course (80's) we all held for between 4 and 7 months which was considered quite usual.
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While holds are nothing new it does beg the question as to why the current officer training course was recently compressed to 24 weeks in order to get pilots to the frontline (i.e. P8) quicker when all it actually has achieved is to get pilots onto their holds quicker? Surely the capacity of the Phase 2 training pipeline was considered when the decision to shorten officer training to the minimum military requirement was taken - or am I missing something?
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Gover Policy would seem to be investment in shiny new kit whilst simultaneously reducing the cost of the workforce that operates it through pay restraint, pension reform etc.
I guess it's easier to brag about your defence spending by showing a line of brand new Scruggs Wonderjets than it is by pointing to a bunch of pilots & engineers that were retained by a judicious FRI payment or improved pension offer.......
I guess it's easier to brag about your defence spending by showing a line of brand new Scruggs Wonderjets than it is by pointing to a bunch of pilots & engineers that were retained by a judicious FRI payment or improved pension offer.......
I am assuming, now that MFTS is up and running, there should only be 2 holding points - post Cranwell and immediately prior to an OCU, and any delay between the 2 will incur a penalty?
now that MFTS is up and running
the creeping cancer of contractorisation
But if, as mentioned above, post-IOT hold is due to lack of spaces at OCU post-flight training, then if planned properly there should be minimal holds between MFTS and OCU.
Originally Posted by JTO
The resource directors at the frontline commands have authority for amounts up to £250k
I have to admit to having no idea how those compare or fit in or how such sums can or cannot be allotted.
