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DEFENCE TRAINING ESTATE (DTE) PROGRAMME
PROGRAMME PLAN
Release: Issue
Version: 1.3
Date: 15 September 2008
Authors: DTE ADWG / DTE IPT
Document Number: DTE/IPT 7000_1
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CONTENTS
Page Introduction 1 Background 2 Programme Objectives 2 Implementation Strategy 3 Programme 3 Progress to Date 4 Phase 3 Objectives 5 Resources 6 Processes 6 Progress and Performance Monitoring 6 Evaluation of Success 6 Conclusion 7
Annexes
A Estate Rationalisation Guiding Principles A-1 B Workstream Strategies B-1 C DTERS Level 1 Programme C-1 D Programme Action Plan D-1 E Programme Resources & Organisational Structure E-1 F Matching Options F-1 G Programme Processes G-1
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DEFENCE TRAINING ESTATE RATIONALISATION STUDY (DTERS) PHASE 3 PROGRAMME PLAN
Introduction 1. The Defence Estates Committee (DEC) commissioned DTERS to improve the MOD’s understanding of the training requirement and to match this with the overall supply. The study examined the management of the Defence Training Estate (DTE) worldwide and made recommendations on new management arrangements and processes. It recommended that a centralised management structure should be created based on separation of customer and supplier functions that would then use a common unit(s) of measurement and MIS to manage training requirements versus training estate capacity to provide Defence with the ability to:
a. Manage the DTE more effectively and efficiently day-to-day. b. Plan better for the future.
c. Quantify requirements and so justify acquisitions and disposals of assets from a position of authority when negotiating with Government, OGDs, NGOs and pressure groups
d. Respond in a more agile manner to changes in the training requirement and to other pan Defence impacts on the DTE.
2. On 14 Mar 05, the DEC agreed to the implementation of these new management arrangements known as the ‘DTERS Management Model’ (see fig 1 below). To date these arrangements have been implemented in 2 phases to incorporate GB, NI and Germany training estates. Phase 3 will focus on rest of the world training estate, other nations training areas, training on/over private land and adventurous training facilities.
[insert DTERS Management model]
FigFig 1 Fig 1 – DTERS Management Model
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DTERS MANAGEMENT MODEL
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Purpose 3. The purpose of this plan is to describe the approach, projects, deliverables, resources and stakeholder input required in order to complete the DTERS programme by 30 Sep 09. Background 4. The Defence vision for the Estate is to ‘provide an estate of the right size and quality, which is managed and developed effectively in line with acknowledged best practice, and is sensitive to social and environmental considerations. The aim is to identify and invest in sites with a long-term future. The DEC Rationalisation Paper1 identified that the MOD Estate comprises 2 main components – the built estate (77k Ha; £10.5Bn RAB value) and rural or training estate (164k Ha, £0.825Bn RAB value). The paper outlined the guiding principles to implement this vision, a copy of which is enclosed at Annex A. 5. The paper identified that there are synergies between the built and rural estate, linked increasingly by sustainability issues. The Estate has suffered from under investment for 3 main reasons:
a. Much of it was built for a different purpose and gives a poor fit against today’s requirements. b. A large part of it is run down and requires a disproportionate spend on its maintenance. c. Many sites are widely dispersed with low occupancy and utilisation.
6. To address the issue of multiple usage training estate the DEC Rationalisation paper recommended that it should be brigaded and run as a single organisation to derive greater efficiencies in management utilisation, increase visibility of its costs and seek rationalisation and enhancement of the training estate. This would allow MOD to make best use of what we have, to understand what we need for the future, and to be able to defend against the ever-increasing pressure for reduction in our holdings. All aspects of the DTE2, including Adventurous Training accommodation, research and evaluation ranges, training on/over Private Land and overseas Training Areas should be included. 7. The vision and strategy for the future management of the training estate worldwide were subject to a detailed feasibility study led by LAND followed by an outline business case (OBC) and investment appraisal approved by the DEC. The OBC examined the rationale for change and assessed the benefits of creating organisations capable of managing the DTE as a strategic resource based on an holistic view of Defence needs. Programme Objectives 8. In recommending the implementation of the DTERS Management Model the OBC listed the objectives and outputs required to move from FLC owner/operated training estate to DTE management arrangements. The programme’s 4 key objectives / projects are: 1 DEC05/03 ‘A Strategy for Rationalising and Developing dated 2 The DTE is defined as the land and facilities needed to support all training activities undertaken on or over land. This includes training areas, ranges and camps (DTERS Scoping Paper) LAND/TRG 3086 dated 29 Dec 03.
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Objective / Project Description Completion Date 1: Business Re-Engineering Separation of supply and demand for
training estate worldwide through the creation of new requirement and supplier organisations under separate ownership to improve efficiency and effectiveness
30 Mar 09
2: User Requirement Determine the MOD’s training requirement (demand) that will justify holdings and investment needs
31 Dec 08
3: Matching of Supply to Demand Match the training requirement to capacity of training estate to support training Key Enablers: Development of Strategic Planning System to match supply & demand Develop units of measurement & determine overall supply capacity
31 Jul 09
31 Mar 09
31 Mar 09
4. DTERS Final Report A final report on the outcome of matching so that MOD can make a balance of investment decision on how much training estate is needed for the future against known outputs and Defence Planning Assumptions
30 Sep 09
Implementation Strategy 9. In endorsing the OBC the DEC agreed that re-structuring of organisations should be managed by an IPT. The IPT is governed by a 2* programme steering board (PSB) co-chaired by LF DGTS (‘the Customer’) and DE DG Ops (‘the Supplier’). At the strategic level the DEC agreed that CinC LF would sponsor the Defence Training Requirement and CE DE would account for, operate and manage the DTE on behalf of Defence. 10. The strategy for implementation encompasses the key components of change; assets, human resources, communications, contracts, finance, business processes and information systems. Each of these functional areas is managed by IPT work streams in conjunction with stakeholders. Detailed information on work stream specific strategies can be found at Annex B. Programme 11. The IPT manages the programme and makes recommendations on the appointment of team leaders / project managers. The appointments responsible for delivery of the 4 projects are: a. Project 1 – Business Re-Engineering. DTE IPT TL. b. Project 2 – Defence Training Requirement. DTRO TL c. Project 3 – Matching of Supply to Demand. DTE IPT BCM Key Enablers: SPS HQ DE Fin IBS Proj 5a Supply Capacity DTE IPT CE d. Project 4 – DTERS Final Report DTE IPT TL 12. The DEC agreed an implementation start date of 2 Apr 05. To support this a DTE IPT implementation plan and programme was developed. A copy of the level 1 programme is enclosed at Annex C. Key milestones to achieve the OBC objectives are:
4
Phase
Ref Responsibility Outputs Date for
Completion Further Studies: Further Studies into how to separate supply and demand.
C4 • DTE IPT • Arrangements for separation of supply and demand finalised NI & Europe
30 Jun 06
C5 • DTE IPT • Arrangements for separation of supply and demand finalised Rest of the World Trg Est
30 Jun 07
C6 • DTE IPT • Arrangements for separation of supply and demand finalised AT Facilities / TOPL / ONTA
01 Feb 08
C7 • DTE IPT • Arrangements for separation of supply and demand for all remaining sites
31 Oct 08
Objective One: Split supply and demand through the creation of new requirement and supplier organisations under separate ownership to improve efficiency and effectiveness.
A1
• DTE IPT • Finalise financial arrangements to facilitate transition • TU consultation (critical path)
31 Oct 05 29 Jul 05
A2 • DTE IPT • New Requirements organisation operational 31 Dec 05 A3 • DTE IPT • Supply & Demand separated (GB Sites) 28 Feb 06
A4A A4B A4C
• DTE IPT • Supply & Demand separated (NI & Europe) • Supply & Demand separated (RoW Trg Est) • Supply & Demand separated (AT,TOPL,ONTA)
31 Mar 07 31 Mar 09 31 Mar 09
A5 • DTE IPT • Proposal for integrated organisational structures • Post Project evaluation
30 Sep 09
Objective Two: Determine the Department’s Training Requirement. A6 • DRO • URD 31 Dec 08
Objective Three: Match the requirement with the overall available supply. A7 • DTE IPT
• DRO • D Ops (DTE)
• Develop Strategic Planning System 31 Mar 09
A8 • DTE IPT • D Ops (DTE)
• Determine Overall Supply Capacity 31 Mar 09
D1 • DTE IPT • DRO • D Ops (DTE)
• Agree demand and surge capacity requirement • Rationalisation and enhancement proposals (to be evaluated)
14 Aug 09 Objective Four: Make a balance of investment decision of what we need for the future against known outputs and Defence Planning Assumptions.
D2 • DTE IPT • DRO • D Ops (DTE)
• Combined Operational Effectiveness & Investment Appraisal
• Final Report
14 Aug 09
30 Sep 09 Progress to Date 13. DTERS developed training estate management arrangements based on the Project Alexander model (see Fig 2 below) which separates customer and supplier functions as well as strategic decision making, strategy & policy from operational management and service delivery. These arrangements have been implemented for the DTE within UK & Germany.
Fig 2 Project Ale
Fig 2 Project Alexander Model
C1
C2
S1
S2
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14. To support the Alexander Model, DTERS developed a series of higher-level management processes (see fig 3 below) using a Fully Serviced Infrastructure (FSI) approach.
Fig 3 DTE Core Management Process Relationships
15. The DEC agreed that these processes should be refined to identify and clearly define new management roles, responsibilities and organisational structures for DTE management. These were developed and are contained in the OBC. Process development has continued throughout implementation with the current management processes published on DE estate business management system. They will continue to be subject to development throughout implementation. 16. Currently the DTE is managed in accordance with a Service Level Agreement signed between DGTS and DG Ops. This agreement reflects the new DTE customer and supplier roles, responsibilities and processes. Phase 3 Objectives 17. The intent of Phase 3 is to complete the DTERS programme by 30 Sep 09. To achieve this all 4 projects outputs will need to be delivered as follows:
a. Project 1 – Business Re-engineering. Supply and demand for training estate separated worldwide by 31 Mar 09.
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b. Project 2 – User Requirement. The Defence training requirement URD published by 31 Dec 08. c. Project 3 – Matching of Supply to Demand. A final proof of concept based on an initial 6 year short-term match incorporating a 3 year forward look of know changes to training & 3 year forward look to new training requirements by 31 Jul 09. Key enablers to be completed are:
(1) Strategic Planning System Full Operational Capability by 31 Mar 09. (2) Training Estate Capacity Database by 31 Mar 09.
d. Project 4 – DTERS Final Report. A final report based on short-term match that justifies short-term holdings and identifies funding needs to sustain a training estate fit for purpose by 30 Sep 09.
18. A phase 3 programme action plan has been produced and is enclosed at Annex D. This will be used to assess and monitor progress. Resources 19. The resources required to complete the programme were subject to PSB co-chair review. A paper was submitted, see Annex E, and recommendations endorsed on 7 Feb 08. 20. To deliver the programme the PSB have agreed that an IPT of seven and a Defence Requirements Organisation (DRO) of eight will work together with D Ops (DTE) and representatives of other key stakeholders. Since this approval DG Ops has approved the recruitment of a further 2 temporary staff, 1 each for the IPT and DRO, to support Project 3 matching, see Annex F. 21. There maybe a requirement to fund occasional consultancy support to provide analysis and support SPS development as required. Funding will be sought from the PSB, on a case by case basis, in accordance with the DTE programme TORs. Processes 22. The DTE implementation PSB will continue to govern the programme with the AD Working Group acting as their advisers. 23. Key processes that will be used to manage the programme are discussed in Annex G. Progress and Performance Monitoring 24. Project progress, risks and issues will be reported monthly to the DTE IPT Programme Manager, as specified in the DTE Programme Quality Plan. This will ensure project control and performance monitoring is undertaken to determine whether the project objectives are being met. To maintain programme coherence and single point reporting to the PSB, project reports will be summarised within the DTERS implementation highlight report issued monthly by the IPT PM to the PSB members. Evaluation of Success 25. Peer Review. Deliverables identified in this plan will be subject to peer review and subsequent endorsement by the PSB. This will provide the project team and those with an
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interest in the programme’s outcomes the assurance that the products of each project stage are of a suitable quality and consistent with overall programme objectives. Peer review is a ‘best practice’ technique to provide objective and ‘non-advocate’ advice to the SRO at key stages of a project or programme. The OGC Gateway Review is a specific example of peer review, the application of which is mandated for MOD medium and high risk projects or programmes. 26. Lessons Learned. Lessons Learned will be captured for all activities, documented and recorded in the programme lessons learned register and subsequently submitted to DE for consideration as entries on the DE LFE intranet site. 27. Justifying Holdings and Future Investment. The critical test of programme success will be how well the DTERS final report justifies;
a. The retention of a DTE of the right size and quality that supports the generation and delivery of Military Capability and; b. The investment needed to ensure that the DTE remains ‘fit for purpose’, in order to meet future changes to training requirements that may be caused by various factors, including changes in doctrine, defence policy, advances in technology and changes to the operational environment.
Conclusion 28. Programme timescales have been challenging throughout implementation. The amount of structural re-organisation, stakeholder consultation and knowledge management has been time consuming with limited resources. Nevertheless significant progress has been made with DTE management arrangements now working across Europe delivering training areas, ranges and camps in support of the generation of FE@R, essential military capability for the MOD. 29. The issue of resources has been recognised by the PSB. There are now more dedicated programme resources than at any previous time in the programmes life. The aim now is for all involved to collaborate, make best use of the remaining 12 months to complete the programme and deliver a meaningful final report that justifies;
a. The retention of a DTE of the right size and quality that supports the preparation of Military Capability3 and; b. The investment needed to ensure that the DTE remains ‘fit for purpose’4, in order to meet future changes to training requirements that may be caused by various factors, including changes in doctrine, defence policy, advances in technology and changes to the operational environment.
Annexes: A. Estate Rationalisation Guiding Principles B. Workstream Strategies C. DTERS Level 1 Programme D. Programme Action Plan E. Programme Resources & Organisational Structure F. Matching Options G. Programme Processes 3 Based on the Defence Training User Requirement Document produced by the DRO, HQ LWC. 4 As measured by the outputs, targets and key performance indicators specified in the Joint Business Agreement between LF DGTS (‘The Customer’) and DE DG Ops (‘The Supplier’).
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ANNEX A TO DTE/IPT/7000_1 DATED 15 SEP 08
ESTATE RATIONALISATION – GUIDING PRINCIPLES
1. To respect the primacy of operational requirement, and to contribute proactively to recruitment / retention objectives. 2. To manage the Defence Estate as a corporate whole, collocating functions regardless of owning Service where operational considerations permit and economic considerations favour. 3. To consolidate on sites which offer potential to accommodate future changes in Defence needs and possible force reductions in Northern Ireland (NI) and overseas; this flexibility implies a degree of ‘loose fit’1. 4. To consider the disposal of those sites with highest alternative use values, in order to release the maximum equity for reinvestment in improvement of the estate that remains. 5. To move towards fewer, larger communities2. Evidence suggests that there should be substantial savings in operating costs, if defence personnel are organised into communities of 2000 or more. 6. To divest the Department of those parts of the estate which are inefficient, uneconomic or ineffective, and with due regard to broader Government objectives3, thereby ensuring future Department investment is focussed in locations with an enduring future. 7. To develop the estate with due regard to the Government’s policies, including sustainable development policies. 8. To take into account the current locations of Defence housing, the lack of receipts from further Annington releases and the significant costs of further housing developments. 9. To have a more even balance of Defence activity across the country4.
1 The provision of some spare capacity on a site/location when viewed against the site’s extant requirement. 2 This embraces Royal Australian Air Force (RAAF) experience which has indicated that the site running costs per capita of a 500 man site are approximately double those of a 2000 man site. Work by the Army Infrastructure Organisation (AIO) supports these findings. Indeed, 20% of UK Defence personnel are located on site accommodating fewer than 500 people and a further 45% are on sites accommodating 500-2000. 3 Including Modernising Government and the Lyons Review. 4 Statement by Secretary of State for Defence at Estate Strategy launch in 2000.
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ANNEX B TO DTE/IPT/7000_1 DATED 15 SEP 08
WORKSTREAM STRATEGIES
PROGRAMME SUPPORT Human Resources 1. Given the potential impact of change on morale and behaviour, it is essential that there is sensitive handling of HR issues to ensure a smooth transition of staff from Navy, Army and Air Force organisations to DE D Ops (DTE). These factors will direct all planning work. HR activity will be managed by DTE IPT PSO working in conjunction with nominated HR BP representatives of all organisations affected by this change programme. 2. Employee’s and TU representatives will be consulted informally as soon as confirmed direction permits. Formal consultation with TUs will commence once there is PSB agreement to proposals for all remaining DTE implementation studies that cover RoW Training Estate, TOPL, ONTA and AT Facilities. The PSB are due to consider findings from these studies at its next meeting on 17 Sep 08. Further studies on PJOB facilities and residual GB sites are due to report in Oct 08. 3. Current planning assumptions indicate that DTE implementation phase 3 will transfer 315 staff from current organisations to DE D Ops (DTE) and 1 post to the requirements organisation within HQ LWC. The impact for the majority of staff will be little more than coming under a different chain of command / line management arrangements. For re-roled staff, changes to job descriptions and training requirements will be agreed with their line manager. The potential staff implications are as follows:
Staff Implications MOD Civil Servants
Study Military
Staff UK Based Civilians (Non Ind)
Non Industrial Grades
Industrial Grades
Locally Employed Civilians
Total Remarks
RoW Training Estate • Canada • Belize • Kenya • Norway
17 19 15 1
5 1
122.5 101
22
142.5 116 1
2008 agreed structure 2007 draft structure 2007 draft structure
ONTA 1 1 1 3 TOPL [1] 3.5
[0 to 8]
3.5 [12.5]
Possible need to re-role LF staff in Ger. Trial period in LF 2 Div to consider resource implications
AT Facilities 2 1 5 5 2 15 Subject to validation Residual GB Sites 3 11 14 Subject to study PJOB Trg Facilities Subject to study Totals 55
[56] 11 9.5
[17.5] 16 225.5 317
[326]
Communications 4. Given the amount of structural change associated with this initiative an effective communications strategy will be essential to ensure effectively and timely implementation. The DTE IPT PSO is responsible for the co-ordination of all programme communications including a further review of the DTERS communication strategy. As website manager, the
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PSO will maintain the currency of all information posted on the website. All types of communication media will be used to promote awareness of this change across Defence, particularly Front Line Commands (FLCs) including oral and written briefings, presentations, roadshows and newsletters. 5. The complexities encountered to date, highlight the need for regular information that sets out clearly changes to roles / responsibilities and the impact of these changes. There is a need to communicate with a wide range of internal stakeholders including Royal Navy, Army, Air Force training organisations and their headquarters, PJHQ, MOD Centre, DE&S & DE. 6. Effective communication will be the key to maintain the support of external stakeholders including Host Nations and their Military Departments e.g. Canadian Department of National Defence and Royal Norwegian Air Force whose training facilities are used to support MOD training events and activities. Other external stakeholders including TUs and Works Councils will be updated on progress at all stages. Mandatory consultation processes and timelines will be followed. REQUIREMENT Requirement 7. Essential to achievement of a successful programme outcome will be the production and endorsement of the Defence Training User Requirement Document (URD) that specifies the Defence training requirement. This document should be forward looking containing known current and future training requirements based on the Endorsed Military Tasks, Defence Strategic Guidance and Defence Planning Assumptions. 8. The Defence Requirements Organisation (DRO) based in HQ LWC will be responsible for production of the Defence Training URD and associated outputs detailed in URD Project Plan. The Defence Training Capability Working Group (CWG) will be an additional resource to assist the DRO with project delivery and review project outputs to achieve completion of Project 2 in 2008. It is expected that the newly appointed TL will be the single point of accountability and project manager for Project 2: ‘Determine Defence Training Requirement’. Early confirmation of this assumption will be sought from COS LWC. 9. Once produced the DRO will work in collaboration with DTE IPT and DE D Ops (DTE) to deliver Project 3: ‘Matching of Supply to Demand’ and Project 4: ‘DTERS Final Report’. Further information on matching is enclosed at Annex F. Operational Analysis 10. With an endorsed URD the task of analysing the requirement and examining supply options will commence. A demand profile of required capacity by training events / exercise will be needed initially looking out 4 to 6 years and then over time developed to add the projected medium and long term demand. The aim is to produce a 25 year demand profile, once DTE management arrangements have matured, which will be used to justify holdings and investment needs. This in turn would inform the production of a DTE Development Plan that could be annexed to the DE Development Plan1. However for the DTERS programme the final report is likely to focus on the short-term demand profile thus addressing short-term affordability for PR10.
1 DE Est Dev 3-2-0 dated 17 Jun 08.
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BUSINESS RE-ENGINEERING Strategic Planning System (SPS) 11. In support of this programme, HQ DE IBS commissioned an IS review which concluded that across Defence, the piecemeal development of MIS, largely to address similar business objectives, means that corporate data is often not being shared. Confidence in using MIS therefore will only come by having robust and reliable systems in place which gather and use effectively, accurate data. For the programme the overriding importance is to develop a strategic planning tool that will balance training requirements against estate capacity to allow scenario planning and the costing of a range of supply solutions so that best value for money can be determined. 12. SPS is a key programme enabler. It will be the means by which Defence will have the ability to manage the DTE as a strategic resource based on an holistic view of Defence needs thus achieving the vision and strategy for the programme. It is also the key enabler to Project 3 ‘Matching of Supply to Demand’. However SPS evolution has already taken 2 years. To reduce the impact of further programme delay, a range of matching options has been considered and recommendations made. Further information on these options can be found in Annex F. 13. HQ DE IBS have appointed a Project Manager whose current task is to develop a concept demonstrator by Dec 08 to further de-risk Project 3 and refine the business rules for matching. To achieve this, the DTE IPT OA will produce a sample training demand profile, whilst the DTE IPT CE will produce a sample estate capacity database. Recommendations will inform data requirements and SPS development / procurement. 14. During the SPS assessment phase a data audit was conducted. This confirmed the piecemeal nature of data management across and within those organisations currently involved in management of the DTE including DE D Ops (DTE). A DTE Information Management Strategy was produced the key elements of which were briefed to the PSB. Implementation of this strategy will be key to the enduring success the DTERS management model. To achieve this, Dir D Ops (DTE) agreement to the DTE IPT BCM being responsible for implementation of the strategy will be sought. Matching 15. The processes and procedures for strategic planning including matching of supply to demand have been produced and have passed 2* peer review. There is a concept that has been further refined with the production of a ‘Data Model’. The development of a concept demonstrator will further assist process development and refine the business rules to be used for matching the demand capacity profile (produced through operational analysis of the requirement) and net overall DTE supply capacity. 16. Although the DTE may have a maximum net overall supply capacity2, in turn this is only available when it is affordable. This is the key determinant of matching, what is the optimum supply capacity that can be made available to support Defence Training Requirements. Processes and Procedures
2 i.e. the capacity calculated after taking into consideration those factors which effect availability days
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17. The processes and procedures that support the higher level functions of the DTERS Management Model have been developed and published on DE Website under training estate services within the Estate Business Management System. These will be subject to continual review and updating during implementation. DGFM is the process owner for the financial management processes, DGTS is the process owner for the DTE Customer processes, CE DE, DG Ops and others are the process owners for the Supplier processes. Until implementation is completed the DTE IPT BCM will continue to be the Process Manager for DTERS management model processes and attend the DE process managers’ forum. Upon programme completion the responsibility for process management will be passed to nominated representatives within Customer and Supplier organisations. COST ENGINEERING Asset Management 18. In Mar 05, the DEC agreed that all training estate assets will be grouped together under LUC 03 ’Training Estate’ within the Defence Property Fixed Asset Register. Grouping assets together will improve visibility, a key programme outcome, and provide Defence with the means to manage the DTE as a strategic resource. Throughout implementation work has been ongoing to reclassify Training Estate land and buildings that will lead to the production of a single register of all Level 1 and Level 2 assets. The DTE IPT CE is responsible for producing this asset register in 2008 working with the HQ DE DPG team. By no later than 31 Mar 09, the register will be verified by the CWG and used as the definitive list of assets for Project 3: ‘Matching of Supply to Demand’. The task of managing this register through life will then transfer to DE D Ops (DTE). 19. Matching supply to demand will require the development of a training facilities codification system to identify training facilities by type and units of measurement to calculate supply capacity. Using the asset register produced in 2008, the DTE IPT CE will develop the codification in conjunction with the other IPT workstreams, DRO and D Ops (DTE) to produce DTE asset capacity database by facility type. By no later than 30 Jun 09 this database will be verified by the CWG and used for matching. Finance 20. Funding for estate running costs including facilities management (hard and soft FM), leases, licenses, maintenance, staff and utilities will be transferred to DE commencing with in-year transfers where appropriate followed by a full planning round transfer once transitional arrangements have been implemented and reviewed. Establishment specific UINs will be created within DE either by transfer of existing UNIs or the creation of new UINs where they do not exist. The aim is to complete financial transition by Sep 09. Procurement 21. The DTE PSB have agreed that all contracts supporting the DTE should transfer to DE when it is appropriate to do so. Where contracts are DTE establishment specific and there is at least 12 months before the expiry date they should transfer to DE. Where service provision forms part of a larger contract services should be transfer to a DE managed arrangement when there is an appropriate breakpoint that avoids financial penalty. 22. Transfer principles agreed are:
a. Agreements that are DTE establishment specific should transfer.
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b. All new agreements to contain pricing provisions so that DTE sites can be extracted at a later date at no additional cost to Defence.
c. Provisions such as optional pricing and notifying bidders that DTE sites may not remain within the agreement for its full term should be included within any new contract such as MAC’s.
d. DTE sites without a dedicated MAC should remain within current agreements
until:
(1) There is an endorsed Procurement Strategy for the DTE; and, (2) The future of the site has been determined; or, (3) Value for money can be demonstrated through transfer of the site to an alternative DE managed agreement.
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emen
tatio
n pr
opos
al
by 3
1 M
ar 0
8
03 M
ar 0
8 31
Mar
08
DTE
IPT
TL
DTE
IPT
PM
BA
TUS
SO1
G1/
4 D
TE S
O1
Ops
A4B
:2
Fina
lise
stru
ctur
es &
PSB
agr
eem
ent t
o im
plem
ent b
y 30
Jun
08
13
May
08
30 Ju
n 08
D
TE IP
T TL
D
TE IP
T PM
B
ATU
S SO
1 G
1/4
DTE
SO
1 O
ps
A4B
:3
Com
plet
e es
tabl
ishm
ent a
ctio
n (m
ilita
ry p
osts
) by
31
Jul 0
8 01
Jul 0
8 31
Jul 0
8 D
TE IP
T TL
D
E Se
c B
P EM
TT
DTE
SO
2 O
&D
D
TE S
O1
Ops
A4B
:4
TU a
gree
men
t to
impl
emen
t (U
K b
ased
civ
ilian
s)
by 5
Sep
08
01
Jul 0
8 5
Sep
08
DTE
IPT
TL
DTE
IPT
PM
DTE
HR
BP
DTE
IPT
PSO
A4B
:5
Com
men
ce re
crui
tmen
t act
ion
(civ
ilian
staf
f)
by 1
2 Se
p 08
01
Jul 0
8 12
Sep
08
DTE
SO
1 O
ps
DTE
HR
BP
DTE
Fin
Con
trolle
r D
TE S
o1 T
rg S
afet
y
A4B
:6
Brie
fing
to B
ATI
C w
orki
ng g
roup
s by
26
Sep
08
22
Sep
08
26 S
ep 0
8 D
TE IP
T TL
D
TE IP
T PM
LW
C S
O1
G3/
G5
Plan
s D
TE S
O1
Ops
A4B
:7
Fina
lise
PR09
fina
ncia
l tra
nsfe
rs
by 2
8 N
ov 0
8
01 Ju
l 08
28 N
ov 0
8 D
TE IP
T PM
D
TE IP
T C
E LW
C C
iv S
ec
BA
TUS
SO2
MA
D
TE F
in C
ontro
ller
A4B
:8
Brie
fing
to B
ATI
C S
teer
ing
Com
mitt
ee
by 1
9 D
ec 0
8
01 D
ec 0
8 19
Dec
08
DTE
IPT
TL
DTE
IPT
PM
LWC
SO
1 G
3/G
5 Pl
ans
DTE
SO
1 O
ps
A4B
:9
Mili
tary
staf
f app
oint
ed a
nd in
pos
t by
31
Jan
09
01 Ju
l 08
31 Ja
n 09
D
TE IP
T TL
D
E Se
c B
P EM
TT
DTE
SO
2 O
&D
D
TE S
O1
Ops
A4B
:10
Civ
ilian
staf
f app
oint
ed a
nd in
pos
t by
31
Jan
09
15 S
ep 0
8 31
Jan
09
DTE
SO
1 O
ps
DTE
HR
BP
DTE
Fin
Con
trolle
r D
TE S
o1 T
rg S
afet
y
A4B
:11
DTE
(Can
ada)
SLA
Ann
ex a
gree
d by
27
Feb
09
3 N
ov 0
8 27
Feb
09
DTE
IPT
TL
DTE
IPT
PM
BA
TUS
SO1
G1/
4 B
ATU
S SO
2 TA
C/O
PS
DTE
SO
1 O
ps
A4B
:12
DTE
(Can
ada)
initi
al o
pera
ting
capa
bilit
y by
31
Mar
09
Initi
al o
pera
ting
capa
bilit
y ac
hiev
ed o
n tim
e IO
C b
y 31
Mar
09
2 Fe
b 09
31
Mar
09
DTE
IPT
TL
DTE
IPT
PM
BA
TUS
SO1
G1/
4 LW
C S
O1
G3/
G5
Plan
s D
TE S
O1
Ops
D
EOD
SO
1 H
d R
OS
Nor
way
– B
ardu
foss
A
4B:1
3 C
ompl
ete
Esta
blis
hmen
t Act
ion
(mili
tary
pos
t) by
30
Sep
08
18 S
ep 0
8 30
Sep
08
DTE
IPT
TL
FLEE
T SO
1 EL
3R
DTE
SO
1 O
ps
A4B
:14
Fina
lise
PR09
fina
ncia
l tra
nsfe
rs
by 2
8 N
ov 0
8 18
Sep
08
28 N
ov 0
8 D
TE IP
T PM
D
TE IP
T C
E LW
C C
iv S
ec
BA
TUS
SO2
MA
D
TE F
in C
ontro
ller
A4B
:15
Tran
sfer
con
tract
s to
DE
D O
ps (D
TE)
by 3
0 Ja
n 09
05
Jan
09
30 Ja
n 09
D
TE IP
T PM
D
TE S
CM
LF
AIO
C2
CM
A4B
To
cre
ate
Supp
lier O
rgan
isat
ions
R
est o
f the
Wor
ld T
rain
ing
Esta
te
A4B
:16
Bar
dufo
ss S
LA A
nnex
agr
eed
by
27
Feb
09
Initi
al o
pera
ting
capa
bilit
y ac
hiev
ed o
n tim
e
01 D
ec 0
8 27
Feb
09
DTE
IPT
TL
DTE
IPT
PM
JHC
AD
J8/ J
9 A
CS
CH
F C
OS
Ver
sion
Num
ber:
1.1
Dat
ed 1
5 Se
p 08
D
-2
Mile
ston
es
Tar
get D
ates
Res
ourc
es
Stat
us
(TL
R)
Rem
arks
Ph
O
bjec
tive
Stag
e D
eliv
erab
le
Key
Per
form
ance
In
dica
tor
(KPI
) Im
plem
ent
Com
plet
e R
espo
nsib
le
Dep
ende
ncy
Supp
ort
%
GY
AR
A
4B:1
7 M
ilita
ry st
aff a
ppoi
nted
and
in p
ost
by 3
1 M
ar 0
9 01
Oct
08
06 M
ar 0
9 D
TE IP
T TL
FL
EET
SO1
EL3R
D
TE S
O1
Ops
A
4A
To c
reat
e Su
pplie
r Org
anis
atio
ns
Res
t of t
he W
orld
Tra
inin
g Es
tate
O
utpu
t: Su
pply
& D
eman
d Se
para
ted
– C
anad
a &
Nor
way
A4B
:18
Bar
dufo
ss in
itial
ope
ratin
g ca
pabi
lity
by 3
1 M
ar 0
9
IOC
by
31 M
ar 0
9
09 M
ar 0
9 31
Mar
09
DTE
IPT
TL
DTE
IPT
PM
DTE
SO
1 O
ps
CH
F C
OS
Com
d D
TE (S
W)
DT
E (B
eliz
e)
D
eliv
erab
les t
o Fo
llow
D
TE
(Ken
ya)
D
eliv
erab
les t
o Fo
llow
PJ
OB
’s –
Cyp
rus /
Gib
ralta
r / F
alkl
and
Isla
nds
A4B
To
cre
ate
Supp
lier O
rgan
isat
ions
R
est o
f the
Wor
ld T
rain
ing
Esta
te
Out
put:
Supp
ly &
Dem
and
Sepa
rate
d –
RO
W T
rg E
stat
e
D
eliv
erab
les t
o Fo
llow
T
OPL
(UK
& G
erm
any)
A4C
:1
Agr
ee 2
Div
tran
sitio
nal y
ear a
rran
gem
ents
by
29
Aug
08
28 Ju
l 08
29 A
ug 0
8 D
TE IP
T TL
D
TE IP
T PM
2
Div
SO
2 G
3 LT
AR
D
TE S
O1
Ops
C
omd
DTE
(Sco
t)
A4C
:2
Com
men
ce tr
ansi
tiona
l yea
r in
Scot
land
/ N
orth
of
Eng
land
by
30 S
ep 0
8
01 S
ep 0
8 30
Sep
08
DTE
IPT
TL
DTE
IPT
PM
2 D
iv S
O2
G3
LTA
R
DTE
SO
1 O
ps
Com
d D
TE (S
cot)
A4C
:3
Com
plet
e im
plem
enta
tion
road
show
s / st
aff
brie
fs b
y 31
Oct
08
01
Oct
08
31 O
ct 0
8 D
TE IP
T TL
D
TE IP
T PS
O
DTE
SO
1 O
ps
A4C
:4
Com
plet
e in
-yea
r fin
anci
al tr
ansf
ers
by 3
1 O
ct 0
8
01 S
ep 0
8 31
Oct
08
DTE
IPT
CE
DTE
Fin
Con
trolle
r 2
Div
C2
Bud
man
U
KSC
(G) C
2 B
udm
an
LWC
Civ
Sec
A4C
:5
TU a
gree
men
t to
DE
inte
rnal
staf
f tra
nsfe
rs
by 2
8 N
ov 0
8
01 S
ep 0
8 28
Nov
08
DTE
HR
BP
D O
ps (N
) HR
BP
DTE
IPT
PSO
A4C
:6
Staf
f tra
nsfe
r let
ters
issu
ed
by 3
1 D
ec 0
8
01 D
ec 0
8 31
Dec
08
DTE
HR
BP
D O
ps (N
) HR
BP
DTE
IPT
PSO
A4C
:7
Com
plet
e PR
09 fi
nanc
ial t
rans
fers
by
30
Jan
09
03 N
ov 0
8 30
Jan
09
DTE
IPT
CE
DTE
Fin
Con
trolle
r FL
EET
C2
Bud
man
LF
C2
Bud
man
A
IR C
MD
C2
Bud
man
D
Ops
(N) C
2 B
udm
and
A4C
:8
New
TO
PL p
roce
sses
intro
duce
d ac
ross
4 D
iv, 5
D
iv a
nd G
erm
any
by 3
1 M
ar 0
9
05 Ja
n 09
31
Mar
09
DTE
SO
1 O
ps
Com
d D
TE (W
ales
) C
omd
DTE
(SW
) C
omd
DTE
(HC
) C
omd
DTE
(G)
DTE
IPT
BC
M
DTE
IPT
PSO
ON
TA
(Inc
l TO
PL B
eliz
e &
Ken
ya)
D
eliv
erab
les t
o Fo
llow
A
T F
acili
ties
A4C
To
cre
ate
Supp
lier O
rgan
isat
ions
A
T Fa
cilit
ies /
TO
PL &
ON
TA
Out
put:
Supp
ly &
Dem
and
Sepa
rate
d –
AT
/ TO
PL &
ON
TA
D
eliv
erab
les t
o Fo
llow
A
5:1
Term
s of R
efer
ence
Agr
eed
& P
PE im
plem
ente
d by
10
Jul 0
9 01
Jul 0
9 10
Jul 0
9 D
TE IP
T TL
D
TE IP
T PM
PS
B
AD
WG
A5:
2 R
oles
, res
pons
ibili
ties &
out
puts
of r
equi
rem
ents
or
gani
satio
n re
view
ed b
y 14
Aug
09
13
Jul 0
9 14
Aug
09
DTE
IPT
TL
DTE
IPT
PM
CO
S LW
C
DR
O T
L D
TE IP
T
A5:
3 R
oles
, res
pons
ibili
ties &
out
puts
of s
uppl
ier
orga
nisa
tion
revi
ewed
by
18 S
ep 0
9
17 A
ug 0
9 18
Sep
09
DTE
IPT
TL
DTE
IPT
PM
Dir
D O
ps (D
TE)
DTE
IPT
A5:
4 M
anag
emen
t arr
ange
men
ts o
f site
s not
man
aged
by
DTE
revi
ewed
by
18 S
ep 0
9
13 Ju
l 09
18
Sep
09
DTE
IPT
TL
DTE
IPT
PM
AD
WG
D
TE IP
T
A5.
5 TO
PL /
AT
faci
litie
s sup
ply
arra
ngem
ents
2 D
iv
revi
ewed
by
28 A
ug 0
9
3 A
ug 0
9 28
Aug
09
DTE
IPT
TL
DTE
IPT
PM
HQ
2 D
iv L
TAR
D
TE S
O1
Ops
C
omd
DTE
(Sco
t)
A5.
6 D
TE (C
anad
a) su
pply
arr
ange
men
ts re
view
ed
by 1
8 Se
p 09
31
Aug
09
18 S
ep 0
9 D
TE IP
T TL
D
TE IP
T PM
C
omd
BA
TUS
Com
d D
TE (C
anad
a)
A5
To c
ompl
ete
a po
st p
roje
ct
eval
uatio
n of
sepa
ratio
n (in
corp
orat
ing
furth
er re
view
of
orga
nisa
tiona
l stru
ctur
es)
A5.
7 Su
pply
arr
ange
men
ts N
orm
andy
Bar
rack
s Se
nnel
ager
revi
ewed
by
18 S
ep 0
9
% c
ompl
etio
n on
tim
e
31 A
ug 0
9 18
Sep
09
DTE
IPT
TL
DTE
IPT
PM
HQ
UK
SC(G
) G4
DC
omd
HQ
20
Bde
C
omd
Pad
GSU
C
omd
DTE
(G)
Ver
sion
Num
ber:
1.1
Dat
ed 1
5 Se
p 08
D
-3
Mile
ston
es
Tar
get D
ates
Res
ourc
es
Stat
us
(TL
R)
Rem
arks
Ph
O
bjec
tive
Stag
e D
eliv
erab
le
Key
Per
form
ance
In
dica
tor
(KPI
) Im
plem
ent
Com
plet
e R
espo
nsib
le
Dep
ende
ncy
Supp
ort
%
GY
AR
A
5 O
utpu
t: PP
E re
port
cont
aini
ng
reco
mm
enda
tions
on
revi
sed
orga
nisa
tiona
l stru
ctur
es
A5:
8 PP
E re
port
and
reco
mm
enda
tions
pro
duce
d
by 3
0 Se
p 09
10
0% c
ompl
ete
by 3
0 Se
p 09
21
Sep
09
30 S
ep 0
9 D
TE IP
T TL
D
TE IP
T PM
D
TE IP
T
PRO
JEC
T 2
: DE
TE
RM
INE
DE
FEN
CE
TR
AN
IIN
G R
EQ
UIR
EM
EN
T
A6.
1 Pr
ojec
t Pla
n &
pro
gram
me
prod
uced
by
14
Mar
08
01
Feb
08
14 M
ar 0
8
CO
S LW
C
DTE
IPT
PM
DR
O S
O1
J5 R
eqts
A6.
2 C
apab
ility
wor
king
gro
up fo
rmed
& T
OR
’s
agre
ed b
y 14
Mar
08
18
Feb
08
14 M
ar 0
8 C
OS
LWC
D
TE IP
T PM
D
RO
SO
1 J5
Req
ts
DTE
IPT
RM
A6.
3 U
ser r
equi
rem
ents
man
agem
ent p
lann
ed
by 0
4 Ju
l 08
17
Mar
08
04 Ju
l 08
CO
S LW
C
DTE
IPT
PM
CW
G
DTE
IPT
BC
M
DTE
IPT
RM
A6.
4 C
aptu
re a
nd e
ngin
eer u
ser r
equi
rem
ents
by
07
Nov
08
01 Ju
l 08
07 N
ov 0
8 C
OS
LWC
D
RO
TL
CW
G
DTE
IPT
BC
M
DTE
IPT
RM
A6.
5 R
evie
w a
nd e
ndor
se u
ser r
equi
rem
ents
by
31
Dec
08
03 N
ov 0
8 31
Dec
08
CO
S LW
C
DR
O T
L C
WG
D
TE IP
T B
CM
D
TE IP
T R
M
A6.
6 R
e-es
tabl
ish
ICC
org
anis
atio
n / r
ole
by
01
Jul 0
8 01
Feb
08
01 Ju
l 08
CO
S LW
C
LWC
SO
2 O
&D
LW
C C
iv S
ec
A6
Prod
uce
Def
ence
Tra
inin
g U
ser
Req
uire
men
t Doc
umen
t O
utpu
t: D
efen
ce tr
aini
ng u
ser
requ
irem
ent d
ocum
ent
A6.
7 R
evie
w a
nd a
gree
ICC
pro
cess
es
by 3
1 D
ec 0
8
% c
ompl
etio
n on
tim
e 1
00%
com
plet
e by
31
Dec
08
01 Ju
l 08
31 D
ec 0
8 C
OS
LWC
D
RO
TL
DTE
IPT
PM
DTE
IPT
RM
PRO
JEC
T 3
: MA
TC
H S
UPP
LY
AN
D D
EM
AN
D
A7.
1 Pr
oces
ses a
nd m
etho
dolo
gy d
evel
oped
by
26
Oct
07
02
Jan
07
26 O
ct 0
7 D
TE IP
T B
CM
D
TE IP
T SM
D
TE IP
T R
M
DTE
IPT
PM
A7.
2 St
rate
gic
plan
ning
syst
em U
RD
pro
duce
d
by 2
1 D
ec 0
7
04 Ju
n 07
21
Dec
07
DTE
IPT
BC
M
DTE
IPT
SM
DTE
IPT
RM
D
TE S
O1
Ops
A7.
3 SP
S da
ta a
udit
& d
ata
mod
el c
ompl
eted
by
31
Mar
08
02
Jan
08
31 M
ar 0
8 D
TE IP
T B
CM
D
TE IP
T R
M
DTE
SO
1 O
ps
EA
A7.
4 D
TE in
fo /
IS st
rate
gy &
mgt
pla
n pr
oduc
ed
by 3
1 M
ar 0
8
01 F
eb 0
8 31
Mar
08
DTE
IPT
BC
M
DTE
IPT
RM
D
TE S
O1
Ops
EA
A7.
5 O
utlin
e bu
sine
ss c
ase
appr
oved
by
31
Mar
08
01
Feb
08
31 M
ar 0
8 D
TE IP
T B
CM
D
TE IP
T R
M
DTE
SO
1 O
ps
EA
A7.
6 St
rate
gic
plan
ning
syst
em S
RD
pro
duce
d
by 1
6 M
ay 0
8
01 A
pr 0
8 16
May
08
DTE
IPT
BC
M
DTE
IPT
RM
D
TE S
O1
Ops
EA
A7.
7 D
emon
stra
tion
phas
e pr
ojec
t ini
tiatio
n by
31
Aug
08
21
Jul 0
8 29
Aug
08
DTE
IPT
BC
M
DE
IBS
Proj
5a
DTE
IPT
OA
D
TE IP
T C
E D
RO
SO
2 In
fra
(A)
DTE
SO
2 O
ps 3
A7.
8 A
ppoi
nt su
pplie
r for
con
cept
dem
onst
rato
r by
31
Aug
08
25
Jul 0
8 29
Aug
08
DTE
IPT
BC
M
DE
IBS
Proj
5a
DTE
IPT
OA
D
TE IP
T C
E D
RO
SO
2 In
fra
(A)
DTE
SO
2 O
ps 3
A7.
9 R
evie
w /
refin
e bu
sine
ss ru
les &
pro
cess
es
by 0
3 O
ct 0
8
01 S
ep 0
8 03
Oct
08
DTE
IPT
BC
M
DE
IBS
Proj
5a
DTE
IPT
OA
D
TE IP
T C
E D
RO
SO
2 In
fra
(A)
DTE
SO
2 O
ps 3
A7.
10
Des
ign
and
build
con
cept
dem
onst
rato
r by
28
Nov
08
06 O
ct 0
8 28
Nov
08
DTE
IPT
BC
M
DE
IBS
Proj
5a
DTE
IPT
OA
D
TE IP
T C
E D
RO
SO
2 In
fra
(A)
DTE
SO
2 O
ps 3
A7.
11
Test
ing
and
acce
ptan
ce o
f con
cept
dem
onst
rato
r by
19
Dec
08
01
Dec
08
19 D
ec 0
8
DTE
IPT
BC
M
DE
IBS
Proj
5a
DTE
IPT
OA
D
TE IP
T C
E D
RO
SO
2 In
fra
(A)
DTE
SO
2 O
ps 3
In
clud
es 2
* pe
er re
view
A7
Dev
elop
Stra
tegi
c Pl
anni
ng
Syst
em
A7.
12
Fina
l bus
ines
s cas
e ap
prov
ed
by 3
0 Ja
n 09
Full
Ope
ratin
g C
apab
ility
D
eliv
ered
on
Tim
e
02 Ja
n 09
30
Jan
09
DTE
IPT
BC
M
DE
IBS
Proj
5a
DTE
IPT
OA
D
TE IP
T C
E D
RO
SO
2 In
fra
(A)
DTE
SO
2 O
ps 3
Ver
sion
Num
ber:
1.1
Dat
ed 1
5 Se
p 08
D
-4
Mile
ston
es
Tar
get D
ates
Res
ourc
es
Stat
us
(TL
R)
Rem
arks
Ph
O
bjec
tive
Stag
e D
eliv
erab
le
Key
Per
form
ance
In
dica
tor
(KPI
) Im
plem
ent
Com
plet
e R
espo
nsib
le
Dep
ende
ncy
Supp
ort
%
GY
AR
A
7 D
evel
op S
trate
gic
Plan
ning
Sy
stem
A
7.13
A7.
14
A7.
15
A7.
16
Full
Ope
ratin
g C
apab
ility
D
eliv
ered
on
Tim
e
100%
com
plet
e
A8.
1 D
PG re
visi
ons /
DTE
ass
et re
gist
er p
rodu
ced
by 3
1 D
ec 0
8
01 Ju
l 08
31 D
ec 0
8 D
TE IP
T C
E D
TE IP
T B
CM
D
TE S
O2
Ops
3
A8.
2 D
TE c
apac
ity u
nits
of m
easu
rem
ent d
evel
oped
by
31
Dec
08
01 S
ep 0
8 31
Dec
08
DTE
IPT
CE
DTE
IPT
BC
M
DTE
SO
2 O
ps 3
A8.
3 Tr
aini
ng fa
cilit
y ty
pe c
odes
agr
eed
by 3
1 D
ec 0
8 01
Sep
08
31 D
ec 0
8 D
TE IP
T C
E D
TE IP
T B
CM
D
TE S
O2
Ops
3
A8.
4 C
apac
ity o
f DTE
trg
area
s, ra
nges
and
cam
ps
calc
ulat
ed b
y 27
Feb
09
05
Jan
09
27 F
eb 0
9 D
TE IP
T C
E D
TE IP
T B
CM
D
TE S
O2
Ops
3
A8
Det
erm
ine
over
all s
uppl
y ca
paci
ty
Out
put:
Ove
rall
supp
ly c
apac
ity
defin
ed
A8.
5 D
TE C
apac
ity d
atab
ase
prod
uced
by
31
Mar
09
% c
ompl
etio
n on
tim
e 1
00%
com
plet
e by
31
Dec
08
02 M
ar 0
9 31
Mar
09
DTE
IPT
CE
DTE
IPT
BC
M
DTE
SO
2 O
ps 3
DE
MO
NST
RA
TIO
N P
HA
SE
D1.
1 A
gree
kno
wn
and
futu
re tr
aini
ng d
eman
d pr
ofile
s by
03
Apr
09
05
Jan
09
03 A
pr 0
9 C
OS
LWC
D
RO
TL
D
TE IP
T R
M
DTE
IPT
OA
D1.
2 A
naly
se im
pact
of r
equi
rem
ent o
n D
TE su
pply
ca
paci
ty b
y 05
Jun
09
6
Apr
09
05 Ju
n 09
D
TE IP
T O
A
DTE
IPT
CE
D
TE IP
T B
CM
D1.
3 Ju
stify
and
agr
ee su
rge
capa
city
by
03
Jul 0
9
08
Jun
09
03 Ju
l 09
CO
S LW
C
DR
O T
L D
TE IP
T R
M
DTE
IPT
OA
D1
Mat
ch tr
aini
ng re
quire
men
t to
over
all s
uppl
y ca
paci
ty
Out
put:
ratio
nalis
atio
n an
d in
vest
men
t pro
posa
ls
D1.
4 Id
entif
y ra
tiona
lisat
ion
site
s and
inve
stm
ent
need
s by
31 Ju
l 09
06 Ju
l 09
31 Ju
l 09
Dir
D O
ps (D
TE)
CO
S LW
C
DR
O T
L D
TE IP
T TL
D
TE IP
T O
A
DTE
IPT
CE
PRO
JEC
T 4
: DT
ER
S FI
NA
L R
EPO
RT
D
2.1
Prod
uce
proj
ect p
lan
& p
rogr
amm
e by
30
May
08
01
Apr
08
30 M
ay 0
8 D
TE IP
T PM
D
TE IP
T TL
C
WG
D
TE IP
T B
CM
D
TE IP
T C
E D
TE IP
T O
A
DTE
IPT
PSO
D2.
2 C
larif
y is
sues
to b
e ap
prov
ed /
repo
rt fo
rmat
by
26
Sep
08
02 Ju
n 08
26
Sep
08
DTE
IPT
PM
DTE
IPT
TL
CW
G
DTE
IPT
BC
M
DTE
IPT
CE
DTE
IPT
OA
D
TE IP
T PS
O
D2.
3 D
evel
op th
e fin
al re
port
for e
ndor
sem
ent
by 1
5 M
ay 0
9
01 O
ct 0
8 15
May
09
DTE
IPT
PM
CO
S LW
C
D D
Ops
(DTE
) D
TE IP
T TL
CW
G
DTE
IPT
BC
M
DTE
IPT
CE
DTE
IPT
OA
D
TE IP
T PS
O
D2.
4 Fo
rmal
eng
agem
ent w
ith sc
rutin
y co
mm
unity
by
14
Aug
09
18
May
09
14 A
ug 0
9 D
TE IP
T PM
C
OS
LWC
D
D O
ps (D
TE)
DTE
IPT
TL
CW
G
DTE
IPT
BC
M
DTE
IPT
CE
DTE
IPT
OA
D
TE IP
T PS
O
D2
Prod
uce
DTE
RS
Fina
l Rep
ort
Out
put:
DTE
RS
Fina
l Rep
ort
D2.
5 Su
bmit
repo
rt fo
r rev
iew
and
end
orse
men
t by
30
Sep
09
Out
put d
eliv
ered
on
time
DTE
RS
Fina
l Rep
ort
Subm
itted
by
30 S
ep 0
9
17 A
ug 0
9 30
Sep
09
DTE
IPT
PM
CO
S LW
C
D D
Ops
(DTE
) D
TE IP
T TL
CW
G
DTE
IPT
BC
M
DTE
IPT
CE
DTE
IPT
OA
D
TE IP
T PS
O
E-1
ANNEX E TO DTE/IPT/7000/3 DATED 15 SEP 08
PROGRAMME RESOURCES AND ORGANISATIONAL STRUCTURE
Reference: A. DTE/IPT/7011 dated 7 Feb 08 (copy attached). 1. The dedicated resources required to complete the DTERS programme by 30 Sep 09 were reviewed and endorsed by the Co-chairmen based on the recommendations contained within Reference A. The following was noted:
a. An AD level forum will be formed that will meet between PSBs to ensure collaboration across all areas of the programme thus aligning missions, goals and objectives. b. DGTS to fund an additional 2 DRO posts with 1 compensating reduction, in addition to 3 posts for which funding already exists, for a net additional cost of £66,608 in FY 08/09 and £34,136 in FY 09/10. c. DG Ops to fund an additional 2 IPT posts, in addition to 2 funded and 3 retained IPT posts, for a net additional cost of £148,478 in FY 08/09 and £76,095 in FY 09/10. d. The costs relating to the procurement and development of the Strategic Planning System (SPS) will be the subject of a separate business case in Apr 08.
2. An SPS outline business case was submitted to PSB on 12 May 08. The following was agreed:
a. The project should proceed to the demonstration phase. b. DG Ops would fund this phase for a budget of £75k (ex VAT) to cover:
(1) The development of a concept demonstrator (£50k). (2) The extension of the EA assessment phase tasking order (£25k).
F-1
ANNEX F TO DTE/IPT/7000/3 DATED 15 SEP 08
MATCHING OPTIONS
Reference: A. DTE/IPT/7003/3 dated 12 Aug 08 (copy attached). 1. The production of the DTERS final report to justify holdings and investment needs is dependant on matching of supply to demand. With an emerging way forward on completion of separation of supply and demand worldwide (Project 1), purposeful progress being made on the Defence Training URD (Project 2) and SPS development (Project 3), DG Ops requested a paper to consider the options for matching (Reference A). 2. This paper was considered on 11 Aug 08 and the following agreed:
a. Option 3 Twin Track Approach’ would be adopted for DTERS Programme Project 3 ‘Match Supply and Demand’. b. That an additional 2 resources can be recruited for one year to provide additional programme capacity. c. The way forward for projects 1, 2 and 3 as listed in Para 19 of Ref A.
The following was noted: a. The quality of input data to the matching process is the key risk to this project (Project 3) and the programme.
G-1
ANNEX G TO DTE/IPT/7000/3 DATED 15 SEP 08
PROGRAMME PROCESSES AND PROCEDURES
Governance 1. Current governance arrangements will continue with CE DE as the DTERS Programme Senior Responsible Owner and implementation governed by a 2* PSB co-chaired by LF DGTS and DE DG Ops. The PSB TOR’s should be revised to ensure they reflect decisions made to date and current programme deliverables / timescales. Risk Management 2. The DTE IPT PSO will update the DTERS programme risk management manual and maintain the risk register. The IPT will continue to adopt an approach to risk management that contains a 5 step approach to risk assessment (identify, assess, record, monitor and review) in accordance with JSP 525 and OGC best practice. 3. Following an assessment of probability and impact scores, risks will then be prioritised and the assessment recorded within the risk register. Risks will then be actioned according to priority (immediate, urgent, routine and low) as shown in the table below:
Value Management 4. Working groups, workshops and seminars will be used to manage value and ensure the programme achieves outputs and outcomes assessed by stakeholders as critical to Defence training and management of the training estate in a manner that optimises value. A value management plan will be developed, the guiding principles of which are:
a. A continuous awareness of value for the organisation, establishing measures or estimates of value, monitoring and controlling them. b. A focus on objectives and targets before seeking solutions.
G-2
c. A focus on function, providing the key to maximising innovation and practical outcomes. NEEDS (What is necessary for a desired user) Value = RESOURCES (Everything that is required to satisfy needs)
Value Management Equation 5. Anticipated benefits of value management are:
a. Better decisions by providing decision makers with a sound basis for their choice. b. Improved products and services to customers by clearly understanding, and giving priority to, their real needs. c. Improved internal communication and common knowledge of the main success factors. d. Simultaneously enhanced communication and efficiency by developing multi disciplinary and multi-task teamwork. e. Decisions which can be supported by stakeholders.
Stakeholder Management 6. Effective stakeholder management will be key to achieving successful programme outcomes. Throughout Phase 3 the stakeholder analysis that describes who the stakeholders are and what their interests and influences are likely to be will be regularly reviewed and updated based on lessons learned and stakeholder feedback. The DTE IPT PSO will co-ordinate all programme communication activities, deciding what information to provide in response to requests for information and how feedback will be used to influence the programme. Quality Management 7. The DTE IPT PSO will update the DTERS programme quality plan that defines the programmes quality standards and techniques. These standards and techniques will be applied throughout implementation. The purpose of the plan is to set out a standardised approach to maintaining a level of quality acceptable to the PSB, to ensure deliverables are produced at the right time, in a form that can be easily understood by the audience. Progress and Performance Monitoring 8. The purpose of programme control and performance monitoring is to assess whether project outputs and programme outcomes are being met. Monthly checks will be made using the processes and forms for monitoring and reporting progress laid down in the Quality Plan. The performance of each project will be assessed using information gathered from workstream leaders. Working group meetings will be used to obtain information and updates
G-3
on deliverables; this information will then be used to inform programme management processes. Process Development 9. DTERS management model customer and supplier processes have been developed to encourage new ways of working and changes in behaviour that should deliver the benefits Defence is seeking from this initiative. Processes will continued to be refined throughout phase 3 led by a customer process review in 2008, followed by strategic planning processes and procedures by Apr 09. A review of remaining DTERS management model processes will be undertaken in 2009. Processes developed to date have been based on the following principles:
a. Customer. The requirements organisation processes will be based on those contained within the Defence Financial Management System (DFMS) and the Acquisition Operating Framework (AOF). b. Supplier. The supplier organisation processes will be based on those contained within the Acquisition Operating Framework (AOF) and DE Estate Business Management System (EBMS).
Current customer and supplier processes are published under training estate services section of DE EBMS.
Joint Business Agreement 10. There is a service level agreement that covers DTE management arrangements across Europe (excluding TOPL, ONTA & AT Facilities). This agreement has been signed by LF DGTS (The Customer) representing all ‘users’ and DE DG Ops (The Supplier). This agreement will become a joint business agreement (JBA) to cover arrangements for FY’s 08 and 09. A final version will be produced upon completion of Phase 3 implementation after which responsibility for the agreement should pass to the business management capability within HQ LWC and D Ops (DTE). Guidance on JBAs1 can be found by using the following link.
1 http://defenceintranet.diiweb.r.mil.uk/DefenceIntranet/PolicyAndProcesses/Finance/Content/AToD/JointBusinessAgreementsjbas.htm