issue mgs hq roadshows in the regions
TRANSCRIPT
The Newsletter of the Ministry of Defence Guard Service Issue 40
Summer 2011
MGS HQ Roadshows in the Regions
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MGS HQRoadshowsin theRegions
During a busy week in June, a smallteam from MGS HQ (David Wray,Marc Shreeve, Trevor McKinnon
and John Bills) travelled round thecountry to give briefings to eachRegions’ managers. The briefingsconcluded with a Q&A session, and thatmaterial, along with the slides, will beavailable on the MGS Intranet.
The key message of the sessions wasthat the Department continues to be indifficult times, and there remains muchuncertainty about the way ahead; but itis vital that everyone in the MGScontinues to deliver the bestprofessional service possible in thecircumstances.
David gave a broad view of what ishappening in the Department in regardto the appetite for security risk and, inparticular, the possible implications forguarding. He explained his work forDirector Business Resilience (DBR) andoutlined the potential impact of PR11measures on the MGS. The Department
continues to be in severe financialdifficulties and the MDPGA must play itspart in finding savings.
At the time of the Roadshow,consultation with Trade Unions on PR11proposals was imminent, and Davidexplained the consultation process.David also spoke about possible furthermeasures in the PR12 years and beyond,emphasising that there will be arequirement to find further savings. Hechallenged the audience not to be anostrich, hoping all of the changes will goaway, but to face reality and positivelyengage in the process. Finally, Davidmade it clear that there will remain aneed for security within the MOD and alarge unarmed guarding requirement.
Marc Shreeve’s theme for hispresentation was that despite all that isgoing on in the background, it is verymuch business as usual for the MGS. He stated that not only must the MGScontinue to meet tasking as best aspossible but it must continue to drivestandards upwards in order to add valuefor the customer. He outlined variousinitiatives that are ongoing such asminimum staffing, CSO4 post mappingand the draft Operations Manual and theneed to keep looking forward.
John Bills gave some guidance on howto construct a roster that meets theminimum staffing requirement even ifthat varies across the week, but alsocomplies with both the Working TimeRegulations and the Health and SafetyExecutive guidance on rostering. Theintention is to provide a better work-life
balance for the MGS as well as a rosterthat is as healthy as possible.
Trevor McKinnon continued theimproving standards theme by talkingabout the Continuous ImprovementProgramme. He outlined the successes,particularly of the Well Being audits, andthe work that is needed to build onthose successes. Finally he spoke aboutthe new e-par system and asked forfeedback where it can be clearlydemonstrated that the new e-par iscausing significant extra work.
The Roadshow presentations and theQ&A sessions that followed covered a lotof ground, of which the foregoing is aflavour. Just to remind readers again, theQ&A list, in which there are some moredetailed questions and answers, will bepublished on the MGS website.
RAF FylingdalesWelcomed The Princess Royal
By Adrian Cross, Group Manager
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RAF Fylingdales welcomed Royalty on Wednesday 9th March2011. Her Royal Highness The Princess Royal formally openedthe Station’s new combined mess, which has been built to thehighest standards of energy conservation.
Princess Anne arrived in the Queen’s helicopter and afterundertaking a grand tour of the early warning station, in lovelyspring weather, met 100 of the Station’s personnel beforeofficially opening the new mess.
The Princess Royal commencingher tour of RAF Fylingdalesaccompanied by The StationCommander, Wg.Cdr.MartinJohnson, and the Station SecurityOfficer, Sqn.Ldr.Ian Wright.
MGS Group ManagerAdrian Cross is presentedto HRH The Princess Royal.
Babs is on the move!
By Simon Ruddick, CSO2
In December 2010 following a recent success with her D Band passport, Babs (Mrs Marie Harding) departs from the Foxhill Area Office to start her new appointment as theGroup Manager for Flying Fox and PPA Warminster Road(Region 5 Area 1a).
Babs has served the Foxhill Area Office for 4 years and inthat time she was involved in many projects. As my AdminSupport Officer she was an absolute gem ensuring alladministration was complete and processed on time. This former Land Lady has never been shy of hard work. Her “will do” attitude has also enabled her to support Mr Vic Christopher MBE with training related matters, her in depth knowledge of the subject that will now serve herwell in the new post!
We all wish her well in her new appointment and we arevery confident that she will carry on where she left off. She is also armed with her new and very expensive pen setwhich will help her map out her very bright future as aGroup Manager!
Divisional Commander’s Award for Fylingdales MGS
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In February 2011 Chief SuperintendentR.J.Phillips N.E. Divisional commanderpresented a ‘Divisional Commander`sCommendation’ to MDP/MGS staff at RAFFylingdales, the citation reads:
‘In recognition of the resilience andprofessionalism displayed duringDecember 2010 to ensure that thesecurity operation at RAF Fylingdalescontinued despite adverse weatherconditions and the determination totransport key RAF personnel MDP / MGSOfficers to and from duty to continue thesupport to the RAF Station Commander.’
This showed MGS Officers’ dedicationand determination to report for duty,often staying in emergencyaccommodation on Station. The StationCommander stated: ‘’that ensuringessential staff were transported to andfrom the Station was a mission saver’’.
The winter conditionsproved a test of MGSingenuity.
Adrian Cross, MGS Group Manager, receiving the award, on behalf of theMGS, from Chief Superintendent Phillips assisted by Region 2 MGSRegional Manager Mike Cairns.
A posting to a site of National Historical Importance
On a chilly day, that day being the23rd October 1642 two enormousarmies faced each other in the fieldsbetween Kineton and Edgehill inWarwickshire. Descending the greatslope of Edgehill was the army ofCharles Stuart the King of England,Scotland and Ireland, facing him werethe forces of Parliament under theoverall command of Robert Devereauxthe Earl of Essex. What happened nextwas the first great pitched battle of theEnglish Civil War, involving Cavalry,Infantry, Dragoons and Artillery. By theend of the day as the light began tofade both sides claimed a victory, buttactically it was a draw. James 2nd whowas the Duke of York at the timeestimated that 1500 were slain,upwards of 2000 wounded: Edgehill
By Andrew SargentKineton, Region 3
was the first of manybattles andcampaigns thatwould tear thecountry apart in themid 17th century.
On the 6th April2010 I moved from48 Sig SqnBirmingham to JSCSKineton, I took up thepost of CSO5 gate staff working at thevarious gates around theestablishment. Whilst off duty duringthe summer months I can be found atvarious locations around the countryre-enacting in re-created battles andskirmishes of the English Civil War withthe Sealed Knot Society. At present Icommand a musket company of the SirJohn Gells Regiment the Army ofParliament, however I still find it rathereerie when working at the Edgehill Sub
Depot, as this is the site where in 1642Sir James Ramsey’s left wing of theParliament army had been crushed bythe Cavalry charge of prince Rupert ofthe Rhine, the Kings nephew.
Every October as near to the 23rd aspossible, the Sealed Knot Society areallowed access to Edgehill depot to paytheir respects at a monument erectedat the battle site,. Here they laywreathes and take part in a memorialservice to remember the fallen.
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TonyBurgess Gets Community Award
The life-saving exploits of MGS Guard Tony Burgess, fromNetheravon, have earned him a community award.
Nominated by Lt Col Chris Gosling, Tony won The Community Challenge Shield 2011 at the Tidworth Community Area Awards ceremony at The WellingtonAcademy, Tidworth in May.
Mr Burgess’s interest in becoming a NHS First Responderbegan almost two years ago when he went to the assistance of a woman who had been savagely attacked by a dog near the entrance to Airfield Camp and had suffered a brutal head wound.
Quickly assessing the situation, he removed the animal andprovided first aid whilst keeping her calm until an ambulancearrived to remove her to a hospital. Realising that if trainedcorrectly, he could provide a potentially life saving service tothe community, Tony undertook NHS First Responder trainingin his own time, often having to apply for leave from his job asa member of the MOD Guard Service and always at greatpersonal expense.
To further qualify him and broaden his medical knowledgeand abilities Tony also works voluntary shifts with the WiltshireAmbulance Service.
Shortly after passing his First Responder course, Tony’s firsttask was to attend to a young girl at Avon Valley CollegeDurrington who had had a serious epileptic fit and was indanger of swallowing her tongue.
Being the first to arrive on the scene, Tony took charge of thesituation and treated the casualty until the arrival of theparamedics. This was followed a while later by a call to thevillage public house where it was reported that a customer wasfeeling unwell. On arrival Tony diagnosed a heart attack,administered first aid, whilst providing information over thetelephone to the emergency services ensuing that when theparamedics arrived they were fully briefed on the patient’scondition. This action undoubtedly saved the man’s life.
Since then he has attended numerous medical emergenciesand life threatening incidents of which some sadly have beenquite traumatic and have not necessarily had the outcome onewould have wished for.
Tony’s own daughter has one very special reason to bethankful to her father. Towards the end of her pregnancy andin the early hours of the morning she unexpectedly went intowhat become a particularly difficult labour.
Tony was soon on the scene and remained throughout thebirth to provide assistance to the mid-wife.
Although Tony has attended countless medical emergencies,there is one that stands out and amplifies his commitment tothe local community and his desire to help those in need: Onsick leave having just had quite a complicated herniaoperation, Tony was returning home when he came across avery serious road traffic accident in which one vehicle hadbeen severely damaged.
On assessing the situation and calling the emergencyservices, he realised that there was a woman trapped in therear of the vehicle with an obvious neck injury which couldresult in paralysis if not isolated and treated correctly.
With total disregard for his own safety or personal discomfortfrom his operation, he climbed into the rear of the vehicle toprovide first aid and comfort the injured passenger. Heremained in the rear of the car providing reassurance while theemergency services removed the roof to extricate the injuredwoman.
It was only when the casualty had left the scene in theambulance that Tony realised that his own wounds hadopened and that he now required hospital treatment.
In his nomination citation, Lt Col Gosling commented:“Throughout, Tony has always demonstrated the highestdegree of professionalism and care………cool and calm, hetreats everyone with respect and courtesy.
“For the last eighteen months since being qualified as a FirstResponder, Tony has sacrificed much of his own personal life inorder to provide a rapid response to anyone in need of medicalassistance within his area of responsibility. For every incidenthe attends there are many others where he has been stooddown en-route.
“However, undeterred he selflessly waits for the next callwhenever or wherever that might be. He is undoubtedly apillar of the community. He asks for no reward or praise for hisactions and is a worthy contender for this award.”
Alan MatthewsIt is with deepest regret that we have to announce the
passing of Alan Matthews, Alan passed away unexpectedlyon the 09th April 2011. Alan was a CSO4 within the MGSserving at the Minerva House complex at Swindon.
Alan joined the MOD as, in his words, “a real securityguard”, pre MGS, following his service in the RAF in whichhe served within the Motor Transport department,eventually reaching the dizzy heights of a HGV1 DrivingInstructor.
Alan had many interests, one of his main passions was hislove for the Belgian Shepherd Rescue association, Alan andhis wife Sandra kept two beautiful Belgian Shepherd dogsand a Collie. The latter they would present at various dogshows.
Another passion Alan had was his cars and he was anactive member of the “Volvo Performance Club” which has awebsite on which members of the club have posted somevery nice comments about him.
Alan was a very straightforward individual who would,when making a comment, frequently “shoot from the hip”and I think it was his honesty that earned him muchdeserved respect from his work colleagues and staff alike.To coin a phrase, with Alan “you got exactly what it said onthe tin”.
Alan will be greatly missed by all who knew him, and oursincere condolences go to his wife Sandra. Allow me if youwill to close on a jocular comment that was heard at Alan’sfuneral when someone said: “He could be a grumpy sodsometimes” to which the reply was “Yes he could, but hewas our grumpy sod”. Enough said.
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Richard Clive Casemore
byClive Parfitt,Group Manager
On Sunday 13th March 2011, Richard Clive Casemore adear friend and MGS colleague at DE&S Foxhill and thesurrounding Bath sites, passed away following a longstay in hospital.
Richard joined the MGS at Foxhill on 2nd March1998and quickly became one of the strong characters withhis wicked sense of humour, which was so sharp it wassometimes a Health & Safety issue!
Outside of work Richard was always on his Pig Farmtending all his animals, but never arrived at work in hiswellies, Richard took great pride in the MGS uniformand always turned himself out to the highest standard.
Richard was a larger than life character who will besorely missed by his family friends and work colleagues.
It was an honour to have worked with you and a realprivilege to have known you. Richard will never beforgotten and our memories will be cherished forever.
John DiamondFriends and colleagues at RNAD Coulport were
shocked and saddened to learn of the sudden death ofJohn Diamond on 27 June 2011.
John was a true ‘Diamond Geezer’, one of the nicestpeople you could meet and his tragic death at age 41has stunned everyone who knew him.
John served with the MGS since Dec 1992, but it won’tbe the years of service he will be remembered for, norhis smart appearance or professional performance buthe will be remembered for his good humour, his goodcompany, and the good times he enjoyed with themembers of his shift.
Most of all he will be remembered as a dedicatedfamily man and our thoughts and condolences are withhis four children and his wife, Anne Marie.
It is with profound sadness that we report the suddendeath of Christopher Hodgson (Kit) from a heart attack on 4June 2011. A much loved and respected colleague Kit hadserved with the MGS since its inception. His love of dogsfitted him perfectly for the role of a dog handler within theservice, where his pride in his canine partners was apparent.Kit had served at Gibraltar Barracks Aldershot Garrisonbefore moving to Blandford in 1994. He was a popular andloyal officer whose interest and curiosity led to him being awell read and knowledgeable individual. Kit is and willcontinue to be sadly missed by his colleagues in the MGSand all at Blandford camp. We extend deepest sympathiesto his partner Jill, their two children and the wider family.
Christopher HodgsonBy Brian Cropper, Blandford Group Manager
Operational Assurance Programme Coordinator
(OAPC) By Jonathan Baxter-Pye, CSO5,JSCS Ashchurch Region 5
Since joining the MGS 5 years ago from HM Prison Service ithas always been of interest to me to undertake additional tasksto supplement the day to day duties required merely to add agreater scope.
Therefore when the opportunity to act as OAPC for the unitarose and I was offered the position, I accepted gladly.
The position oversees the procedures and implementation ofuniformity of documentation procedures within the unit andrespective group as a whole. It is anticipated that eventuallythere will be uniform procedures throughout all areas and thefive regions. The position is the first one established in thecountry here in Region 5.
In order to function, I am granted delegated authority inrelation to the role. It will be the intention of the OAPC to audita selected unit within the appropriate group and to notecompliances and non compliances with procedures.Supervisors and managers are also requested to give fullsupport and assistance to the audit, which will check that allunits comply with NSI Gold Standard on a nationallyrecognisable system.
The main function is to assist the Group Managers withinternal audits. Any Group Manager can call his OAPC to carry
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out an audit at any time to ensure that there is full compliance.
The OAPCs of Region 5, Area 1b, hold meetings at differentunits once a quarter to ensure that they are ‘On the ball’ so tospeak, and then discuss anything that was raised with theirrespective Group Manager.
It will be challenging work and I anticipate it to be a steeplearning curve and will take time to coordinate fully but I amoptimistic it shall prove worthwhile to the MGS in a higher rateof operational efficiency and in delivering a first class service tothe customer.
Managers’ Course June 20-24Back row: Su Green, Jacqueline Bastable, John Hynd, Ann Kinnish, Paddy Brennan, Andy Cross.Front row: Ailsa Scotland, Jan Davoren, Karen Christian, Marc Shreeve, Mo Anderson, Lil McGarrity.
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oggie Dorchester By John Forster-Heatliet
On 18 May 2011, JSCS Ashchurchplayed host to a number of dignitarieson the Official Opening of the newAshchurch Dog Section. The ribbon wascut by Lt Col Brett Duxbury, AshchurchHead of Establishment, who declared theKennel Complex, well and truly open.Before cutting the ribbon Lt Col Duxburygave a very nice speech in praising thedogs and their handlers and emphasisedthe excellent work that the dogs do atAshchurch.
The opening ceremony was attendedby members of the MGS, DSG, StationServices, Defence Estates, Debut Servicesand a few of the contractors that hadworked on the complex.
There is a long story attached to thekennel complex, that dates back to thefloods of 2007, when the originalposition of the kennels were in a hollow,which resulted in the kennels beingunder four feet of water and the dogshaving to be moved out into the shedsand the use of air transportable kennelsbeing used to house them. GeorgeJames (Kennel Manager) drew up someplans for the conversion of the old depoMGS lodge. This was discussed with thedepot and at that time the project couldnot go ahead due to lack of funds andthe possibility of the depot closing.
In May 2010, I was informed that thekennel complex had been given thegreen light. It was a rush to get the plansput through Debut and full drawingsmade and authorised. Meetings withDebut and Fred Humphries all went to plan and building commenced inOctober 2010, with a completion due for March 2011. Sadly by that time of the year the weather had changed andby the time it came to lay the concretebase for the kennels, we were under four feet of snow.
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Hanson Contractor’s then had aproblem with the setting of the concretebase, which had to be lifted and re-laid.While the concrete saga was going on,Beard contractors were refurbishing theinside of the building.
The Kennel manager and I had a trip toColerne, and with thanks to RichMorgan, we had a good look over thenew kennels there and received a fewgood tips from them on other thingsthat we needed to order, which did notcome as standard.
By December, we had temperaturesdown to minus 20 and this again gaveproblems to the concrete. In March,Broxap delivered and installed thekennels and completed the wiring, wethen had a visit by the Dog Evaluationofficer and on his inspection, wediscovered that the concrete in thekennel open areas was turning topowder when rubbed. This had to be addressed by laying a 2 part epoxyresin, another delay.
March 23rd all systems good to go, but then another delay by the watercompany over problems with
the outside taps. Another four-weekdelay until a solution was found for that.
Finally on 4 May 2011 it was all systemsgo for the dogs to move into the“DOGGIE DORCHESTER” as it has beennicknamed by the depot staff. The dogsmoved in on 5 May, they had beenwatching the complex grow and hadbeen told by their handlers that this wastheir new home, as they were going paston patrols.
Since the move, reports coming backfrom the handlers are very positive in as
much as the dogsappear to be morecontented andrelaxed.
On behalf of thedogs and staff, wewould like to pass onour thanks to all ofthose involved in theconstruction, and theDOGGIE DORCHESTERwill be open for anyvisits.
Sandy MacCormick OBE
Sandy MacCormick, former head of MGS, was recognised inthe New Year's Honours List and was awarded the OBE. Hecollected his award at Buckingham Palace on 28 June 2011.He is shown here accompanied by his wife Dawn and his twochildren Charlotte and Tom.9
Personnel Recovery and Assessment Centre (Tidworth) – formerly known as TedworthHouse Officer’s Mess Tidworth
By JM Love MGS Group Manager
Help forHeroes(H4H)
has taken overthe historicTedworthHouse in the
garrison town of Tidworth, Wiltshire andwork has begun to turn the house into a recovery and assessment Centre forwounded Servicemen and women. The keys were handed over on the 18 February 2011 in a brief ceremonyand work began immediately on therace to prepare the house to receive itsfirst occupants in July.
In the first phase, 29 residents are dueto move into purpose built, disabledfriendly demountable buildings on theold tennis courts and will take part intheir recovery training in the renovatedhouse. By the spring of 2012, a newnorth wing, designed by classicalarchitects Quinlan and Francis Terry, will
increase the capacity to 50 residents insuperb adaptive accommodation as wellas providing several rooms and flats forvisiting families. There will be manymore day residents using the house as itbecomes a ‘One Stop Welfare Shop’.
Tedworth House’s Historic Link with thearmy began in 1897 when they boughtthe house along with 6618 acres and itbecame the centre of the new Tidworthgarrison, although it retained its oldspelling of the name. It was variously the residence for the local general, anOfficers’ Club and finally in 1978, anOfficer’s mess.
Tedworth House, previously guardedby the ‘Grey Ghosts’ who were thenabsorbed into the MGS, after itsformation in October 1992, and are now, in 2011, part of the MDPGAcarrying out the guarding tasks withinTidworth, Netheravon & Bulford Garrisonon Salisbury Plain which is now theBiggest Military garrison in the UK withover 9,000 soldiers stationed there.
I personally have many fond memoriesof Tedworth House as this was where Istarted my career with the MOD in 1992as a CSO5. The grandiose splendour ofthe house when there were the annualsummer balls or Christmas parties madeit more that just reminiscent of the 19thcentury and you felt you had been
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transported back in time. Quite often Iget the same feeling myself, I’m sure I’mnot alone in this experience – it seems tobe an MGS thing! Prior to its closing andwhilst having lunch in the Mess withSandy MacCormick, Retired, hementioned that he had been stationedin Tidworth as the Royal Marine liaisonofficer and had frequently had occasionto visit Tedworth House and sample itsexcellent fare.
I am pleased that the MGS will be ableto maintain a foot on the ground atTedworth House and play a part in a verycommendable enterprise in the safeguarding of these brave men andwomen during their rehabilitation forintegration back to a “normal way of life”.After all they have served their countryin those far flung parts of the world weconstantly see on our television screensthese days, sustaining debilitatinginjuries on the front line.
In fact during World War 2 theAmerican President, FDR Roosevelt’s,wife served hamburgers to the woundedAmerican GIs who were housed therewhen it was a war time nursing home.Maybe Kate and Wills will be spotted inthe local Tesco’s stocking up for futureBBQs, which might take place there, who knows!
I, and previous Group Managers, havefor many, many years tried and failed toget the facilities for the MGS workingthere improved only to be told “NoMoney”. I am glad to report to those of you who have visited the area, as wellas those who work there, that we areoverjoyed that we can finally say farewellto the “Box” which was the previousaccess control pointand we now havemore “Gucci”surroundings asbefits theworking in 21stas opposed to the19th Century.
Getting to know you
Continuing our regular look at individual MGS team membersNAME: Jacqueline Bastable
JOB TITLE Trainer
LOCATION Wethersfield
“The people I workwith are fab andhave made me so
Where were you born?Limavady, Northern Ireland.
Tell us about Your family?I have 4 brothers and 4 sisters. My youngest brother, who is 38, is great and he works for theAmbulance Service in NorthernIreland. We had a big family gettogether in June, as my eldest sister is 60!
Where did you Spend your Last holiday?Malta.
Where would You like to Travel in future?Eastern and Oriental Express.
What is your favourite book?The David Pelzer Trilogy.
Do you have a favourite quote or saying?Build that bridge and get over it!
When you get the chance, how do youlike to spend your free time?Go for long walks in thecountryside.
welcome and thecraic is great. ”
During your career, what would youconsider as the most interesting job, and why?When I was an Army LearningCentre Manager in ShackletonBarracks I worked with military,civil servants and dependants. Thiswas a very rewarding job and I metlots of interesting people and hadtwo brilliant members of staff,Heather and Kelly.
If your house was on fire and you couldsave one thing, what would it be?A picture of me and my mum.
If you could invite two personalities todinner, one male and one female(dead/alive, real or fictitious) who wouldyou invite and why?The male would have to be JasonStatham and the female would beAdele. Adele could sing in thebackground while I stare into JasonStatham’s gorgeous Brown eyes.
Suppose I gave you £100,000 to spendon whatever you wanted what wouldyou buy?I would buy my brother’s house asthis was the house I grew up in andhad so many happy memories.
What talent would you like to have?I would like to be able to sing as Ilove music.
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What do you most enjoy aboutyour job?The people I work with are fab andhave made me so welcome and thecraic is great. I’m learning the job atthe moment but feel that it will bevery rewarding once I get started.
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By John Mc ConnellBEM, CSO5
Mary Hutchings suggested it would be a good idea for somemembers at the Trenchard Lines Upavon MGS to go on a Team Building Exercise and that it would be a physical anddemanding walk along the Roundway Down in the DevizesArea in Wiltshire.
John Dewar, Ian Terry and I volunteered to join Mary on thewalk. We then all questioned Mary about the area she hadchosen and she informed us that the battle of RoundwayDown was fought on 13 July 1643, during the First EnglishCivil war. A royal cavalry force under Lord Wilmot won acrushing victory over the Parliamentarians under Sir WilliamWaller, who were besieging Devizes in central Wiltshire, whichwas defended by Lord Hopton.
Roundway Down and Oliver’s castle are about 1.5 km (1 mile)north of Devizes and now form part of the North Wessex Areaof Outstanding Natural Beauty. It sounded interesting and weall agreed on a date for the walk.
On 7 September 2010 we arrived at Mary’s house in Devizesand from there we travelled a short distance by car to the startof our walk or dander as they call it from where I come from inNorthern Ireland. We were also accompanied by Mary’s dogPippa and John Dewar’s dog Poppy.
The weather was in our favour, blue sky and beautiful
sunshine and off we went on our walk into the hilly terrain. Iwas not sure if we were properly equipped as everyone wascarrying the bare essentials but I had my ruck sack with myemergency rations and spare items of clothing. As weprogressed on the walk into the wooded area I could see John Dewar’s eyes light up when we approached someblackthorn bushes.
John is renowned for making a good bottle of sloe gin and inthis particular area there were thousands of sloes which is thedark fruit from the blackthorn Bushes. About an hour into ourwalk we came across a wooden bench on the footpath and asit was lovely weather and the sun shining down on us wedecided to have a few minutes’ rest.
This is where I opened my rucksack and to the surprise ofeveryone I produced a refreshing snack for all including a canof diet coke to wash it down. We continued on our walk andafter about another one and a half hours we reached the endand then got into our transport and drove back to MaryHutchings house and she made us a very welcome cup of teaand biscuits.
We all thoroughly enjoyed our walk and we put the world torights on our way round and John Dewar has now found alocation for replenishing his sloe supplies.
Message fromthe EditorThe Editor takes it for grantedthat any material received hasbeen cleared through therelevant management chain and also that no informationreceived is classified orcommercial in confidence.Deadline for the next issue of
Flashlight is 11th November 2011. All articles must be inelectronic format and all pictures must be in jpeg format inthe highest possible resolution, not embedded within thearticle.
Please send entries to Mrs Annita McKay, Editor Flashlight, Rm 107 Bldg 1070, MGS HQ, MDPGA, Wethersfield, Braintree,Essex, CM7 4AZ, or email me on MDP-HQ MGS CUST AND RESFOCUS MNGR, or [email protected].
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The Flashlight Coordinators for the Regions are as follows:Region 1:
Area1 - FaslaneJo Carr BT: 01436 674321 Faslane ext 4001
Mil: 93255 4001Area 3 – Coulport/Glen Douglas
Mags Williamson BT: 01436 674321 Coulport ext 5694Mil: 93254 5694
Area 4 – Glasgow, Edinburgh and rest of Region 1Marjorie Wilson BT: 0141 224 3538 Mil: 94561 3538& Linda Gilmour
Region 2: John Biggerstaff 01904 662664 Mil: 94777 2664Region 3: Adele Sheppard, 01743 262604 Mil 94461 2604Region 4: Mrs Sonia Catchpole, MDPGA MGS-ALD-Area2Sup
Mil 94222 4873Region 5: Shona Stewart, [email protected]
Mil 94331 2305/3602London: Miss Emma Popczynski
0207218333 Mil 9621 83333
We returned to the Roundway Downon 11 November and our aim was to visitRoundway Hill and Covert. The weathersituation was not good, strong windsand plenty of rain, however my expertweather man John Dewar assured me itwould brighten up early afternoon (howwrong that statement was).
Once again we all met up at MaryHutchings’ house and it was decided thatwe would start our walk from there.Mary planned the route and we had noidea what terrain we would be travellingover. However after about twentyminutes things got much clearer and IanTerry reckoned it was a stitch up job andasked between gasps when was it likelywe would find a hill going downwards.
As we progressed things got easier but
the weather got worse and the visibilitywas poor. About three hours later weeventually reached the Roundway Hilland Covert and we could just about seethe Millennium White Horse which is afeature built into the hillside.
Within the Roundway Covert woodsare grassy areas where chalk-lovingplants grow and wild insects, includingbutterflies, grasshoppers and bees, canbe found. There are panoramic viewsextending from the vale of Pewsey to theeast, and the northern edge of SalisburyPlain to the Avon valley and woodlandsof the Bowood and estates to the north.
It was now snack time and we had noshelter from the bad weather but we allhad a can of coke and a penguin (John Ddoes not like the pink wrapping?) and
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then continued with our walk and this iswhere I nearly had a heart attack when Isaw a cap fly past me in the strong windand Ian Terry following it down thehillside, glad to report Ian did eventuallyretrieve his cap.
After completing 8.6 miles weeventually arrived back in the village ofHeddington. We made a visit to StAndrew’s Church Memorial Garden andleft a small Royal British Legion Cross asa mark of our respect to all the men andwoman who died in all conflicts aroundthe world.
We then returned to Mary Hutchings’house for a well earned hot drink and snack.
Letter from Martin Burke, CSO5:
Dear Editor
Recently our establishment HMNB Portsmouth, hasdecided to enforce the MGS mandatory instruction 037/10(uniform). This came as quite a shock for myself and myfellow guards. Believing we had been in the correct uniformall along (TML black machine washable trousers) which had been locally issued from 2006. After reading theinstructions, I honestly don’t think the MGS managementboard appreciates what certain sites working conditionsare like. We spend up to ten and a half hours standingbasically in a main road, and after our shift our uniform iscovered in daily grime and exhaust fumes contaminatingthe clothing (which is not a problem with our issued TMLbut with the dry clean only trousers we are now required towear this is a major concern) Also at our site the customersrequirements are for 24/7 car searching which means dueto staffing constraints, anyone is liable to do this at a dropoff a hat. It seems strange that the uniform for the MDP atour site is TML trousers but we can not wear them, bringinguniformity as a agency into disrepute.
Is there no way a rethink or amendment of this issue canbe sought or special dispensation for more active sites beallowed. And on a more lighter note, TML trousers I believeare a third off the price of standard uniform trousersmeaning by raising this issue do I qualify for a GEMS award?
Thank you for taking the time to read this and I hope youappreciate my concerns.
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Response from John Bills Senior Operations Manager:
Martin,
Thank you for your letter raising your opinion on wearingthe correct uniform. For your information I am a member ofthe MGS Management Board and it appears that you arenot aware that I started MGS career as a CSO5 in 1992 andhave worked at every grade in the MGS, as haveapproximately one third of the members of themanagement board. During my career I have carried outalmost all of the tasks that a MGS officer is required toundertake, including searching. Furthermore, throughoutthat time I have worn the standard issue woollen dry cleantrousers and never found them to be a problem.
I also visited HMNB Portsmouth very recently and visitedall the posts that the MGS cover, although it was plain tosee that it is a very busy establishment I did not see a postthat would be classed as a dirty duty task. I do howeverbow to your superior knowledge of your tasks and Isuggest that as you may have to go onto searching at thedrop of a hat that you still wear the correct uniform andutilise overalls for searching as required, which wouldnegate the need of a special dispensation.
With regard to what the MDP wear; they have similaruniform to all other police services and are shortlychanging to the national police uniform, which for obviousreasons we can not wear. Moreover, there has never beenany intention to have an agency uniform because ofdifferent requirements. Finally on a lighter note, I havesome bad news for you, which is, this suggestion will notbe put forward to the GEMS scheme.
From: Sue Johnson, CTLB Head ofSecurity, Safety and BusinessContinuity
I wanted to write to thank you and your teamsfor your assistance during recent events whichcreated a lot of extra effort, in particular the Top200 event which involved the PM and DPM; thevisits of the US President and other very seniorvisitors in the same week and weekend eventssuch as Trooping the Colour and other urgentmeetings which arose at this time. In all cases theresponse from the MDP and MGS was calm and efficient,presenting a very professional image to these importantvisitors. Most of these events were also subject to lastminute changes but all went off extremely smoothly in largepart due to the support and ‘can-do’ approach which yourpeople provided on the day and in the run up.
We are constantly faced with resource challenges whichput tremendous pressures on all our staff and it is againstthat background that I am pleased from a customerperspective to thank you for your teams’ performance.
15
M
ission statement and Key PrioritiesAn overview from the ChiefThe MOD Police and Guarding Agency
has a new sharper Mission Statementand a set of Key Priorities based on whatwe bring to Defence.
Chief Constable Steve Love – theAgency’s Chief Executive –explains thethinking behind the AgencyManagement Board’s new approach todefining the organisation’s role withinthe Department.
“We decided that it is the right time tobe even clearer to our customers and the Department about what we bring to the party.
“This is important because, when I’mengaging with the MOD’s seniormanagement and with our customers Ineed our Mission Statement and KeyPriorities to give them a clearer messageabout ‘This is what we are here for, this iswhat we bring to Defence, this is whatwe do.’
“So we have kept the MissionStatement simple – shorter than whatexisted before and much clearer.
“It is also important to note that wenow have the words ‘safety’ and‘response’ as well as ‘security’ in ourMission. That is because we providesafety and response as well as security.
“Under the heading ‘What we bring toDefence’ in the Mission Statement, wehave written down the four things thatwe bring to Defence: Secure and
uninterrupted operation of the nucleardeterrent; our contribution to theAfghan effort; Protection of Defencepeople, materiel, estate and Response.
“When I am telling people who we areand what we do, in my first minute I canuse the Mission Statement to get oververy clearly, who we are and what we do.That is important, especially now.”
Under each of the four headings withinthe Mission Statement are briefexplanations of what we mean by them,he added.
“The final statement, about ourrepayment tasks, is in there because webelieve it is important to stress that thereare also important things that we do,with MOD approval, for the benefit ofthe nation as a whole.
“Having established what it is that webring to Defence, we then need to showhow that Mission Statement plays intoour Key Priorities.
“After several years with the sameseven to nine key targets beingrefreshed annually, we decided that thetime had come to refresh and re-thinksome of our targets which sometimes inthe past have not fully reflected ouroverall performance.
“Our eight Key Priorities now reflectexactly what we should be doing : matchfit operational delivery, on budget, whilewe see through the PR11 transition andreorganisation. Some of these prioritieswill have numerical targets. Others wewill report on using a “narrative report”which means that we will say what weare doing without trying artificially tocreate a bureaucratic statistical process.”
“The reality of the budget situation isthat there are some of these targets thatwe simply cannot achieve in 2011/12.However, these are Priorities that aredesigned to sustain us to 2015. Ourbudget resources, footprint and taskingswill be brought back into balance overthe PR11 (2011-2014) period. I amconfident that these new sharperpriorities are now exactly what we need.”
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MDPGA MissionStatementWhat we are here for
We are here to support the UK’sdefence by providing specialist policingservices and accredited guarding :security, safety and response
What we bring to Defence
1. Secure and uninterrupted operationof the nuclear deterrent(a) nuclear security and defensivearmed nuclear policing.(b) nuclear weapons movementsand escort.
2. Afghan effort(a) police capacity-building inAfghanistan;(b) looking after service familiesback home;(c) attacking theft of militarymateriel.
3. Protection of Defence people,materiel and estate(a) armed policing of critical sitesand strategic assets;(b) unarmed security guarding;(c) fraud and corruption prevention,investigation and asset recovery;(d) security and data lossinvestigation.
4. Response(a) nuclear guard force;(b) major incident response andsurge.(c) public order and protest
We also support the US visiting forcesand wider government on a repaymentbasis and with MoD approval, e.g. criticalnational infrastructure, overseas policecapacity building.
MDPGA Key Priorities 2011/12
KEY PRIORITY 1 –To support the secure and uninterrupted operation of theUK’s nuclear deterrent
a. To retain substantial assurance from the DE&S StrategicWeapons Project Team (SWPT) and DE&S Principal SecurityAdvisor (PSyA) quality assurance inspection process.
b. To have delivered at least 98% of MDP and MGS agreed UKcustomer tasks at nuclear sites.
KEY PRIORITY 2 –
To support the Defence Main Effort in Afghanistan
a. To have achieved 100% of HMG/MOD approvedrequirements for Afghanistan National Police capacitybuilding.
b. To have 100% of all Defence Community Police Officers(DCPO) positions occupied.
c. To assist the MOD in the detection and recovery ofmilitary materiel theft (Narrative Report)
KEY PRIORITY 3 –
To ensure the protection of Defence people, assets,information and estate
a. To have delivered at least 95% of MDP and MGS agreed UKcustomer tasks at non-nuclear sites including MODTrading Funds.
b. To assist the MOD in preventing and detecting fraud andcorruption, and any subsequent recovery of losses(Narrative Report).
c. To assist the MOD in the investigation of security and dataloss (Narrative Report).
KEY PRIORITY 4 –
To provide a response to Defence major incidents
a. To have passed the annual Nuclear Guard Forceassessment.
b. To provide a police operational and major incident surgecapability that meets the Department’s Statement ofRequirement (Narrative Report).
c. To achieve the MDP Public Order Standard.
KEY PRIORITY 5 –
To meet the security requirements of all non-MODrepayment customers
To have delivered 100% of MDP and MGS agreed UK customertasks at non-MOD payment sites.
KEY PRIORITY 6 –To maintain MDP and MGS operational and professionalstandards
To have met and maintained 100% of MDP and MGSaccreditation and compliance for:
a. MDPNet accreditation
b. NPIA Firearms Training Licence
c. MDP Level 2 Investigation Programme
d. ACPO accreditation for Police Dog Training Instructors
e. Information Assurance Maturity Model Level 3
f. National Crime Recording Standards/Scottish CrimeRecording Standards
g. National Standard for Incident Recording
h. Diversity through incorporation into the MOD’s newEquality Act framework
External MGS accreditations for:
a. The National Security Industry Gold Standard
b. Security Industry Authority Standard
KEY PRIORITY 7 –
To ensure that the Agency Transition programme is ontrack
a. To have achieved 100% of agreed Agency transitionprogramme milestones for 2011/12.
b. To have achieved a ‘Your Say’ engagement score thatexceeds that of the CTLB parent unit.
KEY PRIORITY 8 –
To ensure that the MPDGA delivers on budget
To deliver specified outputs within 1% of authorised controltotal.
17
Life In The Fast Lane– Or In My Case The Quiet Lane
By Mike Brailey CSO 2
I am hard of hearing. My hearingproblems started a few years after Ijoined the MGS in 1993 and have nowreached the level where I find it difficultto hear even with my hearing aid.Having said that there are many peopleworse off than me, I make the most ofwhat hearing I do have to enjoy life tothe full. Thankfully my hearing problemsdo not effect my golf swing, those whoknow me would say “what golf swing” –I’m sure I play a major part in keepingthe British Golf Ball industry in business.
People are never quite sure what termsto use in this politically correct society:
People who are deafA term to describe people with all degreesof hearing loss
Hard of HearingMild to severe hearing loss, used whenhearing lost gradually(That’s me!)
Deaf CommunityProfound hearing loss, Ist language isBritish Sign Language (BSL)
Am I on my own with my hearingproblem? Sadly no.
There are 9M people in the UK withhearing difficulties, that’s 1 in 7. Another4M would benefit from using a hearingaid – know anyone who has the TV uptoo loud?
Does it get worse when you get older?Yes.
42% of over 50’s and 70% of over 70’shave some form of hearing loss.
As we are dealing with facts and figuresnow is a good time to mention Tinnitus(noises i.e. ringing in the ear)
470,000 adults suffer severe effects
2.3M have difficulty sleeping
In light of that there’s a good chancethat something like 500 MGS officerscould have some form of hearing lossand may find certain aspects of their job
more demanding and stressful. i.e.working in busy reception areas andanswering the phone.
Deafness is a very anti social disabilityit’s also a hidden disability. We all seethe white stick, but do you see thehearing aid? Often we are our ownworse enemy in trying to hide ourdisability. Vanity plays a big part in this.Question why do people buy varifocallens glasses? To disguise the fact that we are getting older and need bifocalglasses (I did that).
How do we know if someone has ahearing problem?
Sometimes they will tell you, butnormally when someone ignores you orkeeps asking you to repeat everythingtwo or three times you realise they aredeaf.
What can you do to help?
Realise that hard of hearing people arenot slow they just appear to be (they justcannot hear everything that’s said).
The group are talking of going toReading, so I say when is the Wedding?They laugh, look at me and wonder whatplanet I’m on. Does this ring bells withany of you?
Don’t shout or speak slowly but dospeak up and speak clearly.
When watching the football and aplayer is fouled and he mouths off, wecan all often work out what he is saying(****), we all lip read to a degree. I go tolip reading classes and find it veryhelpful. Face the person so we canwatch your lips, it is a big help.
Be patient and be prepared to repeat, ifnecessary try using a different word.Everyone is used to ‘pardon’ and willhappily repeat the first time, but at thesecond or third ‘pardon’ it starts tobecome tiresome. Trust me its 10 tentimes worse this side of the hearing aid.
A few years ago as part of a securityexercise I was staying in a hotel (we stillhad T&S in those days). At breakfast theteam was moaning about the 2am firefalse alarm gathering in the car park.Needless to say I slept through it, it wasamusing for a few seconds until Iremembered that I do not like my meat
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cooked well done, especially when it’sme!! I now inform reception that I have ahearing problem when I book in.
I would be very surprised if any of youreading this did not either have someform of hearing problem or knew ofsomeone who does.
If you think you may have a problemhearing try the RNID telephone hearingcheck, only takes a few minutes. It is 5pa minute from a B T landline - 0844 8003838. You will be asked to indicate whata series of 3 numbers are, against abackground of white noise. It will giveyou a good indication if you do have aproblem. If you do, don’t put it off anylonger, forget vanity, don’t worry aboutother people. Look after yourself andget down to your doctor. A hearing aidwill make ALL the difference, withoutmine I would be unable to work orsocialise at all.
If you are one of those with a hearingproblem, speak to your Line Manager.There is a range of equipment availablewhich can assist you i.e. amplifiedtelephones and inductive loop systems.The Deaf Aware Line Manager AideMemoire gives all the details of how to obtain.
I am one of the few to be able to admitto using a vibrator in bed !! A vibratingpillow alarm clock – yes I know, noexcuse for sleeping in. Google searchRNID will lead you to a huge web siteand all things relating to hearing,including a shop where all types ofequipment can be purchased.
The lucky ones with good hearing,please be patient and helpful whenspeaking with people with hearingproblems we are not slow, we are trying very hard to understand theconversation (it’s very tiring !!). It’s notfunny, I do try to smile with everyonewhen it happens to me but sometimesI’m just tired and I let my feeling show.
There are many types of disability,many are far worse than mine. Did youknow that there are 23,000 Deaf Blindpeople in UK?
Your sympathy we do not want, yourunderstanding would be very muchappreciated.
MGS Deaf AwareAide Memoire for Line Managersto assist staff with hearingdifficulties
Facts and FiguresThere are 9m people in the UK withhearing problems, 1 in 742% of over 50’s have some form ofhearing loss
It is estimated that a further 4m peoplewould benefit from a hearing aid
With 3,500 officers in the MGS 500 couldhave some form of hearing loss.
These officers may be having difficultiescarrying out their duties, they wouldbenefit from specialist hearingequipment.
Line Manager Actions1. Officer seeks help regarding carrying
out their duties due to hearingproblems.
2. Contact Access to Work (ATW) toeither:
a. Arrange a work place assessment, insevere cases.
b. Agree the need for specialistequipment, a requirement for thePPPA 148 form.
3. If required, specialist advice andassistance for disabled staff isavailable from the MDPGA DisabilitySupport Forum (DSF).
4. Complete a PPPA 148 form.Application for Specialist Equipment,Training Services for Civilian Staff withDisabilities. On completion, this issent to your Budget Manager.
5. In Region 5 a MGS Funding approvalV3 form must also be completed, thisindicates Budget and RegionalManager Authority has been granted,for audit trail.
6. Do not order any equipment untilfunding approval has beenauthorised.
7. Be aware that VAT exemption can beused for any staff issued with NHSHearing Aids
8. If mobile phones are required, beaware that Mod Security regulationsprohibit the use of blue toothinductive loop systems, so hard wireloop systems must be used.
Available HelpAccess to Work (ATW)
9. This is a government departmentwithin the Job Centre’s. They provideassistance and funding to enabledisabled staff to effectively continueto work. If necessary they willprovide an Access to Work Advisor toprovide help and assistance toensure any work related problemsare overcome (this applies to alldisabilities not only hearing).
10. There are 3 contact centres in UK:a. London for SE England
LondonEast of England
Jobcentre PlusAccess to Work Operational SupportUnitNine Elms LaneLondonSW95 9BH Tel: 020 8426 3110
b. Cardiff for SW EnglandWalesWest MidlandsEast Midlands
Jobcentre PlusAccess to Work Operational SupportUnitAlexandra House377 Cowbridge Road EastCardiffCF5 1WU Tel: 02920 423291
c. Glasgow for ScotlandNorth West EnglandNorth East England
Jobcentre PlusAccess to Work Operational SupportUnitAnniesland JCPBaird StGlasgowG90 8AN Tel: 0141 950 5327
11. Due to recent changes the fundingthresholds have increased. For largecompanies funding assistance is nowonly available for sums over £1,000 atwhich time ATW will pay 80% on anyfurther costs up to £10,000.
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12. It is unlikely therefore that ATW willprovide funding support; this will beprovided by the department. ATWwill provide assistance and authorityfor the procurement of the necessarysupport equipment.
Google search: Access to Work
MDPGA Support Groups13. The MDPGA has a support group for
disabled staff the Disability SupportForum (DSF)
Contact details are shown on theMGS Web Site, Diversity, SupportGroups. The present Chairperson is:
John Garrett Tel: 02392 543514
The DSF provides help and assistancefor all disabled staff within theagency.
Procurement Of EquipmentLocal Health Authority
14. Contact your local Health Authority;some have facilities available for thedeaf. Exeter has “Soundbase” This is adepartment where the staff candemonstrate a full range of hearingequipment which can be used and ifnecessary signed out for a week’strial (at no cost).
RNID
15. The RNID has a Web Site which givesgood advice on all aspects of hearingloss. One part of the site is the RNIDShop. This is recommended as asource for any required hearingassisted telephones or any otherrequired equipment.
16. A full range of hearing assistedtelephones is available for mild tosevere hearing loss. These have abutton to switch between normaluse and assisted use so can be usedby all staff.
Google search: RNID Shop
Dave “Topsy“ TurnerDave Turner, otherwise known as “ Topsy “ served for many
years in the Royal Navy before finishing his time at HMSGannet. He quickly swapped the blue of the Navy for the greyof the Civil Service and became a Gannet based Patrolman in1985 before transferring like the rest of us to the, then newlyformed MGS, in 1992.
Like many of his ex-service colleagues he soon realised thebenefits of joining a Trade Union and didn’t wait to be askedbefore becoming a member and a brother. During his careeras a security officer he became an avid and active crusader forworkers rights and entitlements and set about furnishinghimself with as much information and knowledge as possible.By utilising all of the sources available he kept himselfconstantly up to date with all that was happening, not onlywith the development of the MGS in particular, but throughoutthe whole of the MOD estate in general. His knowledge andunderstanding of the MOD Manuals was second to none andhe quickly became the man with all the answers.
The term barrack-room lawyer is often used in adisparaging and demeaning manner but not
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Published by the Ministry of Defence Guard SeProduced by C
Flashlight Issue N° 40
when applied to Topsy. In this capacity, he was an invaluablemember of the team who through discussion and instructionresolved a number of potentially explosive situations withoutthe need for confrontation or unreasonable argument.
Topsy retired in the summer of 2010 and was duly awardedthe Imperial Service Medal for his many years of service. Hewas a popular and respected member of HMS Gannet’scomplement and I’m sure I speak for us all when wishing him along and fruitful retirement.
RNAS Yeovilton says farewellto a colleague and friend.
By George Hardstaff
Mr Trevor Leonard Chapman, Trev to his friends and colleagues,leaves the MGS after 25 years 136 days service as an MGS officer atRNAS Yeovilton.
Trevor retired recently due to health problems but he was invitedback to Yeovilton to receive his Imperial Service Medal which waspresented by Mr Marc Shreeve MGS B1 Ops.
Trevor began his employment at the Air Station in June 1985,joining the security section later that year. He was incorporatedinto the MGS at its formation in 1992. Trevor stayed with us until illhealth took its toll and forced his retirement in September 2010.
The Air Station Staff, his MGS colleagues and friends wish Trevorwell in his retirement.
The medal presentation was attended by:(Front row left to right)
Mrs Kathryn Malough (Region 5 Manager),Mike Brailey (Area 3(E) Manager),Mr Marc Shreeve (MGS B1 Ops). Mr Trevor Chapman, George Hardstaff (Yeovilton MGS Gp Manager)and Mrs Pam Willis (Area 3(E) Admin).(Back row left to right)Sue Fox, Mr Derek Beaumont, Cmd. D Stembridge RN (RNAS XO), Lt Kris Hind RN (Yeovilton ESyO) S/Sgt Ali Frazer MPGS (Pl Cmdr) Sgt Neil Rutter MPGS. (Pl Sgt)
rvice, Wethersfield, Braintree, Essex CM7 4AZ. DS Ltd, 04/11
Summer 2011
Policy UpdateFlashlight Issue 40
CSO4 Post-MappingThe extended consultation period on implementationof the CSO4 post-mapping proposals ended on 24 June2011. A response has been received from the jointTrade Unions and a reply has recently been provided.The main issue is that the Trade Unions do not believethat they have enough information to understand thepractical issues of implementing the garrison concept.
Minimum StaffingConsultation has completed on the proposal toimplement minimum staffing on Bank/Privilegeholidays, weekends and nights across the MGS, whereappropriate. Regional Managers have been asked toproduce implementation plans for L1 and L2 sitesinitially. Formal consultation will take place, at a locallevel, if it is proposed to change any rosters.
Operations ManualDiscussions have commenced with Trade Unions on thedraft Operations Manual. These discussions have beenvery positive but there are a few issues that need to beresolved. Management met with Trade Unions on 4 July2011 with a view to resolving those issues.
Flexible Rostering AgreementThe 1996 agreement is wholly out of date and does notmeet the requirements of a modern MGS. Interimdiscussions are to take place with Trade Unions shortlyto revitalise and update the agreement.
Summer 2011
NSI Gold FAQ’s
1. Why has the MGS pursued NSI Gold?Answer: It is a requirement of the MOD that any securitycompany that wishes to bid for MOD contracts musthold ISO 9001 (NSI Gold), it is therefore very importantthat we hold the award to enable us to compete andbid on a level playing field for further MOD contractsshould the opportunity arise.
2. Does NSI Gold add value or improve the way theMGS operate?
Answer: Yes, the NSI Gold award shows that we haveachieved ISO 9001 which is a Quality ManagementSystem designed to ensure that all managementprocedures and processes are clearly defined in theQuality Manual. These laid down processes andprocedures are to be followed by all our managers toensure that every manager in the organisation operatesin the same manner.
3. In the current financial climate, can the MGSjustify paying for an external award?
Answer: Yes, for the reasons mentioned at question 1; withthe possible prospect of outsourcing security, moreestablishments that we do not currently guard may berequesting civilian security and holding the awardgives us the opportunity to bid for further contractsshould they arise.
4. What is the difference between NSI Gold andSilver?
Answer: Obtaining the NSI Silver award means that weconform to British Standard 7499, the Static guardingand mobile patrol service Code of practice, which is thepractical side. NSI Gold verifies that we have achievedthe standards required for obtaining ISO 9001, which isa Quality management system.
5. Is SIA training linked to NSI Gold?Answer: The simple answer to this question is no, the SIA
and NSI are not linked at all. A private sector securitycompany such as G4S would have to evidence to theNSI that all their staff are trained and licensed by theSIA, but that is the only link.
6. Why don’t we join the SIA Approved ContractorScheme (ACS)?
Answer: As we are an in house organisation we are notrequired to be licensed by law, and the ACS is forprivate companies to enable them to utilise a certainnumber of unlicensed staff until they are fully trainedand licensed. However, the MGS can utilise unlicensedstaff as they are not legally required to hold the license,therefore there would be no point in joining the ACSscheme.
7. Do we need all the MGS Forms to comply withNSI Gold?
Answer: MGS Forms are ‘quality documents’ that must bestandard across the organisation. However, in line withthe MGS’s commitment to continuing improvementand process review, the need for all MGS forms will bereviewed. There must be a balance between reducingprocess and ensuring that we continue to comply withthe requirements of the NSI Gold standard.
How To Guide
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Guide to Managing People (availablee PPPA People Services Portal)
arning products (available via the DLP)fficult Interactions (code V430)king Your Team Effective (code V369)naging people V1.1 (code VR078)sert Yourself (code V326)
rning workshops (available bycting Defence Academy)ving that Conversation (code T064)aching Skills for Managers (code R004)sertiveness (code T004)
and acknowledging the member of staff’sfeelings will go a long way to managing thesituation successfully. Build a completepicture of the issue by encouraging them totalk.
Reflect – it is important to listen to what yourmember of staff has to say, then summariseand reflect back. As well as building trust, thishelps you get an accurate understanding onwhich to base further decisions.
Manage expectations – explain what you asa line manager can do to help and what is notgoing to be possible. Ask what ideas theyhave to resolve the situation, and how thistakes into account the needs of the business
Introduction
Line managers are key to effectivelymanaging, supporting and developingpeople and may sometimes experiencedifficult conversations with staff. This guideaims to provide line managers withpractical guidance to help them through thisprocess.
So what’s this all about?Various situations may arise where it will benecessary to have a difficult conversationwith a member of staff.These might include:• Conflict between team members.
and show your willingness to address issuesrather than leaving them to fester. By doing so,you will maximise the possibility of a successfuloutcome whilst potentially reducing the numberof Employment Tribunals (ET) that can occur asa result of problems being “swept under thecarpet”. Discuss the situation with your own linemanager so you have support to deal with thesituation.
Managing Difficult Conversations
Consider what information you might needbefore going into the meeting. Familiarizeyourself with the Personnel policies (availablevia the PPPA People Portal) and identify what
as well as their own. Keep a record of whatactions you agree so you are both clear abouteach others responsibilities.
Agree what will happen next – at the end ofthe meeting, briefly summarise what hasbeen discussed and what needs to happennext. This could be contacting other parties tohelp, or simply arranging a further meetingafter an agreed period of time to checkprogress.
What will all this achieve?• Clarity for both you and your member ofstaff on the impact of the difficult situation tothe individual and the business, and the nextsteps.• Improved trust and confidence in you as aline manager.• Early addressing of the issue makes it
help is available to support the specific
• Ill health impacting on behaviour at workor absence.• A member of staff experiencing atraumatic life event e.g. bereavement.• Breaking disappointing news to staff e.g.that they have not been awarded a bonus.• Staff not gaining promotion, resulting inpoor motivation.• Staff not performing tasks effectively tothe agreed standard.• Differences of opinion or style inmanagement of work.These situations can pose real challengesand as a line manager you may not feelconfident about dealing with them.I have a difficult situation on my hands –what can I do?Be proactive – arrange an early meetingwith your member of staff to discuss the
situation.
These may include:• Special Paid and Unpaid Leave to deal withan emergency• Other colleagues who are affected or able tohelp whilst maintaining confidences.• Seeking further advice from the PPPA.
Be prepared. Consider the situation from themember of staff’s point of view. How can youbest support them and how can this beachieved?
Raise the subject – difficult situations are oftenassociated with feelings of anger, sadness,confusion, anxiety, resentment and frustration.One of the first and most important parts ofmanaging a difficult situation is to give someonethe chance to “vent”. Active listening, showing
more likely it will be resolved, and minimisesthe possibility of formal action (grievances).
situation, this will help build confidence concern and empathy with what is being said,