Following the 2010 strategic defence and security review (Cm. 7948, ISBN 9780101794824) the MoD is redesigning the Armed Forces to meet new security challenges at home and abroad. The report in July 2011 by the Independent Commission to Review the United Kingdom's Reserve Forces (ISBN 9780108510892) found that the Reserve Forces were in decline, not being used cost-effectively with capabilities not being fully exploited. The Ministry of Defence says it will spend £1.8 billion over the next decade to improve their strength and effectiveness. This aims to support an increase in the reserve forces to a trained strength in the Army Reserve of 30,000, the Maritime Reserve of 3,100 and the Royal Auxiliary Air Force of 1,800, all by 2018. Proposed changes mean that the routine delivery of the nation's security will broaden from being solely the responsibility of standing regular forces. The government says it will work with employers and give them more notice before staff are deployed. Reservists' training would increase with the promise that if they met their commitments they would be better equipped and funded. This Green paper starts a process of consultation to determine the nature of new relationship with society needed to sustain the Reserve Forces in the future. It explains the broad responsibilities of the future Reserve Forces and then lays out the expected implications for civilian employers, reservists and reservists' families

In this report the Commission has reached four broad conclusions, all of which support the need for change and early action. Firstly our Reserve Forces are in decline - by our national historic standards and by comparison with other nations U.K. Reserves form too small a part of our overall national military capability. Secondly, the Proposition offered to reservists has declined, ceasing to attract a sustainable Reserve; and the demands of individual augmentation for operations have accelerated the institutional decline of Reserve Forces. Thirdly, the purpose for which we hold Reserves and the roles to which we attribute them have not been updated to match the demands of the new security environment. Fourthly, the potential of the Reserves is not being fully exploited; and the Reserves are not being used in the most cost-effective manner. In this context the Commission puts forward its recommendations.

This book offers a comparative study of military reserves in contemporary democracies. A combination of budgetary pressures, new missions and emerging military roles during the past three decades has led the armed forces of democracies to rethink the training and use of reserve forces. Moreover, reservists have become central to the armed forces as part of moves towards "total" or "comprehensive" defense. Despite this, a scholarly bias towards studying regulars and conscripts means that reservists and reserve soldiers continue to receive only marginal attention. This volume fills that lacuna through a series of country studies examining how best to understand the peculiarities of reservist service. In contrast to regulars and conscripts, reservists are marked by their dual management of civilian and military careers, different family dynamics, diverse motivations and commitment to the armed forces, the material and non-material incentives they are offered, and their place in the political sphere. This volume suggests two frames to make sense of such differences: first, it looks at reservists as "transmigrants" traveling between the military and civilian worlds; and, second, it analyzes the multiple informal "contracts" and negotiations that bind them to the military. All the chapters adopt these conceptualizations, granting the volume a common focus and integrative frame. The volume will be of much interest to students of military and strategic studies, civil-military relations, sociology and International Relations.

Army 2020 is an ambitious programme of change and restructuring which responds to the Government's need to reduce public spending, including on defence. It seeks, for the first time, to integrate fully a regular Army of 82,500 with a larger and more frequently used Army Reserve of 30,000. The Department did not test feasibility, or adequately consult the Army, before deciding to reduce the regular Army and increase the Army Reserve. We recognise that the decision to reduce the size of the Army was driven by the need to make financial savings in a time of austerity. However, it is remarkable that the Chief of the General Staff was not involved in all stages of the decision-making process given the magnitude and importance of the change required, and its impact on the service which he commands. We were also surprised to learn that the Department did not test the feasibility of recruiting and training the number of reserve soldiers it needs by 2019. The Department is confident that it can still recruit and train the required number of reserves by 2019, but we remain to be convinced given that its confidence is based on unevidenced assumptions. For future significant reviews of the armed forces, the Department should involve relevant stakeholders fully in the decision-making process, and ensure adequate testing of the feasibility for proposed actions.

Dreadnought to Daring is an absorbing and highly readable summary of a century of naval thinking which has been written by some of the leading lights in contemporary naval history. Founded in 1912 by some of the Royal Navy’s brightest officers, the quarterly Naval Review has never been subject to official censorship, and its naval members do not need official permission to write for it, so it has always provided an independent, lively and at times outspoken forum for service debate. In broad terms it has covered contemporary operations, principles of naval warfare, history, and anecdotes which record the lighter side of naval life, but sometimes with a bite to them. A correspondence section provides an important barometer of service opinion, while extensive book reviews, written by those with real knowledge of the subject, carry considerable weight. For these reasons the Naval Review is widely regarded as a journal of record. In return for its freedom, circulation is restricted to members and membership to serving or retired officers. However, this volume will give the interested public an insight into its activities, past and present. Intended both to celebrate and to analyse the impact of the journal over its 100-year history, it comprises a series of specially commissioned articles, divided chronologically and thematically, devoted to subjects that have been of importance to the naval community as reflected in the pages of the journal. It concludes with an assessment of how well the Naval Review has succeeded in its founders’ aim and what influence it has had on policy.

A series of Ofsted inspections on Army Apprenticeships conducted in 2013 rated the overall effectiveness as good. This was an improvement over the last inspection in 2009, rated as satisfactory (now called 'requires improvement'). Some 28 per cent of Army recruits were less than 18 years of age. Further information is needed on why the Army is so dependent on recruiting personnel under the age of 18 years compared to the other two Services, and whether steps are being taken to reduce this dependency. Of those recruited in 2012, 3.5 per cent of the Army were rated at entry level 2 for literacy (that of a 7 to 8 year old) and 39 per cent had a literacy level of an eleven year old. If as the MoD states, it has to recruit personnel at whatever level of attainment is available, then it should boost remedial action when recruitment entry standards are particularly low. In light of changes brought about by Future Force 2020, it may be that recruiting personnel with higher levels of attainment would better meet the future needs of the Armed Forces. Whilst the Committee recognises that some recruits may not be eager to take further academic exams, the MoD should encourage more recruits to undertake English and Maths GCSEs which would stand them in good stead for future employment. The MoD has carried out some useful pilot projects with paramedic training and should identify more potential projects to ensure that vital skills paid for by the MoD are not lost to the country

Cyber threats can evolve with almost unimaginable speed and serious consequences for the nation's security. The Government needs to put in place - as it has not yet done - mechanisms, people, education, skills, thinking and policies which take into account both the opportunities and the vulnerabilities which cyberspace presents. Evidence received by the Committee suggested that in the event of a sustained cyber attack the ability of the Armed Forces to operate effectively could be fatally compromised due to their dependence on information and communication technology. The Committee has asked the Government to set out details of the contingency plans it has in place should such an attack occur. If it has none, it should say so - and urgently create some. The Committee was impressed by aspects of the co-operation and joint working between the MoD and private sector contractors. It welcomed the Government's commitment to foster a vibrant and innovative cyber security sector in the UK including a distinct role for the MoD to deliver military capabilities both to confront high-end threats and to provide a potential offensive capability. The opportunity created by cyber tools and techniques to enhance the military capabilities of our Armed Forces is clear. The MoD needs to explore this thoroughly. For this reason, the Committee supports the use of National Cyber Security Programme funding to develop these capabilities, but also wish to be assured that the MoD will maintain its investment in existing defence intelligence services which provide a vital UK cross-government capability

The Routledge Handbook of Public Sector Accounting explores new developments and transformations in auditing, management control, performance measurement, risk management and sustainability work in the contemporary world of the public sector and the functioning of accounting and management in that realm. It focuses on critical analysis and reflection with respect to changing risk and crisis management patterns in the public sector in the current Covid- 19 and post- Covid- 19 era, across diverse social, political and institutional settings globally. This research-based edited book, targeted at scholars, professionals, teachers and consultants inthe fields of public sector accounting, auditing, accountability and management, offers high-level insights into the new architecture and execution of such activities in the emerging post-pandemic world. The chapters are written by leading scholars in the accounting and public administration disciplines internationally and provide important assessments, frameworks and recommendations concerning a wide variety of institutions, practices and policies with a view to addressing the many emerging societal, governmental and professional issues. Spanning theoretical, empirical and policy discussion contributions, the book’s chapters will be readily accessible to accounting, auditing and management audiences alike.

The Committee's report on an evaluation of Whitehall departments' plans for structural change in response to the twin challenges of major public service reform and significantly reduced administrative budgets.The Committee expresses concern that the centre of Government, notably the Treasury and the Cabinet Office, is providing neither strategic leadership nor a governance framework to departments in managing their change programmes. The demand is immediate for an all encompassing strategic approach to change, minimising disaggregation and ensuring a 'joined up Government' approach."