Non-Executive Member of the Executive Committee, Army Board

Information pack for applicantClosing date: 20 August 2020 at 23:59Reference: WIGARM001 please quote

on all correspondence

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ContentChief of the General Staff – Message to Candidates ...............5The Role and Person Specification ..........................................6Terms and Conditions of Appointment .....................................9The Ministry of Defence...........................................................10The Recruitment Process........................................................11How to Apply and Submit your Application .............................13Eligibility Criteria......................................................................14Conflict of Interest and Due Diligence.....................................15Data Protection and Privacy Notice.........................................16Dealing with your Concerns ....................................................17Annex A: The Seven Principles of Public Life .........................18Annex B: Conflict of Interest ...................................................19Annex C: Terms of Reference for ECAB ................................21Annex D: Expression of Interest .............................................29Annex E: Diversity Monitoring Form .......................................33

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Equal opportunities The Ministry of Defence (MOD) is committed to be an equal opportunities employer. We value and welcome diversity. The appointment(s) will be governed by the Principle of Public Appointment based on merit with independent assessment and transparency of process. Candidates may come from a wide range of backgrounds and experience, although the successful candidate(s) will need to demonstrate that they meet all the criteria for this appointment(s). Applications from women, ethnic minorities and disabled people will be welcomed.

Guarantee Interview SchemeMOD actively encourages applications from disabled people. As part of this, MOD, along with several Departments, has committed to a Guaranteed Interview Scheme (GIS). This is a commitment to interview all disabled applicants who meet the minimum criteria for the role(s). This gives them the opportunity to demonstrate their abilities at the interview stage.

To be eligible for GIS, the candidate must have a disability, as defined by the Equality Act 2010. Further definition can be found on the Cabinet Office website.

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Chief of the General Staff – Message to Candidates

Thank you for your interest in this opportunity to join the Executive Committee of the Army Board (ECAB), the principal decision-making forum through which I exercise my command as the professional head of the British Army. Innovation and critical thinking are essential for the Army to be successful and I am keen to strengthen and diversify the leadership of ECAB to help achieve this.

I am seeking an insightful, purposeful and independent Non-Executive Member, with experience in large and complex organisations at board level, who thrives on challenge and wants to be part of helping the Army meet the challenges of the 21st century.

In this role, you will work closely with other board members to complement their skills and experience. I expect you to draw on your external and independent perspectives to provide constructive challenge and to offer innovative solutions, ideally including in the areas of digital, data and technology.

The British Army is the institution that the nation turns to in times of need; this is a great opportunity to be a part of making sure it is fit for the challenges our nation will face in the future.

General Sir Mark Carleton-Smith KCB CBE ADC Gen

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The Role and Person Specification

We are looking for a new Non-Executive Member of ECAB.1 ECAB is the principle decision-making forum through which the Head of the Army (the Chief of the General Staff (CGS)) exercises command and focuses on the business aspects of the Army from strategy and future force development through to portfolio direction and in-year financial management. It also prepares CGS for his quarterly performance and risk-reporting meetings with the Departmental Permanent Secretary and Chief of Defence Staff.

Its responsibilities are to:

determine the Army’s Strategy, Annual Command Plan and its priorities; agree Army sub-strategies to ensure coherence with the Army’s Strategy and

Plan; review the Army’s Performance, Risk and Assurance at least quarterly and

conduct a deep dive on each risk at least annually; agree the Annual Budgetary Cycle/Balance of Investment decisions and monitor

in-year financial forecasts; determine Army Organisation, structure and laydown; in its role as Portfolio Direction Group, ensure that the Army Portfolio delivers its

desired outcomes and benefits by:

o directing top-level change within the Army’s Portfolio (equipment, infrastructure and non-equipment change programmes);

o providing oversight of ECAB-level programmes through deep dives where the Senior Responsible Owner (SRO) provides an update on progress, issues and risks;

o endorsing the priority and funding of new initiatives; and,o reviewing issues raised by the Portfolio Progress Committee.

as the Military Strategy Board:

o agree Land Commitments Planning Guidance for contingent capability, Defence Engagement activity and emerging operations;

o agree the Army Commitments Priority Matrix to inform force preparation for readiness, interoperability activity and force development activity; and,

o consider reports raised from its sub-committees.

1 ECAB is the Army's executive committee of the Army Board (AB), which is chaired annually by the Secretary of State for Defence. It is an empowered committee of the AB, directed under Letters Patent issued to the Defence Council and by sanction of the Defence (Transfer of Functions) Act 1964. Its duties are set out in Annex B to Chapter 1 of the Queen's Regulations for the Army.

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Full descriptionAs Non-Executive Member, your key responsibilities will be to: 

Provide independent advice, support and challenge to ECAB to encourage innovative thinking and efficiency in the approach toward the delivery of the Army’s outputs, Balance of Investment Decisions, Annual Budgetary Cycle planning and In-Year Financial Decisions/Considerations;

Support CGS by constructively challenging and contributing to the development of strategy and planning, including the development of key objectives and targets;

Work with ECAB to scrutinise and evaluate progress against agreed goals and objectives, including finance and efficiency targets as part of Departmental Performance and Risk Reporting;

Provide constructive challenge and support to CGS in the consideration of any command and administrative decisions that fall within the remit of ECAB and that recommendations and considerations presented to the Army Board for decision are transparent and evidence-based;

Work with ECAB to monitor performance of key intermediate suppliers against agreed plans and hold them to account for their performance. Support and challenge any action plans to manage consequences where performance standards or expectations have not been achieved.

See Annex C for full Terms of Reference for the ECAB.

Person specificationThis high-profile role would suit somebody who is passionate about Defence and the National Security agenda and knows how to bring about change in large, complex organisations. The duration of the appointment will be 3 years, which is expected to be a busy period for the Army. The successful candidate will need to work collaboratively with ECAB members to ensure that the Army not only achieves its ambitious transformation and change agenda, but also responds to the findings and implements the recommendations from the forthcoming Integrated Security, Defence and Foreign Policy Review and the Comprehensive Spending Review 2020 (currently paused owing to the Government’s ongoing response to COVID-19; dates to be confirmed but likely to be later in 2020).

International in outlook and experience, you will have a background in strategy and innovation and, whilst not essential, experience in the digital and technology sector would be welcome. You will also have a proven track record of leading complex, delivery-focused organisations through change at both executive and non-executive level.

The successful candidate must abide by the Seven Principles of Public Life (Annex A) and the Code of Conduct for Board Members2.

2 https://www.gov.uk/government/publications/code-of-conduct-for-board-members-of-public-bodies

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Essential criteriaCandidates must demonstrate all of the following essential criteria:

Board-level experience in a large, complex and changing environment;

Strong communication skills with the ability to build positive, productive relationships and contribute effectively at Board level;

The ability to think strategically and provide robust and reasoned challenge, bringing insights and diversity of thought;

An understanding of the economic and political environment within which the public sector operates;

Ability to champion change and learning, while helping the Board think through the risks and mitigations; and

Ability to exercise sound judgement in a sensitive and complex area and be able to confidently defend decisions under scrutiny.

Desirable criteria

The following criteria are also desirable:

Experience in the digital and technology sector, preferably with experience of delivering large-scale transformation initiatives.

Experience of working in a regulatory environment.

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Terms and Conditions of AppointmentTime commitment and remunerationThe post requires a core commitment of 7 meetings per annum, with the potential need for other meeting attendance. This will be no more than 25 days a year, for which the daily fee is £600, up to and not exceeding an annual maximum of £15,000. Reasonable travel and subsistence expenses will be reimbursed in line with MOD’s policy.

Appointment termThe appointment will be for a period of 3 years. There is a possibility of re-appointment, for no more than a further 3 years, subject to a satisfactory annual appraisal of performance assessed by the Chief of the General Staff of the MOD. Likely start date will be October/November 2020. Acceptance of the appointment does not constitute employment with the MOD or Civil Service.

Location Meetings are usually held in Andover, Hampshire or Whitehall, London. Occasional travel to other military establishments may also be required. Currently we are adhering to Government guidelines for COVID-19 for social distancing and video links may be used.

Termination of appointmentThe successful candidate may resign at any time by notice in writing to the Chief of the General Staff of the MOD. Subsequently, the Chief of the General Staff of the MOD can remove you from office if you fail to perform the duties required in line with the standards expected in public office.

ConfidentialityYou will be subject to the provisions of the Official Secrets Act and required to exercise care in the use of official information acquired in the course of official duties, and not to disclose information which is held in confidence.

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The Ministry of Defence

Who we are?The MOD is made up of 18 organisations: Head Office, four Military Commands, the Defence Nuclear Organisation and 12 Enabling Organisations.

Head Office provides the Department of State function and political and military strategic direction for the Department.

There are four Military Commands that generate military capability and operate in accordance with Defence policy objectives as directed by Head Office. These are:

Royal Navy British Army Royal Air Force Strategic Command

The Defence Nuclear Organisation manages the portfolio of Defence nuclear programmes.

There are 12 Enabling Organisations that deliver activities to support Defence. Further information can be found on www.gov.uk.

Purpose

The Defence Purpose is to protect the people of the United Kingdom, prevent conflict, and be ready to fight our enemies. To Mobilise to make the most of existing capabilities, Modernise to embrace new technologies to assure our competitive position and radically Transform to improve the way Defence does business.

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The Recruitment Process

This is a Non-Regulated appointment and is run in line with the 2016 Governance Code on Public Appointments and follows OCPA process as best practice.

The Governance Code is based on three core principles – merit, openness and fairness.

Interviews would usually take place in Army HQ, Andover or Whitehall, London. However, owing to COVID-19, it is likely that interviews will be conducted remotely via video link. Further details about the format will be provided to you in advance.

The Interview Panel composition along with the indicative timetable for the recruitment can be found on the next page.

The decision to appoint to this role rests with the Chief of the General Staff.

This candidate pack is for a Non-Executive Member of the Executive Committee, Army Board. A candidate reserve list will be held for 12 months and may be used for similar roles that occur in the future.

Please note: Candidates will be able to claim for reasonable expenses incurred travelling to and from the interview should a face-to-face interview take place. Claim forms will be provided with invitations to interview.

Indicative timetablePlease note that these dates may be subject to change.

Closing date 20 August 2020 at 23:59

Short-listing meeting 10 September 2020

Candidate interviews 7/8 October 2020

Start/provisional date: 25 November 2020 (TBC)

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Advisory Assessment Panel composition

Chair: General Sir Mark Carleton-Smith KCB, CBE, ADC Gen

Chief of the General Staff

Member: Lieutenant General Chris Tickell CBE

Deputy Chief of the General Staff

Member: Mr David Stephens CBE

Director Resource

Independent: Mrs Anne Bulford OBE

Completed applications should either be uploaded via The Whitehall & Industry Group (WIG) website: https://www.wig.co.uk/career-opportunities/career-listing.html or emailed to talent@wig.co.uk by 23:59 on Thursday 20 August.

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How to Apply and Submit your ApplicationIf you wish to apply for this appointment, please supply the following:

A CV (maximum two sides A4, minimum font size 12) setting out your career history and including details of any professional qualifications.

A short supporting statement in the Expression of Interest form (see below) (maximum two sides A4, minimum font size 12) explaining how you meet the essential and desirable criteria (page 8). Make sure you refer to the contents of this information pack and provide specific examples which demonstrate proven expertise or ability. Please ensure that your full name and the reference number are clearly stated at the top of your CV and additional papers.

Complete the Expression of Interest form (Annex D) including your supporting statement; contact details for two referees and any conflict of interest (see further information below and Annex B).

Complete and return via the WIG website the Diversity Monitoring form (Annex E), including stating any political activity.

Note References will be taken up if candidates are invited to an interview. You should ensure that they have given their permission for their names to be used.

If you are applying under the GIS you will need to meet the minimum criteria for the role as determined by the Panel. This will guarantee an invite to an interview. To ensure fairness, the Interview Panel will not be informed who has applied under the GIS until they have set the minimum criteria at the start of the sift meeting. Please tick the GIS Box in the Expression of Interest form.

If you have a disability and require reasonable adjustments to enable an interview, please advise us when you return your application.

Unfortunately, due to COVID-19, postal applications cannot be accepted for this role. Please contact WIG via talent@wig.co.uk or 0207 222 1166 if you have any issues.

Please note:It is your responsibility to ensure that we receive your application by the closing date.

Further information:If you have queries about any aspect of this role, the recruitment process or you wish to have an informal discussion, then please contact talent@wig.co.uk.

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Eligibility Criteria

To be eligible for consideration the candidate will need to be a British Citizen. Civil Service Nationality Rules apply.

The candidate is expected to inform CGS if they intend to accept a prominent position in any political party and understand that the appointment may be terminated if it is felt that the position is incompatible.

The successful applicant will be required to sign the Official Secrets Act and go through the appropriate security checks for this position. The successful candidate must meet the security requirements before they can be appointed. The level of security needed is Security Check (SC).

There are circumstances in which an individual may not be considered for appointment. If:

You have received a prison sentence or suspended sentence of 3 months or more in the last 5 years;

You are the subject of a bankruptcy restrictions order or interim order, or a debt relief order or interim debt relief order under Schedule 4ZB to the Insolvency Act 1986;

You are disqualified from acting as a company director under the Company Directors Disqualification Act 1986;

You have been removed from trusteeship of a charity.

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Conflict of Interest and Due Diligence

If you have any interest that might be relevant to the work of the MOD and which could lead to a real or perceived conflict of interest if you were to be appointed, please provide details in the Expression of Interest form. (Annex B in this information pack should help you to evaluate whether you have a potential conflict.) This includes other MOD Boards and Committees on which you are already appointed. If you have queries about this and would like to discuss further, please contact talent@wig.co.uk.

Given the nature of public appointments, it is important that those appointed as members of public bodies/Committees maintain the confidence of Parliament and the public. If there are any issues in your personal or professional history that could, if you were appointed, be misconstrued, cause embarrassment or cause public confidence in the appointment to be jeopardised, it is important that you bring them to the attention of the Interview Panel and provide details of the issue(s) in your application. In considering whether you wish to declare any issues, you should also reflect on any public statements you have made, including through social media.

As part of our due diligence checks we will consider anything in the public domain related to your conduct or professional capacity. This will include us undertaking searches of previous public statements and social media, blogs etc. Any information found may be made available to the Interview Panel who may wish to explore further with you should you be invited to an interview. The information may also be shared with Ministers and the Cabinet Office.

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Data Protection and Privacy NoticeThe Department is required by the Commissioner for Public Appointments and Cabinet Office to retain information about the people who apply for public appointments and non-regulated public appointments and make it available for auditing and management information purposes, if requested. Any data about you will be held in secure conditions with access restricted to those who need it in connection with dealing with your application and the selection process.

The MoD Personal information charter contains the standards you can expect when we ask for, hold or share your personal information and your rights under the law.

Our data protection policy is in line with the requirements of the General Data Protection Regulation and Data Protection Acts. Our data protection officer can be contacted by writing to cio-dpa@mod.gov.uk.

Your initial contact details, including your name and address will be held by the WIG for a period of up to two years.

Submitted applications and any supporting documentation will be retained by WIG for up to two years. Information held electronically will also be held for up to two years.

If you would like these details to be removed from our records as soon as this recruitment campaign is completed, please email talent@wig.co.uk.

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Dealing with your Concerns

We aim to process all applications as quickly as possible and to treat all applicants with courtesy. If you feel that you have any complaints about the way your application has been handled, please contact in the first

instance Patrick Reihill, Head of Talent at WIG, via talent@wig.co.uk.

Annex A: The Seven Principles of Public Life

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The candidate is expected to adhere and understand the standards of probity required of public appointees outlined below in the “Steven Principles of Public Life” drawn up by the Committee of Standards in Public Life.

Selflessness

Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends.

Integrity

Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.

Objectivity

In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

Accountability

Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

Openness

Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

Honesty

Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising, in order to protect the public interest.

Leadership

Holders of public office should promote and support these principles by leadership and example.

The candidate is also expected to adhere to the Code of Conduct for board members of public bodies.

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Annex B: Conflict of Interest

Q1. What is a conflict of interest?

Public Appointments require the highest standards of propriety, involving impartiality, integrity and objectivity, in relation to the stewardship of public funds and the oversight and management of all related activities. This means that any private, voluntary, charitable or political interest which material might be relevant to the work of the public body concerned should be declared.

There is always the possibility for real or perceived conflicts of interest to arise. A perceived inference of a conflict may, on occasions, be as damaging as the existence of a real conflict. It is important, therefore, that you consider your circumstances when applying for a public appointment and identify any potential conflicts of interest, whether real or perceived.

Q2. Surely a perceived conflict is not a problem, as long as I act impartially at all times?

The integrity of the individual is not in question here. However, it is necessary for the standing of the individual and the Board that members of the public have confidence in their independence and impartiality. Even a perceived conflict of interest on the part of a Board member can be extremely damaging to the public body’s reputation and it is therefore essential that these are declared and explored, in the same way as an actual conflict would be. The fact that a member acted impartially may be no defence against accusations of potential bias.

Q3. If I hold another MOD appointment will it be considered a conflict of interest?

It will depend on the nature of the role you have and the one you are applying for. In some circumstances the relationship between the two may make it too difficult to put in place arrangements to manage the conflicts. In such circumstances you would have to decide which role you would want to step away from. To allow the Interview Panel to consider fully you should provide details of other MOD roles you have or may be applying for in the Expression of Interest form.

Q4. What should I do if I think I have a conflict of interest?

You will find a section on conflicts of interest in the Expression of Interest form for you to complete. This asks you to consider and declare whether or not you have a real, or perceived, conflict. If you are unsure of your circumstances constitute a possible conflict, you should still complete this section, in order to give the Interview Panel as much information as possible. You might also find it helpful to discuss it with sponsor/ public body / Committee contact shown in the information pack.

Q5. If I declare a conflict, does this mean I will not be considered for appointment?

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No - each case is considered individually. If you are short listed for interview, the Interview Panel will explore with you how far the conflict might affect your ability to contribute effectively and impartially on the Board and how this might be managed, if you were to be appointed. For example, it may be possible to arrange for you to step out of meetings where an issue is discussed, in which you have an interest. However, if, following the discussion with you, the AAP believes that the conflict is too great and appropriate arrangements cannot be made and would call into question the probity of the Board, they can withdraw your application

Q6. What happens if I do not declare a known conflict, which is then discovered by the Department after my appointment?

Again, each case would be considered on its merits, but the Department may take the view that by concealing a conflict of interest, you would be deemed to have breached the Seven Principles of Conduct of Public Life and we may terminate your appointment.

Q7. What happens if I do not realise a potential conflict exists?

This situation may arise where the applicant is not familiar with the broad range of work which a Body covers and therefore does not realise that a conflict might exist. In some cases, the Interview Panel, with their wider knowledge of the public body, might deduce that there is a potential conflict issue, based on the information on employment and experience provided by the candidate in the application form. They will then explore this at interview with the candidate.

Q8. What happens if a conflict of interest arises after an appointment is made?

This could arise for two main reasons. The first is that the member’s circumstances may change, for example, they may change jobs and in doing so, a conflict with their work on the Board becomes apparent. The second is where a member is unfamiliar with the range of the work of the public body, but after appointment, it becomes clear that a conflict exists where none had been envisaged during the appointment process.

In both cases, the issue should be discussed with the Chair of the Board and the Chief Executive of the public body (if applicable) concerned, in consultation with the Department, to decide whether or not the member can continue to carry out their role in an appropriate manner and each case would be considered individually.

It may be that the conflict is such that it would be impractical for the member to continue on the Board, if they would have to withdraw from a considerable amount of the public body’s routine business. In such cases, the member may be asked to stand down from the public body.

Q9. Areas where a conflict could arise

There are five main issues, which could lead to real, or apparent, conflicts of interest. These are:

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Relevant pecuniary or other interests outside the organisation; Relationships with other parties/organisations which could lead to perceived

or real split loyalties; Pending Government policy could give unfair personal advantage to people

with allied business interests – for example access to privileged information – trade secrets;

Perception of rewards for past contributions or favours; Membership of some societies or organisations.

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Annex C: Terms of Reference for ECAB

TERMS OF REFERENCE FOR

THE ARMY BOARD

The Army Board

1. Legal Basis. The Army Board is the legally empowered body for the command of the Army. It derives its authority from the Defence Council and by sanction of the Defence (Transfer of Functions) Act 1964. The Defence Council empowers the Board through The Army Board Directions. Its duties are set out in Annex B to Chapter 1 of the Queen’s Regulations for the Army.2. Responsibilities. The Army Board is charged by the Defence Council with the command and administration of the Army, and the delivery of coherent military capability and fighting effectiveness. These responsibilities are discharged by CGS and the members of the Executive Committee of the Army Board, however only members of the Army Board have Defence Council delegation to act as the Army’s senior in-Service adjudication and appeal panel. This provides the Army Board with quasi-judicial powers to decide service complaints at the highest and final level of the internal grievance process. The Board sits at least annually and is chaired by the Secretary of State for Defence. 3. Membership. Its membership is confirmed within The Army Board Directions dated 18 Jan 16. Its membership consists of:

a. Ministers.

The Secretary of State for Defence

The Minister of State in the House of Lords

The Minister of State for the Armed Forces

The Parliamentary Under Secretary of state and Minister for Defence People and Veterans

The Minister for Defence Procurement

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Military Membership and Attendance.

Army Board Members In Attendance Notes

CGS

DCGS

CFA

Comd HC

COM(L)

ACGS

D Cap

D Res

D Pers

D Sp

D Info

D B&I

D Reserves

D E&C

Army Sgt Maj

NEMs

Attendance will be dictated by the agenda.

The Army Sgt Maj and Non-Executive Members (NEMs) are not Board members. The Army Sgt Maj will routinely attend and the NEMs will attend when invited.

4. Secretariat. The Secretariat is provided by Head Secretariat and the Army Executive Officer (XO1); the Board Registrar is provided by Army Staff (London).

Executive Committee of the Army Board (ECAB)

5. Purpose. ECAB is the senior executive decision-making body within the Army, through which CGS exercises command of the Army. The Board meets seven times per year and is chaired by CGS. It is supported by four sub-committees. 6. Responsibilities. The Board will:

a. Determine the Army’s Strategy, Command Plan (ACP) and its priorities.b. Agree Army sub-strategies to ensure coherence with the Army’s Strategy and Plan.c. Review the Army’s Performance, Risk and Assurance at least quarterly and conduct a deep dive on each risk at least annually.d. Agree the ABC/Balance of Investment decisions and monitor in-year financial forecasts.e. Determine Army Organisation, structure and laydown.f. As the Portfolio Direction Group (PDG) ensure that the Army Portfolio delivers its desired outcomes and benefits by:

(1) Directing top-level change within the Army’s Portfolio (equipment, infrastructure and non-equipment change programmes).(2) Providing oversight of ECAB level programmes through deep dives where the Senior Responsible Owner (SRO) provides an update on progress, issues and risks.(3) Endorsing the priority and funding of new initiatives.(4) Reviewing issues raised by the Portfolio Progress Committee (PPC).

g. As the Military Strategy Board (MSB):(1) Agree Land Commitments Planning Guidance for contingent capability, Defence Engagement activity and emerging operations.(2) Agree the Army Commitments Priority Matrix to inform: force preparation for readiness; interoperability activity; and force development activity.

h. Consider reports raised from its sub-committees.7. Membership and Attendance. The ECAB membership is:

ECAB Membership In Attendance NotesRoutine Additional Service Advisors

CGS Comd JHC 3 x two-star: Hd Sec Comd JHC will

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DCGSCFA Comd HCCOM(L) ACGSD ResNEM(s)

D InfoD SpD Pers D B&ID CapD ReservesD E&CArmy Sergeant Major

Chaplain General Director Army Legal ServicesHonorary Catering Advisor3 x one-star: PM(A) Army Inspector Senior Medical Advisor 3 x OF5: Chief Engineer Delegated Release to Service Authority (DRTSA) Chief Safety and Environment Officer

Hd StratMA1/CGS

attend as HLB holder for Quarterly Performance Reporting.

Additional members and Service Advisors attend only when directed by CGS or for specific agenda items.

8. Secretariat. The Secretariat is provided by Assistant Head Scrutiny & Approvals and the Army Executive Officer (XO1); the Board Registrar is provided by Army Staff (London).

9. Board Members’ Roles and Responsibilities. The members of the Board have the following roles and responsibilities:

a. Chief of the General Staff. CGS is the chairman of the Board. b. Deputy Chief of the General Staff. DCGS is responsible for items involving: the governance and assurance of the Army Operating Model; as the Principle Personnel Officer the development of affordable personnel plans and policies; and co-ordinating the input of the Service Advisors and for items pertaining to outputs delivered by Army HQ 2* Directorates.

c. Commander Field Army. CFA is responsible for items pertaining to: the Army’s fielded capabilities; Force Generation and preparation to meet commitments; contingency and overseas persistent engagement; bringing G into J; the development of a modernised force; building interoperability with priority partners; all elements of training (individual and collective) post-basic training; and retention.

d. Commander Home Command. Comd HC is responsible for items pertaining to the Army’s institutional support including: civil engagement; manning inflow (marketing, recruiting); basic training (officers and soldiers); UK resilience operations; firm base; education; cadets; veterans; and heritage.

e. Chief of Material (Land). CoM(L) is responsible for matters pertaining to the procurement, logistics, acquisition, support, development of Army capability and the interface with, and performance of, the DE&S.

f. ACGS. As the ECAB Secretary ACGS will formulate the detailed agenda; set the information requirements for the ECAB Management Information Pack; promulgate the minutes and track the actions from each meeting. In addition, ACGS is responsible for items involving the Army’s Strategy, plan, performance and risk management, and organisation of the Army.

g. Director Resources. D Res is responsible for items involving programming and resource management; financial management; commercial service; and support to Ministers. D Res is also the Army TLB’s Civilian Workforce Adviser. He will deputise as Secretary to the Board in the absence of ACGS.

h. Director Capability. D Cap is responsible for the Equipment Programme Balance of Investment, Force development and Capability Development. As Portfolio Director, he is responsible for the delivery and management of the Army’s portfolio.

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i. NEMs. The non-executive members provide external advice and expertise to complement and inform Board decision making. Areas of expertise include: change management and leading through change, audit and risk management, and human resources.

10. Service Advisors. DCGS coordinates the input from the Service Advisors to the Board. Updates from the advisors will be programmed by the Secretary when required and they will attend ECAB for the specific item where their input is required. The Service Advisors are:

a. Director Army Legal Services (DALS). The role of DALS is to act as legal counsel to the Board, in particular to advise on legal risks and issues associated with the development of policy and management decisions. As such, DALS may elect to attend any item where legal advice might be required. DALS is also the principle legal advisor to the Army Board on casework.

b. Chaplain General. Provides advice to the Board on spiritual support, moral guidance and pastoral care of service personnel, and their families, for all religions and beliefs. CG also functionally supervises the Army’s chaplains.

c. Honorary Catering Adviser. The Honorary Catering Advisor for the Army provides 8 days of unpaid advisory work for Defence each year and is remitted to provide expert, impartial advice to the Board on base and field catering core skills. He reports annually to the Board.

d. Army Inspector. Provides the Board with the ability to inspect any part of the Army at any time, provides assurance to reporting to ECAB and detects ‘weak signals’ not captured by formal reporting mechanisms.e. Provost Marshal (Army). Provides policing advice to the Board.

f. Senior Medical Advisor. Provides health advice to the Board.g. Release to Service Authority (RtSA). RtSA provides independent airworthiness assurance to the Board on aviation equipment being released into service.h. Chief Safety Advisor (CESO(A)). Provides Health, Safety and Environmental Protection advice to the Board.i. Chief Engineer. Provides equipment safety advice to the Board.

Sub-Committees

11. The sub-committees that support ECAB are:

a. Army Audit and Risk Assurance Committee (AARAC). Chaired by a NEM, the committee’s remit is to advise on, and challenge the adequacy of, the control environment and to bring a wider perspective and independent challenge to the Board’s management of risk and performance against the ACP. It maintains oversight of the TLB’s corporate governance, particularly across the components of the assurance model3.It advises on the effectiveness of TLB processes set against Departmental and central Government policies and provides CGS and ECAB with a quarterly assessment of the TLB’s control environment. The AARAC is also responsible for advising on assurance across the Army TLB. It meets five times a year, the month prior to the ECAB Performance and Risk Review.

b. Principal Personnel Committee (PPO Ctte). Chaired by DCGS, the committee directs and informs the development of affordable personnel plans and policies for the Army to ensure optimisation of capability. It meets quarterly, the month prior to the ECAB Performance and Risk Review.

c. Portfolio Progress Committee (PPC). Chaired by D Cap, the committee is responsible for managing and monitoring performance across the Army’s portfolio. It meets quarterly.

3 Finance, Risk and Performance, Audit and Inspection, Army Competent Advisors and Inspectorates (ACAI), Lessons, and Safety.

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d. Army Safety Committee. Chaired by CGS in his role as Army Senior Delivery Holder (SDH). The Army’s strategic safety and environment governance committee remit covers all Army personnel and equipment, irrespective of command arrangements with other TLBs. Its role is to inform, develop and promulgate strategic-level safety policy for the Army and to consider all safety risks owned by the SDH. It meets annually in March.

Agenda

12. Strategic Agenda. As Secretary to the Board, ACGS will develop the Army Command Plan, around which sub-committee activity and other Army Business will be developed. The detailed programme for Agenda items will be maintained by XO1 and incorporated into the Forecast of Army Business. ECAB Risk proponents will brief the Board annually and the generic annual battle rhythm of agenda items is at Annex A.13. Forecast of Army Business (FOAB). A rolling programme setting out meeting dates for the next 12 months will be maintained by XO1. The Board Agenda will typically be set out no later than one month in advance of the meeting.

Procedure

14. Agenda Items. The ECAB Management Information Pack will be a standing Agenda item. In addition to this item the Board will only take papers, sponsored by a Board member, under a framework of Decide or Endorse. Updates are to routinely be taken out of committee. The exceptions to this rule are updates from Service Advisors and on programmes and strategic issues that are managed at the Board level. The RACI4 matrix at Annex B clarifies who is responsible and accountable for bringing items to ECAB or its sub-committees and confirms who must be consulted during the staffing process or informed of the decisions post the meeting. At the end of each meeting the Chairs of the ECAB sub-committees, Army Executive Committee (Army ExCo) and the Army Investment Committee (AIC) will provide an update on any key issues not raised during the meeting. The Board will also confirm which decisions can be communicated after the meeting.15. Staffing and Circulation. Board members must staff papers appropriately to allow consultation and challenge before the meeting. Papers for consideration in-committee are to be distributed to members no later than one week prior to the meeting. Out of committee papers will be distributed on a two-week circulation for comment. Detailed guidance on the raising and circulation of papers can be found in Army HQ SOP 11.16. Protocol. Meeting attendance will be minimised to ensure confidentiality. Members will attend in person and may call upon expert briefers to attend in person for specific items with the prior approval of the Secretary. Administrative support will be coordinated by XO1.17. Board Output. Draft minutes will be circulated to members by XO1 within 5 working days and will be cleared by the Secretary prior to endorsement by CGS. Where necessary an Army Executive Order5 may also be published to convey orders emanating from the Board. In addition, XO1 will maintain a record of actions from each meeting6 which will be updated by staff prior to each meeting.

Support

18. Administrative support. Support to ECAB is provided by the Army Executive Office. The Army Executive Office will provide administrative support to CGS, DCGS and Non-Executive members for preparation for meetings. XO1 will coordinate all room bookings, off-site facilities, meeting administration, refreshments and IT support as required.19. Information Management. The ECAB team site on SharePoint is in the OFFICIAL SENSITIVE domain and will be the single repository for all ECAB and Army Board documents. It will be managed by XO1 and access is deliberately restricted; queries should be directed to XO1. Corporate memory and disclosure requirements will be managed by the Board Registrar.

Annex:4 Responsible, Accountable, Consulted or Informed.5 ACSO 1000 provides further direction.6 The ECAB Action Tracker.

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A. Generic ECAB Battle Rhythm.B. Army Top-Level Governance RACI Matrix.

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Annex A toArmy Board ToRsDated 4 Feb 20

GENERIC ECAB BATTLE RHYTHM

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Annex B toArmy Board ToRsDated 4 Feb 20

ARMY TOP-LEVEL GOVERNANCE RACI MATRIX

R

A

C

I Ser

Task

DC

GS

AC

GS

D R

es

D C

ap

D Sp

D Info

D Pers

D E&

C

D B

&I

D R

eserves

D A

R

Com

d FA

Com

d HC

Com

d JHC

CO

M(L)

Service A

dvisors

Rem

arks

1 Army Board R R R C C C C C C C C C C I C C

2 Executive Committee of the Army Board (ECAB) R R R R C C C C C C C R R C R C

3 Strategy & Annual Risk Review Away Day R A R C C C C C C C C R R C R

4 BOI Steering Group R R A R C C C C R C C R R R R HLB or BOI owners

5 Safety Committee A I I R R R R I R I I R R R R C Responsible for an area of safety in the Safety and Environmental Management System (Land)

6 Portfolio Progress Committee (PPC) I I R A R R R I R I I R R R I Responsible means that they have a programme in the portfolio in their area

7 Army Audit and Risk Assurance Committee R R R I I I I I I I I I I I

8 Principal Personnel Officer (PPO) Committee A R R I I I R I I R I R R C

9 No1 Board R R R R

10 Army Investment Committee (AIC) I I A R R R I I R I I I I I I

11 Army Executive Committee (Army ExCo) A R R R R R R R R R R R R R C Fd Army and HC are responsible through their COS.

Responsible. Delivers the task or components of it and has coordinating authority for supporting organisations outputs.

Accountable. Answerable for the correct and thorough completion of the deliverable or task, may delegate the work to those responsible. There should only one accountable for each task or deliverable.

Consulted. Must be consulted as they have information and /or capability to deliver the output, although they are not responsible for the final outcome.

Informed. Must be informed of the decision/outcome, but do not necessarily have to be consulted.

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Annex D: Expression of Interest

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Non-Executive Member of the Executive Committee, Army Board

Information pack for applicantClosing date: 20 August 2020 at 23.59Reference: WIGARM001 please quote

on all correspondence

NDPB Expressions of Interest for Chairperson/Member Personal Details: Surname: Forenames: Title:  Address:   Email: Telephone:  References Name: Address     Telephone: Email: Relationship: 

Name: Address     Telephone: Email: Relationship: 

 May we contact them before Interview: Y/N 

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 Qualities and experience After reading the person specification for the post, please use the space below to demonstrate how you meet the essential criteria as outlined in the job advert.                           

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Conflicts of Interests Do you have any business or personal interests that might be relevant to the work of the body/bodies for which you have applied and which could lead to a real or perceived conflict of interests were you to be appointed? (Failure to disclose such information could result in an appointment being terminated.)  Yes:                                                                              No:  If yes, please give details:     Employment Background Please indicate where the majority of your experience has been gained by ticking the appropriate box below: 

Mostly Private:  Mostly Civil Service:  Mostly Wider Public Sector:  Mostly Third Sector:  Mixed:  Other:  Choose not to answer: 

   Other Ministerial Appointments held Do you currently hold any appointments made by or on behalf of Ministers? Yes:                                                                              No: If yes, please provide the information below: Body, period of appointment, payments received, government dept     Where did you hear about the post? (Please provide details of how you found out about the post)   Declaration I confirm that to the best of my knowledge and belief, the information given in this form is complete and correct. I understand that if I am appointed and the information, I have provided is subsequently found to be untrue then my tenure of office may be terminated. I understand that my application will be considered for membership of the NDPB, without commitment and agree to the NDPB and MOD holding information about my application electronically, within the terms of the Data Protection Acts of 1984 and 1998. I understand that if appointed, details of my membership of the NDPB will be published.   Signature:                                                                                  Date: 

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Annex E: Diversity Monitoring Form

DIVERSITY MONITORING FORM

What is your name?

What role are you applying for?

Section A We are committed to recruiting public appointees that reflect the diverse communities we serve. To do this we need your help in filling out a short monitoring form. The information you provide will help support us ensure that our recruitment processes are fair to all and allow us to attract diverse and talented candidates. You can select "prefer not to say" if you would rather not answer any question.

The information you provide in section A will:

not be used as part of the selection process;

not be seen by the interview panel;

only be used by the department, the Commissioner for Public Appointments and the Cabinet Office for statistical purposes. No information will be published which allows any individual to be identified.

The form should only take a few minutes to complete.

We thank you in advance for your support.

Section A

1. Gender

What is your gender?

☐ Female ☐ Male

☐ I prefer to describe myself as ___________________________________

☐ I prefer not to say

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2. Disability

Do you have any physical or mental health conditions or illnesses lasting or expected to last 12 months or more?

☐ No

☐ Yes

☐ I prefer not to say

If you have answered yes to the question above, does your condition or illness/ do any of your conditions or illnesses reduce your ability to carry out day-to-day activities?

☐ Yes, a lot

☐ Yes, a little

☐ No

More information on disability can be found on the Cabinet Office’s Public Appointments website.

3. Ethnicity

Please choose one of the following options that most accurately describes your ethnic group or background.

White

☐ English / Welsh / Scottish / Northern Irish / British

☐ Irish

☐ Gypsy or Irish Traveller

☐ Any other White background, please describe ______________________________________

Mixed / Multiple ethnic groups

☐ White and Black Caribbean

☐ White and Black African

☐ White and Asian

☐ Any other Mixed / Multiple ethnic background, please describe _________________________

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Asian / Asian British

☐ Indian

☐ Pakistani

☐ Bangladeshi

☐ Chinese

☐ Any other Asian background, please describe ______________________________________

Black African / Caribbean / Black British

☐ African

☐ Caribbean

☐ Any other Black / African / Caribbean background, please describe ______________________

Other ethnic group

☐ Arab

☐ Any other ethnic group, please describe ____________________________________________

☐ I prefer not to say

4. Age

What was your age group at your last birthday?

☐ 16-24

☐ 25-34

☐ 35-44

☐ 45-54

☐ 55-64

☐ 65-74

☐ 75-84

☐ 85 or over

☐ I prefer not to say

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5. Sexual Orientation

☐ Bisexual ☐ Gay or lesbian ☐ Heterosexual ☐ Other

☐ I prefer not to say

6. Religion or belief

☐ Buddhist ☐ Christian ☐ Hindu ☐ Jewish ☐ Muslim ☐ Sikh

☐ Other ☐ No Religion or Atheist

☐ I prefer not to say

7. Main Residence

Which region does your main residence fall within?

☐ North East ☐ North West ☐ Yorkshire and Humberside ☐ East Midlands ☐ West Midlands

☐ East ☐ London ☐ South East ☐ South West ☐ Wales ☐ Scotland ☐ Northern Ireland

☐ I prefer not to say ☐ Other

8. Professional Background

Please tick the occupational sector box that best describes your main employment, if any:

☐ Mostly Civil Service ☐ Mostly Private Sector ☐ Mostly Third Sector

☐ Mostly wider Public Sector ☐ Mixed ☐ Other

☐ I prefer not to say

9. Other public appointments held

This includes all non-departmental public bodies (NDPBs), NHS bodies, parole boards and research councils. It does not include sitting as a school governor, being a magistrate or any positions within charities.

How many other public appointments do you currently hold?37

☐ 0 ☐ 1 ☐ 2 ☐ 3 ☐ 4 ☐ 5-9 ☐ 10 or more

☐ I prefer not to say

Section B

Only the information provided in section B below will be made available to the panel if you are called for interview.

10. Significant Political Activity

Significant political activity is defined as being employed by a political party, holding significant office in a party, standing as a candidate for a party in an election, having publicly spoken on behalf of a political party or having made significant donations or loans to a party. Significant loans and donations are those of a size which are reported to the Electoral Commission, in line with a central party’s reporting threshold.

Have you undertaken any significant political activity for a political party in the past five years?

☐ No

☐ Yes

If yes, please indicate for which party/parties:

___________________________________________________

Public appointments are made by Ministers, after a fair and open process, based on merit in accordance with the Cabinet Office Governance Code and the Public Appointments Order in Council. By completing this diversity monitoring form, you will be helping us meet our public sector equality duty under section 149 of the Equality Act 2012 and section 75 of the Northern Ireland Act 1998. Your personal data will always be treated in confidence and will allow us to analyse the diversity of candidates applying for posts and inform what we can do as an organisation to improve the way we recruit.

Your responses to questions regarding your gender, if you are disabled, your ethnic group, sexual orientation, your religion or belief, your age, principle residence and professional background will never be made available to the panel considering your application.

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This diversity information is collected by government departments managing appointments to the board of public bodies. This data will not be connected to your name when it is shared, it is supplied anonymously. It is collected for the purposes of measures or decisions with respect to your application for a government public appointment.

This data is collected and held on the basis that you consented to provide this information to the department alongside your application and you have not given notice that you do not wish for your data to be processed for this purpose.

This data may be held for up to 2 years by the department. All data you share is kept in line with the General Data Protection Regulation (GDPR) and the Department’s Privacy Notice and MOD Personal Information Charter.

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