Veterans Strategy

Paul Sweeney Excerpts

Thursday 15th November 2018 Commons Chamber

[Mr Paul Sweeney (Glasgow North East) (Lab/Co-op)]

It is a pleasure to follow colleagues in this very moving debate about critical issues facing veterans and, in particular, to follow the hon. Member for Ayr, Carrick and Cumnock (Bill Grant). His area shares a great affinity with Glasgow, because it is of course the traditional home of the Royal Highland Fusiliers, the Glasgow and Ayrshire Regiment, which now forms part of the Royal Regiment of Scotland, as its second battalion. I had the great pleasure of visiting 2 Scots at Glencorse barracks in the constituency of my hon. Friend the Member for Midlothian (Danielle Rowley), where I had discussions on a number of issues facing serving personnel and members of the regimental family who are now veterans.

As of July, I count myself as a veteran, having served 12 years as a reservist in the Royal Regiment of Scotland. I am very proud to wear the regimental tie today, just as I did on Sunday, when I went to George Square, as I have done for several years, to join many of my friends at the cenotaph to remember our friends who have suffered life-changing injuries and, in my case, a good friend who was killed in Afghanistan in 2013. That is a moment for us not only to reflect, but to get together to have a good old time—there is a social aspect. For many people, particularly those who have worn the uniform, Remembrance Day is about not just solemn remembrance, but having a bit of a laugh, which is always good. We did get on to talking in great detail about many of our friends who have suffered, and in the past few months alone, the Royal Regiment of Scotland veterans have taken it upon themselves to set up a Facebook group to try to help each other.

It has been eye-opening to see the difficulties that many people are going through but which they often cannot make clear to their comrades. There is a culture, particularly in the Army, of not talking about these things. Instead, people have traditionally been told to man up, get on with it and pull themselves together. In the past, it was an admission of weakness for someone to say that they had difficulties, so it is great that people feel that there is now a safe space in which to make those vulnerabilities clear to their friends and to seek help.

In that spirit, I welcome the thrust of the veterans strategy, particularly the cross-cutting factors that have been identified, which chime with what I would like to see happen. However, I am concerned that the document is too high-level and that there is not enough understanding of the intended outcomes. There is a broad intent, which is laudable, but a lot of details about how it is to be delivered are lacking. The term used in the Army is “mission command”: beginning with a general intent, but then building up a fuller picture of what is to be delivered on the ground. It is ironic in an organisation with an effective command-and-control system built into its DNA that when it comes to supporting our veterans, that seems to fall apart and the same rigour is not applied. I would like that to be addressed as part of the further development of the strategy. This is crucial for collaboration between organisations and the co-ordination of veterans services. The urgency burns through and needs to be gripped.

A lot of charities are doing excellent work and many have been mentioned today. A great example in the city of Glasgow and the wider area is the Erskine Hospital, which was founded over 100 years ago by one of the Yarrow family whose son was killed on the battlefields of the first world war. So riven with guilt was he that he formed a charity along with William Macewen, one of the leading surgeons in Glasgow at the time, to create the first proper prosthetic limbs to help those who had suffered life-changing injuries in the first world war. The charity continues to help veterans of all ages to this day.

We have to recognise that the demography of our veterans is changing. The Army has downsized by around 20,000 regular soldiers in the last five years alone. That is a significant outflow of people, many of whom will have served in conflict zones—very intense conflict zones at that—and those people will have very particular and urgent needs that need to be catered for. I do not feel that there is any sort of infrastructure to deal with those specific requirements, however, and that needs to be dealt with.

I have spoken about this next issue several times in the last few months, because many of my friends and people I know personally have been affected. Indeed, we lost four Jocks from the Royal Regiment of Scotland in the space of two months, in July and August this year, which is a terrible suicide rate. Indeed, it is estimated that over 50 veterans have taken their own lives in the last year alone. We have to recognise the true scale of the problem. My hon. Friend the Member for Portsmouth South (Stephen Morgan) talked about data collection, and we need to get a grip of that. Other countries have shown the way on how to deliver it, as the hon. Member for Glasgow South (Stewart Malcolm McDonald) hinted at. We need more robust infrastructure that assists in identifying veterans so that we can then help them.

Often, when we think of a veteran, we think of someone who has heroically served their country and then left on good terms to go off, be of good character and deliver in civilian life. Technically, anyone who has served one day in uniform is a veteran, and many will be discharged in difficult circumstances, such as for drugs problems or reasons of chaos in their personal lives. They will leave on unhappy and difficult terms, and simply to cast them out and not give them the right support is to fail them.

I think of the four Jocks who have taken their own lives in the last couple of months. In many cases, they had already reached out for support. I spoke to Combat Stress about members of the Royal Regiment of Scotland who had sought help for PTSD. Many had identified themselves. Indeed, one of the men who tragically took their life, Jamie Davies, had been recording video diaries of his experiences. They are haunting to watch now in the knowledge that he ended up taking his own life. His descriptions of the difficulties he encountered are harrowing. To think that we all failed him is something we have to take cognisance of.

The sooner we get the strategy robustly developed and delivered meaningfully, the better. We cannot simply have these high-level aspirations; we need a robust plan that actually tells us in root-and-branch detail what we will do differently. That is what we need to understand.

The charities do a great job, but many people who go to charities, and particularly veterans, get some assistance—they might get cognitive behavioural therapy, for example—but find that it does not meet their needs. It is often a box-ticking exercise—“Right, we’ve consulted this veteran. He’s presented himself and we’ve dealt with it”—that might not resolve the issue, and there is no ongoing support once the course of treatment has finished. They then fall through the net and find no way out other than to take their own lives. That is the tragedy that is happening.

It is not that we do not know that these people are there. We know they are there, but we are just not robust enough in helping them, which is why we need to look into having a structure that takes its inspiration from the command-and-control structure that is embedded in the armed forces so that we can robustly deal with these issues. My view is that a caseworker ought to be appointed to every veteran who leaves the armed forces as a single, consistent point of contact to whom they can turn, regardless of the length of time since they left. That would be an ideal structure, because veterans often fall into the gaps between different charities and organisations. They have to go through the same history and issues, and end up overwhelmed with frustration. They disengage from the process and find themselves lost—and then they are lost to their friends and family as well, when they take their own lives. That is the true carnage that is being caused and its cost.

We do not know the true scale of the situation—the people we identify may be just the tip of the iceberg. Veterans who find themselves in prisons will not identify as veterans. Veterans who find themselves with mental health problems, drug addiction or alcohol addiction will not identify as veterans, because they do not want to embarrass their friends—they do not want to embarrass their cap badge. We have to get a grip of this issue, on a number of fronts.

I welcome the strategy in broad strokes. The cross-cutting factors that have been identified—improvements in data on the veterans community, public perception and understanding, recognition, and, most importantly, collaboration and co-ordination—are laudable, but that does not go nearly far enough. We have a crisis on our hands in this country, and it is an ever-looming one, as more than 100,000 people in our country have served in the theatres of Iraq and Afghanistan in Operations Telic and Herrick. If we do not help them, an absolute epidemic of mental health problems will be visited upon us. The needs of the world war two generation are different from the needs of the generation—my generation—that has served in conflict zones in the past 15 or 20 years. We have to get an understanding of how to tailor services to their needs. I welcome the Government’s strategy but, echoing the sentiments expressed from the Opposition Front Bench, we need to go much further to get a grip and to deliver for our service personnel—we owe them nothing less.