Armed Forces Covenant

Debate between Tobias Ellwood and Ross Thomson

Thursday 22nd November 2018 Commons Chamber

[Mr Ellwood]

My hon. Friend is absolutely right. The whole aspect of decompression is new, too. When our armed forces come back from a combat arena, they are moved into a different environment before they see their family. They are checked and discussions are had to check their temperament. We now get back in touch 12 months after any person has departed the armed forces to see if they are still okay and how they are getting on. These are all new changes that were certainly not in place when I served and I do not think they were in place when my hon. Friend was serving either.

I want to touch on the transition service before I turn in more detail to mental health. We need to get to a place where people, when they put their hands up to say they are departing the armed forces, are retrained so they can move back into society without a problem. Again, when I served, this was not on anybody’s mind. As soon as we put our hands up to say we were departing, we were normally given rear echelon jobs and told to just get on with it.

Today, we have to recognise several things. The skill sets one learns in the armed forces are formidable: the leadership, teamwork, grit, tenacity, determination and the willingness to work beyond five o’clock are all skill sets that anybody in civilian life might want to pick up. As I have said, the cohort of people with direct understanding of what the armed forces are like is very different today from 20, 50 or 100 years ago. As such, an employer or HR director may not be aware of what it is like to be in the armed forces. They may have the wrong impression and they may believe the myths we touched on earlier.

It is therefore absolutely critical that we are able to work with businesses through our Defence Relationship Management and Career Transition Partnership teams. They go out to businesses to explain what skill sets are available and how they might be useful to workforces, and most importantly to train, to educate and to ensure that those who have put their hand up to say, for whatever reason, “I’ve decided to leave the armed forces” have the qualifications during what can be up to two years of transition. I am very proud of the direction of travel on that.

Those who serve in our armed forces actually serve our country twice. They not only do so in uniform with pride, doing something exceptional and unique that very few other people do—putting themselves in harm’s way to defend our country—they also serve a second time by serving the nation and society in other jobs by taking those skill sets across. We need to make sure that transition is as simple and as easy as possible. That is exactly what our Career Transition Partnership intends to achieve.

The issue of mental health has been raised a number of times by hon. Members. They are absolutely right that we need to get this right. I talked about the new strategy, our comprehensive overhaul of how we treat and look at mental health. It has four themes. The first is to promote a better attitude to remove the stigma of mental health. The second is prevention, making people aware of what to anticipate, so that they are appreciative of environments where they may be affected by mental health issues. The third is detection, understanding and finding out what is going on, through discussions and better checks of what individuals are going through. Fourthly, if you can detect it, you can treat it early and get those people back into the frontline, where they want to be, as quickly as possible. We do not want to wait. We do not want any individuals to allow these issues to incubate or for them to live in denial of a problem.

There is one spectrum of veterans about whom I am particularly concerned. We are seeing the benefits of the processes we put in place following the lessons we learned from Afghanistan and Iraq. The groupings who are more vulnerable, because the stigma was so prevalent, are those who served at the time of the Falklands. They are now in their 40s, 50s, 60s and 70s. They saw and experienced things that perhaps they still do not want to talk about. They were not educated during their time about where help could be found. It is those people whom we have a duty to reach out to and find through means other than our connections to the armed forces.

Our new approach begins at the start of any individual’s career, through promoting positive mental health and wellbeing, preventing and detecting the onset of mental illness at the earliest possibility, and treating such illnesses when they are diagnosed. I touched on the additional funds that are coming from the Budget. An extra £2 million a year is being brought in to improve mental health services for our armed forces, on top of the £20 million already committed.

As hon. Members will be aware, this is another great example of where responsibility lies not just with the Ministry of Defence. We are often compared with the United States, which has a completely different approach to this, but we have the NHS, which is the best in the world. It would not make sense to replicate that with another health service simply for our armed forces. We need to tap into and take advantage of the NHS skill sets. If people go to the NHS and it denies them support, the machine is not working and we need to ensure that that changes. It is therefore important that the MOD has a close relationship with NHS England and indeed the devolved Administrations to make sure it works right across the country and meets the healthcare needs of the armed forces community.

Healthcare in England is devolved to local clinical commissioning groups. I have touched on the issues that we have with different standards and approaches; that needs to be reconciled. Most services for all demographics, however, are commissioned and provided locally. Healthcare for devolved Administrations is devolved to those Administrations for more regional and local determination of services and is consistent with national approaches to healthcare. In England, local CCGs, working with local authorities, have the legal responsibility for planning and commissioning, and for providing appropriate health and social care for the population where they live. Those requirements and needs are measured through the respective local authority-chaired health and wellbeing boards and underpinned by the latest data on where the armed forces communities live. That is absolutely critical because, if they move from one locality to another, they do not want to be waiting for their records to catch up with them to gain the necessary treatment they deserve.

[Ross Thomson (Aberdeen South) (Con)]

On local authorities, will my right hon. Friend join me in congratulating Aberdeen City Council, which has just renewed its commitment to the armed forces covenant by signing a new one? This covenant will show the city’s appreciation for the work of our armed forces and veterans. It puts in place additional support to help veterans into employment; to help them and their families; and to give more new council housing to those who have served in our armed forces. Does my right hon. Friend think that that is a leading initiative that other councils should perhaps follow?

[Mr Ellwood]

I am grateful to my hon. Friend for his intervention. He is absolutely right. He highlights the fact that there is different modelling around the country. He also touches on something that perhaps I can praise him for: he has bothered to understand what is going on in his patch. I hope that we all can be bothered to do that. All hon. Members should take an interest, because of the varying standards around the country, to go in and ask those questions. We have a role to play in upgrading the standards and maybe copying what is happening in his local authority.

To turn back to NHS England and the Department of Health and Social Care, we have written, at national director and permanent secretary levels, to the chairs of all the health and wellbeing boards, reminding them of the need to update their strategic needs and assessments, and to use the latest annual population survey data, which reflects where the armed forces are based. The Local Government Association, in conjunction with the Department of Health and Social Care, collects data on all local authorities that have signed the armed forces covenant. It is critical that they do their duty as well. Based on ongoing use of nationally commissioned services, as well as evidence-based research, NHS England’s transition, intervention and liaison complex mental health treatment services are continually reviewed to ensure that both capacity and capability are in place and services are reconfigured to meet both clinical demand and changes to professional practice—that relates to the point the hon. Member for Glasgow North East (Mr Sweeney) raised earlier.

The mental health complex treatment service was launched in April. It caters to the individual treatment needs of veterans at community level. This is where we need to ensure that veterans are aware of what support is available. This follows on from the introduction of the transition intervention and liaison services last year, completing the tiered approach to veterans’ mental healthcare.

In addition, there is the Veterans Trauma Network, which collects data, numbers, location and intervention types on all patients who access the service. The VTN steering group is working with the veteran patient cohort and researchers to look at the societal impacts of their injuries and interventions to inform planning and delivery reviews of the service. It is complicated to go into the weeds of the support. Sometimes people might get the impression that little is being done, but support is available, and it is so important that veterans are made aware of where that support is.

Turning to local government, I have touched on the role of the armed forces champion. Again, I encourage every single Member here to go to their local authority and ask, “Who is the armed forces champion?” Find out their name and whether their name is on the local authority’s website. Find out what they do. Are they making sure that every single guideline and rule that the council puts forward is through the prism of understanding what impact it will have on our armed forces and our armed forces community? If there is a homeless issue, what is being done, for example, to make sure that the local authority is providing for the vets who may be homeless? Typically, that is the sort of work that the armed forces champion should focus on. The more that we as Members of Parliament ask these questions, the better we will raise the bar overall.

From a housing perspective, I am pleased that earlier this year, the MOD signed a duty—a statutory requirement—with the new Ministry of Housing, Communities and Local Government to refer individuals leaving the military to local authorities, if they are deemed by their local commanding officer to be at risk of homelessness. That is so important. It means that we should not see people who might end up becoming homeless leaving the armed forces with nowhere to go, because their plight will be flagged up as they depart.

On education, it is important to understand again that not just the armed forces, but their families, are affected by moving. If individual personnel are moved from one locality to another and they have children, this will of course have an impact on schooling and other aspects of education. This is disruptive. Any child can end up moving three or four times during their schooling, and that is not good for their education. We cannot have a situation whereby people move to a new locality and find that they do not get their school of choice. In some cases, I found, horrifically, that when special needs school support is required, individual personnel are not being given that support, and this must change.

We are providing research to understand the impact of mobility on the progression of service children. We are also looking at service children’s progression from an alliance practitioner hub perspective to bring together local partners, including schools, colleges, universities, local authorities and charities, to address the specific needs of service children in a local context. In March 2018, the alliance carried out a UK-wide consultation that identified strong common themes. These will help to improve the evidence base to inform the development of our policy, so that we make sure that we can answer these challenging questions of how we disrupt less and less the lives of children seeking education.