Source · Select Committees · Public Accounts Committee
Recommendation 8
8
Accepted
RFCAs adopting customer-segmentation approach for effective employer engagement.
Recommendation
The Department said that engaging with society and employers was essential. Effective engagement with employers, building on the RFCAs’ Defence Relationship Management function and securing employers’ support for their staff to be involved in the reserves, will be important for the Department achieving its ambitions.11 The Department emphasised the huge success of its employer engagement, which had exceeded its expectations having increased the number of employer accounts from fewer than 1,000 to more than 13,000. It explained that the RFCAs were adopting a customer-segmentation approach so they could most effectively use the resources available given that their workforce and budget had remained largely unchanged for seven years. This meant focusing on larger national employer accounts at a national level and using regional teams to manage local accounts.12 Increasing cadet numbers
Government Response Summary
The Department must set out by 31 March 2026 its plan for how it will significantly enhance the skills, scale and agility of both the Active and the Strategic Reserves and provide Parliament with regular updates on its progress in achieving its ambition.
Government Response
Accepted
HM Government
Accepted
1. PAC conclusion: It is unclear how the Department will deliver the ambitious plans for expanding the role of the Reserves set out in the Strategic Defence Review (SDR). 1. PAC recommendation: The Department must set out by 31 March 2026 its plan for how it will: a. significantly enhance the skills, scale and agility of both the Active and the Strategic Reserves; and 2 b. provide Parliament with regular updates on its progress in achieving its ambition. 1.1 The government agrees with the Committee’s recommendation. Target implementation date: March 2026 1.2 The Ministry of Defence has a range of workstreams underway, aimed at enhancing the skills, scale and agility of both the Active and Strategic Reserve, in line with the 2025 Strategic Defence Review’s recommendations. 1.3 The department is planning to introduce legislative measures in the next Armed Forces Bill, aimed at removing barriers preventing smooth transition from Regular to Reserve Service; and to ensure flexibility to move between employment types/categories. This, together with ongoing collaborative work in the Military Strategic Head Quarters to enhance, harmonise and simplify the terms under which our people serve, will help to increase the number of Active Reserves towards the 20% target, when the financial situation allows. 1.4 The Military Strategic Head Quarters, is leading work to plan the reinvigoration of the Strategic Reserve. This includes scoping how to step up engagement through annual training opportunities and exploring a digitised approach to Reserves management. 1.5 The department will provide updates on progress as requested by the Committee.