Physical Development
Strategic Framework 2011-2015
Strategic Framework Summary
This document sets out a strategic pathway for Physical Development (PDev) over the next five years.
It is a guiding framework alongside which detailed work plans will be set to concentrate those
responsible for setting PDev Policy and delivering PDev effect on achieving its objectives. In the years
ahead framework will be used as a reference point to continue the journey on which the Naval Service
has embarked to culturally embed PDev so that personnel at all levels instinctively make time for PDev
as members of a maritime fighting service.
The goal is to culturally embed Physical Development within the Naval Service under the mantra “Fit to
Fight & Fit for Life” to maximise the number of personnel fit for task. This will be delivered via the 3
supporting pillars of Physical Education, Sport and Adventurous Training and underpinned by the
Naval Service Core Values. This in turn will support the Armed Forces Personnel Plan to generate
Sustainable, Capable and Motivated people to deliver maritime effect, by reinforcing an identity from
which Commanding Officers can play their part. Workforce diversity must be recognised, operating to
common PDev standards and practices, where appropriate, to the benefit of all Naval Service
personnel. DNPD will act as a focus for PDev and will forge strong links within the Naval Service
community to build lasting relationships in order to deliver the PDev intent.
Positioning PDev in 2011 – building a sustainable future
DNPD has completed the first phase of its evolution and is now preparing for the next four-year phase
of development. The DNPD Management Board has therefore decided on the following guiding
statements for the Directorate:
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To change the culture within the Naval Service to one of Time for PDev;
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To optimise the delivery of PDev, within the available resource; and making the strongest
business case for additional resource for emerging new requirements.
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To champion the delivery of PDev under the mantra, Fit to Fight and Fit for Life.
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To act as tri-Service sponsor for JSAT Diving and Offshore Sailing.
Our Vision
The Directorate of Naval Physical Development will provide the focus for PDev, in order to maximise
the number of personnel who are Fit to Fight and Fit for Life.
Our Mission
To culturally embed the trilogy of PDev within the Naval Service.
Our Values
Commitment, Courage, Discipline, Respect, Integrity and Loyalty
Our Strategic Objectives
The objectives that DNPD will follow during the 4 year period covered by this strategic framework:
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To facilitate the Naval Service compliance with Second Sea Lord’s Personnel Functional
Standards for PDev;
To promote a healthy lifestyle across the Naval Service by delivering the Navy Command
Health Promotion Campaign.
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To provide the governance and assurance for the Naval Service Recovery Pathway (NSRP)
capability from a single Service perspective, nested within a Defence Recovery context.
To create a sports governance and delivery regime that ensures access, participation and
excellence from grass roots to elite status across all 39 Sports Associations.
To provide the generic assurance for the delivery of PDev activity by sharing good practice and
checking policy and process compliance.
To transition the Second Line Boats Capability to one that is affordable and sustainable,
geographically optimised and with effective command and control;
To maintain, as tri-Service sponsor, delivery of Diving and Offshore Sailing under the JSAT
scheme optimising output to meet the needs of Defence within an affordable and sustainable
framework.
Delivering the Plan
To deliver the objectives set by DNPD, the Directorate will align its resources and management focus
to optimise the Naval Service PDev effect across all the 3 pillars of PEd, Sport, AT and the NSRP to
the benefit of all Naval Service Personnel, in support of the delivery of Operational Capability.
DNPD Core Outputs
DNPD is characterised by the following dominant outputs:
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Naval Service policy for Physical Education, Sport and Adventurous Training
RN policy for RNFT (CMS 2)
Culture change to support “time for” PDev agenda
Strategic leadership of Physical Training Specialisation [and inherent ATI/ERI cadres] enacted
via Head of Specialisation role
Delivery of level 2 Adventurous Training at the Naval Outdoor Centre (Germany)
Delivery of Grassroots “sport for all” campaign
Lead for delivery of sport via the conduit of the 39 Naval Service Sports Associations and the
PT Specialisation
Sponsor for Joint Services Adventurous Sail Training
Generation of non-public funds for sport and AT
Sponsor for Joint Services Sub Aqua Diving
Lead User for the MoD Second Line Boats capability
Assurance for the safe delivery of Physical Education
Assurance for the safe delivery of Adventurous Training
Focal point for Risk Management of Moral Component of Operational Capability
Lead for the delivery of a sustainable Naval Service Recovery Pathway
Assurance of the Naval Service Recovery Pathway
Lead for the delivery of the Navy Command Executive Health Promotion Campaign
Sponsorship of HMS TEMERAIRE which together with the Burnaby Road facilities provides the
Centre of Excellence for NS sport
Developing Naval Service Policy for Physical Education, Sport and Adventurous Training
DNPD has ensured that the RN policy requirements for PDev have been captured in the rewrite of
2SL’s PFS and that extant policy, particularly with respect to RNFT, is captured in the new BR 3 Part 5
Chapter 29 and Core Maritime Skills (CMS2); whilst also revising BR 51(RN Physical Testing
Regulations). We have contributed to the review and revision of JSP 419 (Joint Service AT) and
continue to engage on future requirement setting and policy development through the JSAT Steering
Group. PDev delivery has been enhanced with the introduction of the Endurance Training Leader
(ETL) course and RNFT policy development continues with engagement with INM. In the next 4 years
the objective is to bring greater coherence to tri-Service PDev policy to strengthen the Defence
requirement whilst maintaining single Service specific requirements.
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Delivery of Naval Service AT
The NS currently achieves 15.2% of personnel who undertake 5 days of AT. This needs to be
increased to 20% to comply with PFS. The available resource to support the delivery of AT needs to
be optimised to comply with the requirement of PFS, noting the wider agenda developing within the
MoD Centre to better define and corral the Defence requirement and delivery of AT in which DNPD will
play a full and equal part.
Delivery of RN Physical Education
PFS reporting has yet to achieve a pan-NS response and reporting of PFS PEd non-compliance is
patchy. The PEd objective is to maintain the 100% delivery of Phase 1 Physical Education training and
reduce the incidence of non-compliance within Phase 2 training to meet the PFS standard. We need to
maintain the PT capacity to facilitate reducing the non-compliance within Phase 3 training to contribute
to the case for raising this requirement to a Cat A PFS, and to maintain PT capacity to facilitate the
delivery of a minimum of 3 hours physical activity per week for those NS personnel on the trained
strength.
Delivery of the RNFT
The Jun 11 RNFT Statistics are:
In Date
Out of Date
Exempt
Fail
No Competence
85.1%
9.3%
1.7%
3.4%
0.5%
Our objective is to achieve 90% In Date by 2013 with a decrease in those with No Competence or Out
of Date, whilst reducing the % of failures.
Separately, DNPD remain engaged with INM to develop RNFT to incorporate an evidence and science
based upper body strength component of RNFT by Jan 13, with an interim preparatory training
package that will be developed for roll-out from Jan 12.
Navy Command Executive Health Campaign
The NCEHG is developing a set of PIs to assess trends in promoting 6 health outcomes that will lead
to more people Fit to Fight. Access to robust management information remains a challenge but in 4
years we expect to have sound evidence that education, training and management intervention,
underpinned by the Defence Health Strategy, has resulted in: Reduced Smoking; Responsible Drinking
and Reduced Substance Misuse; Healthy Weight Management and Improved Diet; Improved Physical
Health; Improved Mental Health; Improved Sexual Health.
Naval Service Recovery Pathway
The NS has approximately 750 (including 58 in Hasler Company) personnel assigned to the Recovery
Pathway, and now that the future reduced size and shape of the Service has been defined by SDSR
there will be less flexibility to carry personnel in the medical/welfare margins who are not deployable.
The rollout of an improved FECA management information system to Recovery Cells, Career
Management Cells and Hasler Company, and the maturing of the NSRP Assurance process will result
in improved management of individuals assigned to the Recovery Pathway, supporting their timely
return to effective service or transition from Service to civilian life.
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Culture Change to Support “time for” PDev Agenda
2011 - Tangible progress has been made and awareness of the PDev agenda – and it’s 3 key
constituent parts – has been raised and the NS is fitter and ‘grittier’ overall. But cultural change takes
time, dedicated effort and sustained leadership and there is some way to go to achieve instinctive
behavioural and enduring culture shift. There is a need to establish an enduring ethos and culture that
recognises and encompasses personal fitness as a matter of individual pride and responsibility, very
much a normal part of life in the RN. This is enshrined in the recently issued Personnel Functional
Standards (PFS) for fitness, sport, AT and health promotion, where the command aim is to deliver
people who are mentally and physically robust with a high degree of fighting spirit.
PDev Communications
A number channels of communication have been developed to assist culture change and inform the
NS on PDev issues. These include:
 Sports and Recreation Facilities - A brochure containing a comprehensive description of all PDev
facilities*.
 Fit To Fight magazine* – A biennial roundup of PDev news and information.
 RPD Newsletter - A monthly update of Naval Service PDev information.
 Regional digest*– AWO led, locally specific summary of PDev activity and forecast.
 Master Fixtures List – An RN Intranet calendar of all sports events that have duty status and attract
public funding.
 Regional Activities calendar – RN Intranet calendars listing activity in the 5 PDev Regions.
 PDev Internet Portal – http://pdevportal.co.uk A portal on the RN Internet www.RoyalNavy.mod.uk
designed as an easily accessible one-stop shop for PDev information. The aspiration is to migrate
all information * to the portal and provide hyperlinks to areas of associated interest.
HMS TEMERAIRE
HMS TEMERAIRE is home to two lodger units, the RNSPT and DNPD HQ staff and the continued
collocation of these two units represents good practice for joined up business in the PDev arena.
Together with the Burnaby Road Fleet sports facilities, TEMERAIRE is also home to the Centre of
Excellence for NS sport with its dedicated sports accommodation and swimming pool. The legacy
resource management mechanism for this area is untidy and the aspiration is to be able to draw the
oversight of all the facilities together into one area with clear funding lines to support the infrastructure
and develop a coherent 5 year maintenance plan. This will include an upgrade to the existing IT
system to Dii, improved layout of the building, especially with regard to access and entrance, extending
the accommodation to 100 beds and installing a 3G pitch.
Non-Public Funds for Sport and AT
The sport and AT pillars of the PDev agenda are supported with non-public funding from the Naval
Service Sports Charity the RN Sports Lottery commercial sponsorship and personal contributions.
NSSC – (2011) - Provides £400k pa funding for Sports Association running costs, Regional Grants,
Coaching and individual elite and 2nd tier athletes. It is anticipated that the PDev sports agenda will
stimulate increased activity therefore demand will remain fairly constant over the next 4 years, despite
reduction in NS manpower. The minimum aspiration of the NSSC is to maintain the funding and
support at current levels eliminating any effects of inflation. It also intends to improve these levels
by championing the case for Sport within the RNRMC Family of Charities, to support RNRMC and
Sports Association's initiatives to attract additional corporate sponsorship, to support initiatives to
improve the take-up of Payroll Giving within the Naval Service and to take on the employment of more
staff and the management of more Sporting Facilities as the need arises and as identified by DNPD.
The NSSC Trustees and Staff will remain vigilant and address any issues which could adversely affect
or improve funding for sport and will also support DNPD initiatives to improve facilities and support for
Sport.
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RN Sports Lottery – Strategically vital for the PDev Sports agenda, provides £1.25m pa net for Sports
tours, training camps, grassroots, equipment, AT, CA and capital projects. Annual income increased to
£1.35M pa net - £100K (£25k pa). Reduced support for AT (£280K pa) which should be entirely
publicly funded as directed training and PFS requirement. SL Manager has been set objectives to grow
SL income by £25k pa with a business plan in place to achieve it.
Commercial Sponsorship - Sports Associations are encouraged to secure sponsorship in order to
supplement their income and those sports that are attractive to sponsors are generally successful.
However, sponsorship is unpredictable and an unstable platform for a financial plan and therefore,
whilst encouragement will continue, it does not feature as a reliable enabler to the PDev agenda.
Public funds to support PDev agenda
The G48 budget constitutes the public money allocation to support the PDev agenda, including the 2
RN sponsored Joint Service Offshore Sailing and Diving AT Centres. With continued downward
pressure on all budgets there are a number of areas that require scrutiny to ensure that the
requirement is robust and appropriate to meet IF2015 needs. Work is underway to get a better
understanding of all areas of the G48 budget from which a more recognisable process of accounting
will emerge. This will result in a taut and focused budget that is properly delegated and sufficient to
enable the continued development of the PDev agenda.
Grassroots “Sport for All” Campaign
2010 - Some 60% of the NS are not “naturally” inclined to participate in organised sport and therefore
missing the opportunity for “grit” that sport contributes to the fighting spirit element of PDev and
therefore OC. 2011 is the second year of a formally introduced and Sports Lottery funded grassroots
sports programme that specifically aims to provide a menu of opportunity for those less inclined to
participate. The result is a tangible but currently unmeasured increase in a broad range of sporting
activity, but this is fragile and requires sustained senior management support and the resources to
continue development. Intention is to build on the sound management measures already in place and
continue to reinforce the fun element on the basis that lower level participation will be more stimulated
by fun than serious competition and put in place a means of measuring participation and trends.
Sponsorship of Joint Service Adventurous Sail Training
The Joint Services Adventurous Sail Training Centre (JSASTC) at Gosport operates a fleet of 20
yachts by a wholly civilian workforce capable of delivering all RYA practical training courses and Level
3 expeditions worldwide. The centre delivers about 36,000 man training days annually for about 4,500
Servicemen and women in the ratio 50% Army, 25% RN/RM and 25% RAF. Currently demand for
both practical and shore-based courses consistently exceeds supply by more than 200% and during
the peak sailing season it is often difficult to meet demand for Level 3 Expedition assets. Following
significant recent investment the infrastructure JSASTC provides a state-of-the-art facility for the
delivery of Offshore Sailing AT and the maintenance of JSASTC assets. The main challenge over the
next 4 years will be downward pressure on manpower and an aging yacht fleet with increasing support
costs and there is a need to optimise delivery within an affordable and sustainable framework. Key
deliverables include
achieving approval to recruit specialist Sailing Instructors, a review of the 3 Services’ requirement for
Offshore Sailing AT , including support to Battleback and FORTITUDE initiatives, and engagement
with DE&S and Capability Sponsor to inform the yacht replacement programme with an aiming point of
delivery of the first new yacht during FY2015/16, enacted via the boats UWG.
Sponsorship of Joint Service Sub Aqua Diving
The Joint Service Sub Aqua Diving Centre (JSSADC) at Fort Bovisand near Plymouth delivers sub
aqua diving training from entry level to Advanced Instructor and Supervisor using the training systems
and programmes of the British Sub Aqua Club. The staff of 10, drawn from all three Services and the
Civil Service, deliver courses to a customer base of the RN, UK based Army, the RAF, all three
Services’ Reserve organisations and the University Officer Training Corps. Demand for courses far
outstrips the Centre’s capacity, particularly at entry level, however some 600 personnel per year
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receive training. This is carried out against a demanding instructor: student ratio of 1:2 for most
courses. The Centre also provides SME advice to DNPD as the sponsor of Service AT diving, all three
Services, to expeditions and to unit dive branches, including support to Battleback and FORTITUDE
initiatives. AT sub aqua diving is which imposes some challenges.
The challenge for the next four years is to continue to deliver sub aqua diving to an expanding
customer base, despite the reduction in the size of the Services, as the withdrawal from Germany
gathers pace. Meeting the aspirations of Service personnel to undertake sub aqua diving as an AT
activity, against a campaign to increase the uptake of AT, using the finite capacity of the current
manpower resource will be a challenge. As the existing overseas sub aqua training Centres close the
demands placed on JSSADC will increase. All this will need to be delivered within the financial
framework set by Navy Command.
Lead User for the MoD Second Line Boats Capability
DNPD, as Chairman of the MoD 2nd Line Boats User Working Group, represents these interests to the
MoD Boats Project Board. The 2nd Line Boats fleet consists of over 3,000 vessels with sailing craft
ranging from 20m ocean going yachts to training dinghies and powered craft ranging from large twin
screw training launches to outboard powered inflatable safety craft. This diverse fleet has a multitude
of users across a number of TLBs (FLEET/FOST, NAVSEC, Army AG, FOSNNI). Until recently, there
has been little in the way of overall strategy or C2. The objective is to deliver an affordable,
sustainable capability, which is geographically optimised, to meet the Defence requirement with
effective C2 To migrate towards this objective, a number of milestones will need to be achieved:
Within the next 6 months the 2nd Line Boat Fleet will need to be reviewed and adjusted to meet the
resourcing levels (20% reduction) provided following the PR11 Options decision. Within the next 6
months establish greater transparency between the funding made available through BASS and the
needs of users to deliver an endorsed output. The implementation of the Capability Transition Group,
chaired by DNPD, will achieve this. Within the next 12 months review and take forward the
recommendations provided by the Second Line Boats Requirements Paper (FTS3/OPS/0243) dated
22 Feb 11. Within 12 months have determined an endorsed output and established the number of
assets required to deliver this output across the whole of the 2nd line Boats fleet. Within 24 months to
have achieved the status quo whereby the 2nd Line Boats fleet matches the prioritised output within an
affordable and sustainable framework; including procurement strategy with sufficient flexibility to adapt
to changing demand as the requirement matures to meet the needs of the future, post SDSR, Armed
Forces.
Stakeholders
DNPD has a number of important stakeholders, all of whom must be nurtured and encouraged to give
their backing to the vision and mission of the Directorate.
DNPD Staff – instituted in 2008, DNPD employs 108 staff (69 Civilian and 39 Military) across the 3
pillars of PDev in C2, policy and delivery and the coming plan period will see reorganisation and
rebrigading to deliver the requirements of the manpower drawdown element of SDSR. Throughout the
period the Directorate will endeavour to deliver agreed objectives in an environment of enthusiasm and
commitment. We believe that people will achieve more, and enjoy themselves more, when they are
stretched and coached in a high performance environment. As an employer, DNPD will treat its staff
with dignity, professionalism and humour, encouraging their self development on their own personal
career journey.
The Management Board – the Management Board is formed from PDev pillar leads for both policy
and delivery supported by resource subject matter experts and the executive of HMS TEMERAIRE.
Board Members are appointed automatically by virtue of the role in which they are employed. This in
turn offers a development opportunity to both increase the contribution to the Directorate and, more
broadly, the championing of the PDev intent and also to develop their own skills.
Combined Services Sports Board - The Combined Services Sports Board (CSSB) is formally
constituted under the authority of the Service Personnel Board through the Director General Service
Personnel Policy (DG SP Pol). The CSSB is responsible for monitoring, advising and encouraging
sport in and between the three Services and at Combined Services representative level. It is also
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responsible for standardising sports policy across all three Services and maintaining a liaison with
national sports bodies. The members of the CSSB are the three single Service Directors of Sport (the
Director of Naval Physical Development for the Royal Navy). The office of Chairman rotates biennially
between the three Services.
RN Sports Board - Changes to the management of NS PDev over the last 5 years have prompted a
review of the composition and purpose of the RN Sports Board (RNSB) disbanded in 2008. This review
aims to establish whether there is a requirement for a formal 2* Board to provide a higher level of
direction and governance for NS Sport
RNSPT – Co-located within HMS TEMERAIRE and owned by FOST, the RNSPT delivers the training
to the PT Specialisation which is fundamental to the delivery of the PDev intent across the Naval
Service. The school delivers the skillset required to meet the PDev delivery requirement championed
by DNPD and owned by the Second Sea Lord. The co-location delivers quick response to command
pull and the special relationship will continue to be nurtured to the benefit of all Naval Personnel.
RN Sports Associations play an increasingly central role in the delivery of Navy Sport, from providing
coaches for sports taster days at New Entry training establishments through to selecting and managing
the Navy’s representative teams. They are largely staffed by unpaid volunteers who willingly
contribute a great deal of time and effort to promoting their sport to NS personnel at all levels, and in
producing quality teams, some of which are ranked nationally.
IPTRM – Links with the RM fraternity is currently via IPTRM located within the Commando Training
Centre Royal Marines. As the focus of RM PT training, PDev delivery and assurance, it is vital that this
relationship is exploited to ensure maximum PDev benefit for the Naval Service as a whole. Naval
Service PDev oversight is currently stovepiped and features unquantified duplication of effort which
requires development and improvement for the benefit of all personnel.
NCHQ – Utilising the Chain of Commend through DNPers, NavSec and 2SL, DNPD will champion the
PDev agenda seeking Navy Command support and resource through PR rounds and NCHQ staffing
process. Through management of the MCofOC Risk and extensive liaison and targeted Chairmanship
of the NSRPWG and NCEHG DNPD will exert influence to set priorities and secure the resource to
maintain and improve PDev outputs..
MOD Centre and Sister Services – Through broad engagement on Defence and single Service led
Strategy Groups and Working Groups DNPD will influence and inform future Defence policy
development in order to bring greater coherence to existing single Service policies and generate
increased commonality in the approach and delivery of the PDev agenda across Defence.
DE&S – this relationship is key to delivering the MoD Second Line Boats Capability. Sustainment of
this capability and migration to need the future needs of both the NS and wider Defence is dependent
on a good working relationship with the PTs (currently TSB PT) who procure, maintain and dispose of
capability assets. In engaging, greater understanding has to be fostered with the aim of delivering
benefit to both the NS and wider Defence.
Naval Service Sports Charity (NSSC) - A Company limited by guarantee, which is a subsidiary
Charity of the RNRMC, whose current role is to distribute a proportion of the Payroll Giving funds
provided by the Naval Service for the benefit of Sport, to manage sporting facilities provided from nonpublic funds and to represent the interests of Sport within the RNRMC Family of Charities.
The Command Chain – it is essential to the success of DNPD and the delivery of the PDev agenda
that leaders, from Leading Hands and Corporals to Admirals and Generals, are aware of our work and
thus choose to embrace that cultural shift that ensures that all personnel will make time for PDev. The
approach will be through excellent example set by the PT Specialisation, the continued education of
those exercising command or about to take up Command appointments and the leadership and
direction set by NavSec and 2SL.
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Regional Warrant Officers – As the PDev Regional delivery focal points, the network of WO1 PTs will
be used to ensure coherence and consistency of PDev delivery afloat and ashore and the medium
through which to foster innovation, identify and share good practice. To assist them in this, the
Regional WO1PT’s are to co-ordinate the Quarterly Returns to the RPD Office to ensure key blockers
to delivery are flagged to NAVSEC via DNPD at the earliest opportunity. The flow of information
upwards as well as downwards is crucial in ensuring the apposite delivery of the PDev agenda.
Engagement and Communication are key and DNPD looks to the WO1PT’s to exercise Mission
Command in the delivery of PDev in concert with the RPD office.
The Physical Training Specialisation – DNPD discharges the role of Head of PT Specialisation; as
the key enabling resource in achieving the delivery of the PDev intent, DNPD champions the PDev
capability requirement and exercises strategic guidance, leadership and direction of the PT
Specialisation in concert with the Specialisation Adviser. The PT Specialisation are the natural
advocates of the PDev intent and the front line foot soldiers who deliver it. Sustained and active
engagement with Specialisation members, Career and Requirements Managers is required to ensure
capable, sufficient and motivated PTs who are fit for task.
Conclusion
DNPD has emerged as an organisation with a clear objective to deliver 2SL’s PDev strategic intent, but
facing a considerable task of converting a behavioural change to one of achieving an enduring cultural
change within the Naval Service, across all Fighting Arms. After three years DNPD has a clear
identity, a growing supporter base, strong relationships with its primary stakeholders, an expanded
remit and a voice that is heard.
The strategic framework set by the Management Board is ambitious and stretching in an environment
of economic fragility, but DNPD is putting down strong roots and, in linking closely with the men and
women of the Naval Service, is creating an environment of success. This framework will guide our
detailed decision making and workplans over the years ahead as we work to deliver personnel who are
Fit to Fight and Fit for Life.
Measuring the achievements
In 2010 the revised Personnel Functional Standards (PFS) was published by 2SL. Within the context
of PDev, PFS set a number of targets against which success would be measured against the overall
progress it made against 18 factors. Those factors are:
1. PFS 8.2
Facilities
2. PFS 8.3
Duty travel for personnel participating in recognised sports.
3. PFS 8.4
Time to participate in physical activity (Phase 1&2 training, Trained Strength,
Reserves).
4. PFS 8.5
At least 20% of unit personnel to achieve 5 days AT/CA each year.
5. PFS 8.6
FTRS personnel to achieve 5 days AT/CA each year.
6. PFS 8.7(Cat B) Time to participate in physical activity during Phase 3 training.
7. PFS 8.8(Cat B) Time for MARRES to participate in AT.
8. PFS 10.3
Access to Smoking Cessation Advisors
9. PFS 10.4
Provision of Nicotine Replacement Therapy (NRT)
10. PFS 10.5(Cat B) Access to carbon monoxide monitoring.
11. PFS 10.6
Access to education, advice and guidance on alcohol and substance misuse.
12. PFS 10.7
Access to Alcohol Awareness Courses.
13. PFS 10.8
Access to Naval Service Weight Management programme.
14. PFS 10.9
Access to education, advice and guidance on weight management.
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Restructuring of 2nd Line Boat fleet iaw PR11 Option decisions
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Establishing an accurate and detailed asset register listing all 2nd Line Boats
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Establishing an endorsed requirement for all assets.
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Formulating a prioritised and affordable procurement strategy.
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