Agai 081 PDF

March 2015
(Replaces Issue 146 dated Sep 09)
ARMY GENERAL AND ADMINISTRATIVE INSTRUCTIONS
VOLUME 3
CHAPTER 81
ARMY WELFARE POLICY
This chapter promulgates Army Welfare Policy in order to deliver

a key element of the moral component of fighting power and thus
contribute to maintaining operational effectiveness. It should be
read in conjunction with JSP 770, Tri-Service Operational and
Non-operational Welfare Policy. This policy applies to all Army
serving personnel including Reserves and Regular Reservists,
their families and Army veterans where practicable and
manageable.
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AGAI Vol 3 Ch 81 ARMY WELFARE POLICY March 2015
VOLUME 3
CHAPTER 81
ARMY WELFARE POLICY
INDEX
CONTENTS PAGE PARAS
PART 1 – BACKGROUND
Introduction 1-1 81.001 – 81.002
Conceptual Framework 1-1 81.003 – 81.005
Definition of Welfare 1-2 81.006
Principles of Welfare 1-2 81.007
Categories of Welfare 1-3 81.008
Levels of Welfare Support 1-3 81.009 – 81.010
Policy and Delivery 1-6 81.011 – 81.017
Public and Non-Public Welfare Funds and Grants 1-7 81.018
Amendments 1-8 81.019
PART 2 – SUPPORTING POLICY
Deployment Welfare Support (DWS) 2-1 81.020
Leave Policy 2-1 81.021
Accommodation Policy 2-1 81.022
Army Welfare Sources of Information, Guides and Facilities 2-1 81.023
PART 3 – LEVELS OF WELFARE SUPPORT
Primary
Co-ordination of Army Welfare Support 3-1 81.024
Army Peer Support 3-1 81.025
Stress Management 3-3 81.026 – 81.028
Post Operational Stress Management (POSM) 3-2 81.029
Suicide Vulnerability Risk Management (VRM) 3-2 81.030 – 81.031
Command and Care of Wounded Injured and Sick 3-3 81.032 – 81.034
Personnel
Welfare Support to those Subject to Intense 3-4 81.035
Media/Press/Public Interest or Service/Civilian Police
Investigation
Welfare of Soldiers in Custody and Support to their 3-4 81.036
Families
Care of Soldiers Under the Age Of 18 3-4 81.037
Care Leavers (CLs) 3-5 81.038
Catering, Retail and Leisure (CRL) 3-5 81.039
Personal Financial Management and Mitigating Debt 3-7 81.040
Retention of Records 3-7 81.041 – 81.043
Secondary
Army Welfare Service (AWS) 3-7 81.044
Specialist Welfare Recommendations 3-8 81.045
AWS Training and Mentoring 3-9 81.046 – 81.048
AWS Support 3-9 81.049
Third Sector / Corporate level Support
Veterans Welfare Service (VWS) 3-10 81.050
Forces Line 3-10 81.050a
Army Dependents Trust 3-11 81.051
Other Charities 3-11 81.052
PART 4 – SICK, INJURED AND BEREAVEMENT
Welfare Support to Wounded Injured and Sick Personnel 4-1 81.053 – 81.057
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Welfare Co-ordinator 4-2 81.058 – 81.062

CNO, VO & Bereaved Families Support 4-3 81.063 – 81.065
Notification Procedures 4-4 81.066 – 81.071
Selection, Appointment & Training of CNO, ACNO, EO & VO 4-5 81.072 – 81.076
Management of CNO & VO 4-8 81.077 – 81.082
Distribution of Personal Effects 4-10 81.083 – 81.096
PART 5 – FAMILIES WELFARE SUPPORT
Accompanied Service Policy 5-1 81.097
Welfare Support to Families of Mobilised Members of the 5-1 81.098
Reserve and Deployed Members of the Regular Army not in
Formed Units
Foreign and Commonwealth Citizens and their Families 5-1 81.099 – 81.100
Army Personnel and their Families in Tri-Service or Joint 5-2 81.101
Units
Support to Relationship Breakdown and Estrangement 5-2 81.102
Counselling 5-2 81.103 – 81.104
Domestic Abuse 5-2 81.105 – 81.110
Safeguarding Children 5-4 81.111
Childcare 5-4 81.112 – 81.113
Employment and Deployment of Serving Parents or Carers 5-5 81.114 – 81.119
Private Fostering/Adoption 5-6 81.120 – 81.121
Additional Needs and Disability 5-6 81.122
Maintenance of Families 5-7 81.123 – 81.125
Children and Young Peoples’ Service 5-7 81.126
PART 6 – TRANSITIONAL WELFARE SUPPORT
Welfare Support to those Leaving the Army 6-1 81.127 – 81.132
Aftercare Support 6-2 81.133 – 81.134
ANNEXES & APPENDICES SUBJECT

Annex A Mandatory Unit Welfare Responsibilities
Appendix 1 to Annex A Unit Welfare Framework Standing
Orders/Instructions
Appendix 2 to Annex A Key Unit Welfare Activities
Appendix 3 to Annex A Welfare Files – Recording, Retention and
Access
Annex B Welfare Management Committees for Units and
Formations – Terms of Reference
Appendix 1 to Annex B Army Welfare Management Committee
Structure
Annex C Army Welfare Training
Annex D AWS Charter
Annex E The HIVE Deployment Support Options
Annex F Patient Care Pathway for Aeromed Service
Personnel
Annex G Veterans Welfare Service - Tri-Service Welfare
Referral Protocol.
Annex H Charitable Welfare Requirements and Providers
Annex I Sources of Welfare Support and Guidance
Annex J Specialist Welfare Recommendations
Appendix 1 to Annex J SWR Form 1
Appendix 3 to Annex J SWR Form 2a
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PART 1 - BACKGROUND
Introduction
81.001. This Army General Administrative Instruction (AGAI) promulgates Army Welfare Policy in
order to deliver a key element of the moral component of fighting power and thus contribute to
maintaining operational effectiveness. It should be read in conjunction with JSP 770, Tri-Service
Operational and Non-operational Welfare Policy.
81.002. This policy applies to all Army serving personnel including Reserves and Regular
Reservists, their families 1 and Army veterans 2 where practicable and manageable.
Conceptual Framework
81.003. Welfare is a function of command and a key element of the moral component of fighting
power and operational effectiveness. Therefore, Commanders at all levels in the Chain of
Command (CoC) are responsible for the welfare support of those under their command and within
its community. Service personnel must be provided with an opportunity for face to face advice and
guidance from their CO or representative, when the need arises. The provision of information is an
essential element of the command function and must be capable of reaching all individuals
according to their particular requirements. Overseas commands, where possible, are required to
comply with the spirit of appropriate English legislation.
81.004. The Army does not operate in isolation from the rest of the United Kingdom (UK) and
Army welfare provision needs to take into account UK Government legislation, statutory provisions
and changes in society. Army welfare policy must also support the unique demands that Service
life places on Army personnel and their families, in order that under normal circumstances those for
whom the Army has responsibility are eligible as a minimum to the same support as any other
citizen of the UK where practicable and manageable 3 . The British Army recognizes that supporting
soldiers’ families contributes directly to a soldier’s operational effectiveness. The British Army is
therefore committed to ensuring that all Army families are provided with additional support, both
during their soldier's deployment and in the event of a family emergency. In addition, there is a
wider obligation on the Nation to ensure Army families receive continuity of public services
wherever they are based and whenever they are obliged to move, this is covered in greater detail
and supported by the Armed Forces Covenant.
81.005. Welfare support to all unit Service personnel and the Service community is the
responsibility of the CO. This responsibility is exercised through the chain of command, utilising
specialist advisors and welfare workers, and by providing community support assets. Commanders
at all levels are to:
a. Where practicable, provide and maintain as a minimum the standard of welfare and
community support assets as detailed in Annex A.
b. Establish a stigma-free welfare culture that encourages personnel to seek advice at the
earliest opportunity through the chain of command or directly through unit welfare personnel.
c. Provide or ensure access to welfare resources where normal civil society does not
meet the need.
1
See JSP 751 Joint Casualty and Compassionate Policy and Procedures para 0502, or JSP 752 Tri-Service Regulations for
Allowances para 01.0212 for family definitions.
2
A veteran is defined as anyone who has served in the Armed Forces, it also includes their widows/widowers and dependants.
3
Limited only by those legal restrictions which apply to those subject to UK immigration control or where support is limited owing to an
assignment outside the UK or where through personal choice an individual lives outside the UK.
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d. Ensure that all appropriate personnel undergo suitable training to meet their welfare
responsibilities.
e. Ensure that all vital information, including full details of welfare and community support
services, is communicated effectively to the Service community in a way that is suitable to
meet their individual needs. This is to include details of the MoD’s' Equality and Diversity
Policy and MoD Harassment Complaints Procedures, ensuring that the welfare needs of the
parties to a complaint (complainant and respondent) are properly considered and that they
are protected from the stresses of their situation.
f. Seek specialist advice where necessary. Timely advice and guidance should be sought
from higher authority where required. Potentially high profile and contentious issues should
be referred to higher authority for consideration before unit action is taken.
g. Maintain a close working relationship with specialist welfare organisations granting

suitable access where required. The CO is to regularly hold formal welfare meetings run by
unit welfare and specialist staff to address current welfare issues and ensure that a seamless
and coherent welfare service is available.
h. Include welfare requirements within preparations for all exercise and operational
deployments; this should apply equally to mobilised reservists attached to the unit.
i. Publish a Welfare Plan/Charter that sets out the unit welfare strategy. The document
should cover, as a minimum entitlement, delivery, responsibility and funding framework.
j. Disseminate, as part of the induction process for personnel and their families newly
arrived at a unit, the following information as a minimum:
(1) Details of the welfare chain of command. Personnel should be made fully aware
of whom they or their families can contact.
(2) Assurances that the unit is a stigma-free welfare environment.
(3) MoD’s Equality and Diversity policy and the MoD Harassment Complaints
Procedures and contact details for the Army’s Confidential Bullying, Harassment and
Discrimination Helpline (01264 381992 or 94391 7922).
(4) Details of welfare facilities both on and off base. These should include at the very
least, the HIVE and community centre; education and sports facilities; social and retail
facilities; and youth and childcare facilities and activities.
Definition
81.006. The provision of a widely recognised and accessible personal and community support
structure that secures and improves the wellbeing of serving personnel and the Service
community, is capable of adapting to societal, legislative and operational change and, in so doing,
optimises the military capability and motivation of all Service men and women.
Principles
81.007. The principles to be applied to the construction and delivery of Army welfare are:
a. The needs of the Army come first but those of the individual come a close second. The
provision and coordination of Army welfare support is a function of the CoC which is
responsible for co-ordinating the supporting efforts of the wide variety of welfare providers.
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b. Any welfare service provided by the Army will be governed by a code of confidentiality
that ensures the protection and trust of the Service users and delivers an effective welfare
service.
c. The standard of welfare provision available to single and married/civil partnership Army
personnel, and their entitled dependants, must normally be equivalent to that available
to the UK civilian population where applicable and manageable and take account of the
unique aspects of Service life. The inclusion of entitled dependants recognises that
attending to their welfare concerns contributes directly to operational effectiveness.
d. The standard of welfare provision must be consistent across the Army, regardless of
Personal Status Category. It must be seamless on assignment and remain fully
effective in the absence of units and headquarters on operations or other deployments.
e. The Army’s welfare policy and infrastructure must be sufficiently flexible to

accommodate a variety of personal circumstances, as Army personnel and their dependants
exercise freedom of choice in respect of their lifestyle.
f. Personnel must be properly prepared for civilian life at the end of their Service and,
where appropriate, provided with continuing support by MOD’s Veterans Welfare Service and
appropriate ex-Service/aftercare agencies.
Categories of Welfare
81.008. Within the Army, welfare falls into one of three main categories:
a. Personal Support. Personal support encompasses advice and support to a wide

variety of individual and family circumstances, such as relationship difficulties, bereavement,
addictions, domestic abuse, financial problems and military separation.
b. Community Support. Community support is the support provided to individuals,

groups and families throughout the military community, and specifically overseas, to MoD
employed civilians and their entitled families. It may include amenities such as community
centres, clubs including retail, catering, leisure, educational, recreational and sporting
activities/facilities, childcare and youth activities.
c. Aftercare. Aftercare is the provision of support to the ex-Service community of

veterans and their families. It is principally delivered by the MOD’s Veteran Welfare Service
(VWS), Veterans UK and supported by Regimental and Corps Associations, the Army
Benevolent Fund The Soldiers’ Charity (The Soldier’s Charity) and charities that serve both
the serving and the ex-Service community. It includes the process by which vulnerable
Service leavers and their families are identified, and with their agreement, ensures details are
provided principally to the VWS or appropriate ex-Service charities in order that seamless
support can be provided. Requests for non-public financial assistance can also be provided
and these are normally channelled through the appropriate Regimental or Corps Association.
Levels of Welfare Support
81.009. Welfare is provided by a number of organisations. It can be broken out into four distinct
levels of support.
a. Statutory. Statutory support is defined as the provision of support which is provided by

the state/local authorities as a result of legislation. Such support would include provision
under the NHS and Social Services. In overseas commands the Theatre Commander is,
wherever practicable and manageable, responsible for the statutory provision in place of the
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LA in England.
b. Primary. Primary support is defined as the provision of welfare support generally

available from within unit resources. Primary level support can be given by Commanding
Officers, their Chain of Command and the unit administrative and welfare staff including
pastoral and medical personnel. Early identification is key to providing effective and timely
support to an individual and their family; Unit welfare specialists will identify, advise, assist
and refer soldiers, recruits, trainees and their families on their welfare needs. Unit specialists
include trained:
(1) Unit Welfare Officer (UWO).
(2) Unit Welfare SNCO/WO (UWSNCO/UWWO).
(3) Regimental Operations Support Officer (ROSO) in Reserve units.
(4) Regimental Operations Support Warrant Officer (ROSWO) in Reserve units.
(5) Regimental Career Management Officer (RCMO).
(6) Army and civilian Chaplain.
(7) Regimental Medical Officer (RMO).
(8) WRVS or HIVE.
These specialists must be trained and operate within the Army welfare code of confidentiality,
in support of the CO and subordinate commanders. Support at this level also includes the
CoC and those whose work is indirectly in support of welfare such as, the Regimental
Administrative Officer (RAO). Welfare is a function of command and to that end, coordinated
casework conferences are essential to ensure a consistent and co-ordinated approach to
individual cases. Mandatory unit welfare responsibilities are covered in more detail at Annex
A. Primary level welfare support is appropriate for those welfare situations that can be dealt
with by practical help, advice or a one-off listening session. For example:
(9) A soldier who is worried about stress, pay matters or requires debt counselling.
(10) A soldier who has a sick relative and needs compassionate leave to visit.
(11) A soldier who wants information about the local community.
(12) A soldier who is experiencing homesickness and needs a friendly ear to listen.
(13) A soldier whose relative or close friend has died and who wants to talk their
feelings over with the Padre or UWO.
(14) A family member with a welfare need.
Where any doubt exists about the appropriate level of welfare support, unit staff and other
first line welfare providers must consult with the Army Welfare Service (AWS). They will
advise on issues which may require secondary level welfare provision.
c. Specialist. Specialist welfare support is defined as that which cannot or should not be
dealt with at the primary or unit level since it requires specialist trained staff (such support is
usually provided by the AWS). Specialist level support is appropriate to deal with situations
involving complex personal and/or family issues that cannot be helped by practical
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interventions alone, as well as those that require extensive on-going support. Specialist level
support can be divided into the following categories:
(1) Cases where a referral must be made to AWS. These include:
(a) Any situation involving domestic abuse or similar allegations.
(b) Any situation where there are potential safeguarding children concerns.
(c) All Complex Casualty Cases.
(d) Any situation where an adult is considered to be at risk of serious harm.
(2) Cases where a referral to AWS should be actively explored with the service user.
In such cases referrals will usually only be made with the consent of the service user,
subject to the usual principles of confidentiality (It should be noted that in North
Yorkshire, there is a zero tolerance approach to historical abuse in as much as it is to
be reported whether consent is given or not). These include:
(a) A soldier who has experienced abuse in the past and who is finding the
resultant issues have re-surfaced.
(b) A soldier who is alleging bullying, harassment or discrimination, even when

the appropriate Bullying, Harassment and Discrimination or criminal procedures
have been instigated 4 .
(c) A young soldier who is or has been looked after by their Local Authority
(LA). In this situation, the individual may be entitled to LA support and resources,
which the AWS can help them access.
Whenever unit welfare resources are engaged, service users must be advised of the
availability and value of AWS support.
d. MOD/Third Sector/Charity/Corporate. MOD/Third Sector/Charity support is defined

as that which is provided by MOD, corporate, charitable and voluntary organisations. This
level of support includes organisations such as: the MOD’s Joint Casualty and
Compassionate Centre (JCCC), Forces Line (FL), Army Inquiries and Aftercare Support Cell
(AIASC), MOD’s Veterans UK (Inc Veteran Welfare Service (VWS) and ex-Service Charities.
Corporate levels of support include the Army Accompanied Service Policy, voluntary welfare
support and the Directorate Children and Young People (DCYP), which is the MOD lead for
all issues related to Service children and young people, whether living in the UK or Overseas,
and includes Service Children’s Education (SCE), who provide education and children’s
services overseas, and the Children’s Education Advisory Service (CEAS), who provide
information, advice and support about all aspects of Service children’s education.
81.010. The effectiveness of welfare support is dependent to a large extent upon the direction and
co-ordination of the work of the various specialist agencies, charities and volunteer groups. In the
Army this is achieved through a formal structure of Welfare Management Committee (WMC)
meetings chaired by commanders at unit and formation level. Welfare support is reinforced where
practical by the co-location of specialists, services and activities based around centralised unit or
garrison community support infrastructure facilities. Guidance and TORs for unit and formation
WMC are at Annex B. AGAI 57 – Health Committees, Annex A-4. Part Two of the monthly Unit
Health Committee (UHC) requires a review of individual cases of personnel on Wounded Injured
Sick Management Information System (WISMIS), PULHHEEMS Administrative Pamphlet
4
Soldiers should be referred, in the first instance, to their Unit Equality and Diversity Adviser for first line support.
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Management Information System (PAPMIS) and Vulnerability Risk Management (VRM 5 ).

Therefore any monthly Welfare Management Committee should be held prior to the monthly UHC.
Policy and Delivery
81.011. Welfare Policy. Responsibility for developing and co-ordinating Service welfare policies,
particularly requirements arising from UK Government legislation, lies with the Ministry of Defence
(MoD) and the Chief of Defence Personnel (CDP). Within the MoD major decisions concerning
welfare policy are authorised by the Service Personnel Board of which the Army’s Principal
Personnel Officer, the Adjutant General (AG) is a member. The detailed management and co-
ordination of tri-Service welfare is addressed within the MoD by the Services Welfare Steering
Group, which is attended by Assistant Director (AD) Personal Services 4 (PS4) and Col AWS. To
assist CGS in informing the construction and dissemination of Army welfare policy within the Army
and the charities that support the serving and ex-Service community, the Director General
Personnel (DG Pers) chairs the Army Welfare Forum (AWF). Director Personal Services (Army)
(DPS(A)) is the designated Competent Army Authority (CAA) for the AWS. PS4 is the Army’s
welfare policy branch and AD PS4 chairs the Army Welfare Working Group (AWWG) to take
forward detailed co-ordination of Army welfare.
81.012. Welfare Delivery. JSP 770 – Tri-Service Operational and Non-Operational Welfare Policy
details the welfare responsibility of Commanders for both Army personnel and their families.
Commander Land Forces (CLF) and Theatre Commanders are responsible for developing welfare
policies specific to their own commands, which must be in line with this AGAI and tri-Service
welfare policy. In overseas commands the Theatre Commander is, wherever practicable and
manageable, responsible for the statutory provision in place of the Local Authority (LA) in Great
Britain. General Officers Commanding in Overseas Commands are responsible for ensuring that
the Army welfare policies are incorporated into their Command’s local overseas instructions and
overseas legislation where appropriate to do so. Commanders at command, formation and unit
level are to ensure that the instructions promulgated in this AGAI are incorporated into local
standing orders and instructions and briefed to those to whom they apply. AG is responsible for the
evaluation of the effectiveness of welfare delivery throughout the Army. The welfare of soldiers,
both trained personnel and trainees, is a key CoC leadership responsibility. All personnel must be
made aware that the CoC is the key focus for dealing with welfare matters and should normally be
the first point of contact for an individual with welfare concerns. In Army Recruiting and Training
Division (ARTD) units, where civilians may provide instruction, all Service personnel including
Phase 1 and Phase 2 trainees are to have an effective military CoC. All Army personnel and their
families are to be briefed by their commanders on what their military CoC is; its’ responsibilities at
each level and how individuals and their families can access welfare support. This is most
important for those service personnel serving in ARTD Recruiting Group who may be located from
military units However, all Army personnel (including trainees) and their families must also be
briefed that they have the complete freedom to approach any welfare agency directly if, in the
circumstances, they do not consider the CoC to be an appropriate initial point of contact. Foreign
and Commonwealth service personnel and their families should receive further awareness
briefings covering British culture and orientation, visa issues and the PS4(A) F&C guide. Links to
the guide and introductory presentation are on the PS4 webpage.
81.013. Training Delivery. DPS(A) is the nominated lead for welfare training including officer and
soldier career training and education. Col AWS is the designated Training Requirements Authority
(TRA) for AWS personnel and the UWO courses on behalf of DPS(A). In addition, there is also a
training requirement to ensure Casualty Notification Officers (CNOs) and Visiting Officers (VOs)
are trained to undertake their respective roles. In addition, Overseas Commands are to deliver in-
theatre orientation training to welfare staffs, where there are differences from that which would
normally be expected to be delivered in the UK. Further details of Army welfare training are
contained in Annex C.
5
VRM replaces Suicide Vulnerability Risk Management (VRM) in Apr 15.
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81.014. Code of Confidentiality. All welfare work conducted within the Army is conducted within
a code of confidentiality (see Appendix 1 to Annex A, paras 6 to 8). The core element of this code
is the legal and professional obligation not to disclose ‘confidential information’ (which may include
the fact that an individual is using a welfare service) without the express consent of the individual
concerned. However, this general duty of confidentiality is not absolute and confidential information
may be disclosed without the individual’s consent where the disclosure is required by law or can be
justified in the public, including Service, interest, for example where the disclosure is essential to
protect the individual, or third parties, from the risk of death or serious harm. Further, there is no
duty of confidentiality which would involve the concealment of a military offence; therefore, there is
no obligation to obtain an individual’s consent to the disclosure of confidential information where
there is well-founded suspicion at there has been, or is likely to be, a contravention of military law
(including the commission of a military or criminal offence). Whether the disclosure of confidential
information is in the public, including Service interest, must be judged at the time when the
disclosure is sought and any such disclosure must be restricted to the information necessary to
avert the contravention of military law and restricted to those to whom it is essential that such
information is provided. Examples of those to whom it may be appropriate to make disclosures of
confidential information can include: the CoC, RMP, Civilian Police, Social Services and Medical
Services.
81.015. For their own protection, and the protection of their service users and any individuals to
whom information refers, all members of welfare staff and volunteers are to seek the advice of a
superior member of welfare staff if it appears that conditions exist for disclosure without consent.
Where there is doubt as to whether it is in the public, including Service, interest to disclose
confidential information to third parties without the consent of the individual to whom the
information relates, legal advice should be sought from the Divisional Legal Office via the Unit
Welfare Office.
81.016. To provide effective welfare support to recruits and trainees it is essential that the passage
of information regarding all welfare issues is effective both within the unit and between training
units or stages of training. It is particularly important that the recruit/trainee reports from Army
Development and Selection Centres (ADSCs) through Phase 1 & Phase 2 units and thence
onward to the Field Army are complete and contain a record of any significant G1 welfare
concerns, which must be flagged up to the receiving unit. The trainee report does not have to
include precise details of the concern but must highlight to the receiving unit that there is a
potential problem in a specific area e.g. medical concern – refer to RMO or welfare concern – refer
to UWO. Further details are given in the trainee ‘JOINING INSTRUCTIONS & CONTACT WITH
PARENTS’ and WELFARE policy instructions in the G1 section of the ARTD Handbook.
81.017. All members of staff and volunteers involved in the provision of Army welfare must abide
by the principles detailed in para 81.014, as disclosure of any ‘private information’ without the
consent of the individual concerned is a serious act. For their own protection, and the protection of
their service users and any individuals to whom information refers, all members of welfare staff and
volunteers are to seek the advice of a superior member of welfare staff if it appears that conditions
exist for disclosure without consent.
Public and Non-Public Welfare Funds and Grants
81.018. There are a number of sources of public and non-public funds available to units to
support welfare, recreational and sporting projects and activities:
a. Public Funds. Public funds include:
(1) CO’s Public Fund (COPF) and Enhanced COPF (ECOPF). ECOPF is intended
to allow COs to improve the quality of life for their soldiers and underpin retention
initiatives (see JSP 770).
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(2) Sports Equipment Public Fund (SEPF). The SEPF exists to improve the
provision of sports equipment and facilities for Service personnel (See AGAI 82).
(3) Accumulated Welfare Fund (AWF). The purpose of the AWF is to help COs to
enhance unit welfare amenities (See JSP 770).
(4) Families Welfare Grant (FWG). The FWG is for the support of families when the
head of house is deployed on either, operations, exercise or deployments, and where
the Deployment Welfare Package (DWP) has been authorised. (See JSP 770).
b. Non-Public Funds. Most units have non-public, PRI, funds available to them but in
addition a number of external charities also make grants to units (as opposed to those
charities, such as The Soldier’s Charity, that assist Service personnel on an individual basis)
notably:
(1) Army Central Fund (ACF) and Nuffield Trust (NT). All applications for grants
from the ACF and NT are staffed through the Regional Force chain-of-command to
Army HQ where they will be considered by the Army Welfare Grants Committee
(AWGC) in accordance with Reference C. Both charities allocate funds to the AWGC
which disburses about £1.3M in grants every year. Those projects that cannot be
funded by the AWGC are then referred to the Trustees of the ACF or NT as
appropriate:
(a) ACF. The ACF is one of the Army’s premier charities and makes grants for
welfare and sport in support of all ranks and their dependants. As well as
providing annual Command Grants the ACF will also consider Super Grants
(above £25,000).
(b) NT. The NT is a charity that promotes the welfare and efficiency of the
serving members of the Forces of the Crown. The NT makes an annual allocation
to all three Services and will also consider Major Grants (up to £40,000) and
Capital Grants (£40,000 and above).
(2) Other Charities. Details and links to the other charities are contained in Annex D
to LFSO 3206 and are; the Berlin Infantry Brigade Memorial Trust Fund, the Ulysses
Trust, the Army Sport Control Board (Charitable Fund and Army Sports Lottery), the
Team Army Sports Foundation, the Annington Trust and the Services Sound and
Vision Corporation Welfare Fund.
Amendments
81.019. Proposed amendments or new material for incorporation into this AGAI should be
submitted to the sponsor, SO2(A) PS PS4, for consideration.
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PART 2 – SUPPORTING POLICY
Deployment Welfare Support (DWS)
81.020. DWS policy is the framework within which the MoD provides both its military and civilian
personnel with the fullest possible support to safeguard their psychological and physiological well-
being, set against, and consistent with, the deployment environment and the availability of
resources. The implementing authority will formulate a focused and cost-effective Deployment
Welfare Package (DWP) tailored for the specific circumstances of each deployment. It is derived
through a structured estimate process led by the Operational Commander. Qualifying deployments
for the DWP is defined as including operations, exercises and other deployments away from the
permanent place of duty, including activities in the UK and involving entitled personnel. Further
detail is contained in Part 2 of JSP 770 – Tri-Service Operational and Non-Operational Welfare
Policy.
Leave Policy
81.021. JSP 760 contains the Tri-Service leave policy. Any queries may be directed to SO3 Leave
Policy, PS4 on 94391 7656 or SO1 PS, PS4 on 94391 7633. Annual Leave is granted to personnel
for reasons of relaxation, personal recreation and family union with the intention of keeping the
Serviceman fit for further duty. It remains the COs responsibility to ensure that a soldier’s leave is
correctly managed and that all soldiers take their full leave entitlement.
Accommodation Policy
81.022. JSP 464 contains the Tri-Service Accommodation Regulations policy. Any queries may be
directed to SO2 Accommodation Policy and Casework PS4 on 94391 2158.
Army Welfare Sources of Information, Guides and Facilities
81.023. A list of useful publications and sources of support is at Annex I. In addition, PS4
promulgate a quarterly “WelfareMatters” Newsletter to the CoC and provide web-based information
on www.army.mod.uk, ArmyNET and the Defence Intranet.
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PART 3 – LEVELS OF WELFARE SUPPORT
Primary Level of Support - Commanding Officer’s Welfare Management Responsibilities
Co-ordination of Army Welfare Support
81.024. The effectiveness of statutory, primary, specialist and 3rd sector/corporate level welfare
support is dependent on the co-ordination of effort through a unit Welfare Management Committee
(WMC). At unit level this is best achieved through a WMC that meets at least monthly and brings
together the UWO, Chaplain, Medical Officer (MO) and all the welfare agencies, including AWS,
which support the unit. The CO should normally chair the WMC. The purpose of these meetings is
to identify trends in welfare matters that need to be addressed. The review of the VRM Register is
to be conducted as Part 2 of the Unit Health Committee (UHC), as directed in AGAI 57.
Army Peer Support
81.025. It is important that Service personnel themselves are encouraged to take an interest in the
well being of their peers. All must understand the welfare agencies available to them and be
encouraged to seek assistance from either the CoC or the unit welfare agencies if one of their
group has a problem. This is particularly important in the early identification of problems and in
engendering the spirit of the ‘buddy-buddy’ system during training which should carry through into
the Field Army.
Stress Management
81.026. All personnel need some degree of pressure or stimulation to achieve best performance,
but when the pressure becomes excessive work performance and the health of individuals can be
adversely affected. The Health & Safety Executive (HSE) has defined stress as; “The adverse
reaction an individual has to excessive pressure or demands placed upon them”. It is natural for
individuals to feel stressed at times particularly when they feel that they cannot cope. There is no
simple way of predicting what will cause harmful levels of pressure (stress) and who will be
affected. Personality, experience, training, motivational factors and the support available from work
colleagues, families and friends will have an impact on an individual’s ability to deal with stressful
situations. Moreover, stress can manifest itself as physical, behavioural, mental or emotional or as
a combination of these. These effects are normally short-lived and cause no lasting harm. When
the pressures recede there is a quick return to normality.
81.027. Stress is, therefore, not the same as ill-health. It is only when pressures are intense and
prolonged that the effects of stress can become more sustained and damaging, leading to
psychological problems and physical ill-health. The Army has a duty of care to protect the health,
safety and welfare of all of its employees, military and civilian, including the risks arising from
stress. Although some factors are beyond the Army’s responsibility or control it is incumbent on
commanders, line managers, supervisors and individuals to be aware of them, because these
factors can make individuals more vulnerable to stress at work, as well as affecting performance
and judgement. External pressures involved with family life, occupational stress and operational
stress will, at times, all contribute to the risk faced by individuals. The basis of managing any
health and safety issue like stress is to assess the risk and introduce appropriate control and
mitigation measures. Consequently, commanders are responsible for managing the
organizational implications to ensure the maintenance of operational effectiveness. Commanders
are required to identify and manage stress on operations and in the workplace and look for the
signs and symptoms of stress among their personnel and then take action to help alleviate them.
Individuals are charged with recognizing the signs of stress in themselves and others, and
informing superiors accordingly.
81.028. In order to be able to carry out these responsibilities, Stress Management Training (SMT)
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is to be provided to educate personnel in the ways that stress can be managed by themselves and
in others. It is intended to prepare individuals for the rigours of operations, promote awareness and
considerate working practices, encourage resilience and develop self-confidence without causing
foreboding and trepidation. Some elements of the training is mandatory for all personnel whilst
other parts are targeted at commanders and line managers/supervisors in order to support those at
a higher risk (e.g. personnel who have recently joined their unit, those about to deploy on, currently
deployed on or recently returned from operations). The intention is to equip personnel to “be
resilient in stressful situations” and, at the same time, seeks to remove the perception of stigma
that is sometimes associated with those adversely affected by stress and traumatic events.
Defence direction on Stress Management Training Policy is detailed in JSP 898, Pt3, Ch 13
(Defence Direction on Stress Management Training). Army guidance is contained in LFSO 3218
(Army Stress Management Training Policy).
Post Operational Stress Management (POSM)
81.029. For most Service personnel, operational deployments do not lead to significant after-
effects; indeed for many, it is a positive experience. However, there will always be those for whom
these experiences become life changing, as a result of post-traumatic stress. Commanders at all
levels must make every effort to limit the potential for psychological problems being suffered by
their personnel. The Psychological Welfare of Troops (PWOT) is core business and must be
considered before, during and after operational deployments. POSM is a key element of PWOT.
Such action represents a vital part of the Army's enduring obligation to its people. The Army’s
policy in LFSO 3209 – Land Post Operational Stress Management (POSM) sets out the framework
of action to be taken by the CoC and supporting agencies in order to provide appropriate and
effective personal support to all individuals returning from operational deployments, in order to
minimize the likelihood of adverse post operational stress. This applies to all personnel – Regular
and Reserve and their families – and to all operations (including Non Combatant Evacuation
Operations and disaster relief), whether deployed as part of a unit, or as an Individual Augmentee
(IA). Particular care must be taken to ensure those returning early are not excluded. The Army
has a corporate responsibility for the psychological welfare of its soldiers whilst on and post any
operational deployment. Arguably, this is relatively easy to monitor in the close confines of a 24
hour operational environment. Once the soldier returns to base, this close contact is diminished. It
is then often family members (of married and single soldiers and those in long-term relationships)
who will notice any changes in the soldier. It is vital, therefore, that families are fully engaged as
part of the POSM process. They must be fully apprised of the potential difficulties for the soldier
(and families) upon return to normality. Similarly, as the people who are likely to be the first to
notice any changes, families must be fully aware, through briefings, of warning signs and
symptoms, what they can do about them and who can help them.
Vulnerability Risk Management (VRM)
81.030. The Army Vulnerability Risk Management (VRM) policy provides guidance to
Commanders by:
a. Assisting them to identify those in their unit who are likely to be more vulnerable.
b. Signposting appropriate responses and management tools to mitigate identified risk, in

order that they may make a judgement as to how to actively manage vulnerable personnel.
VRM is a measured individual assessment designed to assist in identifying potential vulnerable

service personnel to receive a measured structure to subsequent support. Unfortunately, there will
always be those who wish to commit self harm and who will succeed whatever the preventative
measures or impediments that are put in their way. Others will also commit self harm without
clearly exhibiting any of the warning signs.
81.031. There are five stages of VRM:
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a. Stage 1 – Risk Identification. Formal identification of individuals considered to be at

risk of suicide occurs by the recognition of the presence of risk factor(s) or behavioural
changes as a result of the presence of these risk factors; either or both could indicate an
increased propensity to suicide. Comprehensive guidance outlining both the risk factors and
the behaviour that can be associated with them is in AGAI Vol 3 Chap 110 6 – Vulnerability
Risk Management (VRM).
b. Stage 2 – Risk Conference. The initial task of a risk conference is to determine and
analyse all the known circumstances pertinent to each referred individual with a view to
assisting the Commanding Officer to decide whether an individual should be included in the
units VRM Register. Once the individual has been identified as being at risk, this must be
communicated as soon as possible to both the individual and other agencies that can assist.
Ultimately, engagement with the individual is of primary importance, both in
acknowledgement that the individual has problems that require resolution, and in the
development of the care assessment plan.
c. Stage 3 – Initiating the Care Assessment Plan. Once an Individual has been
designated to be at risk of suicide, it is vital to actively manage this risk and provide a
programme of proactive management and care for the individual. Central to the development
of a management and care plan is the requirement to focus on the development of ‘protective
measures’ – both physical, such as removing access to means, as well as psychological,
such as counselling. The instigation of protective measures should reduce the possibility that
an individual will attempt suicide. They must address both the underlying cause of the
individual’s mental condition as well as the potential physical consequences of that condition.
Guidance on the development of the care assessment plan can be found in AGAI Vol 3 Chap
110 – Vulnerability Risk Management (VRM). The development and implementation of an
appropriate management and care plan is crucial.
d. Stage 4 – Reviews and Closure. VRM is a dynamic process and inherent is

managing an individual at risk will be the need to review and update progress. As a
minimum, all personnel on the unit VRM Register must be informally assessed and
documented at least once a month and a full risk conference at least every three months.
Formal assessments must be properly documented. The CO, in close collaboration with the
immediate chain of command and the medical and welfare agencies, will decide when an
individual should be considered as no longer being at risk. If an individual is discharged from
Service whilst still on a unit’s VRM register, an assessment of individual needs must be made
and a referral to VWS must be completed (see Annex G). The process is described at Paras
81.085 – 81.086 of this AGAI and for Wounded Injured and Sick (WIS) personnel in AGAI 99.
e. Stage 5 - Reporting. To further our understanding of the prevalence of suicidal

morbidity amongst soldiers and the reasons why soldiers might resort to attempts to harm
themselves or take their own life, it is important to maintain some measuring and auditing
function of the VRM process. This will also facilitate the identification of trends and causative
issues, such as for example, operational experiences or age or role related links, which will
allow the Army to further develop preventative measures and policies and target resources
appropriately.
Command and Care of Wounded Injured and Sick Personnel
81.032. AGAI Vol 3 Chap 99, Command and Care of Wounded Injured and Sick personnel,
provides policy and direction for COs and unit staffs on the management of Army personnel who
are Wounded Injured and Sick (WIS).
6
Updated Apr 15
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81.033. Failure to manage WIS personnel properly, at a time when their need for effective
management is likely to be at its greatest, is to fail in the fundamental duty of care. It also prolongs
or exacerbates absence through sickness, which places additional burdens on fit soldiers. Above
all, it damages military capability. The effective application of recovery policy will reduce the
numbers away from duty and the time they are absent; thus the Army’s duty of care will be
discharged, the additional burden on other soldiers will be reduced and damage to military
capability minimized.
81.034. The medical chain is responsible for the medical treatment of personnel, but overall
responsibility for implementing individual recovery plans and for the management of personnel
through their wider recovery rests with the CO. It is imperative that the unit engage early with WIS
personnel and that a full estimate is conducted on the soldiers needs 7 at day seven of absence
from work the soldier must be registered on the WISMIS tracking system (this is a unit
responsibility). The soldier must be regularly visited by the unit and the case must be reviewed
monthly by the CO at the Unit Health Committee. Where the soldier’s absence from work is likely to
exceed 56 days the case should be brought to the Army Recovery Capability Assignment Board
(ARCAB) for consideration for assignment to a Personnel Recovery Unit. WIS personnel who are
not assigned to a PRU must remain under full command of their parent units. COs should ensure
that IRPs are continually developed and that soldiers attend the core recovery events mandated in
AGAI Vol 3 Chap 99. Full use should be made of recovery facilities such as Personnel Recovery
Centres (PRCs). At all times COs should ensure that their WIS personnel have a coherent chain of
command, a medical lead and a recovery lead (UWO or delegated individual).
Welfare Support to those Subject to Intense Media/Press/Public Interest or Service/Civilian

Police Investigation
81.035. From time to time individuals may be subject to intense Media/Press/Public Interest, or
Police or other forms of investigation or are awaiting trial. COs are to ensure that individuals and
their families are reminded or made aware of the welfare support that is available to them.
Furthermore, COs are responsible for coordinating appropriate welfare support to those affected or
where they consider it is required.
Welfare of Soldiers in Custody and Support to their Families
81.036. Guidance and policy on providing on-going welfare support to those soldiers in custody
either at a unit detention or holding facility or Military Corrective Training Centre is at JSP 469 –
Service Codes of Practice for Custody and Detention. Families should also be signposted to the
appropriate sources of support.
Care of Soldiers Under the Age Of 18
81.037. JSP 834 Safeguarding Children and AGAI Vol 3 Chap 109 – Care For Soldiers Under the
Age of 18 provide policy and best practice guidelines for care of personnel under 18 years of age
(U18). Whilst much of the advice could be applicable to older personnel who are new to the Army,
there are additional legal requirements associated with Army personnel aged U18. Although
maturity and experience vary considerably between individuals, it is clear from recent experience
that U18s may be more vulnerable than others, and that their care will require particular thought.
To that end, COs of Phase 1 & 2 Training establishments must follow the policy set out in JSP 898
in discharging their duty of care to trainees under the age of 18 years, paying specific attention to
the needs of U18s as they pass from recruitment through Phase 1 and Phase 2 training to the Field
Army. In addition, though this would not generally be relevant to those under training, restrictions
are applied to the operational deployment of U18s, in accordance with the UK’s obligations under
the UN Convention on the Rights of the Child. Fully trained but under 18 years old soldiers in the
Field Army, together with UOTC members, Reserve soldiers under 18, cadets and other adults
7
Using the HARDFACTS template as explained in AGAI Vol 3 Chap 99 Command and Care of Wounded Injured and Sick personnel.
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considered vulnerable in the Field Army can deploy on overseas training exercises, whether Field
or other type. COs are reminded of their statutory duty of care (DofC) obligations to this group and
ensure a risk assessment is carried out with a consequent DofC plan is included in their mounting
instruction. All U18 Service personnel are protected by the Children’s Act 2004.
Care Leavers (CLs)
81.038. There will be recruits joining the Army who are subject to the provisions of The Children
(Leaving Care) Act 2000, which seeks to ensure that young people 16 yrs or over, who have had a
significant period of being looked after by a LA, continue to receive advice, support and befriending
for a period of time after they cease to be formally looked after full time by that LA. These recruits
are called CLs and may not have the family support that others enjoy and this may make them
more vulnerable. Whatever processes are put in place to meet the needs of CLs, sensitivity is
required to ensure they do not feel embarrassed or singled out from their peers. COs are to take
the following action, seeking advice from AWS if required:
a. Ensure that all recruits at the start of Phase 1 training formally confirm whether they are
or have been subject to a Care Order. With the specific agreement of the individual, that
information is to be passed on to the Phase 2 establishment and in turn to their first Field
Army unit.
b. CL represent a ‘special group with specific needs’ and units must always actively
explore with the CL the value of making a referral to AWS, who can provide support and/or
engage with the relevant LA. The Chief Personal Support Officer at HQ AWS would also be
the point of contact for a LA which wants to discuss issues relating to a specific CL. Where
the CL does not want a referral to be made to AWS, Unit Welfare staff should seek generic
advice from AWS in relation to the issues and procedures around CLs in order that they may
best respond to their needs.
c. If they request it, a CL must be given access to the responsible LA’s services to which
they are entitled. The unit must facilitate this contact and access. As far as possible, the
CLs should not be disadvantaged by the inevitable moves that they will experience as a
recruit or on joining the Field Army.
d. In recognizing a LA's statutory responsibility to take reasonable steps to keep in touch,

or to re-establish contact if lost, with their CL (up to the age of 25), units are to effect a mail
forwarding system for correspondence from LA to the individuals concerned. They are also to
encourage CLs to maintain contact with their responsible LA.
e. Where the LA has a statutory requirement to carry out visits to CLs on MoD property,
units should offer every assistance to the LA to enable this access whilst making it clear that
the unit is not able to compel a CL to attend any such meetings or visits. Where a LA wishes
to meet a CL on an MoD establishment and the CL indicates that they do not want to
participate (potentially to avoid CL confidentiality being compromised with their peer group)
the unit may also offer to facilitate a meeting between the CL/LA at an appropriate location
and time that ensures that CL confidentiality is not compromised. This may, for instance, be
at the CL’s own home or in LA premises during leave.
Catering, Retail and Leisure (CRL)
81.039. In-barrack Catering, Retail and Leisure services are primarily delivered under contracts
managed by the Defence Infrastructure Organisation (DIO). At present, the contracts within the UK
are shared between several Industry Partners while Germany remains contracted to NAAFI until
the Army has rebased to the UK. As with all contractual arrangements, the level of engagement at
site level between the CO and the Industry Partner is crucial to ensure delivery standards are
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maintained. Profit share through Gainshare in the UK and Welfare Return in BFG, continue to
provide a welfare funding stream.
81.039a. Gainshare Distribution. Gainshare accruing from Army Catering Retail and Leisure
(CRL) contracts have historically been distributed Gainshare (UK) and Welfare Return (BFG) in
accordance with Defence Instructions And Notices 2010DIN01-163 and 2010DIN01-162
respectively. Following the approval by the Service Personnel Board at their meeting on 19 Jun 13
to accept Option 2 of SPB paper 11/13 - Gainshare passed to TLBs to distribute pro-rata and there
is a need to revise Army distribution policy. The following process for distribution of Army CRL
Gainshare is therefore to be adopted with immediate effect;
a. Gainshare received by D Infra from DIO.
b. Gainshare split into ⅓ Public, ⅔ Non-Public Funds.
c. Public Funds. Monies receipted onto MOD account.
(1) 80% allocated to Sp Comd as Accumulated Welfare Fund (AWF) for sub-
allocation to Brigades on a pro-rata basis.
(2) Brigades to advise Units of allocation along with directions for spend approval,
audit and end of year process in accordance with JSP 770 and these instructions to
ensure units expenditure is received in Army HQ to enable allocated funding to be
correctly attributed at AP12.
(3) Brigades to submit summary details of approvals of spend against AWF,

including UIN/RAC and copies of any property books to PS4 by 15 March to enable
journal entries to be made by D Infra MA to offset expenditure at UIN level before
financial year end.
(4) 50% moved to PS4 budget.
(5) PS4 to identify and agree suitable welfare projects for spend to be attributed
against and maintain normal in-year budgetary rules.
(6) Audit of expenditure to be maintained.
d. Non-Public Funds. 20% passed by cheque or Bank Transfer to Army Central Fund in
order to enable larger pan-Army Welfare projects.
(1) 80% passed to Sp Comd by cheque or Bank Transfer for distribution to Brigades
on a pro-rata basis for Unit Welfare spend.
(2) These funds remain accountable under Service Funds Regulations and should be
used for the welfare benefit of all ranks, but most particularly for junior ranks.
(3) While no prescribed spend profile is mandated for these funds, Brigades are to
ensure as far as possible that the best possible effect is achieved to benefit the welfare
of our juniors and note that this source of funding cannot be guaranteed in the future.
e. During Financial Year 13/14, the Welfare Return from BFG was distributed directly to
units and not collected centrally by DIO. This will continue until BFG rebasing is complete.
f. With the introduction of new CRL contracts under Defence HESTIA expected prior to
2019, there is likely to be changes or removal of Gainshare as a more modern provision of
services are provided.
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Personal Financial Management and Mitigating Debt
81.040. All Service personnel are expected to manage their own financial affairs responsibly.
Such matters are usually regarded as private and personal, but in exceptional circumstances
where the level of debt has become so unmanageable that an individual might become a security
risk or where it adversely impacts on performance and operational effectiveness, administrative or
disciplinary action may be taken. It must, however, be stressed that formal Service action would
only be taken in cases of persistent and irresponsible indebtedness, as this displays a lack of
judgement and self-discipline. Such cases are particularly serious when involving those in a
position of responsibility because they call into question their ability to manage the welfare of
subordinates, as well as their suitability to manage public funds. It is not Army practice to intervene
in the recovery of private civil debts except in the case of Judgment Orders or where it is
considered that the good name of the Army may be at stake. Any individual who has a receiving
order in bankruptcy made against them, files a petition of bankruptcy, receives a Judgment Order
or is unable to meet their financial commitments must inform their CO, who has a responsibility to
help and advise.
Retention of Records
81.041. Unit Welfare Staff are required to maintain a record of their work. When an individual is
assigned to a new unit, their welfare records are to be kept for three years following their departure
(Appendix 3 to Annex A). However, the receiving unit’s welfare staff are to be advised of previous
welfare issues, with the service user’s consent, in the form of a welfare summary.
81.042. With safeguarding children issues the case file is not be destroyed until the youngest child
in the family has reached eighteen years of age. It will be retained at its original unit, but a transfer
summary will always be sent to the new unit. Unit Welfare staff at the new unit are to advise AWS
of the arrival of the service user and the case history, so that appropriate action can be taken.
81.043. Where the criteria established in para 81.013 are met, but do not relate to safeguarding
children, a transfer summary is to be sent without requiring the service user’s consent. It is good
practice to advise the service user that the transfer summary will be sent. The original file should
be kept for three years.
Secondary Level – (Specialist) Welfare Support
Army Welfare Service (AWS)
81.044. The Army Welfare Service is the Army’s professional welfare provider; it delivers a
comprehensive and confidential welfare service responsive to the needs of individuals and families
and the Chain of Command in order to maximize the operational effectiveness of our servicemen
and women. The Army Welfare Service’s remit includes Regular Soldiers, their families and
communities, the Army Reserve and Reservists and, in certain circumstances, Veterans, other
Services and MoD civilians serving overseas. Welfare support to the Service community is
provided on a non-statutory basis. Statutory work to implement key Social Care legislation is
carried out in the UK by Local Authorities and overseas by the British Forces Social Welfare
Service, often supported by the Army Welfare Service. The AWS Charter can be found at Annex
D. Army Welfare Service Welfare Support Officers provide welfare coordination across 4 key
delivery pillars: Personal Support, Community Support, Information (HIVE) Support and the Joint
Service Housing Advice Office.
a. Personal Support (PS). Provide accessible, independent, confidential and

professional specialist welfare services to soldiers and their families with any personal or
family difficulty, thereby strengthening and enhancing the resilience and resourcefulness of
the soldier and their family. PS provides specialist advice to the CoC and outside agencies
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and is delivered by Army Welfare Workers (AWWs) and Personal Recovery Unit Social
Workers (formerly Casualty Key Workers), assisted by Gurkha Support Workers (GSW).
b. Community Support (CS). Secure or directly provide CS learning and personal

development opportunities for military personnel and their families wherever they are living.
Non formal education opportunities are provided within Community, Youth and Play
Centres/Projects focusing on the provision of learning and personal development activities to
children, young people and their families throughout the year and across the UK and
overseas. CS delivers additional activities during school holidays, including Easter and
Summer programmes and offsite residential experiences.
c. Information Support (IS). Providing low level primary welfare information and
signposting (to other AWS pillars) and to other sources of information from a network of HIVE
locations; key is face to face engagement.
d. Joint Service Housing Advice Office (JSHAO). Tri-Service focal point for civilian
housing information for Service Personnel and their families wishing to move to civilian
accommodation at any point in their career, and provides housing advice to those during
Armed Forces Resettlement to assist the transition to civilian life. Delivered through
briefings, Housing Matters magazine publication, and one to one consultations. JSHAO also
manages the MoD Referral Scheme supporting Social Housing in conjunction with Local
Authorities and their Agents. JSHAO staff operate from HQ AWS within HQ Support
Command.
Specialist Welfare Recommendations
81.045. The Chain of Command may require Specialist Welfare Recommendations (SWR) when
they need to make an informed decision regarding the management of a soldier and they either
have incomplete information or require independent verification of information and have exhausted
all other options for achieving the desired outcome. The SWR will provide expert welfare opinion
and contain recommendations. However, an SWR must not be considered an alternative to
standard administrative/operating procedures and must not be used simply to ‘rubber stamp’
foregone conclusions. Further details can be found in Annex J.
a. Examples of when a request for an SWR would be appropriate include:
(1) A soldier seeking discharge on compassionate grounds.
(2) Unit considering retention in the UK on compassionate grounds.
(3) Unit has been through standard administrative procedures in processing a

soldier’s application with regard to assignment, but there remain personal/family issues
that may have had a bearing on the management decision but have not been fully
explored or taken into account.
b. Examples of when a request for a “SWR” would not be appropriate include:
(1) Cases in which the outcome is already determined (already agreed between the
Unit and MS Branch).
(2) Cases that are more appropriately dealt with by disciplinary action (including
AGAI 67).
(3) Cases in which the outcome is to be determined entirely or predominantly on

medical grounds (where the recommendation should more appropriately come from a
senior clinician).
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(4) Cases that have not first gone through the usual administrative processes (e.g.
requesting a SWR on receipt of an assignment request simply because the soldier has
‘welfare issues’).
AWS Training and Mentoring
81.046. UWO Course. PS4 sponsors the UWO training course that is mandatory for all
UWO/ROSOs and UWWO/ROSWOs assuming their appointment, with AWS facilitating delivery.
UWOs must attend a five-day residential pre-employment training course followed by a similar
period of residential 8 continuation/confirmation training after four to six months in post. The
training is delivered under contract with course loading conducted through HQ AWS. The aim of
the course is to provide appropriate knowledge, skills and signposting awareness to enable UWOs
to deliver effective first line welfare provision. The course is open to Regular and Army Reserve
Welfare Officers and SNCOs. The UWO course director will identify personnel who they believe
are unsuitable for post or who require further training. This information is to be passed to HQ
AWS, who must inform the unit and APC (cc PS4).
81.047. Competency. Completion of the UWO cse (Parts 1 & 2) qualifies an individual to hold the
post of UWO/ROSO for 5 years. Thereafter both parts of the course are to be re-taken to assure
the CoC that all involved with welfare provision are suitably trained and informed on the latest
policy and processes.
81.047a. Continuation Training. AWS are to provide twice annual welfare symposia (by area),
using the BFG model as best practice, in order to provide a sustainable continuation trg model.
81.047b. Mentoring. AWS are to ensure that a face to face meeting is conducted with all newly
appointed UWOs/ROSOs within the first three months. AWS are also mandated to coordinate the
routine mentoring of said individuals (utilising experienced local UWOs) for the first three months in
appointment. Any UWO/ROSO that has been identified as a risk candidate is to receive mentoring
sp from AWS until such time that there is no longer an operational risk (the unit and APC are to be
kept informed throughout).
81.048. Other Welfare Courses. The AWS also assists in the delivery of other welfare courses.
a. Regional Brigade/Garrison Welfare Course. Two day course delivered under

contract by Total Quality and facilitated by HQ AWS. The aim of the course is to provide unit
welfare office staff with appropriate knowledge, skills to carry out their duties.
b. Army Welfare Worker (AWW) Initial Training Course (ITC). AWWs can be either
military or civilian (75/25% respectively). Training is conducted on ITC which is a joint
Navy/Army course lasting 9 months, and runs between Jan to Sep. It consists of a
residential classroom-based phase of 11 weeks, followed by a similar period where Army
students are attached to AWS locations and operate under supervision. The course finishes
with a short period of consolidation with graduation in early Sep. The training is mentally
challenging; and is pass/fail. It trains personnel to deal with the most complex of personal
issues, including Domestic Violence, Children Safeguarding, Abuse, Depression, Suicide and
Bereavement.
AWS Support
81.049. AWS Support. The AWS provides wider support through the following:
8
The courses are residential, designed to allow students to concentrate on welfare matters without the distractions of current work
requirements. Students are expected to reside on site for the duration of the course with all subsistence costs being met by the unit,
regardless of whether individuals live/eat out.
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a. Community Development Workers (CDW). CDWs deliver Community Support for

the AWS. CDWs are professionally trained personnel whose primary role is to support the
Army Service Community. CDW’s adopt best practice, comply with Government legislation
and guidelines, and in doing so promote a stronger sense of community and wellbeing.
b. Support to the Gurkha Community. AWS provides Gurkha Support Workers who
are located with Gurkha units in UK and in Brunei.
c. Services Cotswold Centre (SCC). SCC is a tri-Service short-term family

accommodation facility delivered by HQ AWS. It is managed by a tri-Service management
board and has capacity for up to 60 families (including two disabled units). It is available to
all ranks from all three Services who may be between assignments, retiring from the
Services, be in need of a family holiday or weekend break or any other reason including
welfare or emergency evacuation from overseas.
d. HIVE. The HIVE Information Service is a tri-Service information network, available to

all members of the Service community. The HIVE Deployment Support Options can be
found at Annex E.
e. WRVS. AWS sponsors the WRVS Services Welfare staff to assist COs by providing
welfare support to single and unaccompanied soldiers in military establishments in UK,
Cyprus, Northern Ireland and Falklands Islands. Together with units, they provide leisure
facilities in a non-alcoholic environment and a place for soldiers to relax away from the work
environment. HQ BFG sponsors WRVS in Germany.
Third Sector/Corporate Level Support
Veterans Welfare Service (VWS) (In-Service Support)
81.050. VWS are the Tri-Service subject matter experts in providing support to those in-Service
who wish to receive advice on the Armed Forces Compensation Scheme (AFCS) or information
regarding the War Pension Scheme (WPS).
Forces Line (FL)
81.050a. The FL exists to provide a confidential service in support of Service personnel and their
families. COs are to ensure that serving personnel and their families are made fully aware of the FL
and it should be widely advertised throughout the unit. The FL telephone number should be
included in the list of useful telephone numbers issued to all. The FL can be reached by telephone
from anywhere in the world Monday to Friday and most Bank Holidays, from 1030 to 1930hrs UK
local time using the following numbers:
a. From UK 0800 731 4880.
b. From Germany 0800 1827 395.
c. From Cyprus 080 91065.
d. From Falklands #6111.
e. Rest of World +44(0) 1980 630854 (Staff can call back if asked).
f. Operational Theatre, to enable access through Paradigm, dial appropriate access code
then *201 at PIN prompt.
g. By Email via www.forcesline.org.uk.
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Army Dependants Trust (ADT)
81.051. The ADT was formed on 1 January 2000 from a merger of the Army Officers’ Dependants
Fund and The Soldiers’ Dependants Fund. The Trust is a charity and its aim is to make a
discretionary grant for the immediate needs of dependants or next of kin of a member who dies in
Service, irrespective of cause or place of death. Membership is open to all ranks of the Regular
Army and Brigade of Gurkhas; Army Reserves and Reservists when called out for full-time service
or when on Full-Time Reserve Service (FTRS); Non-Regular Permanent Staff (NRPS), and Military
Provost Guard Service (MPGS). From 1 Jan 15 all members of the Army Reserve will also be
eligible to join the ADT. There is a small subscription charge per annum for all members,
irrespective of rank or marital status. Discretionary grants are given up to £12,000, and are
normally paid within a few working days of the death occurring. In addition, the ADT now gives any
surplus of income in-year to ABF The Soldiers’ Charity. It is the intention of trustees that, by closer
co-ordination of the work of the two charities, best possible use is made of the available resources
to help the wider Army community.
Full details and Rules of the Trust are contained within AGAI Vol 3 Chap 88 ‘Charitable Donation
Funds’; the Trust’s address is:
Secretary
The Army Dependants’ Trust
Trenchard Lines
Upavon
Wiltshire
SN9 6BE
Telephone: 94344 5734/5736 / 01980 615734/615736
Website: Defence Intranet (Army)
Other Charities
81.052. The Army Benevolent Fund The Soldiers’ Charity is the Army’s principal charity and units
are encouraged to raise funds accordingly. There are many other Service charities, providing a
wealth of support to the serving and veterans’ community. A list of those with a formalised
relationship with the Army is contained within AGAI Vol 3 Chapter 100.
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PART 4 – WOUNDED, INJURED, SICK AND BEREAVEMENT
Welfare Support to Wounded Injured and Sick Personnel
81.053. The general framework for welfare support to Service personnel and their families applies
equally in the casualty and hospital context where, though the setting and circumstances are
special, the basic need for support is the same. It is likely also that the support required will extend
beyond the hospital setting – this would not be unusual in support of families – and may involve
agencies that are not typically seen as welfare providers. Welfare support to casualties in hospitals
therefore must be consistent with welfare support in general rather than artificially set in a separate
context. In particular, the responsibility and lead for support to the patient and their family, known
as the ‘Patient Group’, remains with the CoC. The ‘Patient Group’ is a term which acknowledges
the requirement to support not only the injured person but also their immediate family or other
people who are important in their lives. It is an umbrella term with no definitive boundary and
should be used in an appropriately flexible way.
81.054. Patient Care Pathway. The model for delivery of welfare support to the ‘Patient Group’ is
the Patient Care Pathway (PCP). The PCP is the accepted description of the treatment route that
an individual patient takes through the secondary healthcare system. It consists of discrete clinical,
administrative and welfare components (pathways) with the clinical pre-eminent, but the emphasis
is on the co-ordination between these three elements. It also establishes that: support for the
whole ‘Patient Group’ will be as important as the patient alone; movement along the pathway
should be seamless: and it should be clear to the ‘Patient Group’ exactly who is responsible for
each component of the pathway at every step. There is no fixed pathway – it will depend on
individual clinical need. An example of the different patient care pathways for an aeromed Service
person is attached at Annex F.
81.055. Early Assessment of Welfare Need. In common with the clinical pathway, there is no
fixed approach for meeting the welfare need; it must be driven by ‘Patient Group’ requirements.
Urgency, the need for reassurance and the requirement for focussed, personalized support
underpin the need for a deliberate, early assessment of welfare need. This assessment is
conducted by welfare staff on behalf of the CoC. Depending on the complexity of the welfare need,
often - but not always, associated with the seriousness of the patient’s injuries – the welfare
assessment will be conducted by either primary 9 or secondary 10 welfare staff.
81.056. Clear Focus for Welfare Support. The critical step, particularly for complex and
demanding cases, is the nomination of a single point of contact for co-ordination of the total welfare
effort. Though accepting many different specialist and generalist support staff may need to
become involved, ensuring there is a widely recognized and explicit welfare focus for each ‘Patient
Group’ addresses any uncertainty they may have in understanding from whom they should be
receiving authoritative advice and support. This also provides the opportunity for more coherence
with the rest of the care pathway. This is the role of the Welfare Co-ordinator.
81.057. Co-operation and Shared Knowledge. The fundamental requirement for a co-
operative and co-ordinated effort in support of the ‘Patient Group’ cannot be achieved without
appropriate mechanisms. These are used to support the Welfare Co-ordinator in their key role.
They include the use of welfare staff desk instructions, inter-Agency protocols, information sharing
principles and common welfare assessment frameworks.
Primary: Unit/Station/Establishment, 1st Line, organic, under direct command and control, routinely available, typically generalist.
9
Includes hospital-based primary welfare capability under command of COs of hospitals, such as Field Hospitals or Ministry of Defence
Hospital Units (RCDM or DMRC).
Secondary: 2nd Line, more specialist role/training, normally on-call rather than routinely available.
10
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Welfare Co-ordinator
81.058. One of the most important considerations in an injured soldier’s care pathway is to ensure
that the ‘Patient Group’ have a named point of contact for welfare issues who remains as far as
possible constant throughout the time the care pathway is extant. It is also helpful to the CoC who
can experience similar confusion in contacting the appropriate source of welfare support, and to
the welfare providers themselves who may not be totally aware of all others involved. If the ‘Patient
Group’s situation is such that there is no requirement for specialist welfare provision then the
default position for the Welfare Co-ordinator role will be the unit (e.g. the UWO). If, however, the
‘Patient Group’s situation is more complex and requires the involvement of more than one
specialist welfare provider then the Welfare Co-ordinator will normally be a member of the AWS
usually a PRU Social Worker.
81.059. The main functions of the Welfare Co-ordinator are to:
a. Ensure that the responsible CoC is kept aware of the progress of the welfare care
pathway and of any other issues they have a need to know. Normal rules of confidentiality
will apply as detailed in para 81.013.
b. Act as a single point of contact for the ‘Patient Group’, who they can trust and who can
engage them in making choices, navigating their way through the system and effecting
change.
c. Co-ordinate the delivery of actions agreed by the welfare practitioners involved, to

ensure that the ‘Patient Group’ receive an effective service which is regularly reviewed.
These actions will be based on the outcome of professional assessments and recorded in the
individual’s welfare action plan.
81.060. The core tasks of the Welfare Co-ordinator are:
a. Build a trusting relationship with the ‘Patient Group’ to secure their engagement and
involvement in the process.
b. Be a single point of contact for them and a sounding board for them to ask questions
and discuss concerns.
c. Coordinate the effective delivery of an agreed set of actions which provide a solution-
focused package of support and a process by which this will be regularly reviewed and
monitored.
d. Identify where additional services may need to be involved and put processes in place
to engage those services.
e. Be a single point of contact for the CoC and practitioners who are delivering services to
the patient group.
f. Guide the ‘Patient Group’ through key transition points and ensure a careful and
planned handover takes place if necessary and appropriate.
81.061. Identification of the Welfare Co-ordinator. The majority of injured soldiers will return in
the first instance from overseas via Aeromed to Royal College of Defence Medicine (RCDM),
Queen Elizabeth Hospital, Selly Oak, Birmingham. In those cases, the default Welfare Co-
ordinator will be Defence contracted welfare provider until a new Welfare Co-ordinator is identified
(ordinarily AWS or the Unit Welfare or WIS management staff). In cases where the injured soldier
goes directly to Defence Medical Rehabilitation Centre (DMRC) the Welfare Co-ordinator in the first
instance will be from the DMRC Social Work Team. Those soldiers who do not initially pass
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through either DMRC or RCDM should be provided a unit Welfare Co-ordinator through the unit
Chain of Command.
81.062. PRU Social Workers (SWs). AWS provides proactive support to injured soldiers and
their families, generally delivered through PRU SWs. Army Welfare Workers will also undertake
work with casualties if they have the right skills and experience. AWS undertakes this work pro-
actively, on the presumption that an injured soldier will require welfare support of some kind. AWS
involvement lasts for as long as necessary.
Casualty Notification, Visiting Officers and Support for Bereaved Families
81.063. The Tri Service Context. The Joint Casualty and Compassionate Centre (JCCC) is the
single focal point within the Ministry of Defence for all Casualty and Compassionate cases affecting
Service Personnel worldwide. Specifically the JCCC is responsible for: ensuring that the families
of all notifiable casualties are informed as quickly and as sensitively as possible, by tasking the
appropriate single Service Notifying Authority (NA); for monitoring any changes in the status of
notifiable casualties and for all Post Death Administration. The policy for the management of
casualties and the support provided to bereaved families, through the Casualty Notification Officer
(CNO) and the Visiting Officer (VO), is laid down in JSP 751-Joint Casualty and Compassionate
Policy and Procedures. This a capstone publication, which specifies the policy and procedures in
respect of the notification and administration of casualties, and the support to bereaved families.
This AGAI expands and amplifies these procedures in a number of areas to ensure that the Army
implements them as efficiently and effectively as possible within its organisation and infrastructure.
Where the guidance in the JSP has been modified, the AGAI has followed the intent and
represents Army policy.
81.064. The Army’s Duty of Care in Context. The Army has a duty of care to support bereaved
families in order to assist them in moving on and adjusting to their loss, and to ensure they have a
channel of communication for any issues they wish to raise. This support extends beyond the
immediate Next Of Kin (NOK) to the wider family, and is determined, on a case by case basis, by
family relationships, notably estranged parents, partners and girl/boy friends. It is grounded in the
regimental system, but co-ordinated in the first instance through the Regional Point of Contact
(RPOC) structure, and managed by D Pers Ops and the Army Inquiries and Aftercare Support Cell
(AIASC). The JCCC is a critical element in the administration of casualties, but the lead for all
aspects of welfare in respect of families remains the responsibility of the Army.
81.065. The Army Inquiries and Aftercare Support Cell. The AIASC provides an enduring focus
for bereaved families, by developing a robust relationship between the Army and the families of
those who die in service, although it will, from time to time, engage with families of the more
seriously injured on the same basis. The Cell also monitors the investigative and inquiry process
for all deaths and serious injuries, and carries out the following tasks:
a. Keeps under constant review all policy and procedures for the support of bereaved
families.
b. Monitors the JCCC aspects of casualty management following NOTICAS, liaising with
the Notifying Authorities (NA), Brigade Regional Point of Contact (RPoC) and Visiting
Officers as necessary.
c. Establishes and maintains contact with all bereaved families.
d. Co-ordinates and controls the passage of information to families for high profile and/or
sensitive incidents.
e. Arranges release of Service Inquiries (SIs) to families, providing briefings if requested,

in conjunction with PS2(A) and presidents.
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f. Maintains a standardized package for training CNOs and VOs, delivering the latter
while the former is delegated to regions.
g. Provide advice to NAs, VOs and units when required.
h. Co-ordinate the stand-down of VOs.
i. Facilitate the attendance of families at inquests, liaising with the Defence Inquest Unit
(DIU).
Notification Procedures
81.066. The Notification Process. High Grade Messaging (HGM) is the primary means for
informing the chain of command of casualties, and is initiated once KINFORMING has taken place,
unless this is delayed for any reason (EC away or not at home etc.). For operational casualties,
JCCC send casualty information to the appropriate 2* and 1* Commands, but for all other
casualties it is the responsibility of the single Service (Army HQ Staff Duty Officer (silent hours) or
Pers Ops (working hours)), to inform the appropriate HQs and interested parties by phone of all
deaths, serious injuries and high profile casualties. The diagram below shows the flow of casualty
information for Army personnel (and those under command of an Army unit).
Incident occurs
INCIDENT occurs
Chain of Command informing via HGM signal over DII Secret

JCCC informed
Kinforming chain via phone

and fax
Kinforming chain via phone

and fax or phone and email
over Restricted means
NA informed Incident +1 hr
REGIONAL BDE or
GARRISON (for BFG)
CNO appointed
UNIT
informed Incident +1-6 hrs
KINFORMING
CoC informing via Restricted
NOTICAS released to: Army HQ informed email or phone
Army HQ
Appropriate Notifying Authority KINFORMED
Incident +To Follow On
Appropriate 2*HQ (if operational only)
Appropriate 1*HQ (if operational only)
In working hours only (Mon-Fri 0800-1600) Out of working hours
by email to the following organisations for (inc all leave periods) (1600-0800)
onward dissemination if appropriate: By phone to the Duty Officer:
RHQ Notifying Authority (for cascade to affected unit) Appropriate 2*HQ (for cascade to 1*HQ)
informed Appropriate 2*HQ (for cascade to 1*HQ) Appropriate Corps Col informed
ADT (for cascade to RHQ)
APC
APHCS
RHQs (if fatality or VSI only)
81.067. KINFORMING. On receipt of casualty information concerning a new notifiable casualty,

JCCC will nominate the appropriate NA to inform the Emergency Contact (EC) or Next of Kin (NoK)
in a timely and sensitive manner, as shown on the diagram above. For a soldier who has died or is
missing, is classified as VSI (Very Seriously Ill) or Sl (Seriously Ill), a CNO is to personally visit, but
notification of III (Incapacitating Illness or Injury) may be done by telephone unless the injury was
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incurred on operations or elsewhere overseas. For dead, missing, VSI and SI casualties, the CNO
is to be accompanied by an assistant (ACNO). Unlisted (UL) casualties have to be formally notified
to JCCC if away from their home barracks, but may self-kinform under supervision. Notification is
to be carried out on a 24/7 basis, and should only be delayed if the EC or NoK cannot be located.
Army policy is that in most cases the dress for notification should be smart civilian clothes so as not
to attract undue attention, but this might not be so relevant if the EC is living in SFA. In cases
where it is necessary to deploy several CNOs, either resulting from family dynamics (e.g. for split
families or estranged parents), or where more than one family is involved in an incident, the NA is
responsible for co-ordinating their deployment in conjunction with JCCC.
81.068. Notifying Authorities. In respect of Army personnel, HQ Support Command, HQ London

District and HQ Director Special Forces are designated NAs in UK, along with HQ British Forces
Germany, HQ British Forces Cyprus, HQ Brigade of Gurkhas Nepal and British High
Commissions/Embassies or their Defence Sections overseas. The tasks of NAs are laid down in
JSP 751, Vol 1, Ch 1 Annex C, Ch 4 Sect 7 and Ch 8 Sect 6, but these may be delegated to
brigades, garrisons or, in some cases, units, provided the division of responsibility is clearly
defined. In the UK, CNOs and VOs are owned, managed and supported by the Regional Points of
Contact (RPoC), which are responsible to HQ Support Command for ensuring that suitable officers
are available at short notice at any time of the day or night to carry out notification, and for the
appointment of VOs to support families of soldiers who have died or are missing, once notification
has taken place.
81.069. Unit Notification. Units will have to undertake notification themselves when the incident
occurs in barracks or locally, and the EC/NoK lives in SFA or nearby. When this happens JCCC
should be informed immediately, with the NOTICAS annotated as KINFORMED. JCCC will then
inform the NA, and the RPoC will nominate a VO if the unit has not already done so. In cases of
death, it is better if notification can be undertaken by a different unit than the deceased’s, as this
causes less emotional trauma.
81.070. Supporting Families of Aeromed Casualties. When casualties are aeromedevac’d

back to the UK from anywhere overseas, they will normally be taken to the Queen Elizabeth
Hospital (QEH), Birmingham. It is Army policy that a trained VO will be appointed by the NA to
accompany the families of VSI casualties to QEH under DILFOR (UK), but for all other listed
casualties it will be an Escorting Officer (EO), who need only have completed the one day CNO
course, providing DILFOR(UK) has been authorised by JCCC. Full details are contained in JSP
751, Ch 4, Annex B.
81.071. Supporting Families of VSI Casualties. It is the responsibility of the chain of command
to support the families of VSI casualties, who have not been aeromedevac’d to QEH, and this
includes terminally ill patients. In some cases of sudden trauma, it will be appropriate to formally
appoint a VO, but this should be a short term measure.
Selection, Appointment and Training of CNO, ACNO, EO and VO
81.072. CNO. In order to ensure that notification is carried out in a timely fashion, CNOs must be
on rosters as directed by RPoC, London District or other NAs, and must personally identify suitable
Assistant Casualty Notification Officers (ACNO), who are to be similarly nominated for duty. CNOs
and ACNOs should be ‘on call’ and be a position to carry out notification as quickly, accurately and
compassionately as possible, and within a maximum of three hours of being stood up. CNOs and
ACNOs should have an allocated vehicle which is easily accessible for immediate use. The length
of the notification visit cannot be determined, but is likely to be between 30 and 90 minutes.
Selection criteria for CNO are:
a. Mandatory attendance on the one day CNO/EO training course or the three day VO
training package.
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b. Must be suitably qualified through age and experience, both of life and the Army – a
mature, patient and sympathetic listener who has been assessed as suitable by their chain of
command, with no immediate personal or emotional problems.
c. Should normally be a Major, Captain or Warrant Officer. Younger and more junior
ranks may struggle and are probably better suited to being ACNO. The CNO should not be
the UWO, RAO, Padre or personal acquaintance. Some SNCOs will be suitable, but careful
selection is essential.
d. Be within not more than 90 minutes drive of the EC/NoK.
81.073. ACNO. The CNO must be accompanied by an Assistant Casualty Notification Officer
(ACNO), who can remain with the EC/NoK after notification if necessary, take notes and generally
assist in supporting both the CNO and the family. Selection Criteria for the ACNO are:
a. Must have completed the one day CNO course.
b. Must be at the same readiness as the CNO, but should not be either the UWO or
Padre. The latter will visit very shortly after notification and sometimes even before the VO’s
first visit.
c. Can be male or female, but ideally should be the opposite gender to the CNO.
d. Minimum rank should be full Corporal, providing he/she has the necessary maturity,
sensitivity and awareness.
e. Civil Servants may act as ACNOs providing they are volunteers, have completed the
one day CNO course and have their Line Manager’s approval. They should only be
appointed during their normal working hours.
81.074. EO. The term EO is used only for accompanying families of SI, III and UL Aeromed
casualties to QEH, or any other hospital to which they may be taken. Supporting families of
casualties admitted to other hospitals in the UK is the responsibility of the soldier’s unit.
81.075. VO. Selection of the VO is critical to the Army’s duty of care and the following criteria
must be adhered to:
a. Must have completed the three day VO training package.
b. Must be suitably qualified through age and experience, both of life and the Army – a
mature, patient and sympathetic listener who has been assessed as suitable by their chain of
command, with no immediate personal or emotional problems.
c. Should normally be a Major, Captain, Warrant officer or Staff Sergeant, although some
older Sergeants will be suitable, if specially selected. Younger and more junior officers tend
not to be suitable.
d. UWOs and Padres should not be appointed as they cannot devote the required time to
just one family, and will anyway be involved, working with the VO. Selection of the RAO or
any other key appointment as VO is a decision for the Commanding Officer.
e. The VO must be fully briefed on the personal details and circumstances of the Service
casualty by the RPoC casualty staff, as well as getting an update from JCCC before the first
visit. The CNO must also brief the VO on the family’s circumstances and any questions they
might have. Ideally this should be a face to face meeting, but depending on geography,
might have to be by telephone.
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f. It is not possible to lay down a definitive policy on whether it is appropriate for the CNO
to introduce the VO to the EC/NoK because personal experiences and opinions differ. There
can therefore be no black and white guidance as every family is different, and every case
must be judged on its own merits. The decision has to lie with the CNO, who is in a position
to assess whether his/her association with the VO is likely to have an adverse affect on the
VO’s relationship with the family over the coming months.
g. Should not live more than 90 minutes drive from the EC/NoK.
h. The VO’s proximity to the EC/NoK is a more important consideration than being from
the same cap badge as the casualty. It is also better if the VO is not a close family friend, as
their own grief is likely to impede their effectiveness; see para 81.079 below for liaison with
Regiments and Corps when VO is not of the same cap badge. The practice of Regiments
and Battalions insisting on finding a VO of their own, who does not live near the family, helps
neither the individual nor the family, and is contrary to Army policy.
i. Have at least six months to serve until the next posting, for purposes of continuity.
j. VOs should not be tasked to look after two separate families at the same time, unless
they are both related to the deceased.
k. Once a VO has officially ended formal contact with a bereaved family, he/she should
not be appointed as VO to another family for a minimum of six months and ideally twelve.
81.076. Training. It is mandatory that CNOs and VOs complete the respective training before
being appointed, in order to give knowledge and confidence to the individual, and to be
professional in carrying out the duty.
a. CNO Training. This is a one day course conducted at regional level under the
auspices of HQ Support Command. The following structure has been developed by DPers
Ops; it has been distributed with standardised slides to achieve consistency and quality:
(1) Introduction. What the course is all about. Content, Aims and Objectives,
Target Audience
(2) Understanding the Process. Notification – Who, What, When and How,
followed by the role and responsibilities of the key players. This includes JCCC, NA,
Bde, AIASC and Pers Ops.
(3) The Notification Visit. Actions before, During and After. This includes
preparation, getting in the door, breaking the news, gathering information, reactions,
media and reporting.
(4) DILFOR and Accompanying Families to QEHB. This covers the procedures
and organisation of supporting the patient group at RCDM, and is specifically related to
Aeromedevac.
(5) Soft Skills. Loss and Bereavement, Family Reactions and Relationships,
Looking After Yourself – this is a very much shortened version of the VO course below.
b. VO Training. This is a three day course run monthly by DPers Ops-AIASC at the
Armed Forces Chaplaincy Centre, with additional courses run by request in Germany and
other more distant Garrisons. The VO training package is designed to provide potential VOs
with a comprehensive overview and understanding of the key issues, which will confront them,
when dealing with bereaved families. It is not designed to turn them into bereavement
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counsellors, nor does it attempt to cover the detail of all the various problems, which the
families might have, but it does show where the answers can be found. It covers casualty
administration, VO duties and responsibilities, the difficulties they will face, the Inquiry and
Investigation process, financial issues and an overview of the characteristics of grief and
bereavement. The course consists of the following:
(1) Introduction. What the course is all about. Content, Aims and Objectives.
(2) Understanding the Process. Notification – Who, What, When and How,
followed by the role and responsibilities of the key players. This includes JCCC, NA,
Bde, AIASC and Pers Ops.
(3) Role and Responsibilities of the CNO, ACNO & EO.
(4) Role and Responsibilities of the VO. First visits, Family Dynamics, Passage of
Information. Media, VWS, Padres and AWS.
(5) Role Play. With professional actors.
(6) Practical Matters. Repatriations, Funerals, Return of personal effects, Elizabeth

Cross, Coroners & Inquests, Accompanying Families to RCDM.
(7) Soft Skills. Voice of Experience, The first Meeting and Listening skills, Loss and
Bereavement, The Grieving Family, Coping with Stress and Looking after yourself.
c. Qualifications and Competencies. Successful completion of the CNO and VO

courses provides a qualification for three years to undertake the appropriate appointment.
Course organisers are to ensure that either an attendance certificate is awarded or an
authenticated nominal roll is provided to individuals, so that the relevant competence can be
entered on JPA by unit admin staffs. After three years, individuals should re-qualify by either
attending another course, or completing the Defence Learning Environment refresher course.
The only exception being if they have carried out the appointment within the past two years
prior to the competence end date. Notifying Authorities are to ensure that CNO and VO
qualifications are entered on to JPA records correctly, and that RPoCs and Garrisons monitor
the number of trained and in-date CNOs/VOs in their areas.
Management of the CNO and VO
81.077. Casualty Desk Officers. The RPoC casualty desk officers in the UK are responsible for
appointing, managing and supporting the CNOs and VOs in their areas, for maintaining a close
liaison with them, monitoring the welfare and circumstances of the bereaved families and following
up issues from CNO and VO reports. HQ Support Command and the other NAs are responsible
for overseeing and co-ordinating the selection, appointment and deployment of CNOs and VOs.
81.078. CNO and VO Availability. NAs are responsible for ensuring that there are sufficient
numbers of trained CNOs and VOs in Brigade and Garrison areas. It is not practical to issue
quotas for all units, but NAs should assess the numbers required by area, based on historic
CNO/VO deployment balanced against EC addresses as declared on JPA; this can then be
translated into unit allocations according to role. Brigades and Garrisons are expected to be able
to deploy a CNO and ACNO within one hour to achieve KINFORMING within three hours of being
warned off by JCCC. VOs are not normally held on rosters, and the target time for their deployment
should be between six and ten hours after notification, although the CNO should be consulted over
the family’s wishes. This is considerably shorter than the 24 hours given in JSP 751, which should
be treated as an absolute maximum in exceptional circumstances and probably only at week-ends.
If notification has been carried out by the civilian police, there is an imperative to deploy a
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VO as soon as possible to support the EC/NoK. If this is not possible within three hours,
then a CNO must be nominated to deploy as an interim measure.
81.079. Corps and Regimental HQs. Responsibility for the welfare of Army casualties and
bereaved families is predicated on the 'Regimental System' as a matter of policy. However,
geographic constraints more often than not prevent an officer of the same cap badge being
appointed as the VO, and consequently the responsibility for their provision has been centralized
through the regional CoC and JCCC. It is, therefore, incumbent on VOs of a different cap badge to
the deceased, to liaise with Regiments/Battalions/Corps, or their rear parties/RoGs, over
repatriations and funerals, and to co-ordinate any contact and communication from them to the
family. In such circumstances the unit or the rear party/RoG should nominate a Liaison Officer,
which in most cases will be the UWO. The following points are relevant to the appointment of VOs:
a. If Regiments/Corps/RHQs wish to provide their own cap badged officers as the main
VO for operational deployments, they must make certain that the NAs have lists of available
personnel with contact details, and ensure they are properly trained.
b. VOs of a different cap badge should establish whether their point of contact for
operational repatriations and funeral arrangements is the unit rear party/RoG or RHQ, If so,
this individual will act in a supporting role to the appointed VO, with a view to taking over as
the primary contact for the family, once it is deemed that regular visiting is not necessary,
and contact can be maintained by telephone and letter.
c. Regimental/Corps Association members are not suitable as CNOs or VOs, but may be
used as assistants to VOs, providing they have completed the one day CNO course at
minimum, and are in close contact with the VO.
d. There are likely to be a number of occasions where public funds cannot be used in
support of bereaved families, and Association funds have to be used; such as transport for
family to funerals, incidental expenses including alcohol, when accommodation is booked
under DILFOR, and Travel and Subsistence for cathartic events. VOs, however, should be
aware that the increase in the funeral grant from £500 to £1000 was specifically approved to
cover the latter.
81.080. Tenure of the VO. Even though there is no specified tenure for the appointment of a VO,
it is Army policy that the target is six to nine months, and VOs should use their monthly reports to
make an assessment of progress on how the family is adjusting, and what support they need.
Every bereaved family has different needs and adjusts to their new circumstances in different
ways, but there is always a danger that some become over-dependent on the support which the
VO provides, thereby hindering their ability to move on. The decision, therefore, to stand the VO
down must be judged against family dynamics and the complexities and sensitivities of the case,
not slavishly waiting until the conclusion of the inquest. The AIASC will co-ordinate the withdrawal
of the VO with HQ Sp Comd, based on the VO reports and discussions with the regional brigades,
confirming the decision in writing to the family and the appropriate Corps or Regimental HQ. If the
VO has stood down before the inquest, the AIASC will arrange for a unit or Brigade representative
to attend.
81.081. Supporting the VO. VOs are inevitably subjected to pressures and stress from the family
they are supporting, their own family and their regular job. They therefore need support
themselves, and it is the CO’s responsibility to ensure that their commitment is properly
recognized, and that they receive both emotional and practical assistance. In the first six to eight
weeks, a VO cannot be expected to perform all the functions of his/her regular job, as well as
support a bereaved family, although as time goes on he will be able to disengage more and more:
a. COs must satisfy themselves that a VO has delegated as many of his/her

responsibilities as practical to subordinates.
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b. COs must ensure that the demands on a VO are made clear in OJARs and SJARs, so
that their careers do not suffer.
c. The CoC must ensure that a VO provides updates on his work with the family, so that
the emotional burden can be shared, and assistance provided where necessary.
d. The AWS and/or Padre should be asked to get involved if the stresses become too
apparent.
e. NAs should ensure that RPoCs run formal debrief/decompression workshops, where
CNOs and VOs can exchange experiences in a relaxed environment.
81.082. Letters of Condolence. The Secretary of State for Defence, the Chief of the General
Staff or the Adjutant General and the Deceased’s CO will write to NoK for all deaths in service, and
the Prime Minister will write for operational deaths. There are likely to be many other letters of
condolence, all of which should be addressed through the VO, who, before delivery, must check
that the NoK is happy to receive them.
Distribution of Personal Effects
81.083. General. This section of AGAI 81 must be read in conjunction with the policy contained in
JSP 751, Vol 2, Part 1, Ch 6, which remains extant. It provides the detailed procedures required at
unit level to collect, record and dispose of public and private property found in the possession of a
deceased soldier. It expands, and in some cases repeats the policy in JSP 751, in order to
emphasise the more sensitive issues. Personal Effects are normally returned to the
NoK/beneficiary by the VO. This can be a very emotional experience, evoking many memories, but
equally causing much ill-feeling and sometimes animosity, if the procedures are not conducted
properly. The following six principles are deemed to be the more important regulations, which will
help to mitigate this process, whilst protecting the individuals involved:
a. The convening of a Committee of Adjustment, which is required by law.
b. JCCC is the only organisation which can give authority to release the personal effects
of a deceased soldier.
c. Nothing must be destroyed without the permission of the beneficiary.
d. Distressing material must be listed on a separate inventory.
e. Clothing and bedding must not be laundered without the permission of the beneficiary.
f. A diary of events must be kept.
81.084. Committees of Adjustment. Immediately on the death of an officer or soldier, a

Committee of Adjustment is to be appointed under the authority of the ‘The Debts (Deceased
Servicemen etc) Act 1893 as amended, in order to collect and catalogue the deceased soldier’s
personal effects:
a. If the Deceased Dies while Serving with his/her Unit. By the Officer Commanding
the unit.
b. If the Deceased is not Serving with his/her Unit at Time of Death. By the officer in
immediate command (e.g. where death occurs in a military hospital by the Officer
Commanding the hospital). If the deceased died in UK while temporarily absent from his/her
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overseas duty station, the Committee shall be appointed by the officer who would have
appointed the Committee had the deceased not been so temporarily absent.
c. If the Deceased Dies Outside the UK while Temporarily Absent from the Country
in which he/she was Stationed. A local Committee may also be appointed by the officer in
command of the unit or station from which the deceased was absent to deal with his affairs in
the country of death.
The Committee of Adjustment is to comprise at least three people - a President with minimum rank
of Captain and a minimum of two members. In the event of a mass casualty incident, the formation
Headquarters may co-opt units to assist the affected unit with the task of managing the personal
effects of their casualties.
81.085. Operational Committees of Adjustment. Prior to an operational deployment, it is

recommended that a Standing Committee of Adjustment is convened by the Commanding Officer
for the duration of the deployment. The President and at least one member are to be nominated
from the unit rear party or Rear Operations Group, with the third member being appointed within
the echelon of the deployed unit.
81.086. Death in Hospital. When a soldier dies in hospital (including MDHUs), the Committee of
Adjustment is to be appointed by the parent unit of the deceased, which will liaise closely with the
medical unit, and Personnel Recovery Unit if necessary, to manage and co-ordinate the individual’s
personal affairs.
81.087. Responsibilities of the Committee of Adjustment. As soon as possible after a death,

the Committee of Adjustment must assemble, secure and record all personal effects and assets of
the deceased which are situated within camp, on his person or in transit, in accordance with the
following:
a. In cases where the deceased was in occupation of SFA or official hiring, the Committee
is not required to take any action in relation to personal effects, which are deemed to be in
the possession of the widow, widower, or civil partner (hereinafter any reference to widow will
also apply to widower/civil partner).
b. If the deceased's widow is living locally, the Committee of Adjustment should request
permission from JCCC Deceased Estates to return any personal effects stored/kept on
camp. This will seldom be refused, and will include items held by the SIB, which are not
further required by them for evidence.
c. If there is a police investigation (civilian or RMP) taking place following the death, the
Committee must not touch or remove any items from the scene of crime or investigation until
permission has been given by the police.
d. If the police remove any items belonging to the deceased, including items retained by
the SIB after operational deaths, the unit (Committee of Adjustment) is to obtain a list.
e. If the death is on operations, the deployed member of the Committee is to ensure that
the deceased's effects, together with a list of items retained by the SIB, are forwarded as
soon as possible to the President copy to the JCCC Deceased Estates.
f. The Committee is to ascertain whether the deceased had any effects in transit, and if
so The Committee of Adjustment is to contact the family through JCCC Deceased Estates to
see if they wish to be present when they are opened, providing this is in the UK or Germany.
g. The Committee is to determine if the deceased had any outstanding debts.
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h. The Committee is to make separate inventories of the contents of the deceased’s

possessions, showing condition and disposal, as follows:
(1) Public Property returned to the stores.
(2) Official and financial documents sent to JCCC, e.g. Marriage and birth
certificates, insurance policies, bank statements, cheque books, savings books, vehicle
registration documents, passport, driving licence, wills, MoD 90 (ID card), identity discs
etc.
(3) Personal effects including clothing, electronic, electrical & music equipment,
cameras, medals, cars/motor cycles, letters, packages, amount of cash paid into
Imprest, small items of intrinsic or sentimental value (watches, lighters, rings, mobiles
etc).
(4) Distressing and emotional material (see below).
Once completed, all inventories are to be forwarded to Deceased Estates Section of the
JCCC together with the report mentioned at sub para 81.076m.
i. The Committee is to ensure that all personal files and other official documents
(excluding ID cards) are sent to the Document Holding Centre (MP 490) at the APC in
Glasgow, and not to JCCC.
j. The Committee is to ensure that all personal effects are carefully boxed and securely
stored, pending release to the beneficiary.
k. The President of the Committee is to maintain a Diary of Events which is to be retained

until the effects have been accepted by the family and no issues are outstanding. At this
point the diary is to be sent to JCCC Deceased Estates for retention with the case records.
l. The President of the Committee is to make contact with the appointed Visiting Officer
for the family, and keep him informed of any potential problems or sensitive issues. Advice
can always be sought from JCCC Deceased Estates on 01452 712612 Ext 6323/6301 or
95471 6323/6301, or from the Army Inquiries and Aftercare Support Cell (AIASC) on 01264
381991/381457 or 94391 7991/5457.
m. Having returned all public property to stores, whether or not this is on formal issue to
the deceased, and assembled and recorded all the personal effects found, the President of
the Committee should submit a report to JCCC Deceased Estates, and request authority to
hand them over to the beneficiary via the VO. JCCC Deceased Estates remains the
authority for return of personal effects, and they will only authorise release when they are
satisfied that no doubt exists as to the entitlement of the recipient. In the case of widows this
is normally a straightforward process, but can be quite complex in the case of single soldiers.
The report must contain:
(1) A summary of the Committee’s actions.
(2) A copy of the inventories.
(3) The location of the personal effects including cars, motor cycles, items in transit
etc.
(4) A statement of any outstanding debts belonging to the deceased.
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81.088. Outstanding Debts. Committees of Adjustment are not to settle any outstanding debts,
preferential or otherwise. Any debts relating to the individuals Service/mess bills etc are to be
resolved by local admin action on the unit concerned. Whilst any claims/correspondence on the
estate from non MoD sources (eg: bills, bank loans/Hire Purchase) should be forwarded/redirected
in the first instance to JCCC Deceased Estates who will liaise with the executor over such matters.
81.089. Bulky Items - Storage. Until notified by JCCC, bulky articles (e.g., motor vehicles,
caravans, boats) are to be stored at the unit under arrangements made by the Committee, and in
conditions which will safeguard them against loss and damage and, as far as possible, from
deterioration. All articles are to be carefully inspected and their condition noted. Accessories and
movable items are to be listed separately on the inventory. The transport of bulky items should be
a charge against the estate and not from public funds.
81.090. Valuables. Items of intrinsic or sentimental value such as watches, cameras, mobiles,
IPads, tablets, computers, jewellery and rings are to be separately and carefully packed to
safeguard them against damage, e.g. scratching. Articles of particular value are to be fully
described, including the condition of the article.
81.091. Worthless Items. The basic principle is that nothing should be destroyed unless it is a
health risk; and the Committee should be reminded that bereaved families will never react in a
predictable way, either regarding the condition of returned effects or to the reasons why items (in
their view) are missing. This applies to so-called ‘Worthless Items’ (see JSP 751, para
02.01.0607) such as aerosol cans, lighters (flints and fuel), other inflammable materials, partially
used toilet requisites, papers or waste paper etc., which are not to be destroyed unless the
beneficiary/NoK has given permission. If in doubt consult JCCC Deceased Estates.
81.092. Items of a Potentially Compromising / Upsetting Nature. Any items of a potentially

distressing or compromising nature are to be separated from other effects, listed on a separate
inventory and passed to JCCC Deceased Estates, which will discuss with the VO how they should
be returned. The assessed degree of potential distress should be entered on the inventory form as
a guide for JCCC in their decision to either explain the nature of them to the family, or wait to see if
they indicate knowledge of their existence, which might be communicated either to the JCCC or the
VO. These items might include DVDs, videos, magazines, personal letters or photographs to /
from third parties. In the case of the latter, JCCC will attempt to trace the individual concerned
and ascertain if they wish it returned or destroyed, unless a specific request has been received
from the Executor to forward all such items to them. It would be naïve to believe widows and
parents were always unaware of the existence of such items.
81.093. Cameras, Computers, Communication, Mobiles and Digital Devices. See JSP 751,
Para 02.01.0611. Nothing stored on any of this type of device is to be destroyed. If it is already
known that sensitive, distressing or compromising material is stored, this should be listed on the
inventory. Under no circumstances should passwords be over ridden or ‘hacked’ to gain access.to
the data stored on any device, nor should efforts be made to establish the detailed contents. Note
that these items must be labelled ‘We are unable to confirm the contents of these items.
81.094. Laundering of Personal Effects. Where the effects of a deceased officer or soldier
contain articles of private clothing, bedding or towels, which need laundering or cleaning, the family
is to be consulted, through the VO and JCCC, before any action is taken. If they agree, then this is
to be undertaken at public expense before despatch from the unit. When individuals are known to
have died of, or to have been suffering from an infectious disease, all public and Service property
and personal effects which were in their possession, are to be thoroughly disinfected before
despatch from the unit, unless there is a continuing health risk. A certificate that this has been done
will be attached to each copy of the inventory.
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81.095. Despatch. It is important that the Committee of Adjustment discusses with the VO how
and where the NoK/beneficiary wishes to have the deceased’s personal effects returned, before
any decision is made on the method of transportation.
81.096. Assurance. The above paragraphs describing the procedures at unit level for managing,
cataloguing, packing and securing a deceased soldier’s personal effects must be read in
conjunction with JSP 751, Issue 14, Volume 2, Chapter 6.
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PART 5 – FAMILIES WELFARE SUPPORT
Army Accompanied Service Policy
81.097. The Army recognises that how individuals choose to live and serve varies, with different
ways of providing familial stability. Accommodation choices must therefore be genuinely valued
and supported: private or Service housing; accompanied or unaccompanied Service. As the Army
moves towards the New Employment Model, increased home-ownership (easing transition back
into civilian life) and partner employment become key factors and there are a number of initiatives
to support these – the Forces Help to Buy Scheme and the Partnership Employment Programme
are examples. These measures may increase the number choosing unaccompanied Service and
weekly commuting. However, support must also remain for families who wish to live together, and
required Service mobility must be managed to enable this through the provision of affordable, high
quality, subsidised housing close to the place of work. A package of allowances, benefits and
appropriate educational and welfare support, should be designed to address, to the maximum
extent possible, those disadvantages which are associated with the influence of the Army on family
life. It is clearly more difficult for a CO to provide a comprehensive welfare support package to
those families who, whether by choice or for Service reasons, are not collocated with the unit. COs
are to ensure that, at the very least, such families 11 are presented with a comprehensive welfare
information package including as a minimum, contact details of the relevant welfare specialists, the
PS4 “A Guide for Army Families” and advice on what to do in given circumstances. Where a
specific welfare problem arises from such a family and the CO finds it difficult to manage or assist
with that problem due to the geographical separation the CO may either seek assistance from
AWS staff local to the family or apply to the Regional Point of Contact (RPoC) G1 staffs which
cover the postal code for the families address. The Bde Staff should then delegate that matter to a
unit local to the family address directing them to assist. In these circumstances it is imperative that
the nominated staff (be they AWS, RPoC G1 or local unit welfare staff) continue to update the
parent CO of progress with the particular problem. The support provision may be delegated but
the responsibility is not.
Responsibility for Welfare Support to Families of Mobilised Members of the Reserve and the
Regular Reserve and Deployed Members of the Regular Army not in Formed Units
81.098. Service personnel and their entitled families who reside on or close to their units have
ready access to the welfare support infrastructure that COs are required to provide. Although, on
occasions, it may be impractical to provide the same level of welfare support to those who
choose/have to reside away from their unit in private accommodation, COs are to ensure that, at
the very least, such personnel are presented with a comprehensive welfare information package
including as a minimum contact details of the relevant welfare specialists, the PS4 “A Guide for
Army Families” and advice on what to do in given circumstances.
Army’s Foreign and Commonwealth Citizens and their Families
81.099. DPS(A) produce a guide to be used by Commands, Formation G1/J1 staffs, COs and unit
personnel support staff to provide support to the Army’s non-British personnel 12 . The guide does
not replace policy or instructions covered in existing tri-Service or Army publications, which already
apply to all Service personnel and their families regardless of their nationality and should always be
consulted in the first instance. Overseas Commands are to produce their own instructions to
reflect any local overseas differences – these must be cleared through PS4. Units may also seek
information from Home Office Immigration and Nationality Instructions. These are subject to
frequent change (for example fees, application forms and instructions) and so Home Office Visa
11
This should include the parents or nominated Emergency Contacts/NOK of single soldiers in addition to the families of soldiers
married or in a civil partnership.
12
This guide contains advice and support for Non-British nationals and Non-British family dependants including those married to a
British Citizen. Where there are differences between Commonwealth citizens and Gurkhas these are highlighted in the guide.
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and Immigration webpages should be consulted for up to date advice. Any issues requiring Home
Office interaction should be staffed through the Chain of Command to PS4(A).
81.100. PS4(A) established the British Army Support Officer in Fiji to deliver coherency to Army
welfare support to the Fijian Service community thus contributing directly to the operational
effectiveness of the Army. Another example of overseas additional support is the Tri-Service
Community Social Worker for the Eastern Caribbean, based in Barbados. A number of informal
support groups created among service personnel of common nationality also exist.
Army Personnel and their Families in Tri-Service or Joint Units
81.101. JSP 770 – Tri-Service Operational and Non-Operational Welfare Policy promulgates
arrangements to be put in place by commanders of joint units. It is a command responsibility to
ensure Service personnel and their families are aware of to whom they turn to for welfare support.
Where responsibilities are unclear individuals should seek advice from their immediate superior or
contact the AWS for secondary level support. Any unit or sub unit of Army personnel which forms
part of a joint unit should be able to expect the same level of service from that joint unit that they
could expect if serving in a normal Army unit, including appropriate level of Army support.
Support to Relationship Breakdown and Estrangement
81.102. The breakdown of a marriage/civil partnership is a private matter 13 between two

individuals but that is not to say the Services cannot and should not offer help and support. Legal
relationship breakdown can be a traumatic and stressful experience for those involved and has a
significant impact, both socially, financially and in terms of entitlement, on the individuals, the Army
and the Services’ aftercare organisations. Aside from any compassionate considerations, the need
to maintain operational effectiveness provides the justification for the Army to mitigate the adverse
effects of marriage breakdown. The Army has endorsed a policy set out in AGAI Vol 3 Ch 83 that
covers the level of support that should be provided to Service families in such situations. It is
important to ensure that a properly co-ordinated approach is adopted, involving the CoC, the in-
Service welfare staff, professional welfare and relationship agencies, the Home Office 14 and the
aftercare community, in order to provide an effective level of support to such families.
Counselling
81.103. For all Service personnel outside of BFG access to professional counselling, provided
under contract, can be obtained through referral from AWS PS. Such counselling would be
publicly funded and is not restricted to relationship counselling. Specialist relationship counselling
in BFG may be accessed through RELATE. This service is open to all BFG military personnel and
their dependants, as well as UK Based Civilians. RELATE is not just for male and female
relationships (both married and unmarried), but also for same sex couples and single soldiers.
This service is publicly funded for the BFG community and also offers a telephone counselling
service. An equivalent publicly funded service called Staff Care is available in Northern Ireland.
81.104. AWS is available to provide advice to soldiers or family members on the potential sources
of support available to them for any of the above needs.
Domestic Abuse (DA)
81.105. Domestic Abuse (DA) describes a range of criminal offences and non-criminal behaviours
within a relationship between two people which may also extend to their children. It includes both
physical violence and a range of behaviours aimed at achieving control. That may include threats,
13
Domestic Abuse, however is NOT to be considered a private matter. Para. 81.095 covers this in more detail.
14
For non-British spouses/partners on a route to settlement.
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intimidation, humiliation as well as emotional, mental, verbal, sexual or financial behaviours

perpetrated by one person on another. The behaviour is often escalatory and must be addressed.
81.106. The Government definition of domestic abuse is:
‘Any incident or pattern of incidents of controlling, coercive, threatening behaviour, violence

or abuse between those aged 16 or over who are, or have been, intimate partners or family
members regardless of gender or sexuality. The abuse can encompass, but is not limited to,
the following types of abuse: psychological, physical, sexual, financial and emotional.’
DA occurs irrespective of ethnicity, class, sexuality, sexual orientation, age, rank, religion, gender,
gender identity and mental or physical ability. It can affect men and women in same sex
relationships, and men as well as women in heterosexual relationships, and can involve children
and young people witnessing, or even sharing, this abuse including sexual violence. Children aged
16-17 can also be victims in their own relationships. DA does not only affect married or cohabiting
partners, it can be experienced by partners who have never lived together or co-habited with their
abuser. It often continues after a relationship has ended and this may be when victims experience
the most dangerous forms of violence.
81.107. The true extent and level of DA is often hidden by the nature of the crime, inadequate
responses to incidents and the lack of a comprehensive monitoring and reporting system. Whilst
there is no direct evidence to suggest that DA is a greater problem within the Service community
than amongst the wider civilian population, Service lifestyles can complicate the lack of visibility
further, due to high levels of mobility, diversity of policing and welfare support, fears of the victim
about loss of housing and family income, and the possible impact on the perpetrator’s career
prospects if offences are reported.
81.108. DA committed by Army personnel is not to be condoned or ignored under any

circumstances. Nor should it be treated as a purely ‘private matter’; this attitude fails to recognise
the profound effect within a relationship that such abuse has on the victim and any children
involved. It also fails to recognize that incidents of DA can have a detrimental effect on the morale,
discipline and operational efficiency of a unit and thereby fail the Service Test. Incidents of
suspected or actual DA must be reported promptly to the Police 15 (particularly when someone is in
immediate danger), the Army Welfare Service (AWS) 16 and/or the Social Services 17 . Where a
child is, or would normally be present, or where the woman is pregnant, or where a vulnerable
adult is part of the household, the abuse is also to be reported immediately to the Local Authority
Children’s Social Care Services/Adult Social Care Services17 and AWS16. AWS can offer guidance
regarding this process. Overseas commands will mirror the Local Authorities as far as possible
and in accordance with extant relevant SOFA/MOUs in place with the Host Nation.
81.109. In all cases, where the victim gives consent 18 , the CO should be informed. Whilst AWS (or
the social work provider overseas) have a responsibility to provide active case management, the
CO should ensure that they retain oversight of the case through the unit Welfare/Health
Committees (see Annex B) and work closely with lead agencies 19 (AWS, Police and Local
Authorities in the UK) having first sought guidance from AWS, to provide support to both the victim
and perpetrator. Victim, child and vulnerable adult safety is of paramount importance. Victims
must be empowered to make informed choices through support provided by AWS or Social
Services Providers overseas, with further help available from the Home Office, Police or Local
15
For overseas commands, the Service Police must be informed.
16
For overseas commands that do not have an AWS presence – incidents should be reported to the Intake and Assessment Team (IAT)
on: 947772613 or 01904 662613.
17
For overseas commands, this will be the equivalent Social Services provider.
18
And for Specialist Welfare Providers when consent is not present – subject to their own confidentiality protocols
19
This may not be fully achievable in all cases overseas – for example in BATUS this will be difficult due to their information sharing
protocol.
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Authorities. Commanders should seek advice from these agencies before any decision is taken
regarding Service Family Accommodation 20 . Additional support can be found at:
womensaid.org.uk, mensadviceline.org.uk and brokenrainbow.org.uk (for LGBT 21 victims).
81.110. All UWOs and their staffs must be trained and have unit instructions in place to ensure
they respond appropriately to a suspected or an actual case of DA. MoD Domestic Abuse Policy is
covered in JSP 913. Further guidance can be sought from PS4(A).
Safeguarding Children
81.111. The introduction of the Children Act 2004 (CA04) in England led to significant change in
the way in which the safeguarding of children and young adults is delivered. The Act defines a child
as “a person under the age of 18”. Section 11 of the Act places a duty on key people and bodies to
make arrangements to ensure that, in discharging their functions, they have regard to the need to
safeguard and promote the welfare of children and young people. Within the MOD this duty is
therefore taken to include all people under the age of 18. If Commands, Units and COs are unsure
about their duty then they should clarify this with their single service welfare provider. If further
clarification is needed then DCYP should be contacted. Further detail is contained in the following
publications:
a. JSP 834 - Safeguarding Children.
b. Working Together to Safeguard Children - www.workingtogetheronline.co.uk.
c. JSP 893 - Policy on Safeguarding Vulnerable Groups.
d. JSP 830 (Manual of Service Law) Chap 26 Safeguarding Children: Armed forces child
protection powers.
Childcare
81.112. Ensuring that children are properly cared for remains a parental responsibility regardless
of the use of collective or individual childcare or any other arrangements made by parents. It is
recognised, however, that Service families – like all families – need access to appropriate childcare
and that, where appropriate, this childcare needs to be properly regulated 22 . Policy for delivering
the Early Years Foundation Stage (EYFS) in overseas settings is in JSP 819. In the UK,
Commanders are to ensure that Garrison or Unit Childcare settings are registered with the
appropriate authority and are complying with the Statutory Framework for the Early Years
Foundation Stage. This framework is mandatory for all early years providers (from 1 September
2014): maintained schools; non-maintained schools; independent schools; all providers on the
Early Years Register; and all providers registered with an early years childminder agency.
Registration ensures mandatory requirements are met but also allows families access to tax credits
(Child Tax Credits and the childcare element of Working Tax Credits) where family income permits
and the Armed Forces Childcare Voucher Scheme. Further guidance can be found at
www.modchildcare.co.uk.
81.113. In order to assist parents and carers making appropriate arrangements, Units should
establish a consolidated list of local OFSTED-registered childcare facilities and regularly update it.
Details of these settings should be held by unit welfare staff and HIVEs. In the UK, Local Authority
Children’s Services Information Services can also provide information and the Children’s Education
Advisory Service can provide further advice. A unit list might include:
20
See: Joint Service Publication (TSARS) 464
21
Lesbian, Gay, Bisexual and Transgender
22
DCYP are the policy lead for childcare and are producing an Early Years Childcare Study which will inform MoD childcare policy.
AEL 073 81/5-4 AC 60974/3

a. Day nurseries. Provide care for children from 3 months to school-age.
b. Child-minders. Provide flexible childcare, usually for children under 8 in the

childminder’s own home and often collect school-aged children from a nearby school. Can
take older children as well.
c. Nannies. Provide childcare in your own home and can look after children of any age
d. Pre-Schools and Playgroups. Provide play time and Early Education to children from
3-5
e. Au-Pairs. Normally for families with older children – Au-pairs will have little or no
formal childcare training and as such shouldn’t be asked to look after children under 3.
Normally a single person in their late teens or early twenties living with a family to learn the
English language, and helping with childcare and domestic work in return for board,
accommodation and “pocket money”. Au pair help is limited to 5 hours per day with at least
two full days off per week.
f. Crèches. Provide short-term, occasional care for children under eight.
g. Out of School Care. Out of School clubs run before and after school hours they are
often known as Breakfast Clubs, Homework Clubs, or After-School clubs. Holiday
Playschemes, workshops and summer camps provide a fun environment for children during
the school holidays.
Employment and Deployment of Serving Parents or Carers
81.114. All parents and carers have a legal responsibility to make appropriate arrangements for
their children and any dependant adults if they are absent, whether during an early shift, carrying
out a 24 hour duty or during a six month deployment. Whilst soldiers often rely on their spouse,
civil partner or partner in such circumstances; when a soldier is a single parent or has a spouse or
civil partner who is also a soldier the situation becomes more complex. The Army has an interest
in helping serving parents balance the needs of family life against the needs of the Service and the
MoD provide a number of schemes promulgated in JSP 760 (Chapter 18) and by SVW, including
Career breaks, Special Unpaid Leave, Time off in Lieu, and Non-Standard Working Hours: Variable
Start and Finish Times, Home Working and Compressed hours. However QR (Army) para 9.260
stipulates that “a soldier must be available for world-wide assignment at anytime” and this applies
to all Service parents, single or dual serving couples.
81.115. All individuals are able to identify their assignment preferences and highlight any special
circumstances in both mid-year and end of year appraisals, including preferences for assignment
co-location if both parents are serving. Whilst the Army will endeavour to meet geographical and
assignment preferences, it should be noted that there is a risk that this may not be possible. The
Army will endeavour not to deploy both serving parents of dependant children at the same time,
where this does not affect operational capability or unfairly disadvantage serving personnel who do
not have children.
81.116. Serving lone parents intending to arrange childcare support in the UK using friends or
relatives subject to UK immigration controls should be aware that individuals entering the UK on a
visitor visas are not able to undertake paid or unpaid childcare responsibilities and a visa applied
for under those circumstances would be declined.
81.117. In order to plan for and manage potential difficulties, Commanders should identify those
mothers and fathers who may have difficulty meeting their full commitment obligation to carry out
shift work, guard duties or full deployments. Such individuals should be identified in advance and
encouraged to produce both short term and long term robust care plans detailing how their children
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will be looked after on those occasions when they will be required to carry out either out of normal
working hours duties or a full deployment. Templates for these plans can be found on the PS4
Community Support Page
81.118. The final decision on employment or deployment lies with the CO whose overall aim
should be to make individuals aware of their obligations to play a full part including deployment,
assist individuals with constructing robust arrangements for the care of their child(ren) whilst
balancing the operational requirement with each case “on its merits”. In coming to a decision, COs
must weigh the particular demands of the operational task against morale of the team and the
specific circumstances of the individual. Individual Harmony Guidelines should be followed
wherever possible and individuals should be given as much notice as possible. Where individuals
are unable to carry out their military duties, COs may have to consider administrative action on the
grounds of inefficiency – intended to set straight professional shortcomings and AGAI Vol 2 Chap
67 should be referred to in the first instance. As a general rule, Disciplinary Action should only be
used where the offence is wholly deserving of the consequences of the application of military law.
81.119. Recruiting Group information for those who are planning on joining the Army as lone
parents provides clear guidance about an individual’s responsibility to meet a full range of military
commitments. Service personnel who become lone parents or carers whilst serving will need to
consider carefully how they will continue to meet their Service commitments as well as the needs
of their children or dependant adults.
Private Fostering/Adoption
81.120. A private fostering arrangement is one that is made privately, that is to say without the
involvement of a Local Authority (LA), for the care of a child under the age of 16 (under 18 if
disabled) by someone other than a parent or close relative (e.g. grandparent, brother, sister, uncle,
aunt or step-parent) with the intention that it should last for 28 days or more. Any period in excess
of 28 days, or the intent to exceed that period, must be notified to the LA. Legislation and guidance
relating to private fostering has been established by the UK Government, the Scottish Parliament,
the Welsh Assembly and by HQ BFG. The intention of the legislation and guidance is to ensure
that children who are being looked after under private arrangements will be safeguarded by the
supervision of an appropriate authority. Individuals with queries on Private Fostering
Arrangements should be referred to their local AWS team who will provide the appropriate advice
and guidance.
81.121. There are many Service personnel who could be considered to adopt or foster children
and there is a great demand for placements for children in the UK. Given the length of time the
process can sometimes take and the circumstances of Service adopters/foster carers, with high
mobility and service overseas, Service families can experience difficulties in dealing with LAs,
devolved administrations or other UK agencies. For adoption, the MoD has an agreement with
SSAFA to deliver an Adoption Service through SSAFA’s Voluntary Adoption Agency. Whilst
Service personnel are entitled to use an adoption service provided by an appropriate LA, the
occasional lack of understanding from LAs regarding service life and the demands of military
employment means they may choose the SSAFA adoption service instead. The SSAFA Adoption
Agency can work directly with Service personnel or assist them to access a service via other
adoption agencies. Once adopted, a child becomes a dependant in exactly the same way as any
other dependant child of a Service person. Policy regarding Fostering and eligibility for SFA can
be found in JSP 464 Part 1, Tri-Service Accommodation Regulations.
Additional Needs and Disability
81.122. Arrangements exist within the Army to support serving personnel and their entitled family
members who have disabilities and additional needs. There is an overarching tri-Service policy
and detailed single Service policies that give guidance on the range and type of assistance
available and define the role of the single Services. In order for the MoD to meet its duty of care to
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Service personnel and their entitled family, it is mandatory for Army personnel to register the
disability or additional need with their MCM Div at the APC and with the Children’s Education
Advisory Service. Details can be found in AGAI Vol 3 Chap 108. SP considering overseas
assignments should also refer to the supportability policy in JSP 770 and AGAI Vol 3 Ch 108. In
addition, the Forces Additional Needs and Disability Forum (FANDF) is a non-publicly funded body
which is administered and supported through SSAFA. The aim of FANDF is to keep Service
families who have dependants with disabilities or additional needs in touch with issues that affect
them, both within and outside Service life, and to provide advice, guidance and where possible
additional support. Further direction and information can be found in:
a. JSP 820 – MOD Disability and Additional Needs Policy.
b. 2014DIN01-093 Forces Additional Needs and Disability Forum.
c. AGAI Volume 3 Chapter 108 – Career Management and Supportability Checking for
Serving Personnel with Family Members who have Additional Needs and/or Disabilities.
Maintenance of Families
81.123. It is Army policy to encourage all individuals to meet their obligations voluntarily towards
their spouse or civil partner (or former spouse or civil partner) and any children, and indeed they
have a moral responsibility to do so. Equally, it is Army policy that child and spousal maintenance
orders should be determined by the courts or Child Maintenance Service or Child Support Agency
(CSA) 23 where family-based arrangements are not appropriate; https://www.gov.uk/child-
maintenance/overview gives guidance. A Child Maintenance Calculator can be found at
https://www.gov.uk/calculate-your-child-maintenance and further advice at
http://www.cmoptions.org/. Service Personnel and their families should be reminded that they may
also seek legal advice. If CSA orders or Child Maintenance Service Orders are not paid
voluntarily, they may be enforced by the MoD in accordance with The MoU between the
Department for Work and Pensions Child Maintenance Group and the MoD. The DWPCMG
recognises that the nature of Service life can cause additional difficulties for Service personnel in
their dealings with the DWPCMG and as such have established a Forces Focal Point to support
Service personnel, ensuring that they receive a consistent, accurate, timely and cost effective
service for the assessment, calculation, collection and payment of Child Maintenance. The Forces
Focal Point can only be accessed through military welfare or finance staff. Full details of family
maintenance are covered in AGAI Volume 3 Chapter 83.
81.124. Where a Service Person is required by the Child Maintenance Service (CMS), the Child
Support Agency (CSA) or in accordance with a UK Court Order to pay maintenance for a child or to
a former spouse/partner then the Defence Business Service (DBS) may take those payments from
a Service Person’s pay at source.
81.125. Save for exceptional circumstances, a Foreign Maintenance Order should be registered
with a UK Court before the Defence Business Service (DBS) will enforce it against a Service
Person’s pay at source. An application to register a Foreign Maintenance Order with a UK Court
can be made through the relevant Central Authority in the country of origin to the UK REMO
(Reciprocal Enforcement of Maintenance Orders) Unit. If there is no Central Authority (for
example, Fiji has none), an application can be made through a local court in the country of origin
and that local court should then liaise directly with REMO.
Children and Young Peoples’ Service
81.126. MoD Directorate Children and Young People. The introduction of the Children Act 2004
in England, and its equivalents in the Devolved Administrations, has led to a significant change in
23
The CSA now only handles existing cases - child maintenance arrangements made through the CSA will be ending between now and
2017.
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the way in which services for children, young people and families are delivered. In response the
MOD created the Directorate Children and Young People (DCYP) to act as the tri-Service
professional lead for all issues related to Service Children and Young People (CYP); the MOD CYP
Trust Board, chaired by AG who holds tri-Service responsibility for Service CYP matters; the MOD
Safeguarding Children Board under an independent chair; and the MOD CYP Strategy and
Improvement Plan to enable effective performance and risk reporting, as well as Holding to
Account (H2A). In overseas locations the MOD acts in lieu of a local authority, including the
provision of children’s services, and subordinate Children’s Boards, Safeguarding Boards and
Children’s Plans exist in all major Commands. Within the UK, where responsibility remains with
local authorities and equivalents, DCYP ensures that the unique needs of Service CYP are met,
and seeks to identify and mitigate disadvantage. DCYP contains two key delivery organisations:
Service Children’s Education (SCE) which provides education overseas for Service children and
children of eligible MOD personnel; and the Children’s Education Advisory Service (CEAS) who
provide information, advice and support about all aspects of Service children’s education.
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PART 6 – TRANSITIONAL WELFARE SUPPORT
Welfare Support to those Leaving the Army, including Early Service Leavers, those
Identified as Vulnerable, those Medically Discharged with Severe Physical/Mental
Disablement and their Families
81.127. Personnel being discharged prematurely from the Army often leave at extremely short
notice without having had the opportunity to plan their transition to civilian life. This is especially
true for those being compulsorily discharged and those being demobilised post operations.
Consequently both the individuals being discharged and their families could be more vulnerable to
a range of social and welfare difficulties which, if left unattended, could lead to:
a. Homelessness or hostel living.
b. Indebtedness.
c. Relationship difficulties.
d. Drink/drug dependencies.
e. Unemployment or job transience.
f. Crime.
g. Gambling addiction.
81.128. The Army has a duty to these personnel and it must ensure that all Vulnerable (VSL) 24
and Early Service Leavers (ESL) are identified prior to discharge/demobilisation and made aware
of support available to them. COs are to ensure that all VSL and ESL have a one-to-one transition
interview prior to their discharge, in order to explore/identify potential vulnerability and enable
details to be passed to VWS for post discharge support. The interview is to be conducted by the
UWO or UWWO, using HARDFACTS as a template 25 .
81.129. APC should be aware that all F&C personnel who are to be discharged early and who
need to regularise their immigration status must apply to the Home Office ten weeks prior to their
discharge date in order to guarantee the grant of settlement (where they meet all the criteria)
shortly after discharge. On discharge, F&C personnel will not have recourse to public funds or the
right to work until such time that their settlement is granted. Therefore, notification of discharge
dates for F&C personnel must, in certain circumstances, under consultation with the unit, be no
less than 3 months in advance in order to allow units to notify the Home Office of the discharge
and for the soldier to start the application process both for themselves and any dependants.
81.130. The Army makes specific provisions for welfare support to those Service personnel who
are medically discharged with severe physical/mental disablement. The aim of this work has been:
a. To identify, register and contact those Service personnel deemed to be most

vulnerable due to their severe disablement and imminent medical discharge.
b. To clarify any welfare support needs they may have and then, in conjunction with the
MOD’s Veterans Welfare Service (VWS) - Veterans UK, take forward a plan for the provision
of the identified welfare support over the discharge period and beyond.
24
It is absolutely essential that Units are aware that any individual on the VRM register at time of discharge is classed as a Vulnerable
Service Leaver and the necessary TSRW protocols that apply to ESLs and SILs are followed.
25
Using the HARDFACTS template as explained in AGAI Vol 3 Chap 99 Command and Care of Wounded Injured and Sick personnel.
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c. For the VWS to maintain contact with the medically discharged veteran for at least 24
months beyond the discharge date, and further if required.
81.131. Veterans Welfare Service (VWS), Veterans UK part of MOD Defence Business
Services (DBS). The MOD’s VWS purpose is to enhance the quality of life for veterans and their
dependants. VWS works in collaborative partnerships with the Services, charities, statutory and
non-statutory bodies, local community service providers and Veterans Advisory & Pensions
Committees (VA&PC) to deliver a welfare service that promotes independence, within a veterans’
community, but provides continuous support through life. It also provides support to enable the
seamless transition from Service to civilian life for the more challenged groups. It achieves this by
adopting a single central coordinating role that facilitates access to all appropriate services
involved in transition. The VWS have an agreement between the three Services to support those
identified through the Tri-Service Welfare Referral (TSWR) Protocol to the MOD’s Veterans
Welfare Service:
a. The Tri-Service Welfare Referral (TSWR) Protocol. This protocol aims to ensure the
early identification and ongoing support for those Service leavers identified as being likely to
be discharged / about to transition from military service, who may have severe physical or
psychological disablement or are considered as having an enduring welfare need with which
they will require support post Service. Further information regarding the referral process can
be found at Annex G or https://www.gov.uk/government/collections/veterans-welfare-service-
protocols
b. Routine Medical Discharges. With other medical discharges VWS initiate contact
when JPAC notify of the discharge, maintain contact as required by the client and are then
proactive, yearly on the anniversary of the discharge. The VWS provides a national
caseworker approach that offers help and guidance in a professional manner through either
telephone contact or a dedicated visiting service. The VWS can be contacted via the Helpline
Freephone: 0808 1914 2 18, or email: veterans-uk@mod.uk
81.132. In addition to the provision for those service personnel leaving the service prematurely, all
Army Service leavers must receive a copy of ‘Transition to Civilian Life – A Welfare Guide” 26 as
part of their routine discharge procedure.
Aftercare Support
81.133. Aftercare is the provision of support to the ex-Service community of veterans and their
families. It is principally delivered by the MOD’s Veterans Welfare Service (VWS), Veterans UK
part of MOD Defence Business Services (DBS) and supported by Regimental and Corps
Associations, the ABF and charities that serve both the serving and the ex-Service community. It
includes the process by which vulnerable SLs and their families are identified, and with their
agreement, ensure a VWS TSWR Protocol is completed in order that seamless support can be
provided. Requests for non-public financial assistance can also be submitted and these are
normally channelled through the appropriate Regimental or Corps Association and where
necessary they will seek additional support from the ABF.
81.134. It is Army Policy that Regimental or Corps Associations provide assistance and comfort to
vulnerable members of their Army families both the serving and veterans and their families who
seek support during for instance; transition to civilian life, bereavement or serious illness. In
delivering support Regimental or Corps Associations can draw on wide ranging sources of advice
and resources, a list of which includes the supporting organizations and charities at Annex H. As
MOD’s VWS is the statutory body for Veterans support it is encouraged that they are involved at an
early stage to assist those identified as vulnerable.
26
Transition to Civilian Life – A Welfare Guide for Service Leavers AC 64408.
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Annexes:
A. Mandatory Unit Welfare Responsibilities.

B. Unit and Formation Welfare Management Committees (WMC) – Terms of Reference.
C. Army Welfare Training.
D. Land Forces Standing Order No 3355 (Second Revise) Army Welfare Service (AWS)
Charter.
E. The HIVE Deployment Support Options.
F. Patient Care Pathway for Aeromed Service Personnel.
G. MOD Veterans Welfare Service (VWS) TSWR Protocol.
H. Charitable Welfare Requirements and Providers.
I. Sources of Welfare Guidance Aide Memoire.
J. Specialist Welfare Recommendations.
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ANNEX A TO CHAPTER 81
MANDATORY UNIT WELFARE RESPONSIBILITIES
General
1. The provision of primary welfare support within the unit is firmly the responsibility of the
Commanding Officer (CO). The CO exercises this responsibility through the unit Chain of
Command (CoC) and a trained Unit Welfare Officer (UWO), or within the Reserve, the Regimental
Operations Support Officer (ROSO).
Unit Welfare Standing Orders and Instructions
2. Commanders at all levels are to promulgate Welfare Standing Orders or Instructions (a

framework for which is at Appendix 1) that:
a. Provide and resource appropriate personal and community support assets.
b. Establish a stigma-free and confidential welfare culture that encourages personnel to

seek advice at the earliest opportunity either through the CoC or directly to Service welfare
staff.
c. Provide or ensure access to welfare resources.
d. Ensure that all appropriate personnel undergo training suitable to meet their welfare
responsibilities.
e. Ensure that full details of welfare and community support services, are communicated
effectively to the Service community in a way that is suitable to meet their individual needs.
This is to include details of the MoD’s Equality and Diversity Policy and MoD Harassment
Complaints Procedures, whilst ensuring that the welfare needs of the parties to a complaint
(complainant and respondent) are properly considered and that they are protected from the
stresses of their situation.
f. Confirm when individuals or unit staff should seek specialist advice where necessary.
Timely advice and guidance should be sought from higher authority where required.
Potentially high profile and contentious issues should be referred to higher authority for
consideration before unit action is taken.
g. Maintain a close working relationship with specialist welfare organisations granting

suitable access where required. The CO is to regularly hold formal welfare conferences run
by unit welfare and specialist staff to address current welfare issues and ensure that a
seamless and coherent welfare service is available.
h. Include welfare requirements within preparations for all exercises and non-operational
and operational deployments; this should apply equally to mobilised Reservists attached to
the unit.
i. Disseminate, as part of the induction process for personnel and their families newly
arrived at a unit, the following information as a minimum:
(1) Details of the welfare CoC. Personnel should be made fully aware of whom they
or their families can contact and how.
(2) Assurances that the unit is a stigma-free and confidential welfare environment.
(3) MoD’s Equality and Diversity policy and the MoD Harassment Complaints
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Procedures and contact details for the Army’s Confidential Bullying, Harassment and
Discrimination Helpline (01264 381992 or 94391 7922).
(4) Details of welfare facilities both on and away from the unit. These should include
at the very least, the Joint Casualty and Compassionate Cell (JCCC), Army Welfare
Service (AWS), Forces Line (FL), HIVE and community centre; education and sports
facilities; social and retail facilities; and youth and childcare facilities and activities and
local authority community facilities, such as swimming pools and advice centres.
(5) The Families Induction Presentation for F&C personnel.
UWO/ROSO Responsibilities
3. The main responsibilities of the UWO/ROSO are to:
a. Be responsible to the CO for the support, assistance and welfare advice given to
soldiers and families of the unit. This is best done through the development of a Unit Welfare
Information Pack (UWIP) for serving personnel and their families that lays out the unit’s
approach to welfare for its soldiers and families (see para 5 below).
b. Brief the CO and the unit CoC, when necessary, on individual cases within the code of
confidentiality.
c. Liaise with relevant welfare agencies and social services on behalf of the unit in order
to:
(1) Establish working links with local welfare organisations such as the Army Welfare
Service (AWS), HIVE, WRVS, AFF, Service social welfare services providers, local
welfare charities such as RBL, SSAFA and RELATE, CAB and Local Authority
representatives where appropriate.
(2) Ensure that appropriate and timely referrals are made to relevant agencies when
specialist intervention is required, eg safeguarding children’s concerns.
(3) Establish and maintain links with local pre-school groups (Include Early Years
Childcare) and schools (particularly where there is a concentration of children from
the unit).
(4) Establish and maintain links with local Service medical staff and local health
services and health visitors.
(5) Act as the local Child Support Agency (CSA) Forces Focal Point.
d. Be aware of other Army Welfare resources such as FL.
e. Provide the focal point for unit housing and the link with the HASC or Housing and
Community Support Staff Officer overseas.
f. Be the unit representative on welfare and Wounded Injured and Sick (WIS)
committees, where directed to attend, and act as the CO’s representative on welfare matters
within the unit/station/garrison.
g. Act as a two-way channel of communication and develop mechanisms for listening to

views, feelings and needs of soldiers and families, such as spouses’ forums. Provide
feedback to the unit chain of command, noting the restrictions of the code of confidentiality.
h. Encourage both Service personnel and families to participate in voluntary activities
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such as families support groups, youth and community activities and supporting service
charities in service committees.
i. Establish a local database of support groups, which exist locally, ie CRUSE

(bereavement counselling); SANDS (Stillbirth and Neonatal Death Society); and MENCAP
(support to individuals and families with learning difficulties) etc.
4. It is strongly recommended that UWO/ROSOs are not normally used as CNO/VO or OC

Rear party in order to ensure they are available for core welfare support activities to the unit as a
whole and do not create a conflict of interest through involvement in both discipline and welfare
matters.
Key Welfare Activities
5. Key welfare Activities for the units to cover are at Appendix 2.
Unit Welfare Information Packs (UWIP)
6. UWO/ROSO should lead in the development of a UWIP for dissemination within the unit.
This document should be brief, readable and concise. The main points to cover are:
a. A summary of what support the Unit Welfare Office/Regimental Support Office can
provide to:
(1) The CoC in the unit.
(2) Married/civil partners serving personnel and their families.
(3) Single soldiers and fiancées/future spouse or partners and parents or Emergency
Contacts.
(4) Non-British Serving Personnel and their families.
b. An explanation of the Army code of confidentiality.
c. Details of how to contact unit welfare office staff.
d. Details of how to contact other Service welfare providers (e.g.

AWS/AWIS/HIVE/JSHAO/FL etc).
Selection, Training, Employment Checks and Development of Unit Welfare Office Staff
7. COs are responsible for ensuring that their welfare office staff are employment checked and
are appropriately trained for the post. Normally this should take place before taking up
appointments.
a. Selection. The selection of appropriate unit welfare staff is key to effective welfare
support. COs are to ensure that UWOs/ROSOs are selected against the following
competencies and personal qualities. Before assigning individuals to welfare posts,
individuals are required to be employment checked.
(1) Essential competencies for welfare work are:
(a) Sound interpersonal skills.
(b) Good verbal and writing skills.
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(c) Well organised administrator.
(2) Personal qualities required for assignment to welfare posts are:
(a) Compassion.
(b) Understanding.
(c) Integrity.
(d) Ability to work in a small closely knit team.
(e) Willingness to accept the post. This is not the job for a non-volunteer
(pressed man or woman).
(f) Empathy.
b. Mandatory Training. All UWO/ROSO and Assistant UWO/ROSO WO/SNCOs are to

attend the Unit Welfare Office Course Pt 1 before assuming appointment; and subsequently
attend the UWO Cse Pt 2 within six months of taking up appointment. Details of these
courses are published annually in Defence Instructions and Notices. UWO/ROSOs are also
to attend their LA inter-agency safeguarding children training. In addition Overseas
Commands are to run theatre specific welfare courses to ensure compliance with local
welfare standing orders and instructions. Full training requirement details are contained in
Annex C.
c. Employment Checks. Unit Welfare Office staff are to be Disclosure and Barring
Service (DBS) checked prior to taking up appointment.
d. Development Training.
(1) IT and Data Protection training.
(2) Specialist Skills – UWO staff should attend unit welfare office training, seminars
and workshops conducted by AWS or local authorities on issues such as safeguarding
children and domestic abuse.
Code of Confidentiality
8. All UWO/ROSOs and their staff are to abide by the Code of Confidentiality when dealing with
individual cases. Where AGAI Vol 3 Chap 110 (VRM) procedures differ from the Army Code of
Confidentiality the procedures in AGAI Vol 3 Chap 110 should be followed.
Safeguarding Children
9. Matters or situations where there are safeguarding children or child protection and vulnerable
adult concerns must be brought to the attention of the local AWS/PWS.
Welfare Management Committees (WMC)
10. Monthly WMC are to be held/chaired by the CO in accordance with the direction in Annex B;
these should include the Adjutant, Regimental Career Management Officer (if established) and sub
unit commanders. Close working relationships with other unit ‘welfare’ staff, such as the Padre,
the Regimental Admin Officer (or Detachment Commander) and the Regimental Medical Officer,
should also be established.
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Communications
11. There must be regular communication both up and down the unit CoC and between the unit
CoC and welfare agencies with the UWO/ROSO as the focal point. Mechanisms for achieving this
should include, but are not limited to:
a. Oral briefings, as a minimum units are to run induction/orientation briefings for a newly
arrived Service personnel and offer regular induction/orientation briefings to newly joined
soldiers and their families.
b. Newsletters – these must also be sent to single soldiers’ emergency contacts/next of

kin or nominated partner during deployments – having sought the permission of the soldier
first.
c. Monthly welfare management conferences.
d. Unit notice boards.
e. Unit welfare seminars – to both the soldiers and their accompanying families
f. Welfare information boards
g. Information (dedicated welfare pages) on ArmyNET/unit websites
h. Use of e-mails/ArmyNET SMS text messaging.
i. Social Media (Facebook, Twitter etc).
12. The use of formation and garrison facilities such as local Overseas Commands families’ in-
country briefing booklets, Army Garrison Community Guides, Garrison news sheets, and local
Garrison radio/BFBS should be also considered.
ArmyNET
13. ArmyNET is a MoD sponsored Army website that provides individual soldiers and their
families with access to information about the Army as well as providing links to the open Army
website. Although the information on the website is unclassified, it does provide soldiers and their
families with access to information that may not necessarily be in the public domain. For example
the website include access to open MoD sponsored Regimental and Corps sites, staff lists, Army
Briefing Notes, back briefs from CGS’ Briefing Team together with welfare information for soldiers’
families within the limits set by JSP 440 - Security. Access to the website is through a security
gate similar to that used by standard Internet banking. The site allows User Groups (Corps,
Regiments, etc.) to have a unique customised display and makes the user feel at home within each
of the electronic areas. Deployments have web pages alongside these other User Groups. Units
are encouraged to have both unit websites and processes in place to ensure serving personnel
and their families have individual accounts. The use of the SMS texting facility greatly enhances
unit welfare staff ability to communicate with those registered.
Establishments
14. Establishments are set by Arms and Service Directors. The following minimum staffing
levels are recommended:
a. Major unit. UWO/ROSO (Maj/Capt), Assistant UWO/ROSO (WO2/SSgt), JNCO,

civilian staff.
b. Minor unit. UWO/ROSO (WO2/SSgt), JNCO, civilian staff.
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c. Independent unit. UWO/ROSO (Capt/WO2), Cpl/LCpl, civilian staff.
15. It is recommended that at least one member of staff is female to either deal directly with
welfare casework or assist/accompany male welfare staff where appropriate. Staffing levels are to
be reviewed by the CoC prior to unit deployments with a view to increase the staffing levels. It is
strongly recommended that UWOs/ROSOs do not form an integral part of the unit discipline and
confidential report writing chain, as conflict of interests may develop.
Resources
16. Equipment tables and office infrastructure are the responsibility of the CoC and the following
provision is recommended:
a. Accommodation and its Location. The needs of the client, whether they are single
soldiers or families, should be the determining factor in locating a unit welfare office.
Specific locations will vary from unit to unit and a balance will have to be struck between
accessibility and the need for anonymity. Co-location with other welfare or community
support assets such as community centres, HIVE or Women’s Royal Voluntary Service
should be considered where possible. The accommodation/office space provided should not
normally be in Regt HQ. It should include an area for confidential interviews, and have ready
access to male and female toilets. Thought should be given to running two welfare offices; a
satellite welfare office accessible to single soldiers within the barracks and a main office
adjacent to Service Families’ Accommodation areas for families.
b. Office Equipment. In addition to the normal range of office equipment, welfare offices
will require IT access to both the MoD intranet and the Internet, telephones (with both military
and civilian access), mobile telephone(s), and secure filing facilities.
c. Finance. COs are encouraged to provide their Unit Welfare Office with ready access
to a non-publicly funded cash float (CO’s Public Fund (COPF), PRI or Garrison welfare
funds). In addition, funding for specific welfare projects can be applied for from The Royal
British Legion, SSAFA In-Service committees, Nuffield Trust, Army Central Fund, Berlin
Infantry Brigade Memorial Trust Fund, SSVC and ABF/Corps/Regimental funds in
accordance with the appropriate funds instructions. Where authorised publicly funded
resources are available through the COPF and Deployment Welfare Policy (DWP), which
provides a publicly funded families element (Families Welfare Grant) to support UWO/ROSO
activities.
d. Welfare Transport. Access to civilian vehicle and driver who is employment (DBS)
checked. Support is available through JSP 800 and LFSO 3025. Appropriate insurance
cover may be required when transporting families.
e. Dress. Where unit welfare staff require to wear civilian clothes when undertaking their
duties, allowances for soldiers may be claimed in accordance with JSP 752. Officers receive
a clothing allowance tax rebate for this purpose.
Welfare Data
17. The UWO should be the focal point to receive and compile anonymous data on welfare
trends within the unit, which should then be reported, along with other suitable demographic data,
at unit WMC. Separate reports could be compiled using a summary of the numbers and categories
of unit cases being dealt with by the AWS.
Family Mentors/Emergency Family Support
18. Units may wish to consider maintaining a list of experienced families who could assist in
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mentoring newly joined families on arrival in station. In addition a list of "reliable families" (also
known as a ‘trusted friends’ scheme) may also be developed to help in crisis situations by
providing sympathy and support and emergency childcare. Such families must have full and
proper clearance checks made, in accordance with correct Child Protection regulations, before
they can temporarily look after children. Permission of the family will also be required before such
checks are carried out - seek further advice from your local AWS.
Reducing Stress on Welfare Staff
19. Much of the work unit welfare staff have to deal with will be new and uncomfortable to deal
with and it is recognised that unit welfare staff will require regular opportunities to manage stress
by discussing confidential issues and the handling of individual cases outside the confines of the
unit. UWOs are encouraged to develop close working relationships with their local AWWs to
discuss case issues within a confidential environment. This will help and reassure the UWO that
the actions proposed are correct and provide an opportunity to explore and express personal
distress, difficulties or lack of motivation. Depending upon their availability the unit Padre and/or
the unit Medical Officer can also be used for a similar purpose. Eligible staff should bid for the
“Caring for the Carers” course, with further details available in “Welfare Matters”.
Reference Documents
20. The documents listed below are considered essential and must be held in the UWO office:
a. AGAI Vol 2 Chap 57 – Health Committees.
b. AGAI Vol 3 Chap 81 – Army Welfare Policy.
c. AGAI Vol 3 Chap 83 – Welfare of Families. This Chapter includes:
(1) Maintenance of Families - Individual Complaints.
(2) Foreign Spouses – Entry to the UK and Naturalisation as British Citizens.
(3) Protection of Children.
(4) Domestic Violence.
(5) Support to Estranged Spouses.
d. AGAI Vol 3 Chap 89 Part 2 – Civil Debts – paragraphs 89.051 to 89.066.
e. AGAI Vol 3 Chap 99 – Wounded Injured and Sick.
f. AGAI Vol 3 Chap 108 – Career Management and Supportability Checking for Serving
Personnel whose Family Members have Disabilities and/or Additional Needs.
g. AGAI Vol 3 Chap 109 - Care For Soldiers Under The Age Of 18 (U18).
h. AGAI Vol 3 Chap 110 – Vulnerability Risk Management.
i. Welfare Handbook – A Guide for Commanders (AC 64159).
j. Soldier Management a Guide for Commanders (AC 64286).
k. A Self-Help Guide to Dealing with Personal Debt (AC 63968).
l. JSP 342 - The Education of Service Children.
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m. JSP 375, Leaflet 25 – Stress Management.
n. JSP 464 - Tri-Service Accommodation Regulations (TSARs).
o. JSP 751 - Joint Casualty and Compassionate Procedures.
p. JSP 770 – Tri-Service Operational and Non-Operational Welfare Policy.
q. JSP 819 - Delivering Early Years Foundation Stage (EYFS) in Overseas Settings.
r. JSP 820 - Disability and Additional Needs Policy.
s. JSP 834 - Safeguarding Children.
t. JSP 898 Pt 3 Chapter 13 – Defence Direction on Stress Management Training.
u. JSP 913 - Tri-Service policy on Domestic Abuse and Sexual Violence.
v. A Guide for Army Families Edition 3 dated 2010.
w. AWS Guide/Phone Directory (issued by HQ AWS).
x. LFSO 3209 - Army’s Post Operational Stress Management Policy.
y. LFSO 3217 - Trauma Risk Management (TRiM).
z. LFSO 3218 - Army Stress Management Training Policy.
aa. Resources for Foster Carers - SSAFA Online Resources.
bb. Transition to Civilian Life a Welfare Guide (Booklet Edition No 4 – June 2013).
cc. MoD/SSAFA Booklets:
(1) Coping with Breakdown in Marriage.
(2) Disability and Additional Needs – A Guide for Parents and Carers.
dd. A Commanders Guide to Mental Health and Wellbeing (AC64462 – Vers 2 Feb 14).
ee. Service Families Task Force Guide to Moving (available from the Services Community
DefenceNET website (issued by SPPol Com Sp).
ff. Values and Standards of the British Army (AC 63812).
gg. Values and Standards of the British Army - Commanders Edition (AC 63813).
hh. DWP leaflet GL26 – Service Families: A guide to benefits you may be able to get while
you are abroad or if you are returning to the UK. (Obtainable from local Benefits offices).
ii. Defence Discount Brochure.
jj. PS4(A) Unit Guide to Supporting Non-British Nationals.
kk. Regular and Territorial Army Families Deployment Guides.
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ll. Coming Home – A Guide for Army Personnel Returning from Operational Duty
(AC64539).
mm. JSP 763 – The MoD Bullying and Harassment Complaints Procedures.
Websites
21. The following provide useful sources of information:
a. Army Intranet – PS4

http://defenceintranet.diif.r.mil.uk/Organisations/Orgs/Army/Organisations/Orgs/ag/Organisati
ons/Orgs/dgpers/Organisations/Orgs/dpsa/Orgs/PS4A/Pages/PS4AHome.aspx
b. Army Welfare & Support (www.army.mod.uk).
c. ArmyNET (www.armynet.mod.uk).
d. Service Community Website (www.mod.gov.uk).
Appendices:
1. Unit Welfare Framework Standing Orders/Instructions.

2. Key Unit Welfare Activities.
3. Welfare Files – Recording, Retention and Access.
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APPENDIX 1 TO ANNEX A TO CHAPTER 81

UNIT WELFARE FRAMEWORK STANDING ORDERS/INSTRUCTIONS
Introduction
1. Welfare is recognized as an important and integral element of operational efficiency. Ist

Battalion the XX Regt will ensure that welfare measures are in place, wherever practicable and
manageable, that provide the timely and effective assistance necessary to maintain operational
effectiveness. Welfare is core Chain of Command (CoC) business and is delivered through public
funds supplemented by Service non-public funds and charitable sources where appropriate.
How to Access Welfare Support
2. Within 1st Bn XX Regt all personnel and their entitled families are encouraged to seek
welfare advice or guidance through the chain of command or the appropriate welfare specialist
directly when required. Contact details are as follows:
a. Unit Welfare Officer/ Regimental Operations Support Officer (UWO/ROSO).
b. HIVE.
c. Padre.
d. Local Army Welfare Service (AWS).
e. ForcesLine (FL).
f. Joint Casualty Compassionate Cell (JCCC).
Unit/Garrison Welfare Facilities
3. 1st Bn XX Regt will provide access to the following welfare and community support for all unit
Service personnel and their families:
a. Personnel and their Families.
(1) CoC (Officers/WO/SNCOs/JNCOs).
(2) Regimental Medical Officer.
(3) UWO/ROSO.
(4) Pastoral care (including Military, Civilian Chaplains or Multi-Faith chaplains).
(5) Specialist Welfare Workers (AWS).
(6) Unit Human Resources Personnel Staff.
(7) Equality and Diversity Advisers (EDAs) 27 .
(8) HIVE Information Support Officers.
(9) Soldiers and families induction courses.
27
For military personnel only.
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(10) Unit Welfare Information packages, leaflets and guides.
b. Facilities and Locations (see JSP 315).
(1) Welfare Office.
(2) HIVE.
(3) Education and recreation library/internet facilities.
(4) Community centre.
(5) Childcare facilities and information where practicable and manageable.
(6) Catering, retail and leisure facilities.
(7) Sports and training facilities.
(8) Place of worship.
Unit Welfare Management Committee Meetings
4. CO 1st Bn XX Regt will chair monthly Welfare Management Committee meetings in order to
discuss individual casework (within the bounds of the code of confidentiality), co-ordinate existing
welfare support, capture emerging welfare issues and share best practice. The membership will
include:
a. CO (Chair).
b. Adjt.
c. Unit Recovery Officer.
d. Commanders involved in individual casework as appropriate.
e. RMO / Civilian Medical Practitioner (CMP).
f. Community Psychiatric Nurse (CPN) (as required / available).
g. DCMH Mental Health Social Worker (as required / available).
h. RAO.
i. AWS Representative.
j. WRVS Representative.
k. HIVE Representative.
l. Army Families Federation Representative.
m. Regimental Careers Management Officer.
n. Padre.
o. Local Housing Information Centre /Defence Estates Representative.
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p. Childcare Representative.
q. Local Authority Representation (as appropriate ie; Statutory Social Work Service/
Health/Education/Community Support workers.
r. Youth/Community Workers.
s. Service Charity In-Service Representatives.
t. Unit/Subunit Representatives.
u. Unit Welfare Officer (Sec*).
Handling Individual Casework
5. As part of the Welfare Management Committee meeting the CO is to discuss and review
individual casework involving appropriate Commanders and all necessary welfare specialists
where required, within the limits of confidentiality, and a record of discussions/decisions
maintained. Individuals concerned should know that case conferences concerning them have
occurred and they should be informed of what had been discussed and decided. The UWO/ROSO
or CoC is to seek the advice of welfare specialists where necessary. Other attendees not involved
with individual casework should not be present during discussions.
Code of Confidentiality
6. All welfare work with 1st Bn XX Regt is conducted within a code of confidentiality. The core
element of this code is the legal and professional obligation not to disclose ‘confidential
information’ (which may include the fact that an individual is using a welfare service) without the
express consent of the individual concerned. However, this general duty of confidentiality is not
absolute and confidential information may be disclosed without the individual’s consent where the
disclosure is required by law or can be justified in the public, including Service, interest, for
example where the disclosure is essential to protect the individual, or third parties, from the risk of
death or serious harm.
Further, there is no duty of confidentiality which would involve the concealment of a military
offence; therefore, there is no obligation to obtain an individual’s consent to the disclosure of
confidential information where there is well-founded suspicion at there has been, or is likely to be,
a contravention of military law (including the commission of a military or criminal offence).
Whether the disclosure of confidential information is in the public, including Service interest, must
be judged at the time when the disclosure is sought and any such disclosure must be restricted to
the information necessary to avert the contravention of military law and restricted to those to whom
it is essential that such information is provided.
Examples of those to whom it may be appropriate to make disclosures of confidential information

can include: CoC, RMP, Civilian Police, Social Services and Medical Services.
7. Confidentiality is only to be breached in the circumstances set out in the exceptions above
when there is clear evidence of a detrimental impact on operational effectiveness, and not as a
general justification for disclosing ‘private information’ without the consent of the soldier or family
member concerned. When any of the exception conditions listed above exist, the individual
concerned should be informed of the action to be taken before disclosure is carried out unless to
do so would put the individual or others at risk. Where there is any doubt as to whether an
exception condition has been met, advice should be sought from the Divisional Legal Branch via
the Unit Welfare Office.
8. All members of staff and volunteers involved in the provision of Army welfare must abide by
the principles detailed above as disclosure of any ‘private information’ without the consent of the
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individual concerned is a serious act. For their own protection, and the protection of their service
users and any individuals to whom information refers, all members of welfare staff and volunteers
are to seek the advice of a superior member of welfare staff if it appears that conditions exist for
disclosure without consent.
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KEY UNIT WELFARE ACTIVITIES
To assist with the integration of soldiers and families into the unit particularly those families in
Substitute Service Families’ Accommodation and who are living unaccompanied by their serving
spouses:
Serial Work Area Activities

(a) (b) (c)
1 Before arrival Determine the type and level of information to be sent to the incoming
at Unit soldier/accompanying dependants.
Develop linkage with the Unit Adjutant/Regimental Career

Management Officer/Human Resources Staff/HIVE/HASC/DIO so that
unit welfare staff receive information about assignments.
Put together an information pack and dispatch it to the incoming

soldier – your local HIVE may have already developed a generic pack
for the area - covering general information on the function of the unit
and the local area. This pack should include information on local
housing, schools and medical and dental arrangements and details on
how to contact them. Address any problems and implications, if for
example the unit is in an isolated location or there are specific local
security issues. Other unit spouses could be asked to assist.
Develop ‘best use’ of the different means of providing this information.
Consider the use of unit multi-media opportunities on websites in

addition to brochures and photographs.
2 On Arrival in Arrange ‘meet & greet’ mechanisms for families, including use or
Unit mentoring families.
Provide unit induction for single soldiers and soldiers and their families.
Ensure that all soldiers receive an interview by an Officer of Field rank.
Make sure arrangements include owner-occupiers and those not living

in local quarters.
Subsequent to Arrival in Unit arrange an induction programme for

families to the unit area and facilities.
Do not forget the single soldier or those who serve unaccompanied –

they will need briefing in the same way as the married/civil partnership
accompanied soldier. Newly arrived Non-British families should be
offered UK/Host Nation orientation briefings.
Check and log visa details of F&C personnel and their families – note
when visas are due to expire. Newly arrived Non-British families
should be offered UK/Host Nation orientation briefings – a template is
available on the PS4 webpage.
3 Provide Make sure soldiers and families are aware of the ‘Army code of
personal support to confidentiality’.
unit personnel and
their families Ensure all soldiers and families receive the best available level of
welfare support.
Adopt a standard and recognized approach to welfare problems but be

aware of the sensitivities of dealing with problems in personal
relationships, such as relationship breakdown.
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Always respond to problems in a positive manner.
Provide factual and accurate information.
Provide a professional ‘signposting’ procedure to other agencies and

facilities.
Develop coherent problem management framework.
Make sure welfare office procedures include single soldiers.
Ensure that there is a formal link between UWO/ROSO staff, the unit
WRVS person, the Regimental Medical Officer (RMO), Army Welfare
Support (AWS) and unit/garrison pastoral care. It is suggested that
WRVS, the RMO and padres (and MoD/Service police where
appropriate) are included in unit Welfare Management Committee).
Regular combined ‘padre/unit welfare/AWS hour’ for soldiers and

junior commanders.
Additional welfare support to serving personnel and their families who

may be subject to media, police or other investigation or on trial.
Provide support where appropriate or tasked to non-unit personnel or

their families within geographic area of responsibility such as
estranged spouses/civil partners the bereaved, or families with serving
soldiers on deployment or long courses.
Don’t try and resolve all problems brought to your attention –

remember to use specialist agencies. In particular, note that immediate
problems often conceal much deeper routed issues, for example
financial problems involving the CSA often reveal other debt problems.
Refer all actual/suspected incidents of domestic abuse to AWS.
4 Provide Tailor the provision of information to specific unit task/event.
information to the
spouse/civil partner Ensure that the information is kept up to date.
and family on the
Army, unit and on Ensure that information reaches all spouses/civil partners and families.
current
events/activities Consider using the unit website for the dissemination of information as
well as posters, brochures and newsletters.
5 To provide Before deployment:
support for individuals
and families during Provide information such as operational tour or exercise dates, the
deployments location, the available allowances, travel to UK (if unit is overseas),
R&R details, communication facilities (e-blueys, telephone calls etc.)
and details of the tour or exercise. Provision of welfare facilities and
points of contact.
Inform, by letter, all families regardless of their location (SFA, SSFA or

own house) including the parents or nominated emergency contacts of
single soldiers information of the level of support that will be provided
and offer an option of follow-up support.
During deployment:
Act as focal point for families in terms of information, community links.

Organize briefings and social activities. It is recommended that the
unit allows only one source of information; and that is the unit welfare
office.
Provide updates on news from the operational theatre/exercise.

Maximize use of unit/UWO notice boards, unit website and unit
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newsletters.
Investigate whether isolated families such as those in SSFA or their

own house would like a home visit from support such as a SSAFA-FH
In-service volunteers.
Ensure families are briefed in accordance with Army’s Post

Operational Stress Management Policy so they are aware of both what
to look out for and sources of support.
Prepare for the return of the unit. After deployment:
Encourage in-barrack familiarization period before leave; re-establish

unit ‘patch’ and family routines; be prepared for a potential increase in
relationship problems.
6 On departure Ensure individuals and families are appropriately documented and
from unit signposted to all the available sources of information.
Inform Individuals that the MOD Veterans UK has a Helpline Number

0808 1914218 and is available to offer ‘Through Life Support’.
On discharge, ensure non-British personnel wishing to remain in the

UK have applied to regularise their immigration status (this can be
done up to10 weeks prior to discharge date).
On the day of discharge, units must cancel the exempt stamp in the
SP’s passport and notify the Home Office of their discharge. The
DPS(A) PS4 Foreign and Commonwealth Guide outlines the exact
process.
7 Community Ensure contact is made and maintained to the mutual benefit of
and local Service soldiers and their families with:
charity Engagement
TRBL
Local Authorities
Schools
NHS Primary Care Trust
Local GP/Dentists
Childcare facilities and Surestart centres in England
AFF
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WELFARE FILES – RECORDING, RETENTION AND ACCESS
1. The Data Protection Act 1998 (DPA) and, in the case of the MoD, JSP 441, lays down
specific guidelines for the content, storage and access to personal information. Further to Chap 7
of JSP 441, careful consideration should be made as what personal information is to be held on
individuals, with arrangements made to ensure that it is stored securely for as long as is required
and no longer (see DPA Guidance Note 1 - Annex A 28 ) and then appropriately disposed of. In
particular, medical records should be kept as separate sub-sets of personal files. Armed services
medical records can be made publicly available at 100 years from the date of the last entry on the
record unless there are particular reasons not to do so.
2. The DPA and, in the case of the MoD, JSP 441, lays down specific guidelines for the
content, storage and access to personal information. The principles that apply are that the data:
a. Storage should be seen as being fair and lawful.
b. Is necessary and for specific purposes.
c. Is relevant and specific for the purpose (avoid superfluous detail and do not ‘interpret’).
d. Is accurate and up-to-date.
e. Is of limited content and retention.
f. Is kept securely.
3. Agreement on Record Keeping. It is recommended that a unit agreement on record

keeping is set up and promulgated. The agreement should cover the scope and range of notes to
be kept, details of who has access to the information, any arrangements for sharing information
such as to a third party and arrangements for access. The data subject must give express consent
to have personal information kept and processed where necessary, in order for the Unit Welfare
Officer/Regimental Operations Support Officer (UWO/ROSO) to take on the case. It is
recommended that written consent is obtained or at least that a record of any consent obtained is
made. If contact forms are used it is recommended that they contain minimal details. The only
exceptions to this – where recording of accurate, factual information would still be necessary,
regardless of the consent from the service user – are listed in para 5 below, eg recording should
not be shared with the service user if this may increase risk of harm to another child or adult.
4. Access to Personal Information. The DPA gives an individual the right to see, have a copy
of and challenge any personal information kept on them having followed the correct data access
procedures.
5. Exceptions. Disclosure of information should not take place when the information is
restricted by statute such as adoption records or it is likely to:
a. Interfere with the prevention or detection of crime.
b. Prejudice national security or operational effectiveness.
c. Cause harm to the physical or mental health of the Service user or another individual.
d. Conflict with the instructions from a third party who does not consent for their
information to be released. This can be overruled if it is deemed that the reasons the third
28
DPA Guidance Note 1
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party has for withholding information are not valid.
6. Transferring Information. Files should not be routinely transferred to another unit on

posting of an individual and family; however a summary of the contents of the file may be
transferred to the gaining unit, having first obtained the consent of the individual concerned. A
notable exception to this general rule is set out in AGAI Vol 3 Chap 110 (Suicide Vulnerability Risk
Management) para 110.022 (Care Assessment Plan). If a welfare file is not required for transfer,
the UWO/ROSOs is to destroy such files after three years, in accordance with MoD DPA guidance.
7. Case Record Forms. AWS have developed a format for reports and system of recording
which UWO/ROSOs should use – further information can be obtained from HQ AWS.
8. Further Advice. It is important to keep the client involved in any information recording
process. Further advice can be sought from your unit Records Management Officer or JSP 440.
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ANNEX B TO CHAPTER 81
UNIT AND FORMATION WELFARE MANAGEMENT COMMITTEES (WMC) – TERMS OF
REFERENCE
Purpose
1. The purpose of the Formation/Unit WMC is to:
a. Maximize military capability through the effective co-ordination of existing welfare

support.
b. Capture emerging welfare trends in order, where appropriate, to reallocate existing

welfare resources or inform future resource bids.
c. Share best practice.
Frequency
2. WMC are to take place monthly.
Membership 29
3. The following members should attend where practicable:
a. Commander/Commanding Officer (Chair).
b. Deputy Chief of Staff/Adjutant.
c. Sickness Absence Management Officer.
d. Service Medical Staff.
e. Staff and Personnel Support/Human Resources staff Representative.
f. Army Welfare Service Representative.
g. Women’s Royal Voluntary Service Representative.
h. HIVE Representative.
i. Army Families Federation Representative.
j. Career Management Representative.
k. Pastoral Care Representative.
l. Housing Information Centre/Defence Estates Representative.
m. Childcare Representative
n. Local Authority Representation as appropriate e.g. Statutory Social Work Service/

Health/Education/Community Support workers.
29
To be adjusted to Formation/Unit representation as required by the local commander taking account of additional representation in the
overseas commands as required.
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o. Youth/Community Workers.
p. Service Charity Representatives.
q. Unit/Sub-unit Representatives.
r. Formation/Unit Welfare Officer (Sec).
Reporting
4. Formation/Units are to report unresolved emerging welfare trends and examples of best
practice through the Chain of Command WMC structure at Appendix 1.
Individual Casework and Co-ordination
5. Where VRM reviews or individual casework is to be discussed, the meeting is to be managed

in such a way as to ensure that confidentiality is maintained by standing down those members not
required.
Synergy with Unit Health Committees
6. Monthly Welfare Management Committees should be held prior to the monthly Unit Health
Committee or on the same day.
Appendix:
1. Army Welfare Management Committee Structure.
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APPENDIX 1 TO ANNEX B TO CHAPTER 81

ARMY WELFARE MANAGEMENT COMMITTEE STRUCTURE
EXECUTIVE COMMITTEE OF THE ARMY BOARD
ARMY WELFARE FORUM
ARMY WELFARE WORKING GROUP
DIVISIONAL/OVERSEAS COMMANDS WELFARE MANAGEMENT COMMITTEES
FORMATION WELFARE MANAGEMENT COMMITTEES
GARRISON/STATION WELFARE MANAGEMENT COMMITTEES
UNIT WELFARE MANAGEMENT COMMITTEES
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ANNEX C TO CHAPTER 81
ARMY WELFARE TRAINING
Level of Support Role Training Provision

(a) (b) (c)
Primary/Direct Commanding Officer (CO). Welfare support to Commanding Officers’
all unit Service personnel and the Service Designate Course
community of the CO. This responsibility is (CODC). Welfare training is
exercised through the Chain of Command carried out under TO2:
(CoC), specialist advisors and Manage Unit G1 (Personnel and
welfare workers. Administration functions). This is a
comprehensive training objective
which requires the ability to weigh
and judge appropriate strategies.
Key learning points include
establishing unit welfare provision,
appointing Unit Welfare Officers
and developing Formation welfare
policy. Emphasis is on the
administrative/management
functions of providing welfare
support. There is no
counselling/scenario training for
specific welfare issues.
Primary/Direct Officers. The ROCC TNA identified a number RMAS. During the RMAS
of welfare tasks performed by officers at varying Commissioning
appointments. This is confirmed by JSP 770, Course, welfare training is
which states that all officers are required to be covered in TO 11: Manage &
able to advise subordinates on welfare issues. Develop Subordinates. One
Enabling Objective requires
trainees to ‘Describe the welfare
infrastructure available to
subordinates’. Two
45min periods are allocated to the
whole Manage Subordinates TO.
At the end of the session, future
Platoon Commanders will have an
understanding
of their responsibilities to their
subordinates and
also what welfare support is
available at unit level. The
learning outcomes are basic and
no analysis or judgement is
required. A junior officer would not
be able to advise subordinates on
welfare issues, other than referral
to available resources, at the end
of this training.
ICSC(L). Welfare Training on

ICSC(L) is part of a 45 minute
presentation by Col PS4 in the
final week of the course. Welfare
specific issues are covered in two
slides. The emphasis is on
comprehension of the available
resources rather than the ability to
advise subordinates. No
development from RMAS
outcomes.
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Primary/Direct WOs/NCOs. All personnel within the CoC have CMS(R). Welfare training is the
a key role in identifying, advising and referring same for both Junior Entry and
personnel regarding welfare concerns and Single Entry and is conducted
issues. during TO 8 of CMS(R). Training
is focused on knowledge of
welfare problems that soldiers
may encounter, along with the
welfare structures of the Army and
welfare support agencies available
to service personnel. Recruits are
required to describe and list,
which are two of the lowest levels
of learning outcomes. These are
appropriate to training at this level
and match the welfare
responsibilities for individuals in
JSP 770.
JNCO CLM. Welfare is taught in

some depth on JNCO CLM.
Welfare training is covered during
TO 2: Manage/Develop
subordinates. JNCOs are taught
the principles and levels of welfare
support, the welfare organizations
and their functions, and the role of
the JNCO in identifying welfare
problems at section level. This
training is a significant
development from that given at
Ph1, as it requires JNCOs to
identify, examine and explain
welfare issues from given
scenarios. It is in line with policy.
SNCO and WO CLM. Welfare

training is covered in TO 2:
Identify the role of the SNCO &
WO in maintaining the welfare of
subordinates. KLP 2.7.2 - Inform
Commanders on Welfare Related
Issues - is a significant
development from the learning
outcomes of the JNCO course, as
being able to assess information
and provide advice based on that
assessment is in the high range of
cognitive ability. There is no
training on advising/counselling for
specific welfare issues.
Primary/Direct Individuals. There is a requirement for Whilst each soldier is required to
individuals to be familiar with the welfare attend WIP on arrival in a unit, and
provision that is available and where to seek three-yearly thereafter if remaining
further advice. in the same unit, the WIP does not
include the welfare training
Inductees. JSP 770 states: As part of the requirements of JSP 770. TOs to
induction process for personnel newly arrived at deliver this training are not
a unit the following information should be directed elsewhere. Any provision
disseminated to them as a minimum: of welfare information during
Details of the Welfare Chain of Command. induction is therefore down to
Personnel should be made fully aware as whom individual units and dependent
they or their dependants can contact. upon their knowledge of JSP
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Assurances that the Unit is a stigma free 770. This is part of the provision
welfare environment. MoD’s Equality and of welfare information internal
Diversity policy and the MoD Harassment communication and should be
Complaints Procedures. Details of welfare included in a communication plan.
facilities both on and off base. These should
include at the very least, the HIVE and
community centre; Education and sports
facilities; social and retail facilities; and youth
and child care facilities and activities.
Details of the Unit Welfare Responsibilities can
be found in Annex A.
Primary/Direct UWO/Assistant UWO/Staff. The UWO is UWO Course. UWOs attend a
responsible to the CO for the support, five-day pre-employment course
assistance and welfare advice given to followed by a four day
personnel and families of the unit. continuation training course after
four to six months in post (this six
Suitability. The UWO course director is to month timeframe is aspirational
identify personnel who they believe are and therefore flexible depending
unsuitable for post or who require further on circumstances). The aim of the
training. This information is to be passed to HQ course is to provide appropriate
AWS, who must inform the unit and APC (cc knowledge and skills to enable
PS4). UWOs to carry out their duties
within their Job Descriptions. In
place of TOs there are Learning
Outcomes. There is funding
available in HQ AWS to run
courses for UWO office staff to
give them an awareness of
welfare issues. The TRA for this
course is Col AWS with course
design carried out by the Trg Offr
AWS. UWOs are to access Local
Authority Inter Agency
Safeguarding Children Training
and additional courses/workshops
run by AWS/LA or others.
Completion of the UWO cse (Parts
1 & 2) qualifies an individual to
hold the post of UWO/ROSO for 5
years. Thereafter the course is to
be re-taken to assure the CoC that
all involved with welfare provision
are suitably trained and informed
on the latest policy.
Continuation Trg. AWS are to

ensure that a face to face meeting
is conducted with all newly
appointed UWOs/ROSOs within
the first three months and are
mandated to coordinate the
routine mentoring of said
individuals (utilising experienced
local UWOs) for the first three
months in appointment. AWS will
also provide twice annual welfare
symposia (by area), using the
BFG model as best practice, to
provide a sustainable continuation
trg model.
Risk Awareness. Any
AEL 073 81C-3 AC 60974/3

UWO/ROSO that has been

identified as a risk candidate is to
receive mentoring sp from AWS
until such time that there is no
longer an operational risk (the unit
and APC are to be kept informed
throughout).
Primary/Direct Unit Welfare Staff Garrison Welfare Course. Two
day course run by an AWS
contract. The aim of the course is
to provide unit welfare office staff
with appropriate knowledge and
skills to carry out their duties.
Primary/Direct Casualty Notification Officer (CNO)/ Visiting CNO/VOs attend a two day
Officer (VO). The role of the CNO is to notify briefing.
families of Service casualties and be an
element of the initial comfort. The VO is the
official long-term point of contact between the
NOK (or EC) and the Service. The VO’s role is
to support them to help them cope with the
many and various tasks which will need
addressing to facilitate them adjusting to life
without the deceased and to prepare for the
future. The VO must understand and provide a
link to the various support services and welfare
agencies provided by the Services. This
support should be offered for as long as they
need it.
Primary/Direct Regimental Administration Officer (RAO).
The RAO is responsible for all aspects of
personnel administration including personal and
pay documentation, finance, clerical and staff
support, unit education procedures,
resettlement and the administrative aspects of
the disciplinary process. Responsibility for G1
matters and personnel management rests with
the Adjutant. The RAO provides indirect
welfare support from the provision of these
administrative functions.
Primary/Direct Regimental Career Management Officer It is accepted that the RCMO does
(RCMO). The RCMO will primarily deal with provide primary support in the
soldier career management related issues; welfare system; this is as a means
officer career management will remain the of using career management as a
responsibility of the unit adjutant. The RCMO means of resolving a welfare issue
provides indirect welfare support from the rather than as a deliverer of
provision of these administrative functions. welfare in itself. The requirement
for welfare training for RCMOs
requires further investigation.
Secondary/Direct Army Welfare Service. The AWS operates in Army Welfare Workers Course.
mainland UK, BFG and in Brunei and exists to Training consists of a seven
provide professional support to individuals, month course which is accredited
families and the chain of command. Its roles with the Open University and
include the provision of a confidential advice leads to an award of a certificate
and counselling service, community support, in Social and Occupational
and liaison with local authorities and support Welfare. The course is not DSAT
bodies. compliant and has not been
subject to EXVAL.
Army Welfare Workers

Refresher Course. A number of
refresher courses for AWS
personnel are run at RNSSW,
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Portsmouth by HQ AWS on
welfare-specific issues such as
debt and suicide prevention.
Secondary/Direct Community Development Workers. CDWs CDWs are trained as part of the
are professionally trained personnel whose AWS.
primary role is to act on behalf of the Services
to ensure that the Service Community has
access to all the support that it is entitled to at
local authority level. CDW’s are to adopt best
practice, comply with Government legislation
and guidelines, and in doing so promote a
stronger sense of community and wellbeing.
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ANNEX D TO CHAPTER 81
LAND FORCES STANDING ORDER No 3355 (SECOND REVISE)
ARMY WELFARE SERVICE (AWS) CHARTER
Aim
1. The aim of this Land Forces Standing Order (LFSO) is to provide the AWS with a clear
charter that will empower them to deliver welfare support.
Scope
2. This LFSO applies to all those within the AWS, those eligible to use the AWS and, where applicable, their
Chain of Command (CoC).
AWS Mission
3. The AWS mission is to provide a comprehensive, professional and confidential welfare service
responsive to the needs of individuals and families and the CoC in order to maximize the operational
effectiveness of Servicemen and women.
4. This mission is to be delivered through the functional groups set out below:
a. Personal Support (PS). Provide accessible, independent, confidential and

professional specialist welfare services to soldiers and their families with any personal or
family difficulty, thereby strengthening and enhancing the resilience and resourcefulness of
the soldier and their family. PS provides specialist advice to the CoC and outside agencies
and is delivered by Army Welfare Workers (AWWs) and Personal Recovery Unit Social
Workers, assisted by Gurkha Support Workers (GSW).
b. Community Support (CS). Secure or directly provide CS learning and personal

development opportunities for military personnel and their families wherever they are living.
Non formal education opportunities are provided within Community, Youth and Play
Centres/Projects focusing on the provision of learning and personal development activities to
children, young people and their families throughout the year and across the UK and
overseas. CS delivers additional activities during school holidays, including Easter and
Summer programmes and offsite residential experiences.
c. Information Support (IS). Providing low level primary welfare information and
signposting (to other AWS pillars) and to other sources of information from a network of HIVE
locations; key is face to face engagement.
d. Joint Service Housing Advice Office (JSHAO). Tri-Service focal point for civilian
housing information for Service Personnel and their families wishing to move to civilian
accommodation at any point in their career, and provides housing advice to those during
Armed Forces Resettlement to assist the transition to civilian life. Delivered through
briefings, Housing Matters magazine publication, and one to one consultations. JSHAO also
manages the MoD Referral Scheme supporting Social Housing in conjunction with Local
Authorities and their Agents. JSHAO staff operate from HQ AWS within HQ Support
Command.
5. In addition, AWS is directed to support/administer the following organizations on behalf of DPS(A)

and MOD SPPol:
a. WRVS-SWL. AWS sponsors the WRVS Services Welfare Limited staff to assist
COs by providing welfare support to single soldiers in military establishments in UK,
Germany, Cyprus, Northern Ireland and the Falkland Islands. Together with units, they
AEL 073 81D-1 AC 60974/3

provide leisure facilities in a non-alcoholic environment and a place for soldiers to relax
away from the work place, with the priority of service to training establishments with Under 18
soldiers.
b. AWS Intake and Assessment Team (AWS IAT), formerly known as the Central
Referral Team (CRT). The AWS IAT is a telephone/e-mail delivered service which provides
an initial triage assessment of welfare needs. Currently not covering all of the UK, the
service should be at Full Operating Capability by Dec 15.
c. Services Cotswold Centre (SCC). SCC is a tri-Service short-term family

accommodation facility administered by AWS. It is managed by a tri-Service management
board and has capacity for up to 60 families. In addition there are two disabled units. It is
available to all ranks from all three Services who may be between assignments, retiring
from the Services, be in need of a family holiday or weekend break or any other reason
including welfare or emergency evacuation from overseas.
d. Unit Welfare Staff Training. AWS facilitates the delivery of the Unit Welfare
Officer training courses (delivered under contract) that are mandatory for all Unit
Welfare Officers/Regimental Operations Support Officers taking up their appointment.
AWS also facilitates the deliver of local courses for all unit welfare staff.
e. Support to the Gurkha Community. AWS delivers the Gurkha Support Workers
(GSWs) located with Gurkha units in Great Britain (GB) and in Brunei.
Remit
6. The Army Welfare Service’s remit includes Regular Soldiers, their families and communities,
the Army Reserve and Reservists and, in certain circumstances, Veterans, other Services and
MoD civilians serving overseas. Welfare support to the Service community is provided on a non-
statutory basis. Statutory work to implement key Social Care legislation is carried out in the UK by
Local Authorities and overseas by the British Force Social Welfare Service, often supported by the
Army Welfare Service. Army Welfare Service Welfare Support Officers provide welfare
coordination across 4 key delivery pillars: Personal Support, Community Support, Information
(HIVE) Support and the Joint Service Housing Advice Office.
Principles
7. Certain key principles govern the way that second-line welfare is delivered to the Army by
AWS:
a. It must be independent of the CoC in terms of confidentiality, but it must work

alongside and be answerable to the CoC when necessary as defined in AGAI 81. All
information supplied to AWS staff is to be treated in absolute confidence unless certain key
criteria are met. These are:
(1) If there is risk of harm to an individual.
(2) To prevent or report a serious criminal act.
(3) If there is, or is likely to be, a serious breach of national security.
(4) If there is a serious contravention of military law.
(5) If a soldier is no longer able to carry out his or her duty.
b. It must be as comprehensive as practicable, so that any eligible or entitled person

should be able to access suitable and effective provision in accordance with their needs.
AEL 073 81D-2 AC 60974/3

c. It requires the development of effective relationships with relevant partners from

military, civilian, charitable and statutory domains. Where necessary, these relationships
are to be managed through Service Level Agreements or Memoranda of Understanding,
particularly with the leading Service Charities.
d. It should apply an evidence-based approach, which matches the best practice

standards of the wider civilian community, and complies with all relevant legislation and
guidance. Feedback from service users, the CoC and other stakeholders is to be actively
sought and used to inform continuous improvement.
e. The second-line welfare support provided by AWS must be based upon the assessed needs of
individuals and communities.
f. This assessment of need should be carried out by an appropriately qualified

professional (from PS or CS) but also informed by the expressed priorities of the CoC.
g. AWS support must meet assessed needs within the context of available resources and
set priorities.
h. In most cases, PS provision will be in response to a specific request for assistance.

Proactive intervention by PS staff must however take place to respond in the following
circumstances:
(1) To support Complex Casualty Cases (CCCs). These are defined as:
(a) Any soldier receiving a serious injury whilst deployed on operations, which
requires hospitalization and eventual repatriation to UK; or
(b) Any soldier who receives a serious injury which requires hospitalization
and which is likely to have life- altering implications.
(2) To support soldiers who are subject to the Children (Leaving Care) Act 2000. In
these cases, proactive intervention will consist of at least the offer of a visit by the relevant
team. For CCCs in hospital, an assessment by an AWS professional is mandatory. The
Service User is, of course, still at liberty to refuse the AWS support on offer.
AWS Role in the wider Service and Civilian Community
8. AWS is to fulfil a role in the wider community so that the Services are properly represented in
the civilian domain and so that the best practice standards of civilian agencies can be reflected
in their work. Practice standards are to comply with the General Social Care Council or
equivalent bodies. AWS is to co-operate and liaise effectively with a wide range of relevant
Service and civilian organizations including the Service Charities.
Relationship with the Military Chain of Command
9. The CoC has primacy for all welfare issues, but must be aware of the benefits of AWS
support as the lead secondary welfare support organization for the Army and its capacity to fulfil
the role of Welfare Co-ordinator. AWS contributes in many ways; general and specific, direct and
indirect, to recruitment, retention, commitment, morale, public relations and availability for
operations; in short, the operational capability of all Army personnel. It must be the first option for
commanders to access when a need arises.
10. AWS and the CoC must work together to ensure effective communication and liaison as
required.
AEL 073 81D-3 AC 60974/3

11. Unit welfare staff must seek local AWS advice when they are in any doubt of how to proceed
with complex, demanding or enduring cases.
12. AWS can advise which charities are best placed to supply specific care and assistance.
13. Where Unit welfare staff believe that the involvement of Statutory Services in a case is
required, they must seek immediate advice either from the relevant Statutory Service or their local
AWS team.
14. Adequate resources must be made available by the supported unit to local AWS teams to allow
them to meet their requirements. AWS teams are OPCOM HQ AWS, OPCON Regional Bdes/HQ
BFG)/LONDIST and UCADMIN Regional Brigades.
15. The principle of confidentiality for an individual using AWS services is paramount. AWS does not
ordinarily share personal information with the CoC. The decision to disclose or withhold information will
be made by trained staff in compliance with the Army/AWS Code of Confidentiality. The CoC is
required to acknowledge that consistent application of the Code will support the best interests of the
Army and the individual in both the short and the long term.
16. Complaints. Complaints that cannot be resolved locally about any aspect of AWS
service should, in the first instance, be directed to:
Col AWS
HQ AWS
HQ Support Command
Montgomery House
Queen’s Avenue
ALDERSHOT
GU11 2JN
17. General Matters. Points of Contact for AWS issues are:
a. Personal Support Matters. Head Personal Support on 94222 7650.
b. Community Support Matters. Head Community Support on 94222 7581.
c. Army HIVE. Head Army HIVE on 94222 7582.
d. JSHAO. Head JSHAO on 94222 7644.
AEL 073 81D-4 AC 60974/3

ANNEX E TO CHAPTER 81
HIVE DEPLOYMENT SUPPORT OPTIONS
1. HIVE can deliver a bespoke information support service for an operational deployment
period, to all members of the Service community, deployed Service personnel and their
dependants, as directed by the Chain of Command (CoC). Effective information support from an
HISO will be dependent on the recognition that they have a key communication role as part of the
unit welfare support teams.
2. The information support provided by an HISO to a Regular Formed Unit (RFU) 30 falls into
four discrete phases:
a. Planning phase (10 - 12 weeks before the main party deploy).
b. Pre-deployment phase (6-8 weeks before the main party deploy).
c. Main deployment phase.
d. Homecoming or post-deployment phase.
3. Those receiving HIVE information support fall into one of three main categories:
a. Serving personnel.
b. Dependants.
c. Extended family.
4. HISO can be involved in the unit’s welfare support team planning through any or all of the
following:
a. Attending unit welfare support team planning meetings.
b. Establishing good working relationship with extended unit support team (eg RAO,
Rear Party etc) and single Service welfare providers (eg NPFS, AWS, SSAFA).
c. Establishing types of communication tools required by unit and the resources needed
to support them (e.g. paper and e-newsletters, unit websites, fax and e-blueys, SMS text
messaging, MERC Alert, additional IT in the HIVE) 31 .
d. Producing deployment literature as directed by unit welfare staff.
e. Establishing contact with key external support agencies (i.e. BFBS, BFPO, Paradigm)
on behalf of the unit.
f. Researching and advising the unit on the range of HIVE resources.
g. Making a realistic assessment of any additional workload or impact on routine

HIVE responsibilities and planning accordingly 32 .
30
Throughout this document, the term “unit” refers to any organisation from the three Services with its own chain of command.
31
JSP 770 Annex K to Chapter 1 Pt 2 para 5a refers.
32
In conjunction with Line Manager (RAF and Navy HIVE). HIVE Manager responsibility to monitor this throughout the deployment.
AEL 073 81E-1 AC 60974/3

h. Reviewing and collating information from key welfare and support agencies.
5. Pre-Deployment Phase. This phase sees HISO begin active involvement with customers
through:
a. Attending families’ and serving personnel pre-deployment briefings, as part of the

welfare support team, with HIVE information support explanation.
b. Collating contact details for ongoing communication delivery as agreed with unit (see
para 4c above) with due regard to data protection policy within MOD.
c. Setting up deployment notice boards in areas as specified by the unit (eg community
centres, local schools, unit dining facilities) and a mobile deployment -specific board for the
unit to take to their pre-deployment briefings.
d. Marketing communications to extended family of single service personnel as tasked by

the unit.
e. Preparing any deployment information as tasked by the unit (eg deployment packs,
contact sheets, information request sheets).
6. Main Deployment Phase. During this phase, HISOs will continue to communicate with
the Service and extended community along previously agreed lines with the unit staff. This could
include:
a. Facilitating e-blueys and fax blueys.
b. Communicating information about unit-organized events.
c. Facilitating dedications and recordings (through Garrison Radio and BFBS).
d. Providing up to date information on national and local Forces discounts for deployed
service personnel and their families.
e. Supporting update briefings and critical incident briefings and any other meetings as
required by unit welfare support team.
f. Providing information for families’ days and other unit-organised events.
g. Where requested facilitating pay and claims clinics with RAO staff.
h. Refreshing deployment notice boards.
i. Compilation of newsletters including electronic versions, with due regard to the Data
Protection Act.
7. Post-Deployment or Homecoming Phase. At this point HISOs will remain sensitive to

the need for the changed focus of information support. This could include:
a. Attending any homecoming briefings.
b. Preparing homecoming information sheets (information on discounts, leave and travel

information).
c. Reviewing the information available in the HIVE from key welfare and support agencies
(eg NPFS, AWS, RAF CS, SSAFA, Relate, Ex Service charities etc).
AEL 073 81E-2 AC 60974/3

d. Publicising homecoming events.
e. Attending de-briefing meetings held by the welfare support team.
f. Changing notice boards.
g. Giving feedback to welfare support team and HIVE management on lessons learnt
during the deployment.
8. Support to Non-Formed Units (NFUs) and Individuals. Although it is HIVE policy to assist
all deployed Service personnel and their dependants, the support offered will essentially be
reactive in nature. This is largely due to the difficulties inherent in making initial contact,
some of which are related to data protection. RPoCs and units can identify individuals HIVE
can then support. HIVE support during the distinct phases of deployment will take the following
form:
a. Planning Phase. At this point HIVE managers (HMs) will continue their liaison with
regional brigades, RAF stations, Naval port establishments, RTMC and OPTAG units to
identify small units of deployed personnel who could benefit form HIVE assistance. As with
RFUs, HIVEs will be tasked to deliver an information support service by the CoC. Where
Reserve personnel are deployed in groups, Regimental Operational Support Officers
(ROSOs) should contact HISOs for information support along the lines of that available to
RFUs.
b. Pre-Deployment Phase. At this stage, HISOs will provide information in response

to individual requests and market the range of information available based on the menu of
services already available to RFUs (e.g. allowances, discounts, key agencies). ROSOs will
be the link between Individual Augmentees (IAs) and HISOs.
c. Deployment Phase. Communication with IAs and their dependants will mainly focus
on signposting and providing the facilities for e-blueys/e-faxes if conveniently located. In
order to publicise the services and information available from a HIVE, HISOs will send out
information and publication request forms to IAs when contact details are provided by the
chain of command. This will enable the HIVE service to be tailored to individual
requirements.
d. Post-Deployment Phase. Many IAs will be deployed in between posting

assignments. HIVE support will therefore also feature re-location and travel information in
addition to the usual post-deployment information on offer to personnel from RFUs (as
appropriate).
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AEL 073 81E-4 AC 60974/3

ANNEX F TO CHAPTER 81
PATIENT CARE PATHWAY FOR AEROMED SERVICE PERSONNEL
Stage 1: Stage 2: Stage 3:

Medical Event & Patient Movement Treatment/Rehab/Sick Leave Final Action
Patient can move between Consider accommodation
Final Action
locations via sick leave and/or treatment needs for the patient prior to
IT Support: DMICP, DPTA
Individual diagnosed as a Battle final action

Injury/Disease/Non- Battle Injury Hospitalized in RCDM
and earmarked for aeromed Return to Duty (via Medical
Hospitalized in specialist NHS Unit Board (MB) if required
Clinical
Referred to DMRC Medical Discharge (JMES

L5 E5 Perm) via MB procedures
Aeromed Evacuation from Theatre Discharged at airhead
RTU under MO care Death
Possible sick leave
33
In Theatre Defence Initial welfare Support Assess requirement
contracted welfare services AWS assessment within seven for ongoing support:
support days Non-complex: remain with
unit welfare co-ord
IT Support: AWS only – Caselink
If non-complex case, unit to

provide welfare co-ordinator Complex: remain with AWS
Primary sp from unit
If case is complex, AWS will take welfare co-ord
on welfare co-ordinator role Tri-Service Welfare Referral
Patient Group (PG) Primary welfare is the responsibility (TSWR)Protocol:
identified through CNO/VO of the CO AWS handover to MOD
process DMRC Headley Court social Veterans Welfare Service (VWS)
Welfare
work team conduct an assessment. Sp from Regt/Corps

34
Social worker may be appointed Associations
Provide Primary Welfare Support to Engagement by AWS with
PG, consider AWS support for complex Local Authority
cases including families Primary level sp
MOD Veterans Welfare
Service - Veterans UK
33
Defence contracted welfare service.
34
From the Headley Court social work department.
AEL 073 81F-1 AC 60974/3

NOTICAS
procedures Appoint a Unit Recovery Officer WIS Timeline ends with
Conduct initial WIS visit ASP RTD
CNO/VO Conduct visit every 14 Consider DWP Benefits
appointment days thereafter (DVLA/Mobility) – refer to MOD
No later than 56 days 1 Person VWS
DILFOR requirements Medical Board convened to grade
GRoW Process
actioned temporarily non effective (TNE)
Qualify for medical pension
By 56 days, soldier to be assigned
AFCS action (refer to MOD
Identify PG TNE
VWS if assistance required)
If 14 day visiting schedule
Movement of PG if Routine discharge
IT Support: JPA WISMIS
unfeasible, consult regional PRU

admin procedures
appropriate
Administration
Support PG with DILFOR Resettlement

(if applicable) VO appointed (AIASC Sp)
WIS timeline
Allowances for hospitalized personnel: Service or private funeral
begins
Incidental Expenses / Longer Grants, benefits,
Separation Allowance pensions – AFCS/VWS
Investigation Procedures
Operational Allowance / Possible SI (AIASC)
(if appropriate)
Get You Home Travel
Learning Account/Police Compensation / Insurance
Investigation Consider AFCS / PAX / SLI /
other private Insurance
Apply for Dispensation of
Service Inquiry (SI)
If no dispensation SI
Convened and adjourned, pending
police investigation.
AEL 073 81F-2 AC 60974/3

ANNEX G TO CHAPTER 81
MOD’s VETERANS WELFARE SERVICE (VWS) TSWR PROTOCOL
Referral Process & Criteria
1. This protocol aims to ensure the early identification and ongoing support for those Service
leavers identified as being likely to be discharged / about to transition from military service, who
may have severe physical or psychological disablement or are considered as having an enduring
welfare need with which they will require support post Service.
2. A referral should be made to the Veterans Welfare Service (VWS) of MOD’s Veterans UK (as
point 1 above) where it is deemed that those approaching the end of their Service may benefit from
ongoing specialist advice, information and support from VWS, by virtue of their disabling conditions
or perceived / actual needs.
3. Referrals should therefore be made irrespective of reason for discharge, including medical,
administrative, end of career or those transitioning from the military prematurely under any other
circumstance. This protocol also applies to Reserve service personnel.
4. The protocol and resulting support from VWS is designed to complement any other support
available to the service leaver, but ensures that if referred, the MOD will fulfil its requirement for
Service Leavers to have access to a range of services suited to meet their needs, facilitated,
supported and co-ordinated by VWS.
5. Referrals should be made by any responsible tri-Service military authority / personnel,

including those involved with DRC, PRC, PRU, Unit Assist, Transition 35 , Unit Welfare, Service
Admin Officers, Specialist welfare providers from all branches of the single Services and those
connected with MCTC.
6. Referrals must be made with agreement of the Service Leaver prior to releasing any
information to VWS.
7. Referrals should be made using VWSForm1 available on the GOV.UK website at:
https://www.gov.uk/government/collections/veterans-welfare-service-protocols . All pages / detail
must be completed ensuring enough information is provided to allow VWS to identify / determine
issues, action underway or already carried out by the referring authority.
8. The form must be emailed to VWS at Veterans-UK-VWS-Support@mod.uk Clear indication

of the Service Leaver’s consent must be available on the form for emailed referrals. A record of the
Service Leaver’s signature must be held by the referring authority.
9. Whilst referrals must have consideration for the actual or perceived need of the Service
Leaver, it is a requirement that those with severe / multiple injuries or conditions are referred to
VWS as standing operating procedure (see point 6). The following types of cases should be
referred as a Seriously Injured Leaver (SIL):
a. Severe complex multiple injuries
b. Head injuries requiring extended hospitalisation
c. Spinal cord injuries
d. PTSD and similar traumatic psychological injuries
35
This protocol can also be utilised by MOD Contractors\Partner involved in (pre\post) discharge processes
AEL 073 81G-1 AC 60974/3

e. Amputations
f. Loss of sight / hearing
g. Severe burns
h. Degenerative disease
i. Terminal illness
10. For those Service Leavers who may have an enduring welfare need, but do not fall into the
severely injured cohort, a referral should be made as a Transitional Welfare Requirement
(TWR).
11. When referring a case to the VWS please complete as much detail using the HARDFACTS
process:
Health
Accommodation
Relocation
Drugs, alcohol and Stress
Finance & benefits
Attitude, Thinking & Behaviour
Children & family
Training\education\employment
Support agencies
The HARDFACTS assessment process utilised widely within the military and the DRC. Those
issues with which the Service Leaver requires ongoing support could relate to any one or multiple
indicators within the HARDFACTS assessment. These must be clearly identified within the referral
form.
Timing of the referral
12. Referrals using the VWSForm1 should be made approximately 3 months prior to the
discharge date or immediately once discharge is decided. In some cases there may be a clear
need for an earlier referral and intervention by VWS and this can be facilitated, when clear reasons
can be provided to VWS by the referring authority.
13. On receipt by VWS, a VWS Welfare Manager will be allocated the referral and will make
contact with the referring authority to arrange a discussion and to plan an appropriate support
package based on the need of the Service Leaver. This discussion should, where appropriate,
involve the Service Leaver, their family or carer.
British Forces Germany
14. For Service Leavers continuing to serve in British Forces Germany, but intending to return to
the UK on discharge, the allocated point of contact for VWS support will be a VWS Welfare
Manager local to their intended place of residence.
15. Those leaving the Service and choosing to settle in Germany will not routinely be allocated a
VWS Welfare Manager to provide assistance with their transition to civilian life. However welfare
assistance can be requested from VWS and in appropriate cases a VWS Welfare Manager may be
identified as a point of contact to provide advice and guidance on Veterans UK related issues
either pre or post –discharge. Welfare support in respect of all other issues remains the
responsibility of BFG in–Service Welfare providers. Any veteran requiring assistance whilst
residing in Germany should access support through the RBL District Welfare Coordination
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Germany network based in Hohne Garrison. If necessary an RBL case worker may be allocated
and will identify a Veterans requirement and signpost them to the relevant agencies who may be
able to assist. Much of this work is done in conjunction with SSAFA Forces Help.
Personnel Relocating Overseas
16. The VWS provides a Welfare Manager provision for the Service Leaver (SL) who remain in
the UK following discharge but is unable to do so for the SL who choose to relocate overseas.
Veterans living overseas will be expected to approach their local Embassy or Consulate for
assistance with health issues attributable to or aggravated by Service. There is a Service Level
Agreement between the Foreign and Commonwealth Office and Veterans UK which details the
terms of this Agreement. Some limited support can be provided via telephone or email on UK
related matters only.
Ongoing contact and support
17. Prior to the point of discharge, the referring authority / in-Service welfare provider will retain
responsibility for the service leavers and wherever possible should try to facilitate as much
resolution as possible for issues that need to be addressed prior to discharge / transition. VWS can
assist or provide mutual support to help resolve casework issues / Veterans UK business. Certain
specific issues could still fall under the responsibility of the in-Service provider until fully resolved.
18. The referring authority / in–Service welfare provider and the VWS Welfare Manager will
maintain contact (if required) with the Service leaver for up to 12 weeks post discharge in order to
discuss outcomes and determine areas of individual or mutual engagement required to resolve
casework issues. This level of contact can be adjusted dependant on the type of case or any need
for in-Service involvement.
19. The full transfer of responsibility from referring authority / in-Service welfare providers to
VWS should take place on discharge although certain specific issues could fall under the
responsibility of the in-service provider until resolved e.g. Additional Needs Adaptations. The in-
Service welfare provider and the VWS Welfare Manager should meet with the Veteran / family etc
in a case conference to affect an agreed transfer of welfare responsibility from in-Service to VWS
prior to discharge. The full details of this handover discussion must be recorded and responsibility
for taking forward further work to assist the Veteran must be clearly identified and conveyed.
20. VWS will continue to have regular contact with the individual; in particular those highlighted
at point 9 above, by undertaking home visits up to 6 months post discharge, along with telephone
calls as determined by the casework activity / need of the individual. The VWS Welfare Manager
will continue to work with the individual to ensure needs are addressed wherever possible and
ensure appropriate engagement with relevant organisations or agencies is facilitated where
required.
21. Additional home visits can be undertaken in months 9 and 12 post discharge, if client need /
wishes dictates, supplemented by monthly phone calls.
22. Further phone calls will be made in every 3rd following month (15/18/21/24). Support can
continue as long as is required in all cases. (See point 25).
23. It is accepted that those who are referred to VWS, particularly those identified in point 14
above, may need ongoing regular support from VWS and this will be provided as long as a need
dictating VWS involvement exists. Others make a complete and successful transition into civilian
life despite the severity of their conditions. It is however recognised that future long term needs
may be more significant in these cases and therefore the VWS support networks will always exist.
24. Some, particularly those referred as a TWR, may not wish to continue receiving contact on
AEL 073 81G-3 AC 60974/3

a regular basis either because they deem that their transitional welfare issues have been resolved
or further needs identified have been subsequently addressed or they don’t wish to be supported
by VWS at this time. They will be advised they can contact VWS at any time in the future should
their situation change.
25. It will not always be necessary for VWS Welfare Managers to maintain contact in such a
prescriptive way. In circumstances as outlined in points 21 & 22, ongoing engagement and
frequency of contact will be determined and assessed on need, any other influencing factors and
with the agreement of the Veteran. VWS will in such cases confirm with the Veteran the wish to
withdraw from current VWS support, ask that they sign a disclaimer to this effect whilst ensuring
they are aware they can contact VWS at any time in the future should their situation change.
26. Throughout all stages of support and intervention VWS will aim to develop and promote
independence, providing appropriate advice, support and solutions to assist achievement of goals,
aspirations and opportunities, enabling a successful transition to civilian life.
27. The VWS TSWR form can be located HERE or by clicking on the link below:
https://www.gov.uk/government/collections/veterans-welfare-service-protocols
28. If you require any further information regarding the VWS or TSWR protocol process please
contact: Veterans-UK-VWS-Support@mod.uk
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ANNEX H TO CHAPTER 81
CHARITABLE AND WELFARE PROVIDERS
Ser Charity Contact Details Purpose Provision

1 COBSEO
2 ABF - The http://www.soldierscharity.org ABF The Soldiers' Financial assistance to relieve
Soldiers' Mountbarrow House Charity, giving lifetime hardship: grants for living costs,
Charity 6-20 Elizabeth Street support to serving and emergency needs, debt relief.
London former soldiers and their Provision of annuities and
SW1W 9RB families. Includes Educational Bursaries
0845 241 4820 making grants to Care home fees
individuals and Home adaptations
specialist charities that Furnishing and equipment
help ex-soldiers and Mobility assistance
their families. Funding Holiday breaks.
3 ANAF Ex- kenhatton@btinternet.com To improve the standard Assistance arranged for all
Service Help, 3 CHEVIOT PARK of living FOR WAR veterans who complete our
Support and WOOLER DISABLED VETERANS Application FormA1 available by
Advisory Group NORTHUMBERLAND FROM ALL WARS. writing to our Amble office or
NE71 6LW Constitution limits our telephoning any of our offices:
01668 282 473 field of operations to the 01668 282 473 0181 265
four northern counties of 6693 01772 864 802 0169
England and Scottish 772 3258
Borders.
4 Annington http://www.anningtontrust.org/ Supports activities and It makes grants which often
Trust rachell@annington.co.uk projects aimed for facilitate other successful
1 James Street families living in Service fundraising by families’ groups
London communities
W1U 1DR
020 7960 7504
5 Army Central ArmyPersSvcs- The British Army's Service personnel, Units,
Fund ArmyCentralFund@mod.uk "own" Charity delivering Garrisons, Districts and Divisional
Building 183, financial support, by HQs in UK, Northern Ireland and
Trenchard Lines means of Grants, for the Germany should consult the HQ
Upavon, benefit of All Ranks, Land Forces LFSO 3206.
Pewsey their families and The ACF supports the Army Chain
Wiltshire dependants of the of Command in all theatres as well
SN9 6BE Serving Army including as the Army Families Federation
01980 615905 Army widows and those (AFF) and the Army Sport Control
supporting Bd (ASCB) – thereby underwriting
organisations which Strategic Welfare & Support.
provide expertise and Grants are awarded for Capital
assistance to the Army. Projects in Units and Garrisons –
often in conjunction with the
Nuffield Trust for the Armed Forces
and the ASCB Charitable Fund and
the Army Sports Lottery.
The ACF retains close links to all
other COBSEO member Charities
supporting the Army, the
Regimental and Corps Assns and
those external supporting
organisations who assist the Army.
6 Army Visit website Promotion of the Immediate financial assistance to
Dependants' Building 183, efficiency of the Army dependants or next of kin
Trust Trenchard Lines by the awarding of
Upavon, immediate financial
Pewsey assistance to meet the
Wiltshire needs of
SN9 6BE dependants/next of kin
T- 01980-615734 of deceased soldiers or
F-01980 618840 officers.
7 Army Families http://www.aff.org.uk AFF is the voice of the Highlights problems to chain of
Federation IDL 414, Army family. It command and service providers.
Floor 1, empowers and acts as Sign-posting service for assistance
Zone 7, an advocate and an of every kind.
Ramillies Buildings, independent expert
Marlborough Lines, witness to promote a
Monxton Road, quality of life which
Andover, reflects the military
SP11 8HJ covenant.
01264 382324
8 Army Widows http://www.armywidows.org.uk Offering comfort, Friendship, support and advice.
Association C/O AIASC support and friendship
HQ Army to widows and widowers
AEL 073 81H-1 AC 60974/3

IDL 428 of Service people.

Ramillies Building
Marlborough Lines
Monxton Road
Andover
SP11 8HJ
0300 666 0136
9 Association of http://www.ajex.org.uk Remembrance of the Publishes journal and participates
Jewish ex- Shield House sacrifices of the past, in events.
Service Men Harmony Way help for those in need in
and Women Hendon the present and
NW4 2BZ education for the future.
020 8202 2323
10 BEWSA http://www.bewsa.org Promote well-being and Sports training venues.
12 Tukes Close rehabilitation of disabled Welfare Officer.
Falmouth ex-Service personnel Coaching and training.
TR11 2HL through sports and
sports medicine.
11 BLESMA http://www.blesma.org A national charity Grants for mobility, rehabilitation
185-187 High Road formed in the years and adaptations. Advice on
Chadwell Heath following the First World compensation allowance claims.
Romford, War which supports all Nursing, residential and respite
Essex limbless ex service men care.
RM6 6NA and women, their Welfare support and visits.
020 8590 1124 widows and Assistance in finding employment.
dependants. Rehabilitation
Representation
12 Blind Veterans Visit website Support for blind and Assistance in accessing benefits
UK (formerly St 12-14 Harcourt Street visually impaired ex- and the provision of financial aid.
Dunstan’s) London Servicemen and Nursing and residential care. Short
W1H 4HD women. and long term.
Nationwide welfare service,
together with lifelong rehabilitation,
training and support.
13 British Forces http://www.bff.org.uk Boost the morale of the Produces shows and other projects
Foundation 10a the High Street Forces primarily through designed to support Forces.
Pewsey high quality
Wiltshire entertainment and
SN9 5AQ projects designed to
01672 564911 bring the public and
their Armed Forces
closer together.
14 Broughton http://www.broughtonhouse.com To provide nursing and Nursing Care, full residential
House deg@broughtonhouse.com residential support for support. Physiotherapy, welfare.
Park Lane Ex-Service men and Tailored care plan including
Salford women nutritional needs
M7 4JD
0161 740 2737
15 CESSAC http://www.cessaha.co.uk To operate amenity A friendly and comfortable
(Church of marika.stivanello@cessaha.co.uk centres in Military atmosphere in bookshop and
England 1 Shakespeare Terrace Stations and other cafeteria facilities providing a
Soldiers’, 126 High Street places at home and relaxed atmosphere for use by
Sailors’ and Portsmouth, abroad and to manage serving Service Personnel and their
Airmen’s Hampshire rented housing for families in Cyprus and UK
Clubs) PO1 2RH retired ex-HM forces For accommodation see sister
02392 829319 people and their organisation: CESSAHA (Church
partners. of England Soldiers’, Sailors’
and Airmen’s Housing
Association)
16 CESSAHA http://www.cessaha.co.uk To manage rented Sheltered housing schemes for
(Church of marika.stivanello@cessaha.co.uk housing for retired ex- former service personnel over
England 1 Shakespeare Terrace HM forces people and 60yrs of age, their spouses,
Soldiers’, 126 High Street their partners. partners, widows and widowers
Sailors’ and Portsmouth, See sister organisation: CESSAC
Airmen’s Hampshire (Church of England Soldiers’,
Housing PO1 2RH Sailors’ and Airmen’s Clubs)
Association) 02392 829319
17 Chaseley Trust http://www.chaseley.org.uk Caring for people with Subsidised respite care may be
Chaseley severe physical available in cases of financial
South Cliff disabilities. hardship. Residential and
Eastbourne respite/holiday nursing care.
BN20 7JH Rehabilitation, physiotherapy,
01323 744200 postural and cognitive
assessments, day care,
counselling, speech and language
therapy, bespoke splinting.
18 Combat Stress http://www.combatstress.org.uk Combat Stress provides Clinical assessment / 2-6 weeks
AEL 073 81H-2 AC 60974/3

Tyrwhitt House, effective treatment and therapy at 3 treatment centres.

Oaklawn Road support, delivered by Community outreach services.
Leatherhead qualified and Clinical and welfare for treatment
Surrey understanding and support of Veterans of the
KT22 0BX professionals, to British Armed Forces with mental
01372 587000 Veterans of the UK wounds, at home or in their
Armed Forces who are community. Limited family and
suffering from mental ill carer support.
health.
19 Combined cssb@ascb.uk.com Encourage and facilitate Co-ordinating and umbrella body
Services Sports Clayton Barracks, sport in and between for Armed Services Sports.
Board Thornhill Road the Services
Aldershot
Hants
GU11 2BG
01252 348562
20 Defence http://www.dmws.org.uk To ensure the well- Delivers an independent and
Medical Welfare The Old Stables being of all Armed impartial 24 hour specialist welfare
Service Redenham Park, Forces personnel. service to those members of the
(DMWS) Redenham British Armed Forces who are
Near Andover, receiving hospital care, their
Hampshire dependant relatives and entitled
SP11 9AQ civilians in order to contribute to the
0207 248 8800 coherence of the recovery and
rehabilitation pathway for service
personnel. The crucial practical
and emotional support is provided
at times when it is most needed
and is bound by a code of
confidentiality. DMWS brings the
Covenant between the Armed
Forces and the Nation to life
through its support of the wounded,
injured and sick whilst under
hospital care.
21 Erskine http://www.erskine.org.uk Providing nursing care, Long-term nursing and dementia
The Erskine Home housing and care
Bishopton employment for Respite care
Renfrewshire veterans. Long-term housing for independent
PA7 5PU living
0141 8121100 Employment for disabled veterans
in supported environment (Social
Firms).
Transitional support (vocational
training, employment & welfare).
22 Fellowship of Visit website A brotherhood of ex- Friendship and support to all Ex-
the Services Thornbank House Servicemen drawn from Servicemen
Mountenoy Road all ranks of HM Forces -
Rotherham an undying spirit of
S60 2AG comradeship.
01709 252361
23 Forces in Mind http://www.fim-trust.org  The prevention and relief of
Trust enquiries@fim-trust.org poverty ,the protection of mental
Mountbarrow House and physical health and the relief of
6-20 Elizabeth Street sickness and need amongst
London serving and former serving
SW1W 9RB members of the armed forces by
means of the provision of
mentoring, services, facilities and
equipment to support their
treatment, rehabilitation,
resettlement, education, training
and employment and thereby
support their transition to civilian life
 The protection of the
mental and physical health, and the
relief of poverty of the families and
dependants of serving and former
serving members of the armed
forces in all cases for the benefit of
the public.
24 Forces Pension Visit website We campaign on behalf We are a membership society and
Society memsec@forpen.co.uk of all ranks of all three provide our members with expert
68 South Lambeth Road Services to seek specialist advice on their individual
London improvements to the AFPS problems
SW8 1RL Armed Forces Pension We have a wide range of additional
020 7820 9988 Schemes (AFPS): we benefits available to our members
also campaign to
AEL 073 81H-3 AC 60974/3

resolve unfairness
within the AFPS and we
seek to ensure that all
serving and retired
members of the Armed
Forces and their
dependents receive the
occupational pension to
which they are entitled.
25 Future for http://www.f4h.org.uk/ Future for Heroes is a Future for Heroes runs free
Heroes C/o The Accountant RHQ RTR charity organisation residential courses to help leavers
Formerly Stanley Barracks serving the British make the physical and emotional
Remount – Bovington, armed forces. The adjustments required to reintegrate
(official title is Dorset object of the charity is to successfully into civilian life. The
Remount T/A BH20 6JB develop the ability of armed services have always
Future for both serving and retired offered a resettlement programme
Heroes Ltd) members of the armed that addresses the practical
forces, as well as their changes. However, Future for
spouses/partners, to Heroes goes a step further by
manage the dramatic helping the individual become
change in cultures when independent. It does so by focusing
resuming civilian life. on what the individual’s aspirations,
The individuals, from ambitions and needs are, preparing
across all ranks of the 3 them to adapt to life-changing
services, are better able situations, and by helping them
to identify and meet attain jobs and training. It gives
their post-military needs them the confidence to release
and so participate fully their qualities, strengths and
in society. experience to develop a second
career or to effect a smooth
transition
26 Gardening http://www.gardeningleave.org Gardening Leave uses Professionally conducted,
Leave admin@gardeningleave.org horticultural therapy to individualised, goal-oriented
Gardens Unit support Armed Forces treatment sessions within a safe,
SRUC Auchincruive veterans with mental garden environment to maximise a
Ayrshire health issues on their veteran’s physical, psychological
KA6 5HW journey to good health and social strength, and enhance
01292 521444 and their transition to general health and wellbeing.
civilian life. Projects at Royal Hospital Chelsea;
East Acton; Auchincruive nr Ayr
and Erskine nr Glasgow. A project
is also due to open in Dundee later
this year.
Available for serving and ex-service
Armed Forces personnel, including
reservists.
27 Gurkha Welfare http://www.gwt.org.uk To provide welfare to  The provision of a Welfare
Trust staffassistant@gwt.org.uk enable Gurkha ex- Pension
PO Box 2170 servicemen and their  Hardship Grants
22 Queen Street dependants to live out
Salisbury their lives with dignity,
 The provision of
Residential Homes
SP2 2EX primarily in Nepal but
Tel: 01722 323955 increasingly in UK and  Medical Support – both
Fax: 01722 343119 elsewhere primary and secondary care
 The provision of water and
sanitation
 The provision of education
facilities
28 Haig Housing http://www.haighousing.org.uk Haig Housing is the A range of Housing Assistance
enquiries@haighousing.org.uk leading housing including:
Alban Dobson House provider for ex-Service  Provision of general needs
Green Lane people and the strategic housing for rent throughout the UK
Morden, housing partner of Help  Housing advice
Surrey for Heroes. The main
SM4 5NS object of the Trust is to
 Property finding,
negotiation, purchase advice,
Tel: 020 8685 5777 provide housing
support and management
Fax: 020 8685 5778 assistance to the
Service and ex-Service  In some cases pre survey
community and this is inspection and assistance with
delivered through conveyance
various options  Adaptation advice and
including: delivery
 General needs  Tailored housing solutions
housing throughout the for individuals including adapted
UK let to ex-Service housing for disabled Service
people at affordable rent personnel
 Special needs  Shared Ownership Scheme
housing to rent or part
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purchase through a
shared ownership
scheme aimed to help
severely wounded and
disabled Service and
ex-Service people
29 HCPT 507 http://wwwjshhg507.com Respite break 1-1 caring for Veterans and
Group Joint richard.tipping@blueyonder.co.uk for Veterans of the dependents with disabilities and
Services 227 Austin Crescent British Forces and their special needs with provision of
Crownhill dependents who have special needs facilities
Plymouth disabilities or special
PL6 5QT needs
30 Help for Heroes Visit website Help for Heroes is a Support is provided to individuals,
14 Parker's Close, charity that offers other service charities, to enhance
Downton Business Centre comprehensive support recovery facilities through capital
Downton to those who have build projects and at four Recovery
Wilts suffered life-changing Centres across the UK, which
SP5 3RB injuries and illnesses support veterans and serving
while serving our personnel as part of the Defence
country. Recovery Capability.
General Enquiries: 01980 846459
Welfare Support: 01980 844224
31 King Edward http://www.kingedwardvii.co.uk Independent hospital Uninsured serving and ex-Service
VII's Hospital Beaumont Street committed to help personnel, their spouses, ex-
Sister Agnes London Service personnel and souses and widow(er)s benefit from
W1G 6AA their partners. subsidised rates and grants.
020 7486 4411
32 Lady Grover’s http://www.ladygrover.org.uk The Object of the Fund For an annual subscription of £35,
Fund ladyg@oaed.org.uk is to help Officers to a member is entitled to the
Mountbarrow House defray expenses following range of benefits:
6-20 Elizabeth Street incurred by the illness of Hospital accommodation for up to 8
London their dependants. weeks—max £1540 per week
SW1W 9RB Membership is open to Nursing at home for up to 8
0207 808 4180 any Officer, male or weeks—max £315 per week
0845 873 7161 female, serving or Domestic help at home for up to 12
retired, of the three weeks—max £196 per week
Services, who holds or Convalescence under medical
has held a regular advice —max £315 per week
commission for a Ex gratia payments in special
minimum of five years. cases of hardship.
Membership is also Maximum payment—£6,300 a year
open to widows or
widowers of Officers,
divorced wives or
husbands of Officers,
for their own benefit or
that of their children,
and for descendant
carers of Officers (all
within certain criteria).
33 Legasee http://www.legasee.orrg.uk Legasee is a charity We work with military associations,
Educational martin@legasee.org.uk working with veterans to museums and regiments to ensure
Trust 14 Printing House Yard, advance the education that the personal recollections of
Hackney Road, of the public in the individuals’ experiences of military
London, effects of military activity life are recorded, easily accessible
E2 7PR and to promote the and preserved forever.
02070339773 conservation of records We create cross syllabus
of veterans who have educational projects that can
been involved in military stimulate and inform.
conflict. We have a back ground in
broadcast television and can
provide a full range of high quality
production services at discounted
rates. Get in touch if you have a
project or person you want filming.
34 Lord Kitchener http://www.lknmf.com The Council of the Lord Up to a maximum of 25
National Maryfield Kitchener National scholarships tenable from October
Memorial Fund Queen Mary Avenue Memorial Fund offers each year. The Scholarships are
(LKNMF) Basingstoke, for competition a variety available for the sons and
Hampshire of educational daughters of those serving, or have
RG21 5PE Scholarships for those served in the British Armed
01256465884 reading for their first Services and intend to read for their
degree. first degree.
From time to time, Scholarships are
also available for application from
serving members, under the age of
30, who wish to study for their first
degree.
AEL 073 81H-5 AC 60974/3

In addition, if funding permits,

Scholarships to INSEAD, for those
studying for an MBA, may also
become available.
All Scholarships are awarded after
competition interview and only in
the year the degree course starts.
35 Lord Leycester http://www.lordleycester.com Independent charity Sheltered housing for ex-
Hospital 60 High Street providing Servicemen and wives.
Warwick accommodation for ex-
CV34 4BH Servicemen and their
01926 491422 wives
36 Mission Visit website To aid in the recovery Our output is in three areas.
Motorsport team@missionmotorsport.org and rehabilitation of  Experience - Firstly, in the
Vantage Point those affected by provision of days out, privileged
Business Centre, military operations by access to big events and in a first
Mitcheldean, Gloucestershire, providing opportunities hand, front seat, white knuckle
GL17 0QB through Motorsport. introduction to an exciting and
03330 338 338 We have two formal engaging sport.
roles to Defence:  Competition - The
 In the preparation, development,
coordination and coaching and teamwork involved in
provision of motor sport competition is a hugely cathartic
as a recovery activity experience. By engaging in sprints,
 As Relationship hill climbs, track racing, and rallying
Managers to the we engender a real team ethos. It
automotive industry for is about much more than just the
vocational opportunities driving – car and boat preparation,
for the wounded, injured logistics, support and race
and sick management all present challenges
to be overcome. This can greatly
help in the rebuilding of an
individual’s confidence and
provides emotional as well as
practical support, and we are chock
full of examples of where that is
exactly the case – where
participation in motorsport is
changing lives for the better.
 Vocation - Mission
Motorsport provides a range of
training courses and educational
opportunities to suit the needs of
individuals. These range from one
day basic car maintenance courses
at our workshop near Tedworth
House; to a Modular Motorsport
Foundation course culminating in a
residential placement working with
a major race team
37 Mutual Support Visit website The Armed Forces Advice and assistance in applying
support-team@mutual-support.org.uk Multiple Sclerosis for benefits and grants from other
Support Group - A sources.
National Support Group Residential weekends with
of the MS Society healthworkers.
01480 534873 "Supporting Members of Welfare team for support.
the Military family
affected by MS"
38 My Daddy is a Visit website The object of the charity Support resources; Separation
Soldier info@mydaddyisasoldieradventures.org is to enhance the Packs, print offs from website to
Adventures 4b 80 High Street support already given to ease and aid separation from a
Egham British Army children via soldier parent
Surrey various sources by the Recognition; Little Trooper of the
TW20 9HE following, but not month initiative, Birthday card
exclusively; initiative, competitions celebrating
The promotion of the being a British Army Families
efficiency of the armed Events; for children with a soldier
forces by the provision parent away from the home to
and support of facilities distract them and also for when the
and activities to improve soldier returns to re connect the
the quality of life and family
welfare of families of
military personnel who
are away from home, in
particular when on
active service
AEL 073 81H-6 AC 60974/3

39 National Gulf HTTP://www.ngvfa.org.uk The NGVFA provides  Welfare and advocacy

Veterans & info@ngvfa.org.uk practical support and  Tribunal representation
Families Building E, help to veterans and
Association Office 8, their families and our
 A 24 hour free phone
helpline
Chamberlain Business Centre, aim is to improve the
Chamberlain Road, quality of the day to day  Fact sheets and guides
Hull, lives of those who have  The Oasis Times - A
HU8 8HL been affected by the quarterly newsletter
01482 808730 1990-91 and 2003 Gulf  Website - with a members
conflicts, as well as the only area
present Afghanistan and  Members' online discussion
all other future desert forum with a private members
conflicts. We also help section.
veterans from other  A Facebook group
conflicts that are in need
of our advice and
 Respite break - A yearly
five day respite break for veterans
support.
and their families
 Welcome pack for new
members
 Counselling
 The NGVFA attends and
organises a number of information
and open day events around the
country every year. Our aim is to
visit each region of the country at
least once a year.
 VIPA – (Veteran’s
Information and Personal Archive)
is a bespoke database collating
unique information and statistical
data regarding veterans from
desert conflicts.
40 Northern http://www.nivets.org.uk Forum and news for Support and Guidance for Northern
Ireland PO Box 2208 Northern Ireland Ireland Veterans
Veterans Gloucester veterans.
Association GL3 9BZ
41 Not Forgotten http://www.nfassociation.org The Not Forgotten TVs for the those with restricted
Association info@nfassociation.org Association provides mobility or who are largely
4th Floor leisure and recreation housebound and licences where a
2 Grosvenor Gardens for wounded serving need exists
London and ex-service men and Holidays, for groups and
SW1W 0DH women with disabilities individuals, including adventure
T. 0207 730 2400/3600 activities and with carers where
F 0207 730 0020 necessary
Days Out
Concerts and in-house
entertainment for residents in ex-
service care homes across the UK
Summer Garden Party at
Buckingham Palace and Christmas
Party in The State Apartments of
St. James’s Palace for War
Pensioners and those in receipt of
compensation from the Armed
Forces Compensation Scheme
42 Officers' Visit website Dedicated exclusively to Short and long term financial help
Association info@officersassociation.org.uk supporting officers, ex- and advice for ex-officers and their
Mountbarrow House officers and their families, throughout their lives.
6-20 Elizabeth Street dependants. Including Access to residential homes for
London provision of employment disabled and single persons.
SW1W 9RB services, financial and Employment support and job
0845 873 7153 welfare support. Works finding for officers and ex-officers
020 7808 4160 in close collaboration throughout their working lives. Part
with other charities. of MoD Career Transition
Partnership.
43 Officers' http://www.oascotland.org.uk Provision of Direct financial assistance, one-off
Association New Haig House employment and career and annual grants, vocational
Scotland Logie Green Road transition services for training grants and business start-
Edinburgh serving and former up loans.
EH7 4HR officers; relief of distress Employment and career transition
0131 557 2782 among former regular or services to serving and former
reserve officers and officers
their dependants.
Applicants must be
resident in Scotland at
the time of their initial
application or have
AEL 073 81H-7 AC 60974/3

been members of a
Scottish Regiment.
44 On Course Visit website OCF provides long-term OCF offers confidence-building
Foundation info@oncoursefoundation.com benefits for wounded, practical training and contributes to
The Poppy Factory, injured and sick long-term development plans,
2nd Floor Servicemen and women which are key elements of the
20 Petersham Road and former Service physical and psychological
Richmond, Surrey personnel through the recovery process and transition to
TW10 6UR medium of golf. It civilian life.
provides golf
familiarisation, skills and
employment training,
and facilitates work
experience placements
and full-time
employment
opportunities.
45 Poppyscotland Visit website Supporting veterans Direct financial assistance, one-off
(Earl Haig New Haig House and their dependants in and annual grants, vocational
Fund) Logie Green Road Scotland through the training grants and business start-
Edinburgh help of dedicated up loans, grants to other
EH7 4HR volunteers and donors. organisations.
0131 557 2782 Holiday and respite breaks at RBL
Poppy Centres.
Supporting the employment of
veterans with disabilities through
Lady Haig's Poppy Factory.
46 Queen http://www.qahh.org.uk To provide a multi- Residential nursing and
Alexandra Boundary Road disciplinary approach for rehabilitation care for physically
Hospital Home Worthing the care and disabled ex-Service personnel.
BN11 4LJ rehabilitation of those
01903 213458 with neurological and
medical disabilities -
predominantly those
who have served with
HM Forces
47 Regular Forces http://www.rfea.org.uk Part of the Career Counselling and support.
Employment Mountbarrow House Transition Partnership. Job finding, advice and search.
Association 6-20 Elizabeth Street To help men and
London women of all ranks
SW1W 9RB leaving the Armed
0845 2415709 Forces to find and
remain in employment
throughout their working
lives.
48 Royal British Visit website Caring and campaigning Grants and funding for temporary
Legion Haig House for the serving and ex- crisis.
199 Borough High Street Service community. Loans. Assistance finding financial
London help/ grants.
SE1 1AA Short/ long term residential care.
08457 725725 Holiday/ respite homes.
Emotional support and care.
War grave tours.
49 Royal British http://www.rblact.org To promote the Training grants and bursaries to
Legion secretary@rblact.org rehabilitation and individuals and
Attendants PO Box 16490 resettlement in civilian organisations/charities
Company Solihull life or otherwise assist
(RBLACT) West Midlands men and women who
B90 9HS have previously served
0800 160 1943 in the Armed Forces.
50 Royal British http://www.rbli.co.uk A not-for-profit charity RBLI delivers LifeWorks, an
Legion Hall Road providing innovative and personalised
Industries Aylesford accommodation, guidance course to those
Kent employment and transitioning out of the Armed
ME20 7NL support services to Forces or Veterans who need to
01622 795900 Armed Forces review their employment options or
individuals and families, general career direction. Building
particularly those who on existing skills for employment
have experienced injury beyond the Armed Forces,
or sickness. Lifeworks is designed to maximise
potential for a successful and
sustainable career in Civvy Street.
We also provide accommodation to
Armed Forces personnel as well as
a range of healthcare and welfare
services.
51 Royal http://www.rcet.org.uk The Royal Caledonian  We provide educational
Caledonian admin@rcet.org.uk Education Trust is an grants to help pay for school
AEL 073 81H-8 AC 60974/3

Education Trust 1st Floor, education trust clothing, school trips and after
Queen Elizabeth House supporting the children school activities like swimming and
4 St Dunstan's Hill of Scots who are football, where qualifying families
London serving, or who have have difficulty in funding these
EC3R 8AD served, in the Armed themselves.
020 7463 9232 Forces. The Trust was  We support those who
established in 1815 and want to continue their education
is very proud that Her beyond school by assisting with
Majesty The Queen is their living expenses while in higher
our Patron. education or vocational training,
For some children, especially where financial
repeatedly moving circumstances might otherwise
home, schools and prevent them from taking up a
communities, can lead course.
to under achievement in  We provide charitable
school, particularly if funds and resources to selected
families are schools and local authorities in
experiencing financial Scotland to improve support for
difficulties, health Armed Forces Children and their
problems and other families particularly prior to, during
issues at home. and after the deployment of a close
family member. We also actively
promote best practice in dealing
with such matters through our
Education Programme in Scotland
52 Royal Visit website To help Commonwealth Fund-raising and grants. Majority
Commonwealth Haig House ex-Service men and of help given is for basic food and
Ex-Services 199 Borough High Street women now in need. shelter. Where possible, providing
League London help with healthcare.
SE1 1AA
53 Royal Star & http://www.starandgarter.org Providing outstanding High quality accommodation for
Garter Homes Richmond Hill nursing and therapeutic long and short term care.
Richmond care at two residential
Surrey care homes for ex-
TW10 6RR Service personnel with
020 8439 8000 physical disabilities and
dementia.
54 Scottish Visit website Provides and maintains 612 low-rental houses, including
Veterans' SVGCA@aol.com houses for disabled wheelchair friendly or adapted,
Garden City New Haig House British ex-Service, provided and maintained on 74
Association/ Logie Green Road Merchant Navy, Police sites across Scotland
Houses for Edinburgh and Fire Brigade
Heroes EH7 4HQ personnel.
Scotland 0131 557 1188
55 Scottish http://www.svronline.org Provide supported Help with benefits and pensions.
Veterans' 53 Canongate independent living Financial support for residents on
Residences Edinburgh accommodation for ex- very low incomes.
EH8 8BS Service people and ex- 128 high quality, single, en-suite
0131 556 0091 Merchant mariners who rooms with full catering service in
are homeless or in Edinburgh and Dundee. 25
need. affordable rental flats.
Practical, emotional and welfare
support including housing support.
24 hour support warden cover.
56 Scotty’s Little Visit website To provide relief from Holiday’s, activities, grants, gifts,
Soldiers hello@scottyslittlesoldiers.co.uk the effects of experiences and bereavement
28 Railway Road bereavement to young support to children who have lost a
King’s Lynn people up to and parent serving in the British Armed
Norfolk including the age of 18 Forces.
PE30 1NF who have suffered the
01553 763000 loss of a parent whilst
serving with the armed
forces of the crown.
57 Services PO Box 1066 Service Personnel Services Welfare provides trusted,
Welfare Limited Cardiff Welfare independent and emotional and
(WRVS) CF11 1QD practical support to help single
02920 232668 soldiers develop personal resilience
during training, in barracks and
deployed stations.
58 Skill Force http://www.skillforce.org Educational charity Training and employment
Development Edwinstowe House working in schools as opportunities for resettling Service
Edwinstowe ‘troops to teachers’ Personnel including wounded,
Notts making positive and injured and sick for whom a work
NG21 9PR permanent change in experience placement is available.
01623 827 651 young people’s lives.
59 Soldiering On http://soldieringon.org Soldiering On Through To give recognition of the
Through Life 33rd Floor Euston Tower Life Trust (SOTLT) was outstanding achievements of teams
Trust 286 Euston Road established as a not-for- or individuals from within the Armed
AEL 073 81H-9 AC 60974/3

London profit organisation to Forces Community (AFC) through

NW1 3DP support injured Service an annual awards ceremony
personnel and their Mar/Apr.
families throughout their These nominations can be put
lives by giving forward by the AFC to be
recognition of the recognised for their support against
outstanding one of the specified Awards.
achievements of teams The beneficiary of the surplus funds
or individuals from raised throughout the year will be
within the Armed Forces allocated to the nominating Military
Community (AFC) Charity on an annual basis.
through an annual
awards ceremony.
Surplus funds that are
raised throughout the
year are folded back
into the Service
charities that support
the AFC through life
who have provided
successful nominations
for an award.
60 Southwest Visit website Helping wounded A week’s stay in a private home for
Scotland RnR admin@southwestscotlandrnr.org.uk combatants to recover groups of up to ten injured service
The End House from injuries and their personnel; daily outdoor activities
Carsethorn experiences by including water sports, archery,
DG2 8DS providing week-long clay pigeon shooting, zorbing,
01387 880763 adventure holidays in blindfolded jeep driving, etc;
Dumfries & Galloway. All meals including home baking
provided by volunteers;
Massage and aromatherapy
treatments.
61 SPACES http://www.spaces.org.uk The Single Persons To assist single Service leavers
spaces@riverside.org.uk Accommodation Centre to secure appropriate
The Beacon for the Ex Services, accommodation as they leave the
SPACES Office, SPACES, is designed to Armed Forces.
Marne Road help single ex-
Catterick Garrison, regulars find appropriate
North Yorkshire accommodation when
DL9 3AU they leave the
+44 (0)1748 833797 services. Through this
+44 (0)1748 872940 service the
+44 (0)1748 830191 project reduces the
likelihood of ex-
Service personnel
becoming homeless or
sleeping rough after
discharge.
62 SSAFA http://www.ssafa.org.uk SSAFA provides lifelong  6,500 trained caseworkers,
info@ssafa.org.uk support to anyone who operating through a local branch
19 Queen Elizabeth Street is currently serving or network, specialising in sourcing
London has ever served in the funds from assistance providers
SE1 2LP Royal Navy, British  1,000 volunteers
0845 1300 975 Army or Royal Air Force supporting serving personnel and
020 7403 8783 and their families. their families on military bases
Each year, our staff and around the world
network of 7,500
volunteers are there for
 ‘Forcesline’ - confidential
helpline accessible from anywhere
more that 50,000
in the world: www.forcesline.co.uk
people, ranging from D-
Day veterans to the  2 x SSAFA Norton Homes
families of young for families of wounded undergoing
soldiers wounded in treatment at Selly Oak Hospital and
Afghanistan. Headley Court
 3 x support groups for
bereaved families, bereaved
siblings and families of wounded
personnel
 Housing advisory service
and housing options including a
residential care home and
temporary ‘Stepping Stone’
‘housing for estranged families
 Healthcare, Social work,
victim support and adoption
services for serving personnel and
their families
63 SSVC http://www.ssvc.com Service Sound & Vision Welfare fund for related projects.
AEL 073 81H-10 AC 60974/3

Narcot Lane, Corporation exists to

Chalfont Grove entertain and inform
Gerrards Cross Britain's Armed Forces
Bucks around the world.
SL9 8TN
01494 874 461
64 Stoll http://www.stoll.org.uk. Formerly known as the Quality homes and support within a
446 Fulham Road 'Sir Oswald Stoll secure community for vulnerable
London Foundation’ and disabled ex-Service
SW6 1DT Provides housing and personnel. Wide range of types of
020 7385 2110 rehabilitative support to housing and facilities.
vulnerable and disabled Support and health and well being
ex-Service personnel, services across London.
including those who Education, training, employment
have been homeless. opportunities.
Enabling personal development
towards independent living
65 STUBS http://www.stubs.org.uk Assist the most STUBS regularly hosts in-patients
craig.vassie@stubs.org.uk seriously wounded with from DMRC Headley Court at
Langley House rehabilitation and social Sports events such as Premiership
Tudor Road, reintegration. Rugby matches at The Stoop,
Hazlemere Twickenham.
High Wycombe
HP15 7PA
01494-811511
66 Surf Action http://www.surfaction.co.uk To promote and protect Surf Action support veterans and
Unit 5 the physical and mental family members on a daily and
Artist Muse health and welfare of weekly basis through their beach
Heartlands those who have been clinics held at Gwithian beach near
Pool, wounded whilst serving St Ives each Friday.
Redruth in the Armed Forces The project boosts moral,
TR15 3QY and civilian emergency confidence; self esteem and can be
01209 613300 services by introducing positive and complimentary therapy
them to surfing and to ongoing rehabilitation.
other peer group Using the coastal environment is a
activities. great way to improve the mental
To assist veterans in and physical wounds, but it's not
adjusting to civilian life, the only way. This is where Surf
including those Action can sign post to other
challenged by mental organisations to help with health,
and physical problems social and welfare issues. Surf
improving their quality of Action are much more than just
life. surfing.
To maintain a high level
of care of veterans.
To build or restore,
equip, staff and
maintain a recovery
centre for the care of
veterans by veterans.
67 Tickets for Visit website Tickets For Troops was Offering troops free tickets for
Troops info@ticketsfortroops.org.uk set up in 2009 to sport, theatre and cultural events.
6, Lower Grosvenor Place, provide all serving
London, members of the Armed
SW1W 0EN Forces and those
020 7932 0808 medically discharged
since 2001 with free
tickets for major
sporting events, theatre
performances, music
concerts and cultural
attractions. Over the last
five years, the charity
has been donated over
500,000 tickets which
have been made
available to their
140,000 registered
members.
68 Troop Aid http://www.troopaid.info To Relieve Serving In addition to our emergency Grab
info@troopaid.info Personnel Of The Bag pack we also supply on
Unit 21 Armed Forces, Injured demand to the injured service
Radway Road, In Situations Of Armed personnel many other items of
Shirley, Conflict, In Particular toiletries, clothing and footwear
Solihull, But Not Exclusively In such as tracksuits, hoodies, fleeces
West Midlands Afghanistan Who Are In trainers plus mobile phones. We
B90 4NR Need By Reason Of deal directly with the Defence
Distress, Injury, Medical Welfare Service and other
AEL 073 81H-11 AC 60974/3

Sickness, Disability Or military medical establishments in

Other Disadvantage, the UK and abroad where there is a
Through Such need.
Charitable Means As We will be sponsoring the Garden
The Trustees Think Fit at Fisher House ( A Home from
Home for Families of injured
troops) close to the Queen
Elizabeth Hospital in Birmingham
69 Turn to Visit website Turn to Starboard uses Families weeks – we take a
Starboard shaun@turntostarboard.co.uk sailing courses to Service family sailing in Cornwall
Falmouth Marina support those affected and out of their normal
North Parade by military operations. environment. Helping them re-
Falmouth engage with each other after
Cornwall separation.
TR11 2TD Zero to Hero – in which we support
01326 314262 individual Service personnel who
have fallen on particularly hard
times to reach RYA Yachtmaster
Cruising Instructor and reintegrate
them with a career in the marine
industry. Provision of a personal
Yachtmaster mentor, 1 to 1 support
where needed, flexibility to extend
the course, career advice and
support to enter the marine
industry.
RYA courses – provided for
groups who have experienced or
been affected by operations. RYA
Day Skipper courses provide an
opportunity to share experiences in
a unique environment.
Tall Ship experience – The
Princes Trust have gifted us the
92ft Pilot Schooner previously
called ‘Spirit of Fairbridge’. She has
18 berths to facilitate larger groups
with traditional gaff rigged Tall Ship
sailing. Amongst other trips we are
planning a ‘Round Britain’
experience in June 2015.
Boat Build project – currently we
rely on boat charter to facilitate our
sailing. To ensure our long term
future we are building a Rustler 42
specifically for our beneficiaries.
We also hope to access boat
building courses on our project for
veterans or those transitioning.
70 Union Jack http://www.ujclub.co.uk Private members' club High quality accommodation with
Club Sandell Street with facilities for serving reduced rates for serving and ex-
Waterloo and ex-Forces Service personnel.
London personnel.
SE1 8UJ
020 7902 6000
71 Veterans Aid http://www.veterans-aid.net Caring for homeless Grants/benefits, ongoing financial
40 Buckingham Palace Road veterans. support.
Victoria Hostel accommodation.
London Advice and contacts.
SW1W 0RE
0800 012 6867
72 Veterans Visit website To help Serving Veterans Council provides a
Council UK admin@veteranscouncil.org.uk Personal and Veterans credible duty of care that makes a
Rainford Hall of all ages and their positive difference to the daily lives
Crank Road families. of our nations Armed Forces
St Helens Community. Our services are
WA11 7RP designed to restore a moral
01744 731099 obligation to the members of the
Armed Forces Community, and
their families. To establish Armed
Forces Community Directory as a
single, easily-accessible pathway
into bespoke mental health,
health/social care and transitional
services, ensuring those who need
help, find the right help in the right
place, at the right time.
Our opening hours are 09:00 –
AEL 073 81H-12 AC 60974/3

17:00 Monday to Friday

73 Veterans Visit website Veterans Scotland's is Aid via other charities
Scotland New Haig House concerned with
Logie Green Road enhancing the welfare
Edinburgh and well-being of the
EH7 4HR Veterans community in
0131 550 1569 Scotland by
encouraging
cooperation and
coordination between
the ex-Service charities
in Scotland; engaging
where appropriate with
the UK and Scottish
governments on matters
relating to veterans
affairs and acting as a
point of contact for
government and other
agencies for all matters
relating to veterans
policy.
74 Veterans UK www.veterans-UK.info MOD Statutory support Veterans UK is part of Defence
to Veterans and their Business Services (DBS) within the
(Inc Veterans Ministry of Defence, families Ministry of Defence (MOD) and
Welfare Service Norcross, administers the Armed Forces
VWS)) Thornton Cleveleys, Pension Schemes serving around
Lancashire, FY5 3WP 900,000 members of the Armed
Forces community. It also
Helpline: 0808 1914218 administers compensation
payments for those injured or
bereaved through service and
provides a package of welfare
support for veterans via a national
Veterans Welfare Service and
veterans helpline facility. DBS
operates from eight main sites -
Abbey Wood, Cheadle Hulme,
Glasgow, Gloucester, Gosport,
Liverpool, Norcross and York.
75 Victory http://www.vsc.co.uk Private members club An affordable "home away from
Services 63/79 Seymour Street for all ranks, serving home" in London.
Association London and retired, members of Respite and welfare breaks for the
W2 2HF the Armed Forces. wounded.
020 7723 4474
76 Walking With Visit website To provide funding for Funding of retraining and
The Wounded Stody Hall Barns retraining and education educational courses for Wounded
Stody for Wounded Servicemen and Women
Melton Constable, Servicemen and
Norfolk Women.
NR24 2ED To raise awareness of
01263863900 Wounded Servicemen
and Women via our
Walking With The
Wounded Expeditions
77 War Memorials http://www.warmemorials.org War Memorials Trust War Memorials Trust provides
Trust info@warmemorials.org works to protect and advisory and advocacy services to
2nd Floor conserve war memorials anyone with a war memorial
42a Buckingham Palace Road in the UK. enquiry, financial assistance for
London repair and conservation through
SW1W 0RE grant schemes and is a key referral
0300 123 0764 point for all issues regarding war
memorials. Issues it deals with
include addition of names (current
and previous conflicts), preventing
theft and advising how to
appropriately maintain and
conserve memorials
78 War Widows Visit website Pressure group to Newsletter. Comradeship.
Association of 199 Borough High Street improve the conditions Branches for social events.
GB London of War Widows and
SE1 1AA their dependants,
0845 241 2189 petitioning for
improvements in
pensions, benefits and
other issues.
79 Warrior Visit website The Warrior Programme 3 day educational and motivational
Programme info@warriorprogramme.org.uk is a personal motivation training programme and monthly
AEL 073 81H-13 AC 60974/3

The Warrior Programme and training meetings.

1 Thorpe Close programme. The course
London teaches individuals how
W10 5XL to take control of their
0560 204 3180 life, and how to increase
confidence, motivation
and focus, enabling
participants to create a
healthy, independent
and balanced life style.
The programme is
particularly suitable for
ex Service and Serving
personnel in transition
post operations.
80 Wings for Visit website To facilitate the Our aim is to provide the financial
Warriors info@wings4warriors.org.uk transition of veterans and emotional support required to
42 Admirals House affected by injury or allow our beneficiaries to make
Gisors Road illness into sustainable their own, long term transition into a
Southsea, careers in aviation. new career every bit as exciting
Portsmouth and rewarding as their last.
PO4 8GX
07760 154074
81 Winston’s Wish Visit website Winston’s Wish is the  A national Helpline for
info@winstonswish.org.uk leading childhood anyone concerned about a child
3rd Floor Cheltenham House bereavement charity in coping with the death or serious
Clarence Street the UK. We support illness of a family member – 08452
Cheltenham, families when someone 03 04 05
Gloucestershire, important has died and  Individual and group work
GL50 3JR have been working with with bereaved children and their
01242 515157 bereaved children and families
their families since
1992. Winston’s Wish
 Residential weekends for
groups of children and groups of
offers specialist support
parents/ carers
to children, young
people and families who  Specialist support for
have been bereaved children bereaved though murder,
through the military. manslaughter or suicide
This work is funded by  Training and consultancy
the service charity Help for professionals and support for
for Heroes. schools
 A website and publications
containing specialist information
and interactive resources for
children, young people and
professionals.
AEL 073 81H-14 AC 60974/3

ANNEX I TO CHAPTER 81
SOURCES OF WELFARE GUIDANCE AIDE MEMOIRE
Ser Subject Publications/Guides

1 Armed Forces Compensation Email: veterans-uk@mod.uk or www.veterans-uk.info
Scheme
Veterans UK Helpline: 0808 1914218
2 Administration of Army AGAI Vol 5 Instruction 002 (Restricted-Staff) - The
Personnel with administration of Soldiers with
HIV/Aids HIV/AIDS
3 Aftercare www.veterans-uk.info , RBL and Regimental/Corps websites
4 Alcohol Misuse AGAI Vol 2 Chap 64 (Sep 14) Alcohol Misuse
5 Barrack Regime AGAI Vol 2 Chap 53 'Barrack Regimes and living out by
single personnel dated Mar 2003
6 Casualty & Compassionate JSP 751 (Issue 14, Jul 14) Joint Casualty and Compassionate
Procedures Policy/Procedures, CNO/VO Handbooks Mar 08 and Trg DVD
available from AIASC
7 Childcare Voucher Scheme www.modchildcare.co.uk
8 Child Support Agency AGAI Vol 3 Chap 83 Part 1
9 Civil Partnership Act DSPPol/30/06/09 dated 16 Sep 05, DIN 2005DIN02-186,
D/DPS(A)/36/3/1 dated 18 Oct 05
10 Complaints JSP 831
11 Criminal Records Bureau 2007DIN01-022 Aug 07
Checks
12 Debt A self help guide to dealing with debt AC 63968, AGAI Vol 3
Chap 89 Part 2 - Civil Debt,
www.moneyforce.org
13 Discipline What happens if I’m in trouble with the Army AC 64541
14 Discharge Transition to Civilian Life - A Welfare Guide Jan 08.
15 Discount Brochure Defence Discount Brochure Tri-Service annual publication 2008
also www.forcesdiscounts-mod.uk
16 Divorce & Estrangement AGAI Vol 3 Chap 83 Part 5, D/DPS(A) Coping with Marriage in
Breakdown booklet.
D/DPS(A)/33/9/PS4(A) dated 14 Jul 08
17 Domestic Violence AGAI Vol 3 Chap 83 Part 4, JSP 913
18 Employment and Deployment of DPS(A) 28/9PS4(A) dated 29 Feb 08
Service
Parents and Carers
19 Foreign and Commonwealth British Army Guide to Supporting Foreign and Commonwealth
Citizens Citizens and their Families
Support Mar 08 (from PS4(A) Interim Commonwealth families
handbook, UK Orientation PowerPoint
Presentation Feb 08) also web page at www.army.mod.uk
20 Funds AGAI Vol 3 Chap 82 – Non-public and sports equipment funds,
LFSO 3206 – Welfare Funds
21 Families Welfare Policy General guidance AGAI Vol 3 Chap 83
22 Families Guide General guidance 1998 AC 61391
23 Families Deployment Guides Reserve – DPS(A) Guide Edition No 2 May 08, Regular –
(Reserve and Regular) DPS(A) Guide Edition No 1 Dec 08
24 Housing/Accommodation/Short JSP 464 Tri-Service Accommodation Regulations (TSARs)
Term JSP 315 (Accommodation
Support scaling), Service Cotswolds Centre (families) 2008DIN01-184,
SPACES (for Single Soldiers)
25 Tri-Service Operational and JSP 770
Non-operational Welfare Policy
26 Leave JSP 760 Regulations for Leave and other Types of Allowances
27 Maternity/Paternity/Adoption and 2007DIN02-005, 2007DIN02-041, JSP 760
Parental Leave
28 Bullying and Harassment JSP 763
29 PAX/SLI/ToPaS Schemes www.paxinsurance.com, www.servicelifeinsurance.co.uk
30 Pay, Allowances and Pensions JSP 752 and 754, Armed Forces Pensions Schemes 75, 05
31 Protection of Children JSP 834, AGAI Vol 3 Chap 83 Part 3, LFSO and BFG
SOBAG
AEL 073 81I-1 AC 60974/3

32 Resettlement Tri Service Resettlement Manual JSP 534

33 Service Children’s Education JSP 342, Directorate Children and Young People, Service
Children in State Schools Handbook
34 Services Community Official Methos Publishing all specific to Garrisons/Stations (through
Guides AWS)
35 Veterans Welfare Service www.veterans-uk.info
(VWS), Veterans UK part of
MOD Defence Business Veterans UK Helpline – 08081914218
Services (DBS)
36 Sickness Absence AGAI Vol 3 Chap 99 Command and Care of Wounded
Management Injured and Sick Personnel
37 Soldier Management Soldier Management a guide for Commanders AC 64286
2004, LFSO 3209 (Jan 06)
38 Special Educational Needs AGAI Vol 3 Chap 108, Additional Needs and Disability a Guide
Additional for Parents and Careers 2006
Needs & Disability MMP 113, JSP 820 MoD Disability and Additional Needs,
Forces Additional Needs and
Disability Forum DIN 2008DIN01-037
39 Stress Management JSP 375, Leaflet 25 – Stress Management.
JSP 898, Part 3, Chapter 13 – Defence Direction on Stress
Management Training.
LFSO 3218 – Army Stress Management Training Policy.
LFSO – Land Post Operational Stress Management (POSM).
40 Suicide and Deliberate Self- AGAI Vol 3 Chap 110 Suicide and Vulnerability Risk
harm Management
41 Travel JSP 800 Defence Movements and Transportation Regulations
Volume 2 – Passenger Travel
Instructions
42 Terms and Conditions of A Short Guide 2002 AC 63804, JSP 752 Allowances and
Service Charges
43 U18s JSP 834, AGAI Vol 3 Chap 109 Care for Soldiers U18 and
2011DIN01-233
AEL 073 81I-2 AC 60974/3

ANNEX J TO CHAPTER 81
SPECIALIST WELFARE RECOMMENDATIONS
Purpose
1. In order to make informed decisions when managing a soldier, the chain of command may
have access to incomplete information and may require a welfare specialist to assess the situation
and make a recommendation. To facilitate this, the chain of command may request a ‘Specialist
Welfare Recommendation’. AGAI 081 details the circumstances in which a Unit may legitimately
request a ‘Specialist Welfare Recommendation’. Only a Commanding Officer, Unit Welfare Officer
or Personnel Recovery Officer is authorised to make this request.
2. A ‘Specialist Welfare Recommendation’ may be generated following an assessment of the

soldier’s situation and provides details of the options available to the chain of command, along with
a recommendation on the action considered most appropriate, and timescales and priority within
which this should take place. A ‘Specialist Welfare Recommendation’ is a tool for the chain of
command, and as such, should be generated with the best interests of the Service as its main
focus, whilst also reflecting the needs and wishes of the soldier.
3. The contents of a ‘Specialist Welfare Recommendation’ are to comply with the standards
detailed in Para 16. This policy sets out the process to be followed in completing a ‘Specialist
Welfare Recommendation’. The forms to be used in producing the recommendation can be found
at Appendices 1-6.
4. As the Army’s main provider of secondary welfare support, AWS has a remit to respond to all
appropriate requests for a ‘Specialist Welfare Recommendation’ from the chain of command as per
the criteria laid out in AGAI 081.
5. Where appropriate, and following assessment, a ‘Specialist Welfare Recommendation’ will

be generated within 20 working days of receipt of the request. Where assessment indicates a
‘Specialist Welfare Recommendation’ is not appropriate, the referrer will be advised of this in
writing and the case will be closed. Where the requirement for a recommendation is indicated but it
cannot be completed within the stated timescale, the SAWW will liaise with the referrer and agree
a time scale for providing a completed recommendation. If for operational reasons, the request is
deemed urgent, and a recommendation is required before full independent verification of the
circumstances can be obtained, the Unit may elect to receive a ‘Situation Report’ instead, in the
form of a letter, which will outline the circumstances known at that time and which must detail the
limitations of the assessment.
Referrals
6. A Unit is to submit the request for a ‘Specialist Welfare Recommendation’ in writing, to the
SAWW of the Personal Support Team from which the recommendation is required, using AWS
SWR Form 1. The SAWW is to acknowledge this request in writing, advising that AWS will
undertake an assessment, and if appropriate, aim to complete the subsequent recommendation
within 20 working days.
Content
7. AWS will gather relevant information from appropriate civilian and military agencies, or
individuals, in order to formulate a thorough assessment. Where this assessment indicates there
are no extenuating welfare issues pertinent to the management decision requiring to be made, a
letter will be sent to the referrer advising of this and stating that no recommendations will
subsequently be made. Where the assessment indicates there are pertinent welfare issues, this
will generate a Specialist Welfare Recommendation.
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8. The Service person must give consent to a Specialist Welfare Recommendation being
produced and to AWS approaching agencies or individuals for information, and this consent is to
be obtained using AWS SWR Form 3. It is acceptable for information to be gathered verbally and
recorded on AWS PS Form 2. Where an Agency or individual subsequently provides information
their consent to AWS using this is to be obtained on AWS SWR Form 4. It is the responsibility of
the AWW writing the report to ensure all necessary consents have been obtained before using any
information provided. A record of all information gathered will be retained on AWS PS Form 2s and
kept on the AWS case file.
9. As part of the information gathering process, an AWS team may request another AWS team
or another appropriate Welfare Agency visits the soldier’s family to establish or evidence certain
matters. In this case, the AWS team must put the request in writing, using AWS SWR Form 5, to
the relevant other AWS team or Welfare Agency clearly stating the requirement and enclosing a
completed AWS SWR Form 3 (with names of other individuals blanked out) and a prepared AWS
SWR Form 4, which will need to be completed and returned with the reply. When one AWS team is
asked to gather information which will be used as part of another AWS teams ‘Specialist Welfare
Recommendation’, it will be sufficient for the reply to be in letter form.
10. WS SWR Form 2 and AWS SWR Form 2a at Appendix 2 to Annex x is the format to be used
for all ‘Specialist Welfare Recommendations’. An assessment of the situation is to be made, using
all relevant information obtained, including the views of parties approached and the wishes of the
service person and their family where appropriate. This assessment is to be recorded in full on
AWS Form 3 and cross-referenced with information recorded on AWS Form
2. The AWS SWR Form 2 will be completed. This will provide essential information to the
Commanding Officer to enable them to recognise the validity of the recommendation being made.
This will include details of the range of options considered, along with a brief explanation as to why
the preferred option was selected over any other options presented. AWS SWR Form 2 will be
retained by the Commanding Officer and not shared with other Agencies, without the consent of
the Serving Person. AWS SWR Form 2a will constitute the formal Specialist Welfare
Recommendation. This will detail the Recommendation being made by AWS, along with suggested
timescales and priority classification, the criteria for which are specified in AGAI 081. It is
permissible for the Commanding Officer to detach this form and provide it to other Agencies such
as MS Branch and DE as evidence of the Specialist Welfare Recommendation.
11. All ‘Specialist Welfare Recommendations’ are to be completed to the standards detailed at
Para 16. The specialist supervisor (SAWW, equivalent or above) is responsible for quality assuring
the ‘Specialist Welfare Recommendation’ and the ‘Additional Information for the Chain of
Command’. When it is complete and has been approved by the specialist supervisor, the serving
person is to be asked to sign the recommendation as having read it and is also to be offered a
copy of the recommendation. The serving person is deemed to have consented to the production
of the Recommendation at the outset of the process, and therefore at this point they are only
signing to say they have read it – should they decline to sign, the Recommendation can still be
shared with the Chain of Command.
12. The completed ‘Specialist Welfare Recommendation’ with signatures, is to be forwarded to

the CO of the Serving person’s Unit. The recommendation can be dispatched ‘attention’ the
requestor (who may be either the CO or UWO), but must be addressed to the CO. A covering letter
in the format of AWS SWR Form 6 should be included, drawing attention to the requirement for
receipt of the Recommendation to be acknowledged within 10 working days, and for an outcome to
be recorded at serial 7 of the SWR Form 2 and returned to the author within 1 month.
Notification of Outcome
13. The covering letter requests the Unit to notify AWS of the outcome of the situation for which
the Welfare Report was written within 1 month. In order to monitor the effectiveness and the
validity of the Report, it is important this information is available to AWS. If not received within this
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timescale, the Unit is to be approached for this information. The case file is to remain open until
such time as the outcome has been notified.
14. In the event that the Unit choose not to follow the Specialist Recommendation, or are unable
to do so, [insert policy] requires them to notify PS4 of this fact, providing a justification.
Complaints
15. Any complaints about the quality or content of Specialist Welfare Recommendations are to
be staffed through the normal AWS complaints procedure. If the Service User has concern about
the decision taken by the CO the Service User must address this through the internal redress
procedure.
Practice Standards
16. The following standards are to be applied to every Specialist Welfare Recommendation
completed:
a. Defence Writing Standards to be followed throughout.
b. Layout as AWS SWR Form 1.
c. Accurate spelling and grammar used.
d. Completed within timescale unless appropriate justification provided.
e. Consent forms completed.
f. Appropriate consultation with sources of relevant information.
g. Sources of information acknowledged.
h. No use of ‘jargon’.
i. Military abbreviations kept to a minimum.
j. If recommendation is tri-service, relevant Service abbreviations used.
k. Individuals referred to by title/rank and surname, or title/position, not solely by

forename.
l. Contents to reflect awareness of equality and diversity principles and issues.
m. Content to be based on relevant, factual information.
n. Pertinent references to be included.
o. Content to be focussed and concise.
p. Any risk of recommendation(s) not being followed is to be clearly articulated in

Recommendations section.
q. Options to be clearly stated and realistic in terms of preferences and priorities given.
r. Options given to reflect the needs of the Service, balanced with needs of the individual.
s. Reasons for Preferred Option to be substantiated and included.
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t. Report to be signed by supervisor prior to release – only SAWW, equivalent or above

are to quality assure Specialist Welfare Recommendations.
Appendices:
1. SWR Form 1 – Unit SWR Request Form.

2. SWR Form 2 – Specialist Welfare Recommendation – Information for Commanding Officer.
3. SWR Form 2a – Specialist Welfare Recommendation.
4. SWR Form 3 – Serving Person’s Consent Form.
5. SWR Form 4 – Third Party Consent Form.
6. SWR Form 5 – Request to another AWS office or Welfare Agency for information.
7. SWR Form 6 – Covering letter.
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APPENDIX 1 TO ANNEX J TO CHAPTER 81

SWR FORM 1 – UNIT SWR REQUEST FORM
REQUEST FOR AN AWS SPECIALIST WELFARE RECOMMENDATION

IN RESPECT OF
1. Military Details:
Service Number:
Rank:
Full Name:
Date of Birth:
Address:
Contact Details:
2. Family Details (of other people pertinent to the Specialist Welfare Recommendation being
requested, e.g. spouse, children, parents):
Full Name:
Date of Birth:
Address:
Contact Details:
(Please use another sheet if more than one person is involved)
3. Current Situation (as perceived by the Unit, e.g. background information that has lead to
the request for the Specialist Welfare Recommendation, including any impact current
circumstances may be having on the soldiers personal life as well as their career/Unit):
4. Action already taken by Unit:
5. Preferred Outcome (what is the Units preferred outcome and is it different to the soldiers):
6. Any other information relevant:
Referrer Name:
Role:
Signed:
Date: Contact Tel. No:
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Intentionally blank
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SWR FORM 2 – SPECIALIST WELFARE RECOMMENDATION - INFORMATION FOR
COMMANDING OFFICER
This information has formed part of the Assessment undertaken by AWS in producing the
Specialist Welfare Recommendation. This information is provided to assist the Commanding
Officer in understanding the recommendation - the contents on this page should not be shared with
any other Agency without the consent of the Serving Person.
1. Serving Person
Name: Service No: Unit
2. Report requested by:
Reason for request:
3. People consulted in order to complete assessment and recommendation:
a.
b.
c.
4. Options considered:
a.
b.
c.
5. Justification for preferred option:
I confirm I understand the purpose of the Specialist Welfare Recommendation above, and the
reasons for the collection of my personal data. I agree to my data being used for this purpose.
Signed:
Rank & Name:
Date:
Finally, the MOD is committed to ensuring that all your personal information, including that of a
sensitive nature, is used with your consent and respect for your privacy, and only for the limited
purposes stated above. This also accords with our legal obligations under the Data Protection Act
1998.
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UNIT RESPONSE
1. CONFIRMATION OF RECEIPT (To be completed by CO or UWO and returned to AWS

within 10 working days of receipt of recommendation).
Signed:
Rank:
Appointment:
Date:
2. CONFIRMATION OF OPTION FOLLOWED (To be completed by CO or UWO and

returned to AWS within 1 month of receipt of recommendation).
Option followed:
Signed:
Rank:
Appointment:
Date:
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SWR FORM 2a – SPECIALIST WELFARE RECOMMENDATION
To be detached by Commanding Officer and provided to Agencies such as APC or DIO as

required
To comply with the Data Protection Act 1998, the Ministry of Defence will collect, use, protect and
retain the information in this report in accordance with MOD Policy.
1. Serving Person:
Name Service No Unit
2. Recommended action including timescales:
Priority 36 : 1 2 3 4 Timescale: * see key
Implications: for example “soldier is currently not operationally effective” or “soldier remains operationally effective but there is
significant detriment to his family and children” [tailor to situation].
Signed: Signed:
Rank: Rank:
Army Welfare Worker: Senior Army Welfare Worker:
Date: Date:
This Specialist Welfare Recommendation has been prepared to assist the Commanding Officer to
decide how to manage this serving person and must not be used for any other purpose. The
contents will be provided to the Unit and, where it is required in order to achieve the desired
outcome, to MS Branch, DIO or other Agencies as appropriate. The soldier will be offered a copy
of this recommendation.
Service Person declaration

I have read this Specialist Welfare Recommendation and understand the contents.
Signed: Date:
Rank and Name:
36
Key to priority: 1-Immediate, 2-Urgent (within 2 months), 3-Important (within 3 months), 4-Routine (within 6 months).
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Intentionally blank
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SWR FORM 3 – SERVING PERSON’S CONSENT FORM
SERVICE PERSONS ‘PERMISSION TO SHARE INFORMATION’ FORM
AWS File No: ……………
SERVICE PERSON: Surname: First Name: Rank/Title:
SERVICE NUMBER:
I consent for the Army Welfare Service (AWS) to undertake an assessment and to generate
a ‘Specialist Welfare Recommendation’ as requested by my Unit. In order for AWS to do
this, it will be necessary for AWS to liaise with other agencies and/or individuals to gather
relevant information. We would like your permission to do so, subject to the principles set
out in the AWS Code of Confidentiality. The information gathered will form the basis of an
Assessment, which will generate a recommendation. The information obtained will be
retained on your AWS case file. Please identify each agency and/or individual that you are
happy for us to consult with.
Full Name or Organisation Consent given (signature) Date
Service Person
Signature: Date:
AWS Worker
Name: Signature: Date:
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Intentionally blank
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SWR FORM 4 – THIRD PARTY CONSENT FORM
AGENCY / INDIVIDUAL ‘PERMISSION TO SHARE INFORMATION’ FORM
AWS File No: ……………
SERVICE PERSON: Surname: First Name: Rank/Title:
AGENCY NAME OR NAME OF INDIVIDUAL:
The Army Welfare Service (AWS) has been asked to generate a ‘Specialist Welfare
Recommendation’ which will help the Army to manage the above named Serving Person.
To do this, it will be necessary for AWS to collate relevant information and use this to make
an assessment of all relevant circumstances, thereby producing a recommendation to
relevant military managers as to what the preferred course of action is.
We would like your permission to use the information you share with us to facilitate this,
subject to the principles set out in the AWS Code of Confidentiality. The information
gathered will form the basis of an Assessment, which will generate a recommendation. The
information obtained will be retained on the Service Persons AWS case file.
Declaration:
I give my consent for any information I provide to form part of an Army Welfare Service
assessment. I understand this assessment will be used to generate a recommendation to [insert
rank and name] military managers.
I am aware the assessment produced will be shared with [insert rank and name] and they will be
offered a copy of this. The detail of the assessment will not however be contained in the
recommendation put forward.
Name: Signature: Date:
AWS Worker Name: Signature: Date:
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Intentionally blank
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SWR FORM 5 – REQUEST TO ANOTHER AWS OFFICE OR WELFARE AGENCY FOR
INFORMATION
REQUEST TO ANOTHER AWS OFFICE OR ANOTHER WELFARE AGENCY REQUIRED TO

UNDERTAKE A FULL ASSESSMENT AND PROVIDE A SPECIALIST WELFARE
RECOMMENDATION
SERVICE PERSON: Service No: Full Name: Rank/Title:
1. AWS [insert location] has been asked by [insert Unit] to produce a Specialist Welfare
Recommendation concerning the above soldier. The purpose of this recommendation is [insert
brief summary of circumstances giving rise to need for report].
2. AWS [insert location] would be grateful if an AWW or [insert Organisation name] Worker
[delete as appropriate] could visit the person(s) below and obtain the following information [insert
clearly and concisely what information is required].
Name:
Address:
Tel. No:
3. The subject of the Specialist Welfare Recommendation has given their consent to [insert
name of individual or agency] being approached for the information (please see enclosed signed
Consent Form). Please ensure the enclosed AWS SWR Form 4 is completed by the information
provider and returned with your written reply.
4. Please return the information obtained, in writing, to the undersigned. You will be aware that
the generation of a Specialist Welfare Recommendation is time sensitive – the information is
needed by [insert date]. If any difficulties are anticipated in meeting this request, please let me
know as soon as possible.
Name:
Rank/Title:
Army Welfare Worker
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Intentionally blank
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SWR FORM 6 – COVERING LETTER
COVERING LETTER FOR COMPLETED SPECIALIST WELFARE RECOMMENDATION
ARMY WELFARE SERVICE SPECIALIST WELFARE RECOMMENDATION CONCERNING:
[Insert Service No, Rank, Name]
Reference:
A. [insert referral reference]
1. As requested at Reference A, please find enclosed a Specialist Welfare Recommendation

concerning [insert rank and name]. This recommendation is based on a Specialist Welfare
assessment, which has been undertaken in accordance with AWS Codes of Practice and Code of
Confidentiality. This recommendation has been shared with the soldier and can be used by the
Chain of Command in facilitating management decisions accordingly.
2. Enclosed is Form AWS SWR 2, ‘Specialist Welfare Additional Information for the Chain of
Command’. This details information for the Commanding Officer only, which explains the rationale
for the Recommendation made. This information should not be shared with other Agencies without
the serving person’s consent. Also enclosed is Form AWS SWR 2a, which notes the Specialist
Recommendation being made by AWS – this form is to be detached and used as evidence of the
Specialist Welfare Recommendation to other Agencies such as MS Branch, DIO etc.
3. AGAI _____ sets out the basis for the Specialist Welfare Recommendation. In accordance
with [insert PS4 AGAI reference], a decision not to follow the Specialist Welfare Recommendation,
must be reported, along with a justification to ____________.
4. To confirm receipt of the Specialist Welfare Recommendation please complete serial 6 and
return a copy to this AWS office within 10 working days.
5. To allow AWS to monitor the effectiveness and validity of its Recommendations and in
accordance with [insert PS4 AGAI reference], please complete serial 7 of the Specialist Welfare
Recommendation and return a copy to this AWS office within 1 month of issue.
6. Please do not hesitate to contact this office should you require any further information.
Name:
Rank/Title:
Army Welfare Worker
Enclosures:
Specialist Welfare Additional Information for Chain of Command

Specialist Welfare Recommendation – [insert service no, rank, name]
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March 2015

(Replaces Issue 146 dated Sep 09)

ARMY GENERAL AND ADMINISTRATIVE INSTRUCTIONS

ARMY WELFARE POLICY

This chapter promulgates Army Welfare Policy in order to deliver

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ARMY WELFARE POLICY

CONTENTS PAGE PARAS

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Welfare Co-ordinator 4-2 81.058 – 81.062

ANNEXES & APPENDICES SUBJECT

AEL 073 ii AC 60974/3

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g. Maintain a close working relationship with specialist welfare organisations granting

(2) Assurances that the unit is a stigma-free welfare environment.

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e. The Army’s welfare policy and infrastructure must be sufficiently flexible to

a. Personal Support. Personal support encompasses advice and support to a wide

b. Community Support. Community support is the support provided to individuals,

c. Aftercare. Aftercare is the provision of support to the ex-Service community of

Levels of Welfare Support

a. Statutory. Statutory support is defined as the provision of support which is provided by

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b. Primary. Primary support is defined as the provision of welfare support generally

(1) Unit Welfare Officer (UWO).

(2) Unit Welfare SNCO/WO (UWSNCO/UWWO).

(3) Regimental Operations Support Officer (ROSO) in Reserve units.

(4) Regimental Operations Support Warrant Officer (ROSWO) in Reserve units.

(5) Regimental Career Management Officer (RCMO).

(6) Army and civilian Chaplain.

(7) Regimental Medical Officer (RMO).

(8) WRVS or HIVE.

(11) A soldier who wants information about the local community.

(14) A family member with a welfare need.

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(1) Cases where a referral must be made to AWS. These include:

(a) Any situation involving domestic abuse or similar allegations.

(c) All Complex Casualty Cases.

(d) Any situation where an adult is considered to be at risk of serious harm.

(b) A soldier who is alleging bullying, harassment or discrimination, even when

d. MOD/Third Sector/Charity/Corporate. MOD/Third Sector/Charity support is defined

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Management Information System (PAPMIS) and Vulnerability Risk Management (VRM 5 ).

Policy and Delivery

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Public and Non-Public Welfare Funds and Grants

a. Public Funds. Public funds include:

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PART 2 – SUPPORTING POLICY

Deployment Welfare Support (DWS)

Army Welfare Sources of Information, Guides and Facilities

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PART 3 – LEVELS OF WELFARE SUPPORT

Primary Level of Support - Commanding Officer’s Welfare Management Responsibilities

Co-ordination of Army Welfare Support

Army Peer Support

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Post Operational Stress Management (POSM)

Vulnerability Risk Management (VRM)

b. Signposting appropriate responses and management tools to mitigate identified risk, in