Page 70 - Bugle No. 17 Spring 2021

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In late 2018 HM Government, the Northern Ireland Office, the Scottish Government and the Welsh Government published ‘The Strategy for Our Veterans.’ The title page carries the tag line ‘Valued. Contributing, Supported’. The document is signed off
by more than a dozen ministers and comments on how Veterans young and
old, offer a wealth of experience, skills and knowledge that are vital for civil society. It also recognises that delivery throughout the UK is different but all are committed to achieving a shared Vision and Principles. The Strategy looks forward ten years with an aim of ensuring that every Veteran feels more valued, supported and empowered and, in accordance with the Armed Forces Covenant (Scotland – Renewing our Commitments), will never be disadvantaged as a result of individual service.
The Strategy seeks to build on the awareness, across the public sector, engen- dered from the Armed Forces Covenant. The MOD has leadership for Veterans’ issues with responsibilities being carried out across governments. This is because Veterans are first and foremost civilians who not only benefit wider society but are encouraged
to maximise their potential as civilians. As a consequence Veterans are able to access support that meets their needs through public bodies, such as local authorities, devolved government and the UK Government and
voluntary sectors. Such an approach helps to ensure that a Veteran’s experience remains consistent with that of other citizens. Both the charitable sector and the private sector (Career Transition Partnership, Employer Recognition Scheme and concessions to the Armed Forces community) play their part within the voluntary sector.
Five cross cutting factors are identified within the Strategy. These are:
• Collaboration between organisations within
the public, private and charitable sectors.
• Coordination of Veterans’ services ensuring
consistency and fairness.
• Data on the Veteran community in order
to build an evidence base to effectively
identify and address the needs of Veterans. • Public perception and understanding to
aid the understanding of Veteran’s diverse
experiences and culture.
• Recognition. This should be sensitive to
public sentiment and should not undermine the widespread respect for the Armed Forces by favouring one group in society over another.
The Strategy highlights six key themes as prevalent topics that affect Veterans’ lives. Together with summarised outcomes they are: • Community and relationships. Veterans can
build healthy relationships and integrate
into their communities.
• Employment, education and skills. Veterans
enter appropriate employment and can
The strategy looks forward ten
years with an aim of ensuring that every Veteran feels more valued, supported and empowered and will never be disadvantaged as a result of individual service
Tour of Sedgemoor
continue to enhance careers
throughout their working life.
• Finance and debt. Veterans leave the Armed Forces with sufficient financial education, awareness and skills to be
financially self-supporting and resilient.
• Health and wellbeing. Veterans enjoy a
state of positive physical and mental health and wellbeing, enabling them to contribute to wider aspects of society.
• Making a home in civilian society. Veterans have a secure place to live either through buying, renting or social housing.
• Veterans and the law. Veterans leave
the Armed Forces with resilience and awareness to remain law-abiding civilians.
The Strategy is to be reviewed at the half-way point in 2023. Meanwhile agencies such as Veterans UK (Helpline 08081 914218 || veter- ans-uk@mod.gov.uk) and the Veterans Welfare Service (VWS) are in place and provide an excellent service. The VWS has been particu-
- Community and charitable relations
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VETERANS IN THE WEST