1 of 3 presentations for the Engage Wales networking event. Hosted by ideasUK, held at the Wales Audit Office, Cardiff.

1. Ministry of Defence
Ideas Management
Stuart Laws
GEMS Scheme Manager

2. Understanding the problem
• An inability to take tough, timely decisions in the Defence interest.
• Weaknesses in the Department’s ability to think strategically.
• Delivery arms which are disempowered and have their inputs micro-
managed by the Head Office, but are not held to account for their
outputs.
• Concerns with the profile and priority given to joint enabling military
capabilities within Defence.
• Continuing inefficiency in the current model.
• Concerns over whether Defence makes the most effective use of the
Service and civilian manpower.
2

3. Defence Reform:
Key Recommendations (of 53)
• Strengthen top level decision making
- New smaller Defence Board chaired by SofS
• Smaller and more strategic Head Office
- High level investment decisions, strategic direction, holding to account
• Focus Service Chiefs on running their Service
- Empowered with greater freedom and accountability
• Strengthen financial and Performance Management
- Legacy of affordability
• Improve ability to deliver joint capabilities
- Create a Joint Forces Command
• Ensure enabling services are efficient, effective and professional
- Create Defence Infrastructure and Defence Business Services
• Manage and use senior military and civilians more effectively
- Longer postings, more transparency and career management
3

4. New Defence Operating Model
Prime Minister
& National Security Council
Defence Secretary & Ministers
Defence Board
Direct SofS, Min, PUS, CDS, DGFin, CDM, 3 NEDs
Head Office
Strategic
Proposed Agree solution requirement Proposed CDS directive
solution & budget & budget solution
Enable Generate and Operate
Requirement Develop Operations
Defence Business specific
requirement
Services Navy Command
Systems & services
Defence
Force Elements
Infrastructure
Operations
Industry
Land Command PJHQ
DSTL DSF
Air Command Within Joint Forces
Acquire Command
DE&S Joint Forces
Requirement Command Joint training
& budget requirement
Account
4

5. 5

6. GEMS Background
• Introduced in April 1996 as the single Defence-wide suggestion
scheme.
• Covers all MOD civilian and Service personnel, ex-employees, directly
employed MOD contractors and their staff and agency staff.
• All staff covered by the GEMS Scheme have direct access to the
scheme without the need for clearance or approval through their Line
Management or Reporting Officer.
• Award decisions are devolved to the local level wherever possible to
facilitate a prompt response to those contributing suggestions.
• Not a substitute for reporting shortcomings in materiel, design or health
& safety procedures through the normal administrative channels or for
rewarding good work.
6

7. Purpose
Primary Aims of the Scheme
– Promote and Encourage Ideas that
improve efficiency or organisation within
the Department
– Improve Ways of Working
Secondary Aim of the Scheme
– Save the Department Money
7

8. GEMS – Past Suggestions
Rapid Deployment Vehicle Citadel Concept
The proposal was to use the RDVs as a first echelon communications “Citadel” that could be quickly
air transported into hostile environments. They would then operate independently, with little or no
assistance from any other outside agencies.
Communications equipment would be contained within four air transportable Land Rovers and
trailers, providing satellite rear links, high speed data transfer, RAF CCIS, J2 systems, secure voice
capability, as well as UHF, VHF and long hall H.F. communications.
In addition to carrying the communications equipment, the RDV Citadel would also form the command
post, and carry a purpose built tent designed and developed to facilitate this.
8

9. GEMS – Past Suggestions
Safe handling of splinted carbon fibre helicopter blades
Military helicopters are fitted with rotor blades constructed of carbon fibre composite which, in the
event of a crash, tend to shatter producing shards of thin, strong carbon fibre composite. These may
also be contaminated with body fluids or human tissue presenting a serious risk of injury or exposure
to viruses to those responsible for recovering the wreckage.
Traditionally, splintered rotor blades were placed into thick polythene tubing, but the shards frequently
punctured the polythene, leaving the sharp ends exposed. This proposal suggested using a roll of
industrial cling-film tightly wrapped around the splintered blade which gathered all the splintered ends
together, thus minimising the risk of injury to personnel.
9

10. GEMS – Past Suggestions
Development of the Rail Rack
Due to the lack of maintenance facilities, the narrow gauge locomotive fleet at DMC Eastriggs was
not being adequately being maintained. The Defence Rail & Container Services management
declared this to be unacceptable on safety grounds and subsequently threatened to withdraw the
locomotives used at DMC Eastriggs from service.
To address this problem, a group of 3 suggestors devised a modified Drops Flat-Rack to transport the
locomotives the 7 miles to DMC Longtown where essential maintenance and repairs could be carried
out. The flat-rack was dropped at the end of an open section of track and the locomotive driven on.
Safe transportation to DMC Longtown could then take place and then by putting the rack onto an
elevating hoist, unimpeded access could be gained to the underside of the locomotive for servicing.
10

11. GEMS – Past Suggestions
Enhanced Vehicle Protection System
Initiated by the upsurge of terrorist attacks on UK forces in Iraq, this GEMS suggestion proposed a
method of providing additional protection to the cabs of “B” type vehicles such as Land Rovers and
Trucks etc.
The suggestion consists of fitting locally manufactured armour packs to the vehicles. The packs are
made up of curtains containing body armour plates fixed to the front, sides and rear of the cabs, with
further enhancements made to the crew seating and floor pans of the vehicles. This additional armour
has been fully assessed for engineering quality, safety, and cost and has now been fully endorsed by
the equipment IPTs for use in theatre.
11

12. GEMS – Past Suggestions
RN Mobile Learning Project
The RN Mobile Learning Project’s principal aim is to improve the pre-career course preparation (and
subsequent pass rates) by RN trainees through the utilisation of innovative mobile technology. The
use of rapid authorising software has enabled MWS staff to capture the content of mathematics and
engineering lessons and publish them in recognised multimedia formats and bandwidths, both for on
and off-line use. The Sony Playstation Portable (PSP) is one such Mobile Learning Technology and
utilises the most recent hardware and software developments, harnessing the gaming platform
understanding of today’s young trainee in a way never before exploited.
12

13. GEMS – Past Suggestions
Development of Apache Helicopter’s Forward
Servicing Package
The suggestion was to replace the 300 hour service, which took 75 days, with a smaller Forward
Servicing Package. This package would cover all critical depth inspections in the forward area whilst
dropping all non-necessary airworthiness checks. The Forward Servicing Package was trialled in OP
HERRICK, with the time taken (approx 2 days) being equivalent to that needed to prepare an Apache
for Air Transportation back to the UK for depth servicing – no additional manpower was required for
the trial. Evidence from this trial and other concurrent trials were presented to the MOD and Boeing,
to allow a direct, real time comparison of design assumptions with in-use experience. Subsequent
development has led to the consideration of a 450 hour Forward Servicing Package and a 900 hour
Depth Service, which is estimated as creating savings in excess of £11.9M over the first 3 years of
implementation. 13

14. Financial Achievements
Fin Year # Suggestions # Awarded Value of Value of
Awards Savings
05/06 972 732 £239,010 £12,144,090
06/07 520 672 £173,318 £6,686,410
07/08 2,284 259 £68,466 £16,214,665
08/09 1,174 560 £334,132 £9,489,764
09/10 1,800 881 £220,992 £28,528,454
10/11 1,621 597 £148,273 £13,800,000
14

15. Questions?
15