I n t h e W o r k p l a c e
Far Flung to the Four Corners
Improving Support for the RAF Diaspora by Jim Gilson, SO1 Diaspora Support, HQ AIR
W
hat on earth is the ‘Diaspora’? For those RAF personnel who are unfamiliar with
the word, it comes from the Greek, meaning ‘to disperse’, and is used in the Bible in the sense of dispersion of the Tribes of Israel. We have adopted it as shorthand to describe all those who are serving in non-RAF organisations.
Perhaps surprisingly, our meaning applies to some 15% (12,500) of the current RAF strength. Perhaps you or your partner is part of the Diaspora and you didn’t even know it! First some background.
The contribution made by the professionalism and team spirit of RAF personnel to the Chief of the Air Staff’s vision of an agile, adaptable and capable air force is invaluable. Promoting and sustaining these attributes when people are working within the RAF’s traditional structures is straightforward. On operations, the role of team spirit in bolstering the moral component of fighting power is increasingly sustained by personal affiliation and identification with Expeditionary Air Wings and Groups as well as through formed unit identity.
However, for many, neither within traditional RAF structures nor currently deployed on operations, recourse to familiar single-Service points of reference is often more difficult. Concerns raised by personnel in the diaspora indicate lower levels of satisfaction compared to those in the mainstream. The common issues are:
• Poor communication of (RAF- specific) issues and information in organisations, contributing to a sense of isolation from the parent Service.
30 Winter 2008
• Perceptions by individuals of a lack of career management based on a mis- appreciation of the challenges of their role.
• Perceptions that performance is not properly reflected due to the differing quality of annual appraisals written by non-RAF superiors.
• Perceptions that within organisations manned predominantly by the sister Services little regard can sometimes be paid to RAF process and procedure even when objectively and demonstrably best practice.
This has led to a genuine sense of disenfranchisement amongst many. The following specific measures have been approved by AMP and were introduced in the Summer of this year. They are intended to provide a swift and pragmatic means of addressing the issues raised, without yet further changes to structures or cutting across existing chains of command:
• The top 3* in each area will act as “lead engager” for their respective areas, This term means they are the focal point for communicating with the diaspora in their area and will ensure that subordinate staffs are kept up to date with key ‘light blue’ developments. The remainder of the Diaspora will be looked after by SO1 Diaspora Support as an extension of his existing role working to the Air Officer Commanding Directly Administered Units. He will also have
overall responsibility for the scheme and for reporting progress at regular intervals to AMP.
• Maximum exploitation of Internal Communications (IC), including ‘pull’ electronic communications with specific links to new information, supported by accurate, managed distribution lists, enabling all RAF personnel to be advised of the existence and location of such information.
We are, of course, well aware of the importance of family life – particularly for those serving outside the mainstream – and therefore have worked closely with the RAF Families Federation to identify ways of working together. Our combined aim has been to extend the distribution of this excellent magazine and to ensure that family members wherever they are, are fully aware that efforts really are being made to improve their lives.
Chairman’s Note: Jim and I would be happy to hear from anyone with questions generated by this article. My contact via the Federation website
www.raf-ff.org.uk or 01780 781650 and Jim can be contacted on ++44 (0)1452 712612 ext 8173 or by e-mail on
progman.mcsg@ptc.raf.
mod.uk.
www.raf-families-federation.org.uk
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