Chapter 1
It is arguable the three-star appointments within UK Strategic Command that also have a MoD head office direct responsibility as functional owners could also be included in this list. They are: Chief of Defence Intelligence; Chief of Defence Logistics and Support; and Director General Defence Medical Services.
The TSR-2 was a tactical strike and reconnaissance aircraft developed for the RAF in the late 1950s and early 1960s by the British Aircraft Corporation. The project was cancelled by the government in 1965.
Departmental Expenditure Limit is the budget that is allocated to and spent by government departments. A department’s DEL is determined as part of the government’s spending review.
The acquisition (or CADMID) cycle exists to assist the reduction of risk during the concept and assessment stages of a project so that, when it is presented for approval, there is a high level of confidence that targets for time, whole-life cost, annual cost of ownership and performance will be achieved. It has six stages: concept, assessment, demonstration, manufacture, in-service and disposal.
For example, the decision to procure two new aircraft carriers was announced in the 1998 SDR. The first of these – HMS Queen Elizabeth – was not commissioned until 2017.
Defined as the capacity to act independently and to make free choices.
The quantitative bibliometric survey employed by Dorman and Uttley identified the total population of articles on British defence and security policy published in academic peer reviewed journals between 1950 and 2014. Their database relied on seven online data sources: Ebsco, Proquest, Military Policy Research, Taylor & Francis, SAGE Journals, Wiley Journals and Oxford Journals were used to identify articles published in English between 1950 and 2014. These databases were selected because they are interdisciplinary and cover all major publication types. The databases were searched for articles containing the key words ‘UK, United Kingdom, Great Britain, defence, defence policy, security, national security, defence strategy, security strategy, Strategic Defence and Security Review, SDSR, defence management’ in the title, abstract or full text. The selection of these key words followed the assumption that it ‘essentially permitted authors to self-select their work for review’ on the grounds that authors who would want their work to be considered part of the British defence and security policy literature would foreground at least one of these terms in their text.
Chapter 2
Recognizing that contributions from this group are invariably first cleared by their political masters.
The latest version of the MoD’s operating model – How Defence Works Version 6 – published in September 2020 did not include a definition of military capability.
At the time of writing, the most senior ex-military MP in parliament is Bob Stewart, who left the British Army as a colonel Late The Cheshire Regiment in 1996.
Lieutenant commander (RN), major (British Army), squadron leader (RAF).
Even though the definition of military capability is the combination of equipment, trained personnel and support that gives the armed forces the capacity to achieve the tasks they are given, all DLOD costs must be considered. Therefore, for example, elements of infrastructure, inventory and arm’s length bodies are also included.
Recognizing that a significant element of capital expenditure and inventory costs are on equipment.
The acquisition (or CADMID) cycle also includes disposal stage; however, with a few notable exceptions (for example nuclear-powered submarines), most costs lie within procurement and support.
Generally known as The Downey Report.
Cost-plus contracts guaranteed payment of the industry’s costs plus a (limited) profit.
Executive agencies were semi-autonomous organizations within the MoD with their own budget and an element of freedom to reform organizational structures and process. Agency personnel remained in the military or civil service and budgets were subject to the rules of public accountability.
An SRO is a recognized appointment across government. The Infrastructure and Projects Authority confirms that an SRO is accountable (defined as ultimately answerable for an activity or decision) for ensuring a programme or project meets its objectives, delivers the projected outcomes and realizes the required benefits.
A TLB is the highest level of budgetary control within the MoD. TLB holders have personally to answer for the performance of their organizations as defined by their command plan. The service chiefs and UKStratCom commander are all TLB holders.
The Enabling Acquisition Change report was also the conduit for the creation of the DE&S through the merger of the DLO and DPA in 2007.
Stage 1 – capability definition; stage 2 – capability goal setting; stage 3 – baseline review and audit; stage 4 – shortfall and opportunity analysis; stage 5 – capability investigation; stage 6 – endorse the capability management plan.
© Crown copyright 2011, re-useable under the terms of the Open Government Licence, Available from: https://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/ [Accessed 11 March 2022].
Chapter 3
This document outlines the broad philosophy and principles underpinning how the armed forces are employed. It is the basis from which all other subordinate national doctrine is devised.
Michael Howards exact quote, taken from a 1974 RUSI Journal article titled ‘Military Science in an Age of Peace’ is: ‘when everybody starts wrong, the advantage goes to the side which can most quickly adjust itself to the new and unfamiliar environment and learn from its mistakes.’
Which he defines as ‘a specific danger which can be precisely identified and measured on the basis of the capabilities an enemy has to realise a hostile intent’.
For example: ‘Wherever possible, we will tackle security challenges early’ and ‘Overseas, we will favour a multilateral approach’.
Defence Equipment and Support (DE&S); Defence Digital (formally Information Systems and Services, or ISS); and the Submarine Delivery Agency (SDA).
Chapter 4
An enduring operation was defined as one that lasts for more than six months and normally required units to carry out a tour of duty and then be replaced by other similar units.
A non-enduring operation was defined as on that lasts less than six months, and typically required a force to be deployed and then withdrawn without replacement.
The term ‘complex operation’ was not defined in the 2010 SDSR nor the supporting factsheets; instead, it was included in the operational definitions section of the 2013 edition of Defence Strategic Direction, which is classified Confidential UK Eyes Only. The complete definition attracts this security classification as it includes deployment timelines, and therefore cannot be reproduced in full here. However, an in-part and unclassified definition refers to a joint operation that is undertaken across more than one environment and therefore requires a contribution by at least two, and invariably all components, that is, maritime, land, air, logistics and special forces.
The term ‘simple operation’ is also not defined. Again, an unclassified and in-part definition refers to an operation that is predominantly focused on a single environment and can generally be undertaken by a single component.
This figure is taken from my own personal records. I served as the chief of staff of the Joint Task Force Headquarters for the duration of Operation Deference – the non-combatant evacuation operation of entitled personnel from Libya in 2011.
‘The National Security Strategy of the United Kingdom is to use all of our national capabilities to build Britain’s prosperity, extend our nations influence in the world and strengthen our security’.
‘Ensuring a secure and resilient UK’; and ‘Shaping a stable world’.
The 2010 NSS tier one risks were: international terrorism affecting the UK and its interests; hostile attacks on UK cyber space; a major accident or natural hazard that requires a national response; and an international military crisis between states, drawing in the UK and its allies.
In the view of General Houghton, this was defined as the critical mass of the combined armed forces – the combination of all the armed forces of the country – in meeting what is expected of them in terms of military tasks.
Joint Concept Note 1/20 defines multi-domain integration as the posturing of military capabilities in concert with other instruments of national power, allies and partners; configured to sense, understand and orchestrate effects at the optimal tempo, across the operational domains and levels of warfare.
The five operational domains are maritime, land, air, space and cyberspace.
© Crown copyright 2010, re-useable under the terms of the Open Government Licence, Available from: https://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/ [Accessed 11 March 2022].
© Crown copyright 2015, re-useable under the terms of the Open Government Licence, Available from: https://www.nationalarchives.gov.uk/doc/open-government-licence/version/3/ [Accessed 11 March 2022].
Chapter 5
For example: Healey’s reviews from 1966 to 1968; the 1975 Mason review; and the 1998 SDR.
The NSCR work strands were national security doctrine; defence; counterterrorism; cyber; serious, organized, and economic crime; ports and borders; national resilience; global Britain; national security strategic communications; economic security, prosperity and trade; development; and cross-government funds.
De Gaulle had vetoed Harold Macmillan’s first application in 1963.
In NATO, and UK operational-level planning doctrine, the concept of ‘main effort’ provides a focus for the activity that the Joint Force Commander considers crucial to success (MoD, 2013b).
The DSG supported the secretary of state, permanent secretary and CDS in formulating advice on defence strategy. Its members included VCDS, the deputy chief of the defence staff for military capability, and the directors general for strategy and International, and finance.
Under a supported/supporting relationship in the execution of military operations, one organization will aid, protect, complement, or sustain another force.
Chapter 6
For example, The Long Retreat; The Long Recessional; and The Collapse of British Power.
For example, Defence in Transition: Options for Change; Soldiers of Fortune: Britain’s new Military Role; British Defence Planning in a Changing World; and British Defence Choices beyond `Options for Change’.
The 1957 defence review only included figures for one FY – 1957–58. It forecast a saving of about £280 million, or 16.5 per cent, against a £1.7 billion defence estimate made in the previous year.
The 1966 defence review included a financial target of £2 billion, at 1964 prices, to be reached in FY 1969–70.
The average change in pay and prices of goods and services making up the defence budget with quality and quantity held constant.
The rising real unit costs between successive generations of new equipment.
The creation of a Joint Security Fund was a new fund announced in the 2015 SDSR for the armed forces and the security and intelligence agencies, which was set to grow to £1.5 billion by FY 2019–20.
Brigaded under acquisition, information, people, and support.
Chapter 7
Where a capability is employed in more than one environment and/or by more than one single service, it is assigned a ‘lead command’, by MoD head office that is responsible for all acquisition of that capability. The lead command should consider the requirements and aspirations of the other users during capability planning.
A widespread nickname for the RN used by all ranks.
The successor to the Trident class of submarines on which the continuous at sea deterrent is deployed.
The finance and capability management staff occupy the third floor of MoD Main Building in Whitehall, the military strategic operations staff work on the fourth floor, and ministers, CDS, the permanent secretary and second permanent secretary, and the single service chiefs are located on the fifth floor.
During the HCDC’s inquiry into decision making in defence policy, former CDS Lord Richards pointed out that even the prime minister did not understand that the CDS did not command the service chiefs.
One each for the RN, the British Army, and the RAF.
Powerful and influential members of the organization operating in the background or behind the scenes.
For example, Warrior infantry fighting vehicles; Type 23 frigates, mine counter-measure vessels; tranche 1 Typhoon combat aircraft, E-3D Sentry airborne early warning and control aircraft; and Puma helicopters.