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Author:
Andrew R. Curtis
Publication Date:
23 Nov 2022
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i–vi
DOI:
https://doi.org/10.51952/9781529229929.fm001
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Who decides what military capability the UK should procure and, more importantly, why? What is the relationship between the politicians who provide the strategic direction and the military officers who translate it into armed forces, trained and equipped for the challenges of today and tomorrow? This book exposes the myriad factors that influence this relationship, from fluctuating geopolitical tensions and the economic health of the nation to the criticality of defence reviews – including the most recent 2021 integrated review – and the often-unseen interrelations between the Ministry of Defence’s strategic headquarters in Whitehall and the Royal Navy, British Army, and Royal Air Force. Today, the military struggles to maintain a force structure capable of doing everything asked of it. That’s because consistently making good capability choices is difficult and those who make the decisions do not always get it right. Using first-hand accounts from some of the most senior officials who have served in the Ministry of Defence over the last decade, this book exposes the reasons why. In doing so, it answers the question, why does UK Defence have the military capability that it has?

UNDERSTANDING UK MILITARY CAPABILITY

From Strategy to Decision

Andrew R. Curtis

First published in Great Britain in 2023 by

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Contents

  • List of Figures and Tables iv

  • List of Abbreviations v

  • Preface vii

  1. 1Introduction 1
  2. 2Strategic Direction and Military Capability 12
  3. 3The UK’s Approach to Strategy 38
  4. 4Defence Roles, Missions and Tasks 66
  5. 5Defence Reviews 97
  6. 6The Affordability of Defence 130
  7. 7The MoD and the Single Services 154
  8. 8Why Does the UK Have the Military Capability That It Has? 180

List of Figures and Tables

Figures

  1. 1.1Defence decision makers 2
  2. 1.2Translation of strategic direction into military capability model 6
  3. 2.1Major procurement and support reforms between 1998 and 2021 29
  4. 2.2Original version of the defence operating model schematic 35
  5. 4.1Future Force 2020 83
  6. 4.2Joint Force 2025 88
  7. 4.3Integrated Force 2030 92
  8. 8.1Translation of strategic direction into military capability model with events and influences overlay 182

Tables

  1. 2.1Defence reviews undertaken between 1945 and 2009 24
  2. 2.2Defence reviews undertaken between 2010 and 2021 27
  3. 2.3Breakdown of MoD expenditure between financial years 2016–17 and 2019–20 28
  4. 4.1Military missions and tasks from the 1998 Strategic Defence Review 76
  5. 4.2Scales of effort from the 1998 Strategic Defence Review 77
  6. 4.3Scales of effort from the 2010 Defence Green Paper 80
  7. 4.4Military tasks from the 2010 Strategic Defence and Security Review 80
  8. 4.5Armed forces missions from the 2015 Strategic Defence and Security Review 85
  9. 4.6Defence-related goals and priorities from the 2021 Integrated Review 89
  10. 6.1UK defence spending, 1950 to 1989 136
  11. 6.2UK defence spending, 1990 to 2009 139
  12. 6.3UK defence spending, 2010 to 2019 141
  13. 7.1Comparison of single services and Joint Forces Command budget allocations 160

List of Abbreviations

CADMID

Concept, Assessment, Development, Manufacture, In Service, Disposal

CASD

Continuous at Sea Deterrent

CDM

Chief of Defence Materiel

CDS

Chief of the Defence Staff

CSR

Comprehensive Spending Review

DBS

Defence Business Services

DCAR

Defence Capability Assessment Register

DCDC

Development, Concepts and Doctrine Centre

DCP

Defence Command Paper

DE&S

Defence Equipment and Support

DG Fin

Director General Finance

DIO

Defence Infrastructure Organisation

DLO

Defence Logistics Organisation

DLOD

Defence Lines of Development

DOM

Defence Operating Model

DPA

Defence Procurement Agency

DRP

Defence Reform Programme

DSG

Defence Strategy Group

DSTL

Defence Science and Technology Laboratory

ECC

Equipment Capability Customer

EU

European Union

FCO

Foreign and Commonwealth Office

FF20

Future Force 2020

FY

Financial Year

GDP

Gross Domestic Product

HC PAC

House of Commons Public Accounts Committee

HC PACAC

House of Commons Public Administration and Constitutional Affairs Committee

HCDC

House of Commons Defence Committee

HM

His/Her Majesty’s

ICBH

Institute for Contemporary British History

IF30

Integrated Force 2030

IOpC

Integrated Operating Concept 2025

IPT

Integrated Project Team

IR

Integrated Review of Security, Defence, Development and Foreign Policy

JCNSS

Joint Committee on the National Security Strategy

JF25

Joint Force 2025

JFC

Joint Forces Command

JSF

Joint Security Fund

MDP

Modernising Defence Programme

Min

Ministers

MoD

Ministry of Defence

NAA

North Atlantic Alliance

NAO

National Audit Office

NATO

North Atlantic Treaty Organization

NED

Non-Executive Director

NRA

National Risk Assessment

NRR

National Risk Register

NSA

National Security Advisor

NSC

National Security Council

NSCR

National Security Capability Review

NSRA

National Security Risk Assessment

NSS

National Security Strategy

PE

Procurement Executive

PUS

Permanent Under Secretary of State

PwC

PricewaterhouseCoopers

RAF

Royal Air Force

RN

Royal Navy

RUSI

Royal United Services Institute

SDR

Strategic Defence Review

SDSR

Strategic Defence and Security Review

SIPRI

Stockholm International Peace Research Institute

SofS

Secretary of State

SPI

Smart Procurement Initiative

SRO

Senior Responsible Owner

TLB

Top Level Budget

TLCM

Through Life Capability Management

VCDS

Vice Chief of the Defence Staff

UK

United Kingdom

UN

United Nations

US

United States

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