Source · Select Committees · Defence Committee
Recommendation 16
16
Accepted
Paragraph: 92
Integration is key to the effective implementation of the Integrated Review and the Defence Command...
Conclusion
Integration is key to the effective implementation of the Integrated Review and the Defence Command Papers. It is clear that this requires a long-term commitment, with decisions consistently re-evaluated as progress is made. It further requires a cohesive, effective and dedicated Government which is able to work collaboratively towards a common goal.
Government Response Summary
The government has adopted an approach to drive the IR's objectives within the existing core business of all relevant Departments, agencies and bodies and is upgrading its culture and capabilities to improve decision-making, performance and impact.
Paragraph Reference:
92
Government Response
Accepted
HM Government
Accepted
To aid better integration, the Government has adopted an approach to drive the IR’s objectives within the existing core business of all relevant Departments, agencies and bodies. In most cases departments and organisations have adapted their internal structures to ensure that the IR’s objectives are being delivered as part of - and complementary to - their wider plans and programmes. At a senior governance level, the National Security Adviser has appointed a number of Senior Responsible Officers (SROs) to lead work across government on a range of ‘sub- strategies’, which set out more detailed policy and implementation plans for individual geographic and thematic priorities of the IR. These include both public-facing and classified strategies. The SROs are tasked to: develop and implement strategy in an integrated and adaptive manner; ensure that Ministers can shape the approach throughout the strategy development process; bring expertise and challenge into HMG’s strategic thinking; embed a strong understanding of capability requirements; and adopt a programmatic Government Response to the Committee’s Second Report 13 approach to delivery. The sub-strategy structure is currently under review to ensure that the Governance framework for the IR in year two is designed to efficiently implement the conclusions of the first annual stocktake. Each sub-strategy currently includes a number of individual ‘IR deliverables’, which are key projects, policies or programmes that are directly linked to achieving the IR’s objectives. Each deliverable is also owned by an SRO, who provides an update on progress each quarter to the Cabinet Office. These updates are then reviewed by the NSS and other central teams to inform quarterly IR implementation reports to the Prime Minister, which summarise the successes and challenges faced within the previous quarter and recommend relevant actions. The Government has also begun a reform process to upgrade its culture and capabilities to improve decision-making, performance and impact. This includes investing in new technologies; and implementing a cross-government ‘Mission Critical’ culture change programme.