Source · Select Committees · Defence Committee
Recommendation 98
98
Acknowledged
Prime Minister and Cabinet own the ultimate risk for defence readiness
Conclusion
General Lord Houghton was clear that the only way to reduce risk to readiness was to increase funding, while noting that this was a political choice, not a military one. The readiness assessments carried out by the MOD were shared with the Prime Minister, the Cabinet and the NSC for discussion. As the decision whether to increase resources to reduce the risk to defence and security was discussed in those forums, they are effectively the ultimate owners of that risk.209
Government Response Summary
The government acknowledges the need to prioritise resources for modernization and readiness, stating that lessons from the Russia-Ukraine War have led to a re-evaluation of assumptions and a greater focus on warfighting readiness. It details ongoing work, including balancing the Global Operate programme with the Defence Command Paper's outcomes and evolving the Capability Readiness Assessment Framework to inform decision-making.
Government Response
Acknowledged
HM Government
Acknowledged
Defence must prioritise resources to support both future modernisation and current readiness. We do this in concert with our Allies through NATO, continuously reviewing our priorities and capability plans to address shortfalls we have identified. As an example, the lessons from the Russia-Ukraine War have led to a re-evaluation of previous assumptions around capabilities and readiness. Until now the demands on the Department have allowed for the Global Operate programme to continue at pace. However, given the threat to Euro-Atlantic has increased, and the Department must now be more focused on warfighting readiness. The Department is taking forward work on balancing the Global Operate programme with delivery of the Priority Outcomes as detailed in the Defence Command Paper 23. In terms of readiness, the single Services classify military forces as being held at different levels of preparedness to respond to short- and long-term needs. At the heart of this work is the continuing evolution of the Capability Readiness Assessment Framework (CRAF). The CRAF process is intended to inform key 3* decision making forums and it should be optimised to support Balance of Investment work, informing options to prioritise spend and optimise capability in the 1–2 year horizon; support the Operational Policy and Requirements Group, informing options to rescope Defence ambition or change Defence priorities in the 0–1 year horizon; support the delivery of the Global Operate Programme, including the delivery of routine military strategic balance assessments and support the staffing of Defence Board Risks. In tandem, Defence Design is undertaking a review of our Defence Operating Model, one aspiration for this is for the Department to is better able to achieve the outcomes we have prioritised.