Inconsistent MoD Budget Forecasting
Inconsistent approaches to cost forecasting among MoD budget holders, leading to unreliable assessments of equipment programme affordability.
Source spread
Where this theme appears
This theme appears across 5 independent accountability sources, so the source mix matters as much as the headline total.
216 committee recs
1 HMICFRS rec
33 NAO recs
5 IMB reports
Browse by source
Source-grouped records are useful for tracing where a concern came from. Large sections show the 50 strongest matches for that source; counts still show the full theme total.
Select committee recommendations(216)— showing 50 strongest matches
#1 —
Recommendation: On the basis of the Comptroller and Auditor General’s audit of the Ministry of Defence’s (the Department) Annual Report and Accounts 2024–25, we took evidence from the Department to examine why he had qualified those accounts.1
Response attribution not verified
#6 —
Recommendation: The Ministry is still reeling from the long-term consequences of its unrealistic 2015 Spending Review settlement, and bears the financial and human cost of sustained underinvestment. The Ministry admits that its 2015 Spending Review settlement was over-optimistic and fundamentally unbalanced. …
Response attribution not verified
#9 —
Recommendation: The Permanent Secretary also explained that the Department has had to live with an annual budget cycle and plan its equipment programme without the certainty of funding over a 10-year period. He explained that this was very difficult to manage. …
Response attribution not verified
#5 —
Recommendation: The Department has not established a reliable and sophisticated approach to estimating the cost of its future equipment programme, including setting realistic efficiency savings. The Department acknowledges the risk of costs escalating on its equipment projects, which are often large, …
Response attribution not verified
#15 — Department manages HS2 via annual funding despite need for long-term profile.
Recommendation: The Department emphasised the need for a long–term spending profile for the completion of HS2, acknowledging to us that agreeing annual budget settlements was really poor for long–term infrastructure delivery.26 20 C&AG’s Report, para 4.6 and 4.7; Department for Transport, …
Response attribution not verified
#31 — Defence Nuclear Enterprise costs show significant increases, exceeding previous forecasts and budget allocations.
Recommendation: However, costs of the DNE are rising, driven by various factors.69 The Department is seeking to quicken the pace of delivering its nuclear programmes. The Department noted, however, that there is a very strong correlation between speeding up the schedule …
Response attribution not verified
#26 — Department did not publish full 2023 Plan, revealing a £16.9 billion budget deficit.
Recommendation: In July 2023, the Department’s Permanent Secretary wrote to the Chair of the previous Public Accounts Committee to say that it would not provide a full Plan that year as it needed “to work through the direction from the 46 …
Response attribution not verified
#26 — Publish Defence Finance and Investment Strategy, detailing funding solutions and implementation plan, including new mechanisms.
Recommendation: We recommend that the Government uses the Defence Finance and Investment Strategy to set out the data it holds and the conclusions it has drawn alongside its approach to resolving the issues with each type of funding difficulty. In the …
Response attribution not verified
#23 — Defence readiness suffers from in-year budget pressures, exacerbated by defence inflation.
Recommendation: The evidence is that readiness is suffering because of in-year pressures on budgets at a crucial time of preparation to meet potential conflict. It is vital that the additional funds allocated to defence by the Government do not get swallowed …
Response attribution not verified
#5 — UK lacks readiness for contemporary war and urgent adoption of new technology
Recommendation: We are producing this Report prior to the publication of the Defence Investment Plan and as a result without the full picture of the future force posture. We timed this inquiry on the understanding that by now there would be …
Response attribution not verified
#15 — BBC faces sustained financial pressures from real-terms licence fee reductions, requiring significant PSB savings.
Recommendation: The BBC faced sustained financial pressures due to real-terms reductions in licence fee income, which rose only modestly to £3.8 billion in 2024–25, compared to £3.7 billion in 2023–24. The rise was due to an increase in the cost of …
Response attribution not verified
#13 —
Recommendation: The Department told us that the whole point of the Defence Investment Plan (DIP) was to provide genuinely long-term demand signals so that industry, both large and small companies, can invest in preparation. It said that this was vital to …
Response status not verified
#2 —
Recommendation: It is completely unacceptable that the Department failed to maintain accounting records to support more than £6 billion of assets included in its 2024–25 Annual Report and Accounts. The Comptroller and Auditor General concluded that the Department’s 2024–25 accounts did …
Response attribution not verified
#16 —
Recommendation: For the UK, delivering SSN-AUKUS will be a lengthy and complex undertaking requiring a sustained financial commitment from Government across several electoral cycles. It is deeply concerning that there are signs that the investment pipeline that underpins that commitment has …
Response attribution not verified
#12 —
Recommendation: The Department assured us that it did not have major concerns over its budget for sustaining a carrier strike group and that it could place the support contracts it needs.31 However, it admitted that it does not yet fully understand …
Response attribution not verified
#10 —
Recommendation: In 2018, this Committee recommended that the Department develop more detailed estimates of the costs of supporting and operating Carrier Strike.24 This is even more important now given the pressure on the defence budget, as illustrated by funding shortfalls of …
Response attribution not verified
#1 —
Recommendation: On the basis of a report by the Comptroller and Auditor General, we took evidence from the Ministry of Defence (the Department) on its progress in developing Carrier Strike and the steps it still needs to take to achieve its …
Response attribution not verified
#8 —
Recommendation: When asked if the financial problems with the Defence budget were ever likely to change, the Permanent Secretary pointed first to the Department not having a very good understanding of the drivers of inflation with defence projects. Second, and in …
Response attribution not verified
#7 —
Recommendation: In our report on the Equipment Plan 2019–2029, we expressed our concern that the Department had still not established an affordable long-term investment programme in military equipment and had missed opportunities to take the necessary difficult decisions to develop an …
Response attribution not verified
#6 —
Recommendation: The Department does not have all the necessary arrangements or qualified staff in place to provide assurance that its Equipment Plan is reliable and has been subject to rigorous quality assurance. The Department has made some improvements to its production …
Response attribution not verified
#3 —
Recommendation: The Department’s failure to break the cycle of short-term financial management is preventing it from developing essential military capabilities in ways that achieve value for money and is restricting its ability to respond to new opportunities or threats. The Department’s …
Response attribution not verified
#19 —
Recommendation: The low availability of the UK’s Type 45 destroyers and recognised issues in their propulsion systems are a major cause for concern. The destroyers cannot do their job or effectively deter adversaries if only half, and sometimes only one, of …
Response attribution not verified
#13 —
Recommendation: We are very concerned that the limited resource budget allocated under the Spending Review for the remainder of this Parliament will be insufficient to properly operate and maintain the full fleet. We were not convinced by the Department’s assertion that …
Response attribution not verified
#3 —
Recommendation: The Plan’s affordability relies on the Department achieving a number of different types of savings, including £7 billion of ‘cost reductions’ by 2031. The Top Level Budgets (TLBs) do not yet have plans to achieve £4 billion of the ‘cost …
Response attribution not verified
#19 —
Recommendation: We welcome the uplift to the MOD’s budget in 2020 and the four-year budget commitment. However, inflationary pressures and an increase in the scale of threat means that it is no longer enough. At the same time, serious concerns persist …
Response attribution not verified
#1 —
Recommendation: It is difficult not to feel a sense of déjà vu as we see British military ambitions which are not entirely matched by resources. Open conflict has returned to Europe and it is disappointing to see that the Government is …
Response attribution not verified
#21 —
Recommendation: The Department acknowledged that inflation also makes it difficult for suppliers to deliver due to rising staff and material costs.55 As a result, the Department is changing its contractual approach to take account of the inflation risk and avoid suppliers …
Response attribution not verified
#20 —
Recommendation: We are also concerned about the impact of inflation on the Plan’s delivery, particularly the Department’s ability to obtain the skills required. The Department told us that it and its suppliers do not have enough data scientists, software engineers or …
Response attribution not verified
#19 —
Recommendation: Economic factors such as inflation and exchange rates will cause significant risks to the plan’s affordability. The Department told us that it has £25 billion of risks that are not included in its forecast costs because it deems these unlikely …
Response attribution not verified
#18 —
Recommendation: The affordability of the Plan is also under pressure from external economic factors, including rising inflation and unfavourable exchange rate movements. In March 2022 the Office of Budget Responsibility forecast that inflation would reach 8.7% by the end of 2022.47 …
Response attribution not verified
#17 —
Recommendation: We are concerned that the Department seems reliant on delaying delivery of capabilities to keep the Plan affordable.44 The Department told us that the £13.2 billion management adjustment for realism represented a small amount of over-programming, and was based on …
Response attribution not verified
#16 —
Recommendation: The Department may be over-optimistic in its assessment of project costs. The Department’s Cost Assurance and Analysis Service estimates that project costs could be between £5.2 billion and £14 billion higher than those in the Plan. The Department told us …
Response attribution not verified
#15 —
Recommendation: We also noted that the Plan is only affordable if the Department achieves intended £13.8 billion of savings, £5 billion of which it has not yet developed plans to achieve.39 The Department may be over-optimistic in expecting to achieve all …
Response attribution not verified
#14 —
Recommendation: The Department told us that its 2022–2032 Equipment Plan is affordable, as the equipment budget exceeds forecast costs by £2.6 billion (1% of budget). However, we noted that the aggregate surplus obscures financial pressures in the short-term and in some …
Response attribution not verified
#5 —
Recommendation: The Department has ignored the worsening economic environment in its latest Equipment Plan and faces significant financial pressures on its equipment programme. The Department has not included external cost pressures, including inflation and foreign exchange movements, in its central assessment …
Response attribution not verified
#4 —
Recommendation: The Department’s assessment of the Equipment Plan’s affordability still relies on over-optimistic assumptions about the cost of programmes and the efficiencies and cost reductions it will achieve. Although the Department assesses that the Equipment Plan is affordable over ten years, …
Response attribution not verified
#10 — Inconsistent MoD planning approaches undermine transparency and parliamentary scrutiny of equipment affordability.
Recommendation: This flexibility means that users of the Plan, including Parliament, cannot compare Commands and other budget holders on a like-for-like basis.29 The MoD assured us that its ability to understand the Armed Forces’ capability and operational risks was unaffected by …
Response attribution not verified
#9 — MoD budget holders use inconsistent approaches in forecasting equipment costs and capabilities.
Recommendation: The MoD’s aim is that the Plan provides a reliable assessment of the affordability of its equipment programme and demonstrates to Parliament how it will manage its funding to deliver equipment projects.26 The MoD’s headquarters provides the Front Line Commands …
Response attribution not verified
#2 — Ensure all MoD budget holders consistently adopt the same approach to forecast costs.
Recommendation: The Plan is inconsistent because some parts of the Armed Forces include the costs of all capabilities that the government expects them to deliver, while others only include those they can afford. The MoD’s aim is that the Plan provides …
Response attribution not verified
#17 —
Recommendation: The Department said that it was still awarding contracts, guided by the SDR, despite the delayed publication of the DIP. However, it acknowledged that the delay was having an adverse impact on industry. The Department acknowledged that serial delays were …
Response status not verified
#17 —
Recommendation: The Government must demonstrate that the industrial uplift required to deliver SSN AUKUS is being funded and delivered at pace. We recommend that an annual assessment of planned versus delivered investment in submarine industrial capacity be conducted by the Prime …
Response attribution not verified
#23 —
Recommendation: We asked the exchequer departments whether reliefs costing double what HMRC had forecast meant that they were out of control. They asserted that they could not anticipate everything when they made their forecasts. They outlined factors that could affect costs …
Response attribution not verified
#14 —
Recommendation: We urge the Government to consider a long-term multi-year financial settlement for defence, in order to ensure that the Integrated Review provides a reliable basis for planning the UK’s future defence posture. In Search of Strategy — The 2020 Integrated …
Response attribution not verified
#11 —
Recommendation: Support costs include the cost of maintaining, repairing and upgrading equipment. Operating costs include items like fuel, port fees and stock.27 The Department is developing its understanding of the requirements of a carrier strike group when on deployment, and believes …
Response attribution not verified
#3 —
Recommendation: The Department still does not fully understand Carrier Strike’s support and operating requirements or costs. In 2018, we highlighted that the Department must develop detailed estimates of the costs of supporting and operating Carrier Strike. This is even more important …
Response attribution not verified
#17 —
Recommendation: We are alarmed by the revelation to this inquiry that a core aspect of the plans set out in the 2015 SDSR will not be met. In its response to this Report the Ministry of Defence should provide a detailed …
Response attribution not verified
#25 —
Recommendation: The National Audit Office has also reported that the Department’s continued focus on living within its in-year budget is affecting its ability to develop the military capabilities that are needed.72 The commands undertook yet another re-prioritisation exercise to balance the …
Response attribution not verified
#24 —
Recommendation: We remain extremely concerned that the Department continues to manage a long- term spending programme on a year-by-year, cash-limited budget.69 Faced with funding shortfalls, the Department took a range of measures to balance its 2020–21 budget, including introducing commitment levels …
Response attribution not verified
#22 —
Recommendation: We are concerned that the Department has no flexibility in its 2020–2030 Equipment Plan budget, which limits its ability to respond quickly to new or emerging threats.63 The National Audit Office report showed that the Department has only made provision …
Response attribution not verified
#19 —
Recommendation: The Department could not provide us with a detailed explanation of how it planned to use the additional £16.5 billion of funding as ministers have yet to finalise decisions.51 Given that the 2020–2030 Equipment Plan is unaffordable, it accepted that …
Response attribution not verified
NAO audit recommendations(33)
The Equipment Plan 2023 to 2033
MoD should assess the effect of delaying major decisions on each TLB and ensure that both decision-makers and Parliament understand the financial and capability impacts of this delay.
Accepted
The Equipment Plan 2023 to 2033
MoD should ensure greater consistency in the approach of each TLB to producing their equipment plans. It should provide clear guidance on whether each TLB should include the full predicted costs of the capabilities they are being asked to provide …
Accepted
The Equipment Plan 2021 to 2031
The Department has not yet fixed its long-standing problems in managing the Plan. It will struggle to do so unless its Head Office, working with the TLBs, makes a fundamental change to the way it builds, and reports on, the …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
The Equipment Plan 2020-2030
The Department needs to develop a comprehensive and realistic assessment of the affordability of its 10-year equipment and support programme. It should improve the consistency of judgements that underpin its budget and assessments of future costs. In doing so, it …
Accepted
Defence capabilities – delivering what was promised
In its guidance and training to SROs and their teams, the Department should emphasise the importance of recognising and avoiding optimism bias in reporting of progress. It should also ensure SROs have enough time to carry out their roles when …
Accepted
Defence capabilities – delivering what was promised
The Department should instil a culture where exceptions are seen as just that – exceptional. The Department should require the communication of any exceptions on the most significant capabilities to the central approving authority prior to declaration of the milestone …
Accepted
Defence capabilities – delivering what was promised
The Department should be clear about what good capability delivery will look like following implementation of its current transformation programmes, and set out when benefits will be expected to appear. Guidance, particularly around milestones, should be updated to reflect any …
Accepted
Defence capabilities – delivering what was promised
Head Office should ensure it has the capacity and capability to hold the Commands to account more effectively for capability delivery through a fully developed central portfolio office function. Management information systems should be aligned with need, provide an overall …
Accepted
The Equipment Plan 2019 to 2029
The Department should draw on its detailed assessment of options for Spending Round 2019 to maintain a prioritised cross-Department view on future military capabilities. It should estimate potential development costs of new projects to better inform decisions to delay, defer …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: draws together the best practice from its current projects to identify surplus inventory, supported by a coherent plan covering its whole …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: develops an assessment of the skills and resources its needs across inventory management, whether current resourcing levels are sufficient to meet …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: ensures that a management framework for raw material and consumable commodities is in operation, which controls demand and consumption, incentivises the …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: identifies and prioritises the resources it needs within Defence Support and across MoD?s constituent organisations to ensure its transformation programmes can …
Accepted
Defence inventory management
To address its long-standing challenges in inventory management and successfully deliver its transformation initiatives, we recommend that the MoD: defines the levels of inventory needed to support its new strategic aims, and develops an understanding of what arrangements are needed …
Accepted
The Equipment Plan 2021 to 2031
HM Treasury should: g) define the purpose of the Dreadnought contingency and establish new governance arrangements, including the conditions under which additional funds will be provided to the Department. This work should be undertaken with the aim of incentivising the …
Accepted
The Equipment Plan 2021 to 2031
f) explore the inter-dependencies between the three plans that make up the overall defence plan (the Equipment Plan, Infrastructure Plan, and the plan for operating costs). Using this analysis, it should assess the delivery risks of the Infrastructure and operating …
Accepted
The Equipment Plan 2021 to 2031
e) in order to give more assurance on the completeness of the Plan, carry out regular audits of capability gaps across TLBs and, subject to national security constraints, publish a high-level summary of the results, such as whether gaps are …
Accepted
The Equipment Plan 2021 to 2031
d) in reporting on future assumed or targeted cost reductions within the Plan, make a clear distinction between those which are supported by a clear plan to achieve them, and those which represent an additional target, and provide supporting evidence;
Accepted
The Equipment Plan 2021 to 2031
c) if total forecast spending exceeds overall control totals in any year, include a section within its Equipment Plan report explaining why the accounting officer is satisfied that this outcome is compliant with Managing Public Money’s standards of regularity, propriety …
Accepted
The Equipment Plan 2021 to 2031
b) as part of the process of putting the Plan together, clearly set out the respective roles and responsibilities of TLBs and Head Office, including clarifying who is in charge of each part of the process. The objective of this …
Accepted
The Equipment Plan 2019 to 2029
Head Office should strengthen the process for producing the Plan, given the amount of data needed to compile the Plan, the number of people involved across the TLBs and the need for manual input. It should establish a new financial …
Accepted
The Equipment Plan 2019 to 2029
The Department should provide a fuller reconciliation of the affordability assessment in its report to compare against the previous year. This would enable readers to understand the basis of the current assessment and main movements.
Accepted
The Equipment Plan 2019 to 2029
Head Office should undertake further analysis of the main adjustments to establish how to improve their reliability; for example, the risk of double-counting or the relationship between different adjustments.
Accepted
The Equipment Plan 2019 to 2029
The Department should improve consistency of judgements by embedding a common methodology for adjustments to the budget and cost forecasts. The methodology should be capable of being tailored to individual TLBs but be based on consistent principles and an analytical, …
Accepted
Decommissioning Sellafield: managing risks from the nuclear legacy
HM Treasury should consider what information and evidence it would need from the NDA group to be able to consider longer term settlements. The NDA should explore whether longer-term budgets for Sellafield are feasible
Accepted
HS2: update following cancellation of Phase 2
HM Treasury should: consider how to apply the recommendations we made in our 2023 report on how best to manage the budget for the HS2 programme to best protect value for money. These recommendations included consideration of: resetting HS2 budgets …
Accepted
HS2: update following cancellation of Phase 2
HM Treasury should: ? as part of future spending reviews, agree revised financial controls with DfT and HS2 Ltd, including multi-year funding settlements for the programme to provide them with the longer-term certainty needed to plan activity, manage the supply …
Accepted
The Equipment Plan 2020-2030
The Department needs to focus on strengthening its analytical capacity. Continuing to develop staff with financial qualifications and improve its use of data would help it more effectively produce and analyse the Equipment Plan. It should identify and exploit opportunities …
Accepted
Driver & Vehicle Licensing Agency Annual Report & Accounts 2018-19
The Department and HM Treasury should continue to monitor the most up to date trends and forecast data on the volatility of future VED forecasts when considering policy, particularly given the Budget 2018 announcement around the use of VED revenue …
Accepted
The Equipment Plan 2019 to 2029
The Department should now focus on filling the gaps in key financial positions across TLBs. Improving financial capabilities across the Department is fundamental to achieving the required improvements to processes and methodology for producing the Plan.
Accepted
IMB annual reports(5)
Stafford (2025)
HMP Stafford, a Category C training prison for men convicted of sexual offences, maintains a generally safe environment with positive prisoner-staff relationships. Key concerns include a long-standing legionella issue impacting health and facilities, challenges for prisoners in gaining employment post-release due to national policy and offence history, and infrastructure not meeting modern standards. The Board also noted issues with mental health waiting times and a loss of facilities for older prisoners following a relocation.
PRISON
Key concerns
Oakwood (2025)
HMP Oakwood, a Category C training prison, generally provides a safe environment with reductions in self-harm incidents and prisoner-on-prisoner violence. The prison has seen significant improvements in healthcare provision, with CQC breaches lifted, and positive developments in purposeful activity and prisoner-staff relationships. Key challenges include persistent understaffing in the Probation Service, ongoing delays in mental health transfers, and issues with property management and the availability of complaint forms for prisoners.
PRISON
Key concerns
Lincoln (2025)
HMP Lincoln, a Category B reception and resettlement prison, held 654 prisoners at the end of the reporting period, slightly below its operational capacity of 664. The report highlights improvements in safety with the use of body scanners and a professional staff approach, yet notes significant increases in self-harm incidents (455, up from 277) and ACCTs opened (446, up from 351). Key concerns include persistent issues with building maintenance, healthcare waiting times, the management of IPP prisoners, and problems with prisoner property and cleanliness.
PRISON
Key concerns
Warren Hill (2025)
HMP Warren Hill is a well-run Category C prison for men serving life or IPP sentences, consistently demonstrating a high commitment to safety and positive staff-prisoner relations. While the prison excels in healthcare provision, purposeful activity, and support for neurodiverse prisoners, key challenges include the ongoing cancellation of ROTL, uncertainty surrounding prison expansion and kitchen facilities, and the potential impact of future education budget cuts. The Board urges action on these issues to further enhance rehabilitation and resettlement outcomes for prisoners.
PRISON
Key concerns
Littlehey (2025)
HMP Littlehey continues to provide a safe and largely humane environment, with commendations for its compassionate healthcare, dedicated staff, and innovative rehabilitation initiatives like the CRED team. However, the report highlights significant concerns including critical understaffing of the IMB, persistent issues with heating and hot water, a substantial cut to the education budget, and inadequate after-hours social care. Other challenges include property complaints on transfer, unreliable healthcare lifts, and issues with offender behaviour programmes causing parole delays.
PRISON
Key concerns
Independent reviews(11)
Levene Defence Reform Report — Rec 9d
We welcome the development and increased use of the independent costing capability provided by the Cost Assurance and Analysis Service. The Department should mandate the use of this service more broadly across Defence to support investment decisions and planning.
Other
Levene Defence Reform Report — Rec 6f
Financial management in the Department should be based on a single version of the financial truth. The Department should develop and resource a strategy for all management information, encompassing clear governance, processes and training, and it should invest in improving core information systems by bringing together financial, personnel and other …
Other
Levene Defence Reform Report — Rec 6c
Major investments should continue to be scrutinised by the Investment Approvals Committee (IAC), chaired by DG Finance. Within a strict approvals process, he should delegate some authority for smaller projects to Directors of Resources in the relevant TLBs. The Department should rationalise current processes as far as possible (but as …
Other
Levene Defence Reform Report — Rec 6b
The Service Chiefs should take responsibility (and ultimately own the budget) for detailed capability planning and propose (through a Command Plan) how best to deliver the strategic direction set by the Defence Board across all lines of development. Once the Plan is agreed by Head Office, Chiefs should be given …
Other
Levene Defence Reform Report — Rec 6a
The Head Office should be smaller, more strategic but stronger. It should advise the new Defence Board on high level balance of investment, set strategic direction and provide a strong corporate and financial management framework for the Department.
Other
Levene Defence Reform Report — Rec 6
Key recommendation 6. Financial management throughout the Department should be considerably strengthened and there should be a widely-shared culture of managing Defence within available resources and realistic assumptions about the longer-term budget. At the centre, the DG Finance should be a member of the new Defence Board, chair its Investment …
Other
Levene Defence Reform Report — Rec 9c
The Department should consider whether making CDM an additional Accounting Officer for expenditure on equipment and support would usefully further strengthen his authority.
Other
Levene Defence Reform Report — Rec 6e
The new Defence Board should take an active role in managing departmental performance and risk at the strategic level, and the PUS should hold TLB holders to account at least on a quarterly basis for delivering their objectives within their delegated budgets.
Other
Levene Defence Reform Report — Rec 5b
The Service Chiefs’ ‘direct’ role in departmental strategy, resource allocation and Defence management should be reduced, though PUS and CDS should continue to seek their advice on issues relating to their Service as appropriate.
Other
Levene Defence Reform Report — Rec 5
Key recommendation 5. The focus of the Service Chiefs should be on running their Service, including the development and generation of forces within their allocated budget, combined with their existing responsibility for the custodianship of their Service, and they should be empowered to perform their role effectively.
Other
Levene Defence Reform Report — Rec 3
Key recommendation 3. The Permanent Secretary and Chief of Defence Staff should continue jointly to lead Defence, but with their roles and responsibilities clarified. PUS’s responsibilities include ensuring that the Defence Programme is affordable. As well as being responsible for the conduct of operations, CDS should represent the views of …
Other