Defence: Reform

Lord Rosser Excerpts

Monday 27th June 2011 Lords Chamber

[Lord Rosser]

My Lords, I thank the Minister for repeating the Statement made in the other place by the Secretary of State. I have not yet had time to read as carefully as I would wish the report that has been presented on the structure and management of the Ministry of Defence, but we add our thanks to the noble Lord, Lord Levene, and his colleagues for the work they have undertaken. Support for our Armed Forces is vital and acknowledged by us all. They protect our national security and the security of others, and are prepared to put their lives on the line to do so. An effective and efficient Ministry of Defence is a key element of that support.

The Statement addresses reform. Based on the details in the Statement, we welcome the widening of the pool of promotion, making service chiefs more accountable for spending and, in principle, some of the changes in Ministry of Defence structure. We agree with measures to streamline the higher levels of the military.

Clearly, we will need to examine the detail but, from what we know so far, we support the introduction of a joint forces command. There are arguments in favour of the new Defence Board in minimising interservice rivalry. Are the Government of the view that the strategic defence and security review was adversely affected by interservice rivalry and differing interservice objectives?

Some will note that this proposed change involving just the Chief of Defence Staff being on the board, not the three service chiefs, comes just after the Prime Minister was quoted as saying last week, “I’ll do the talking, you do the fighting”, and wonder whether the Prime Minister's view is now being confirmed in the future structure of the Ministry of Defence.

The report, as we understand it, is not primarily about finding ways to save money or an exercise in how to improve the procurement function; it is a report about the management and structure of the Ministry of Defence. Bearing that in mind, it would be helpful if the Minister could give examples of what recent decision-making processes or activities would have been improved or been more effective had the new structure now proposed been in place, and why. Would it, for example, have led to a better strategic defence and security review, devoid of rushed decisions? Would the new structure have avoided what appears to be a considerable black hole between the declared intent of the strategic defence and security review and the amount of money available to deliver it, as the Government seek efficiency savings that they have not found and are engaged in events that they did not forecast?

How long is it anticipated that it will take to implement the new structure and management arrangements in full? Bearing in mind that we are currently fighting two wars, how will the Government ensure that the attention of those senior personnel involved is not deflected, to the detriment of the actions in which we are engaged, by having to implement a reorganisation?

The change in structure would appear to have an impact on the workload of the Chief of the Defence Staff, as the occupant of that post will be required in future to keep closely in touch with the service chiefs, who will not, as we understand it, be based at the Ministry of Defence. The Chief of the Defence Staff will be responsible for co-ordinating, determining and putting across the views and position of the Armed Forces at the new Defence Board. Is the Minister satisfied that one person can effectively undertake that role, and what level of support staff will the occupant of the post require?

The change in structure indicates a more hands-on role for the Secretary of State for Defence and other Defence Ministers, as the Secretary of State will be chairing the new Defence Board, which will presumably be meeting not infrequently. Does that mean that as a result, any functions currently undertaken by defence Ministers—in particular, the Secretary of State—will no longer be undertaken by them?

The report indicates that increased length of time in office by the most senior personnel would help. It would presumably assist in ensuring consistency of decision-making, as well as greater depth of knowledge of at least recent past events and the reasons for the approaches and decisions adopted and commitments made. It would also mean that some of those responsible for decisions were more likely to have to see them through to fruition and completion. Do the Government intend to act to ensure greater length of tenure in office for senior personnel, including defence Ministers?

The new Defence Board, chaired by the Secretary of State, will apparently be responsible for strategy. Will it also be responsible for ensuring that resources, including financial resources, will be provided over the whole timeframe for the strategy that has been determined? Does that mean that if the money is not there to deliver the agreed strategy, the responsibility rests with politicians, and the Secretary of State in particular, who will be chairing the board?

Do the Government see the changes set out to the structure and management of the Ministry of Defence as increasing or decreasing the involvement of Ministers in defence decisions and strategy? Do they see the changes as increasing or decreasing the involvement of service chiefs in those decisions? Could the Minister also say who, under the new structure, will assess future threats and scenarios? Will it be the Ministry of Defence at, say, the Defence Board, or will it be the National Security Council? We should bear it in mind that last week the Prime Minister referred to the current role of the National Security Council’s weekly sitting, asking whether we have the right resources and the right strategy. Have the Government, as part of their consideration of the report of the noble Lord, Lord Levene, considered the relationship between the restructured Ministry of Defence and other government departments and bodies whose decisions can impact on defence policy?

The Minister will accept that no change in structure, roles or responsibilities can achieve anything in itself. At the end of the day, any structure is dependent on the people who have to make it function. Only time will tell if the changes being made in the Ministry of Defence will deliver the objectives the Government have set in the light of the Levene report.