High Level Operational Concept

1. This information is Crown copyright and the intellectual property rights for this publication belong exclusively to the Ministry of Defence (MOD). No material or information contained in this publication should be reproduced, stored in a retrieval system, or transmitted in any form outside MOD establishments, except as authorised by both the sponsor and the MOD where appropriate. 2. This information is released by the United Kingdom Government to a recipient Government for defence purposes only. It may be disclosed only within the Defence Department of a recipient Government, except as otherwise authorised by the MOD. 3. This information may be subject to privately owned rights. The UK Joint High Level Operational Concept has been developed by the Joint Doctrine and Concepts Centre, and it has been endorsed by the Chiefs of Staff Committee. This important work is a key milestone on the path to fulfilling the requirement identified in the Strategic Defence Review to have " …a clearer long term vision of the way in which we expect our forces and their methods of operation to develop… ". The UK Joint Vision, published in June 2001, included the first embryonic description of what has now matured into a detailed head-mark for the manner in which the UK Armed Forces should aim to operate in the 2020 timescale. With its focus at the strategic and operational level, the High Level Operational Concept is a guide and stimulus to the development of subordinate Joint and single-Service concepts. However, given its ownership by the Chiefs of Staff, the Concept also offers guidance to a wider audience within the Department on policy and balance of investment decisions across all lines of development. It is an analytical concept, which will evolve in the light of experience and analysis; it will therefore be reviewed biennially. The Introduction sets the scene by giving the essential context for the Concept, which is then explained using the seven components of the Defence Capability Framework as an underlying structure. Each of the seven components is covered in more detail within subsequent, dedicated chapters. Although Chapters 1 and 2 give an excellent overview of the High Level Operational Concept, those seeking guidance in specific areas should read the relevant pages devoted to the individual components of capability. These are cross-referenced to ensure that the Concept is not viewed as a series of separate viewpoints, but as a unified and coherent …