6.9 The model fundamentally relies on a strong corporate framework set by the Head Office with which the TLBs must comply. While we are seeking to encourage the Commands to optimise within their delegations, we note that there are some policies and processes which must apply consistently throughout the organisation (for example on information, financial management, terms and conditions of service, safety etc). The setting of those processes should primarily fall to the Head Office. To formalise this corporate framework and strengthen the mandate on TLB holders to comply, we recommend that 'Process Owners' set their requirements as part of the initial Command Plan negotiations and TLBs are then held to account for delivering them by the PUS. We say more on the financial element of this corporate framework in Part 8.
6.10 Another critical part of this framework is information management. Information is a strategic asset and is crucial to success in the business and battle space. However, the MOD has struggled to bring coherence to its information management processes: policy is unevenly implemented, systems procurement is fragmented and governance structures are weak. Part of the cause has been excessive delegation and loss of central control. We welcome steps to standardise and improve interoperability across the Department, including the implementation of a MOD information strategy, and wish to build on this progress. The Chief Information Officer (CIO) should continue to set the Information Management (IM) and Information and Communications Technology (ICT) frameworks within which the whole organisation should operate. The tight central control over this framework is a critical enabler for the greater delegation we are proposing on other matters. It is also necessary for the Department to be able to demonstrate how its investment in information systems complies with pan-Government strategy and initiatives. However, the CIO has not been empowered with the levers required to enforce standards in the past. In our model, the approach to information should be set out, managed and enforced through the Command Plans, with the CIO and Directors of Resources supporting the DG Finance and PUS in policing adherence and implementation.