6.17 PUS and CDS are currently responsible for a set of significant challenges, including operational commitments, the Defence budget, and the need to implement the SDSR and transform Defence. The model we are proposing increases the burden on what are already very demanding posts, with PUS becoming more active in performance management and the CDS becoming the single military adviser on the Defence Board. We have therefore looked at how we can reduce the burden on PUS and CDS, enabling them to focus on their primary responsibilities.
6.18 We have considered the requirement for the 2nd PUS and VCDS roles in the future operating model. Although the creation of the Joint Force Command will remove some functions from the Head Office and specifically from VCDS and 2nd PUS, we consider that the loading and spans of control on PUS and CDS without deputies would be unsustainable; it would involve some 20 direct reports between them.
6.19 We therefore recommend retaining the 2nd PUS and VCDS posts. Their roles need to be clarified. Together they drive Defence Transformation. In addition, VCDS should deputise for CDS, including as strategic level commander and senior military advisor to the Government and lead senior military judgement for the future development of the Armed Forces. 2nd PUS should deputise for PUS, own and oversee corporate support services, infrastructure and science and technology, act as the chief operating officer for corporate business, and act as head of profession for MOD civil servants.