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19 Dec 14. Fallon: For the UK, ‘Defending the Goal Line’ Isn’t Enough. The watchword for 2014 has been unpredictability. Despite being a year of historic significance — with the centenary of the First World War and the 70th anniversary of D-Day — our attention has been drawn repeatedly to present-day conflicts. The year’s end is nevertheless an opportune moment to reflect on the lessons we have learned for the future. I have drawn three conclusions. Firstly, we need to be proactive. Twelve months ago, in the wake of the UK’s decision not to launch airstrikes against Syria, some predicted a more cautious approach to the use of hard power in a post-Afghanistan world. But merely “defending on the goal line” — forgive the British analogy — in the face of threats to our national security and international stability would be a gross dereliction of duty. And anyway, it’s simply not the British way. It wasn’t in the Falklands. It wasn’t in Kuwait. So, when conditions demand it, we will continue to take the initiative. At the same time, we must and will be ready to respond to a largely unprecedented set of circumstances — that is when crises are occurring concurrently, rather than successively. Second, we must be more agile and flexible — by that I mean being capable of deploying at scale on multiple fronts. Agility also demands we keep all options on the table. Not just soft power, or smart power, but hard power. In Iraq, we’ve recognized that only local boots on the ground — by definition inclusive and popularly supported — will make a lasting difference. But we’re not ruling out British boots on the ground in situations where we must defend our interests and allies. Critically, our 2010 Strategic Defence and Security Review provided us with a framework for the flexibility we seek. As a result, we are integrating reserves and regulars more effectively, and investing in the full-spectrum capability that enhances their versatility. This year alone, we have announced billions of pounds of investment in armored vehicles, in the multirole F-35 combat fighters that will fly from our new naval flagship, the Queen Elizabeth carrier, and in successor submarines. In parallel, and demonstrating again the importance of practicing what we preach, our personnel have been active across the globe: Policing Baltic skies and participating in Operation Black Eagle in Poland. Serving shoulder-to-shoulder with our US allies in Iraq providing humanitarian aid, sourcing vital intelligence and striking numerous Islamic State targets. Training thousands of local health care workers to stamp out Ebola in Sierra Leone. We must not, though, be under any illusions. Today’s world is hugely complex. And global problems require global solutions. No nation therefore can afford to go it alone. My third conclusion thus hinges on recognizing the value of partnership. Our Afghan experience shows how much collaborative working can achieve. Together, 48 nations stopped that country from being used as a base for terrorism on our streets and ensured the first democratic transition in its history. We’re building on that success. At the NATO summit in Wales, we galvanized members to reverse the decline in defense spending and set up a Rapid Reaction Force. This sent a clear, unambiguous message to President Vladimir Putin: Russia’s illegal actions in Ukraine and Crimea are unacceptable. Elsewhere, in tackling the Islamic State group, we’ve worked hand-in-glove with the US and many nations to cut off extremist funding, to stop their acolytes from crossing borders and to degrade their capability. But bringing down these murderous fanatics must also involve discrediting and disarming their poisonous ideology. So we’re strengt