1. International Section | Leadership & Management Division | College of Management and Technology International Operations MDWSC Georgia Nov/Dec 2011 Colonel Andrew Cliffe

2. College of Management and Technology Contents International Operations. Peace Support Operations. Stabilisation Operations. Expeditionary Operations.

3. International Section | Leadership & Management Division | College of Management and Technology International Operations

4. College of Management and Technology Types of war ‘The first, the supreme, the most far-reaching act of judgement that the statesman & commander have to make is to establish by that test the kind of war on which they are embarking; neither mistaking it for, nor trying to turn it into, something that is alien to its nature. This is the first of all strategic questions and the most comprehensive’. Carl von Clausewitz, On War

5. College of Management and Technology Fusion of concurrent activity Increasing violence Operational Theme Major Combat Operations Counter Irregular Activity Peace Support Operations Limited Intervention Peacetime Military Engagement

6. College of Management and Technology Decision to intervene Impact on strategic interests: –Impacts on national security objectives. –Has significant economic implications. –Humanitarian crisis requiring intervention. –Forces already deployed to theatre. Ability to mitigate that impact by intervention: –Likelihood/ability of the international community to act. –Understanding of the conflict & likelihood of successful outcome. –Ability to provide sufficient resources for the required duration. –The impact of intervention on other crises & interests.

7. College of Management and Technology Military Responses Armed Forces provide capabilities that support stability, tackle threats at source & respond to crises overseas before they impact upon national security. Regional Military Presence & Advice PreventRestore Advisors Training Teams Individual Military Capabilities Joint Force Deployment

8. College of Management and Technology UK International Commitments

9. International Section | Leadership & Management Division | College of Management and Technology Peace Support Operations International Operations

10. College of Management and Technology Peace Support Operations (PSO) An operation that impartially makes use of diplomatic, civil and military means, normally in pursuit of UN Charter purposes & principles, to restore or maintain peace. May include conflict prevention, peacemaking, peace enforcement, peacekeeping, peace-building &/or humanitarian operations.

11. College of Management and Technology PSO Evolution Post World War 2 (e.g. UNTSO). The Cold War: –Traditional or Nordic peace-keeping operations (e.g. UNFICYP). Post Cold War: –Peace Enforcement (e.g. UNPROFOR). –Comprehensive Approach. New Paradigm (e.g. Afghanistan/Iraq).

12. College of Management and Technology UN Truce Supervision Organisation (UNTSO)

13. College of Management and Technology UN Force in Cyprus (UNFICYP)

14. College of Management and Technology UN Protection Force (UNPROFOR)

15. College of Management and Technology New Paradigm Removed previous assumptions about consent & impartiality. Neither guidelines for classic COIN nor PSO are adequate for tackling contemporary challenges: –State fragility. –Complex web of intervening actors. –Smaller forces. –Global networks. –Complexity of hostile groups. –Lethality of adversaries.

16. International Section | Leadership & Management Division | College of Management and Technology Stabilisation Operations International Operations

17. College of Management and Technology Stabilisation The process that supports states which are entering, enduring or emerging from conflict, in order to: –prevent or reduce violence; –protect the population & key infrastructure; –promote political processes & governance structures,... leads to a political settlement that Establishes non-violent contests for power; & prepares for sustainable social & economic development.

18. College of Management and Technology Elements of a Stable State Security Governance & Rule of Law Economic & Infrastructure Development Political Settlement Societal Relationships

19. College of Management and Technology Fragile and Failed States Countries that have significant presence of irregular activity sit within the spectrum: –Fragile State: viable host nation government, but reduced capability to secure, protect & govern the population. –Failed State: remnants of a host nation government may exist. However it does not have monopoly on use of force, cannot provide security or simple basic services, & is not sufficiently legitimate or effective to protect borders, citizens, or even itself.

20. College of Management and Technology Stabilisation Security is the foundation on which stabilisation is built. Some security challenges may be quickly contained; but in most demanding form may become a bloody insurgency. The insurgent must have the initiative taken from him. However, defeating an insurgency is merely treating the symptoms of the problem. For long-term success, the campaign must address the root causes of the instability, & that requires an approach combining economic, governance & security measures; a comprehensive approach.

21. College of Management and Technology Influence

22. College of Management and Technology Operational Guidance Over long term cannot kill or capture way to victory. –Kinetic operations should be subordinate to measures to promote better government, economic programs & address grievances. Patient accumulation of quiet successes over time to discredit & defeat extremist movements & their ideology.

23. College of Management and Technology 9 Security Principles of Stabilisation Primacy of Political Purpose. Understand the Context. Focus on the Population. Foster Host Nation Governance, Authority & Indigenous Capacity. Unity of Effort. Isolate & Neutralise Irregular Actors. Exploit Credibility to Gain Support. Prepare for the Long Term (Perseverance & Sustainability). Anticipate, Learn & Adapt.

24. College of Management and Technology Operational framework Shape Secure Hold Develop Security Emphasis of Activity

25. College of Management and Technology Guide to Commanders Accept ambiguity and embrace uncertainty by building a learning organisation. Tap into expertise. Be robust but accountable. Stay longer…& return.

26. College of Management and Technology J2 - Intelligence Stabilisation demands a far wider span of expertise than conventional operations. –requires an understanding of the human dimension.

27. International Section | Leadership & Management Division | College of Management and Technology Expeditionary Operations International Operations

28. College of Management and Technology Relationships between levels of warfare

29. College of Management and Technology Employ military capability Prime-minister & Cabinet Joint Task Force HQ Maritime LandAir Home In Theatre Chiefs of Staff Cttee Hd Office Permanent Joint HQ Defence Crisis Management Organisation

30. College of Management and Technology Campaigning Analysis of situation. Planning to reach desired outcome. Execution of activities to change or improve the situation. Assessment of progress.

31. College of Management and Technology Coalition operations Command & Control: –Lead nation. –Operational control. –Integrated staff. –C4ISR. Multi-national planning: –Match resources to objectives –Logistic support. Information disclosure & releaseability. Standardisation. Rules of Engagement. Civil-military interface. Pre-deployment training.

32. College of Management and Technology Relationship between actors in a Potential Crisis

33. International Section | Leadership & Management Division | College of Management and Technology Civil Actors Other Government Departments. –Other nations. International Organisations (IO). –International Committee of the Red Cross (ICRC). Non Government Organisations (NGO). Donor Organisations. Commercial Sector. –Private Security Companies. Local authorities & populace. –Dislocated civilians.

34. International Section | Leadership & Management Division | College of Management and Technology Comprehensive Approach (1) The co-ordination of civil & military planning is a basic tenet of the Comprehensive Approach. CIMIC is a practical application of the Comprehensive Approach at the operational & tactical levels. It is necessary throughout the spectrum of tension & conflict. –shaping the operational environment to the mutual benefit of both military & civil actors. CIMIC should be an integral part of the Campaign Plan –from the outset of the planning process.

35. International Section | Leadership & Management Division | College of Management and Technology Comprehensive Approach (2) Cabinet Foreign OfficeMOD Dept for Intl Dev DiplomacyDefence Development Civil-military cooperation PJHQ Mil HQ Dev Office Embassy UK Theatre Stabilisation Unit

36. International Section | Leadership & Management Division | College of Management and Technology Differing Cultures Foreign Office MOD Dept for Intl Dev “Observe & report” “Influence & destroy” “Humanitarian principles”

37. College of Management and Technology Permanent Joint HQ (PJHQ) Current major operations are commanded by the Chief of Joint Operations & run from PJHQ in Northwood, Middlesex. PJHQ Mission: As part of Defence Crisis Management Organisation, provide politically aware military advice to inform strategic commitment of UK forces to overseas joint & combined operations. When directed by CDS, exercise command of UK forces assigned to overseas joint & combined operations, either led by the UK or another nation, in order to achieve UK’s strategic objectives.

38. International Section | Leadership & Management Division | College of Management and Technology Stabilisation Unit (1) Mission: –To co-ordinate & support cross-government stabilisation planning & execution. –To ensure the rapid & integrated delivery of targeted expertise in a cross-government approach. –To lead on stabilisation lesson-learning & assist with implementation.

39. International Section | Leadership & Management Division | College of Management and Technology Stabilisation Unit (2) Role: –Develop integrated planning. –develop an early understanding of the issues. –shape the strategic approach. –develop a coherent, prioritised set of realistic objectives. –provide mechanisms for coordinated delivery. –advise on specific thematic issues, such as Security Sector Reform. –lead on the collation and dissemination of cross-government stabilisation lessons. UK Civilian Stabilisation Group

40. College of Management and Technology Expeditionary logistics Early planning. –Demand, Duration, Distance. Multi-national logistics: –Framework nation. –Benefits & challenges. Inter & Intra-Theatre movement. –Security. Infra-structure. Host Nation Support.

41. College of Management and Technology Camp BASTION Water-Bottling Plant

42. College of Management and Technology Public Support

43. International Section | Leadership & Management Division | College of Management and Technology International Operations MDWSC Georgia Nov/Dec 2011 Colonel Andrew Cliffe