International Operations

1. International Operations MDWSC Georgia Nov/Dec 2011 Colonel Andrew Cliffe

2. Contents • International Operations. • Peace Support Operations. • Stabilisation Operations. • Expeditionary Operations.

3. International Operations International Operations

4. 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. Fusion of concurrent activity Major Combat Operations Counter Irregular Activity Peace Support Operations Operational Theme Limited Intervention Peacetime Military Engagement Increasing violence

6. 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. Military Responses • Armed Forces provide capabilities that support stability, tackle threats at source & respond to crises overseas before they impact upon national security. Prevent Restore Joint Force Deployment Individual Military Capabilities Training Teams Advisors Regional Military Presence & Advice

8. UK International Commitments

9. Peace Support Operations International Operations

10. 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. 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. UN Truce Supervision Organisation (UNTSO)

13. UN Force in Cyprus (UNFICYP)

14. UN Protection Force(UNPROFOR)

15. 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. Stabilisation Operations International Operations

17. 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. Elements of a Stable State Political Settlement Societal Relationships

19. 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. 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. Influence

22. 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. 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. Operational framework Shape Secure Emphasis of Activity Hold Develop Security

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

26. J2 - Intelligence • Stabilisation demands a far wider span of expertise than conventional operations. • requires an understanding of the human dimension.

27. Expeditionary Operations International Operations

28. Relationships between levels of warfare

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

30. Campaigning • Analysis of situation. • Planning to reach desired outcome. • Execution of activities to change or improve the situation. • Assessment of progress.

31. 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. Relationship between actors in a Potential Crisis

33. 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. 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. Comprehensive Approach (2) Cabinet Dept for Intl Dev Foreign Office MOD Development Diplomacy Defence Stabilisation Unit PJHQ UK Theatre Mil HQ Embassy Dev Office Civil-military cooperation

36. Differing Cultures Foreign Office “Observe & report” MOD “Influence & destroy” Dept for Intl Dev “Humanitarian principles”

37. 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. 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. 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. 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. Camp BASTION Water-Bottling Plant

42. Public Support

43. International Operations MDWSC Georgia Nov/Dec 2011 Colonel Andrew Cliffe