Defence Management and Civil Society Interaction and Cooperation

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Defence Management and Civil Society Interaction
and Co-operation

• Dr. Velizar Shalamanov
• Introduction
• Defence management
• Scope of Civil Society
• Interaction between Defence Institutions and
  Civil Society
• Models of Cooperation between Defence
  Institutions and Civil Society
• Challenges and Opportunities
• Conclusion

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Introduction

• Reference model for effective defence management
• Reference model for mature civil society
  environment around defence management system
• Model of cooperation between defence
  establishment and civil society
• Model of regional environment on civil society
  level in relation to defence management.

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Defence management

• Business Model for defense
• Legislation and other documents
• Functions and Structures
• Description of the reference model of defense
  management

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There are three main functions on the higher
level

• Formulation of policy
• Implementation of policy
• Audit control of implemented policy
• Especially for the military field the
  implementation function is divided into two
  sub-functions administrative and operations.

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Scope of Civil Society as network of

• Citizens
• non-governmental organizations (including
  international ones)
• academic institutions (involved in research and
  development, or education and training)
• business - defence industry and civil industry
• media.

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Role of civilians in National security structures
is twofold

• in the area of policy definition (pure civilian
  responsibility)
• policy implementation (joint work with uniformed
  professionals to provide optimal mix of expertise
  and guarantee effectiveness and transparency).

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Measure of success

• for the role of civilians in the national
  security system is satisfaction of the society
  from security sector and public support for the
  sector at all on one side and shape of
  civil-military relations inside security sector
  from the other side

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Interaction between Defence Institutions and
Civil Society

• Requires Transparency, based on
• adequate legislation
• structures to implement this legislation
  including for civil control and parliamentarian
  oversight
• but most of all in current dynamic environment
  two factors are key for success
• well educated people
• modern information systems

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Interactions between defence management and civil
society could be manifold

• MoD and Government NGO, academic sector and
  business, media
• Parliament NGO, academic sector and business,
  media
• Civilians and military in MoD
• MoD and Government Parliament
• Between NGO, business, media, academic
  institutions themselves on defence management
  issues
• National administration international
  organizations
• Among civil society elements on the regional
  basis.

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Models of Cooperation between Defence
Institutions and Civil Society

• fully centralized (society to Parliament,
  Parliament to Government, Government to Defence
  Staff)
• fully decentralized when every element of civil
  society could directly cooperate with any element
  of the defence establishment
• optimal model is somewhere in between and could
  be optimised to achieve the goal of balance
  between efficiency and civil control, having in
  mind level of maturity of the defence
  institutions, civil society elements and culture
  of cooperation in the country

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Environment for ImplementationNetwork Centric
Knowledge Based Approach / Strategy
NGO
US, Canada
EU
UK, N,DK,Sp, It,
NATO
MoD, MoI, CPA, MTT, ME, ME, MES,
Civilian Business
Parliament and Political Parties
Action Team
Consultants
Media papers/electronic
TEREM and other DI/IT companies
CNSDR-BAS Universities
Regional influence SEE, BSCR
Russia
Ukraine
Long-term Transformation Plan
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Role of the civil society is

• to generate ideas
• and to ask for
• Transparency
• Accountability
• Responsibility
• as well as to back up reformists efforts in the
  Government.

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Academic Sector model of cooperation with defense
institutions

• is connected with process to invoke scientific
  methods in decision making and especially in
  providing comprehensive approach to the SSR,
  transformation and in particular modernization of
  the forces

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Business community

• is cooperating with defense establishment in
  transferring best practices to resource
  management, by asking for outsourcing of
  non-military activities, facilitating offset
  deals in modernization and being a partner in
  post-conflict reconstruction in the area of
  operation.

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Consultants national and especially
international ones

• present other model of cooperation by further
  increasing transparency and providing source of
  expertise for developing of more alternatives as
  well as to provide better understanding between
  parties in decision making process.

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Media cooperates with defense institutions

• by providing special investigations on key issues
  for the society, informing regularly about
  development in defense area (locally, nationally
  and in the Euroatlantic area) through constant
  link with PR offices of the different defense
  organizations.

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Different models of cooperation - in many
different functional areas

• Participation of Civil Society in Policy
  Development
• Performing of Civil Control by Civil Society
  Involvement in Policy Implementation
• Providing Public Support and Resources for
  Defence
• Civil Society as a factor for Security Sector
  Integration around the Concept of Civil Security

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Civil Society as a factor for Security Sector
Integration around the Concept of Civil Security

• Task of transforming national security system to
  include civil security concept is a great
  challenge for effective cooperation between civil
  society and defense / interior management
  institutions.
• Center of Excellence in Security Sector
  Transformation
• Communication and Information Infrastructure
  (CII)
• Working Groups (WG)
• Knowledge Infrastructure (KI)
• Expert Network (EN)

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On international level models are

• Atlantic Treaty Association (ATA) and national
  Atlantic associations in different countries
• PfP Consortium of Defence Academies and Security
  Study Institutes and its working groups and
  Annual conferences
• NATO Science Committee and especially new
  established Human and Societal Dynamics Panel as
  well as other Public Diplomacy programs of NATO
• Regional arrangements to involve civil society in
  pure administrative initiatives as SEEDM, BSI for
  CMEP, MVLE and others
• NGO activities as BSCR Civil Control Consortium

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Challenges and Opportunities

• Interaction and cooperation between civil society
  and defence management depends on level of
  maturity of both sides.
• It is an issue of internal effort for the
  country, but could be greatly facilitated by
  external support and in the framework of
  international cooperation.

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Problems (I)

• Best use of critical human resources, especially
  people graduated abroad in NATO countries
  civilian, retired military and active military.
• Reform of the MoI not to be postponed, focusing
  mostly in MoD and creating tension and negative
  attitude to the defense reform.
• Postponing special services reforms is factor of
  negative influence in the area of all other
  reforms not only in the security sector, but
  political, economic, other spheres.
• Professionalization of the Armed Forces by
  abandoning conscript service to be accelerated in
  parallel with downsizing and before full scale
  modernization, but in parallel with building
  Reserve and kind of Civil Guard.

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Problems (II)

• Challenges of modernization especially in the
  area of corruption tension and lack of management
  capacity could ruin other aspects of on going
  reform. In many countries new weapon systems
  could not be procured only on national level
  having in mind the scale, regional integration as
  result of membership in one defense alliance and
  other arguments.
• Utilization of excesses of equipment,
  infrastructure, munitions could generate negative
  influence if not divided from reform efforts and
  managed separately.

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Problems (III)

• National Defense Industry and RD if not
  addressed properly in parallel of security sector
  reform and modernization, including through
  similar restructuring, retraining and
  reintegration programs to military could generate
  social problems, cases of illegal arms trade,
  degradation of national capacity for joint
  programs in Euroatlantic community.
• ET in the security matters, especially military
  education and interior education system is
  critical and if transformation here is not
  successful or if changes are too chaotic the
  result is negative in long term.

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Objectives and priorities of the BSCR Consortium
include

• consolidation of the NGOs efforts supporting
  democratic transformations of the region
• rapprochement of the positions of the
  participating countries on democratic control and
  regional security
• establishment of a system of effective monitoring
  over the level of DC and the state of national
  and regional security by the means of an
  identical methodology
• development of a Security Sector (SS) Maturity
  Model and elaboration of Methodology for SS
  Maturity Assessment
• establishment of a network of the web-sites and
  periodicals
• establishment of a Black Sea-Caspian Virtual
  Distributed ADL College.

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End goal is to achieve

• fully integrated security sector.
• Preparation of this third generation SSR could
  start earlier having in mind the target model.

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Regional dimension (I)

• Security is a regional issue as well as
  Euroatlantic issue and with a key role of the US
  Russian influence could not be neglected in the
  region of SEE, Black Sea Caspian region,
  Central Asia and greater Middle East at large.
• Progress measurement is based on comparative
  analysis between countries with similar
  background and goals from the region.
• Transfer of knowledge from SEE through Black Sea
  to the Caspian sea and Central Asia is a key idea
  of enlarging the zone of freedom and democracy as
  a best way to provide security.

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Regional dimension (II)

• Small countries need regional integration for
  effective program management and development of
  their national security sector especially in
  the area of ET, RD, modernization,
  infrastructure, hosting of allies.
• Multinational formations are key for improved
  international cooperation and strengthening of
  transatlantic link as well as integration of the
  security sector.
• Security is prerequisite for infrastructure and
  vice versa as well as infrastructure is the key
  issue for development of the BSCR.

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BSCR Center for SSR (Security and Integration
Center)

• Management Research section think-tank
  Training section with mobile teams for outreach
  IT section with PIMS management for BSCR Lessons
  learned section with library for knowledge
  (International Journal) management Conference
  and networking support (News Letter) team
  Technical staff.
• It means the center will be integral body to
  support research / lessons learned, networking,
  training, IT environment management and knowledge
  management at large.

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Conclusion

• Balance between defense institution building and
  civil society development is a prerequisite for
  effective interaction and cooperation between
  them.
• Even more, effective defense establishment could
  not be developed without capacity in civil
  society to participate in the process.
• It is through involvement of civil society bodies
  possible to implement concept of civil security
  and integrated security sector.
• Regional cooperation and following the common
  reference models is a key tool for success.