'Comprehensive' but not yet an 'approach'
by Charlie Edwards
During our visit to Basra it was striking that the 'approach' was only mentioned three times in our numerous meetings and only then after some gentle prompting. One answer for this was given a senior officer and some of the junior NCO's we met. According to them the he approach' was embedded in their everyday work - it was something that didn't need to be thought about it as it was part of the process.
Others were less kind and suggested that while it seemed to work on the ground (at the tactical level) and at the strategic level, the reality was that the conflict in Iraq and the everyday politics of Whitehall had severely tested its applicability. This was brought home to us at our pre-visit briefing in Whitehall when for the first time in five years the three departments (MoD, FCO, and DFID) all sat round the same table and gave a joint brief.
So on the strategic and tactical level the Comprehensive Approach is a useful framework in which to guide and support the work HMG is doing - but the concept is weakened by the everyday politics of Whitehall and Westminster. Is this news? No. But it is important nonetheless.
Below is a photo of our dinner with the FCO, DFID, REO and others... hosted by the British Consul General Nigel Haywood (standing to the far right).
A couple of weeks ago Nigel was asked to explain how the reconstruction of Basra was vital to ongoing security and what they were doing about it.
Reconstruction and political development are the two things that pre-occupy us. We work hand-in-glove with the military. Everything we do and they do is interconnected. If you look at it in its basic outline, political and reconstruction work are both important elements of security. They are enabled by security and in turn enable security.
The Comprehensive Approach in other words. The fact that Nigel doesn't use the term is a moot point but is nevertheless instrucutve. A common language is critical in a complex mission such as the one we are undertaking in Basra. I wonder if Whitehall can really get its act together and come up with an agreed concept/ framework. It could prove useful.
Guiding Principles
The 4 guiding principles of the CA conceptual framework are:
A Proactive Cross-Whitehall Approach. Whitehall already has a
range of early warning systems and mechanisms for the coordination of Whitehall activity at the official and ministerial levels. It is essential that the provision in both areas should support HMG objectives, accommodate the concerns and contribution of each relevant Department and determine priorities and supported/supporting Departments. Seeking to improve this provision should be a continual process, but should be tested against the need to ensure that new initiatives are fit for purpose and fully justify any additional resources when set against other priorities.
Shared Understanding. A shared understanding does not imply
conformity and uniformity, as each participating entity or Department will contribute a distinctive set of professional, technical and cultural disciplines, values and perceptions. This broad basis of talent and perspective should provide breadth, depth and resilience to analysis, planning, execution and assessment and contribute to a common baseline of understanding on which risk assessments, judgements and decisions can be made.
Outcome-Based Thinking. Planning and activity by all Departments
should be based, and judged, on the achievement of progress towards an agreed HMG strategic objective, through consideration, and constant review, of all likely short, medium and long-term outcomes. In all cases, the possible reactions and motivations of the ‘Complex of Actors’ needs particular consideration and management, especially in regard to influencing global, regional and local opinions and attitudes.
Collaborative Working. The CA should be reinforced by institutional
familiarity, trust and transparency between Government Departments and through frequent personal contact, human networks and information sharing. More sophisticated and integrated Information Management (IM) techniques, infrastructure and connectivity would play a central role in enabling these advanced working practices and in providing horizontal, vertical and diagonal collaboration between communities of interest at all levels, within and between Departments.