International crisis management

Crisis management actors

Crises are often complex with regard to their origin and appearance. Their comprehensive management requires a continuum of various measures, ranging from crisis prevention, mediation and conciliation to possible military stabilisation and the transfer of ownership to local actors, and to the creation

of prerequisites for continuous development by means of civilian crisis management and development policy.

The 8nited 1ations has a central role in mandating international crisis management operations. A 81 mandate is also emphasised when decisions are taken on E8 and 1AT2led crisis management operations.

8nited 1ationsled crisis management, known as peacekeeping in 81 terminology, has increased and has been particularly focused in Africa. The signi¿cance of the African 8nion and other regional organisations on the continent has risen in the management of crises in Africa. The input of the Arab League was politically crucial in launching the 81mandated operation in Libya. Also the emerging powers, India, South Africa, Indonesia, Brazil and China, have increased their participation in 81 crisis management operations, albeit choosing to abstain from a leading political role.

81led crisis management is comprehensively being developed. It combines military and police activities with wideranging civilian action. The 81 Security Council also increasingly deals with the position of women in conÀicts and in conÀict resolution, questions related to the protection of children, and civilians in general as well as issues related to the rule of law as part of the attempts to resolve armed conÀicts. 81 action also exhibits the determination to increase the responsibility of regional and other international organisations. This is accentuated in extremely demanding crisis management operations.

As part of its common security and defence policy the E8 has demonstrated the capacity to independently carry out civilian and military crisis management operations, for example in the Western Balkans, the Horn of Africa and Afghanistan. The E8 is a pioneer in civilian crisis management, especially, and focuses on police activities and on strengthening the rule of law and civilian governance. These days the E8’s military crisis management also covers military training. The E8’s comprehensive approach aims to utilise development and trade policies, humanitarian assistance, political dialogue and crisis management in the E8’s action so that the policy areas are mutually reinforcing. The goal of this approach is to improve the effectiveness of E8 action. <et another goal of crisis management is to develop civilmilitary cooperation and the synergies therein.

The E8 continues to develop crisis management cooperation with third countries. For example, the E8 and the 8nited States have signed a framework agreement under which American civilian personnel can participate in E8 crisis management operations. Due to the lack of progress in the negotiations

for a framework agreement, Russian participation in E8 crisis management cooperation has hitherto been based on ad hoc arrangements.

The expectations on European leadership and overall responsibility in military crisis management continue to mount. Simultaneously the importance of European capability cooperation grows. 1AT2 standards, criteria and regulations are of central importance in military crisis management. Moreover, the E8 and 1AT2 have agreed in principle that the E8 can make use of 1AT2’s strategic capabilities in its military crisis management operations. However, the unresolved question regarding Cyprus hampers E81AT2 security and defence policy cooperation as well as practical collaboration.

81mandated international crisis management operations have become one of 1AT2’s main tasks. As demonstrated by the operations in Afghanistan, the Western Balkans and Libya, 1AT2 can broadly inÀuence international politics through crisis management operations. Due to its resources and capacity 1AT2 is the most important actor in implementing demanding crisis management operations. 1AT2 is also developing a limited pool of civilian crisis management experts for the purpose of improving its cooperation capability with other actors in crisis management.

The 2rganization for Security and Cooperation in Europe 2SCE plays a particular role in conÀict prevention. Its ¿eld operations have added special value to the work of the organisation.

Crisis management environments

The new crisis management environments are often more demanding than those of the past. The use of asymmetric means such as terrorism, sabotage and information warfare is on the rise, which makes it more dif¿cult for the international community to stabilise conÀict areas. This has been demonstrated in Afghanistan and Somalia. The effectiveness of international action demands increasing coordination, consistency and perseverance, and a comprehensive approach.

Crisis management participation is a vehicle for international burdensharing, raising international clout and improving competence. Participation in international burdensharing strengthens the prospects of receiving assistance in a crisis.

Crisis management tasks are becoming all the more demanding and expensive.

When decisions are taken with regard to participation, the fact that risks against personnel in crisis management tasks have risen must be taken into account.

Military crisis management operations call for versatile capabilities which are technologically advanced, Àexible and interoperable. Rapid deployability is nowadays of the essence in crisis response, and its demands must increasingly be taken into account. Military budget cuts and structural changes require the proper allocation of resources and comprehensive planning in crisis management, as well.

Likewise, the development of capabilities and adequate resources are topical questions in civilian crisis management. It is a speci¿c challenge to second professional civilian crisis management experts from various ¿elds to a crisis area on short notice while taking into account the region’s speci¿c demands.

As operating environments are becoming more and more demanding, the requirements for civilian crisis management capabilities are also growing with regard to training, recruitment, personal kit and logistics. The role of private security and defence contractors in the different phases of conÀicts and post conÀict reconstruction is on the rise. This creates new types of problems.

Finland, like many other states, is politically committed to the socalled Montreux Document, which deals with the responsibilities of states and good practices in ensuring compliance with humanitarian law and human rights law in the activities of private military and security companies.

Conclusions

Wideranging participation in international crisis management 81, E8, 1AT2 and the 2SCE is a central element of Finland’s foreign, security and defence policy. A 81 mandate, comprehensiveness and the mutual complementariness of civilian and military action have had a central position in Finland’s crisis management activities.

The development of the European 8nion’s crisis management strengthens its credibility as a global actor. Through its wide range of instruments the E8 provides added value, and its potential synergies should be developed and fully exploited in crisis areas.

Finland develops its crisis management capabilities by participating in multinational training and exercises organised by the E8, 1AT2 and its Member States and partners. The topics can also include emergency and disasterrelated exercises or decisionmaking and consultation exercises.