The Multinational Stand-by High Readiness Brigade for United Nations Peacekeeping
Operations (SHIRBRIG) Concept and Future Developments
General Günther G. GREINDL, Austrian Armed Forces (Ret.)
Background
In 1994, the Danish minister of defense Hans Häkkerup took the initiative and invited a group of like-minded nations, all with extensive experience and high standards in the field of peacekeeping, to explore the option of creating a rapid deployment force within the framework of the United Nations Stand-by Arrangement System (UNSAS). The idea was discussed in a working group hosted by Denmark and it was recommended to establish a Standby High Readiness Brigade (SHIRBRIG) for United Nations operations.
The initiative got additional impetus when in his 1995 Statement "Supplement to an Agenda for Peace", the UN Secretary General recommended that the UN should consider the idea of a rapid deployment force, consisting of units from a number of member states, trained to the same standard, using the same operating procedures and inter-operable equipment, and taking part in combined exercises at regular intervals.
The Mult inati
ona l Stand-b y H
igh R ead
ines s
Brigade for Un ited Nations Pe
acekeeping
Operations (SHIRB RIG)
Concept and Future Developments
General Günther G.
GREIN DL ,
Austrian Armed F orc es (R et.)
Back ground
In 1994, the Danish minister of defense Hans H äkkerup
took the initiative and inv ited a group of like-minded
nations, a ll with exte
nsive e xperienc e and hi
gh st
andards ption of , to explore the o eping in the field of peaceke
cre atin g a rapid de ployme
nt for ce within the fra
mewor k
of the United Nations Stand-by
Arran gement
System working was discussed in a (UNSAS). The idea
group
hosted by D enmark and it wa
s rec omme nded
to establish
a Standb y Hi gh R eadiness Bri
gad e (SH
IR BR IG
) for United Nations operations.
The initiative got additi onal impetus when in his 1995
Statement "Supplement to an Agenda for Peac
e",
the UN mmended that the UN should ral reco Gene Secretary
consider the idea of a rapid deplo yment for
ce, co nsisting
of units from a number of member states, trained to the
same standar d, using the sa
me op era ting p roc edu res and
inter-operable equipmen t, and ta
king pa rt in c ombine
d
exerci ses at re
gul ar i nte rval s.
Subsequently an implementation group was formed to prepare the legal and technical documents and in December 1996, Austria, Canada, Denmark, The Netherlands, Norway, Poland, and Sweden signed a letter of intent committing themselves to the establishment of SHIRBRIG. Intensive work to develop the details of the concept continued and a Memorandum of Understanding for the Steering Committee (MOU/SC), a Memorandum of Understanding for the contribution of units to the SHIRBRIG Force Pool (MOU/SB), and a Memorandum of Understanding for participating in the Planning Element (MOU/PLANELM) were formulated and signed.
With the establishment of the Steering Committee (SC) and a the official inauguration of the permanent Planning Element (PANELM) by the UN Secretary General Kofi Anan which took place in 1997 at the official brigade headquarters in Hoevelte Barracks the organizational framework for the brigade was in place.
Two years later in 1999, participating nations felt that SHIRBRIG forces had reached a sufficient level of operational capability, to declare SHIRBRIG available for UN operations as of January 2000. In November of that year, SHIRBRIG deployed its Headquarters, an Infantry battalion and a Headquarters Company to the United Nations Mission in Ethiopia and Eritrea (UNMEE). The SHIRBRIG units returned six months later, in May 2001, after completion of a successful mission.
Subsequently an imple mentation group was fo
rmed to
prepare t he l ega l and techni
cal docum ents and i
n
December 1996, Austria, Canad
a,
Denmark, The land, and Sweden ay, Po Netherlands, Norw
signed a letter
of inte nt committing
them selve s to the esta
blishment of
SHIR BR IG . In tensive wor
k to develop the details of the morandum of Unde concept continued and a Me rstanding
for the Steerin g Committee (MO
U/SC), a M emorandum
of Understanding for t he contribution of units to the
SHIR BR IG For ce Pool ( MOU/SB
), and a Memo
randum Planning ting in the ticipa of Understanding for par
Elem ent (MOU/
PL ANE LM) were fo
rmul ated and
signed.
With the esta blishment
of the Steer
ing Committe e (
SC)
and a the of ficial inaugu
ration of the permanent P
lanning era ry Gen reta the UN Sec ) by LM Element (PANE
l Kofi
Anan which took place in 1997 at the official brig
ade
headquarters in Ho evelte B
arra cks the org
ani zational
framewo rk for the
brigad e was in pl
ace.
Two ye ars la ter in 199 9, partic
ipatin g n ations f elt tha
t
SH IR BRIG fo rces had
reached a suffici
ent l evel
of availa IG BR IR e SH clar o de y, t abilit cap tional opera
ble
for UN operations as of J
anuar y 2000.
In Nov ember of
that ye ar, SH IR
BR IG deplo yed
its Headquarters, an arter adqu nd a He ttalion a y ba antr Inf
s Compa ny to the
United Nations Mission in Ethiopia and Eritrea
(UNMEE). The SH IRBR IG units returned six
months
later, in May 2001, a fte
r completion of a successful mission.
In March 2003, SHIRBRIG provided a planning team to assist the UN and ECOWAS in the planning of a peacekeeping mission in Côte d’Ivoire. Later, in September 2003, SHIRBRIG deployed 20 members to assist the UN in forming the core of the interim headquarters for the United Nations Mission in Liberia (UNMIL).
Since March 2004 SHIRBRIG is deployed to the United Nations Mission in Sudan (UNMIS) providing the core of the Force Headquarters in Khartoum and a Joint Monitoring Coordination Office as well as other vital support elements.
As of today, 14 nations (Austria, Canada, Denmark, Finland, Italy, Ireland, Lithuania, the Netherlands, Norway, Poland, Romania, Slovenia, Spain, and Sweden) are actively participating in SHIRBRIG, with 7 more nations (Chile, Croatia, Czech Republic, Hungary, Jordan, Portugal and Senegal) being observers.
The SHIRBRIG Concept
The SHIRBRIG concept, as proposed by the founders, endeavored to provide the UN with a well-prepared, rapidly deployable multinational brigade at high readiness based on the UN Stand-by Arrangement System (UNSAS). The participating nations agreed on a number of conditions setting the framework for the concept as follows:
In M arch 2003, SHIRBR
IG provided a planning team to
assist the UN and EC OWAS in the planning
of a er, in Lat voire. g mission in Côte d’I peacekeepin
September 2003, SH IR BR IG deplo yed 20 members to
assist the UN in f
orming the core
of the inte
rim iberi L United Nations Mission in headquarters for the
a
(UNMIL ).
Since March 2004 SHIR
BR IG is deplo yed
to the United
Nations Mission in Sudan (UNMIS ) providing t
he core
of the F orc e Headqua rters in Kha
rtoum and a Joint
Monitoring Coordination Offi ce a
s well a s other vita
l support elements.
As of today, 14 nations (A
ustria, Canada, Denmark, Lithuania, reland, y, I tal Finland, I
the N eth erlands,
Norway, Poland, Romani a, Slovenia, Spain, and Sw
eden)
are active ly par ticipa
ting in SH IR
BR IG
, with 7 more ech Republic, Hungar nations (Chile, Croatia, Cz y,
Jordan, Portug al and Senegal) bein
g obse rvers.
The SHIR BRIG
Conc ept
The SHIR BR IG concept , as proposed by the
founders, with a well-pr provide the UN endeavored to
epared,
rapidl y d eplo yable multina
tional br igad
e at high
readiness based on t he UN S
tand-b y Ar rangem
ent ed on a gre icipating nations a art ). The p NSAS em (U Syst
number of conditions se tting the f
ram ew ork for the
conc ept a s fo llows:
Any deployment must be mandated by the UN Security Council under Chapter VI of the Charter.
Member countries decide on a case-by-case basis
whether or not they will participate in any given mission. Thus national decision making procedures and thereby national sovereignty is in no way affected by membership in SHIRBRIG.
After a maximum of six months, the mission will
either be terminated or SHIRBRIG will be replaced by non-SHIRBRIG forces.
The Brigade's reaction time will be 15 to 30 days
following the decision of the participating nations to make forces available for deployment upon request by the UN.
The availability of forces will be based on a brigade
pool of resources that will include capabilities to carry out a peace support operation as well as provide for redundancies in such capabilities.
Units committed to the brigade should be self-
sufficient for 60 days.
In principle, SHIRBRIG could be deployed anywhere in the world. However, certain operational, legal, geographic or climatic conditions could impose a limit on SHIRBRIG’s ability to carry out a particular mission.
Upon deployment, SHIRBRIG integrates and cooperates fully with other UN forces in the mission area, under command of the UN Force Commander. After six month deployment SHIRBRIG forces would be replaced and undergo a one-year period of regeneration before being made available to the UN once again for a new peace support operation.
Any d eplo ym ent must be mandated b y th
e UN
Security Council unde r Chapter VI o
f the Charte r.
Member countries de
cide on a cas e-by-
case
basis give in any ipate rtic will pa not they r or whethe
n
mission. Thus national decision making proced
ures
and thereb y n ational sovereignt
y is in no wa
y . IG BR IR mbership in SH y me ed b ect aff
Afte r a max imum of six
months, the mission will
eithe r be termina ted or SH IR BR IG will be r
epla ced
by non-SH IR
BR IG force
s. tion time eac s r de' iga The Br
will be 15 to 30 d ays
following the de
cision o f the
partic ipating nations to
make forces available f
or deplo yment upon
request N. by the U
The a vaila bility o
f f orc es will be b
ase d on a br iga de
pool of resources that
will include capabilities to operation as ace support out a pe carry well as pro
vide
for redundancies in such capabilities.
Units committed to the brigade should be s
elf-
suffici ent for 60 d ays
.
In principle, SH IR
BR IG could be deployed an
yw here in
the wor ld. Ho
wever , c ert ain oper ationa
l, leg
al, a limit o ould impose onditions c tic c clima phic or gra geo
n
SHIR BR IG
’s a bilit y to car ry out a par
ticula r mission.
Upon deployment, SH IR
BR IG integr
ates and cooperates UN forces in the mission are fully with other
a, under
comma nd of the
UN F orc e Comma nder.
Af ter si x month
deployment SH IR
BR IG forces would be replaced and
undergo a one- yea
r period of regeneration befor
e being w peac for a ne gain once a UN made available to the
e
support operation.
Organizational Framework
Three elements, the Steering Committee, the Planning Element, and the Brigade Pool of Forces form the organizational framework for SHIRBRIG.
The Steering Committee
This executive body is a political-military structure responsible for oversight and supervision, for the SHIRBRIG decision-making and force generation process. The Chair of the Steering Committee rotates annually amongst the participating nations and constitutes the Presidency for SHIRBRIG. The Presidency is responsible for leading and coordinating all activities and projects of the Steering Committee and serves as a point of contact. In addition, the Presidency coordinates and maintains contact with the UN. To that end, it is supported by a Contact Group, which is based in New York and consists of the SHIRBRIG nations’
Ambassadors and their Military Advisors from the Permanent Missions to the UN. The Military Advisor of the presidency nation acts as the main point of contact with the UN Department of Peacekeeping Operations (DPKO).
The Planning Element
The Planning Element is located at Høvelte Barracks in Denmark and is permanently manned by 15 officers. The Planning Element develops standing operating procedures, carries out operational preparations for
Organizational fram ework
Three elem ents, t he Stee ring C om
mit tee , the Planning
Elemen t, and the
Brigade Pool of F
orces form
the
organizational framewo rk for SH
IR BR IG .
Th
e Steeri ng Co mmitt
ee
This exe cutive body
is a political
-milita ry
str uct
ure responsible for oversight and supervision, for the
SHIR BR IG decision-making
and force ge neration
proc ess. The Chair
of t he Ste erin g Committe e r
ota tes
annually amongs
t the participatin g n
ations and BR SHIR for cy den esi s the Pr constitute
IG . The
Presidency is responsible for leading and coo
rdina ting all
activitie s and pr
ojects of the Steer
ing Committe e a
nd In addition, the Presidenc serves as a point of contact.
y
coor dinate
s and ma intain
s conta ct with the UN. To that
end, it is supported by a Contact Group, which is
based in nations’ IG BR SHIR the New York and consists of
Ambassa dors a nd their Milita
ry Advisors f
rom the
Perm ane nt Missions to the
UN. The Milita ry Ad
visor of
the presidency nation act
s as the main point of contact rtment of Depa with the UN Peac
eke epin g Op era tions
(DPKO).
Th
e Plan nin g E lem ent
The Planni ng El
ement is l ocat ed at Høvel
te Ba rracks i n
Denmark and is permanen tly mann ed by 15 of
ficers. The
Planning Element devel ops standing op
erating
procedures, c arri es out operational p
rep arations for
deployment, and conducts training of the SHIRBRIG staff and unit commanders. During operations, the Planning Element serves as the nucleus of the brigade headquarters and is augmented by non-permanent staff from the participating nations.
The Brigade Pool of Forces
The Force Pool provides a full range of capabilities comprising of units to ensure the deployment of the brigade. All SHIRBRIG units are part of the UNSAS, are based in their respective nations, and train with a set of common training standards and procedures. Forces earmarked for the SHIRBRIG brigade remain under national command until deployed. The SHIRBRIG pool of resources also allows flexibility in structuring the
force for a specific mission (see graph below).11
deployment, and conducts training
of the SHIRB RIG
staff and unit commanders. During oper ations, the
Planning Element serv es as the nucleus of the
brigad
e nt staff ermane y non-p nd is augmented b headquarters a
fro m the pa
rtic ipatin g na tions.
Th e Bri gade P ool of Forces
The F orc e Pool pr ovides a
full r ang e of cap abilitie
s of the ent ym deplo e the ensur of units to ising compr
brigad e. All S
HIR BRIG uni ts are part of the UNS
AS, are
base d in their r
esp ective na tions, and tr
ain with a set of procedures. common training standards and For
ces
earmarked for the SH IRBR
IG brigade remain
under
national command until deplo yed. The SHIR
BR
IG pool urin uct y in str ibilit lex llows f lso a ces a esour of r
g the
force for a sp ecifi
c missi on (see gr
aph below).
11
11
X
HQ MP
ST AF F
DK FI (B
n) NL (Coy) S (Coy) AT
FI NL
NO CA
NSE
CA Bt lG rp
FI (B
n) IT (R
egt
) Bn) Bn) NL (Bn) PL ( RO Coy SE (
DK IT SE SI
DK ES
BLOC
NL DK NL
ES LT (S ection )
11
X
HQ MP
STAFF
DK FI (Bn)
NL (Coy) S (Coy)
AT
FI NLNO
CA
NSE
CA BtlGrp FI (Bn) IT (Regt) NL (Bn) PL (Bn) RO Coy SE (Bn)
DK ITSE SI DK
ES
BLOC
DKNL NL
ES LT
(Section)
Training
Some of the greatest value of SHIRBRIG is the training activity, which produces a cohesive body of well trained officers who know the UN-procedures and can work together in an international environment. Through the regular common training they develop a personal relationship which is of extraordinary value in real operations. The annual training activities comprise of commanders conferences, staff branch conferences, staff and command post exercises and staff training on brigade level. Most of the training activities are hosted by SHIRBRIG nations. This helps to increase the visibility of SHIRBRIG in regard to the national military authorities of the host nations.
Concept Development
Since its inception SHIRBRIG focused on brigade level operations potentially including preventive deployments, surveillance of truce-agreements, supervision of the separation of forces and humanitarian assistance. To better respond to new requirements of modern peacekeeping and to improve its own credibility a range of additional employment options were examined.
In June 2003 the Steering Committee approved five basic employment options for SHIRBRIG:
1. Employ SHIRBRIG for UN Peace Keeping
Operations
Training Some of the g rea test va lue of SH IR BR IG is the tr
aining
activity, which produc es a coh
esive bod y of
well trained
officers who kno w the UN-pro
cedures and ca
n work oug onment. Thr l envir iona nat in an inter together
h the
regu lar common traini
ng they develop a personal
rela tionship which is
of e xtr aor dina ry va lue in r
eal of ise ompr tivities c ning ac trai nnual tions. The a opera
comm anders conferen
ces, st aff branch
confer ences, st
aff
and command post ex ercises and staf f training on
brig ade
leve l. Most of the
training ac tivities a
re ho sted b
y isibility e v se th lps to increa s he nations. Thi IG BR SHIR
of SH IR BR IG in rega
rd to the nationa
l military
author ities of
the host na tions.
Concep t Devel
op ment
Since i ts i ncept ion S HIR BRIG fo cused on bri
gade l eve l
operations potentially in cluding prev
entive deploym ents,
surve illanc e of truce
-ag reem ents, supe rvision
of the stan an assi tari d humani rces an f fo separation o
ce. To
better respond to new requirem ents of modern
peac eke epin g a nd to impr
ove its own c red
ibility a ran
ge amined. t options were ex of additional employmen
In J une 2003 the Steering Co
mmittee approved five basic SHIR employment options for
BR IG :
1.
Empl oy S HIR
BRIG for UN Peac
e Keepi ng
Operations
2. Employ SHIRBRIG (-) for UN Peace Keeping Operations
3. Employ SHIRBRIG for observer/ monitoring
missions
4. Employ SHIRBRIG HQ as nucleus of a Force HQ
5. Employ PLANELM to assist UN in planning a new
mission
With these employment options SHIRBRIG maintains the flexibility of deploying either key personnel to form the nucleus of a UN Force Headquarters, a force package which comprises at least of a Headquarters Company, a major infantry unit and key enablers to provide the framework for a brigade or a full brigade-sized force (see
graph below). 12
Empl 2.
oy S HIR BRIG ( -) for UN P eace Ke
epi ng
Operations
3.
Employ SH IR
BR IG for observ
er/ monitoring missions
4.
Employ SH IR BR IG HQ as nucleus of a F
orc e HQ
5.
Employ P LANE LM to assist UN in planning a
new mission
With these em ployme nt options SH IR
BR IG mainta ins
the flexibilit y of deployi
ng either k ey pe
rsonnel to form ers, a fo e Headquart UN Forc eus of a the nucl
rce packa ge
which comprises at le ast of a He
adquarters Com pan
y, a
major infantr
y unit and ke
y e nab lers to prov
ide the d force (s e-size gad or a full bri gade rk for a bri framewo
ee
graph below).
12
12
HQ HQ
UN Forc e HQ
SHIR BR IG
Staf f
SH IRBR IG for ce package other un
its
key ISS
enab lers
key enab lers
othe r
Staf f
12
HQHQ
UN Force HQ
SHIRBRIG Staff
SHIRBRIG force package other units
ISS keyenablers
key enablers
other Staff
Finance
The main costs for SHIRBRIG are for the posting of Officers to the Planning Element, attendance by national staff Officers and unit commanders at the various training activities and conferences, attendance of national policy Officers at the Steering Committee Meetings, and the shared cost of maintaining the Planning Element.
Since its inception, the Planning Element has operated with an annual budget of about USD $450,000. This amount is shared equally by the 10 nations participating in the Planning Element.
Future Challenges
Chapter VII versus Chapter VI
When the SHIRBRIG initiative was launched it became quickly apparent that participating nations would not accept any reference to Chapter VII operations. This presented a problem for the UN since almost all of the modern peacekeeping operations are mandated under Chapter VII. After some discussion the Steering Committee decided that SHIRBRIG deployment depended on the circumstances of the mission and that a deployment would be decided on a case by case. This interpretation is helpful but does not really meet the expectations of many critical members of the UN community. In the long run deleting any reference to Chapter VI or VII and referring instead just to
“peacekeeping operations” would raise SHIRBRIG´s credibility within the UN.
Financ e
The mai n cost s for SH
IR BRIG ar e for the post
ing of
Office rs to t he P lanni ng El ement, attendance b
y national
staff Officers and uni
t commanders at the various onf s and c ctivitie ning a trai ere
nce s, atte ndance
of na tional
policy Off icer s a t the Ste erin g Committe e Me
eti ngs , and
the sha red cost of ma inta ining the Pla
nning Ele men
t. Element has operated Since its inception, the Planning
with an annual budget of about USD $450,00 0. This
amount is shared equally b y the 10 nations participating
in the Planning Element.
Futu re Chal
len ges
Chap
ter VII versus Ch apter VI
When the SH IR
BR IG initiative was laun ched it became
quickly apparent that p
articipating nations wo uld not
accept any refer ence t o C hapt er V II ope ratio
ns. Thi s
presented a probl em fo
r t he UN since
alm ost all of t
he ed under operations are mandat eeping modern peacek
Chapte r V II.
After some discussion the
Steer ing
Committee de cide
d that SH IR
BR IG depl oyme
nt of the mission and that a tances depended on the circums
deployment would b e d
ecided on a cas e by ca se. This
interp reta tion is helpf
ul but doe s not r
eal ly m eet
the he UN bers of t em cal m criti any ations of m expect
communit y.
In th e lon g r un dele
ting any ref ere nce to
Chapte r V I or VII
and r efe
rrin g inste ad just to
“peaceke epin g oper ations” would raise SH
IR BR IG
´s UN. y within the dibilit cre
Commitment versus participation
SHIRBRIG has over 5000 troops in its force pool. There are sufficient redundancies for a brigade-size force. Most of these resources are not available when called upon.
Overstretched military resources necessitate a national prioritization of commitments. Unlike in the past, the UN and SHIRBRIG are nowadays in none of the participating countries seen as top priority for force contributions. There needs to be a renewed commitment to SHIRBRIG. Participating nations need to commit to a minimum force package, which is kept on stand-by and available for UN operations with a high degree of predictability to make SHIBRIG a more credible tool for the UN. A proposal has been made to introduce such a system on rotational basis. Not surprisingly it failed to win approval. More commitment as opposed to mere participation will be a key problem to be resolved.
Without renewed political commitment this unsatisfactory situation will be difficult to change.
Decision-shaping versus decision-making
The decision-making process in the Steering Committee is well defined but does not correspond to the requirements of mission planning and rapid deployment.
Participating nations can not or are not willing to early commit forces, if there is only insufficient information on the details of the mission available. This makes it for the UN difficult to calculate the availability of SHIRBRIG for a particular mission and deprives SHIRBRIG from
Com mitm ent vers us partic
ipation
SHIR BR IG has ove r 5000 troops in its fo
rce pool
. There e. Most e-size forc a brigad ancies for are sufficient redund
of these resources ar e not available when called upon.
Overstr etc hed milita ry re
source s n ece ssitate a na
tional st, the UN in the pa ments. Unlike commit itization of prior
and SHIR BR IG are nowada
ys in none of the
participating countries seen as top priority fo
r force
contr ibutions. The re needs to be
a re new ed commitme
nt mit to a om ed to c nations ne ipating . Partic IG BR to SHIR
minimum force packag e, which is kept on stand- by and
available for UN operations with a hig
h de
gree of ible tool for red a more c RIG IB make SH bility to icta pred
the UN. A proposal has been made to introduce such a
syste m on r ota tional ba sis. Not surpr
ising ly it f aile
d to o mere commitment as opposed t win approval. More
partic ipation will be a key
proble m to be resolve
d.
Without renewed political commitment this
unsatisf act ory situa tion will be dif
fic ult to c han ge.
Dec ision-shaping ve
rsu s decision-making
The de cision- makin
g proc ess in the Steer
ing Committe e
is well defined but does not correspond to the requirements of mission planni ng and rapid deplo
ym ent.
Partic ipating nations c an not or
ar e not willing to ear
ly
commit f orc
es, if there
is only insuf fic
ien t infor mation on
the de tails of the mission
ava ilable . This ma kes it f
or the BR SHIR y of ilabilit ava te the ula alc cult to c UN diffi
IG
for a particular mission and deprives SHIR
BR IG from
playing an adequate role in decision-shaping during the mission planning at HQ New York.
Globalization versus Regionalization
The United Nations think global and so does SHIBRIG.
From the military point of view this creates a dilemma. A wide geographical distribution of participating nations will raise the costs particularly for the vital SHIRBRIG training effort. In addition many nations might also not find it very attractive to spend a lot of money on a brigade level training when practical experience shows, that a full-size brigade composed of SHIRBRIG- units is either not needed or not available. A possible answer to this dilemma to further developed the various employment options. A global participation of nations would make sense for the employment options establishing observer/monitoring missions, providing the nucleus of a Force HQ and assisting the UN in planning new missions. These options could be handled by the SHIRBRIG PLANELM augmented with experts from participating countries. The training requirements would be easier to meet and more nations would be interested and capable to participate. The ambition to establish a coherent brigade should be maintained however would be better achieved by a limited number of nations in a regional cooperation. A combined approach with global and regional focus having military efficiency in mind could lend SHIBRIG new opportunities and wider acceptance in the UN community.
playin g a n a dequa te r ole in de cision-
shaping during the
mission planning at HQ New York.
Globalization versus re gionalization
The United Nations think global and so does SH IB
RIG.
From the military
point of vie w this cr eat
es a dile
mma. A ating nations bution of particip phical distri gra wide geo
will raise the c
osts pa rti cula rly for the vita l SHIR
BR IG
training effort.
In addition man y n
ations mig ht also not
find it very attractive t
o spend a lot of money
on a ce shows, perien cal ex cti when pra ning rai el t e lev brigad
that a full- size b
riga de composed of
SHIR BR IG - units is
eith er not n
eeded or not availa
ble.
A possibl e an
swer to va ed the velop r de the to fur this dilemma
rious
employment options. A glob
al participation o f nations
would make sense for the emplo yment
options r/monitoring missions, provid establishing observe
ing the
nucleus of a Forc e HQ and assisting
the UN in planning
new missions. These options could be handled by the
SH IR BRIG P LANE LM augm ented with expert
s from s would ement training requir participating countries. The
be easier to meet and more nations would b
e interested
and c apa ble to partic
ipate. The am
bition to esta
blish a r would be intained howeve should be ma gade coherent bri
bette r a chie ved by a limite d number of
natio ns in a
regi onal cooperation. A
combin ed approach
with global cy i ien fic ry ef ng milita s havi ocu onal f egi and r
n mind
could lend SHIB RIG new opportunities and wider
accept anc e in t he UN co mm
unity .
Partnership versus Membership
Today the UN is not only organization involved in Peacekeeping operations. Other multinational actors (AU, EU, OSCE, NATO) are also conducting peace support operations and are building military intervention capabilities. SHIRBRIG must take account of this situation and form partnerships with potential lead organizations. SHIRBRIG’s African Capacity Building Initiative is to assist the African Union and the various African Economic Regions in their desire to establish similar, regional peacekeeping standby forces. Eventually more regional “SHIRBRIGS” would be available and a network for training and know-how transfer could be established. A SHIRBRIG network would also be a great asset in any real mission deployment.
Conclusion
In summary, SHIRBRIG is a practical and achievable way for nations to contribute to an effective, high readiness, peacekeeping capability for the UN. It has already proven its utility over the years. The Steering Committee has developed an action plan to develop its new employment options, to keep its close ties with the UN and to form new partnerships with potential cooperation partners. If these efforts will be matched by political will SHIRBRIG will stay relevant as a peacekeeping tool for the UN.
Part ners hip vers
us m em bership
Today the UN is not onl y or
ganization inv
olved in ations. Other multinational g oper Peacekeepin
actors
(AU, EU, OSCE, NAT O) are also
conducting peac e
support operations and ar e building military inter
vention IG must take account of this BR capabilities. SHIR
situation and form partnerships with potential lead
organizations. SH IR
BR IG’s African
Capacity Building
Initia tive is to
assist the Af rica
n Union a nd the va
rious stablish sire to e ir de Regions in the Economic can Afri
similar, reg iona l pea cek eeping sta ndby f
orc es.
Even tuall y
more regi onal “SHIR
BR IGS
” would be available and a d know-how transfe g an network for trainin r c
ould be
established. A SHIR BR IG network would also be a gre
at
asset in any re al mission deployment.
Conclusion
In sum mar
y, S HIR BRIG i s a pract ical
and achi evable
way for nations to co ntribute t
o an effe ctiv
e, high
rea dine ss, peace
kee pin g cap abilit y f or the UN.
It ha
s ering The Ste ars. ye er the n its utility ov rove y p ead alr
Committee ha s deve
loped a n a ction pla n to de
velop its
new employm
ent options, to keep its close ties with the UN and to form new partnerships with potential
cooperation partne rs. If
these efforts will b e matc
hed by
political will SHI
RB RIG will stay r
ele vant as a
peacekeepi ng t
ool for t he UN.
