We must coordinate crisis responses better internally, to have credibility on the Global stage
Author: Alice Henderson, Head of Overseas Visits
This week, the Foreign Affairs Committee published the first report on the withdrawal from Afghanistan. The report rightly highlights that there was a distinct lack of planning, preparation and coordination between Government departments, resulting in chaotic scenes at Kabul International Airport, with many eligible Afghans being left behind, and incredible pressures being placed on our brave Armed Forces and Civil Servants on the ground.
The withdrawal from Afghanistan is not the first time cross-Government departments have been required to work together on the Global stage. In 2017 the British response to Hurricane Irma in the Caribbean saw the MOD, FCO, DFID and British Police mobilised to assist. More recently we see efforts from the FCDO, MOD and the Home Office in response to the devastation of Russia’s invasion of Ukraine. Cross-Government responses to crisis situations are not uncommon, and managing these responses requires departments to work together seamlessly.
If Britain wishes to be credible on the Global stage when responding to these types of crises, it is essential an effective mechanism of planning and coordination is established by the Government. On a Global scale, this is something that the UN General Assembly tackled back in 2005. Following the recommendations of an independent Humanitarian Response Review, the Inter-Agency Standing Committee recommended a cluster approach, as a way of strengthening preparedness and coordination by forming effective partnerships. For example, the Logistics Cluster was established to “provide coordination to support operational decision-making and improve the timeliness and efficiency of the humanitarian emergency response”. The Logistics cluster acts as a liaison between different organisations, sharing information and coordinating the efforts of those involved in the response to these crisis situations. It provides joint training opportunities, so that these organisations get used to working together, and focuses on preparedness through effective horizon scanning.
The establishment of a cluster style approach by the British Government would go a long way in moving forward with the recommendations of the first report. The ability to liaise with intelligence services to effectively horizon scan and begin considering what departments would need to coordinate in response to crises, getting key stakeholders together to build partnerships before an event, as well as providing coordination and joining up strategic and operational decision-making in order to effectively respond to crises.
At a time where Britain is looking to strengthen its position on the Global stage, credibility of our actions is key. Effective coordination across Defence, Diplomacy and Development, especially in a crisis, would see us lead by example as a Global Britain.
