READY FOR TODAY – EVOLVING FOR TOMORROW
Mitigation
Awareness,
governance
and
understanding the risk can not only allow
us to operate with freedom, but it will
allow contracting, applied appropriately,
to bring real economic benefit to
a country supporting stabilisation.
Governance is necessary to enable the
contracting framework. Mitigating the risk
of corruption to a mission’s reputation is
not only an action that should focus its
attention on the external effects; it also
needs to consider the internal threats
that can also jeopardise it. How does
one mitigate this risk? Peter Appleby’s
article in the January 2018 edition of the
ARRC Journal discusses possible ways
to address corruption and brings to the
fore the Transparency, Accountability
and Counter-Corruption Working Group
(TACC WG). Additionally, but from
a parochial approach, governance
through the contracts team and the
wider supporting network of agencies
across the headquarters, the host nation
and international partners can greatly
reduce the risk. A framework developed
recently is looking at how we can protect
the sanctity of CSO and the associated
contracts from the external factors of the
PMESII environment. Through a number
of checks and balances, not only by the
contracts staff of a headquarters, but
also those accountable for activity and
its funding, we can coordinate a level
of governance that will give us a layer
of assurance to support the mission’s
objectives.
Summary
Contracting brings real benefits to a
mission commander. It offers flexibility,
freedom of manoeuvre and allows
for a mission specific, focussed force
with sustainability done through CSO.
The commander retains responsibility;
however, he is supported by the staff to
deliver a sustainable solution that brings
a balanced and economically viable
approach to delivering contractor support
to operations. Corruption is inevitable in
any society and largely difficult to root
out. By developing and considering the
economic implications in the operating
environment we can look to minimise the
risk through assurance. Identifying its
sources and how it impacts on mission
success, regional stability and reputation
is key to mitigating that risk.
ABOUT THE AUTHOR
Major Steve Barnard is a 30-year veteran
of the British Army and currently serves
as the lead Purchasing and Contracts
Officer for the ARRC. In his previous
assignment he completed the
Figure 2 – Governance is not just a contractor sport; we all have a part to play.
Intermediate Command and Staff
Course (Land) at the Defence Academy
of the United Kingdom in Shrivenham,
England. Maj. Barnard has led training
and combat service support missions
across combat and peacekeeping
operations in Northern Ireland, Bosnia,
Kosovo and Iraq. A native of Oxford,
England, Maj. Barnard is currently
studying for a Master’s Degree in
Leadership and Strategic Studies at the
University of Reading.
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