Page 44 - The Cormorant Issue 14

Programming phase). This has led to an understanding of the dif- ficulty of an exercise like the SDSR, even if we have all expressed doubts over some of the results. Like many, I have observed the apparent gap in what we are taught (be it strategy or the opera- tional estimate) and how we actually act in the real world, and been unconvinced by many of the excuses given for this by some speak- ers in the Cormorant Hall. But at least the Course exposes some of the difficulties faced by those making such decisions.
As a civilian at the Staff College, the SDSR was an interesting experience, especially when the outcomes were announced. The reaction on site was refreshingly unclouded by Service rivalry for the most part, perhaps because of the scale of the challenge for all. And this has been the other abiding memory of the course; that of the varied traditions and habits of the different forces. Be it fashion decisions on mustard or cherry cords, or how to pass the port on Trafalgar Night, any number of stereo- types have either been demolished or reassuringly reinforced, including the one about Royal Marines and dresses. The cama- raderie and banter that exists between the Services and trades and branches within the Forces is simply not found within the Civil Service because we are less of a set of tribes and more a mass of individuals. Whilst this may allow us to be more inde- pendent, it makes us far less of a cohesive unit and I am prob- ably not alone in being envious of the banter that exists here.
The opportunity for education and broadening experience during the ACSC, both in terms of learning about theory and practice and meeting people with such varied backgrounds (including International Students) would seem to me to be an unparalleled one for junior Civil Servants. And yet that appears not to be a view accepted by the Civil Service. There are a paltry three civilians on ACSC 14 (and only two from Defence) because the funding was withdrawn. This seems to be failing to understand the importance of knowledge and doctrine. The absence of fast- streamers because the course doesn’t develop ‘core compe- tences’ does no credit to the forward thinking of those seeking to develop the future leadership of the Civil Service and seems odd given the continued support for the HCSC and RCDS. I can only hope this state of affairs is addressed, because the reform of Defence and loss of a third of Defence Civil Servants is likely to place additional strains on civil-military relations. I have certainly benefitted from the atmosphere of intellectual challenge and dif- fering views that the ACSC encourages. Of course, in the long- run it may prove to be terminal, as I suspect I will become such a Clausewitz and doctrine bore that approximately one month into my return to Main Building I will end up being ironically bludg- eoned to death with my A4 copy of JDP 3-40. Who said doc- trine never did anyone harm?!
The Higher Command and Staff Course (HCSC) 2011
Capt Martin Connell RN
“You (military professionals) must know something about tactics, strategy, logistics, but also economics, politics, diplomacy and history. You must know everything you can about military power, and you must also understand the limits of military power. You must understand that few of the important problems of our time have, in the final analysis, been solved by military power alone.”
President John F. Kennedy
Exactly fifty years on from when the 35th President of the United States was sworn in, his words still very accurately reflect the enormous scope that today’s HCSC student must grapple with regarding the complexities and demands of the contemporary operating environment for our senior military leaders. So it was
Assembled for the HCSC Guest Night
that the 33 students of HCSC 2011 arrived at the JSCSC in early January 2011 in the wake of 2010’s SDSR. We all realised from the outset that it was unlikely we would be short of subjects to debate. Indeed the Government’s White Paper “Securing Britain in an Age of Uncertainty” was often the subject of intense discus- sion both internally among the HCSC staff and students, but also with a wide number of visiting senior external speakers. What became increasingly clear to all of us during the course was that as prospective HCSC graduates, we will be expected to lead, manage and deal with the challenges of implementing the out- comes of SDSR, and latterly Defence Reform, for much of the remainder of our careers; so at the very least, we all felt that we were entitled to a view, and HCSC afforded us that opportunity.
Since its inception in 1986, the structure and content of HCSC has evolved over the intervening years in response to both the changing international scene, as well as the changing perspec- tives of the UK way of warfare. It is now firmly on a joint footing, but furthermore it reflects the inter-agency, combined and pan- Whitehall character of defence and security. The class of 2011 was testament to this and was made up of 6 RN/RM, 11 Army, 7 RAF, 5 civilians from the MoD, FCO, DFID and the intelligence agencies and 4 officers from overseas allied armed forces, all at OF5/OF6 or equivalent level. The majority brought with them recent experience from operations and command on operations, while a significant number also possessed extensive recent defence and security policy expertise. This combined intellectual capital was impressive to behold, and was reassuring to us all in terms of the wide network which HCSC continues to develop so well through the HCSC alumni programme which we will all undoubtedly draw on for the remainder of our careers.
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