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Home > Info Centre > Publications > Alert 1998 > Approaches to Transitional Threats | ||||||||||||||||||||||||||||||||||||
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Transnational threats are those illegal activities that transcend national boundaries involving other nations and nationalities. They include but are not restricted to: drug smuggling, money laundering, arms trafficking, and the trade in illegal migrants. Poor economies present tempting opportunities for corruption and the increasing power of organised crime can reach such proportions that state mechanisms can be ovewhelmed. One significant counter to transnational threats has to be the further development and enhancement of the concept of regionalism: Broadly defined, regionalism is the promotion or development of interdependence among countries within a more or less contiguous geographical area. In contemplating the future for regional security, there are five areas in which the ideal of regionalism should be encouraged. Increased Role of CARICOM CARICOM military leaders must speak with one voice through a central military staff located within CARICOM Headquarters. To do this our Chiefs and/or their staff must meet regularly to formulate a CARICOM approach and to plan for CARICOM issues. It is not adequate that our Chiefs mainly meet in settings such [CINSEC] where they piggy-back on some other activities. A Liaison Officer of the rank of Colonel could head a Defence Section within CARICOM, act as secretary to the Chief’s Meetings and a conduit to regional Security Ministers through the CARICOM Secretariat. He would also relate to our friends and allies on issues of a multilateral CARICOM nature. This office could also play a role in all of the other areas to follow. Regional Training Establishments These are not multi-million dollar buildings and facilities but a mere letterhead that draws on existing regional facilities and expertise complemented by outside technical and material support where necessary. A good example of this proposal is the Jamaica Command and Staff Course. Other countries have specific expertise and training facilities that can be further developed into similar regional packages. The examples of existing bilateral training are legion. Can we take it to the next higher and logical step? Is there a role for our military at CARICOM? Military Exchange/Training The experience of our military exchanges at platform and company level are testament to the utility. The annual JDF exchange with the British Army, Ex-Red Stripe/Calypso Hop has been expanded to include troops from other CARICOM states. There is the annual Exercise Tradewinds sponsored by the US Military. There are smaller unit exchanges with the Netherlands and French Forces. Do we have to wait for another peace-keeping mission to carry out the intense training that was done in Puerto Rico prior to deployment in Haiti? Partnership Approach to Military/Security Assistance Whilst we are grateful for continued US military and security assistance particularly in the areas of vessels and aircraft, I propose that we seek to promote more of a partnership approach in this area. The thesis is simple, Lease/Lend us a patrol vessel or aircraft that is still in service with US forces and plug us into the US spares system. Our side of the bargain is to man and operate the vessel or aircraft as the US does, and maintain the same standards. Intelligence The issue of intelligence and intelligence sharing needs to be revisited in its entirety as we can ill-afford a plethora of systems. I suggest that a general meeting be convened to deal with this vital area with a view to rationalising and consolidating our approach. We could very well find it advisable to build on the existing Joint Information and Coordination Centres (JICC). To fit into its proper role the JICC would have to change its remit, focus, structure and working patterns to become an active intelligence centre, serving the needs of own country and others. Conclusion
It is not enough that military leaders at whatever levels, display competence and reliability. We must display initiative, creativity and imagination, particularly in situations such as ours, where we suffer from shrinking budgets and cannot therefore rely on traditional methods. We must again stress the importance of recognising the interdependent nature of regional initiatives. Recognising this fact, it is crucial that we accept the ideals of partnering or the partnership concept. This approach will enhance confidence and build trust. We must now transcend our traditional suspicions of each other and be prepared to move forward and in good faith.
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