Traffickers,terrorists, and a ‘new security challenge’: Russian counternarcotics strategy and the Federal Service for the Control of the Drugs Trade

The collapse of the Soviet Union precipitated the massive expansion of drug use and trade in Russia. The country now has one of the largest populations of injecting drug users in the world and has become the largest single-country market for Afghan heroin. In 2003 the Federal Service for the Control of the Drugs Trade was created to coordinate a comprehensive counternarcotics strategy appropriate to the scale of this threat. The service continues to face a number of challenges in its early stages of development. However, it has made considerable advances in improving responses to large-scale organised crime and in building international cooperation.     

The future challenges of NATO: An economic viewpoint

This article identifies and evaluates likely challenges facing NATO today and into the next millennium. These contingencies include ethnic‐based civil wars in Europe, transnational terrorism, rogue states, increased world income inequality, out‐of‐area conflicts, and environmental and resource security. Using concepts and tools from collective action, I assess these challenges and suggest effective policies for addressing them. NATO still has a crucial role to play in maintaining world security in the post‐Cold War era.     

Specialization in defence forces

The choice between balanced and specialized defence forces depends on the technology of defence output (e.g. whether a force scope multiplier is present), the existence of scope and scale economies, the platform customization costs and, of course, the level of defence budgets. Minimum force element levels (thresholds), and scale economies facilitate specialization as opposed to scope economies (e.g. platform‐sharing), scale diseconomies and the force scope multiplier (e.g. defence weakest‐link technology). When a balanced force is not optimal, the option value of a non‐optimally maintained force element must also include the opportunity cost arising from suboptimal force elements. Shrinking defence budgets may produce two surprising phenomena. If some force elements are shut down as a result of thresholds, the surviving ones may increase in platform numbers as well as enjoying closer‐to‐most‐desirable platforms. Furthermore, if heritage force elements are shut down within the budget contraction environment, overall defence capability might rise.     

Investigating optimal replacement of aging air force systems

An availability‐oriented approach has been developed to decide when to replace an aging system. For an existing system, it is optimal to operate another year if and only if the incremental cost per available year is less than the lifetime average cost per available year of a new aircraft. We illustrate our approach using United States Air Force KC‐135 tanker data. In demonstrating our approach, we find it will be optimal to replace the KC‐135 by the end of the decade.     

The Intergovernmental Authority on Development's Conflict Early Warning and Response Mechanism

The Intergovernmental Authority on Development's (IGAD) Conflict Early Warning and Response Mechanism (CEWARN) 2012–2019 Strategy Framework has proposed that the CEWARN mechanism expand its conflict typologies and geographic coverage. The argument advanced in this paper is that the proposed CEWARN expansion should be welcomed. Since its establishment in 2003, CEWARN had restricted itself to dealing with cross-border pastoral conflicts among the member states. However, conceptually and legally, CEWARN was not precluded from dealing with other types of conflict. Firstly, in the past, any conflict, other than cross-border pastoral ones, had been considered by the member states as firmly within their national jurisdiction that mechanisms like CEWARN are precluded from handling. Secondly, CEWARN, which has hitherto been dependent on external donations, just does not have the requisite financial resources to expand its coverage. Thirdly, and most importantly, governments often know the imminence of some, if not all, of the conflicts because they cause them. Thus, they are not interested in reacting to them. In the end, the paper concludes that the proposal to expand CEWARN's conflict portfolio and geographic spread may just remain that – a proposal.     

In spite of reform: NATO HQ still in the grips of nations

Security Intergovernmental Organizations, here illustrated by NATO, persist in a “permitted interval” of internationalization, i.e. permitted by its member-states. On the one hand, they are seldom or never permitted to vanish due to member-states' vested interests in retaining them as tools of statecraft, even if their original purposes have become redundant. On the other hand, there is an internationalization ceiling that they must respect: they should not become too autonomous and thereby no longer be suitable as member-state tools. In spite of post-Cold War reform, interviews carried out at NATO Headquarters (HQ) in the late 1980s compared to interviews in 2012 display that a continuous pulling and hauling of forces of internationalization and renationalization have taken place around NATO HQ. The only instance of clear internationalization can be observed in the proactive diplomacy of Secretary General Fogh Rasmussen. There is stiff opposition to the internationalization of abolishing the Military Committee/International Military Staff among minor and South European states, and there is no waning in states' attempts to micro-manage the International Staff. Only external shocks can overcome resistance to internationalizing reform.     

Civil–military relations in francophone Africa and the consequences of a mistaken analysis

The Building Security Overseas Strategy is at its core an ‘Intervention to end all Interventions’ – from a Western as well as an African perspective. Two of its main pillars are security sector reform in specific countries and systematic support to the development of the African Peace and Security Architecture. This article addresses the question why such efforts have met little success in francophone Africa. It argues that the failure of Western advisers to understand the sociological dynamics of African armed forces, shaped by a political culture based on personal loyalty to the leader, is at the root of the problem. In that context, the Huntingtonian-type distinction between the civilians and the military does not apply as military and civilians act in concert within common clientelism systems. As a result of the curtailing of the state-formation experience in most African countries, the military never had to demonstrate its performance as a state builder, nor did it have to bargain its legitimacy against the support of the citizens. Partnership in that context will remain a misnomer, at least until African military can credibly demonstrate commitment to state-building grounded in a broad-based social contract.     

核动力装置主系统对蒸汽发生器给水流量的动态响应

本文把集总参数法用于堆芯、一回路和二回路,导出了主系统对蒸汽发生器给水流量丧失的动态方程组及其解析解,非常适用于运行监督性快速计算。     

British and German initiatives for defence cooperation: the Joint Expeditionary Force and the Framework Nations Concept

At NATO’s 2014 Wales Summit, the UK and Germany unveiled two new initiatives for European defence cooperation, known, respectively, as the Joint Expeditionary Force (JEF) and the Framework Nations Concept (FNC). Both were the result of economic pressures and the need to exercise intra-alliance leadership, but they represented very different approaches to cooperation. The JEF was to be a UK-led contingency force for short-notice operations, selectively incorporating forces from allies and partners. The FNC sought to coordinate capability development between groups of allies, centred on larger framework nations, to develop coherent capability-clusters available to meet NATO’s force requirements. The common denominator and novelty of the initiatives was the building of forces and capabilities multinationally by having major states act as framework nations for groups of smaller allies. The UK and Germany have ownership and continue to provide leadership to these initiatives. This is one key reason why they continue to evolve to accommodate changing circumstances and are likely to endure.