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After leaving Clayesmore in 1964, after a short dalliance with banking I ended up joining the Army in 1965 with the specific intent of obtaining a Queen's Commission; by then I was 17 years of age. I ended up entering RMA Sandhurst in 1966, achieving my goal of a commission in 1968. Having previously qualified as a soldier in the Parachute Regiment I immediately ended up back with in the Parachute Brigade but in the Royal Army Ordnance Corps (RAOC) as a Second Lieutenant in the Parachute Logistic Regiment.
Thereafter my career spanned a variety of appointments serving in Northern Ireland, the Caribbean, the Ace Mobile Force (with re-occurring exercises in Norway, Denmark and Greece), the Sultanate of Oman (as an Infantry Officer in the Dhofar Campaign), Germany (twice) and Australia. In 1976 I attended the Officers nearly year-long Military Petroleum Course; I mention this because as events unfolded it will become apparent that, in my later years of life it has proved to be significant.
In the late 1980's I achieved the rank of Lieutenant Colonel. Shortly after this, the first Gulf War took place and I was heavily involved in the more esoteric aspects of planning the logistics for the British Division which even included participating in the briefing of General Schwarzkopf and his Staff in Riyadh, prior to the launch of the Air War.
In 1993 the RAOC was absorbed into the Royal Logistic Corps. In the late 1990s, having successfully fended off the Market Testing' of the Military Petroleum Centre at West Moors where I had the privilege to be both the Camp Commandant & Senior Instructor, I realised I had arrived at the stage where further promotion was not an option.
Time to change
Amongst other opportunities that did not come to fruition, by this stage I had been invited to be the 'Deputy Dean' of a new College of Petroleum & Energy Studies due to be established in Nigeria. I was actually looking forward to the opportunity as I had grown up there in my latter years of childhood, however, the Military Junta in Nigeria was about to hand power back to the civilians and, in consequence, anything ex-military was regarded as totally unacceptable. So, despite a draft contract in hand and a visa, the offer of an appointment was withdrawn. I ended up having to stay a little longer in the Army than I anticipated!
Despite the set back, my daughter's decision that she wanted to leave Clayesmore and finish her sixth form education at Bournemouth Girls School became a deciding factor; at this stage Alex my son was still a student in the Senior School but I reckoned that somehow I would manage to continue to earn sufficient to pay his school fees and keep the wolf from the door. So in 1999 I retired from the Army with no certainty about what the future might bring. The problems of finding a new career have since resolved. It seems to have settled down to a series of short term contracts all of which have proved to be fascinating in their own right.
Department for International Development (DFID)
If you intend to become involved in the delivery of humanitarian aid, my first message is that you have to be particularly flexible and prepared to move at extremely short notice. My appointment as the Finance & Administrative Officer for the DFID Office in Kosovo commenced with an interview (11 June 1999) and then, after eight extremely hectic days, a very rapid air deployment to Skopje in Macedonia arriving on the 19th of June and a move into Kosovo by the 22nd immediately following the end of the war.
I had been equipped with a laptop, a printer, a mobile telephone, a floppy disc that contained the 'accounting system' and a substantial packet of several hundred thousand deutschmark that made an impressive bump in my trouser thigh pocket.
Most of us have worked (or are working) in some form of commercial or
industrial organisation. Imagine that you have taken over ransacked and bullet
damaged buildings. In that environment you are now required to reconstruct
something equivalent to 'your organisation' from a standing start of nothing.
The organisation has to be established rapidly, include communications, office
management, the renting of property, hiring of local employees, the issuing of
identity cards, employment contracts, implementation of security procedures and
the establishment of a financial system dealing with several hundred thousand
pounds per week, in a country that had no banks. As an added dimension, we had
to set up our own generators because the electricity supply was (and still is)
extremely erratic.
House warming!
The DFID Team consisted of a 'hard core' of five people (incidentally all ex-military) and it is to our credit that we were in 'business' within a matter of days. By the time I left in late October 1999, International employees exceeded 30 International staff whilst National employees toped 70. However, in the initial days, as we gathered together for our evening meeting on a high balcony looking across the city of Pristina, it had become almost habitual that we would see houses burning on the other side of the valley; the Albanian Kosovas were extracting their revenge against both the Serbian and Roma population.
Acceptable foodstuffs were not readily available on the local economy. Thus, we combined cadging composite rations from 'friendly' British Military Quartermasters and imported food from Macedonia as our means of sustenance. As it was my duty to visit Skopje almost on a weekly basis to withdraw more money, it also usually fell to my lot to bring back rations, also.
FIVE Shopping Trolleys!
I will always remember the look of horror of the checkout lady in the Macedonian supermarket as I trundled 5 shopping trolleys towards her checkout! However, this round trip, generally lasting several hours (from Pristina to Skopje and return) was not only time consuming but also becoming dangerous.
Carrying several hundred thousand deutschmark in a backpack (at one stage one million) on each weekly return journey, was asking for trouble. The locals soon realised that the 'ebb and flow' of the availability of funds revolved around my visits. The Head of the Mission resolved this problem by arranging that I would be airlifted back to Pristina, courtesy of British KFOR helicopters or the DFID Office in Skopje would pre-draw funds on my behalf and another member of the Pristina Office would collect the funds, including the Head of the Office.
Of course all of this money had to be accounted for. By now I had retrospectively constructed the 'past' account. This not only involved sorting out all of the receipts that I had accumulated but also those that the Head of the Mission had generated before my arrival, along with the funds that he had initially brought into the Mission area. In the early stage, three separate currencies were in circulation, the Yugoslavian Dina, the Macedonian Dena and the Deutschmark; now, of course, only Euros are acceptable currency.
Low denomination notes!
Whilst I was able to establish a steady flow of 'new money' into Kosovo, getting the Bank in Skopje to furnish me with low denomination bank notes was extremely difficult; coinage was non-existent. A one thousand DEM banknote is not much use when you're trying to pay wages or purchase items on the local economy, where credit is not an acceptable way of doing business and adequate change does not exist.
Understandably, the reader must be wondering what this influx of 'taxpayers' money was being spent on. Within two months the DFID Pristina Office had accumulated in excess of 300 micro-projects designed to 'kick start' the economy back into life. Locals were encouraged to submit projects with the specific aim of setting up SMEs (Small to Medium Enterprises).
In addition, humanitarian projects were encouraged and it is to the British Army's credit that it exploited this source of funds as a means of restarting schools, encouraging SMEs that would benefit the community as whole (such as bakeries, milk processing parlours, etc.), rubbish clearance, repairs to sewage systems and minor electrical projects, to name but a few. The need for the evolving local media (newspapers, radio and TV) to provide 'balanced' reporting was also influenced by the provision of 'conditional' funding.
Concurrently, DFID had established an expert International Medical Team in the Pristina University Hospital, financed several Mines Disposal NGOs (Non Governmental Organisations) that were tasked through the United Nations Mines Action Co-ordination Centre (UNMACC) and set up an independent Infrastructure Engineering Unit that addressed engineering problems associated with the University Hospital, electrical power distribution, water, sewage and the refurbishment of the Province's prisons.
The Finance system & the National Audit Office
I made mention earlier of the 'accounting system' that provided me with a 3 floppy disc, during my initial deployment. I quickly and, in my opinion, wisely abandoned it and adopted a propriety financial software package, instead. Although my decision was not welcomed in London, when you are accounting for several million pounds you need to be comfortable with your accounting system.
My contention was that the provided 'London' software was too amateurish for the job. Eventually, London sent out a trained accountant who not only designed a bespoke financial package for DFID world-wide use but also then re-entered all of my account entries into his newly designed system. Too my immense relief my system balanced with his. Just in time as the National Audit Office subsequently visited us!
The sack!
This type of work is extremely stressful, the hours of work are enormously long and weekends (initially) are normal working days. I had worked solidly from mid-June to late October and by this stage I was easily exasperated.
It is without embarrassment that I state I was eventually asked not to return to Kosovo following my leave in late October/early November. In essence, I managed to have a frightful row with the deputy just prior to my departure on leave. However, rather than my contract being terminated, I was invited to remain in UK and write Standing Operating Procedures (SOPs) for the future deployment of DFID Humanitarian Aid Teams; the National Audit Office team had made a particular observation regarding the need for SOPs! I completed the draft SOPs by the end of December concurrent with the end of my contract.
International Organisation of Migration (IOM)
Ironically, during my last month or so of working in Kosovo with DFID, I had been approached on more than one occasion with a view to working with alternative organisations, also deployed in Kosovo. My 'sacking' from DFID soon sorted out the 'fair weather' friends and I was rapidly dropped from further consideration by some but not by all.
One of my contacts in Kosovo had moved onto direct a team within IOM specifically set up to manage the rump of the KLA (Kosovo Liberation Army) that was to become the KPC (Kosovo Protection Corps) reducing numbers from circa 24-28,000 down to 4,500. IOM had been intimately involved with the role of assisting the disbanding KLA members back into normal civil occupation.
USA finance!
Setting up the KPC on a sound footing was a related programme, heavily financed by the USA. My contract with DFID ended and within just over a month I was being summonsed to return to Kosovo, as rapidly as possible! In the event I stalled returning until early March. This was just as well as the winter of 1999/00 proved to be one of the worst for many a year with temperatures well below 200 C for most of the winter, so I did not miss much.
My particular role in this process required me to set up and head a Management Advisory Team (MAT) within the KPC HQ in Pristina. Understandably my team and I were initially met with a great deal of suspicion. Nevertheless, we gradually earned trust and went on over a six month period to establish a training programme of over 1,000 courses covering a wide variety of disciplines, targeted from the lowest to the most senior levels of the KPC. Concurrently, five subsidiary MATs were established at all KPC regional locations.
At the senior management level, the training embraced administration, finance, the budgetary process, logistics, management of training, personnel management and other general management skills associated with the KPC's interrelation with the 'Interim Government', i.e. UNMIK (United Nations Mission in Kosovo). The work prepared by the HQ MAT Team was passed to the regional MATs for subsequent implementation at the lower levels of the KPC.
A good fighter!
In financial terms, I was directly responsible for establishing the first '4
month' budget for the KPC; its appointed financial staff lacked the ability to
construct a budget and the Interim Government was preparing to dissipate the 'KPC
Funds' via the alternative means of the Regional UNMIK headquarters; such an
action would have emasculated the General commanding the KPC, as his
subordinates would no longer have felt the need to be loyal!
Indeed, the young lady who had been appointed the KPC 'Director of Finance' had
been awarded the job because she had a degree in economics but, more
importantly, had been a 'good fighter', a very sensible way of recruiting
quality staff! The initial budget that was subsequently approved by UNMIK
amounted to 12.3 million deutschmark.
Before my departure from IOM, I was directly responsible for setting the budget
for the remainder of the year 2000 (a further 8 million) and budget forecasts
for the next 3 years, each of approximately 28 million. This latter task
included estimates for infrastructure funding, proportionally divided between
the 3 budgetary years (2001 through to 2003).
Concurrently, I and a colleague prepared the bids for a wide variety of vehicles
and equipment embracing 5 million Euros, a gift from the European Community;
since leaving the KPC it is a source of pride to see the items arriving and
being put to good use.
Employees can choose!
Just as employers can dismiss employees, employees can vote with their feet. Whilst I enjoyed working with the KPC, I was becoming increasingly more disillusioned with my employers; my immediate boss had been sacked in a most distressing manner and whilst I got on equally well with his replacement, I gradually became progressively more and more disenchanted with the hierarchy.
Fuel consultant!
Concurrent with working with IOM, I had taken on a 'night/weekend job' as a
petroleum consultant with UNMIK. In essence, UNMIK had put out to tender the
requirement to set up a 'turn key' operation for the provision of fuel for UNMIK;
this involved not only the provision of fuel for vehicles but also the
distribution of fuel to generators and heating units, throughout the Province.
My role as a consultant was to undertake the 'technical evaluation' of the bids
fuel companies had submitted. In truth, in more benign circumstances, I would
have rejected all bids as non-compliant; however, a more pragmatic approach was
required.
UNMIK had requested proposals from 43 fuel distributors embracing 15 countries
but had only received 7 responses. In the end we had to cut the potential
suppliers down to three and then interview each in turn with the aim of
receiving a compliant 'Best and Final Offer'.
The long and the short of it was UNMIK was well pleased with my work. So much
so, I was offered a contract as the 'Chief' of the Fuel Unit. As my extant
contract with IOM was coming to an end and despite an offer of a renewal, I
happily accepted the offer.
Ironically, and because of my 'interface work' between the KPC and UNMIK,
another part of UNMIK (the Interim Government as opposed to Administration)
offered me a choice of four separate other jobs! However, as an ex-military
petroleum officer, I felt that I had found my niche in life and so I readily
moved to the fuel job.
United Nations Mission in Kosovo (UNMIK)
Initially, I only had responsibility for the Fuel Unit but within 5 months of
moving to UNMIK, my unit and another were combined into one integrated larger
unit dealing with the management of contracts; the Contracts Management Unit
(CMU). During the initial year with UNMIK, I had the opportunity to come to
terms with the UN system and its budgetary processes. Indeed, the processes are
not dissimilar to those that are applied in the MOD but nevertheless, need to be
understood.
As the Chief of the CMU, I had the management responsibilities for a budget in
excess of $12 million per annum. This budget embraced a wide variety of
contracts including camp management (eight in all), catering, laundry, cleaning,
mobile toilets, photocopiers, printing, funeral services, vermin control, etc.
and the storage and distribution of fuel and oils & lubricants.
Responsibilities include the preparation of scopes of work, statement of
requirements, requisitions, technical evaluations, memoranda of understanding,
assistance with the preparation of contracts, quality control, budget
forecasting and subsequent 'in-year' monitoring of expenditure.
My seven international staff that work directly to me and in excess of 120 national employees, included quality assurance specialists who monitored the Special Police Unit camps, distributed throughout key locations in Kosovo. The police represented a variety of nations including India, Jordan, Pakistan, Argentine, Ukraine, Portugal and Spain. Needless to say, this variety of nationals with differing cultural values, needs and outlooks make for some extremely interesting situations.
Islamic norms!
As an example the Islamic contingents loved to entertain; it was difficult to get them to understand that the UN would not finance this. As an alternative means of achieving the aim, a Police Commander thought nothing of telling 25% of his contingent to do without a meal so that he could invite guests! This was a practise I found hard to understand despite having worked in the Middle East for over two years.
The fuel expert
With particular respect to fuel, it was my prime function to ensure that UNMIK was adequately supported so that its operations could proceed, unhindered. That does become a trifle difficult when the boarder is shut for nearly a month!
Well into a winter, and for the lack of national generated electrical power, UNMIK consumes approximately 90,000 litres of diesel a day. This involved the need for a continuous re-supply of fuel from Greece, by rail. Aside from UNMIK's needs my 'fuel expertise' was sought after by other International Organisations in Kosovo and I frequently received questions from the UN in New York.
In tandem with this, in early 2001 I was required to visit the UN Logistic Base in Brindisi, Italy to receive in and inspect newly purchased fuel equipment. In the latter part of the year I had to travel to the Democratic Republic of the Congo. The UN Mission in that country (MONUC) was having technical difficulties in setting up refuelling sites for aircraft.
Interestingly, I ended up being delayed in Nairobi for 48 hours en route to the Congo; as this was yet another country of my childhood, the short stay was fascinating, particularly the National Game Park.
New York
The latter part of 2002 ended up with me being sent to New York on an 'exchange visit' but in reality with the specific task of yet again writing SOPs or instructions this time on how to construct fuel sites, handle stored fuel and distribute it. The writing of SOPs from a standing start of nothing on such a wide and diverse subject is not something that can be completed in a short time. For this reason, for the moment I have ended up in New York.
Visits to other missions
However, for the moment the story does not end there. In order to come to New York on a more permanent footing, I had to resign form UNMIK. On the way back to UNMIK to resign, I had to divert to the Western Sahara mission (MINURSO) and resolve another technical problem involving a helicopter that had twice had to make emergency landings following fuel related problems; the second time between to minefields!
More recently (August 2003) I had to deploy to the mission in Sierra Leone (UNAMSIL) and ended up staying a month to both resolve problems in that mission and take a hand in the planning the fuel requirements for the recent start of a new mission in Liberia (UNMIL). All in all, life is certainly not dull.
Family visits & recreation
I manage to visit home three or four times a year whilst the family (Sandra - my wife, Jenny and Alex - my young adults) have all made reciprocal visits both to Kosovo and New York. Jenny particularly found it fascinating talking, on the one hand to an Albanian female followed by a Serbian male; the contrasting perception of two people of approximately the same age involved in the same war was both enlightening and puzzling, to say the least.
Finally, and so that I am not totally 'work orientated' before leaving Kosovo I managed to qualify as an 'open water' scuba diver in Greece. Whilst this year I have been studying for a private pilot's license and I have already flown for some 25 odd hours.
The Future?
My current contract runs until the beginning of December but by now I have become blasé (if not frustrated) at just waiting to see what life brings. If there is to be no long term extension in New York, I reckon there are opportunities in the Congo, Afghanistan, Sierra Leone, Liberia or Iraq. Without exception Sandra is singularly unimpressed with the prospective locations but I will wait to see how things develop.
My intent is to stay employed until both Jenny and Alex (both OCs) have made their respective starts in life. At the moment Jenny is in her final year at the Scottish Music Academy in Glasgow and destined to gain a BSc Mus (Hons) whilst Alex is taking a 'year out' having successfully completed his sixth form studies and now with a guaranteed place in Chichester University in September 2004.
Philip Taylorson (61 - 64)