Civil-Military-Police Interaction
Australian Capabilities
Awareness Module
Facilitator Guide
© Commonwealth of Australia 2015
© Commonwealth of Australia 2015
This work is copyright. Apart from any use as permitted under Copyright
Act 1968, no part may be reproduced by any process without the prior
written permission of the Australian Civil-Military Centre.
Requests and enquiries concerning reproduction and rights should be
addressed to info@acmc.gov.au with ‘CMP Interaction Overview’ in the
subject line.
Acknowledgements
The Australian Civil-Military Centre (ACMC) gratefully acknowledges the
contributions to this training package from:
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Australian Council for International Development
Australian Defence Organisation
Australian Federal Police
Attorney-General’s Department
Department of Foreign Affairs and Trade
International Committee of the Red Cross
Lowy Institute for International Policy
Armed Forces of the Philippines
RedR Australia
United Nations Office for the Coordination of Humanitarian Affairs
World Vision Australia.
Information for facilitators
Welcome to the Facilitator’s Guide for Civil-Military-Police InteractionAustralian Capabilities Awareness Module produced by the Australian
Civil-Military Centre. It draws on information provided by the
organisations noted in the acknowledgements. It is assumed that
participants have already attended the Civil-Military-Police InteractionOverview Awareness Module, which provides an introduction to core
material.
This module has been developed to assist personnel from government
departments, non-government organisations and the private sector who
would benefit from gaining a greater awareness of the key components of
civil-military-police interaction in humanitarian assistance, disaster relief,
conflict resolution, complex emergencies and peacekeeping operations.
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ACMC Civil-Military-Police Interaction Overview
This guide will help you prepare for the facilitation of training although it
is not intended to prescribe how you will conduct training. The guide
offers a range of material that you are encouraged to use, or adapt to suit
your own training style and to meet the needs of your learners. There is
no assumption that you are a subject matter expert. You are encouraged
to share your own knowledge, understanding and examples with
participants, while working within the framework of this guide.
The guide is divided into the following sections:
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Section 1 – Course details
Section 2 – Understanding your learners
Section 3 – Delivery.
Training package
The civil-military-police interaction awareness training package comprises
four modules:
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Civil-Military-Police Interaction Overview (core module)
and three optional modules:
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Civil-Military-Police Interaction - Australian Capabilities
Civil-Military-Police Interaction - International Capabilities
Civil-Military-Police Interaction - Cross-cutting Themes.
The optional modules can be undertaken in any order and are stand
alone. There is no expectation of prior knowledge.
Feedback
As this course will be reviewed regularly, we welcome any constructive
feedback you may provide on how the content and activities might be
improved. We will consider amending the courseware based on the
feedback received. It would be appreciated if facilitators could also advise
ACMC of when, where and to whom the course was conducted.
Your comments can be forwarded by e-mail to to info@acmc.gov.au with
‘CMP Interaction Overview’ in the subject line.
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ACMC Civil-Military-Police Interaction Overview
Section 1: Course Details
Description
The Civil-Military-Police Interaction Awareness Modules are generalist,
practical modules developed to assist personnel who may have some
contact with personnel from other organisations involved in humanitarian
assistance, disaster relief, conflict resolution, complex emergencies and
peacekeeping operations.
This training has been designed
responsibilities or delegations.
for
all personnel,
regardless of
Competency units
Attending this course is for awareness purposes only and is not accredited
or assessed for any unit of competency.
Learning outcomes
Following this course, the learners should be able to:
Department of Foreign Affairs and Trade Aid (DFATAID), capabilities,
directions and civil-military-police interaction
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Describe the role, responsibilities and capabilities of DFATAID
Outline the role of the Humanitarian Response Branch
Outline the role of the Australian Civilian Corps (ACC)
Explain the scope and method of operations of DFATAID in civilmilitary-police interaction.
Australian Federal Police (AFP) mandate and capabilities
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Describe the role, responsibilities and capabilities of the AFP,
including the International Deployment Group (IDG)
Explain the scope and method of operations of the AFP in civilmilitary-police interaction
Describe the challenges and new directions for the AFP in civilmilitary-police interaction.
Australian Defence Force (ADF) mandate and capabilities
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Describe the role, responsibilities and capabilities of the ADF
Explain the scope and method of operations of the ADF in civilmilitary-police interaction
ACMC Civil-Military-Police Interaction Overview
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Describe the challenges and new directions for the ADF in civilmilitary-police interaction.
Attorney General’s Department (AGD)
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Describe the role, responsibilities and capabilities of the AGD in
civil-military-police interaction.
The private sector
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Outline the role of the private
operations.
sector in civil-military-police
This training is conducted at the awareness level. After training at the
awareness level, participants will be able to demonstrate sufficient
understanding of the issues, terminology and stakeholder relationships in
the civil-military-police environment.
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ACMC Civil-Military-Police Interaction Overview
Section 2: Understanding Your Learners
This guide assumes course participants will be from your organisation and
hence have a similar culture, focus and familiarity with applicable
government legislation and your specific policies and procedures.
It is also envisaged that at times, there will be a mixed group of learners
from different organisations. It is particularly important to take into
account the different backgrounds in this context.
This unique context must be considered when sourcing appropriate
material to aid facilitation. Consideration of this context will assist in
understanding the various cultures, learner styles, motivations,
experience bases, and personality types that personnel bring to the
learning environment.
An understanding of your organisation’s context will assist you to:
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use appropriate language and communication styles
engage participants in the learning process
maintain learning resources relevant to the participants’ workplace
source appropriate learning material to support facilitation of the
course
maintain participant confidence in the facilitator and the learning
material.
Adult learning principles
Adult learning principles have been incorporated into the course
materials. The diverse workforce experiences brought to the training
environment by personnel necessitate that all principles of adult
education and learning be drawn upon during the conduct of the training.
The following guidelines are provided for your information:
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Adults are focused learners. They usually begin with strong ideas
about what they want to learn and how they will apply it in their
own workplace.
Adults bring their own experience and knowledge to training and
can offer valuable insights whether they are familiar with the
subject area or not. They feel valued and are more enthusiastic to
learn if experiences and knowledge of their own workplace context
is acknowledged, respected and drawn upon during training
sessions.
ACMC Civil-Military-Police Interaction Overview
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Individuals may have formed strong preferred learning styles that
will be a combination of listening, reading, doing, observing and
thinking. Some adults may resist learning approaches or activities
that do not suit their preferred learning style.
Adults can be very self-conscious and therefore reluctant to
participate in activities where they feel there is a risk of failing
publicly.
Learners should understand the intended outcomes of such
activities and a positive environment be established to enable such
activities to take place.
Adult learning is encapsulated in the following principles:
o
o
o
o
o
o
Feedback
Active learning
Reward
Multi-sensory learning
Open to negotiation
Problem solving.
Strategies for enhancing learning
Crucially, learners need to connect learning directly to their own
workplace. Some of the material provided may lead to considerable
discussion and the sharing of experiences that cannot be covered in the
allocated time. You need to exercise judgement in deciding when to
curtail an activity or the acceptable extent of running over time.
The quality of learning can be improved by:
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encouraging learners to see how new information and theory will
apply to their current or future duties
providing opportunities for learners to construct their own
knowledge through encouraging them to enquire, research and
synthesise information in order to understand other perspectives
providing direction, challenge and recommendations
offering a range of activities so each learner has the opportunity to
use a range of learning styles, acknowledging and drawing on the
learners’ prior experience
connecting prior experience to the current learning
using additional appropriate examples and scenarios from your own
experience (provided they are appropriate for the environment).
ACMC Civil-Military-Police Interaction Overview
Delivery implications – face-to-face delivery
This module is designed for face-to-face delivery. It is ideal for
collaborative learning and suits learners who learn best through
interaction and immediate feedback. This style allows learners to raise
issues that are most relevant to their own workplace experience and
discuss the issues with others.
This style is an excellent way to acknowledge and value the experience
each learner brings to the group.
However, alongside these benefits, there are limitations with face-to-face
delivery which include:
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the need for learners to work at the same pace
potential reluctance of learners to participate equally.
There will be differences in the amount and type of experience each
learner brings to training. You may find that some learners have
significantly more experience and knowledge than others. You can
manage this effectively by providing specific tasks that acknowledge their
experience. These may include asking them to:
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suggest implications for the workplace
raise previous strategies used in the workplace
identify relevant support mechanisms in the workplace.
The key is to recognise and use learners’ experience without letting them
dominate or drive delivery for those who have less knowledge or
experience. Make sure a range of opportunities is provided and show that
each contribution is valued by giving it time and consideration.
Managing expectations and difficult questions
Some learners may assume you to be a subject matter expert. You are
not expected to be; indeed it is probably not possible. Your role is as a
facilitator, to guide learning. However, your efforts to research the topic
using the references on page 12 and, other sources, will increase your
knowledge of the subject and give you additional confidence to perform
the facilitator role.
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ACMC Civil-Military-Police Interaction Overview
If you don’t know the answer to a question, say so and ask the group:
‘Is there anyone who is able to share their understanding of this issue?’
Alternatively, simply ask the group to note the question and invite them
to research it and share the answer with the group.
Currency and recency
Despite the best of intentions, training materials date over time. If this
occurs, acknowledge that the material was accurate at the time of
publication and then make use of the knowledge in the room.
You could also ask the question:
‘What would you do if this was pointed out in your usual workplace?’
On-line learning
These modules are currently not intended for on-line learning or distance
learning methods, however aspects of the course could be tailored for this
purpose.
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ACMC Civil-Military-Police Interaction Overview
Section 3: Delivery
Suggested preparation
Given that every class of learners is different, you can decide which
sections should have more or less time allocated to them. Don’t feel you
have to cover every slide, if the knowledge skills and attitudes are already
present in your learners, skip it or quickly use as reinforcement.
The length of this training is about four hours, so at least half a day
should be allocated to preparation.
Recommended preparation includes:
Guiding Principles
Collaboration (ACMC)
for
Australian
Civil-Military–Police
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Reading
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Familiarising yourself with the learning outcomes for this module,
listed in Section 1: Course details
Reading the Learner Workbook
Identifying and speaking with colleagues about potential examples,
relevant documentation, policies and procedures. This information
can be used to enhance group discussion
Browsing current media for examples that could be used in
discussion
Skimming as much of the reference material as you have time for
Finding out where you will be delivering and what equipment they
have available
Conducting a rehearsal or practice session.
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Facilitation resource checklist
The following checklist is provided as a guide:
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Learner Workbooks
Facilitator Guide
PowerPoint memory stick
Handouts (issue at the conclusion of training so not to be a
distraction) including:
o Same Space Different Mandates (ACMC/ACFID)
o Military 101 Handbook (ACMC).
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Reference materials (leave on a table for learners to have a look at
during breaks) including:
10 ACMC Civil-Military-Police Interaction Overview
o Guiding
o
o
o
o
o
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Principles
for
Australian
Civil-Military-Police
Collaboration (ACMC)
Australian Defence Doctrine Publication 3.11 – Civil-Military
Operations
Australian AID Framework for working in fragile and conflictaffected states (DFAT Aid)
Partnering for Peace(Australian Government/ACMC)
New Zealand Defence Force Humanitarian Assistance and
Disaster Relief Aide Memoire
Strengthening Australia’s Conflict and Disaster Management
Overseas.
Data projector
Whiteboard and markers
Flip charts/ butcher’s paper and markers
Computer
Pens/paper
Post it notes
Nameplates/tags
Catering
Attendance lists with email addresses
Evaluation/feedback.
Delivery guidance
During your preparation, you need to run through the slides, using the
Notes for Slides section below. The notes in standard print can be read
out or paraphrased and those in italics are for your guidance only. You
may choose to add your own content, depending on your familiarity with
the material.
Refer to the learning outcomes as you prepare. The learning outcomes
provide an overview of the content and the learning that will stem from
each session.
The Learner Workbook is a take away aide-memoire and contains the key
slides for future reference. You should encourage participants to take
notes in the Learner Workbook. You can also ask them questions during
the session and get them to record responses in the Learners Workbook.
About an hour is the maximum time without a break for optimal learning.
Think about encouraging learners to stand up and have a stretch in place
as well as formal coffee breaks between major changes in parts.
11 ACMC Civil-Military-Police Interaction Overview
There is plenty of material to cover and your learners will be interested in
some sections more than others. Remember this is an introductory
module and every session and group of learners will be different. Tailor
your delivery to meet the needs of your learners. You (and hopefully
they) should have lots of fun!
Additional information
The Australian Civil-Military Centre is your first point of contact via
info@acmc.gov.au with ‘CMP Interaction Overview’ in the subject line.
ACMC should be able to put you in touch with subject matter experts.
Links
Australian Civil-Military Centre website:
http://www.acmc.gov.au/ (Subscribe to the ACMC newsletter at the
above address).
Department of Foreign Affairs Aid website:
http://www.aid.dfat.gov.au/Pages/home.aspx
Australian Federal Police website:
http://www.afp.gov.au/policing/international-deployment-group.aspx
Australian Defence Organisation website:
www.defence.gov.au
Attorney General’s Department website:
http://www.ag.gov.au/EmergencyManagement/Pages/default.aspx
12 ACMC Civil-Military-Police Interaction Overview
Notes for Slides
1
Opening slide
Show this slide as participants enter the room. When you are ready to
start the session, change to the Welcome slide.
2
Welcome
Outline emergency exits, toilets and breaks. You want to encourage
discussion but point out there is limited time.
This is introductory only and very general in nature. As shown on the
Welcome slide, these modules have been produced by the Australian
Civil-Military Centre to provide a basic awareness of the issues
surrounding
civil-military-police
interaction
from
an
Australian
perspective, in a complex emergency or disaster. After training at the
awareness level, participants will be able to demonstrate sufficient
understanding of the issues, terminology and stakeholder relationships in
the civil-military-police environment.
The Learner Workbook is meant to be kept and used as an aide memoire
and has spaces for you to write notes as we go through the session.
You should expect to leave this session with more questions than you
came with.
My role here is as a facilitator, not a trainer.
Activity
Ask the group this question: Who can tell me what the difference is
between a facilitator and a trainer?
Answer:
In a facilitated session, the onus for learning rests primarily with the
participants themselves. As a facilitator, my job is to guide you through
the learning material – what you get out of it is up to you. A facilitator
may not be a subject matter expert.
In a training session, the trainer must be a subject matter expert who
transmits knowledge to the learners. The onus for learning lies with the
trainer. Because learning is an individually controlled activity, it is often
preferred to use a facilitator approach.
13 ACMC Civil-Military-Police Interaction Overview
This session provides an overview of Australian government and private
sector capabilities. Australian non-governmental organisations are
examined in another session.
3
Module topics
Activity
Ask the group this question:
‘Why do you think we have a separate
module covering Australian capabilities?” Jot down your ideas in your
work book.
Allow quick discussion then ask the group to share their ideas.
Answers may include:
We will need to work with other agencies in the future. We need to know
what sort of specialist people and equipment may be available. We need
to understand the different cultures and methods of operation of other
agencies.
4
How Australia responds to a disaster
When a crisis occurs, this is how coordination works at the bureaucratic
political level. Prime Minister and Cabinet set the parameters.
DFAT coordinates policy processes on foreign policy issues, including
Australian government responses to humanitarian and stabilisation crises.
The Interdepartmental Emergency Taskforce (IDETF) chaired by DFAT,
remains the primary coordinating body for any international emergency
response.
Now let’s look at five of the components on this chart – the Rapid
Deployment Capability, Urban Search and Rescue (USAR), and Australian
Medical Assistance Team (AUSMAT). Multi-agency teams will vary in
composition depending on the emergency.
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Australian Rapid Deployable capability. This capability allows for
rapid acquisition of quality intelligence to enable a more focused
and streamlined recovery effort. It conducts Rapid Damage
Assessment and comprises a 17 person specialist Disaster
Assessment Team. It is self-sufficient for 10 days and can deploy
within 6 hours.
The Stabilisation Rapid Response Team. This team is managed by
DFAT and leads the coordinated humanitarian response.
14 ACMC Civil-Military-Police Interaction Overview
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5
Urban Search and Rescue (USAR) capability. USAR is a specialist
technical rescue capability, deployed in the aftermath of structural
collapses. There are three Task forces with personnel numbers
ranging from 20 to 75. The Heavy Task Force has specialists in:
management, logistics, technical and canine search, rescue,
medical, engineering and support. The canine units are divided into
live search and rescue and cadaver recovery.
Australian Medical Assistance Team (AusMAT). AusMAT capabilities
are tailored to meet host country needs. They work in existing
facilities, or from a field hospital or field medical facility. Multiple
specialisations include: public health practitioners, surgeons, GPs,
trauma nurses, paramedics, and support staff. A standard team is
24 personnel, with an initial deployment period of ten days.
Agency roles
This slide shows the key role that each Government agency has in
responding to disaster or conflict.
Allow students to read this.
Now let’s look at each agency more closely. The last two organisations –
international non-government organisations (NGO) and the United
Nations Office for the Coordination of Humanitarian Affairs (UNOCHA) will
be covered in the International Capability Module.
6
Department
capabilities
of
Foreign
Affairs
and
Trade
(DFAT)
DFAT is the first of the Australian agencies we will be looking at, focusing
on aid and humanitarian relief.
As most of you would know, Australia’s lead government aid and
development agency, AUSAid, was absorbed into DFAT in 2013, and is
now called Australian Aid.
7
Australian Aid key facts
This gives you an idea of the size of the Department.
DFAT Aid leads Australia’s post disaster humanitarian responses in
developing countries.
Australia’s four biggest country programs are Indonesia, PNG, Solomon
Islands and Afghanistan.
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DFAT delivers aid from small to large scale programs. One example is
building or extending 2,000 schools in Indonesia, creating more than
300,000 new school places, enabling children to access quality, secular
education.
Key point: DFAT don’t just give aid, DFAT support the development
priorities of our partner countries.
8
DFAT disaster response phases
This slide shows the stages that DFAT uses to describe activities after a
disaster or conflict. There are three clear phases that follow the onset of a
disaster or conflict.
It is important to note that although there are three phases, planning for
the last phase needs to be thought of at the beginning of an emergency,
not just at the end.
The first phase is the emergency response and humanitarian assistance
stage. In this stage we are mainly concerned with saving lives. For
instance if an earthquake strikes a Pacific island country, the priorities are
water, food, shelter, emergency medical and health assistance.
Depending on the scale of the disaster and the country where it takes
place, this humanitarian stage can last from days to months.
The next phase is stabilisation and recovery. This is the rebuilding, and
reconstruction stage. In a post-conflict situation it includes reconciliation
and ongoing peace building initiatives. This phase is about restoring
infrastructure and systems and services, physical, social and political
infrastructure, systems and services. It’s about bringing things back to
normal or better than the previous normal.
Stabilisation and recovery, and the planning for this phase can start
within days, weeks or months of the emergency response phase. It could
last months or years, and particularly in the case of post major conflict,
some aspects will take decades to return to normal.
The third phase, long-term development assistance may be consistent
with the eight Millennium Development Goals - Eradicate extreme hunger
and poverty, achieve universal primary education, promote gender
equality and empower women, reduce child mortality, improve maternal
health, combat disease, ensure environmental sustainability and global
partnership for development.
16 ACMC Civil-Military-Police Interaction Overview
DFAT structures reflect these stages, let’s have a look.
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Humanitarian Division
The Humanitarian Division of DFAT is responsible for coordinating the
government’s response to international natural disasters and
humanitarian emergencies in developing countries. DFAT maintains a
24/7 capability that can respond to two simultaneous disasters in our
region.
The Humanitarian Division comprises two separate branches.
 The Humanitarian Response Branch
 The Stabilisation and Recovery Branch.
These branches are set up
complementary capabilities.
10
to
provide
two
different
but
very
Humanitarian Response Branch
When there is a major disaster DFAT activates the Rapid Response Team.
This is a group of aid program staff trained to work on emergency
response.
The Crisis Response Centre in Canberra is activated. Humanitarian staff at
the Australian embassy will liaise with the host governments, other
donors, UN agencies, Red Cross/Crescent and local and international
NGOs on the ground. Stores are prepositioned in nations such as
Malaysia.
There are special standby arrangements with a number of partners in
particular NGOs. In any disaster you will find NGOs have capacity on the
ground. The Branch maintains standby arrangements with six major
international NGOs. They coordinate the response and DFAT quickly
allocates the money.
AusMAT (Australian Medical Assistance Team) is a surgical standard field
hospital. Up to 70 staff can be mobilised in less than 48 hours. They bring
enough supplies so that they are self-sustaining in terms of water, food
and shelter for up to 10 days.
USAR – Urban Search and Rescue Teams can mobilise up to 70 people
plus sniffer dogs and are self-sustaining for up to 10 days.
17 ACMC Civil-Military-Police Interaction Overview
DFAT has standby arrangements with both a private sector logistics
contractor and the Australian Defence Force. DFAT looks to both partners
to airlift or transport pre-positioned humanitarian stores, medical and
USAR teams as well as the Rapid Response Team if it needs to be sent incountry.
DFAT always deploys unarmed, relying on the affected state, Australian
Defence Force or Australian Federal Police to provide our security. If DFAT
cannot rely on that arrangement, it is unlikely they will deploy personnel,
and assistance may be limited to delivery of goods only.
ADF is not necessarily the first port of call.
11
Australian Civilian Corps (ACC)
ACC is a deployable civilian capability that delivers rapid and effective
stabilisation and recovery assistance to countries experiencing or
emerging from conflict or natural disaster. The ACC can bridge the gap
between emergency relief and long term development programs. It can
deploy up to 100 people at any one time, selected from a register of 500
people.
The concept also builds on Australia’s practical post-conflict and conflict
experience over the past 15 years in Bougainville, East Timor, the
Solomon Islands and Afghanistan. Personnel have been deployed to South
Sudan, Haiti, Afghanistan and other countries in the fields of agriculture,
aid coordination, disaster risk reduction, education administration,
electoral assistance, financial management, health administration,
operational management, public sector management, needs assessment,
stabilisation and recovery and law and justice.
The Australian government established the ACC in 2009. It is a whole-ofgovernment initiative, managed and operated by DFAT, with secondees
from Defence and the AFP.
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Humanitarian programs supported by the military
So that is the Australian Aid program capability, our humanitarian
emergency response capability and the role of the ACC.
As you no doubt know however, DFAT regularly works with our military.
A few examples of post-conflict and conflict in the past decade or so
include Bougainville, East Timor, the Solomon Islands and most recently
in Afghanistan.
18 ACMC Civil-Military-Police Interaction Overview
13
Australian Federal Police capabilities (AFP)
The next organisations we will look at is the Australian Federal Police.
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Australian Federal Police mission
These six areas of the AFP mission are the main ones we are interested in
for conflict resolution and disaster response.
15
International Deployment Group (IDG)
The IDG is the only standing deployable policy capability in the world.
Key point: The AFP usually has about 50 members ready to deploy.
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IDG mission
Facilitator is to read the mission statement.
The Law and justice sector encompasses institutions such as the judiciary
and courts, the legal profession, police and penal institutions, and the
processes such as the rule of law, access to justice and reform efforts.
(From Transparency International)
17
IDG capability
Facilitator to read through.
18
Stability Response Group (SRG)
Facilitator to read through.
19
Host State police development
The important point here is that AFP is supporting the host state. This
was a key focus of our efforts in the Solomon Islands as illustrated in the
photo on this slide.
20
Where the AFP is engaged
Of general interest is that there are still Australian Police in Cyprus – a
continuous presence since 1964!
21
Police key points
Allow time to read.
Other elements of the criminal justice system include courts and prisons.
19 ACMC Civil-Military-Police Interaction Overview
22
Australian Defence Force (ADF) capabilities
Let’s now turn to the ADF, which is often the most visible and easily
identifiable presence on the ground and in the media during a
humanitarian crisis or disaster response.
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What is military capability?
The ADF defines military capability as:
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‘the ability to achieve a desired effect in a specific operating
environment’
It is defined by three interdependent factors: combat readiness,
sustainable capability and force structure.
The key point is that the equipment itself is NOT the capability, capability
is generated by a range of fundamental inputs; personnel, organisations,
training, major systems, supplies, facilities, support, command and
management.
24
Role and responsibilities of the ADF
For civil-military-police interaction, we are particularly interested in task
two: Contribute to stability and security in the South Pacific and East
Timor.
25
ADF size and recent humanitarian operations
This slide gives some idea of the size of the ADF as at March 2014 and
some recent operations.
26
Strategic lift and mobility
This slide is included to show what might be used in an emergency
operation.
The KC-30A Multi-Role Tanker Transport is based on the Airbus A330 and
can carry 34 tonnes of cargo, 270 passengers or 100 tonnes of fuel. It is
based in Brisbane.
The C130 J Hercules aircraft (top right) is employed by many countries
responding to humanitarian crises. Ours are based in Richmond NSW and
can use short runways. The C-17A Globemaster, based in Brisbane is the
second aircraft on the right and has a payload four times that of the
Hercules. The bottom photo is HMAS TOBRUK, currently (2015) in service
now for a range of tasks including humanitarian operations.
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HMAS CANBERRA commissioned in 2014 is a Landing Helicopter Dock
(LHD) amphibious vessel and is the largest vessel ever to serve in the
Royal Australian Navy (RAN). Her sister ship HMAS ADELAIDE will be in
service in 2016. These vessels will greatly expand the ADF ability to
project forces and assist in humanitarian operations. They can carry up
to 110 vehicles and 1600 personnel and have smaller landing craft to
allow the transfer of people and goods. HMAS Choules and Australian
Defence Vessel Ocean Shield are also large vessels suitable for
humanitarian or disaster work.
The ADF can meet a range of capability options across broad roles
including: search and rescue, explosive ordinance, domestic counterterrorism, airspace control, intelligence, surveillance, medical and
engineering and evacuation of Australian and other ‘approved’ foreign
nationals from countries overseas. Furthermore, in an emerging security
situation, enabling capabilities may be used pre-emptively, e.g. military
diplomacy.
27
Deployable health capability
As with the other ADF units, this unit can be self-sustaining for a set
period of time, with the deployment duration dependent on the type of
operation.
28
Engineering support
Engineering support is one of the most practical tasks the ADF can
normally deliver rapidly and effectively. Horizontal construction includes
roads and airfields. Vertical construction includes buildings.
29
Command, control and communications
The ADF is able to respond rapidly
communications, often including the
Headquarters or contribution to a
designed to be self-sustaining to a
priorities may influence deployment.
in providing command, control and
establishment of a Joint Task Force
Combined Joint Task Force. It is
particular point in time. Competing
Defence can deploy a ready company group (120 people) quickly.
Defence can deploy a ready Battalion Group (780 people) in the short
term.
Each deployed
requirements.
group
will
21 ACMC Civil-Military-Police Interaction Overview
be
refined
to
meet
mission
specific
Defence liaison officers are a vital part of the team. Defence provides
these people to other agencies and they help those agencies to engage
more effectively with Defence in support of mission objectives.
As for future capabilities, 2nd Battalion Royal Australian Regiment, based
in Townsville, will gain an amphibious role and may be used in disaster
relief operations in the coming years.
30 Scope and methods of ADF operations in civil-militarypolice interaction
Allow time to read.
In addition to international aspects, the ADF may also be used in
Australian domestic crises:


Aid to the Civil Community (Floods, Bushfires and Search and
Rescue)
Aid to the Civil Authority, (Cyclone Tracy 1974 – Commonwealth
Heads of Government Meeting)
Specialist Civil-Military Cooperation (CIMIC) units are based in Brisbane
(HQ 1 Division) and Sydney (HQ 2 Division).
31 Method of ADF
interaction –task 2
operations
of
in
civil-military-police
As shown in slide 24 above, these tasks are performed by the ADF at the
direction of the government.
32 Method of ADF
interaction –task 3
operations
in
civil-military-police
These are further tasks for the ADF.
Allow time to read.
33 Describe the challenges and new directions for the ADF in
civil-military-police interaction
Point three can be understood using a golf bag analogy – your big wood
and sand wedge are both vital in specific situations, the fact that the
wood is larger and used more frequently doesn’t take away from the vital
role of the sand wedge.
The last dot point is the key takeaway message for working with the ADF.
22 ACMC Civil-Military-Police Interaction Overview
34
Attorney General’s Department
The Attorney-General’s Department (AGD) is the lead department within
the Australian government with responsibility for Commonwealth
emergency management, national security and protective security policy
and co-ordination within Australia. Tasks and activities include:




Long-term planning and policy development for emergency
management, disaster resilience and security
Defining and developing capability for all hazards including counterterrorism and emergency management issues
Coordinating national security exercises, the evaluation of national
security activities, and research and development
Planning for and coordination of operational responses to all
hazards through the Australian Government Crisis Coordination
Centre, and Natural Disaster relief, recovery and mitigation policy
and financial assistance.
In the case of overseas deployments, AGD:
35

Provides legal and policy advice across government on issues
involving public international law, including the legal basis for the
deployment, the domestic laws of the host state, the application of
international humanitarian law where applicable, and relevant
human rights norms, and

Coordinates, on behalf of DFAT as the lead agency, the deployment
of domestic emergency management capabilities as part of an
Australian government response, in cooperation with federal, state
and territory government emergency management agencies.
The private sector
The private sector has an increasing level of involvement in complex
emergencies, including in areas such as security, logistics, and advisory
roles. The Aspen Medical contract for the Australian response to Ebola in
West Africa is a recent example. Increasingly the private sector is
involved in humanitarian, aid and development tasks, as outlined by
Foreign Minister Julie Bishop while describing Australia’s revised Aid
Program in 2014.
The next couple of slides serve to remind you that the private sector is a
player in the civil-military-police arena.
23 ACMC Civil-Military-Police Interaction Overview
The private sector is becoming more and more active and widespread in
international disaster response and complex emergencies. There are a
number of different segments of the private sector involved in
humanitarian action.
It is likely that the private sector will enhance humanitarian efforts across
both disaster and complex emergencies in the future. Understanding and
accepting the commercial realities of the private sector is essential to
working effectively together.
Management contractors in receipt of funding from government bodies
and other ‘for profit’ entities are often used to implement donor programs
in developing countries.
36
UN Cluster System diagram
In a typical UN sponsored operation, the private sector will be involved in
all of the blue sections in the slide. This means that it will be quite rare to
deploy without needing to work with the private sector.
37-38
Private
interaction
sector
principles
for
civil-military-police
As we have seen, the private sector has become increasingly active and
widespread in international disaster response and complex emergencies.
There are a number of different scales of the private sector involved in
humanitarian action – ranging from international down to sub-national
levels. Currently national and sub-national private sector actors undertake
considerable and critical risk management and state building activities.
Understanding and accepting the commercial realities of the private
sector is essential to embrace a sector that will arguably become more
dominant in a fiscally restrained environment.
In summary, the general principles that apply in other civil-military-police
areas apply here. Developing contacts and networking is an important
facet of coordination.
These principles were provided by a representative of the private sector
involved in humanitarian work. They demonstrate the private sector
perspective in approaching this type of work.
Slide 37:
24 ACMC Civil-Military-Police Interaction Overview




Define requirement – the private sector is profit driven and cost
sensitive. Contract variations are always costly and create delays.
Try to get the requirement right first time
Understand context – the private sector’s approach to cost and risk
will be affected by the operating environment
Establish point of contact/entry – A key frustration for private sector
actors occurs when there is no single point of contact with decision
making authority with whom to engage. This results in confusion,
delay and inefficiency
Establish communications method – private sector actors may have
difficulty communicating with multiple government agencies on a
range of communications networks.
Slide 38:



39
Agree on framework for cooperation – it is important for private
sector actors to have clear guidelines on what support they can
expect from government agencies
Define limits – private sector actors need to work within a range of
restrictions including budget, legal, security, length of contract,
capability and deliverables
Manage relationships – private sector actors, as with all actors, will
function best when relationships are positive, especially in areas
such as trust and cooperation.
Module conclusion
In this module we have outlined the roles and capabilities of each of the
major Australian Commonwealth agencies that contribute to responses to
international conflicts and disasters. We have also looked at the
increasing contribution of the private sector.
40
In the field…civil-military-police checklist
Hopefully you remember this slide from the earlier Overview Module. This
checklist provides you with a reminder of key considerations when
working in the civil-military-police field.
41
Reflection
I’m sure that throughout this presentation you have learned a thing or
two. The whole point of the module is to improve working relationships,
based on improved knowledge and understanding of each other’s roles
and capability.
25 ACMC Civil-Military-Police Interaction Overview
Take a few minutes to reflect on this question – “how can I improve my
ability to work with other agencies in response to conflicts or natural
disasters overseas?”
Jot down how the things you have learned today can be applied in your
current or future role. Be ready to share some of your responses with the
rest of the class.
Facilitator asks for volunteers to share parts of their answer where they
are comfortable to do so.
42
Questions
Take questions from the class. Answer if you can. If not, ask the class if
anyone knows the answer. Otherwise your options include:



Suggest the participant chases it up on return to work,
Offer to find out and let the class know, or
Refer the question to the ACMC.
You may also wish to remind the class what you said at the outset of the
session that they should expect to leave the session with more questions
than when they started.
You may also wish to say that the reality of civil-military-police interaction
is that there will always be questions and uncertainty. As a result
participants will need to develop their own strategies to get answers.
43
Farewell slide
As I said at the start of this session, you should now have more questions
than before. I encourage you to keep learning about civil-military-police
interaction. It is a vital part of Australia’s engagement with our region and
beyond. The principles and processes continue to evolve to meet
unpredictable circumstances.
A good illustration of this unpredictability occurred in 2014 with the loss
of Malaysian Flights 370 and 17. The responses to each of these events
were unprecedented and required Australian agencies to work together on
unfamiliar tasks with new partners.
Don’t forget that the people you’ve shared this module with may well be
helpful in future, either as sources of information, providing access to
their networks, or as colleagues in future operations.
26 ACMC Civil-Military-Police Interaction Overview
Give participants an opportunity to share email addresses and other
points of contact if they wish.
You may wish to invite participants to attend other training activities
within your agency.
You may choose to be available to participants for any follow up questions
that they may have after the session.
If you have prepared an evaluation sheet, or using the one supplied in
your pack, hand it out now and ask participants to complete it before they
depart. Collect the evaluation sheets before you depart.
Thanks for coming.
27 ACMC Civil-Military-Police Interaction Overview