Civil-Military-Police Interaction
Overview
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 InteractionOverview Awareness Module produced by the Australian Civil-Military
Centre. It draws on information provided by the organisations noted in
the acknowledgements and is a stand-alone package that provides core
concepts. Additional detail is available in the following modules:
1. Australian Capabilities
2. International Capabilities
3. Cross-cutting Themes.
The modules have 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 Overview Awareness Core Module is a
generalist, practical module 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:
Part 1: Introduction
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Describe what civil-military-police interaction means in this context.
Outline why an understanding of civil-military-police interaction is
necessary
Identify Asia-Pacific disaster high risk areas
Differentiate between civil-military-police coordination terminologies
Describe key civil-military-police terms.
Part 2: Australian capabilities
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Outline Australian whole-of-government response structure and
roles
Department of Foreign Affairs and Trade (DFAT) Aid. Describe the
roles and capabilities of Australian Aid
Australian Federal Police (AFP). Describe the roles and capabilities
of the International Deployment Group (IDG)
Australian Defence Organisation (ADO). Describe the humanitarian
and complex emergency roles and capabilities of the Australian
Defence Force (ADF)
ACMC Civil-Military-Police Interaction Overview
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Attorney-General’s Department AGD). Describe the roles and
capabilities of the AGD in disasters and complex emergencies
Private sector. Outline the role and capabilities of the private sector
in civil-military-police operations.
Part 3: International capabilities
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International non-government organisation community and the
challenges of civil-military interaction. Describe the features and
mandates of the international non-government organisation
community
International Committee of the Red Cross (ICRC) roles and
responsibilities. Describe the key elements and mandates of ICRC
United Nations humanitarian coordination system. Identify the roles
and responsibilities of the United Nations Office for the Coordination
of Humanitarian Affairs (UN OCHA) and how it operates.
Part 4: Civil-military-police interaction at work
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List the main civil-military-police actors
Outline the different levels of civil-military-police interaction
Identify differing organisational perceptions.
Part 5: Planning
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Identify the key differences between civilian and military planning
Identify the main issues involved when working in a complex
environment.
Part 6: Conclusion
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Outline the principles for civil-military-police planning and
interaction
Outline the key ways to achieve effective civil-military-police
interaction
Outline a checklist for effective civil-military-police interaction.
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
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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.
These are 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
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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
Australian Council for International Development (ACFID) website:
www.acfid.asn.au/
RedR Australia-humanitarian training website:
www.redr.org.au/
United Nations Office for the Coordination of Humanitarian Affairs
(UNOCHA) website:
www.unocha.org/
United Nations Women website:
https://unwomen.org.au/
The Asia-Pacific Centre for Military Law website:
http://apcml.org/
International Committee of the Red Cross (ICRC) Australia website:
12 ACMC Civil-Military-Police Interaction Overview
http://www.icrc.org/eng/where-we-work/asia-pacific/australia/index.jsp
Australian National Action Plan on Women Peace and Security. Available
at:
http://www.dss.gov.au/our-responsibilities/women/publicationsarticles/government-international/australian-national-action-plan-onwomen-peace-and-security-2012-2018
13 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 CivilMilitary 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-militarypolice 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.
14 ACMC Civil-Military-Police Interaction Overview
This session provides an overview of key aspects of civil-military-police
interaction. More detail is available in the optional awareness modules
that cover Australian Capability, International Capability and CrossCutting Themes.
3
Module topics
Civil-military-police interaction as a topic is extremely complex; we will be
covering the main issues only.
You may think about taking things further through university study or
doing the annual five day Civil-Military Interaction Workshop (CMIW) run
by ACMC.
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Need to know
Activity
Question:
Why do we need to know about civil-military-police interaction?
Ask the class for their answers, and then build the remainder of the slide
with three clicks to bring up the suggested responses.
Answer:
Basically there is no choice. We live in the most disaster prone region in
world. Natural disasters are becoming more frequent and more intense.
Australia will increasingly be called on to work with other countries and
organisations, in a whole-of-government approach.
Consequently, we need to know how other agencies work, their
organisational culture and what they can and can’t do, if we are to
achieve a comprehensive, whole-of-government outcome.
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Recent expansion of multi-dimension missions
Build the slide with two clicks.
This is the reality. This slide shows the continuing growth in complex
operations.
The left hand red arrow is a UN operation in the Congo known as UNOC.
This was the first peak in UN peacekeeping and many lessons were
learned as a result about the limitations of military peacekeeping. The
15 ACMC Civil-Military-Police Interaction Overview
second arrow refers to UNTAC – the United Nations Transitional Authority
Cambodia, where there was a huge increase in the peacekeeping effort.
Australia was heavily represented in a mission led by LTGEN Sanderson.
Since that time, a range of complex and dangerous world events have all
contributed to the current unprecedented demand for peacekeeping
operations.
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New reality
Don’t get bogged down in detail in this slide. Tell the group that the
overall impression is what matters.
This is the reality of the operating environment. There are multiple actors
and they may not all know how each other works – even though they may
have to learn to work together.
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The expanding network
Build the slide with two clicks.
In the past it was possible for a single agency to provide a response to a
conflict or natural disaster overseas. On this slide the military is used to
illustrate the point. Obviously a single agency response is no longer
effective.
Every situation is different, but on each occasion the actors will be a
combination of formal and informal.
It is now normal that a number of Australian agencies will be involved. It
is now also normal that a number of nations will be involved too.
Given this ‘new normal’ a key challenge is to find ways of working
together more effectively. How this is done will vary from situation to
situation. There is no single solution.
Even so, there is an enduring truth in these complex responses involving
many agencies and nations – ‘Nobody leads unless somebody leads’.
Looking at the diagram, two terms invite further explanation:
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Interagency (the pink section) is also referred to as ‘whole-ofgovernment’
Multiagency
incorporates
civil
society,
non-government
organisations, international organisations, the private sector, joint
military, single service military, Coalition or foreign militaries and
others who may be outside of government.
16 ACMC Civil-Military-Police Interaction Overview
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Complexity
Give the class time to read the slide.
This is a good summary of the environment we may find ourselves
operating in and, since Kofi Annan made the statement, things have
probably become more complex.
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Civil-military-police is not new
You may ask if any of the class were involved with these, or other,
operations. What was their role? What worked well? How could the
mission have been improved? How would they prepare for another
deployment?
This slide reminds us of what Australia has been involved in over the last
20 years.
ACMC tries to capture some of the lessons learned from these operations
as well as other ‘whole of government’ responses to incidents such as the
disappearance of MH370 and the downing of MH17.
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Success in crisis management
This slide gives an illustration of two government agencies working
together in the field. In this picture the military and civilian leaders of
Operation Pakistan Assist II confer during the humanitarian response to
Pakistan floods of 2010.
It is also important to note the member of the Pakistan Armed Forces
standing behind the Australian soldier. The needs and capabilities of the
host nation are critical for success in crisis management.
11-21
Activity
Ok, time to start engaging some of the grey matter!
For this activity I will not speak at all, and neither will you.
I will run through a series of slides and it will become clear what you need
to do.
I won’t take any questions as I run through the slides.
At the end of the slides you’ll need to do some writing.
17 ACMC Civil-Military-Police Interaction Overview
Is everyone clear on this? (Take clarifying questions only. Don’t get
bogged down. Reassure the group that the activity will become clear).
Run through Slides:
Show Slides 11-19 for ten seconds each (noting slide 12
needs several clicks to build)
- Show Slide 20 for 30 seconds, then move to Slide 21 and give
the class about four to five minutes to write their responses.
-
After four to five minutes, ask several participants to each give one of
their responses. This should draw out a range of issues and perspectives
that demonstrate that there are many different concerns and questions to
be addressed when responding to a crisis.
Do not try to resolve any contentious issues; just note them as being
indicative of how things often are in a real situation.
After a few minutes, close the session, and explain:
This is exactly what the leader of the Christchurch earthquake response,
New Zealand Police Assistant Commissioner Dave Cliff, was faced with
within minutes of the 2011 earthquake that razed the city centre. This
was the largest natural disaster that New Zealand has faced as a nation.
As he flew from Wellington to Christchurch, the 45 minute chopper ride
gave him time to get his initial questions and concerns together. By the
time he landed in Christchurch he was ready to hit the ground running as
the Forward Controller for the crisis. He said that those 45 minutes of
isolation, out of contact with everyone, were the most important in the
whole first week and were crucial to the success of the rescue and
recovery operation.
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Our region
This slide shows the situation in our part of the world- tsunami and flood
prone areas on the left, volcanoes in the middle of the slide, earthquakes
on the right. Sooner or later we will be involved in responding to new
natural disasters.
We cannot ignore our geography. Our region is the most disaster prone in
the world.
Half of the four billion people living in Asia and the Pacific (60% of the
world’s population) are directly vulnerable to storms, tsunamis, tidal
surges, and sea-level rise.
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Build the slide with three clicks:
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16 million people live in low-lying coastal areas exposed to tsunami
over 200 million live within 50 kilometres of a volcano
over 480 million live with high to very high earthquake risk.
Those vulnerabilities mean that people living in the Asia-Pacific are four
times more likely to be adversely affected by a disaster than those living
in Africa and 25 times more likely than those living in Europe and North
America.
Such a concentration of disasters in our region creates many challenges
for us as there is great variability in disaster response capability across
the region.
In South and South East Asia, we are a key disaster preparedness partner
and assist countries prepare for and self-manage disaster responses.
In Pacific island nations, the small human resource base and limited
infrastructure make them particularly vulnerable and dependent upon
leadership from Australia and New Zealand—and for the francophone,
also on France, with whom we have a special emergency response
agreement. The international community expects these three countries
will lead in Pacific responses.
Given the vulnerability of our own region to emergencies and disasters,
and the leadership role we are expected to play, the DFAT Aid Program
has developed a capacity to respond to simultaneous disasters.
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Natural catastrophes
These are the facts about what is occurring around the world. The
average annual number of natural catastrophes has doubled since 1980.
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Volcanos and earthquakes (red bars), only a slight increase
Metrological events such as tropical storms (green bars),
Hydrological events such as flash floods (blue bars) and climate
related events such as heatwaves (orange bars), all show
significantly increased frequency of occurrence.
In addition to natural catastrophes, the Asia-Pacific region is very affected
by conflict, mainly intrastate conflict:
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Over 130 million people in Asia are affected by protracted conflicts
within their borders
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Over half the countries in our region have experienced sub-national
conflict in the past 25 years.
As a result of this situation, fragility and conflict are priority issues for
Australia, and 7 of our top 10 aid recipients are fragile states.
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Language
Before we can go into detail about key terms and organisational
capabilities, it is necessary to raise an important enabling issue for
success in crisis response.
The issue is words.
We all speak different organisation-specific languages and we all use
words differently. Obviously, avoiding too much in-house terminology and
slang helps when you are working with others!
Ask the class who can explain any of the terms on the slide. Don’t get
bogged down, move on quickly to the next slide.
The other issue is the use of abbreviations and acronyms. A good
example is POC (Protection of civilians or point of contact).
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Language -2
This slide gives two examples of how words can be used with different
meanings.
For instance, transition and reconstruction have different meanings to
military and civilian agencies.
Military organisations regard transition as being the handover to civilian
control and the end of their involvement. Civilian agencies usually regard
transition as being the process of a society moving from open conflict to a
more stable situation.
Turning to the term ‘reconstruction’, military organisations plan and
conduct reconstruction operations to return a conflict or disaster affected
nation to ‘normalcy’ or pre-crisis levels of capability. Development
agencies, however, focus on delivering programmes that address the
affected society’s existing vulnerability to conflict or the catastrophic
impacts of disasters – this is the ‘build back better’ approach. These two
fundamentally different interpretations of reconstruction can lead to
significant disconnects in the planning and implementation of international
crisis and disaster response and recovery initiatives.
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The takeaway message is to make sure you have a shared understanding
of key terms with other organisations. This takes time, patience and
plenty of interaction.
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Key Terms
We could spend the whole module introducing and explaining the many
terms used in civil-military-police interaction, but time is limited and so
we will only introduce some key terms. You will be able to find more
definitions in Same Space-Different Mandates (hold up a copy of the
book) or by using the links provided in your Learner Workbook.
Some key terms include:
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Civil-military-police interaction. This is an all-encompassing term to
describe relations between the range of actors involved in
supporting humanitarian response, stabilisation and reconstruction
in complex emergencies and disasters.
International non-government organisation. This is defined by the
World Bank as ‘private organisations that pursue activities to relieve
suffering, promote the interests of the poor, protect the
environment, provide basic social services, or undertake community
development’. They include the well known organisations World
Vision, Oxfam, Caritas, etc.
Humanitarian assistance and disaster relief (HADR). This term is
used by the Australian Defence Organisation to describe support
provided to host governments and humanitarian and development
agencies by a deployed force whose primary role is not the
provision of humanitarian aid. The aid community uses similar
terms with some differences in meaning. You will hear the term
HADR used on a regular basis.
Complex emergency. This term is defined by the United Nations as
a humanitarian crisis in a country, region or society where there is a
total or considerable breakdown of authority resulting from internal
or external conflict that requires an international response.
United Nations Cluster Approach. The UN, government agencies,
and INGOs use the term UN Cluster Approach to improve the quality
of response to international humanitarian issues.
Do no harm. Humanitarian organisations must strive to “do no
harm”; that is to minimize the harm they may be inadvertently
doing simply by being present and providing assistance. It could
result in the people they are trying to help being regarded as
supporting ‘the other side’ and so being targeted.
21 ACMC Civil-Military-Police Interaction Overview
27
Key Terms-2
 Protection of civilians (POC) refers to the responsibility of the state
to protect its civilians. Peace operations happen when there is
instability which leads to the state being unable or unwilling to
protect civilians. In this case other nations and agencies may be
engaged to improve protection of civilians.
 Option of last resort refers to military assets being used only when
there is no other option to use civilian assets. This often takes the
form of the military providing transport and security to support the
delivery of aid.
 Humanitarian space is a much used term, but its meaning continues
to evolve. The most often credited source for the introduction of the
term is a former president of Médicins Sans Frontières (MSF), who
used it in the early 1990s to mean ‘a space for humanitarian action
where we (MSF) are free to operate’. This is not just the physical
area groups work in. It also refers to principles and codes of
conduct. A key concern for the aid community is that they should
have access to vulnerable people without fear of attack, retribution
or undue pressure.
 Security sector reform (SSR) is a multi-disciplinary, holistic and
strategic approach to reform of the security institutions of a state. It
includes, but is not limited to, armed forces and police, intelligence
services, border and coast guards, oversight bodies such as the
executive, legislature, key ministries and law enforcement bodies. It
is particularly important in Fragile States.
Even these key terms are contested, and you should all take care to build
a shared understanding of these and other terms when working with
people from other organisations.
28
An introduction to Australian agencies
The next few slides cover some of the key points about the major
Australian agencies involved in humanitarian assistance, disaster relief
and complex emergencies. They are:





Department of Foreign Affairs and Trade
Australian Federal Police
Australian Defence Organisation
Attorney-General’s Department
The private sector, including community groups and civil society.
22 ACMC Civil-Military-Police Interaction Overview
There is a separate module that covers the roles and capabilities of these
agencies in more detail.
Before we start it’s important to recognise that each of these agencies is
sometimes stereotyped.
Facilitator may read the following two questions out as rhetorical
questions or may choose to ask the class for their responses.
How do you think you might be perceived by members of other
organisations? Are their perceptions likely to be accurate?
At times NGOs are classified as tree huggers, the military as Rambos, the
police as Mr Plod, diplomats as toffee-nosed aristocrats.
It is important to get beyond these stereotypes so that you can get the
best out of the people you are working with.
29
How Australia responds to a disaster
This slide relates to the disaster context. When a crisis occurs, this is how
coordination works at the bureaucratic political level. Cabinet sets the
parameters; DFAT coordinates policy processes on foreign policy and
consular issues, including Australian Government responses to
humanitarian and stabilisation crises.
Structure and process are generally guided by the Australian Government
Crisis Management Framework, overseen by the Department of Prime
Minister and Cabinet (PMC).
An Interdepartmental Emergency Taskforce (IDETF) chaired by DFAT,
remains the primary coordinating body for any international emergency
response.
The IDETF is not a permanent organisation but is stood up when
necessary and relates to disasters off-shore and other contingencies.
Domestic disasters have a different arrangement. Whole-of-government
responses are always superior to single departmental responses. DFAT
has primacy for off-shore disasters, generally the States for domestic
disasters, and the AGD for when a ‘domestic’ response is triggered. The
Crisis Management Framework is the Australian Government framework
for crisis management.
However, the Australian Government response will be tailored for each
situation to include relevant government and other agencies as
appropriate.
23 ACMC Civil-Military-Police Interaction Overview
This is an emerging process and the structures will progressively evolve
with the continued development of a national security community.
30
Organisational roles in an international crisis
Allow time to read
31
DFAT
This gives an idea of the size of the Department.
DFAT Aid leads Australia’s post disaster humanitarian responses.
Our four biggest country programs in 2014/15 are Indonesia, PNG,
Solomon Islands and Afghanistan.
DFAT delivers large scale programs. For example: building or extending
2,000 schools in Indonesia, creating more than 300,000 new school
places, enabling children to access quality, secular education.
A key point is that DFAT doesn’t just give aid; it supports the
development priorities of our partner countries.
The Humanitarian Division of DFAT is responsible for coordinating the
government’s response to international natural disasters and
humanitarian emergencies in developing countries. It maintains a 24/7
capability that can respond to two simultaneous disasters in our region.
A deployable civilian capability known as the Australian Civilian Corps
(ACC) delivers rapid and effective stabilisation and recovery assistance to
countries experiencing or emerging from conflict or natural disaster. The
capability bridges 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. Recently, personnel have been
involved in Typhoon Yolanda recovery in the Philippines, developing a
livelihood strategy in Burma, governance issues in Bougainville, flood
recovery in the Solomon Islands and dozens of other projects.
32
AFP
The next organisation is the AFP, a statutory authority established by the
Australian Federal Parliament.
The key component of the AFP in our context is the International
Deployment Group (IDG). The IDG undertakes overseas missions and is
the only national standing deployable police capacity in the world.
24 ACMC Civil-Military-Police Interaction Overview
About 50 members are ready to go at short notice!
The important point here is that the 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.
33
Where the AFP is engaged
Of general interest is that there are still Australian Police in Cyprus – a
continuous presence since 1964!
34
ADF
With a $29 billion budget and range of assets, the ADF is often a
significant player in any situation. The slide shows some of the operations
it has been involved in recently.
35
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.
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 counter-
25 ACMC Civil-Military-Police Interaction Overview
terrorism, 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.
36
How non-military agencies may view the military
Allow time for class to read the slide.
Ask the class this question:
‘What are some of the ways to overcome these negative perceptions?’
Ask the class for their ideas.
Answers. Possible responses may include:




37
Develop understanding across civil-military divide. Secondments
and engagement pre-deployment may be useful, as are training and
exercising together. There is also value in roundtables where people
from all sides listen to each other. These actions assist in
developing a culture of trust and respect.
Build relations at a personal level between individuals from different
organisation.
Ask local communities: ‘what can we do?’, ‘What are your
priorities?’, ‘How can we help?’
Ask advice of non-military agencies on specialist matters and
consider how best to structure a response, as opposed to defaulting
to requests for military assistance from the outset.
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, including:



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
26 ACMC Civil-Military-Police Interaction Overview

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:


38
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 Australian
federal, state and territory government emergency management
agencies.
The private sector
The term private sector refers to ‘for profit’ companies, community
organisations and civil society. Recently, the ‘for profit’ sector has had an
expanding involvement in complex emergencies, security space, logistics,
advisory roles - and increasingly takes on humanitarian, aid and
development tasks, as outlined by Foreign Minister Julie Bishop while
describing Australia’s revised Aid Program in 2014. The private sector has
become increasingly 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.
The general principles applicable to other civil-military-police interactions
apply when working with the private sector. Developing contacts and
networking is also important.
27 ACMC Civil-Military-Police Interaction Overview
A 2015 example is the Australian Government contract with Aspen
Medical for the provision of Ebola assistance to West Africa.
39
An introduction to international agencies
In this section we cover:



International non-government organisations (NGO)
The International Committee of the Red Cross (ICRC), and
The Office for the Coordination of Humanitarian Affairs (OCHA).
Please note there is a separate module on these organisations that goes
into more detail.
40
International non-government organisations
Allow time to read
There are a lot of international NGOs and many have large budgets. In
addition to their own fundraising efforts, often their budgets are
supplemented by contributions from national governments.
The distinction between secular and faith-based organisations
important because it affects their aims, methods and capacity.
is
Some international NGO operate across the globe while others restrict
themselves to a single country.
Other international NGOs focus on the needs of a particular nation or
region where others have a thematic focus, for instance on children or
women.
Activity
Ask this question:
There are 5 mega international NGOs – can you name any?
Answer: Oxfam, World Vision, Caritas, Care, Medecins sans Frontieres
(MSF).
41
Humanitarian principles
The key principles that nearly all NGOs try to adhere to are known as the
Humanitarian Principles.

Humanity - humankind shall be treated humanely in all
circumstances by saving lives and alleviating suffering, while
28 ACMC Civil-Military-Police Interaction Overview



42
ensuring respect for the individual. This is the fundamental principle
of humanitarian response.
Impartiality - Provision of humanitarian assistance must be
impartial and not based on nationality, race, religion, or political
point of view. It must be based on need alone. For most nongovernmental humanitarian agencies, the principle of impartiality is
unambiguous even if it is sometimes difficult to apply, especially in
rapidly changing situations.
Neutrality - This principle is widely used within the humanitarian
community, usually to mean the provision of humanitarian aid in an
impartial and independent manner, based on need alone.
Operational Independence - Humanitarian agencies must formulate
and implement their own policies independently of government
policies or actions. Challenges to this principle may arise because
NGOs rely to varying degrees on government donations.
ICRC
Allow time to read the slide.
Most importantly, the ICRC is not an NGO, but is a unique and separate
organisation. It has a special status because of its long history, having
been founded in 1863 - well before many of the world’s existing
international organisations, such as the UN, were established.
The ICRC should not to be confused with national organisations such as
the Australian Red Cross, which have a domestic focus.
43
OCHA
OCHA is the part of the United Nations Secretariat responsible for
bringing together humanitarian actors to ensure a coherent response to
emergencies. OCHA also ensures there is a framework within which each
actor can contribute to the overall response effort.
OCHA's mission is to:




Mobilise and coordinate effective and principled humanitarian action
in partnership with national and international actors in order to
alleviate human suffering in disasters and emergencies
Advocate the rights of people in need
Promote preparedness and prevention
Facilitate sustainable solutions.
29 ACMC Civil-Military-Police Interaction Overview
44
OCHA global presence
OCHA is a small organisation compared to the other UN agencies, funds
and programs and major international NGOs that it works with.
The OCHA Regional Office for Asia and the Pacific (ROAP) is located in
Bangkok. It provides support to 36 countries in Southeast Asia.
The OCHA Regional Office for the Pacific (ROP) is based in Fiji. It supports
14 Pacific Island countries under the leadership of two UN RCs in Fiji and
Samoa.
OCHA ROAP maintains Country Offices in Sri Lanka, Myanmar, Indonesia,
and the Philippines, providing support to the Humanitarian Coordinators
and the Host Nations (HN).
OCHA also maintains local Humanitarian Advisory Teams (HAT) in support
of Resident and Humanitarian Coordinators in Nepal, Bangladesh and
Japan.
OCHA’s work in Asia and the Pacific is focused around three key areas:



Emergency preparedness. The emphasis of OCHA is moving towards
strengthening partnerships for improved humanitarian response at
the country and regional levels, and supporting governments and
regional organisations in their response-preparedness efforts. Since
2013, OCHA has developed a more systematic and holistic approach
to response preparedness. This is aimed at helping Humanitarian
Country Teams (HCT) and governments to deliver in eight critical
areas of response.
Emergency response. The Asia-Pacific region suffers nearly 45% of
all the world’s natural disasters. Therefore, disaster response
remains central to OCHA’s activities in the region. OCHA has
deployed, on average, seven times per year in response to requests
for international assistance from 2005-2013. OCHA’s new
procedures for surge response will see the organization deploy
strong and diverse teams immediately after an actual or suspected
major sudden-onset disaster, based on an agreed standard team
composition.
Partnerships. The OCHA ROAP puts considerable emphasis on
enhancing partnerships with regional, national and nongovernmental actors across the Asia-Pacific region. The aim of
these partnerships is to strengthen cooperation for regional and
country-level preparedness, and to ensure the understanding and
30 ACMC Civil-Military-Police Interaction Overview
complementarity of the international humanitarian system with
national and regional mechanisms.
45
OCHA functions
OCHA has five core functions: Coordination, Policy Development,
Advocacy, Information Management and Humanitarian Financing.
Coordination. OCHA is responsible for bringing together humanitarian
actors to ensure a coherent response to emergencies. The aim is to assist
people when they most need relief or protection. A key pillar of the OCHA
mandate is to “coordinate effective and principled humanitarian action in
partnership with national and international actors”.
An important component of OCHA’s coordination function is related to
humanitarian civil-military coordination.
When an emergency or natural disaster creates humanitarian needs,
many countries will deploy their militaries or paramilitary organizations to
respond. Bilateral support to disaster-affected States can also be provided
through international deployment of foreign military actors and assets.
When local and international humanitarian organisations are also involved
in that response, it is essential that they can operate in the same space
without detriment to the civilian character of humanitarian assistance. It
is for this reason that United Nations Humanitarian Civil-Military
Coordination (UN-CMCoord) facilitates dialogue and interaction between
civilian and military actors, essential to protect and promote humanitarian
principles, avoid competition, minimize inconsistency and, when
appropriate, pursue common goals.
Policy Development. OCHA’s policy work promotes normative standards
for humanitarian work and addresses a range of challenges and contexts.
To most effectively align resources and relief efforts with people’s needs,
humanitarian policy is increasingly based on evidence gathered at every
stage of an operation, such as the Pakistan flood crisis in 2010.
Advocacy. OCHA has a unique mandate to speak out on behalf of the
people worst affected by humanitarian situations. To OCHA, advocacy
means communicating the right messages to the right people at the right
time. These people include humanitarian agencies, NGOs, communitybased organisations, national governments, local and international media,
parties to conflict, companies, donors, regional bodies, communities
affected by emergencies and the general public. The aim of this approach
31 ACMC Civil-Military-Police Interaction Overview
is to shape and influence interlocutors to the situation, circumstances and
particular requirements.
Information Management. When an emergency occurs, OCHA information
management officers immediately start working with key partners to
produce standard information products to support coordination of all the
humanitarian organisations and the response operation. These include the
‘Who, What, Where’ (3W) database, contact lists and meeting schedules.
Tools such as the information needs assessment and maps are made
available to support better relief planning and action.
Humanitarian Financing. Following a humanitarian crisis, humanitarian
actors in the field can immediately provide life-saving assistance using
OCHA managed pooled funds. There are three types of pooled funds: the
Central Emergency Response Fund (CERF), Common Humanitarian Funds
(CHF) and Emergency Response Funds (ERF). While the CERF can cover
all countries affected by an emergency, the CHF and ERF are countrybased pooled funds that respond to specific humanitarian situations. In
2014, these CHF and ERF operated in 18 countries.
46
Civil-military-police interaction at work
This section introduces some of the factors that influence how things work
in the field and the challenges that they present.
47
Civil-military-police actors
We saw this slide earlier in the module. It is repeated as a reminder of
some of the players in the civil–military-police space you may come
across in an operation and gives a visual representation of the complex
structures that you will have to work with. Every crisis will have different
combinations of actors and management structures.
48
Civil-military-police relations…cooperate or coexist?
This chart shows that the scope for civil-military cooperation decreases as
the intensity of the military operation increases towards combat.
Where there is combat, as shown at the right hand side of the chart,
often the highest level of interaction that can be achieved is coexistence,
focusing on minimising competition and deconflicting.
At the left hand side of the chart, where there is peace, a much greater
level of interaction may be achieved. This is called cooperation. Putting in
place the actions and arrangements listed in the left hand column will
32 ACMC Civil-Military-Police Interaction Overview
improve the effectiveness and efficiency of the combined efforts of all
agencies both civil and military.
49
Civil-military-police interaction concepts
In an operational setting, it is important to understand these concepts to
ensure alignment of effort.
Even at the most basic level we are challenged with different methods,
interpretations and terminology. Different organisations have different
emphases too. These concepts are used by the military.
Read out the definitions of CIMIC and CMO on the slide. Make the point
that they are Australian military definitions.
If the class wants more detail refer them to:
More information on these terms is publically available in the
Australian
Defence
Doctrine
Publication
3.11.
http://www.defence.gov.au/adfwc/Documents/DoctrineLibrary/ADD
P/ADDP3.11-Civil-MilitaryOperations.pdf
50
UN civil-military-police interaction concepts
The UN has a key role in many of the operations we will be involved in.
This slide shows two key terms used by the UN.
Read out the definitions of UN-CIMIC and CMCOORD on the slide.
51
Planning
In this section we look at different styles of planning and factors that
influence a complex environment.
Move quickly to the next slide.
33 ACMC Civil-Military-Police Interaction Overview
52
Planning - Afghanistan stability diagram
This is a real slide from Afghanistan showing the extraordinary level of
interaction that needs to be understood when planning for a crisis or
complex emergency. The slide was developed in 2009 and attempts to
illustrate the groups and agencies involved in the counter-insurgency
(COIN) operations in Afghanistan at that time.
The chart identifies groups and the relationships between different
agencies.
The chart is also colour coded to identify different types of groups. For
instance red is for the insurgents, green is for the population of
Afghanistan, dark blue is the Afghan Security Forces, light blue is the
Afghan government, including tribal governance, and black identifies
Coalition agencies.
The challenge presented by this level of complexity to those agencies
involved in Afghanistan or COIN operations in general, is obvious.
53
How Australia responds - chart
We have seen this slide earlier but it is worth a reminder of how the
planning is organised in Australia. We have also looked at capabilities of
the key departments involved.
With this background, let’s look at some planning issues.
Move quickly to next slide.
54
Planning – military versus civilian
Allow time to read the slide.
It is useful to understand this slide from the bottom upwards. The military
are looking to ‘return to normal’ whereas civilian agencies are often
looking to ‘build back better’. That means that the military has a shorter
term interest than civilian agencies.
Another key point is that military planning is centralised and hierarchical,
whereas civilian planning tends to be less so.
Another issue is that in general, the military have fully developed and
comprehensive planning systems and processes, and its people are highly
trained in their use. Often other organisations do not have the resources
or the predisposition to match the military.
34 ACMC Civil-Military-Police Interaction Overview
It is vital to note that none of this means that military planning is
inherently superior, or that non-military agencies cannot, or do not plan.
Rather, it merely demonstrates that military planning is fit for purpose for
the military’s aims. Other organisations have planning styles that fit their
purpose and aims.
55
The risks of planning in isolation
Allow time to read the slide.
Each of these actions was probably done with good intent. However the
problematic outcomes could have been avoided if there had been some
sharing of information to better inform planning.
Question
Can anyone share with the class a similar experience?
Take responses from the class.
56
Planning principles
Allow time to read the slide.
Most people involved in an operation are there with the best of intent. We
don’t all need to be the same, but we do need to accept the validity of
other agencies’ styles and points of view. As always, develop networks
and relationships.
57
Planning in a complex environment – key points
Allow time to read the slide.
We need to accept that each organisation will have a different chain of
command and approach to planning - some very rigid, others quite
decentralised.
Remember, the
considerations.
host
nation
has
to
be
included
in
all
planning
Agencies do not need to adopt the same language or planning processes,
rather a mutual understanding of, and respect for, agency approaches is
required.
Collaborative planning between military and civilian agencies is essential
at all levels. Effective multi-agency crisis management requires a ‘unity of
effort’ rather than military style ‘unity of command’.
35 ACMC Civil-Military-Police Interaction Overview
It is important to focus on monitoring
interoperable deployable capabilities.
58
quality
than
maintaining
Conclusion
The last few slides will outline the main takeaway points from this
session, including best practice ideas, principles and some additional
resources from the Australian Civil-Military Centre.
59
Challenges
Allow time to read the slide.
The reality of these challenges means that all agencies need to make
clear and continual efforts to achieve a high level of civil-military-police
interaction, especially where a whole of government response is required
in a very tight timeframe.
60
Success Factors
This slide shows some factors that need to be in place to promote
success.
Allow time to read the slide.
61
Practical steps
This slide gives some practical tips that you should keep in mind
whenever you are dealing with other agencies.
Allow time to read the slide.
62
The importance of civilian and military partnerships
Allow time to read the slide.
We have spent a lot of time talking about structures and processes, but
when all is said and done, your success will be underpinned by being a
good listener, showing respect, and conscientiously building trust. This
applies to other Australian agencies, other nations and the host nation.
63
ACMC support
The ACMC mission is to ‘support the development of national civil-military
capabilities to prevent, prepare for, and respond more effectively to
conflicts and disasters overseas.’
36 ACMC Civil-Military-Police Interaction Overview
In addition to preparing these awareness modules, the ACMC provides a
range of material to support its mission. We will conclude the session
using some of this material.
64
Guiding principles
Working with its stakeholder agencies, including DFAT, AFP and Defence,
ACMC has developed some guiding principles for Australian civil-militarypolice interaction.
The guiding principles are represented on this diagram. It shows at the
centre of the target the overall objective, which is to achieve effective
outcomes.
As we move out from the centre of the target, we see a light blue ring
that shows the guiding principles that assist in achieving effective
outcomes.
The next ring is mid-grey. It identifies the key Federal government
agencies that should usually be involved.
The outer section is light grey. It shows the other players that you can
expect to be involved.
Let’s look in the light blue section, at the principles themselves.
Starting at the top we see ‘Clearly Define Strategic Objectives’. Once this
is done, you should ensure alignment between strategic and operational
objectives.
Moving clockwise, the next principle is ‘Share knowledge and
understanding’. This should occur across institutional boundaries to clarify
how organisations are distinguished from one another, where they have
similarities and/or complementarities and what guides their engagement
with others.
Looking at the bottom of the light blue section we see ‘Engage
proactively’. This should be done through building networks and contacts
between individuals and organisations across all levels. It also invites
investment in general preparedness education, training and exercises.
On the left of the light blue section you will see ‘Leverage organisational
diversity’. This should be done by valuing the unique cultures, technical
and professional expertise, values and perceptions of organisations and
individuals.
37 ACMC Civil-Military-Police Interaction Overview
The final principle is ‘Commit to continuous improvement’. This should be
done by monitoring, analysis and constant review of outcomes.
65-66
In the field…Civil-military-police checklist
The next two slides provide a useful checklist. This draws together the
different threads of the whole module and can be used as a reference in
the future.
Allow time to read
67
Same Space-Different Mandates
Hold up a copy of SSDM.
‘Same Space–Different Mandates’ was designed as a field guide. It is a
joint publication between ACMC and the Australian Council for
International Development (ACFID). ACFID is the peak body for Australian
NGOs.
Same Space-Different Mandates outlines the challenges in civil-militarypolice interaction. It lists the role and capabilities of key stakeholders. It
explains key concepts and processes in responding to international
natural disasters and complex emergencies. It also includes a glossary of
commonly used terms and acronyms, as well as military and police ranks
and badges.
Keep one on your desk and stick it in your backpack when you deploy.
Electronic copies are available at the ACMC website.
68
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.
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.
38 ACMC Civil-Military-Police Interaction Overview
Facilitator asks for volunteers to share parts of their answer where they
are comfortable to do so.
69
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.
70
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.
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.
39 ACMC Civil-Military-Police Interaction Overview
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.
40 ACMC Civil-Military-Police Interaction Overview