Humanitarian Civil-Military Coordination - A Guide for the Military
Civil-Military Interaction
description
Transcript of Civil-Military Interaction
Civil-Military Interaction
Name the humanitarian operation
• 278,228 flights• 2,326,406 MT supplies including wheat, cereal,
flour, sugar, salt• At its peak, 1398 flights in 24 hours, carrying
12,940 MT• Sick children evacuated• Australian, Canadian and NZ military pilots and
crew• US, UK and French military aircraft (and some
civilian aircraft involved).• 2.5 million lives saved• Lasted 462 days• Supplies flown in included 1,500,000 MT coal
Session Objectives
• Discuss perceptions of military versus humanitarian actors
• Distinguish between different kinds of armed actors
• Explore the pros and cons for the range of civ-mil interactions available
An ADF soldier on patrol
What are our perceptions?
How do these differ?
Different types of armed actors/forces
•UN Controlled Forces - (DPKO, “Blue Helmets”) – observer or peacekeeping missions
•UN Authorized (ECOWAS, AU) – Authorized by the UN but very much under National control
•Armed Forces of the host country
•National paramilitary forces
• Non-state armed forces (e.g. rebel armies, irregular militias)
•Child soldiers
Key difference between armed actors and military forces
What are their perceptions of us?
An aid worker in negotiations
Perception of force
• Force a reality of human society; sometimes the only choice
• Different assumptions can lead to divergent conclusions
• Shared analysis may help reduce differences
• Assumptions should be stated explicitly
Humanitarian culture Military culture What we can learn
• UN Charter: war is a “scourge”
• Clausewitz: war is a continuation of politics by other means”
• Shows of force incite violence
• Shows of force deter violence
• Professional distaste for force; always a last resort
Hierarchy & Structure
• High value placed on unity of effort—necessary to achieve mandated objectives
• Issues must be raised at the appropriate level; addressing them to someone who does not have decision-making authority is fruitless
• Directing matters to the wrong level can “violate the chain of command”
• Principals should meet early on, agree on principles for inter-operating thereafter
Military culture What we can learn
• Hierarchy is “a necessary evil”
• The chain of command provides order and stability
• All staff are people capable of thinking and reacting appropriately; “We treat all staff equally.”
• Each rank has different capabilities/expectations placed on it; each is given commensurate responsibility and authority. “Employ people in accordance with their capabilities.”
• High value placed on flexibility and independence— essential to achieve mandated objectives
Humanitarian culture
Styles of Communication
• Military life calls for toughness and courage (physical and moral); soldiers seek to embody these traits in the way they relate to each other
Military culture What we can learn
• Overly harsh or critical speech can convey insensitivity—this is professionally distasteful
• Not speaking your mind directly can convey a lack of moral courage—this is professionally distasteful.
• “Conflict-averse” • “Straight talk” valued
• Humanitarian work calls for humanity, respect and compassion; humanitarians seek to embody these traits in the way they relate to each other
• Both sides may need to accustom themselves to different communication styles, learning not to misinterpret cues and even adapting their own message as appropriate
Humanitarian culture
Professional & Personal Qualities
Humanitarians… Military personnel…
• Are passionate about what they do
• Are committed to their work; see it as a kind of service
• Are not “in it for the money”
• Spend much of their lives working in difficult environments
• Endure long separations from family/loved ones
• Often display great courage
• Pride themselves on being “operational”
• Have a strong sense of conscience
• Value a sense of humor in the face of adversity
Humanitarians... Military personnel…
Are passionate about what they do
Are committed to their work; see it as a kind of service
Are not “in it for the money”
Spend much of their lives working in difficult environments
Endure long separations from family/loved ones
Often display great courage
Pride themselves on being “operational”
Have a strong sense of conscience
Value a sense of humour in the face of adversity
Professional & Personal Qualities
Humanitarians... Military personnel…
Are passionate about what they do
Are committed to their work; see it as a kind of service
Are not “in it for the money”
Spend much of their lives working in difficult environments
Endure long separations from family/loved ones
Often display great courage
Pride themselves on being “operational”
Have a strong sense of conscience
Value a sense of humour in the face of adversity
• Despite their differences, humanitarian and military cultures have much in common. Use these commonalities as a point of entry.
What we can learn
Professional & Personal Qualities
What are the positive ways in which the military can support our
operations?
Civilian-Military Interaction
Understanding and communicating with the
military may be essential to the success of your program
However...
Pakistan military helicopters deliver aid in southern Pakistan
What are the potential problems of our association?
US military supervise a food distribution
What are the potential problems of our association?
Let’s take a look at a case study in
Afghanistan...
Provincial Reconstruction Teams (PRTs):
•Joint civil-military cells•Different lines of reporting•Focus on “quick impact projects” (hearts & minds)
What are the potential problems of our association?
• Can compromise neutrality & impartiality of humanitarian staff
• Can blur our role with the military – “the shrinking of humanitarian space”
What are the potential problems of our association?
“Humanitarian assistance operations are helping both the people of Afghanistan and Coalition Forces fight the global war on terror….during a recent mission, the Afghan National Army (ANA) and its coalition mentors provided relief to the Afghan people….in return for their generosity, the ANA asked the elders to provide information to help track down anti-government forces…”
-NATO/ISAF Press Release
“The ADF humanitarian taskforce commander in Pakistan said he did not believe the Taliban threat posed any dangers to Australian workers.”
Extract from The Australian, 26 Aug 2010…
What are the potential problems of our association?
What are the potential problems of our association?
• Can compromise neutrality & impartiality of humanitarian staff
• Can blur the role of the military & humanitarian actors
• Military forces may not share the same goals or priorities
• Can lead to local dependence on the military
Cooperation Coexistence Competition Conflict
Depends on the: •Objectives •Nature of the emergency•Degree of force being used•Degree of consent from the local population•Personalities involved
Range of Interactions
Conclusions
Spend time understanding the military cultures and operating styles at work in your area
Humanitarians should never be forced to work with the military – every environment will require a different solution
Be clear about respective mandates & delineation of responsibilities
In general, try to avoid using military in direct assistance roles
Be aware of the wider impact on your image
Available Guidelines
• IASC, Civ-Mil Guidelines in Complex Emergencies
• Oslo Guidelines
• UNDPKO Capstone Doctrine
• Brahimi Report
• OCHA “To Stay and Deliver”
Questions?