Civil-Military Interaction

1. Civil-Military Interaction

2. 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

3. 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

4. What are our perceptions? An ADF soldier on patrol

5. How do these differ?

6. 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

7. What are their perceptions of us? An aid worker in negotiations

8. Perception of force Humanitarian culture Military culture What we can learn • Professional distaste for force; always a last resort • 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 • Clausewitz: war is a continuation of politics by other means” • UN Charter: war is a “scourge” • Shows of force incite violence • Shows of force deter violence

9. Hierarchy & Structure Humanitarian culture Military culture What we can learn • High value placed on flexibility and independence— essential to achieve mandated objectives • 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 • The chain of command provides order and stability • Hierarchy is “a necessary evil” • Each rank has different capabilities/expectations placed on it; each is given commensurate responsibility and authority. “Employ people in accordance with their capabilities.” • All staff are people capable of thinking and reacting appropriately; “We treat all staff equally.”

10. Styles of Communication Military culture What we can learn Humanitarian culture • Humanitarian work calls for humanity, respect and compassion; humanitarians seek to embody these traits in the way they relate to each other • Military life calls for toughness and courage (physical and moral); soldiers 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 • 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. • “Straight talk” valued • “Conflict-averse”

11. Professional & Personal Qualities Humanitarians… Military personnel… • Are committed to their work; see it as a kind of service • Are passionate about what they do • Are not “in it for the money” • Spend much of their lives working in difficult environments • Pride themselves on being “operational” • Endure long separations from family/loved ones • Often display great courage • Value a sense of humor in the face of adversity • Have a strong sense of conscience

12. Professional & Personal Qualities Humanitarians... Military personnel… Are committed to their work; see it as a kind of service Are passionate about what they do Are not “in it for the money” Spend much of their lives working in difficult environments Pride themselves on being “operational” Endure long separations from family/loved ones Often display great courage Value a sense of humour in the face of adversity Have a strong sense of conscience

13. Professional & Personal Qualities Humanitarians... Military personnel… What we can learn • Despite their differences, humanitarian and military cultures have much in common. Use these commonalities as a point of entry. Are committed to their work; see it as a kind of service Are passionate about what they do Are not “in it for the money” Spend much of their lives working in difficult environments Pride themselves on being “operational” Endure long separations from family/loved ones Often display great courage Value a sense of humour in the face of adversity Have a strong sense of conscience

14. What are the positive ways in which the military can support our operations?

15. Civilian-Military Interaction Understanding and communicating with the military may be essential to the success of your program However...

16. What are the potential problems of our association? US military supervise a food distribution Pakistan military helicopters deliver aid in southern Pakistan

17. What are the potential problems of our association? • Provincial Reconstruction Teams (PRTs): • Joint civil-military cells • Different lines of reporting • Focus on “quick impact projects” • (hearts & minds) Let’s take a look at a case study in Afghanistan...

18. 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”

19. 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

20. What are the potential problems of our association? “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…

21. 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

22. Range of Interactions Cooperation Coexistence Conflict Competition • Depends on the: • Objectives • Nature of the emergency • Degree of force being used • Degree of consent from the local population • Personalities involved

23. 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

24. Available Guidelines • IASC, Civ-Mil Guidelines in Complex Emergencies • Oslo Guidelines • UNDPKO Capstone Doctrine • Brahimi Report • OCHA “To Stay and Deliver”

25. Questions?