REPORT

RCG Background The Asia-Pacific Conferences on Military Assistance to Disaster Relief Operations (APC-MADRO) were organised over a five-year period (2005-2010) with the aim of developing collaborative guidelines to assist the planning of foreign military assistance in support of disaster response operations in the Asia-Pacific region. At the end of this process, the Asia-Pacific Regional Guidelines for the Use of Foreign Military Assets in Natural Disaster Response Operations (APC-MADRO Guidelines) were finalized and endorsed in 2010. Building upon the outcomes of the Asia-Pacific Conferences and related guidelines, a multi-stakeholder Regional Consultative Group (RCG) on Humanitarian Civil-Military Coordination for Asia and the Pacific was formed in 2014 to act as a regional forum to bring together the humanitarian actors, grass-root organizations, government officials, and military actors involved in disaster response and disaster response preparedness in the region. As outlined in the RCG Terms of Reference, the RCG was formed to:

a) discuss response preparedness planning, with a focus on coordination of operational planning between civilian and military actors;

b) facilitate exchange of information and innovative ideas to enable well-coordinated and needs-based effective disaster response to a broad range of humanitarian emergency operations;

c) strengthen linkages with other relevant platforms with an emphasis on the relationship with Regional Organizations and the Global Consultative Group on Humanitarian Civil-Military Coordination.

The chairmanship of the RCG rotates among Member States on an annual basis. The Third Session of the RCG took place on 5-6 December 2017 at the Singapore Armed Forces (SAF) Changi Regional Humanitarian Assistance and Disaster Relief Coordination Centre (RHCC). The event was chaired by the Government of Singapore, represented by the Ministry of Defence (MINDEF) and the SAF. It continued to build on the outcomes of the RCG First Session (2015) and RCG Second Session (2016) and addressed key issues that are central to advancing the civil-military coordination agenda in Asia-Pacific. The Third Session was attended by more than 130 participants from 26 countries and 24 regional/international organisations, as well as from academia and the private sector. “The humanitarian system must ensure there is an established platform which fosters dialogue, interaction, information exchange, and joint planning at all levels. The RCG on Humanitarian Civil-Military Coordination provides the opportunity to advance multi-agency and multi-sector response planning.” Under Secretary Ricardo B. Jalad, Executive Director of the National Disaster Risk Reduction and Management Council (NDRRMC) and Administrator of the Office of Civil Defence (OCD), Government of the Philippines The Government of Bangladesh, represented by the Ministry of Disaster Management and Relief (MoDMR) and the Bangladesh Armed Forces Division (AFD), was the chair of the RCG in 2018 and hosted the RCG Fourth Session on 24-26 January 2019 in Dhaka, Bangladesh. The event was organised with the support of the RCG Secretariat, represented by the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) Regional Office for Asia and the Pacific (ROAP) and the United States Center for Excellence in Disaster Management and Humanitarian Assistance (CFE-DM).

Summary of the RCG Fourth Session Day 1-24 January 2019 Opening Ceremony, 24 January 2019 The RCG opening session was attended by Her Excellency Prime Minister Sheikh Hasina. In her opening remarks, the Prime Minister reiterated Bangladesh’s commitments in advancing towards more efficient civil-military coordination and stressed that a unified coordination mechanism has been established in Bangladesh within the scope of the Disaster Management Act 2012. Ms. Mia Seppo, UN Resident Coordinator in Bangladesh, stressed in her opening remarks that the objectives and activities of the RCG are critically important as they contribute to Bangladesh’s collective engagement to prepare for responding to emergencies and disasters. The RCG recognizes the unique capabilities of the military and facilitates the understanding of Humanitarian Civil-Military Coordination (UN-CMCoord) guidelines on how civilians and the military can cooperate in a predicable way during disaster preparedness and response. In his opening remarks, Mr. Sebastian Rhodes-Stampa, Deputy Head of Office of OCHA ROAP, highlighted the progress achieved in the region to bring together humanitarian, civilian, and military actors to prepare for and respond to disasters in an organized, effective, and mutually supportive manner. Mr. Rhodes-Stampa stressed the role of regional and international actors who are called upon to augment national capacities in specialized areas.

“Over the last four years, the RCG has proven to be an invaluable opportunity to bring together civil and military actors to discuss issues of common concern, and to develop a common understanding of new developments that impact on the way in which response is conducted in this region, and beyond. Asia-Pacific has positioned itself at the forefront by being the only region that has formed a Consultative Group that focuses on Humanitarian Civil-Military Coordination.” Mr. Sebastian Rhodes-Stampa, Deputy Head of Office of OCHA ROAP

Other opening remarks were delivered by Joseph Martin, Director of CFE-DM and officials from the Bangladesh Ministry of Disaster Management and Relief (MoDMR) and the Bangladesh Armed Forces Division (AFD).

Panel: 2018 RCG Work Plans The objective of this session was to provide an update on the implementation of the Annual Work Plans on Humanitarian Civil-Military Coordination for the five priority countries: Bangladesh, Indonesia, Nepal, Philippines and Myanmar, highlighting advances and lessons learned in CMCoord during 2018. Presentations delivered by country delegations were focused on the following topics: Response capacity analysis: providing a coherent understanding of how identified needs will be met and by whom during a disaster response. In Asia and the Pacific, local communities, governments, and militaries are the first responders, and it is therefore important to understand the specific roles they play and how the international community can best support their relief efforts. The specific focus of the RCG is to identify the comparative advantage and added value of military actors in meeting identified needs, while determining what military functions, appropriate relief tasks, and effects can be deployed by the military to support civilian-led response efforts and the rapid delivery of effective aid.

Response modalities: identifying how assistance will be delivered, based on existing capacities as well as operational constraints. The RCG dialogue is key in highlighting what potential infrastructure barriers or logistical bottlenecks there may be in meeting the key needs of the affected people, as identified by the Disaster Impact Model (DIM). This analysis should inform discussions with military actors regarding the mobilization of capabilities to overcome these challenges. With an increasing number of governments in the region having their own disaster management agencies and corresponding national disaster coordination structures, efforts by the regional and international humanitarian community are focused on adapting the humanitarian coordination architecture to specific national contexts. In a response that is ‘as local as possible and as international as necessary,’ the objective is for the coordination architecture to be flexible and inclusive of various actors, including the military and police, recognizing their role as key operational partners for humanitarian action during disaster relief. Bangladesh In 2018, the Government of Bangladesh made progress in the following areas to ensure an effective and timely disaster response; the development of a DIM, needs analysis, response modalities, planning and advocacy. Based on existing and newly obtained data, the Government of Bangladesh reviewed the Earthquake Risk Management Plan and in March 2018 MoDMR organized a workshop in order to agree on a DIM. A review of existing resources (equipment, human resources, airlift, logistic capacities, debris management capacities, etc.) necessary to respond to an earthquake was then conducted, and the “procurement of Equipment & Specialized Vehicles for Search and Rescue (SAR) during Earthquake and other Disasters (3rd phase)” was then launched by the relevant authorities. Following this needs analysis, the Government of Bangladesh sought to identify and strengthen key response modalities, focusing on logistics and civil-military coordination. Specific actions taken include: Logistics:

• An emergency logistics operational plan was incorporated into the national emergency operation centre (NEOC) procedures.

• The Disaster Response Emergency Communication System (DRECS) was initiated, which aims to provide a sustainable communication system during a disaster.

• The National Resilience Programme (NRP) was launched in November 2018, strengthening systems aimed at managing risks associated with mega disasters, and taking into consideration a disaster risk management scope that is risk-informed, gender-responsive and disability-inclusive.

CMCoord:

• Simulation exercises were conducted for cyclone, landslide, and storm surge scenarios, to strengthen disaster preparedness and response in the coastal region.

• Civil-military coordination mechanisms were enhanced in 2018, with the AFD providing assistance in civilian-led operations (e.g. transportation, logistics, engineering, security).

• Exercise Coordinated Response (Ex COORES 2019) has been jointly planned with Singapore. MoDMR along with AFD, Singapore Armed Forces (SAF) and CFE-DM are co-hosting the exercise scheduled in February 2019.

Lastly, articles co-authored by military and civilian actors were published, highlighting the strengthened efforts to advance civil-military coordination in Bangladesh.

Indonesia In 2018, the Government of Indonesia engaged regional and international partners in the development of Indonesia’s National Disaster Response Framework (NDRF). The NDRF is Indonesia’s primary guidance document for all stakeholders involved in disaster response at all levels of government and society. NDRF provides clarity for how international and regional partners engage with the Government in preparing for and responding to disasters. Based on the NDRF, Indonesia’ National Disaster Management Agency (BNPB) is currently in the process of developing Standard Operating Procedures (SOP) for emergency response. During 2018, the Government of Indonesia worked closely with ASEAN on the operationalization of the ‘One ASEAN One Response Declaration’, including through engagement in simulation exercises, including the ASEAN Regional Disaster Emergency Response Simulation Exercise (ARDEX) which was hosted by Indonesia in November 2018. Furthermore, as a member of the ASEAN Committee on Disaster Management (ACDM) Preparedness and Response Working Group, Indonesia worked with other ASEAN Member States to take forward the One ASEAN One Response Declaration. Efforts were also made in the engagement of civil and military stakeholders in emergency response, with the military an active part of the national logistics cluster during three major emergency responses (Lombok earthquake, Central Sulawesi and Banten/Lampung Tsunami) in 2018. In 2019, the Government of Indonesia will continue to enhance its engagement in disaster risk reduction, will assist in emergency response and disaster recovery operation, and will continue to improve civil-military coordination. Nepal The Government of Nepal 2018 work plan focused on five major areas:

1) The Disaster Response Exercise and Exchange (DREE), an annual civil military disaster preparedness and response initiative between the Nepali Army and the US Army;

2) Joint civil-military planning for monsoon preparedness; 3) Capacity-building of provincial and local authorities through trainings (logistics, Camp Coordination & Camp

Management etc.) conducted in collaboration with UN agencies, NGOs, and the Nepal Red Cross Society; 4) Revision of the National Disaster Response Framework (NDRF); 5) Improved structure and new authorities for the Civil-Military framework. Humanitarian Civil-Military Coordination

(CMCoord) has been enhanced at different levels (Central, Provincial and Local). In addition, the new Disaster Risk Reduction (DRR) policy and strategic action plan has prioritized CMCoord in disaster response and preparedness.

In 2019, the Government of Nepal will continue conducting the DREE for different scenarios as well as disaster-related trainings for community volunteers at the local level. The 2019 work plan will also focus on standardizing the multi-hazard risk mapping and assessment, ensuring an effective disaster information management system, and finalizing the International Assistance Mobilization Guidelines and Relief Standards. Philippines and Myanmar Representatives of Philippines and Myanmar were unable to attend the Fourth Session of the RCG. However, the AHA Centre and the Philippines Disaster Resilience Foundation (PDRF), a private sector initiative, were present during the RCG and were part of the panel and presented their work to strengthen disaster preparedness and civil-military coordination.

AHA Centre In October 2018, the Terms of Reference (TOR) of the Military Representative (MilRep) to the AHA Centre for the ASEAN Military Ready Group (AMRG) were adopted by the 12th ASEAN Defence Ministers’ Meeting (ADMM) in Singapore in October 2018. The overall objective of the Military Representative to the AHA Centre is to facilitate CMCoord and information sharing between the AMRG on HADR, the AHA Centre, and the Government of the affected country during disaster preparedness and response. The proposed designation of the MilRep will be a military officer from the ASEAN Chairman country or the ASEAN Chairman country Defence Attaché (DA). The MilRep will serve at the AHA Centre or will be based in the respective country with periodic visits to the AHA Centre. In the event of the deployment of AMRG on HADR, the MilRep may be stationed at the AHA Centre. An additional MilRep at the AHA Centre may be appointed on a voluntary basis by any ASEAN Member State. It is envisioned that the MilRep will be a military officer trained in civil-military coordination with a minimum rank of Major or equivalent. The AHA Centre is currently developing a suitable civil-military coordination course that reflects the ASEAN context and international standards. The course will focus on the ASEAN policy framework, mechanisms, platforms, trends, and common practices that are not covered in various civil-military coordination frameworks in the international sphere. The target audience includes both humanitarian and military personnel who will benefit from this course and who are involved in disaster response in the region. It is currently at the internal content development phase and the aim is that it will be piloted in July 2019. Philippines Disaster Resilience Foundation (PDRF) The Philippine Disaster Resilience Foundation (PDRF) is the Philippines' major private sector vehicle and coordinator for disaster management. It launched the Philippines’ first Emergency Operations Centre (EOC) in April 2018. With a focus of disaster prevention/mitigation, preparedness, response, recovery, and rehabilitation, the EOC functions as a 24/7 self-sufficient operations hub for disaster preparedness training and coordination of relief and recovery efforts. Through its strategic partnerships with companies, government agencies, civil society organizations, and other stakeholders, the PDRF synergizes and mobilizes efforts towards building disaster resilient businesses in communities across the Philippines.

PDRF members are organized into a cluster system to ensure effective coordination and collaboration before, during, and after a disaster. PDRF's cluster system is composed of 84 member companies that comprise eight clusters covering various industries, such as infrastructure, logistics, telecoms, and emergency supplies. The PDRF makes efforts to align its clusters with the government cluster system as well as the IASC clusters. During a disaster response, the PDRF actively engages its members in activities such as logistics support, relief operations, and post disaster needs assessments. In between disasters, the PDRF focuses on preparedness and resilience training. Panel: Standarization of EMT and INSARAG Emergency Medical Teams (EMTs) The World Health Organization (WHO) presented on the EMT Initiative, explaining the evolution of the initiative from the time of the 2010 Haiti earthquake until the formal establishment of the EMT initiative in 2014. The initiative’s objectives are focused on capacity strengthening, efficient and timely activation and coordination of EMTs, quality assurance, minimum standards, and partnership of medical teams deployed to disaster relief responses. The EMT certification process is focused on ensuring that teams meet national and international technical standards. Similarly, the deployment process is focused on ensuring that teams are effectively coordinated and prioritized in support of the needs identified by the government of the disaster-affected country. Currently, there were 22 classified EMTs and 79 in the process of quality assurance. International Search and Rescue Advisory Group (INSARAG) The INSARAG system was established in 1991 following the 1988 Armenia Earthquake, and is a global network of more than 80 countries and organizations that aims to establish minimum international standards and methodologies for the international coordination of Urban Search and Rescue (USAR) teams. It is based around the INSARAG External Classification (IEC) process, a voluntary, independent peer review of international USAR teams. As of 2017, there are 47 internationally classified team. INSARAG teams work closely with the military on logistics and transport, and seek to ensure alignment with military search and rescue capacities, which are often outside of the INSARAG system.

Discussion One of WHO’s main take-aways of recent lessons learned processes the need to enhance effective coordination of EMTs and with in-country capacities. The EMT initiative faced a challenge where teams operated outside the EMT classification system even when they were licensed to operate in the affected country. In order to ensure prioritization in the deployment of capacity and have a strong coordination system, even non-classified teams should be coordinated through the Health Cluster or other national-level coordination mechanism. On the question of how EMTs should respond to pre-existing medical needs in a disaster-affected area the assumption is that EMTs are always operating in a context where the health system has been damaged and that teams must be prepared to fill in gaps in the provision of basic primary health care and when possible, support the recovery and rehabilitation of the health system alongside other actors. EMT reporting and registration forms were public and free for use and modification so long as the logo was removed. The forms were in line with minimum data collection standards and are good practice tools for medical teams more generally. While USAR was a highly-specialized tool for earthquakes, EMTs have the potential, and are being used, in a wide variety of contexts beyond earthquake scenarios including conflict and disease outbreak management. However, one common challenge faced by USAR and EMTs is the need for smaller, more mobile teams that can access more remote areas.

Day 2 – 25 January 2019

Panel: Earthquakes in an Urban Setting The objective of this session was to explain the possible impacts of an earthquake in urban areas, the likely caseloads based on earthquake modelling, as well as to discuss the importance of efficient humanitarian civil-military coordination in these settings.

Bangladesh Armed Forces Division The Disaster Management Act (DMA) provides a legal basis for the participation of armed forces in Government Disaster Management efforts, while the National Disaster Management Council (NDMC), directed by the Prime Minister, is responsible for providing all strategic directives when a disaster strikes. The Bangladesh Standing Orders on Disaster (SOD) delineates the duties and responsibilities to be performed by each stakeholder including the armed forces. All Bangladesh Ministries, Divisions/Departments, and Agencies prepare their own action plans in line with their responsibilities under the Standing Orders for efficient implementation, and a sectoral risk mitigation and preparedness strategy plan has been developed. The Armed Forces Division (AFD) has a flexible organizational structure, is capable of sustained operation, and has a trained management system. During a disaster, AFD coordinates and monitors the deployment of the army, navy and air forces with relevant government ministries. The Civil-Military Coordination Architecture in Bangladesh is coordinated by AFD and NDMC with other ministries and agencies involved in disaster management and relief. The Bangladesh armed forces have a number of initiatives in disaster management. For instance, in 2009, AFD prepared its own earthquake contingency plan, in line with the national earthquake contingency plan, and has organized drills on earthquake preparedness and emergency management. At present, the Bangladesh armed forces are to receive the third phase of disaster

management equipment (mostly heavy equipment) with the first and second phases of equipment received between 2006 and 2017. AFD has also been actively involved in the implementation of disaster management capacity building projects such as the Urban Resilience Project which aims to establish a training institute on disaster management and an INSARAG classified disaster response team. Additionally, AFD is also working in coordination with MoDMR to implement a sustainable disaster communication system, the Disaster Response Emergency Communication System (DRECS). Among possible response challenges figure communication network challenges following a mega disaster, concerns around managing disasters such as earthquakes which strike without any early warning, and difficulties in coordination among various organizations working in the disaster area. Challenges in preparedness systems, effective databases, and rapid deployment must also be addressed. For Bangladesh, as a country prone to natural disasters, the armed forces have the capacity to provide immediate assistance, but better civil-military relations were imperative to respond efficiently and effectively to any kind of disaster. International partners The United States is one of Bangladesh’s international partners on disaster response, including preparing for the use of foreign military assets to support response operations. Initiatives include Shetubandhan “Bridging the Ties of Friendship” (May 2013); the disaster management analysis work on the partnership between MoDMR, AFD, and the CFE-DM (March 2016), and the DREE (October 2017). It was important to continue such exercises and contingency planning in order to strengthen preparedness and response capabilities. The CFE-DM analysis identified the strengths of progress based on deep experience (cyclones, landslides, annual monsoon flooding), strong benchmark contingency plans, and the important role of volunteers and women. The analysis also included major ongoing challenges of rapid urbanization and the need of a further strengthened civil-military coordination.

Discussion On the question of whether country-specific methods of coordination and integration of foreign military assets/forces’ (FMA) assistance would be addressed by Singapore’s Changi RHCC, such procedures for incorporating FMA into a disaster response would be included in the RHCC standard operating procedure. In terms of the distribution of labour within the military when responding to different disasters in Dhaka, it was noted that the city would be divided into sectors and assigned to different groups, such as navy, army or air forces, while AFD remained the joint command and coordinates all activities and services. On the issue of a continuity plan if government buildings collapse following an earthquake striking Dhaka, the AFD confirmed that alternatives (such as divisional EOCs at district level) are available and emphasized that the structure (and individuals responsible) would still be in place even if the HQ building was destroyed. In relation to this, the government also pointed out that the DREEs were also conducted in cities outside of Dhaka. Over the years, the DREE has involved large numbers of personnel from both military and civilian sides, and more cemented coordination is expected as the DREE continues in the coming years. When it came to the process of calling for international assistance in a mega disaster, that process started with the local Disaster Management Committee informing the MoDMR, which then sends a request to the prime minister/president who in turn could declare a local or nationwide emergency and request international assistance. The process could happen within an hour, from the local level up to the highest level of the country. There was also a common procedure (detailed in the Disaster Management Act 2012) for Bangladesh to handle incoming international support requests in an efficient manner. The initial response of any disaster should be managed by the local authority within its capacities and resources. Assistance from other countries, if an emergency is not declared, is not expected to come automatically.

Round-Robin Sessions The sessions on ‘Requirements vs Capabilities = Gaps,’ ‘Coordination mechanisms,’ and ‘Information Sharing’ were held in a round-robin format to engage and foster the discussions among the participants. A short summary of each session is provided below.

Requirements vs. Capabilities = Gaps The session on ‘Requirements vs Capabilities = Gaps’ focused on sharing and analyzing lessons learned from recent disaster responses with regards to how humanitarian assessment processes had informed civil-military coordination for the efficient and effective allocation and use of foreign military assets (FMA). During this session, it was noted that there is a positive trend in the region towards the increasing resilience of affected states, resulting in disaster management and humanitarian responses that are predicated on strong national leadership (particularly in the context of natural disasters) with regional and international actors complementing government efforts when and where required. Thus, the role of international actors is increasingly to provide specialized support and capabilities, such as the deployment of FMAs for disaster relief operations. Through various examples from recent disasters in the region, it was demonstrated how assessments that are based on the use of Disaster Impact Models (DIM) and needs analysis are able to effectively provide information regarding the total requirements of the affected population. When compared with the response capacities available on the ground, such assessments allow for better planning on the use of existing resources, whether they are civilian or military.

Coordination Mechanisms This joint session between OCHA and the Changi RHCC focused on familiarizing the participants with the different mechanisms that were in place to ensure effective coordination between civilians, between civilians and the military, and between militaries in the region. Civilian-civilian humanitarian coordination mechanisms were established at the global level and in various countries in the region. For most effectiveness, global guidance should be adapted to the national context in line with the principle of “as local as possible, as international as needed.’ The Cluster Approach, a global concept, had been adapted in various was around the region, including by governments; examples were provided from the Philippines, Bangladesh, Indonesia. Civil-military coordination mechanisms for disaster relief responses in Asia and the Pacific should be civilian-led by the affected country’s government. The typical CMCoord structure was presented, with specific examples including the 2015 Nepal earthquake and Cyclone Haiyan in the Philippines. Military to military coordination is supported by actors such as the Changi RHCC, including through the establishment of a Multi-National Coordination Center (MNCC), a military to military coordination mechanism led by the affected state’s military. In discussions, participants queried the way in which different mechanisms ensured effective information sharing among the different actors, specifically between civilians and the assisting foreign military states, as well as between militaries. The participants were reminded that the CMCoord key elements are task division, information sharing, and planning. Participants were also encouraged to consult the Multi-National Force Standing Operation Procedures (MNF SOPs) for more information on the functioning of the MNCC. Participants were keen to understand more about the mechanisms for assisting foreign government-policy teams to engage with during a response. It was highlighted that it is becoming a recurring practice for assisting states to send their government policy teams with their assisting military to decide on the best use of their military assets. This is the case for countries such as the USA, UK, and Australia. There was also a discussion as to how the military prioritizes support in the case of transnational disasters that affect more than two countries in a region such as was the case in the Indian Tsunami in 2004. Information Sharing The objective of this session was to highlight the importance of creating an Information Sharing lessons learned / best practice book and RCG working group to promote effective sharing of information on civil-military coordination. The outcomes of the Third Session of the RCG included a recommendation for the creation of a working group to be known as the RCG Information Sharing Working Group (RCG-ISGW). Information sharing is considered by all RCG members as a critical, foundational, and cross-cutting element in both preparedness and response, as well as being critical to de-confliction, helping to foster trust and transparency among the different actors involved in disaster relief activities. The discussion continued by outlining the terms of reference of the group and advice from participants was sought for possible issues for the ISGW-RCG to focus on. The terms of reference have been developed taking into account lessons learned and best practices from past disasters with the following main objectives:

1) Enhance regional understanding of information sharing best practices and guidelines; 2) Strengthen knowledge of information sharing platforms and information sources; 3) Explore opportunities to improve the effectiveness of information sharing; 4) Select specific deliverables/projects/outputs of the ISWG; 5) Provide recommendations to the RCG Forum.

Panel: Sphere Standards The objective of the session was to discuss the importance of the Sphere standards for humanitarian assistance and their possible implications for civil-military coordination. A brief overview of the history of the Sphere Standards, the newly-launched 2018 Handbook (4th edition), and new realities and challenges was provided, noting that the Sphere movement started in 1997 to improve the quality of humanitarian work during disaster response. A Humanitarian Charter was developed and identified a set of humanitarian standards to be applied in humanitarian response. The new realities and challenges reflected in the 4th edition of the Sphere Handbook indicate that the handbook is a living document subject to changes and revision every four to five years, taking into consideration realities on the ground. The Sphere community advocated that military and civilian actors involved in humanitarian assistance should commit to ensure that:

1) the humanitarian charter and core humanitarian standards are followed;

2) humanitarian protection principles are applied;

3) community engagement is enhanced;

4) local authorities are empowered;

5) dignity and rights of the affected people are upheld;

6) minimum standards are met;

7) localization of minimum standards is agreed and applied. Participants share perspectives from their own experience on the subject of the military’s awareness and use of the Sphere standards or other standards as the basis of humanitarian assistance. The British military was aware of the Sphere standards and that humanitarian assistance would be undertaken in accordance with them as required. Regulations and policies echoing the Sphere standards were put into place to guide the US military when it responds to a disaster situation. Similarly, the Australian military was also familiar with the Sphere standards which had not only been used by its civil-military (CIMIC) officers in practice but had also been incorporated into the Australia Defence Force doctrine on humanitarian operations. In terms of response to sexual exploitation and abuse, some of the practices that the Australian military have recently adopted were highlighted. It was noted that the Australian military has its own gender advisor involved in planning for all disaster responses, and that the gender advisors are deployed to work with the governments of affected nations and humanitarian counterparts on issues relating to protection from sexual exploitation and abuse in all disaster responses. Regarding the way forward for the next RCG, it was suggested that a sub-group on Sphere and other standards be developed to assist both civilian actors and the military to better integrate the standards into their humanitarian assistance. For Bangladesh, the Sphere community suggested that all the stakeholders including AFD should be engaged to further build awareness of the Sphere standards and other standards within the Bangladesh military. Finally, the Sphere community noted that they would continue collecting feedback and examples of good practices for future revision of the Sphere handbook.

Presentation: Global Consultative Group (GCG) Humanitarian Networks and Partnerships Week The Humanitarian Networks and Partnerships Week (HNPW), co-chaired by OCHA and the Swiss Agency for Development and Cooperation (SDC), provides a unique forum for humanitarian networks and partnerships to meet and address key humanitarian issues. The largest humanitarian event of its kind gathers participants from the UN, NGOs, Member States, the private sector, the military, academia and beyond to discuss and solve common challenges in humanitarian affairs. During the week, networks and partners hold their annual meetings and consultations, share their expertise, and collaborate on best practices to address shared problems.

The HNPW 2019 would be held at the International Conference Centre of Geneva from 4-8 February 2019, with an Inter-Network Day on 6 February offering participants from all backgrounds and sectors the opportunity to learn, exchange knowledge, and network with one another. As part of the HNPW, the 2019 Annual Meeting of the UN-CMCoord Global Consultative Group would be held, with three thematic sessions: “Practical Approaches to Improve Fighter and Combatant Behaviour,’’ ‘’The Future of Emergency Response in Conflict Settings: The Role for Emergency Medical Teams,’’ and ‘’Efficiency for Effective Response’’ which looked specifically at challenges at the airport from the perspectives of militaries, civil aviation, humanitarian actors, and airport authorities in natural and man-made disasters. On Thursday 7 February, the Global Consultative Group on Humanitarian Civil Military Coordination Meeting (GCG) would focus on the annual update with CMCoord stakeholders and key network representatives. Key updates over the year would be discussed and the feedback from the thematic sessions shared. Updates on ‘’Humanitarian Civil- Military Coordination in Multiple States and Settings’ and the outcomes of the 5th Session of the RCG would also be presented during the full day Plenary Session.

Presentation: Recommended Practices for Effective Humanitarian Civil-Military Coordination of Foreign Military Assets (FMA) The new publication “Recommended Practices for Effective Humanitarian Civil-Military Coordination of FMA” was developed on the basis of key principles and concepts of existing UN-CMCoord Guidelines, operational experience, and lessons learned. The guidance is intended to supplement existing UN-CMCoord Guidelines and seeks to enhance the predictability, effectiveness, efficiency, and coherence of employing FMA to support humanitarian relief operations. These practices were intended to inform:

• Affected states and organizations that receive FMA to support humanitarian relief operations; • States that provide foreign military support to humanitarian relief operations that is technical, material, and/or

financial/commercial in nature; • Humanitarian organizations that interact with, receive support from, and/or share the same operating environment

with any of the above stakeholders. The guidance was presented across five focus areas which delineate the phases and integral components of military support to humanitarian action and which guide the integration of FMA with support relief operations. Participants were asked to provide comments on each of these focus areas.

Preparedness Within preparedness, the areas of policy guidance and doctrine were identified as the most problematic. One particular challenge was seen as the need to cross-reference national policy with international law, which is an important but difficult goal due to the variety of systems and national sovereignty issues. On the other hand, capacity and capability development is an area of real strength in Asia and the Pacific, with a large number of DREEs and other exercises that ensure that it is grounded in practical realities. Deployment Participants emphasized that countries need to understand their own gaps and have clear systems for requesting support, while assisting countries also have to be able to clearly articulate what they are offering and need to understand the procedures. They also noted that it was often difficult for countries in Asia and the Pacific to be open about gaps, so it is important to develop safe spaces where information could be shared confidentially and in a neutral manner (e.g. via OCHA). In the case of Bangladesh, the need for equipment and other support is largely addressed internally, but the planning for the allocation of resources needs to be clarified and shared throughout the humanitarian community. This would also facilitate the identification of gaps that could be used towards understanding potential needs for FMA. Employment Participants noted that the standards include the concept of “last resort,” stressing however that the military were in most cases first responders in ASEAN due to their existing capacities and capabilities to deploy to affected states. It is therefore important to stress among the various counterparts involved in disaster response that “last resort” means “where there isn’t a comparable civilian capability available at the time to provide a timely response to the population affected by a given disaster.” A humanitarian partner gave an example of how all sides need to have flexibility in adapting and implementing global guidance to specific contexts, noting that in specific cases, the humanitarian community had to employ the use of military helicopters from certain parties that were seen as “more neutral” for the transportation of humanitarian supplies during a natural disaster in a conflict setting in order to ensure timely and efficient humanitarian assistance to the affected population. Transition On transition, participants felt that FMA exit strategies have largely been successfully executed in the region. In terms of exit strategies, this could either be based on the mission, such as re-opening a port or other facility, or be based on a set of indicators. One participant gave an example cited as a good practice in which Sphere standards were used and then different areas were coded red, yellow, and green to indicate progress on meeting these indicators as the basis for the decision to leave. Monitoring and Evaluation Participants emphasized the importance of After-Action Reviews (AAR) that are detailed in the guidance, but also noted that there is a gap in providing clear examples of who is responsible for AARs and how these have been implemented. The participants emphasized that militaries are in fact carrying out AARs, but that they are not sharing them with humanitarian and civilian partners. There is a clear need for more joint military-humanitarian AARs and other exercises that would help bridge this gap and ensure a common understanding of areas that require improvement.

RCG 2019 Vision At the end of the RCG Fourth Session, an official ceremony took place to mark the handover of the RCG Chair from the Government of Bangladesh (2018) to the Government of Thailand (2019).

“It is with great honor that the Thailand Ministry of Defence accepts the 2019 Chair of the RCG as we are strong believers in the importance of civil-military coordination during disaster response. This also coincides with our vision for broader regional coordination as Thailand is also chairing ASEAN in 2019. The Thailand Ministry of Defence is committed to its roles in strengthening regional efforts towards enhanced predictability and interoperability of civil-military cooperation. Our vision is not only to work closely with the RCG Secretariat to advance the key agreements made during these last two days, but also to take stock of the work of the RCG to date and propose the way forward for the RCG to ensure that it is fit for purpose.” Major General Petcharat Limprasert, Thailand Ministry of Defence

As for the way forward for the Fifth Session of the RCG, it was largely agreed that continuity must be ensured on the following topics:

• Continue with updates from the five priority countries and with policy development/evolution from previous years; compare the lessons learned and suggestions from the five countries with other countries to support their own development.

• Strengthening the RCG Information Sharing Working Group (RCG-ISGW). • Strengthening the RCG Logistics Working Group (RCG-LWG). • Linkages of Civil-Military Coordination with INSARAG and EMT. • Linkages of Civil-Military Coordination and Humanitarian Coordination Mechanisms in the region.

The following new topics were also proposed for the Fifth Session of the RCG:

• Strengthening linkages with Police in member states in the region. • PSEA initiatives and sharing of PSEA experiences. • Sharing of and building on Women, Peace, and Security (WPS) experiences throughout Asia and the Pacific. • Sharing of experiences from countries in Asia and the Pacific that contribute to UN peacekeeping operations.

A growing interest in sharing of experiences among the countries in the region that contribute to peacekeeping missions was observed. It is noteworthy that among the top 15 contributing countries, six of them are in Asia and the Pacific, and India, Pakistan, and Bangladesh are among the top five. The RCG Fifth Session explore ways to enhance pre-deployment training focusing on civil-military coordination.

RCG Civil-Military Engagement CALENDAR 2019

January 4th Session of the RCG on UN-CMCoord for Asia-

Pacific Dhaka, Bangladesh

24-26 January

February

CMCoord Global Consultative Group Geneva, Switzerland, 5-6 Feb

Cobra Gold HADR TTX Phitsanulok, Thailand

11-14 February

Pacific Partnership FPC San Diego, USA, 16-19 February

Exercise COORES FPC 2019

Dhaka, Bangladesh, 26-28 February

March

FLEX- WFP Exercise Manila, Philippines, 3-7 March

Regional UN-CMCoord course for Asia

Tacloban, Philippines 11-17 March

ADMM+ EWG on HADR

14th Meeting, Honolulu, Hawaii, 18-22 March

TE 34 Execution

Suva, Fiji, 15-21 March

April

Exercise COORES 2019 Singapore, 02-04 April

ADMM+ COMEX Final Planning Conference

KL, Malaysia, 8-12 April

APC ComEx KL, Malaysia, 25 April

Pacific Partnership HADR Workshop

Dili, Timor Leste, 29-30 April

May

Pacific Partnership HADR TTX Dili, Timor Leste, 2-3 May

Exercise Longreach - Minor (AUS/VUT), tbc

Vanuatu, 21-24 May or 27-31 May 19

Pacific Partnership HADR TTX Thailand, 21 – 24 May

Thailand MOD ASEAN Civ-Mil Workshop

Thailand, (mid-May)

June

July

Talisman Sabre 19 Australia, 5-25 July

Focus In (25th Anniversary)

CFE-DM, Honolulu Hawaii, (tbc)

Regional UN- CMCoord Course Honolulu Hawaii, (tbc)

ADMM+ Exercise HADR COMEX

KL, Malaysia, 29 July-2 Aug

ASEAN CM Pilot Course

August

Longreach Australia – Major (AUS/TLS) Timor-Leste

August/September

September

TE 35 Initial Planning Conference 10-14 September 2019 (TBC)

Nepal DREE Kathmandu

October

Bangladesh DREE Dhaka, Bangladesh

(20 -24 October)

November

Regional UN-CMCoord Course for the Pacific

(TBC)

ADMM+ EWG on HADR 15th meeting Malaysia

11-15 Nov

December

INSARAG AP Regional Exercise, Chiang Mai, Thailand, 09 – 13 December (tbc)

Fifth Session of the RCG on UN-CMCoord for Asia-

Pacific Bangkok, Thailand, 10-12 December (tbc)

Nusa Bhakti (ADF/TNI)

Sydney, Australia