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Civilian Response Corps

Civilian Response Corps. Whole of Government Planning: The Environmental and Public Health Linkage. Disclaimer. The speaker is not officially representing the Civilian Response Corps nor the Department of State.

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Civilian Response Corps

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  1. Civilian Response Corps Whole of Government Planning: The Environmental and Public Health Linkage

  2. Disclaimer • The speaker is not officially representing the Civilian Response Corps nor the Department of State. • Rather,this presentation is a reflection of a PHS officer’s perspective on the CRC training received and the lessons learned related to environmental and public health in Whole of Government planning.

  3. Learning Objectives • Describe the major concept and components of the Whole of Government approach to Stabilization planning • List the phases of the Stabilization Planning Framework • Describe how the Health Sector, specifically Environmental and Public Health, can be included in the Whole of Government planning approach to country-based conflict assessment and mitigation planning.

  4. Bureau of Conflict & Stabilization Operations • The Bureau of Conflict and Stabilization Operations (CSO) advances U.S. national security by breaking cycles of violent conflict and mitigating crises in countries. • CSO engages in conflict prevention, crisis response and stabilization, aiming to address the underlying causes of country instability.

  5. What Does The CSO Do? • Response is often initiated and led by a regional bureau, U.S. embassy or special envoy. • Teams conduct a fast, joint, rigorous analysis built from the latest local information and realities. • Goal: to increase understanding of the conflict. Answer: “What is most needed?” • Analysis leads to a single, integrated strategy for the U.S. government and identifies 2-3 priorities that provide direction for all.

  6. What Does The CSO Do? • The strategy leads directly to local (in country) impact within U.S. interests. • Focuses on building coalitions with local stakeholders • Promotes policies and practices that reduce violence and increase community resilience. • Prepares for the handover of activities to stakeholders and partners.

  7. WHOLE-OF-GOVERNMENT APPROACHInteragency Integrated Decision-Making • WOG ensures all agencies with equity in stabilization crisis planning have a “seat at the table”

  8. Civilian Response Corps • Coordinated through the Bureau of Conflict and Stabilization Operations at State. • The Civilian Response Corps is a group of government employees from nine different U.S. federal agencies who are ready to deploy anywhere in the world to prevent or prepare for post-conflict situations and to help stabilize societies in transition from conflict or civil strife.

  9. Agencies in Partnership • Department of State • US Agency for International Development • Dept of Health and Human Services • Department of Energy • Department of Transportation • Dept of Commerce • Dept of Homeland Security • Dept of Agriculture • Dept of Justice • Collaboration with Dept of Defense

  10. The Civilian Response Corps Planning, Operations & Management State & USAID:manage mission set up and field teams in assessment, operations setup, planning, program design/startup, military liaison, local engagement Criminal Justice & Policing State, Justice, Homeland Security & USAID:police, legal, judicial, and corrections personnel -- assess, plan and start up full-spectrum criminal justice operations and development Agriculture, Trade & Economic Recovery Agriculture, Treasury, Commerce & USAID:experts in agriculture, rural development, commerce, taxes, monetary policy, and business and financial services -- assess, plan, and help stand up economic recovery programs Essential Services USAID and Health & Human Services:experts in public health, infrastructure, education, and labor -- assess, plan, and help stand up essential public services Diplomacy & Governance State & USAID: officers covering rule of law, human rights, protection, governance, conflict mitigation, civil society/media, and SSR issues -- assess, plan, and stand up diplomatic, democracy, and governance programs in a crisis Security State: Diplomatic Security Agents -- security officers and security planners in the IMS

  11. State/HHS Collaboration • Civilian Response Corps (2 active, 40 standby members) • HHS/CRC Role: • Assessment • Planning • Reachback to HHS Expertise and Resources • HHS Expertise • Systems strengthening to enhance the delivery of essential services, including the health sector • A diverse, highly-skilled, and experienced workforce

  12. HHS/OS/ASPR/OPEOInternational Response Programs Branch • Building HHS Civilian Response Corps Capacity in coordination with the Bureau of Conflict and Stabilization Operations • Anne Cummings • Chief, International Response Program Branch • EMAIL Anne.Cummings@hhs.gov • MAIN OFFICE 202-260-8674 • DIRECT 202-205-4831

  13. One Standby’s Training Experience • Joined the Civilian Response Corps in 2009 • Participated in Training in 2010 • 2 weeks, Introduction to Conflict and Stabilization • 2 weeks, Participant in Judicious Response Exercise • 2 weeks, Planning Class (Integrated Assessment and Planning for Stability, Conflict Prevention and Response) • 3 weeks in a Diplomatic Security Class • 6-month deployment to Yemen… cancelled 48 hours prior to departure in 2011.

  14. To Recap • During times of country destabilization, the Bureau of Conflict and Stabilization Operations (CSO) deploys a team to provide a working intersect between defense, diplomacy and development. • Goal: Use of Smart Power (vs hard or soft) • Trigger: Country conflict potential or crisis. • Request: Often from a U.S. Ambassador • Question: How can the health sector supporting essential services participate?

  15. The Process • Situational Assessment and Analysis Phase • Define Assumptions and Information Gaps • Strategic Planning Phase • Constant Evaluation • Plan Adjustment

  16. The Situation Assessment and Analysis PhaseInteragency Conflict Assessment Framework • The ICAF is a systematic and collaborative interagency assessment tool that facilitates a deeper understanding of the conflict and stability dynamics in a region, country or sub-national region.

  17. Identity Groups Societal Patterns Windows of Vulnerability Windows of Opportunity NEEDS ASSESSMENTICAF: Mapping the Environment Context Key Actors’ Motivations and Means Identity Groups Institutional Performance Moments for Increasing Conflict Moments for Decreasing Conflict Core Grievances Social and Institutional Resilience Drivers of Conflict Mitigating Factors

  18. The Assumption PhaseHow do we know what we don’t know as we plan? • Overall Assumptions: • Identify the assumptions about conditions and resources available to implement the plan. • Resources: • Identify internal and external resource availability to support the plan. Identify the probabilities of resource availability. • Information Gaps: • Identify information gaps that need clarification or resolution to further inform the plan. • Constraints: • Identify the constraints and degree of progress potential.

  19. Strategic and Operational Planning Phase

  20. Overcoming Competing Priorities

  21. Getting Public Heath On The Table • Judicial System Improvements (JR Exercise) • Jails and Institutional Environmental Health • Agriculture and Pest Control • Water Rights and Refugees (SNOE) • Water and Sanitation • Convoys, Team Health • Planning Exercise (Level 1) • MCH and workforce • Immunizations and Clinics • Others?

  22. To Recap (again) • The participation of a public health professional during Whole of Government planning can influence the development of a conflict prevention and mitigation strategy to addresses the health sector within essential services. • A balance of diplomacy, patience, assertiveness, flexibility, innovation, and an eye for opportunity are essential.

  23. Resources • Bureau of Conflict and Stabilization Operations • http://www.state.gov/j/cso/index.htm • HHS/OS/ASPR/Public Health Emergency/Civilian Response Corps • http://www.phe.gov/Preparedness/international/crc/Pages/default.aspx • http://bcove.me/mwn90bf9(Video clip of comments from Secretary Clinton on the CSO)

  24. In Closing • Continue to professionally evolve in our own work settings through creativity and innovation. • Even when it may appear the public health agenda has been pushed down the priority ladder, continue to pursue opportunities to keep public health on the table of discussion. • Keep the focus on scientific evidence and public health principles as the drivers for strategic planning content.

  25. Go Forth and PromotePublic Health!! • Presenter Contact Information • CAPT Dale M. Bates • dbates@hrsa.gov • 206-615-2497 • Seattle, Washington

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