1. The Civilian Response Corps
USPHS Scientific and Training Symposium
San Diego, CA - May 2010

2. The National Security Challenge
According to Foreign Policy’s 2009 Index, there are 38 failed or failing states.
Adequately addressing the risks emanating from weak and failing states and ungoverned spaces is crucial to protecting U.S. national security interests.
AMBASSADOR
S/CRS Mission:
We support conflict prevention, peacebuilding, and stabilization engagements to protect the U.S. from security threats emanating from ungoverned spaces and countries in conflict.
The Problem:
The U.S. and the world face a long-term security problem: weak and failed states spawn security threats such as terrorism and WMD, trafficking of people, drugs and arms, refugee flows, and piracy which can harm us from afar. This problem will persist for decades and we must have a capacity now to address it.
Through an institutionalized and whole-of-government approach, the Office of the Coordinator for Reconstruction & Stabilization (S/CRS) was established in 2004 to build a capability that can address a wide spectrum of these emerging threats.
S/CRS works to prevent budding conflicts and respond to countries and regions at risk of, in, and/or emerging from instability. 2

3. Smart Power in Action S/CRS Engagements in 2009
Accomplishments:
In just one year – 17 countries, 4 continents
281 persons deployed, 28 deployment countries since the creation of S/CRS
Afghanistan: Civ-mil planning, Elections team, Strategic Communications team
DRC: presentation of assessment to the president
Liberia: presentation of assessment to the president
Sudan: presentation of senior leadership in Khartoum
1207-funded Conflict Prevention Projects
Reduce burden on the military, reduce need to deploy troops
International engagement advances President’s multilateral agenda
Key takeway: CRC is a bargain. Scalable force that can be big when we need it for an Afghanistan-type operation, or small when there is no major need. Medium term plans for only 264 active responders. They will be fully employed, when no major operation, on conflict prevention. S/CRS and CRC build expertise and experts that capture lessons learned and provide continuity from one operation to another – both within the USG and internationally.
17 Post-Conflict Operations Since the Cold War
Smart Power in Action
17 Countries on 4 Continents

4. Conflict Transformation
Strong
Drivers of Conflict
Goal
Local Institutional Capacity
Weak
Lead passed to local actors
Large Scale Intervention

5. Capacity Building Our Resources
Tools
Funding
Experts
Partners
Our capacity encompasses conflict prevention, stability operations and post conflict peacebuilding.
In all these circumstances, our objective is to build local capacity for self governance.
We will do this by:
Identifying R&S needs on the ground in recipient nations and put USG resources against those needs.
systematizing the USG’s conflict prevention and conflict response to replace the current ad hoc method of responding to crises.
Coordinate internationally to ensure unity of effort by all concerned parties.
We are able to do this because:
CRC planners are able to deploy to the field to assess governance problems and sectoral experts can deploy to address them.
We can reach back into all USG agencies to ensure the resources and expertise to address problems that arise.
We have close contacts with international parties engaged in peacekeeping.
With partners:
There are more failed states than global capacity to address them.
14 countries and 5 multilateral organizations have peacebuilding capacity and conduct operations.
Through an informal network known as the ISPI, S/CRS and its partners work together to leverage resources, increase civilian capacity and improve peacebuilding outcomes

6. Building a State-of-the-Art Conflict Capability
S/CRS is building and deploying a state of the art conflict capability and a systemized approach to crisis prevention and response
Tools
Funding
Teams
Partners
Prevention Package
Liberia Ecuador Yemen
CIARA
Our capacity encompasses conflict prevention, stability operations and post conflict peacebuilding.
In all these circumstances, our objective is to build local capacity for self governance.
We will do this by:
Identifying R&S needs on the ground in recipient nations and put USG resources against those needs.
systematizing the USG’s conflict prevention and conflict response to replace the current ad hoc method of responding to crises.
Coordinate internationally to ensure unity of effort by all concerned parties.
We are able to do this because:
CRC planners are able to deploy to the field to assess governance problems and sectoral experts can deploy to address them.
We can reach back into all USG agencies to ensure the resources and expertise to address problems that arise.
We have close contacts with international parties engaged in peacekeeping.
With partners:
There are more failed states than global capacity to address them.
14 countries and 5 multilateral organizations have peacebuilding capacity and conduct operations.
Through an informal network known as the ISPI, S/CRS and its partners work together to leverage resources, increase civilian capacity and improve peacebuilding outcomes
Response Package
Sudan Afghanistan DRC
One Comprehensive Capability

7. Conflict Prevention and Response
ICAF
Whole of Government Planning
1207 Funding
Yemen
- Drivers of conflict
Bangladesh
- WoG planning that led to MSP prize
Sri Lanka

8. Civilian Response Corps
Innovative
Expeditionary
Whole-of-Government
Essential Characteristics
Whole-of-Government
We draw from a wide range of U.S. government resources to establish the best team for each mission.
Expeditionary
Our members are specially selected, trained, and equipped to deploy and operate in hazardous and austere environments with little or no notice.
Innovative
We leverage specific skill sets, expertise, and robust experience working effectively with military and international actors.
Preventive
Systematizing conflict prevention - changing the mindsets of decision makers.
Explain how these characteristics make the Corps unique and a new tool for the State Department.
Preventive

9. Whole-of-Government -Concept of WoG is key to QDDR
-Departments of Energy and Transportation interest in joining
-Secretary of State lead – has tools in State and AID
Has demonstrated value:
Treasury in Sudan
Justice in DRC

10. Developing Global R&S Partners
S/CRS works constantly with over 18 international partners and emerging counterparts
to enhance interoperability and ensure cooperative mission success.
Ensuring that the U.S. and key partners are able to operate together on the ground
S/CRS works closely with UK and Canada to ensure civilian interoperability
Corps member serves as Kandahar PRT U.S. Chief of Staff integrating U.S. and Canadian civilian efforts
Ensuring that the U.S. and key partners can plan, assess, and train together
S/CRS and UK’s Stabilization Unit completed the Malakand Plan in Pakistan in 2009
Corps members attend UK and Canadian training and vice versa
US and Australia will sign an MOU to promote joint field operations and collaborative training and planning
Increasing U.S. government secondments into critical UN and multilateral missions
Corps member serving as the first USG Security Sector expert in MONUC
Potential Corps embeds into UNAMID and AEC peacekeeping operations in Sudan
Growing new partners every day
S/CRS leads the U.S. in the International Stabilization and Peacebuilding Initiative – an informal network of governments and international organizations committed to building new capacity for joint civilian missions
MICHAEL
Examples:
SU – Pakistan
UN – ANDS/Afghanistan; DRC/MONUC (Bob Brennan)
Haiti – START

11. Full Spectrum Skill Sets
Standing civilian capacity that is trained, ready, and quickly deployable with the common operating picture and equipment necessary for a sustained presence in austere environments
Federal U.S. government civilian agency employees who have regular ongoing job responsibilities, but are trained and available to deploy when needed.
Today
105 Full-Time Members
887 Stand-by Members
CARL
Emphasize the availability and sustainability of Corps members.
-The Corps is scalable to fit the needs of the situation – can be an individual or a team of people deployed to a certain country
112 Full-Time Members
Dec ‘10
264 Full-Time Members
1000 Stand-by Members
Goal
Hire 264
Identify 2000
Current Deployable Force of 200+ 11

12. Innovative Economic Recovery: Diplomatic Security:
agriculture, rural development, commerce, taxes, monetary policy, and business/financial services
Diplomatic Security:
support to U.S. Embassies in assessing and planning for security/force protection requirements in support of broader contingency and field operations
Strategic Planning, Management and Operations:
Assessment, planning, base set-up, operations management, and strategic communications
Essential Services:
public health, public infrastructure, and
education and labor assessment
JOHN
Three key conflict needs:
Crisis generalists (Planners, Operators and Managers)
Rule of Law
Dip Security
These make up 75% of our specialists
These numbers are constantly changing and being reviewed
Key gaps:
Security sector reform
Planners
Transitional justice/economics/security/governance
Diplomacy/Governance:
political reporting, civil administration, democracy and good governance, civil society/ media development, and security sector reform
Rule of Law:
policing, legal administration, justice systems, and corrections programs design and management

13. Innovative Economic Recovery: Diplomatic Security:
agriculture, rural development, commerce, taxes, monetary policy, and business/financial services
Diplomatic Security:
support to U.S. Embassies in assessing and planning for security/force protection requirements in support of broader contingency and field operations
Strategic Planning, Management and Operations:
Assessment, planning, base set-up, operations management, and strategic communications
Essential Services:
public health, public infrastructure, and
education and labor assessment
JOHN
Three key conflict needs:
Crisis generalists (Planners, Operators and Managers)
Rule of Law
Dip Security
These make up 75% of our specialists
These numbers are constantly changing and being reviewed
Key gaps:
Security sector reform
Planners
Transitional justice/economics/security/governance
Diplomacy/Governance:
political reporting, civil administration, democracy and good governance, civil society/ media development, and security sector reform
Rule of Law:
policing, legal administration, justice systems, and corrections programs design and management 13

14. Training for R&S Success
S/CRS prepares Civilian Response Corps members for deployment months before their departure -- from a rigorous training program, developed with USAID and DOD, all the way through to vaccination and visa processing right before their flight.
As first responders, Active Corps members are always either preparing for deployment, deployed, or returning from deployment and incorporating their lessons learned into their continued training.
Training Requirements:
Civilian Response Corps-Active members are required to take a minimum of 8 weeks of training a year.
Civilian Response Corps-Standby members must take a minimum of two weeks a year.
JOHN
S/CRS has developed a unique curriculum of training courses to ensure members can effectively operate with their military counterparts and in crisis and conflict environments.
Current Readiness Status of the Corps Active Component

15. Readiness Training Pipelines
CRC-Active
Foundations
FSI
2 Weeks
Level I Planners
NDU
3 Weeks
Security for Non-Traditional Operating Environments DS
Operational Readiness: able to respond to countries at risk of, in, or emerging from crises.
Readiness Training Pipelines
Pre-deployment Briefing and Country Specific Briefing
CDC
Operational Readiness
These rigorous courses are specifically developed by S/CRS to best and adequately prepare deploying members to operate effectively operate in austere environments
Makes sure members are effective planners and can handle crisis conditions
Worked with NDU, DOD, FSI to meticulously create these courses
Foundations
Introduction to USG whole-of-government R&S operations, lessons learned and best practices
SNOE
Personal security, safety, and health training for deployments to permissive, semi-permissive, and non-permissive environments
Level I Planners
Application of whole-of-government conflict assessment and planning
Additional Training
Annual and specialized
Pre-deployment
Foundations
FSI
Pre-deployment and Country Specific Briefing
CDC
CRC-Standby
Operational Readiness
2 Weeks

16. Creating the Muscle Memory
Exercises and experiments provide Corps members with hands-on, practical experience with interagency, military, and multinational partners
Exercises with geographic combatant commands integrate civilian planners with military stability operations planning
- Austere Challenge (EUCOM), Judicious Response (AFRICOM), Arcade Fusion
(NATO), Blue Advance (SOUTHCOM)
Interagency civilian exercises prepare Corps members for deployment
- Civilian Deployment Center (CDC) tabletop exercises, Department of
Commerce TTX
Way Forward
- Continue civilian-military exercise planning, expanding into new commands
- Develop interagency, civilian exercises and experiments
- Exercise with international partners

17. Completed 7 Days from Support Request
Civilian Response Corps Deployment Process
Deployable personnel paperwork finalized
Personnel processed and briefed at Civilian Deployment Center
S/CRS support requested
Deployment Authorization Memo (DAM) prepared
Deployable personnel contacted
Deployable personnel identified
Lodging and logistics coordinated
Discuss how this process also allows for the opportunity for members of a team to gather before being deployed.
Give example of how quickly we set up for Haiti….
To support USAID, S/CRS and its interagency partners staffed a forward planning task force and provided liaison officers to other State, USAID and FEMA.
The Corps identified 80 Stand-by members with the necessary skill sets and readied a proposed ADVON of 10 within less than 7 days.
DAM process initiated, verified and approved
Deployed team arrives
Completed 7 Days from Support Request

18. Deployment Readiness
Managed by USAID, the Civilian Deployment Center is utilized by civilian agencies across the U.S. government.
48-hour processing timeline
Dining facilities
Physical fitness equipment
Team building facilities
Clearances and requirements
Security
Medical
Visa Processes
Travel specifications
Training
Issuing equipment
Reintroduce members to the gear

19. Africa: Past, Current & Potential Activities
CHAD:
Conflict Assessment
Field deployments to eastern Chad
Staffing support to Embassy N’djamena
Increased deployment capacity
2006:
2 engagements
Darfur
Chad
2010:
7 engagements
Sudan
Somalia
Uganda
DRC
Liberia
CAR
SUDAN:
Whole-of-Government Planning
Darfur Field Deployments
Technical Assistance to Embassy & Consulate
Support to S/USSES contingency planning
SOMALIA (HORN):
1207 programming (regional)
Interagency CRC deployments for Somalia SSR assessment
JASON
Grown in our capacity since 2006
UGANDA:
ICAF
1207
LIBERIA:
Support to SSR Activities
1207 programming
ICAF
DRC:
ICAF
1207 assessments and programming
Interagency sectoral assessment deployments
Sectoral planning effort
SSR Liaison to MONUC
CAR:
Potential planning effort

20. Democratic Republic of Congo
Background
November 2008 Scoping Mission to Kinshasa and Goma
$11.9 M in 1207 funding in FY08 and FY09; FY funding recipient
Interagency Conflict Assessment of DRC in 2008
Current Initiative: Follow up to Secretary Clinton’s August 2009 trip to DRC
Assemble, Coordinate, Train, Fund and Deploy 5 USG Interagency Assessment Teams:
Economic Governance
Anticorruption
Sexual- and Gender-based Violence
Security Sector Reform (SSR)
Food Security and Agriculture
33 individuals involved in field assessments; 12 CRC-A; 6 Federal Agencies
DS Support, Kinshasa Coordinator and DC-Based Reach-back Team
2-person planning team to support MSRP integration effort
MONUC: 1 CRC-A Member embedded with MONUC to Liaise on SSR

21. Democratic Republic of Congo
Background
November 2008 Scoping Mission to Kinshasa and Goma
$11.9 M in 1207 funding in FY08 and FY09; FY funding recipient
Interagency Conflict Assessment of DRC in 2008
Current Initiative: Follow up to Secretary Clinton’s August 2009 trip to DRC
Assemble, Coordinate, Train, Fund and Deploy 5 USG Interagency Assessment Teams:
Economic Governance
Anticorruption
Sexual- and Gender-based Violence
Security Sector Reform (SSR)
Food Security and Agriculture
33 individuals involved in field assessments; 12 CRC-A; 6 Federal Agencies
DS Support, Kinshasa Coordinator and DC-Based Reach-back Team
2-person planning team to support MSRP integration effort
MONUC: 1 CRC-A Member embedded with MONUC to Liaise on SSR

22. Concluding Remarks