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<p align="center" class="style17">Table of Contents<br>
25th International Workshop - Rome '08</p>
<p align="center" class="style17">
<a href="/2008book/weissinger-preface.html">Preface- Dr. Roger<br>Weissinger-Baylon<br>Workshop Chairman<br></a>
<a href="/2008book/weissinger-overview.html">Workshop Chairman's Overview - Dr. Roger Weissinger-Baylon</a>
<a href="/2008book/joulwan.html">Opening Dinner Debate - <br>General George Joulwan<br>Former SACEUR</a>
<p>
<p align="center" class="style17">Part One<p>
<p align="center" class="style17">
<a href="/2008book/la-russa.html">Italian Defense Minister<br />
Ignazio La Russa
</a>
<a href="/2008book/browne.html">British Defense Minister<br />
The Rt Hon Des Browne
</a>
<a href="/2008book/gonul.html">Turkish Defense Minister<br />
Vecdi G�n�l
</a>
<a href="/2008book/di-paola.html">NATO Military Committee Chairman<br />
Admiral Giampaolo Di Paola
</a>
<a href="/2008book/zappata.html">Admiral Luciano Zappata<br />
Dep Supreme Allied
Commander Transformation
</a>
<a href="/2008book/camporini.html">Italian Chief of Defense<br />
General Vincenzo Camporini
</a>
<a href="/2008book/zappa.html">Alenia Aeronautica Chairman<br />
Dr. Giorgio Zappa
</a>
<br>Part Two<br>
<p align="center" class="style17">
<a href="/2008book/baramidze.html">Georgian Vice Prime Minister<br />
Giorgi Baramidze
</a>
<a href="/2008book/chizhov.html">Russian Amb to EU<br />
Vladimir Chizhov
</a>
<br>Part Three<br>
<p align="center" class="style17">
<a href="/2008book/eldon.html">British Amb to NATO<br />
Stewart Eldon
</a>
<a href="/2008book/akram.html">Pakistan's Amb to U.N.<br />
Munir Akram
</a>
<a href="/2008book/de-la-sabliere.html">French Amb to Italy<br />
Jean-Marc de la Sabli�re
</a>
<a href="/2008book/tkeshelashvili.html">Georgian Foreign Minister<br />
Eka Tkeshelashvili
</a>
<a href="/2008book/stefanini.html">Italian Amb to NATO<br />
Stefano Stefanini
</a>
<a href="/2008book/buzhinsky.html">Lt Gen Evgeniy Buzhinsky<br />
Russian Min of Defense
</a>
<a href="/2008book/winid.html">Polish Amb to NATO<br />
Boguslaw Winid
</a>
<br>Part Four<br>
<p align="center" class="style17">
<a href="/2008book/tegnelia.html">DTRA Director<br />
Dr. James Tegnelia
</a>
<a href="/2008book/rood.html">U.S. Under Sec of State<br />
John Rood
</a>
<a href="/2008book/joseph.html">Former Under Sec of State<br />
Amb Robert Joseph</a>
<a href="/2008book/berdennikov.html">Russian Amb-at-large<br />
Grigory V. Berdennikov
</a>
<a href="/2008book/benkert.html">U.S. Asst Sec of Defense<br />
Joseph Benkert
</a>
<a href="/2008book/flory.html">NATO Asst Sec Gen<br />
Peter Flory
</a>
<a href="/2008book/sedivy.html">NATO Asst Sec Gen<br />
Jiri Sedivy
</a>
<a href="/2008book/pfirter.html">OPCW Dir Gen<br />
Amb Rogelio Pfirter
</a>
<br>Part Five<br>
<p align="center" class="style17">
<a href="/2008book/lather.html">SHAPE Chief of Staff<br />
General Karl-Heinz Lather
</a>
<a href="/2008book/fitzgerald.html">Admiral Mark. P. Fitzgerald
<br />
Allied Joint Force Command Naples
</a>
<a href="/2008book/ildem.html">Turkish Amb to NATO<br />
Tacan Ildem
</a>
<a href="/2008book/schuwirth.html">Fmr SHAPE Chief of Staff<br />
General Rainer Schuwirth
</a>
<a href="/2008book/acosta.html">Global Impact CEO<br />
Ms. Renee Acosta
</a>
<a href="/2008book/soligan.html">Lt Gen James Soligan<br />
Allied Command-Transformation
</a>
<a href="/2008book/bagnall.html">Former UK Vice Chief of Defense Staff<br />
ACM Sir Anthony Bagnall
</a>
<br>Part Six
<p align="center" class="style17">
<a href="/2008book/volkman.html">U.S. Dir of Internat. Coop.<br />
Alfred Volkman
</a>
<a href="/2008book/tozzi.html">Major General Claudio Tozzi<br />
Italian Defense Ministry
</a>
<a href="/2008book/homberg.html">EADS Senior Vice Pres<br />
Thomas Homberg
</a>
<a href="/2008book/shephard.html">Northrop Grumman VP<br />
Mr. Timothy Shephard
</a>
<a href="/2008book/buckley.html">Thales Senior VP<br />
Dr. Edgar Buckley
</a>
<a href="/2008book/harris.html">Lockheed Martin Global Pres.<br />
Dr. Scott A. Harris
</a>
<a href="/2008book/schneider.html">AFCEA CEO<br />
Kent Schneider
</a>
<a href="/2008book/patterson.html">Mr. David Patterson<br />
Univ of Tennessee
</a>
<p align="center" class="style17">Part Seven
<p align="center" class="style17" style="margin-bottom: 0;">
<a href="/2008book/grimes.html">U.S. Asst Sec of Def<br />
Hon. John G. Grimes
</a>
<a href="/2008book/lentz.html">U.S. Dep Asst Sec of Def<br />
Robert Lentz
</a>
<a href="/2008book/aaviksoo.html">Estonian Defense Minister<br />
Jaak Aaviksoo
</a>
<a href="/2008book/bloechl.html">Microsoft, Managing Dir.<br />
Tim Bloechl
</a>
<a href="/2008book/wolf.html">Lt Gen Ulrich Wolf<br />
NATO CIS Service Agency Dir
</a>
<a href="/2008book/monteforte.html">Italian Milrep to NATO<br />
Vice Adm Ferdinando Sanfelice di Monteforte
</a>
<a href="/2008book/lintonen.html">Finnish Amb to UN<br />
Kirsti Lintonen
</a>
<a href="/2008book/silvestri.html">Dr. Stefano Silvestri<br />
Istituto Affari Internazionali
</a>
<a href="/2008book/yousfi.html">Algerian Amb to UN<br />
Youcef Yousfi
</a>
<a href="/2008book/karem.html">Egyptian Amb to EU<br />
Mahmoud Karem
</a>
<a href="/2008book/tarasyuk.html">Former Ukrainian Foreign Minister<br />
Borys Tarasyuk
</a>
</div>
</div>
<div id="content">
<div class="story">
<h2 class="workshop_year">Rome '08 Workshop</h2>
<!-- InstanceBeginEditable name="Main Content" -->
<h1>
Dealing with Crises in Iraq and the Middle East—The Importance of Civil-Military
Integration </h1>
<h2 style="margin-bottom: 0;">
Ms. Renée S. Acosta</h2>
<h2 style="margin-top: 0; margin-bottom: 0;">Global Impact CEO<B> </B></h2>
<h2 style="margin-top: 0; margin-bottom: 0;"><img src="images/acosta.jpg" alt="Ms. Renée S. Acosta" width="143" height="207"></h2>
<h2 style="margin-top: 0;">OPENING REMARKS </h2>
<p>
What I have to offer today is a different perspective, some information,
a description of some projects underway, and some ideas for the future.
I can plainly say that the world’s richest nations are heavily dependent
on the surging growth of the less developed nations for their, and parenthetically
for our, future prosperity. I can also say that developing nations have
obliged this dependence by opening their markets to trade and foreign investment
on an unprecedented scale—look at the recently announced agreement between
China and Angola. But as these markets open and expand, what is our responsibility? </p>
<p>
All of us have responsibility: governments, the private sector, and NGOs.
In the past those responsibilities were specific to each sector, and that
is where the complexities lie. While governments have been traditionally
responsible for infrastructure, safety, security, education, and so on,
there is now a blurring of roles between governments, the private sector,
and non-governmental organizations. This is well understood by those at
this workshop. </p>
<p>
At Global Impact, we developed a chart (see next page) that expresses our
view of the “course of history” regarding humanitarian relief and development. </p>
<p>
The desired end state is naturally the fourth quadrant: sustainability. </p>
<h2>THE ROAD TO SUSTAINABILITY </h2>
<p style="margin-bottom: 0;">
We begin in the first quadrant, with the preferred route of prevention
moving straightforwardly through development to sustainability. But as
fate would have it, a situation develops and some early warnings emerge.
This situation could be the south Asia tsunami, the Lebanon conflict, or
the Myanmar or China disasters, to name just a few. So we all rally and
hence we abandon development and move quickly to relief or, as expressed
in the second quadrant of my chart, preparedness and relief. This involves
scrambling for resources, locating resources, getting them to the location—all
with little or no real coordination or preplanning. By using the term preparedness,
we are being kind to ourselves. There is a flaw in the rush to provide
aid. For example, in the aftermath of the tsunami there was enough money
in contributions that the region could have leapfrogged to having schools
wired for computers. Instead the area was rebuilt as it was, not as it
could have been. </p>
<p align="center" style="margin-top: 0; margin-bottom: 0;"><img src="images/acosta-graph.JPG" alt="Graph of Humanitartian Relief & Development Course of History" width="571" height="449"></p>
<p style="margin-top: 0;">
When the developing situation is a natural disaster, life is easier because
we usually do not have those pesky political considerations. Of course
this does not include Myanmar, which, as a savvy cab driver in D.C. observed,
was a natural disaster that became a man-made disaster. </p>
<p>
But let’s suppose the disaster is political, or man-made, as we say in
our world. Then the decision to offer help begins with “If we will help”
rather than “When will we help.” In the world of NGOs, the reason for the
disaster is moot. For NGOs the only question is how to offer aid, and that
aid is offered with a blind eye to the belief systems or actions of those
in need. To others that aid could be considered “aiding and abetting the
enemy.” This is a real point of contention when it comes to working collegially
with the government. </p>
<p>
Now we are working in the second quadrant and moving to the third quadrant,
representing rehabilitation. But we never make it to rehabilitation because
of a short circuit: the money, the political will, the interest run out
and we are back where we started, at the first quadrant. We are in a trap—development
short circuits to early warning, preparedness, and relief and then cycles
back to development. A case in point: In 2005 there were two high-profile
international disasters: the tsunami in Asia and the earthquake in Pakistan.
These two events alone raised more than $2 billion to help survivors, and
as I noted earlier, the area was rebuilt as it was, not as it could have
been. </p>
<p>Afghanistan is a perfect example of this cycle. Of the organizations Global
Impact funds, 18 NGOs are supporting 58 programs, 2 of which have closed
because of safety concerns. In Iraq, 6 organizations are supporting 17
programs and another 6 have closed because of safety concerns. Some NGOs
feel that being identified with any government or the military of any country
endangers their programs and their safety. On the other hand, in the toughest
spots on earth, safety and security need to be provided—my earlier point
about the role of government. </p>
<p>
Back to the chart: NGOs are geared toward development and sustainability
but the money and political will are not. What can happen with a developing
situation is that the long history of working in a region is not recognized
or respected by those entering in crisis mode and those relationships are
not preserved for the aftermath, when sustainability can occur. It is the
NGOs’ relationships with local governments and with citizens and programs
that create stability and the potential for sustainable development. </p>
<p>
This happens again and again: The overlooked third quadrant. What we know
for certain is that disasters will occur; those of us at this workshop
could perhaps and with reasonable accuracy predict where one will occur
and the nature of the event. But next time, let’s use that awful crisis
to push our accumulated resources and efforts to rehabilitation, giving
us a better chance of sustainability. I submit that this is where the political
will and the allocation of resources will make the biggest impact. It is
where we will not only save lives but lift nations up to those who contribute
to the overall good. </p>
<h2>MAXIMIZING RESOURCES AND BUILDING RELATIONSHIPS THROUGH GLOBAL REACH </h2>
<p>
To begin addressing the differing missions, views, and activities of all
those concerned with delivering humanitarian assistance and stabilizing
affected regions, Global Impact has developed a program named Global Reach.
The mission of Global Reach is to maximize available resources to save
lives and, most important, it is <I>supported by preplanning.</I> At this moment,
Global Impact has memoranda of an agreement with the United States Southern
Command, Joint Forces NATO, and a strong working relationship with the
United States European Command. These working relationships allow the voice
of the NGO community to be heard at the most senior levels of command and
have resulted in exercise design, training and participation, and joint
humanitarian assistance projects. The primary objective is to build trust
and confidence. This program is built upon joint effort, and further along
it is our intention to engage the private sector as well; they will, after
all, profit from rebuilding. </p>
<p>
The U.S. military’s thinking about their contribution to all this is evolving
as well. The military has traditionally focused on disaster relief missions,
with relatively few activities associated with development and sustainability
(save for their work involving “theater security” matters). That is changing.
For example, the Navy’s new Cooperative Maritime Strategy places real emphasis
on developing the ability to generate longer-lasting relationships and
partnerships with other countries through the use of naval assets. Global
Reach works across all quadrants—preparation and relief and, increasingly,
development and sustainability. </p>
<p>
Part of the friction we have encountered as we launch Global Reach, inter
alia, is the perception on the part of some NGOs that having the military
move into development and sustainability will somehow upset their funding
streams and control over their world. This speaks only to the reason to
work on ways to do this successfully for all concerned, especially on behalf
of those who need the help the most. By joining together, partnering organizations
combine their resources and strengths, offset their weaknesses, and offer
the strongest effort possible to provide assistance to those in need around
the world. With a different perspective and a different mindset, we can
overcome the differing missions, views, and activities to work together
and perhaps make the biggest impact of all. </p>
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