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VOLUME 8 | NUMBER 1
JULY -AUGUST 2012
E NGAGING P ARTNERS G LOBALLY FOR S TABIL ITY , P EACE & DEVELOPMENT
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PUBLISHED BY
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Interview
FromHeadquarters
Life SavingAmidst Crisis
ĕĊėĆęĎĔēĘęĆćĎđĎęĞ
OS
ENGAGING PARTNERS GLOBALLY FOR
STABIL ITY , PEACE & DEVELOPMENT
THIS ISSUE
4 From the Editor’s Desk
5 President’s Message
28 ISOA Member News & Jobs Board
29 ISOA Membership Directory
GlobalPerspectives
VOLUME 8 | NUMBER 1 JULY -AUGUST 2012
PICTURE PICTURE PICTURE PICTURE PICTURE
241711 8 14
8 Medical Evacuation and MovementWhen medical support in theater is not enoughKraig Johnson
11 The Other Risk ManagementRemote Area Medicine & MedevacBrendon Bott
14 In-Country Medical RiskPrevention and PreparednessSean Caskie
17 Anatomy of a KidnappingHelping companies and individuals understandthe process and aftermath of an incidentWhitney Grespin
24 Confronting the Boko Haram Challengeto the Nigeria StateExploring Options for a Peaceful SettlementKwesi Aning
26 Escalating Violence in the Eastern DRCPolitical Dimensions May be ShiftingHerman J. Cohen
20 A conversation with Mark BartoliniDirector of the Office of foreign DisasterAssistance at USAID
FEATURE PG
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OVER the years, ISOA has experienced many changes—some small and incremental, and others
large and all at once. In each case, the industry has been the bellwether of change in the stability
operations community, ushering in the latest ideas and innovations as client needs change in
response to the strong winds of change in peace, stability, reconstruction, humanitarian aid, and develop-
ment. ISOA has been able to adapt quickly, and provide an industry voice in that community.
As many of our readers know, ISOA began as the International Peace Operations Association, founded with
a very small group of companies in April 2001, all working in support of peacekeeping operations in Africa.
Later that year, the unthinkable would happen, and subsequent and unprecedented international operations
in Iraq and Afghanistan would change the face of contracting worldwide.
By the Fall of 2010, IPOA’s membership had grown significantly to include the full gamut of players in
peacekeeping, military services, humanitarian aid and development support, disaster response and
reconstruction. To reflect the monumental change in membership since early 2001, the phrase “peace
operations” seemed too limited to describe the important and wide-ranging work that our membership was
doing every day. IPOA saw the prevalence of the “stability operations” community that had developed, in
which our full membership was playing a part. It was time to reflect that evolution.
The official name change of IPOA to ISOA may not seem like that big of a change—one letter in an
acronym, to be exact—but it was a reflection of the constant evolution of a dynamic and innovative group of
private sector and nongovernmental actors. Since then, ISOA has become more tuned in to the wider needs
of our members and their clients, and has been able to react quickly to industry needs. Just this year, we
have interacted with an increasing number of stakeholders and partners—from labor rights activists at our
May 1 Labor Trafficking conference, to foreign governments in our continued engagement on the Iraq Visa
issue and Afghan taxation of U.S. foreign assistance.
With the closing of volume 7 of the Journal of International Peace Operations, I wanted to take a moment to
look at the evolution of the publication. Started as the IPOA quarterly in 2004, the publication grew in to a
widely read magazine under the leadership of former Editor-In-chief and ISOA Director, J.J. Messner. By
2007, it had solidified its place as the world’s only publication focused on the private sector role in conflict,
post-conflict and disaster relief environments. Through the evolution and eventual transition of the magazine
to me in January 2011, incremental changes have made continual improvements to its content, delivery,
and insights for partners, stakeholders, clients, and policymakers.
Now, in 2012, I am proud to announce the next step for ISOA’s flagship publication: on the same track as
IPOA’s evolution to ISOA, the Journal of International Peace Operations has now become Stability
Operations magazine. It is a significant improvement that will enhance our communications with all of our
partners, while continuing to provide valuable industry information, news and trends.
I hope that you enjoy the new format, updated look and feel, and revitalized focus. SO will continue to be a
strong voice for the stability operations community writ-large, and will provide an improved platform for
sharing best practices, lessons learned and what’s next for this important field, where our membership
works every day to lay the foundation for long term stability, peace, and development. ■
Jessica Vogel is the Director of Programs & Operations at the International Stability Operations Association (ISOA)and the Editor-in-Chief of Stability Operations magazine. Contact Ms. Vogel at [email protected].
The Winds of ChangeWelcome to the new Stability Operations magazine
Jessica Vogel
From Headquarters | From the Editor’s Desk
Copyright © 2012 International Stability Operations Association (ISOA).All rights reserved. The ISOA logo is a trademark of ISOA. StabilityOperations magazine (SO) and its logo are trademarks of ISOA.
STABILITY OPERATIONS MAGAZINE IS THE WORLD’SONLY PUBLICATION EXPLORING TOPICS PERTINENT TO
PUBLIC, PRIVATE AND NONGOVERNMENTAL SECTOR
ACTORS PARTNERING IN PEACE AND STABILITY
OPERATIONS. SO IS PUBLISHED 6 TIMES PER YEAR
BY ISOA, A GLOBAL PARTNERSHIP OF PRIVATE
SECTOR AND NONGOVERNMENTAL ORGANIZATIONS
PROVIDING CRITICAL SERVICES IN FRAGILE
ENVIRONMENTS WORLDWIDE.
Editor-in-ChiefJessica Vogel
Assistant EditorEric Long
Contributing EditorNaveed Bandali
PublisherDoug Brooks
Business ManagerJason Kennedy
ISOA welcomes submissions for all SOmagazine content. The editorial teamreserves the right to accept or rejectsubmissions for print and/or online use.
The opinions expressed herein or on peaceops.comdo not necessarily represent the opinions of ISOA, itsofficers, Board of Directors, members or affiliates.ISOA bears no responsibility for the editorial content.Views expressed in articles are those of the authors.
No part of this publication may bereproduced in any form without permissionin writing from the Editor-in-Chief.
ISOA members receive a limited number ofsubscriptions included in their membership package.Individual annual subscriptions are available for$30 (US & Canada) and $50 (International).
Advertising packages are available. Contact ISOA forpricing and information.
Formerly the Journal of International PeaceOperations (JIPO) and the IPOA Quarterly.
The Publication of theINTERNATIONAL STABILITY OPERATIONS ASSOCIATION
1634 I St. NW, Suite 800,Washington, D.C. 20006, U.S.A.E-mail………[email protected] site……..www.peaceops.comISSN 1933-8189
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S TABIL IT Y , P EACE & D EVELOPMENT
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BY MOST ACCOUNTS, the African
Union efforts in Mogadishu, Somalia
are successfully stabilizing the city
and region, and doing so at a fraction of the
cost were it a typical international effort–
especially a Western-led operation, such as
those conducted by NATO. Although not
without rough moments, particularly in the early
days, the mission is breaking new ground and
providing a glimpse of the future conduct of
peace operations by the international
community: militaries from less developed
states complemented by robust, specialized
private sector services.
We have seen that militaries from developing
countries have fewer political impediments and
more compelling motivations for deployments in
these vital international operations. In Africa,
regional militaries have been quite willing and
surprisingly successful in addressing regional
issues so long as their operations are
supported with funding and specialized services
from the international community. At the same
time, equipment, advanced training and
services such as airlift, maintenance, base
support and medical facilities make militaries
more professional and capable. While even
minor tactical setbacks often make Western
deployments untenable politically, African
militaries have shown an enviable resilience
and willingness to sustain and complete their
missions.
The Africa Union AMISOM mission’s recent
success in Somalia has been extraordinary.
Their al Shabaab foe have been outfought and
outmaneuvered; their resistance has been no
match for the Uganda-led advancing AU force.
Only a few years ago, AMISOM had a poor
reputation among Somalis: using artillery to
answer snipers, for example, with all the
collateral and humanitarian damage that
creates. This time around, AMISOM troops are
clearly much better trained in vastly improved
tactics.
Past experiences ensure that Western nations
remain loathe to deploy any boots on the
ground in Somalia, but plenty of private
organizations on the ground are engaged in
training and advising, dealing with unexploded
ordnance and IEDs, providing a high-level of
medical care, and delivering extensive logistical
support to the AMISOM personnel. By most
accounts the public-private partnership in
Somalia is paying off with the first real potential
for stabilizing this long-time region of chaos.
A similar public-private operation is ongoing in
the north of Somalia where the UAE has funded
an extremely successful program to train up the
Puntland Maritime Police Force (PMPF). In this
case, the private sector, with the full support
and cooperation of the local government, has
trained up a small but effective police force
capability from scratch. This relative handful of
locals (less than 500), operating from a small
but well-equipped base in Bosaso on the north
coast of Puntland, have chased pirates from all
their primary bases in the region. The PMPF
operation has been operating at a fraction of
the cost of the international fleet doing counter-
piracy patrols in the waters off the Somalia
coast (approximately $24m vs. $2B per year!),
but has done far more to disrupt the pirate
scourge. Combined with the AMISOM operation
in the south, there is far greater reason for hope
in Somalia than at any time in the past twenty
years. Unfortunately, the rumored end of
funding for this operation would be yet another
enormous setback for Somalia and international
counter-piracy efforts, unless others in the
international community are prepared to step up
and cover the remarkably miniscule cost of the
operation.
AMISOM and the PMPF are proving that local
and regional actors are willing and capable of
robust and effective operations to successfully
address complex issues that have befuddled
the larger international community for decades,
due to political complications and reluctance to
commit force. Innovative use of contractors has
maximized the effectiveness of the operations
and successfully tapped into the vast
experience of retired military personnel from the
best forces in the world. It has also minimized
the political exposure of countries supportive of
the political goals of ending piracy and
stabilizing Somalia, but unprepared to put their
own ‘boots on the ground’. It is a model that
works and could and should be expanded,
considering the enormous humanitarian
potential for the future. ■
By most accounts the public-private partnership������ ����������������������������ϐ���������������Ǧtial for stabilizing this long-time region of chaos.
Doug Brooks is the President of the International Stability Operations Association (ISOA). Contact Mr. Brooks at [email protected].
From Headquarters | President’s Message
The Stability Modelof the FutureSupporting Regional & Local Solutions
Doug Brooks
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WORKING in a fragile environ-
ment presents many risks for
any actor, whether delivering
food to a starving population, training police
forces, or building base camps. The stability
operations community is no stranger to the risk
of workplace injury, sudden illness, or even
attack or kidnapping. When crisis strikes,
organizations working in conflict, post conflict
and disaster relief environments must react
quickly. This feature explores the many facets
of life saving amidst crisis—preparation,
planning, and crisis response.
Medical services are an important piece of the
crisis response puzzle. �ėĆĎČ� Ĕč ēĘĔē�
provides a valuable industry point of view in his
discussion of medical evacuation and
movement in austere environments. Drawing
from experience in Afghanistan, he covers a
wide scope of possible medical emergencies,
available responses and useful prevention tips.
It is easy to forget that medical crisis prevention
strategies are part of an overall risk manage-
ment strategy. �ėĊēĉĔē��Ĕęę�tackles life
saving from a risk manager standpoint,
covering the major challenges from assessment
to medevac to planning. As in any life saving
effort, time is the most critical element and
proper risk preparation can mean the difference
between life and death.
Prevention and planning have become the
catchwords of medical services delivery in
unstable places. �ĊĆē��ĆĘĐĎĊ�provides the
“Medical Emergency Preparedness Checklist”
and highlights the importance of coordinating
with the right partners—be it insurance
providers, medevac specialists, or government
clients. The quality of care for staff is often only
as good as the partners the company works
with.
Employees don’t just face medical risk—
kidnapping is unfortunately all too common.
� čĎęēĊĞ�ėĊĘĕĎē�takes another crisis
perspective in discussing the elements of a
kidnapping crisis, and how a company can
prepare their employees and improve their
prevention capabilities in order to save lives. ■
FEATURELife Saving Amidst Crisis
Managing Risk in Employee Crises: From Medical Emergencies To Kidnapping
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OVERVIEW
As of February 2012, in Afghanistan,
there were over 110,000 civilian
contractors, compared to approxi-
mately 90,000 US military service members,
according to the Department of Defense. These
civilian contractors provide many services
including security, base life support (BLS),
maintenance of vehicles, interpreters, and
dining facilities. While the military medical
components do provide life, limb and eyesight
(LLE) medical care, the majority of the primary
care medicine falls on the contractor.
With the limited medical resources in theater
and the number of employees from different
countries and various levels of routine medical
care provided by their host countries, the need
for employees to be transported out of theater
for definitive care and evaluation poses a
challenge to any contractor.
According to the Labor Department’s statistics,
1,777 American contractors in Afghanistan
were injured or wounded seriously enough to
miss more than four days of work in 2011
(NYT). This number alone shows the basic
impact of providing services in an environment
such as Afghanistan.
There are 3 types of movement that routinely
occur in theater for medical purposes. They are:
Patient Movement, in theater, where an
employee suffers an injury or illness that
requires him/her to be moved to a facility
(military or contractor operated) that has more
extensive diagnostics (radiology, laboratory,
etc.) or higher trained medical professionals
(Physicians, PA’s, etc.). An example of this
would be an employee is injured at a smaller
FOB and is transported to a larger FOB or base
for care.
Patient Movement, out of theater, where an
employee suffers an injury or illness that is
beyond the scope of medical services provided
in theater but is not serious enough to require
utilization of the emergency medevac system.
An example of this would be an employee with
an orthopedic injury requiring rehabilitation or
surgery.
Medevac, where an employee suffers an injury
or illness that is severe enough that either the
military medical personnel or the contractor
civilian medical provider initiates the emergency
medevac system. Examples could be an
employee suffers traumatic injuries from hostile
fire or has a heart attack
Most of the movements occur through
coordination of care between both civilian and
military medical assets. Except for the instance
of an activation of the emergency medevac
system of the military, most all other move-
ments are coordinated through the contractor
medical provider (Onsite OHS, for example),
and the prime contractor’s insurance provider.
As the medical condition is discussed with all
pertinent parties (contractor medical provider,
prime contractor management, prime contractor
insurance provider, and civilian medical
transport agency), the appropriate level of
patient care is discussed and agreed upon by
the providers. In the period from 2009-current,
Kraig Johnson has over 20 years in the Medical Program Management Field and is currently the Director of Operations for Onsite OHS. Contact Kraig [email protected].
Feature | Life Saving Amidst Crisis
Medical Evacuation andMovementWhen medical support in theater is not enough
Kraig Johnson
PatientMovement
(non-militarymedevac)
Civilian MedicalProvider (i.e. OnsiteOHS) coordinates
with PrimeContractor InsuranceProvider (i.e. CIGNA)
Civilian MedicalTransport Agency is
contacted andProvider-to-Provider
Communication isinitiated
Civilian Contactor MedicalProvider, Insurance
Provider, and CivilianMedical Transport Agencymaintain communicationuntil employee arrives at
destination Medical Treat-ment Facility (MTF)
Civilian MedicalProvider (i.e. Onsite
OHS) coordinateswith AOR TheaterMedical Command
MilitaryMedevac System
required
Employee isinjured/ill requiring
out of theatermovement
Figure 1: Basic Flowchart of Medical Movement Process
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there have been very few instances that the
author can recall where there has been a
difference on medical opinion on the level of
care to be provided to an employee who was
being transferred out of theater (this will be
discussed further in the Lessons Learned
section).
The overall coordination needed to provide a
successful medical transport from an austere
environment such as Afghanistan, to tertiary
medical care facilities throughout the world is a
difficult task to say the least. Keep in mind that
over half of the contractor employees in
Afghanistan are non-US citizens. These
employees come from countries such as India,
Nepal and Kenya. This significantly plays into
the planning and coordination of a medical
movement in that there are varying levels of
care provided. For example, what a US citizen
might consider a lower standard of medical
facility in the United States may actually be a
high level of medical care in another country.
This is where the communication and
coordination proves to be vitally important.
The open lines of communication (see figure 1)
ensure that all information is shared with the
necessary parties. The entire process from the
time of injury/illness to arrival at the tertiary care
facility can vary tremendously. Factors that can
impact overall time required to move an
employee include, but are not limited to the
following:
The overall medical condition, as the
seriousness of a condition can dictate speed
and urgency of medical transport. This
sometimes causes an event that may have
started as a basic movement to an event that
escalates to the necessity to activate the
emergency medevac system.
The geographical location of employee, as this
impacts how quickly an employee can get to a
definitive level of care. This also is driven by
type of movement assets available (ground,
rotary wing, or fixed wing).
The nationality of the employee, as some
nationalities have difficulties obtaining entry
visas for certain countries, even if they are on
an air ambulance.
Administrative issues, since any movement in
theater, or especially out of theater, requires a
number of administrative tasks that need to be
completed prior to the employee going
anywhere. These include but are not limited to:
copies of LOA in hand, passport, medical
records, and contact information for the facility
the employee is going to, liaison information,
embassy information. These issues are
routinely handled by the Contractors HR
department in coordination with in-theater
project management and medical provider
personnel.
Lessons Learned
While providing medical services in various
austere locations, Onsite OHS has assisted/
initiated over 700 medical evacuations/patient
movements. These have consisted of routine
cases such as chronic orthopedic issues, to
immediate medical responses, to hostile
actions.
Continued on page 10
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The OHS model for medical evacuation and
movement has worked, for the most part, as
efficiently as expected. The pitfalls appear
when there is miscommunication, or when
mission priorities change the outlook for a
medical evacuation/movement. Depending on
the particular location, some prime contractors
still rely heavily on un-owned air assets such as
the military or other contractors, and with that,
the movement of the patient may be at the
discretion of mission commanders or other
contractors.
Overall, our experience has been that the
interaction with all parties (prime contractors,
Insurance providers, military medical assets,
and tertiary care facilities) has been exemplary.
When it comes to medical issues, everyone
usually is able to fully understand the urgency
and need for an employee to get to a higher
level of care.
Some lessons learned prove to be simple yet
vital in the success of medical movements/
evacuations:
Engage all applicable parties BEFORE the
need arises by making early initial contact with
the contractor’s DBA/Insurance providers,
asking the names and contact numbers of the
air ambulance providers that are used, and
making initial contact with them, meeting with
the highest level of military medical authority at
the FOB(s) or location(s) you will be operating,
building a strong working relationship with
contractor HR/personnel management, and
coordinating closely with contractor site
management to clearly define the roles that are
to be played and discuss any issues that may
arise.
Prevent complacency by not letting the lack of
using the medical evacuation/movement
processes allow it to become outdated and
flawed. Routinely follow up with all parties at
regular intervals to allow for better coordination
and communication when the need arises.
Schedule a debriefing with site management
and contractor insurance provider after a
medical movement to discuss what could be
done differently, the positives, and the
negatives. Make sure to update policies and
procedures as missions change (base expands
or contracts, decreased number of contractor
employees, loss of assets, etc.) and maintain a
updated list of available resources, both civilian
and military, and reciprocate that information
with them.
Maintain patient advocacy by understanding
that this is a stressful event for an employee.
Think of what can be done to minimize that
stress and ensure that the employee gets the
most prudent medical care in the shortest
amount of time possible. This includes being
the go-between with the insurance company,
civilian air ambulance provider, or military
asset. Relay any concerns you have as early as
possible and seek resolution as soon as
possible.
Follow up by ensuring that you maintain
communication and status reports from the time
the medical movement is initiated until the
employee arrives at their final Medical
treatment facility. This will allow you to update
your client, site management and other
personnel as needed. This also allows you to
fully close out any recordkeeping or patient
records that need to be updated. ■
Continued from page 9
The overall coordination needed to provide a successful medical transportfrom an austere environment such as Afghanistan, to tertiary medical care����������������������������������������ϐ���������������������������Ǥ
Feature | Life Saving Amidst CrisisP
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INTRODUCTION
For organizations working in emerging nations, areas of current conflict, post conflict or just
plain remote locations, the delivery of safe and adequate medical services is paramount and
can be an extreme challenge in these ‘frontier’ style environments. Local medical services in
such locations are often underfunded and lacking in medical equipment, trained medical personnel,
Author biography and/or article information.
Feature | Life Saving Amidst Crisis
The Other Risk ManagementRemote Area Medicine & Medevac
Brendon Bott
Continued on page X
and often non-existent infrastructure. Added
to this, many of the medical consumables and
pharmaceutical supplies can be scarce and
where they are available, sub-standard or
expired supplies are often in use. This can then
exacerbate and complicate already serious
medical conditions. Overlay this with, for
example, the harsh climatic conditions of the
South Sudan tropics, renowned globally as the
country with the most tropical diseases, paired
with rising insecurity and organizations face
major challenges and risks to protect staff
medically.
Most organizations that have the responsibility
of providing medical support to their staff face
a myriad of decisions regarding medical risk
management and mitigation planning. All this
has to be balanced against available budgets
and operational necessities. The requirement
to establish robust emergency MEDEVAC
procedures or non urgent patient repatriation
takes considerable professional evaluation and
expertise.
Medical Assessment & Medical Service
Planning – The Health Risk Assessment
As with all ‘frontier’ work challenges, the
planning and implementation phases are
critical to ensuring robust and lasting medical
service solutions that will facilitate any range of
scenarios that can typically be expected.
Decisions on whether to use remote area
medics or on-site clinics, levels of care and
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Brendon Bott has worked for over 18 years in the medical field from a paramedic in the Northern Territory in Australia to a remote site medic working on seismic shipsin the North Sea to gold mines in the Mongolian desert. Acknowledgements – Patsy O’Hagan & Peter Glenister.
Continued on page 12
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equipment schedules, personnel and
qualifications are just some examples requiring
detailed professional assessment. Assessment
topics should include a full site health, safety
and environment audit, climatic conditions and
the prevailing and predominant disease risks,
evaluation of any current medical services and
infrastructures and thorough risk mitigation
strategies. Detailed Health Risk Assessments
conducted by experienced and qualified remote
medical specialists is essential. Medical supply
chain challenges often abound and in turn
require the appropriate expertise and planning.
Medevac
When an incident occurs in a remote area, a
well designed medical service solution does
have a structured and staged process to safely
transport and treat the patient from the field
area and on to a static clinic for further
intervention and possible transfer for specialist
care. This starts from having immediate access
to appropriate medical transport on site to
respond, treat and stabilize the patient.
Secondly and often overlooked (usually
because “I thought our Medical Insurance just
took care of it”), is the coordination from the
field to the more complicated process of
transportation in order to reach a higher level of
care. This often involves international flights for
chartered aircraft and the coordination with a
number of different organizations and
government departments to secure approval
and admission. Prior planning, organization and
rehearsal are fundamental to the success of
this process.
Time is critical for medical evacuations and
issues that can eat away the time abound.
Some are as follows:
Understanding your medical insurance cover
and the provider’s obligations.
Having aircraft and medical staff sourced and
available in advance.
Understanding how to obtain the right
clearances especially concerning aviation and
immigration.
Coordinating the logistics of ground ambulanc-
es, stabilization and critical care clinics when
they exist, with aero med evac platforms.
Communicating with patients ‘HQ’, relatives and
insurance companies.
Ensuring that up to-date medical information is
provided to both the Medevac team and the
receiving facility.
Planning
Understanding your surrounding environment is
key to establishing a set protocol in a remote
area or an area of insecurity. Individuals and
companies that are working in these locations
need to conduct detailed Health Risk
Assessments at all work sites - desk assess-
ment alone is not advisable - to evaluate and
plan for normal treatment protocols as well as
any emergency response if an incident occurs.
For example, the likelihood of Malaria in the
Gobi desert is not a concern as it would be for
the Tropics of Africa, but both areas have high
risk of motor vehicle accidents. Again, in
Afghanistan or Iraq the incidence of explosive
or gunshot injuries is liable to be a lot higher
than in a town or city in South Sudan.
Understanding these scenarios, planning and
training for them and communicating them to
staff are fundamental components in a
comprehensive medical service solution. In
addition, resources available locally to support
any response is also important, so that any
coordination with medical assistance
companies can run smoothly. The cost of these
evacuations can be high and place a financial
liability on the company. Medical & Evacuation
insurance companies and their assistance
partners provide this safety net when incidents
do occur.
For the assistance companies to synchronize
the logistics of cross border evacuations, a
considerable amount of paperwork and
communication is required, the core of which is
the patient’s information and medical reports.
This is essential in providing the appropriate
and timely activation of medical evacuation
response. Having a consolidated database of
employees reduces the problems and
streamlines the process.
Time is critical for medical evacuations and is-sues that can eat away the time abound.
Feature | Life Saving Amidst Crisis
Continued from page 11
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Activation
Medical evacuations are categorized into
commercial evacuations (accompanied) or an
Air Ambulance (a dedicated aircraft) that has
been specifically fitted out for transfer of
patients which includes stretchers, oxygen and
patient monitoring equipment. The movement of
casualties in all weathers, over all terrains, at
any time (subject to the situation of the
moment) is a key capability.
On-site medical clinics and indeed field site
medical staff need to have the skills and
experience to recognize the limits of their
treatment capacity and to initiate the evacuation
process at the earliest point on the healthcare
continuum.
Medical evacuations fall in to 2 categories –
urgent, and non urgent.
Transferring patients by air requires specialized
training and experience as the changes in
atmospheric pressure affect the injured patient
and the treatments in specific ways. Trauma
injuries which account for a large percentage of
medical evacuations need to have special
considerations when evacuating by air.
The aircraft that are used to perform medical
evacuation are configured specifically to
accommodate stretchers, oxygen use and,
when necessary, to allow for the electrical
discharge of defibrillators during cardiac arrests
and resuscitations. Due to the remote locations
of these work sites, there are also often
restrictions on the type of aircraft that can
access the landing strip, where one does exist.
For example, the size and type of the runway
limits the type of aircraft. This can in turn
impact the response time when sourcing aircraft
and calculating the time for admission to
definitive treatment. Time is a critical factor for
evacuations with considerations given to time to
activate the aircraft and crew, the flight time and
the accessibility of the landing strip during
daylight hours. This could mean that it takes
upwards of 12 to 24 hours before a patient is
admitted in the referral health facility. Again,
thorough planning during the assessment
phase will have identified this and the
established process will have ensured suitable
levels of equipment, qualified personnel and
facilities are in place to handle the situation and
keep the patient alive.
Conclusion
In addition to appropriate planning and risk
management, working with the right partners
with the right capabilities can make a
tremendous difference in a medical crisis. Unity
Resources Group’s Clinic in Juba, South Sudan
performs and coordinates over 50 evacuations
a year, with specialized care and stabilization
onsite and coordination with retrieval aircraft
and receiving health facilities. Building strong
working relationships and understanding of
available resources is paramount in delivering
medical evacuations when urgently required.
Unity Medical Services has clinics throughout
South Sudan and in Iraq and specializes in
remote area medical service solutions. ■
In addition to appropriate planning and riskmanagement, working with the right partners
with the right capabilities can make atremendous difference in a medical crisis.
Feature | Life Saving Amidst CrisisP
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WHEN working in high risk,
international environments such
as Afghanistan, employees in all
industries are exposed to foreign illness and
tropical disease. While precautions and
preventative measures are taken to avoid
sickness abroad, once contracting a medical
ailment, it can quickly transform into life-
threatening condition, without proper medical
service assistance. If a colleague begins to
exhibit symptoms of illness beyond personal
treatment, local, in-country medical centers can
attempt to diagnose or suggest treatment.
However, with limited resources and medical
equipment, the local assistance may be unable
to treat or diagnose the ailment. At this point,
contact with the corporate HR department must
be established to continue support through
insurance.
By the nature of the industry, it should be
obvious that expeditionary services are
hazardous, evolving, and fast paced. The
example described above is unusual, but most
difficult scenarios are unusual. Constant review
and alterations of corporate medical procedures
must be continual in order to prevent a situation
as mentioned above. Failure on all sides may
be apparent—from corporate offices, to
insurance firms, to those working in-country—
but ineffective procedures can lead to life or
death circumstances.
When it comes right down to it, you need to
have contingency plans in place in the event
that on-hand resources are unavailable.
Therefore, it is incumbent on each person in the
field to educate themselves on what the
company plans and policies are in the event of
an injury or illness so severe as to require
medical evacuation. Once you’ve reviewed
your company program, ask questions—
because it is your welfare at stake.
Another reality is that regular insurance
companies do not have persons to deploy to
the scene of a crisis. It is up to you to get to a
hospital and only then will they begin their
services. If you find yourself or a staff member
in the middle of nowhere in critical condition, a
regular insurance company is not going to be
what you need. You will need to be evaluated,
stabilized and evacuated as quickly and safely
as possible.
The sample checklist in Figure 1 provides steps
to ensure you are properly educated and
prepared for any emergency medical
circumstance in-country.
When it comes right down to it, you need to havecontingency plans in place in the event that
on-hand resources are unavailable.
Sean Caskie is the Program Manager for CJPS at SOC LLC, and has spent most of the last 11 years overseas in post-conflict markets providing life and missionsupport. Here he shares lessons learned from a past employment experience.
Feature | Life Saving Amidst Crisis
In-Country Medical RiskPrevention and Preparedness
Sean Caskie
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Whomever your company chooses to work
with, the goal should be the provision of world-
class medical response, advice and evacuation.
The MEDEVAC firm must be able to provide the
medical and security expertise combined with
an ability to deploy their own professionals to
the exact location of your emergency and
transport an employee to the destination of
choice.
One thing to keep in mind is that most
MEDEVAC firms are not insurance companies.
If you are not contracting them through your
insurance provider, you most likely will be
required to contract with them prior to any
emergency, or be prepared to pay a significant
fee up-front. If you do contract directly with the
MEDEVAC provider, make sure you and the
insurance provider understand your coverage.
Appropriate preparation, including well thought
standard operating and effective emergency
procedures, will ensure that when a medical
crisis occurs and a staff member becomes
injured or ill, problems in seeking treatment will
be mitigated.
In the stability operations industry, it is
incumbent on companies to provide quality care
to their staff. Companies ask them to work in
dangerous environments, often at considerable
risk. It is part of the industry’s responsibility that
people are cared for adequately, even when the
unforeseen occurs. ■
Feature | Life Saving Amidst Crisis
� ĊĉĎĈĆđ��ĒĊėČĊēĈĞ��ėĊĕĆėĊĉ ēĊĘĘ��č ĊĈĐđĎĘę
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Identify medical facilities and professionals in your area, both locally and regionally and cre-ate relationships with them
Make sure they understand the nationalities of ALL your employees and be clear on the typesof coverage they provide to each
Ensure that illness and injuries that are not work related are covered by your insurance pro-vider
Review your policy at least every 6 months, and each time you enter a new geographic market
Ensure that your MEDEVAC company has a facility located in the country in which you oper-ate, with the proper licenses and assets to provide contracted assistance
Ensure that your human resources department has realistic emergency response procedures,��������������ϐ�������������ǡ���������������������������������������������������������������������that is updated annually
������������������������������������������������ϐ���������������������������������������your team to review operations and procedures
���������������������������ǡ�������������������������������������ϐ������������������ǡ������Ǧ�����������������������������������ȋ�Ǥ�Ǥǣ����ϐ��������������Ȍǡ�������������������������– whichcould potentially impact life sustainment efforts
�������������������������ϐ������������������������������������ǡ��������������������ϐ������conditions.
Figure 1: Checklist for preparedness for any in-country emergency medical circumstance.
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WHILE ISOA member companies have committed to the highest standard of
responsible conduct, all companies operating in complex or non-permissive
environments face unavoidable risks inherent to their mission setting. Unfortunately,
one of the most potentially damaging risks faced in these environments is that of employee
kidnapping.
Although victims of kidnapping are commonly categorized as hostages, there is an explicit
divergence in the nature of hostage taking versus kidnap incidents. Hostage taking is a crime that
may be secondary to the initial intent, whereas kidnapping is a business where the victim is a
specific, intended target. The trade of kidnapping has developed into an industry of its own as
organized criminal and terrorist networks have become increasingly sophisticated. However, the
important thing to keep in mind in business is not the motivation of the perpetrators, but determining
the most effective resolution of an incident.
In order to determine how to respond to an event, companies and NGOs must understand the
anatomy of an incident, and thereafter develop actionable plans to best prepare, train, and protect
themselves from kidnapping crimes.
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Whitney Grespin is an Operations Associate at Atlantean, LLC, a provider of specialized services to the U.S. government and private sector clients around the world.
Feature | Life Saving Amidst Crisis
Anatomy of a KidnappingHelping companies and individuals understandthe process and aftermath of an incident
Whitney Grespin
Continued on page 18
Kidnapping Phases
Basic briefing and training programs are based
on conveying the body of knowledge
surrounding what actually happens before,
during, and after a kidnapping incident to give
potential victims the most comprehensive
situational awareness and preparation
possible. The following paragraphs outline the
phases and appropriate responses to be taken
by a victim in such circumstances.
Target selection/preoperational surveillance:
This pre-event surveillance can be discreet or
overt, mobile or static. This reconnaissance is
the initializing event, the first step of the
kidnapping. According to surveillance
detection specialists this is the only time one
would be able to realize that something is up.
This is the point at which the knowledge and
skills gained from formal education and training
about recognizing pre-incident indicators can
be game-changing.
Target acquisition/capture: At this stage in the
kidnapping event the wheels have already
been set in motion, and the options of the
individual are fight, flee, or surrender. If the
kidnappers are there to do harm they will do so
right away; however, if they are there to commit
a kidnapping, then they inherently have an
interest in negotiating safe release for their
captive as a means to their ends. During the
capture phase, potential victims have only a
split second to avoid capture before being
moved to a second location, at which point the
chances of successful recovery drop
dramatically. Once weapons are drawn and
pointed, the odds of escaping successfully
during the capture phase are against the
victim’s favor.
Transportation: If an initial escape attempt is
unsuccessful, then gaining as much situational
awareness as possible during transit to a
secondary or subsequent location is the most
important thing to which the victim should pay
attention. Individuals should think of survival
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and note things like how long it takes to get to
the location, any visible route markers or
landmarks, the amount of time that it take to get
somewhere, and the number of people and
their apparent relationships or hierarchy.
Detention and negotiation: During this phase
experts advise that captives mentally, “Prepare
for a long stay and remember negotiation isn’t
up to you.” The first actionable item that should
be a victim’s priority is to develop rapport with
the guard or anyone involved in order to
establish a relationship based on the human
condition. One experienced special operations
HUMINT specialist counseled, “You need to
show them you are a fellow human being.” As
per the Army’s Code of Conduct for Survival,
Evasion, Resistance, and Escape: “Surviving in
some terrorist detentions may depend on
hostages conveying a personal dignity and
apparent sincerity to the captors. Hostages,
therefore, may discuss non substantive topics
such as sports, family, and clothing, to convey
to the terrorists the captive’s personal dignity
and human qualities... The purpose of this
dialogue is for the hostage to become a
“person” in the captor’s eyes, rather than a
mere symbol of his or her ideological hatred.
Such a dialogue also should strengthen the
hostage’s determination to survive and resist.”
Furthermore, the HUMINT specialist advised
that these types of interactions allow you to
learn information about them, with which you
may be able to manipulate the captor(s) in the
future.
Private companies may hire the services of a
negotiator, but the US government adheres to a
strict policy of non-negotiation. It is the U.S
government’s policy to deny kidnappers the
benefits of ransom, reciprocal detainee/prisoner
release, policy changes, or any other act of
concession, and instead espouses the pursuit
of an investigation leading to the apprehension
and prosecution of kidnappers who illegally
capture and detain U.S. citizens.
Escape/rescue/liberation: When solicited,
insights and comments on escape decision
points and tactics waivered. So many aspects
that inform an escape decision are based on
situational context and personal capabilities, but
one professional commented, “[Escape
attempts have] gotta be all in – you can’t half
ass it.” Another countered that, “Professional
kidnappers have very tightly controlled areas
and one must consider the consequences of a
failed attempt: death, higher ransom, torture, or
if captured in a group, death to the remaining
members. Escape should be a last resort, and
only if your life is in imminent danger.”
A more ready consensus involved direct advice
given by individuals with awareness of and
experience with the execution of recovery
missions, who agreed, “If you’re ever kidnapped
and you hear a bang [flash bang/stun grenade],
you get down as fast as possible, do nothing,
and stay where you are.” In the event of a
rescue trained recovery personnel will conduct
a thorough search of the premises and would
find remaining noncombatants, and attempted
intervention or assistance on behalf of the
captive may only hinder or complicate their
procedures. “Stay still,” instructs a professional,
“Don’t try to get a gun; don’t try to help.”
The teams tasked with rescue missions vary in
quality from those with world class training from
western countries to ad hoc teams with little to
no training in third world countries. No matter
where it happens, if a rescue attempt occurs,
the best course of action is to stay on the
ground. Assistance to the rescue team comes
best after the operation through the sharing of
information witnessed during the capture and
holding phases of the event.
Recovery: The phase after the event is not just
for the victim and/or their family, but also for the
company and how they deal with the aftermath.
This after action and the post-event treatment
of the victim has an overwhelming impact on
whether there is animosity between the
organization and the employee about the
company’s treatment of the incident, and the
level of risk of legal action against the company.
Common Mistakes
Lessons learned from kidnapping events are
rarely shared or publicized due to the sensitive
nature of both the event itself and the related
legal repercussions. That being said, every
single subject matter expert consulted for this
article individually stated that surveillance
detection is the single most important skill in
which at-risk individuals should be proficient.
More generally, that critique translates to bad
situational awareness on behalf of the victim
and their failure to change patterns of life and
truly understand the surrounding environment.
One expert advises employees working outside
their normal comfort zone, “Don’t get
complacent; a lot of people get complacent
after having been there for a few weeks, a few
months, maybe a year or two and they start
thinking and behaving as locals. The problem
is that they will always be a foreigner to people
in the local population, including malicious
actors who are looking for easy targets.”
As one industry expert warned, “The days when
NGOs operated differently are over – they are
Feature | Life Saving Amidst Crisis
Continued from page 17
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at risk as much as anybody else.” While many
NGOs have valid concerns that their impartiality
may be compromised by working openly with
the military, that should not preclude them from
providing comprehensive training and briefings
to their employees.
Preventive Measures
While there are many aspects of these
environments that companies can’t control,
there are steps that they can take to avoid
undue complications by providing training and
guidance to employees. Beyond, or comple-
mentary to, the training that civilians receive
through mandated CRC processing for
government funded deployments is a wide
ranging menu of training options that private
companies can provide to NGOs and their
peers.
Francisco Quinones, Managing Director of Arcis
International, has been involved in over 150
kidnap-for-ransom, extortion, and wrongful
detention cases. His advice is straightforward,
“If [a company is] sending people to an area
outside their normal comfort zone, everyone
should have a formal pre-incident briefing
requiring written acknowledgement for two
reasons; first, to reduce risks, and second, to
reduce company liability.” He also advises the
establishment of a comprehensive crisis
management plan that details a clear chain of
responsibility during the incident, as well as
standard procedures to follow the resolution of
an incident and mitigate after-action against the
company.
From PSD providers in Iraq to human terrain
advisors in Afghanistan to oil companies in
Nigeria, all companies need to have compre-
hensive emergency action plans as well as
sufficient legal safeguards in place to protect
both the individual worker and the company
itself.
Companies should consult with their insurance
provider to discuss appropriate coverage
options and should also establish a baseline
working relationship with service providers who
specialize in incident response. Choosing a
company with clear past performance of such a
critical service is vital to successful resolution of
such an incident. Although nobody wants to
plan on an event like this occurring, there is no
worse circumstance than being unprepared to
respond appropriately.
A number of ISOA member companies provide
mitigation training and insurance advisory
services to help employers and deployed
personnel avoid or address such events.
For more information, please contact
Although nobody wants to plan on an event like this occurring, there is noworse circumstance than being unprepared to respond appropriately.
Feature | Life Saving Amidst Crisis
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MARK BARTOLINI is the
Director of the Office of foreign
Disaster Assistance at the U.S.
Agency for International Development. the
lead U.S. government agency for coordinat-
ing and responding to international
emergencies and disasters. Mr. Bartolini’s
disaster response experience includes a 13-
year affiliation with the New York-based
International Rescue Committee (IRC).
Looking at high profile disasters in recent
years, from hurricanes to tsunamis to
tornadoes to earthquakes, what trends have
emerged in disaster response, both positive
and negative?
Bartolini: Looking back at recent high profile
disasters, I can say that the humanitarian
community has learned from past mistakes and,
as a result, we’ve become stronger in several
ways. At USAID’s Office of U.S. Foreign
Disaster Assistance—USAID/OFDA for short—
we’re doing a better job of implementing best
practices. We’ve improved technically, with
better processes in place to assess and meet
critical needs during a disaster. A lot of
progress has been made in incorporating
innovation and technology into disaster
response, which has affected almost every
sector we work in, from agriculture to nutrition,
and health to protection. But although we’re
getting stronger, we unfortunately have less
access to the places and people that need our
help. Right now, we’re seeing humanitarian
workers barred from Syria. In Somalia, the
radical Islamist group al-Shabaab has denied
access to aid groups responding to a
devastating drought that left millions in need of
immediate assistance. What this has done is
make aid organizations more cautious about
sending in their teams, and organizations who
have suffered the loss of a staff member
understandably find it harder to bounce back.
You have had a long career in disaster
preparedness and response. Drawing from
your experiences, which particular disasters or
humanitarian aid environments have been the
most challenging?
Bartolini: I spent nearly two years in Bosnia
responding to the humanitarian needs brought
on by the war. I later responded to the conflict
in Kosovo and the subsequent refugee crisis in
Macedonia and Albania. To me, there’s no
question that complex emergencies caused by
war pose the greatest challenge to the
humanitarian community. As I mentioned
before, over the past few years, we’ve seen
more aid workers be given less access to
conflict areas. The safety and security of
response teams are being increasingly
threatened. Who loses out? Those most in
need. Beyond the challenges brought on by
conflict, there’s also the growing concern of
climate change and how it will impact future
disasters. The number of hydro-meteorological
hazards—like droughts and floods—has spiked
in recent decades, and their frequency is
expected to rise. This will undoubtedly trigger a
new wave of crop failures or water shortages
leading to food insecurity and hunger. What’s
more, all the development gains we’ve made
could be wiped out unless communities are
given the tools and training to be more resilient
to the effects of natural disasters.
Having worked in multiple sectors, how
would you define the roles for government
agencies in disaster and crisis response
compared to those for the private sector and
nongovernmental organization community?
How important is the role of contractors and
grantees from the private and nongovernmental
sectors?
Bartolini: When disaster strikes, everyone—
the federal government, the UN, NGOs and the
private sector—springs into action. While
there’s strength in numbers, an effective
disaster response requires good coordination of
all these players. As the designated U.S.
Government lead for coordinating foreign
disaster assistance, USAID/OFDA plays a key
role in saving lives and getting people back on
their feet. We have a global team of regional
advisors who can get on the ground quickly,
identify the most urgent needs, communicate
with local officials, and help coordinate an
appropriate response. We also have teams of
technical experts, like engineers, doctors and
logisticians, which conduct detailed assess-
ments. USAID/OFDA uses this information to
make informed decisions about what kind of
assistance should go where. This is shared with
donors, UN partners, and NGOs, who then roll
out life-saving programs in the affected
communities. Coordination, which USAID/
OFDA plays a lead role in providing, is crucial
to an effective response. The private sector
can—and does—help us by contributing
innovative ideas, technology, and resources.
When combined with the assistance USAID/
OFDA provides, these contributions make a
significant and lasting difference in the lives of
About OFDA: Mr. Bartolini leads a staff of 250 committed disaster response professionals who are on call 24/7 in fulfillment of their global mandate to save lives,alleviate suffering, and reduce the social and economic impact of international natural disasters and conflict. In fiscal year 2010, OFDA responded to 73 disastersaffecting tens of millions of people in 56 countries and provided more than $974 million for emergency relief and mitigation activities.
Q&A | A Conversation with Mark Bartolini
The U.S. Response toInternational DisasterA Conversation with USAID’s Mark Bartolini
ISOA Editorial Team
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communities hit hard by crisis. USAID is looking
to identify more public-private partnerships
because they make sense, not only in disaster
response, but in preventing future disasters.
The private sector—especially contractors—can
play an important supporting role in reducing
risks around the globe. Companies can help in
long-term development projects by rebuilding
roads and bridges in Africa, for example, and by
training local people to maintain them. Such
reconstruction activities after a crisis can help
people and communities stand on their own.
What are some lessons learned from past
crises that can be applied to future disaster
relief and humanitarian aid settings?
Bartolini: One of the biggest lessons the
humanitarian community has learned is that it’s
better to lessen the impact of disasters before
they happen. USAID/OFDA, other donors, and
our NGO partners, we’re all trying to build up
and support the intrinsic resilience within
communities, so people are better able to
weather the next crisis that emerges. Helping
local institutions and community groups through
training and improved planning capabilities is
vital. Rebuilding local markets after a flood or
providing African farmers with drought-resistant
seeds are other examples that not only help
communities recover, but such actions also
help people become more resilient to future
disasters. Looking at ways of building resilience
is certainly an emerging trend, and hopefully
this new perspective will help us improve how
we deal with the greatest humanitarian
challenges.
In recent years, the world was witness to 2
devastating earthquakes in 2 very different
places – Haiti and Japan – each with a very
different level of preparedness, and subse-
quently, very different recovery environments.
How important is disaster preparedness and
local capacity building, in addition to disaster
relief? What challenges persist in disaster
preparedness, planning and training?
Bartolini: Disasters are impossible to prevent,
but their impacts can be averted or reduced if
communities are prepared for them. To give
you an example, early warning systems in
Japan helped ensure that more people got out
of harm’s way before the tsunami hit. By taking
a look at the hazards and vulnerabilities in
certain areas, we can help people plan when
and where to build, or rebuild, their homes.
Training is an important component of disaster
preparedness; experience shows that the most
life-saving efforts are usually carried out by the
affected communities, themselves. Here’s an
illustration: training first responders in
earthquake-prone countries will allow them to
begin rescuing trapped people immediately
following a big earthquake. USAID/OFDA
supports community-based programs that build
a local culture of safety and awareness. We
help local leaders develop disaster response
plans and incorporate disaster drills into school
curricula. In addition to saving lives, these kinds
of programs also save money. For every $1
spent on disaster risk reduction efforts,
analyses have shown savings of more than
$20! A number of factors, including rapid
urbanization, more extreme weather patterns,
and population growth can complicate
preparedness operations. But these same
factors also make it vitally important for us to
scale up our efforts on this front.
ISOA member organizations work in conflict,
post conflict, and disaster relief environ-
ments – many times there is overlap in a
particular operating environment. What do you
see as the major differences between working
in areas riddled with conflict, such as Mali, and
those where the main source of turmoil is more
so natural disaster, such as Haiti?
Bartolini: Well, as I said before, I believe that
complex emergencies caused by war provide
the greatest challenge to the humanitarian
community. Conflict makes it harder for
organizations to reach those in need, and the
aid groups working in these areas are at
extreme risk. In addition, when responding to
complex emergencies, we have to take political
considerations into account and constantly
adapt our approaches based on the evolving
situation. As we see in places like Sudan and
Somalia, conflict and the resulting humanitarian
needs can last for generations. Countries
engaged in conflict typically also have limited
ability to provide medical, clean water, or other
basic services to those in need. On the other
hand, natural disasters that occur in non-conflict
areas generally require a shorter response.
While responding to conflict situations presents
One of the biggest lessons the humanitarian com-munity has learned is that it’s better to lessen the
impact of disasters before they happen.
Q&A | A Conversation with Mark BartoliniP
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a different set of challenges, we have a critical
job to do in both settings. We strive to
overcome those challenges by working with
other relief organizations to come up with
creative and effective ways to reach those who
need our help.
What are some major initiatives OFDA is
planning to work on in the coming year? Are
there inter-office or inter-agency interagency
efforts in the disaster assistance arena in the
planning or implementation stages?
Bartolini: Within the disaster assistance arena,
USAID/OFDA, along with the larger internation-
al community, is committing to a strong focus
on resilience. In many countries, disasters are
fairly predictable. We know when a region is
threatened by a major drought, when a volcano
becomes active, or when a tsunami or storm
surge may hit. But instead of focusing our
efforts on providing relief after a disaster, we’re
working to help communities withstand the
impact of a crisis beforehand. Resilience is built
through a wide range of activities—including
economic growth and development gains—
which is why USAID/OFDA relies on partners in
development and in the private sector to help
communities grow stronger. For our part, we
are working to support disaster risk reduction
activities in regions particularly prone to
hazards like earthquakes, floods, droughts, and
storms. By preventing or reducing the damage
caused by Mother Nature, we’re helping
communities help themselves to be more
resilient to whatever crisis may come next.
Regarding interagency efforts, USAID/OFDA is
making it a priority to strengthen relationships
and communication with our federal partners.
As the U.S. Government’s lead coordinator for
international disaster assistance, we have
agreements with several key agencies to
provide support and services during a disaster.
Our partners include the U.S. Forest Service,
the Coast Guard, and the U.S. Geological
Survey. USAID/OFDA also has a nearly 20-
year relationship with the U.S. Department of
Defense; our humanitarian coordinators are
assigned to Combatant Commands around the
world to provide input and guidance. Recently,
we’ve also begun an effort to further strengthen
interagency relationships by sharing information
before, during, and after disasters. We’re
reaching out to federal stakeholders to learn
about their processes and information needs.
And we’re developing a new training course for
our interagency partners to explain how USAID/
OFDA provides humanitarian assistance.
In the current fiscal environment, foreign
assistance is potentially on the chopping
block. What effect does a tough budget
environment have on OFDA’s planning,
partnerships, and overall effectiveness?
Bartolini: Global trend lines show a clear and
continuing growth in humanitarian needs. The
number of natural disasters has almost doubled
during the last decade compared with previous
decades. Population growth and urbanization
are placing people in places where disasters
are likely to occur. More than ever, millions of
people around the globe are depending on
USAID/OFDA to help them recover from and
prepare for disasters. At the same time, the
entire U.S. Government is tightening its belt.
Tight budgets could require tough decisions
about the number of people we can help and
how much we can help them. In this
environment, we’re working closely with other
donors to ensure we’re coordinating as
effectively as possible. We’re also looking at
bringing on new donors and creating new
partnerships, including with the private sector.
Despite these measures, humanitarian
resources are expected to be stretched very
thin in coming years. As a result, when a new
disaster strikes, USAID/OFDA may need to shift
resources quickly from existing programs.
Regardless of the budget climate, USAID/
OFDA works as efficiently as possible with
taxpayer resources on behalf of the American
people. Last year, we responded to 67
disasters in 54 countries, helping tens of
millions of people. Now, we’re working to
consider new strategies and to bring in new
donors and partners. Because, in spite of these
financial challenges, we at USAID/OFDA are
determined to continue fulfilling our mission:
saving lives, alleviating human suffering, and
reducing the economic and social impacts of
disasters. ■
Resilience is built through a wide range of activities—including economicgrowth and development gains—which is why USAID/OFDA relies on partnersin development and in the private sector to help communities grow stronger.
Q&A | A Conversation with Mark BartoliniP
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adapt. business development
network
best practiceslessons learned
learn. grow.
partnershipsintelligence
influencemeet
regulatory developments
compliance
strategy
budget
trends
experts
challenges
set the standard
don’t just be part of the conversation...
...be the conversation.The diverse, global community of companies, nongovernmental
organizations, government agencies, and educational institutionsworking in stabilization, reconstruction and development have a voice.
Make sure that voice is heard at the 2012 ISOA Annual Summit.
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Expertise? Experience? Innovation?You tell us...
Visit www.stability-operations.org/summit2012.
�ęĆćĎđĎęĞ��ĕĊėĆęĎĔēĘ�JULY-AUGUST ‘12
24
more precise, Boko Haram is a symptom of
multiple rationales characterized by corruption,
mismanagement and unresponsive govern-
ment. Grievances over persistent government
corruption and mismanagement, economic
injustice and poverty especially in the northern
part of Nigeria have been one of the underlying
causes of most sectarian violence in the coun-
try’s history since independence. The Niger
Delta crisis and the Maitatsine crisis of 1980 are
graphic cases in point. Although Nigeria re-
mains one of the largest producers of oil in the
world, about 69% of the population
(approximately 112.6 million people) lives below
the poverty level according to the Nigerian
Poverty Profile Report, 2010. The north-west
and north-east geo-political zones of Nigeria,
the home region and bastion of Boko Haram,
are the areas with the highest poverty rates with
77.7% and 76.3% respectively. For several
decades, the northern part of Nigeria has re-
mained impoverished and underdeveloped with
a very high rate of youth unemployment, ex-
treme poverty, poor health care, poor educa-
tional facilities and poor infrastructure. The
unemployment statistics from the Nigerian
Bureau of Statistics in 2010, for example,
showed that the northern states of Yobe, Zam-
fara and Sokoto remain the areas with the
highest rate of unemployment with 39.0%,
33.4%, and 32.4% respectively. This contrasts
sharply with the southern states such as Lagos,
Oyo and Ogun which have an unemployment
rate of 7.6%, 8.8% and 9.9% respectively.
Thus, development in the northern part of Nige-
ria is a sharp contrast to that of the south.
According to adherents of Boko Haram, bad
governance and acute corruption by the political
elites account for this economic injustice and
underdevelopment. They attribute this political
canker on the influence of modernization and
western education on those who govern the
states. The group’s ambitions, therefore, are to
mobilize against modern state formation and
government establishment, which is seen as
the root cause of all these social ills, and estab-
lish an Islamic state governed by the Sharia
Law. Another major factor fuelling the violence
Kwesi Aning is the Dean & Director of the Faculty of Research and Academic Affairs, whiles Festus Aubyn is a Research Fellow at the Kofi Annan InternationalPeacekeeping Training Centre, Accra, Ghana.
Global Perspectives: Boko Haram
Confronting the Boko HaramChallenge to the Nigeria StateExploring Options for a Peaceful Settlement
Kwesi Aning
Photo:M
osquein
Abuja
Nigeria.C
redit:Kipp
Jones.Credit:U
SA
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THE burgeoning insecurity in Nigeria caused by the violent activities of Boko Haram has
raised both domestic and international apprehension about the stability of Africa’s most
populous country and the West African sub-region as a whole. Since the resurgent insur-
rection of Boko Haram in 2009, the Nigerian government has adopted multiple but varied security-
driven strategies and tactics in an effort to deal with the situation. These have included the use of
force and the stationing of large numbers of military and police officers in the northern states affected
by the crises as well as the recent call on the group by the President, Goodluck Jonathan, for dia-
logue. However, these conflict response initiatives, have escalated the violence instead of resolving
the problem, hampering any chances of a negotiated settlement and peace. Several questions can
be raised: Why have these conflict-response strategies not achieved any far-reaching results? What
are the fundamental causes of this problem and why have these security-driven approaches and
tactics failed to address it? Is it because of a deficit in the understanding of the situation particularly
by the Nigerian government or incompetence on the part of the Nigerian security agencies? What are
the prospects for the success of the president's recent appeal to Boko Haram for dialogue? And
finally, what are the options for a negotiated solution to this mounting security conundrum? As the
search for a long-term sustainable solution continues, this article attempts to answer these critical
questions by offering a possible way forward in tackling the problem.
Understanding the Boko Haram enigma
Many analyses about the Boko Haram and its splinter factions limit its root causes to issues of reli-
gious fundamentalism and fanaticism. However, it is instructive to note that the reasons underlying
the crises go far beyond issues of ideological radicalism. The most viable explanation for the insur-
gency, including religious and sectarian violence, is the failure of good governance in Nigeria. To be
�ęĆćĎđĎęĞ��ĕĊėĆęĎĔēĘ�JULY-AUGUST ‘12
25
is the indiscriminate imprisonments and arbi-
trary killing of Boko Haram members by the
police and military and the failure of the Nigeri-
an government to prosecute security officers
implicated for the extrajudicial killings. Ever
since the insurgency began, no single police
and military officer has so far been held ac-
countable or convicted for the death of Boko
Haram leader, Mohammed Yusuf, who died in
police custody, and the other unlawful killings
reported by groups such as Amnesty Interna-
tional and Human Right Watch. In reaction to
the so called injustice meted out to them by the
state, members of the Islamic sect have vowed
to revenge the killing of their members, espe-
cially Mohammed Yusuf, which they now seem
to be honoring with the increasingly lethal at-
tacks on security forces and government au-
thorities.
Boko Haram’s attack on Christians also reflects
the longstanding political, ethnic and religious
divisions in Nigeria. There is a long history of
polarization between the majority-Muslim north
and the majority-Christian south, mainly over
issues of economic inequalities and political
power struggle. Many southerners, for example,
see the ongoing attacks on Christians as a
deliberate attempt by some northern elites to
make the country ungovernable for President
Goodluck Jonathan, because he ignored an
informal power-rotation agreement that should
have kept a Muslim as president after the death
of Muslim President, Umar Musa Yar'dua in
2010. Others have also cited economic inequal-
ities between north and south as the factor
accounting for the ongoing crises. For instance,
the disparities in terms of economic develop-
ment between the north and the rest of the
country especially the south is very wide to the
extent that while about 72% of people in the
north live in abject poverty, in the south it is only
27% of the population.
Assessing the Federal Government’s
Responses
The response by the federal government has to
some extent been inadequate and reactionary
without tackling the root causes of the conflicts.
Since the beginning of the crises, the federal
government has engaged in a fierce battle with
Boko Haram and maintained heavy police and
military presence in Borno, Kano, Kaduna, Jos
and other neighboring states in an attempt to
obliterate and extirpate Boko Haram. Curfews
have also been imposed in the areas consid-
ered as flash points of the insurgency, such as
Yobe, Borno, Plateau and Niger state, to control
and prevent the activities of the Islamic sect.
However, the use of a heavy-handed military
approach has compounded the problem without
any meaningful results. The crisis continues to
aggravate with many sporadic attacks causing
more deaths and destruction of property. More
significantly, the failure to end the insurgency
has exposed the operational constraints of the
Nigerian security services, further raising ques-
tions regarding the ability of the government to
respond to the threat. Consequently, there
appears to be no end in sight for the deadly
attacks orchestrated by Boko Haram as the
group continues to cause more casualties and
increase in lethality in its assault. Unquestiona-
bly, the use of heavy-handed tactics and the
over-reliance on it has hindered any chances of
a negotiated settlement and peace because it is
not addressing the underlying grievances fuel-
ling the crises.
Moreover, although there have been some
attempts in the past to engage in dialogue with
the Islamic sect, it has not yielded any success
due to lack of political will on the part of the
federal government. Past mediation efforts by
President Olusegun Obasanjo with the Islamic
sect, for instance, stalled when one of Boko
Haram’s interlocutors was killed by the military
shortly after the meeting. Besides, President
Goodluck Jonathan has also recently chal-
lenged Boko Haram to come forward and state
their demands as a basis for dialogue although
their demands are well known publicly. But
what remains to be seen is whether Boko Ha-
ram will respond to the President’s request.
Presently, members of the Islamic sect remain
highly suspicious of the government’s offer to
discuss their grievances because of the
‘betrayals’ characterized by past experiences.
Some have also called on the federal govern-
ment for unconditional release of all of their
members detained in the various prisons across
the country before they can accept any dia-
logue. But will this be feasible? What other
options can the federal government explore to
resolve the growing insecurity?
Exploring Options for a Peaceful Settlement
and the Way Forward
It is important to note that Boko Haram will not
fade away completely until the government
tackles the root causes of the problem. As
noted by Professor Ibrahim Gambari, the United
Nation Under Secretary-General, the govern-
ment needs to get to the root cause of the Boko
Haram problem and deploy the right mecha-
nism to tackle it just like it did with the Niger
Delta crisis and similar crises in the past. Thus
resolving the crises will demand a constructive
dialogue involving all actors in the crises and a
It is important to note that Boko Haram will notfade away completely until the government tackles
the root causes of the problem.
Global Perspectives: Boko HaramP
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Continued on page 27
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THE far eastern provinces of the
Democratic Republic of the Congo,
mainly South Kivu, North Kivu and
Ituri, have been suffering from various forms of
sustained armed violence since the first military
incursions from Uganda and Rwanda in 1996.
The catastrophic human impact of these sixteen
years of lawlessness, pillage and attacks on
civilians has been described in great detail by
different organizations, including the seminal
work by the International Committee on
Migration.
Since early April 2012, fighting among armed
and uniformed elements of the official army
(FARDC), mutinous units calling themselves M-
23, and the long standing forest militias such as
the Democratic Forces for the Liberation of
Rwanda (FDLR) and the Mai-Mai indigenous
patriotic forces has escalated considerably.
Indeed, there are so many different elements
involved, with as many different agendas, that it
is difficult to analyze the situation without a
scorecard. The major initial result of this fighting
is the rapid growth of displaced refugees, both
inside the eastern Congo and the neighboring
countries of Rwanda, Burundi and Uganda.
Approximately 200,000 people have fled their
homes since April 2012.
The main protagonists this time are the official
Congolese army, the FARDC, and a band of
mutinous rebels who call themselves the March
23 movement, or M23. Before 2009, these
same mutineers were grouped together in a
rebel movement fighting to protect the
Congolese people of Rwanda-Burundi origin
residing in the eastern provinces. At that time,
the rebels were part of an opposition movement
known as CNDP, or National Democratic Party
of the Congo.
In March 2009, in a peace deal brokered by the
Government of Rwanda, the CNDP rebels were
integrated into the official Congolese Army,
based in the Kivu provinces. The former rebels
remained segregated in their own units, and like
other units of the official military, they carved
out their own territorial control of artisanal
mineral deposits that were pillaged and
exported via neighboring countries. Exactions
upon the indigenous villagers by both the
regular army and the ex-rebels were horren-
dous, and continue to be that way.
The head of the integrated rebel military
contingent has been General Jean Bosco
Ntaganda, a member of the Tutsi ethnic group.
During 2011, General Ntaganda came under
indictment by the International Criminal Court in
The Hague for alleged crimes against humanity.
The main count against him is the recruitment
and deployment of child soldiers.
When the indictment came down, the
government of President Joseph Kabila said
that it would not send General Ntaganda to The
Hague for trial, but would try him in the Congo.
Nevertheless, until April 2012, the Congolese
government made no effort to apprehend him.
Indeed, General Ntaganda was seen in public
in many Kivu towns apparently unafraid of
being arrested.
Everything changed in April 2012 when the
official army was ordered to arrest Ntaganda.
The General broke away from his troops, taking
a number with him as mutineers, and fled into
the bush to fight apprehension. In May,
additional military in the former rebel units
decided to mutiny on the basis of grievances
linked to pay, working conditions and
promotions. These mutineers call themselves
the “March 23 Movement”, related to the date in
2009 when they were integrated into the regular
Congolese Army.
Since April, heavy fighting has been going on
as the regular army continues to pursue the
mutineers. At the time of this writing in June
2012, the army had the rebels bottled up in the
Virunga National Park, the home of half the
world’s mountain gorillas. To complicate
matters even further, defectors from the M-23
have presented themselves to the UN
stabilization force in the Congo (MONUSCO) as
Rwandan citizens who had been press ganged
into uniforms, given weapons and some
Ambassador Cohen is a former Assistant Secretary of State for Africa and is President of Cohen & Woods International.
Global Perspectives: DRC
Escalating Violence in theEastern DRCPolitical Dimensions May be Shifting
Herman J. Cohen
Photo:C
ongoleseA
rmy.C
redit:U
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rmy,A
frica
�ęĆćĎđĎęĞ��ĕĊėĆęĎĔēĘ�JULY-AUGUST ‘12
27
training, and told to go across the border into
the Congo to fight with the rebels.
The UN information about the defectors, who
claim to have been sent to fight in the Congo by
the Rwandan authorities, was made public in
the form of a leak. The Rwandan government
has denied any involvement in the Congo’s
internal affair. In other words, if Rwandan
fighters haVE gone across the border into the
Congo to support the M-23 mutineers, the
government had nothing to do with it.
Toward mid-June, the Congolese government
became increasingly strident in its accusations
against the Rwandan regime for sending both
fighters and arms to the M-23 movement, or at
least for being passive as Rwandan fighters
crossed the border to help the M-23. It is clear
that DRC-Rwandan relations had begun to sour
after several years of cordial ties.
What is behind all of this escalating military
action? The official army and the former rebel
units that were integrated, but operating on their
own, had been getting along fine. Each had its
territory for the pillaging of minerals and the
predatory harassment of civilians.
It appears that the international donor
community is becoming tired of supporting the
Congolese government with lots of money while
the mineral rich eastern Congo remains a no-
mans land where the civilians are under
tremendous stress from predatory armies and
militias. The donors have apparently read the
riot act to Kabila and told him that his
government could not be considered legitimate
as long as the military were out of control in the
east, and such a large percentage of the
Congolese population was at risk.
The United States government has expressed
concern about the violence, and has particularly
expressed concern about reports of external
support coming from neighboring countries.
Unlike the Congolese government, however,
the United States government has not yet
accused Rwanda of providing arms to the
rebels. On the other hand, the United States
Government has not taken its traditional line of
pre-emptive exoneration of the Rwandan
government. The US-Rwandan relationship
appears to be less of a love-in than in the past.
The bloom is apparently off the Rwandan rose.
If the Congolese army can pull off a liberation of
the eastern Congo from the predatory rebels
and militias of all stripes, it would constitute a
tremendous victory for humanitarian principles,
and would restore DRC sovereignty to a very
valuable piece of territory. Within the Kivu
provinces, the population is torn. The
indigenous ethnic groups want peace
desperately, and want Kabila to achieve it for
them. On the one hand, the Kivu populations of
Rwanda and Burundi origin, who may now
constitute a majority, fear for their security in
the event that protection from their co-ethnic
rebels disappears. On the other hand, as long
as the fighting and instability continue, ethnic
hatred will continue to mount, making an
eventual political solution less feasible.
A politico-diplomatic solution should be
possible, involving the opening of borders
between the eastern Congo and Rwanda,
Uganda, Burundi and Tanzania, the free
movement of peoples and traders, and the
creation of free trade corridors. Unless the
“oneness” of the peoples on both sides of
the border is recognized in political terms,
violence is likely to continue to be part of the
daily scene. ■
Unless the “oneness” of the peoples on both sides of the border is recognizedin political terms, violence is likely to continue to be part of the daily scene.
Global Perspectives: DRC
swift socio-economic response to deal with the
root causes of the problem which lie at the
heart of the Nigerian political system. There is
the need to urgently address the issues of
unemployment, education, health and infra-
structural development in the country instead
of the over reliance on a military approach that
only detracts from policy actions needed to
deal with the underlying issues. Furthermore,
the federal government needs to address the
social inequalities, government corruption,
weak institutions of governance and the devel-
opment gap between the north and south of
the country. Reconciliation between Christians
and Muslims will also need to be fostered to
ensure peaceful co-existence. Religious Asso-
ciations and Muslim leaders as well as Chris-
tian leaders in the country can lead in these
efforts.
But while recognizing that most of these inter-
ventions will demand a long-term approach, it
is critical that in the short-term, the federal
government musters the courage and political
will to prosecute members of the police or
military implicated in extrajudicial killings and
any government official indicted as a supporter
or accomplice to the group. Boko Haram’s
quest for the imposition of Sharia law in north-
ern Nigeria is unrealistic at this point in time.
However, in order to convince and engender
the trust and confidence of the group to come
to the negotiation table, the government should
reach an agreement with the group to release
some of their members as a basis for dialogue
to begin. Families of innocent victims and Boko
Haram members killed in security operations
should also be adequately compensated to
boost confidence in the dialogue process.
Lastly, the Economic Community of West
African States (ECOWAS) also needs to break
its ‘silence’ to the growing insecurity in Nigeria
and engage in mediation efforts to bring an
end to the crisis. ■
For references and additional information, visit
peaceops.com.
Continued from page 25
Confronting the Boko Haram Challenge to the Nigeria State
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Air Charter Service Erik Lindberghjoins as Brand Ambassador.
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DLA Piper recognized as Interna-tional Franchise Law Firm of Yearfor eighth consecutive year.
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GardaWorld establishes “Train theTrainers” Program in Kurdistan.
Global Fleet Sales partners AIDFAsia-����ϐ��Ǥ
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M March 2010
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M July 2005
BAE SystemsHQ Rockville, Maryland
W www.baesystems.com
PC Mary Robinson
M October 2010
Burton Rands AssociatesHQ Washington, D.C.
W www.burtonrands.com
PC Nicola Lowther
M December 2008
Crowell & Moring LLP
HQ Washington, D.C.
W www.crowell.com
PC David Hammond
M May 2008
CH2M Hill Inc.HQ Englewood, CO.
W www.ch2m.com
PC Tia L. Hutton
M April 2011
American Glass ProductsHQ Ras Al Khaimah, U.A.E.
W www.agpglass.com
PC Tobias Beutgen
M April 2008
Clements WorldwideHQ Washington, D.C.
W www.clements.com
PC Smita Malik
M November 2011
DLA Piper LLP
HQ London, United Kingdom
W www.dlapiper.com
PC Tara Lee
M January 2009
Chapman FreebornHQ Fort Lauderdale, FL
W www.chapman-freeborn.com
PC Christopher Fisher
M December 2011
ACTCOHQ Dubai, UAE
W www.afghancontainers.com
PC Gaurev Kukreja
M June 2012
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30
DynCorp InternationalHQ Falls Church, Virginia
W www.dyn-intl.com
PC William Imbrie
M April 2007
EOD Technology, Inc.HQ Lenoir City, Tennessee
W www.eodt.com
PC Erik Quist
M January 2006
L-3 MPRIHQ Alexandria, Virginia
W www.mpri.com
PC Michael Hess
M January 2003
FSI WorldwideHQ Dubai, U.A.E.
W www.fsi-worldwide.com
PC Nicholas Forster
M May 2008
GardaWorldHQ Dubai, UAE
W www.garda-world.com
PC Peter Dordal
M September 2008
HARTHQ Limassol, Cyprus
W www.hartsecurity.com
PC Graham Kerr
M December 2004
International Armored GroupHQ Ras Al Khaimah, U.A.E.
W www.interarmored.com
PC Sally Stefova
M June 2007
Mission Essential PersonnelHQ Columbus, Ohio
W www.missionep.com
M July 2008
Global Integrated Security—USAHQ Reston, VA
W www.globalgroup-gis.com
PC Tom Marchegiano
M April 2011
Olive GroupHQ Dubai, U.A.E.
W www.olivegroup.com
PC Matt Fey
M December 2005
KGL HoldingHQ Safat, Kuwait
W www.kgl.com
PC Scott Beverly
M July 2011
New Century U.S.HQ Arlington, Virginia
W www.newcentcorp.com
PC Scott Jacobs
M July 2008
International Relief & DevelopmentHQ Arlington, Virginia
W www.ird.org
PC Jeffrey Grieco
M October 2010
G4SHQ Arlington, Virginia
W www.armorgroup.com
PC Phil Rudder
M August 2003
OnSite OHS, Inc.HQ Princeton, Indiana
W www.onsiteohs.com
PC Michelle Prinzing
M October 2011
GreySide GroupHQ Herndon, Virginia
W www.greysidegroup.com
PC Alex Popovic
M February, 2012
Fluor CorporationHQ Irving, Texas
W www.fluor.com
PC Howie Lind
M February 2012
OSPREA LogisticsHQ Cape Town, South Africa
W www.osprea.com
PC Salih Brandt
M August 2010
International Defense TechnologiesHQ Marlton, NJ
W www.internationaldefense.com
PC Elizabeth Piñero-Doyle
M April 2012
Frank Crystal & CompanyHQ Washington, D.C.
W www.fcrystal.com
PC Jeffrey Wingate
M July 2010
Global Fleet SalesHQ Bankok, Thailand
W www.globalfleetsales.net
PC Nicholas Ling
M June 2009
ISOA Membership Directory
�ęĆćĎđĎęĞ��ĕĊėĆęĎĔēĘ�JULY-AUGUST ‘12
31
Interested in ISOA Membership?
Contact ISOA to find out about our exclusive membership benefits including:
Access to members-only community Discounts on all ISOA advertising
Partnership discounts for industry events Exclusive member-only publications and intel
Contact [email protected] for more information
Participation on ISOA Committees and Working Groups
ISOA Membership Directory
OSSI, Inc.HQ Miami, Florida
W www.ossiinc.com
PC John Walbridge
M October 2005
SOS International Ltd.
HQ Reston, Virginia
W www.sosiltd.com
PC Michael K. Seidl
M November 2007
Reed Inc.
HQ Leesburg, Virginia
W www.reedinc.com
PC Marius van der Riet
M April 2006
RelyantHQ Maryville, Tennessee
W www.gorelyant.com
PC Susan Lynch
M April 2009
Shield International SecurityHQ Seoul, South Korea
W www.shieldconsulting.co.kr
PC Lucy Park
M April 2010
SCN Resources Group, Inc.HQ Alexandria, Virginia
W www.securitycontracting.net
PC Jake Allen
M July 2011
SOC, LLC
HQ Chantilly, Virginia
W www.soc-usa.com
PC Derek Johnson
M September 2009
SallyportHQ Bridgeville, Pennsylvania
W www.sallyportglobal.com
PC Doug Magee
M August 2011
Telum Protection CorpHQ Southern Pines, N. Carolina
W www.telumcorp.com
PC Alfredo Quiros
M September 2010
Triple CanopyHQ Reston, Virginia
W www.triplecanopy.com
PC Mark DeWitt
M July 2008
URSHQ Germantown, Maryland
W www.urs.com
PC Robie Robinson
M April 2009
Steptoe & Johnson LLP
HQ Washington, DC
W www.steptoe.com
PC Stephen Heifetz
M September 2011
Unity Resources GroupHQ Dubai, U.A.E.
W www.unityresourcesgroup.com
PC Jim LeBlanc
M December 2006
SupplyCoreHQ Rockford, IL
W www.supplycore.com
PC Mike Paul
M March 2012
Overseas Lease GroupHQ Fort Lauderdale, Florida
W www.overseasleasegroup.com
PC Tracy Badcock
M February 2008
Pax MondialHQ Arlington, Virginia
W www.paxmondial.com
PC Paul Wood
M January 2009
PAE, Inc.HQ Arlington, Virginia
W www.paegroup.com
PC Thomas Callahan
M October 2010
Pricewaterhouse CoopersHQ McLean, VA
W www.pwc.com
PC Marissa Michel
M May 2012
Principal Risk SolutionsHQ Cardiff, United Kingdom
W www.principalrisksolutions.com
PC Simon Webb
M April 2012
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