Sustained Emergency Relief - Regionally Developed Capacities [1 ed.] 9781614993155, 9781614993148

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SUSTAINED EMERGENCY RELIEF – REGIONALLY DEVELOPED CAPACITIES

Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

NATO Science for Peace and Security Series This Series presents the results of scientific meetings supported under the NATO Programme: Science for Peace and Security (SPS). The NATO SPS Programme supports meetings in the following Key Priority areas: (1) Defence Against Terrorism; (2) Countering other Threats to Security and (3) NATO, Partner and Mediterranean Dialogue Country Priorities. The types of meeting supported are generally “Advanced Study Institutes” and “Advanced Research Workshops”. The NATO SPS Series collects together the results of these meetings. The meetings are co-organized by scientists from NATO countries and scientists from NATO’s “Partner” or “Mediterranean Dialogue” countries. The observations and recommendations made at the meetings, as well as the contents of the volumes in the Series, reflect those of participants and contributors only; they should not necessarily be regarded as reflecting NATO views or policy. Advanced Study Institutes (ASI) are high-level tutorial courses to convey the latest developments in a subject to an advanced-level audience. Advanced Research Workshops (ARW) are expert meetings where an intense but informal exchange of views at the frontiers of a subject aims at identifying directions for future action. Following a transformation of the programme in 2006 the Series has been re-named and reorganised. Recent volumes on topics not related to security, which result from meetings supported under the programme earlier, may be found in the NATO Science Series. The Series is published by IOS Press, Amsterdam, and Springer Science and Business Media, Dordrecht, in conjunction with the NATO Emerging Security Challenges Division.

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Sub-Series E: Human and Societal Dynamics – Vol. 114 ISSN 1874-6276 (print) ISSN 1879-8268 (online) Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

Sustained Emergency Relief – Regionally Developed Capacities

Edited by

Kristaq Birbo Executive Secretary of the Atlantic Council of Albania, Former Adviser of the President of the Republic of Albania, 2002 – 2007

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Ljube Dukoski State Advisor for Policy, Planning and Finance at the Ministry of Defence, former Deputy Military Representative of the Republic of Macedonia and Defence Counselor at NATO

Published in cooperation with NATO Emerging Security Challenges Division

Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

Proceedings of the NATO Advanced Research Workshop on Sustained Emergency Relief – Regionally Developed Capacities Struga, Macedonia 29 June – 1 July 2012

© 2013 The authors and IOS Press. All rights reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, without prior written permission from the publisher. ISBN 978-1-61499-314-8 (print) ISBN 978-1-61499-315-5 (online) Library of Congress Control Number: 2013 949 466

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Introduction by Mr. Kristaq Birbo – NATO ARW Co-Director

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Mr. Kristaq BIRBOa Executive Director of Atlantic Council of Albania

In the last years the countries of the Western Balkans have faced different emergency situations especially with situations of fires, massive flooding and heavy snow. The experience shows that the magnitude and duration of the emergencies have been very often beyond the response capacity of the affected country. There is an obvious need, which has lately become more apparent, for joint response to the civil emergencies which directly implies the necessity for joint planning, professional advancement and providing equipment to relevant actors and response, protection and relief operations units in emergency situations and catastrophes. For that reason I consider as very important the publication of the book about the advanced Research workshop “Sustained Emergency Relief – Regionally Developed Capacities’, held in Struga, Macedonia, on 29 June to 1st July 2012, supported from the NATO Program “Security through science” and very well organized by Colonel Ljube Dukoski and his professional team. In the book, in the spirit of the transparency, there are the opinions of representatives from state institutions, universities, military and civilian on the issue, freelance experts in the field of crisis management and emergency relief, representatives from NGO, etc, who meet in Struga to discuss the possibility of sustain regional capacities for crisis management and emergency relief. But the workshop has not been an ordinary meeting with only exchange of opinions, but it succeeded to adopt final practical solutions that this book offers to countries of Western Balkans for future devolvement. The present book summarizes the analysis of situation and gives recommendations for policy integration and capacity development across the Balkan countries and territories. It points out both the common issues and the individual issues faced within the context of each country. It provides an important resource for guiding the future activities of governments in the region, of the international community, and of other stakeholders. It also provides a platform on which to share knowledge, experience and work within the Western Balkans. The book set forth different regional capacities that the Western Balkans countries have and the prospect of having them developed. In that direction, having in mind the limited national resources and the budget challenges, the book will serve as a platform for a renewed culture for cooperation in the region which can join forces and resources in order to build more efficient capacities. The book gives interesting proposals about the prevention of civil emergencies. There are ways to reduce jointly risks and limit consequences, through recognizing the

Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

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main causes of vulnerability of society, through building capacities to address them, education, training and disaster awareness, building codes, using new technologies, etc, which can significantly reduce the number casualties and damage to property. Security in the Western Balkans is more than simple protection from various threats and new challenges; it implies a complex every-day activity related to security and safety of people and environment in cases of various disasters and crises, which do not recognize borders. May the present book be another effective contribution for the institutions of regional countries, responsible for emergencies relief and crisis management, that wherever a disaster occurs, to be organized and prepared to help each other.

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Kristaq Birbo Co-Director of the Workshop Executive Director of Atlantic Council of Albania

Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

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Introduction by Col. Ljube D, M.A. NATO ARW Co-Director

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Col. Ljube DUKOSKI, M.A.a State adviser for Defense Policy and Planning at MOD, Member of the EACM

The Euro – Atlantic Council of Macedonia and the Atlantic Council of Albania recognized the importance of regional cooperation in the field of Emergency Relief and organized a NATO Advanced Research Workshop on "Sustained Emergency Relief Regionally Developed Capacities". This NATO Advanced Research Workshop took place at hotel Drim, Struga, Republic of Macedonia, from 28 June – 01 July, 2012. This successful workshop would not take place without a comprehensive support of NATO. On this workshop there was total number of 44 representatives from following countries: Republic of Albania, Republic of Bosnia and Herzegovina, Republic of Bulgaria, Republic of Croatia, Republic of Kosovo, Republic of Macedonia, Montenegro, Republic of Serbia, Republic of Slovenia and Republic of Turkey. Also there were representatives from NATO Operations Division and HQ KFOR. NATO Advanced Research Workshop in Struga was an opportunity to presents the national views and individual research in the field of sustainable development of regional capacities for Emergency Relief. Lessons learned from past research shows that all countries of the Western Balkans and elsewhere in Southeast Europe have a great need for solidarity aid in case of accidents and disasters by non-military nature. All countries in the region have significant national capacities for aid in case of Emergency Relief, but the regional mechanisms for mutual assistance and cooperation are still weak. We decided to do an initial survey of the legal framework and existing facilities, as well as plans for the development of capacities in the Western Balkans. The book is the result of those efforts. It sustains two part. The first part is entitled: “Capabilities for Emergency Relief – National Challenges and Perspectives”. The second part is entitled: “Development of Regional Capacities for Emergency Relief in the Spirit of Smart Defense Initiative”. In the first part of the book “Capabilities for Emergency Relief – National Challenges and Perspectives” there are the researches and contributions from Mr. Ertust Brahja, General Directorate for Civil Emergencies of Albania and Mrs. Marina Mitrevska, Professor on the Institute for Security, Defense and Peace Studies, Ss. “Cyril and Methodius” in Skopje. The second panelists were Col. Mitko Stoykov, Director of Crisis Management for Disaster Response Centre of Excellence, and Faculty “National Security and Defence”, Republic of Bulgaria, Mr. Nikola Gace, Director of the National Protection and Rescue Directorate of the Republic of Croatia, Mr. Mustaf Gashi from the Office of Civil Emergency Agency of the Republic of Kosovo, and Mr. Urim Vejseli, Head of Department for International Cooperation, Centre for Crisis Management of the Republic of Macedonia. The third panel from the

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first book is consisted by Prof, Dr. Aziz K. Pollozhani, State councelor in the Ministry of Defence of the Republic of Macedonia, Mr. Branko Dervodel, Deputy Director General in the Administration for Civil Protection and Disaster Relief, Ministry of Defense of the Republic of Slovenia and Mr. Toni Stankovski, Advisor at Ministry of Interior of the Republic of Macedonia. In the second part of the book “Development of Regional Capacities for Emergency Relief in the Spirit of Smart Defense Initiative” we can find the addressing by Mr. Evert G.J. Somer, Civil Emergency Planning, NATO Operations Division, Mrs. Milica Katic, Director of Balkans Institute for risk assessment and emergency management, Republic of Serbia, LTC Luan Domi, Commander of the Research and Rescue Battalion, Republic of Albania, and Col. Mitko Stoykov, Director of Crisis Management for Disaster Response Centre of Excellence, and Faculty “National Security and Defence”, Republic of Bulgaria. On the second panel from this session were, BG Abaz Lleshi, Commander of the Territorial Defense Brigade of the Republic of Albania, Mr. Ali Samet, DM Coordinator from the Macedonian Red Cross, and Brigadier General Dimce Petrovski, PhD, Director of General Staff of the Army of the Republic of Macedonia. In the last panel were LTC Fadil Hadergjonaj, Head of Training & Exercise Section Department, Kosovo Security Forces from Republic of Kosovo, Mr. Ljupce Petrovski, Head of section, Directorate for Protection and Rescue of the Republic of Macedonia and Mr. Kyle King, Civil Emergency Advisor, HQ KFOR. At the end of the book we summarize draft conclusions arising from research and discussions. There are evident differences in the very definitions of the state threats sources. That's why there is need of improved national framework for crisis management provided by national institutions, interagency coordination, mutual support and assistance as well as public campaigns. Towards risk reduction, states, international organizations, NGO's and others need to develop a regional strategy for disaster prevention. Our ambition is to continue the research and development of regional projects in this direction. Finally, we would like to express our special appreciation for the excellent cooperation and contribution of the research fellows and writers for the production of this book. Also we commend the joint work with the Atlantic Council of Albania, NATO Euro-Atlantic Disaster Response Coordination Centre (EADRCC), NATO Public Diplomacy Division, the Atlantic Council’s from the region and we commend the Youth of Euro-Atlantic Council of Macedonia's for their consistent and continuous commitment and engagement to the project. Ljube Dukoski Co-Director NATO ARW Struga

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Emergency Situations our Common Challenges that necessitate Smart Regional Cooperation a

Dr. Arian STAROVAa Deputy Minister of Defence, President of the Atlantic Council of Albania

Dear President Elenovski, Dear Colleagues and Friends,

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Ladies and Gentlemen,

I’m very glad to be today in Struga for this event devoted to exploring approaches and ways of dealing with the civil emergencies and relief. And it is so good that we are gathered here together as representatives of both governmental institutions and Atlantic organizations of our region’s countries. The very idea of this advanced workshop was a primarily suggested to me by my friend, Mr. Elenovski, which eventually reflected the regional necessities in a fast changing world security environment. I would like to express him my gratitude for that, as well as for his proposal to have the modest support of the Atlantic Council of Albania to jointly organizing this activity. However, our major gratitude must be extended to the NATO for its principal support to make the workshop take place today. Turning now to the main topic of our gathering, I would like to first of all, to refer to the multi-dimensionality of the civil emergency as a term. To some extent, this term might be viewed as open-ended in the sense of its comprehensiveness with regard to the unexpected events that put into danger the citizens’ life. However, the substantial global and local experiences have strongly suggested right generalizations about civil emergencies as security situations mainly brought about by causes connected to social and natural environment. Nowadays, as we all know, we are witnessing large changes in climate and environment which in turn bring about consequences like, earthquakes, heavy river-floods, heavy snowfalls, large landslides or fires, heavy rainstorms, etc. that disrupt or place under risk the normal life of the citizens almost everywhere. On the other side, we all are aware that we are more and more living in times when societies are concerned about phenomena like financial constraints, scarcity of energy and water resources, unexpected developments in the area of human health with large consequences in the form of epidemics, global extension of the cyberspace what increasingly contains also the risk of being used for criminal purposes, huge movements of peoples as a result of modern transport communication what might

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create at times social tensions in specific countries, possible use of chemical, biological, radiological weapons by terrorists, etc. In a word, the citizens’ life can be under threat not only because of the wars or armed conflicts in general, but also because of other increasing natural or social causes. The latter is the essential reason why in the document of the New Strategic Concept of NATO we find a formulation which says that “Key environmental and resource constraints, including health risks, climate change, water scarcity and increasing energy needs will further shape the future security environment in areas of concern to NATO and have the potential to significantly affect NATO planning and operations”. With this, we come to the issue of the governmental institutions and other interested actors in time of civil emergency situations. Alongside with the specialized government agencies or institutions, the national Armed Forces and the defense structures play an irreplaceable role because of their very specific nature of organization, experience, military capabilities and equipment. Other non-governmental interested actors might be involved as the experience showed during the emergency situations in our countries. I hope that in our two days discussions there will be a lot of experience sharing and contribution in ideas around the role these three main actors might play under emergency situations. Allow me now to say a few words on the importance of our today’s discussions on civil emergency situations. In my opinion, there are several reasons for that. First, the experience of, at least, these past twelve years since the last conflict in the territories of the former Yugoslavia has strongly proved that the large armed conflicts of our region are already a part of our regional history with no foreseeable chance of recurrence. The further development of democratic institutions and progress on the Euro-Atlantic integration way of our countries in the region further consolidate that major change. Second, as NATO member countries or NATO aspirant countries our countries have adopted defense strategic documents in accordance with the New Strategic Concept of NATO. Third, the recent experience of civil emergency situations in our countries has convinced almost all our government and non-government actors that these specific situations which recur periodically must be seriously considered on national level. Fourth, the same recent experience coupled with the global changes and the financial constraints we are facing for some years have also created an international and regional conviction that in coping with civil emergency situations the individual countries have almost always been in need of additional assistance and support by other countries. Hence, civil emergency situations are being viewed upon, managed or administered as an opportunity for international or regional cooperation. Fifth, as civil emergency situations are mainly inherently unforeseeable, it is a necessity to try to be as organized and preventive as possible through cooperation on national and regional level. And, the countries of the region are always the direct neighbors what imply the promptness of assistance and support during emergencies, although a larger international cooperation is also very important. Sixth, the distinguished participants and expert-speakers of this advanced workshop representing the countries of the region, I’m sure, will make an important landmark in the common regional efforts for a sustained civil emergency relief organization. And, that is why a well compiled and detailed report of this advanced workshop should be put together as soon as possible and sent to all the interested actors.

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Seventh, beyond the immediate benefit from the regional cooperation in time of civil emergencies of specific countries, the other major effect would always be the further improvement in the general human climate and social cohesion of our region what is a great investment for the future of all our countries. Out of the full well-known global range of civil emergencies we might put into evidence for our region several of them being most common which are related to heavy river floods, large summer fires, heavy snowfalls or rainstorms, earthquakes, landslides, road communication disruptions, short electricity blackouts, etc. A number of other civil emergency situations might be view as probable although they have not happened in our countries so far. We might number here events like large terrorist attacks by weapon of mass destructions (WMD). However, considering that this new type of threat is only probable to our countries and that we in various ways are confronting it by participating in our NATO missions or the other missions against the international terrorism, the focus in this today’s activity in mainly on the civil emergencies connected to the experience in the region. The recent Albanian experience suggested that almost every year there have been repeated natural disasters and related civil emergency situations because of heavy river flooding, large fires, heavy snowfalls blocking the national roads, water or territory pollution, etc. The same Albanian experience, and I think to a different extent this is the same for other countries in our region, has persistently recalled all of us that in time of civil emergencies, both our national resources and our inter-agency cooperation on national level are not enough, not sufficient. We have always been in need of additional advice, equipment, assistance, human capabilities and other things. Allow me to use this event as an opportunity to say it again that Albania has always had a prompt response to these emergency needs by all the countries in our region and this is why I would like to again express our deep gratitude for the support given to us. Going beyond that, Albania’s experience continuously suggests the need for cooperation of our regional countries in cases of civil emergency situations. This is not only a major lesson learnt, but also a call for a deep exploration in the area of the regional cooperation, whose necessity becomes more relevant because of the general financial constraints of nowadays. Now and in conclusion, I would like to mention a number of dimensions of what might be called a successful regional cooperation on civil emergencies. Of course, I will mention them only in a general way, as the discussions will follow on expert level and in a more detailed approach. First, a “lessons learnt” process on national level is very important because it might have a substantial positive impact also on regional level by clarifying the needs for a smooth deeper cooperation in the region on civil emergencies. Second, an agenda of regular meetings of expert groups should be established aiming at sharing the experiences, needs and new ideas among them. Third, there is a need for better coordination of the existing permanent joint structures dealing with the civil emergencies, maybe by building up new structures. Fourth, there is a need for written documents on regional strategies for civil emergencies and maybe an additional need for the improvement of such documents on national level. Fifth, practicing “smart approaches” in terms of equipment and human capabilities would not only help for organizing the structures for an improved response to civil

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emergencies, but also a for resource saving for each of our countries. The key words of “sharing and pooling” of the capacities for a regional civil emergency response need to be supported by a strong political good will. Sixth, there is a need for a more comprehensive sharing of the related information on the civil emergencies, starting from weather forecast to intelligent information on possible terrorist attacks. There are many agencies which are doing that, but there is space to think of a better coordination or reorganization of them. Seventh, planning, training and public education, also are of high importance, the main idea being implied that having these elements in place we would as knowledgeable and preventive as possible for the our emergencies. All our countries can do a lot for that by joining their efforts. I’ m ending here by wishing again a fruitful discussion on regional cooperation for copping successfully with the unavoidable civil emergencies!

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Thank you!

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Introduction by Lazar Elenovski President of the Euro–Atlantic Council of Macedonia, - Common values, common responsibilities, joined capacities – a

Mr. Lazar ELENOVSKIa President of the Euro – Atlantic Council of Macedonia

Introduction Dear President Starova, Fellow Atlantists, Colleagues and Friends,

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Ladies and Gentlemen,

At the very beginning allow me to extend my warm welcome to all of you for finding the time and interest to join us here today at this regional event. I would also like to extend gratitude to NATO, for not just supporting this initiative, but for the wide support it has provided throughout the years. The support that NATO has provided has helped spread the spirit of the Atlantism in the region and moreover join countries to commonly discuss challenges and solutions to the collective security to which they have determined to become members of. Today we are here to discuss the importance to develop regional capacities to help us in the cooperation in crisis management. Preparation for emerging crisis is more than necessary. Though as one time General Eisenhower said once “Plans are worthless, but planning is everything.” In that sense, our goal is to prepare and think of the most creative and sustainable solutions that can help us in region terms. A regional response to major crisis is a natural response for our region. We are a composition of small yet diverse countries, similar yet not the same, with scarce resources and capacities. Individually, none of us countries of the Western Balkans, members or partners of NATO, does not possess the capabilities to fully manage crisis situations or civil emergencies when they appear. In the last period we had the chance to see the whenever some disaster happens in the region, the need for cooperation and help between the countries arise and only in that manner they succeed to reach their results and successfully to finish the process of managing the crisis and control the situation and enable safe environment for the civilians in different regions. Therefore, this scientific workshop can serve as a platform on which we can build common approach of the region. This platform will help the countries to join forces and

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resources with purpose to build more efficient capacities. This scientific workshop is of immense importance for the region, and will set forth different regional capacities that the Western Balkans has and the prospects of having them developed and hosted by certain countries. The scientific workshop, also, will be a good opportunity for the new and future member countries to exchange the national views on development of Emergency Relief Capabilities in the process of NATO integration. Taking into account the limited national resources and the budget challenges we can discuss here of finding the best feasible common approach for the countries of the region which can be developed by joined forces and resources in order to build more efficient capacities. The ongoing regional cooperation mechanisms in different political and military processes, SEEBRIG (South Eastern Europe Brigade), the South East Europe process for cooperation, joined deployment of the US–A3 countries in the ISAF mission, and many other initiatives that the Western Balkan countries have so far is good grounds to translate them into practical regional capacities which can serve future purpose in responding in times of crisis and emergencies. Today, the security environment is dynamic and the new world order will face more challenges coming from non-conventional threats. We will have to be prepared for times of scarce resources and large scale crisis which will ask for humanitarian and rescue approaches instead of the conventional military tasks. Therefore, we can sue the regional cooperation which has its functionality in the working defence mechanisms to be the basis for developing regional capacities. We will need to think of infrastructure, lift, corridors for transport of resources, movement of goods and people and the legal solutions as results of state agreements to help implement these solutions. As present and future NATO members we have a powerful mechanism at disposal. Alternatively the NATO partner countries will need to join initiatives with the NATO member countries to align capacities. Though we may be diverse on our euro-atlantic path, it should be our roadmap for developing joined capacities which should respond as lean one-part bodies when emergence relief needs to be done. I would like to express gratitude to the NATO SPS Program which enabled this scientific workshop and to the fellow colleagues, representatives of state institutions, universities and freelance experts in the field of crisis management and emergency relief which gathered to meet and discuss the possibility of sustained regional capacities for crisis management and emergency relief. I expect that this meeting here will not be an ordinary meeting with exchange of opinions, but point to practical solutions that can be offered to the countries in the Western Balkans for future development. The debate today can be a useful contribution to priorities of the Alliance, the new developments in its own framework and the dialogue for development of the “Smart Defence” capacities which will enable better pooling of the resources that these countries posses with the goal to secure joint implementation of commitments the region has. We tend to hold common values, the euro-atlantic, and we face common challenges. Therefore, a regional capacity is a natural response which can help us join vision and resources to tailor them to our regional needs. Thank you.

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List of Speakers

Mr. Kristaq BIRBO Executive Director of Atlantic Council of Albania

Mr. Ertust BRAHJA General Directorate for Civil Emergencies, Albania

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Mr. Branko DERVODEL Deputy Director General in the Administration for Civil Protection and Disaster Relief, Ministry of Defense

LTC Luan DOMI Commander of the Research and Rescue Battalion, Albania

Col. Ljube DUKOSKI State adviser for Defense Policy and Planning at MOD, Member of the EACM

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Mrr. Lazar Elen novski Presiddent of the Euro – Atlantic C Council of Maacedonia

M Mr. Nikola GA ACE Director of thhe National Prrotection and R Rescue Directtorate of Croattia

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M Mr. Mustaf GA ASHI O Office of Civil Emergency A Agency of Kossovo

LTC. F Fadil HADER RGJONAJ Head of Traininng & Exercise Section Depaartment, Kosovvo Security Foorces

Mrs. Milica KA ATIC ment and emerrgency manageement Dirrector of Balkaans Institute foor risk assessm

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Mr. Kyle KING Civil Emergency Advisor HQ KFOR

Brigade General Abazz LLESHI Commander of the Territorial Defense Brigade of Albania

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Marina MITREVSKA, Ph.D Faculty of Philosophy, Institute for Security, Defence and Peace – Skopje

Brigadier General Dimce PETROVSKI, PhD Director of General Staff of the Army of the Republic of Macedonia

Mr. Ljupce PETROVSKI Head of Section, Directorate for Protection and Rescue Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

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Prof. Azis K. POLLOZHANI State Councilor, Ministry of Defence

Ali SAMET DM Coordinator, Macedonian Red Cross

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Mr. Toni STANKOVSKI Ministry of Interior

Dr. Arian STAROVA Deputy Minister of Defence, President of the Atlantic Council of Albania

Mr. Evert G.J. SOMER Civil Emergency Planning, NATO Operations Division Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

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Col. Prof. Mitko STOYKOV Director Crisis Management for Disaster Response Centre of Excellence, Faculty “National Security and Defence”, G. S. Rakovski" National Defence Academy

Mr. Urim VEJSELI

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Head of Department for International Cooperation, Centre for Crisis Management

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Contents Introduction by Mr. Kristaq Birbo – NATO ARW Co-Director Kristaq Birbo Introduction by Col. Ljube Dukoski, M.A. NATO ARW Co-Director Ljube Dukoski Emergency Situations our Common Challenges that Necessitate Smart Regional Cooperation Arian Starova Introduction by Lazar Elenovski President of the Euro–Atlantic Council of Macedonia, - Common values, common responsibilities, joined capacities Lazar Elenovski List of Speakers

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Session 1: Capabilities for Emergency Relief – National Challenges and Perspectives First panel: Capabilities for Emergency Relief - National Challenges and Perspectives Ertust Brahja

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Crisis Management of the Republic of Macedonia Marina Mitrevska

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Second panel: Smart Defence vs. Smart Civil Security Urim Vejseli

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Crisis and Emergency Response Capabilities – Republic of Bulgaria Mitko Stoykov

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National Protection and Rescue Directorate Nikola Gace

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Emergency Management of Kosovo Mustaf Gashi

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Third panel: Regional Cooperation in SEE in the Field of Disaster Management – Slovenian Perspective Branko Dervodel Health Threats and Cross Border Cooperation - Important Component in Regional Security. (Global public health security in the 21st century) Azis K. Pollozhani MOI Capacities in Dealing with Crisis Toni Stankovski

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Session 2: Development of Regional Capacities for Emergency Relief in the Spirit of Smart Defense Initiative First panel: A Smart (Comprehensive) Approach Evert G.J. Somer Development of Regional Capacities for Emergency Relief in the Spirit of Smart Defence Initiative Milica Katic

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Development of Crisis Management and Disaster Response Centre of Excellence (CMDR COE) Bulgarian Contribution to NATO Smart Defence Mitko Stoykov

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Search and Rescue Battalion Luan Domi Copyright © 2013. IOS Press, Incorporated. All rights reserved.

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Second panel: Development of Regional Capacities for Civilian Emergencies seen in the Initiative Spirit of NATO “Smart Defence” 72 Abazz Lleshi The Need of Regional Cooperation in Crisis response Capacities Development Dimce Petrovski

79

Macedonian Red Cross Ali Samet

83

Third panel: Sustained Emergency Relief Regionally Developed Capacities MKSF BRIEFING Fadil Hadergjonaj Building and Sustaining Regional Capabilities for Emergency Relief Kyle King

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Protection and Rescue Capacities of the Republic of Macedonia Ljupce Petrovski

93

101

Subject Index

103

Author Index

105

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Recommendations and Considerations NATO ARW STRUGA 2012 Sustained Emergency Relief --- Regionally Developed Capacities

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Session 1: Capabilities for Emergency Relief – National Challenges and Perspectives

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-3

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Capabilities for Emergency Relief National Challenges and Perspectives a

Mr. Ertust BRAHJAa General Directorate for Civil Emergencies, Albania

Abstract. Mr. Ertust BRAHJA started his presentation with Albanian national threats and risks, as: Earthquakes, rock falls, landslides and avalanches, snowstorms and high snowfall, windstorms etc. He emphasized Albanian Constitution and Albanian National Security Strategy as legal framework for the functioning of the system for Crisis Management. He added that these documents, and few others, are so important for the Albanian government because through them they are planning to increase intergovernmental cooperation and constitutional approach. Furthermore, he emphasized the National Civil Emergency Plan and explained that it reflects the policy and main priorities of Albania in the Civil Emergency Service. After that he explained Albanian and international experience in the field of civil emergencies. In continuation he was presenting Albanian legal framework, standards and widely accepted procedures. Other talking point was the systematization and clarification of the roles and responsibilities of all relevant governmental institutions and civil society organizations for the Civil Emergency management. Furthermore he explained about the National Plan has been prepared based on a precise and logical procedure and methodology, which includes Risk Assessment study, large consultations, information sharing, wide consensus of all relevant institutions and organizations. He finished his speech with mentioning the importance of upcoming challenges on bilateral and multilateral cooperation. Keywords. Albania, risk, treats, Legal bases, NCEP, GDCE

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1. Threats and Risks in Albania This part Mr. Brahja started with dividing the threats and risks on geologic, hydrometeorological, biophysical hazards and technological hazards. Geological are earthquakes, rock falls and landslides. As a part of hydro- meteorological threats and risks in Albania he mentioned the flooding and torrential rains, rain or induced snowfall, landslides and avalanches, snowstorms ad high snowfall, windstorms and also droughts and heat waves. Forest fires and epidemics are part of biophysical hazards.

2. Legal bases Risk management is firstly covered by the Albanian Constitution, also by their National Security Strategy, the law “on Civil Emergencies”, Civil Emergency National Plan and law “on Protection from fire and rescue”. 2.1 National Civil Emergency Plan Albanian National Civil Emergency Plan reflects on:

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E. Brahja / Capabilities for Emergency Relief - National Challenges and Perspectives

x x x x x x x

Policy and main priorities of Albania in the Civil Emergency Service. Albanian and international experience in the field of civil emergencies. Albanian legal framework, standards and widely accepted procedures. Systematizes and clarifies roles and responsibilities of all relevant governmental institutions and civil society organizations for the Civil Emergency management Assures a planned and coordinated use of all national and international capacities in the country It doesn’t substitute other line ministries and institutions plans, and on the other side serves as a guide for them National Plan has been prepared based on a precise and logical procedure and methodology, which includes Risk Assessment study, large consultations, information sharing, wide consensus of all relevant institutions and organizations.

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3. Scheme of Emergency/Crises Management System in Albania

4. Structures at Central Level At central level in Albania there are three bodies responsible for civil emergency planning and response. 1.The Council of Ministers The Council of Ministers has the overall responsibility for civil emergency planning and response in the Republic of Albania. Also to approve policies and programmes for achieving an appropriate state of civil emergency planning and crisis

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management, and to establish for a period no longer than 30 days the stage of natural disasters in one area or all over the territory of the country. They need to notify the President and the Assembly of the Republic of Albania about emergencies, their consequences and causes, to make assessments of the level of damage caused by natural and other disasters. in conjunction with other experts as well as assistance for recovery and to arrange and specify procedures for international assistance in the event of emergencies.

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2. Infer Ministerial Committee on CE Co-ordinates the action of the reaction force during civil emergencies. Coordinates the management of state reserves, determines its use and determines ways and procedures in use of material and financial resources. It also assesses the reconstruction and recovery from natural and other disasters. 3.Ministry of Interior Is responsible for the setting up and advancing civil emergency planning and response in the Republic of Albania. It implements, in conjunction with other institutions, the policy of the Council of Ministers, co-ordinates the activities of all parties within the civil emergency planning and response system and organizes bilateral relations and international co-operation for the development of civil emergency planning and crisis management. The ministry of Interior manages the system of protection against natural and other disasters, develops national strategies and programmes for civil emergency planning and response and submits to the Council of Minister for approval and is responsible for making the risk assessments upon which national emergency plans are made and represented to the Council of Ministers for approval. Taking measures to ensure the awareness of the people about civilian emergencies as well as setting up study funds for public institutions in responding to civil emergencies, providing the Inter-Ministerial committee for Emergency Situations all necessary information and potential dangers. The Ministry also follows the procedures for the establishment and use of state reserves given at disposal by state reserve structures for civil emergencies and determines the procedures for using material resources in case of civil emergency.

5. Main Tasks of GDCE (General Directorate of Civil Emergencies) x x x x x x x x

Inspects the protection/ prevention measures Coordinates the activity of Structures Trains Civil Protection Personnel Drafts agreements and cooperates with in-line agencies in region and further Assesses the needs and damage assessments. Coordinates operational forces and humanitarian aids in central level Serves as Technical Secretariat for Civil Emergencies of Internal Ministries Committee. Plans and prepares the fire fighters structure and stores the reserves for Civil Emergencies.

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6. Disaster Risk Mitigation and Adaptation Project Albanian Disaster Risk Mitigation and Adaptation Project is a multi-component projects about disaster risk management and preparedness. It main task is strengthening of the hydro-meteorological services in Albania by increasing the accessibility of data, upgrading the monitoring network and developing capacity to prepare forecast products tailored to disaster management. It also covers development of building codes and catastrophe insurance.

7. Bilateral and Regional Cooperation

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One of the upcoming challenges of Albania is strengthen cooperation with neighboring countries. Agreements in place x Italian Civil Protection. x Austrian Government. x Greek Ministry of Interior. x Croatian National protection and rescue directorate. x Agreement between Crisis Management Centre, Macedonia and Kosovo Emergency Management Agency x Disaster Preparedness and Prevention Initiative for South-Eastern Europe (DPPI SEE). x Adriatic – Ionic Initiative. x Civil Military Emergency Preparedness for South East Europe, Council (CMEP SEE). x South Eastern Europe Simulation Network - Southeastern Europe Simulation (SEDM – SEESIM). x Black Sea Economic Cooperation and cooperation on emergency assistance. Agreements in process x Turkish Disaster and Emergency Management Presidency x Montenegro Civil Security and Emergency Situations Ministry of Interior x Macedonian Civil Protection Agency x Protection and Rescue Sector Ministry of Security of Bosnia and Herzegovina

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Crisis Management of the Republic of Macedonia a

Marina MITREVSKA, Ph.Da Faculty of Philosophy, Institute for Security, Defence and Peace – Skopje Abstract. Professor Marina Mitrevska explained the development of the model of crisis management in the Republic of Macedonia. She made retrospective of the Macedonian challenges until now and the way they were handled. Also she was speaking about the normative solutions for the Macedonian crisis management and the perspective that they offer for the regional cooperation. She also underlines Macedonian experience in the process of realization of the crisis management concept Keywords. Macedonia, NSCM, law, crisis, Center

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1. Post-conflict peace building Namely, today, eleven years after the outburst of the armed conflict and signing the Framework Agreement, the Republic of Macedonia is in a phase of post-conflict peace building. This is one of the reasons why the success of this phase will provide not only repairing of the consequences of the conflict, but also prevention of its repetition. Due to these reasons, the ending of the armed phase of a conflict should and must be perceived as the beginning of a new phase in prevention of a new wave of hostility through active social peace building. Post-conflict peace building faces a number of challenges and problems, and as such it is a subject of many analyses. Certainly, one of them is the analysis of crisis management. In that sense, the analysis should provide an answer to the questions: First, whether creating a national system for crisis management will help to prevent, timely and efficiently, the risks and threats that emerge in the post-conflict peace building in Macedonia. Second, whether effective implementation of this system means building a security system that will be able to protect the interests of its citizens, and at the same time, to create conditions for development and execution of economic, social and other politics that will enable stabilization of Macedonia. Generally speaking, in the last period, crisis management has been a priority issue on the security agendas of international, governmental and non-governmental organizations. Therefore, the Republic of Macedonia in the frames of this difficult and complex process of post-conflict peace building, the concept of crisis management can provide a positive contribution. Namely, its inauguration can assist in building security and creation of state - producer of security. There are serious indicators that point to the challenges and the need of serious treatment of the crisis management concept in the frames of the process of post-conflict peace building and security in Macedonia. That is why one should welcome the consensus of all factors, in addition to the political, for

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M. Mitrevska / Crisis Management of the Republic of Macedonia

the organizational establishment of the crisis management system, not only as a precondition, that is, a standard for our integration in the Euro-Atlantic security structures, but also, above all as our real necessity. Consequently, one of the priorities for us is the creation of a crisis management system that will be able to tackle risks and threats, which unfortunately do not circumvent Macedonia, in a timely and efficient manner. It means that we should be able to deal with the problems on our own, and in the spirit of democratic time we are living in. Macedonia needs a crisis management system and of course, a law. They will help in permanent monitoring of the condition and in the post-conflict period, it will prove to be a very important stage in the ultimate stabilization of the state. It presents a great positive opportunity for Macedonia, which can only stimulate us additionally in the process of stabilization and integration in the Euro-Atlantic security institutions.

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2. Dimensions of the National System for Crisis Management The first dimension is the different social context where crises emerge and influence the unique characteristics and dimensions of the crisis itself. In the Republic of Macedonia, the reasons for a future crisis, that is whether its structural roots will be in political, economic, social or security challenges are due to the condition in the postconflict period, when peace and the green light towards stabilization, development and integration, attach a specific character to the crisis and entail the need for an appropriate mechanism for its management. Post-conflict peace building requires fast diagnosis, that is, anticipation of crises in different social contexts. Thus, one should always take into consideration its specifications. They should always lead us to the answer when, who and how the crisis is managed. Whether it is better to build on time a crisis management system or a system that will “only cure and not prevent.” Second, to open the issue of crisis in the context of post-conflict Macedonia, which will be dependent on the successful diagnosing and eliminate of the reasons for crisis. Third, for security challenges in post-conflict Macedonia, one of the key issues is how to respond to the requirements for security sector reforms. Fourth, the new security environment and challenges for security. In the last period, the Republic of Macedonia has had a firsthand opportunity to perceive the nature of asymmetric threats and face the consequences of the lack of coordination of state institutions and security services. These threats do not concern only security and defense policy but also the politics of other sectors: foreign, economic and social politics, health and environment policies. Creating security system capable to tackle these challenges and give support to the overall policy of the Government, means efficient coordination of these sectors at the highest level.1 Fifth, abandoning traditional defense and resorting to crisis prevention. Namely, today, security in Europe, is mainly characterize by increasingly intensified relations of cooperation and mutual cooperation, which is one of the indicators that slowly but surely, the possibilities of a major conventional war have been eliminated. On the other hand, however, in certain regions such as South-East Europe, many crises and crisis situations have emerged exactly as a consequence of crumbling of the bipolar world and big socialist states (such as the example with the Republic of Macedonia) . 1

see Buckovski 2005: 13

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M. Mitrevska / Crisis Management of the Republic of Macedonia

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Moreover, the future strategic realities after the terrorist attacks in the USA, Spain and Russia underline the fact that the danger of non-military and asymmetric threats emerge in unexpected shapes and devastating intensity. To the current point of civilization development, that is, lately, as a consequence of technical-technological development, globalization and climate changes, there have been more frequent natural and technical-technological disasters, and other large scale emergencies, which very often exceed the total potentials of a state. Therefore, states are required to be organized so as to be able to tackle these crises and crisis situations. Namely, the states must find solutions for managing the crises starting by their prevention and finishing with their resolution. In that sense, the latest National Security and Defense Concept of the Republic of Macedonia contains a separate part entitled as Crisis Management, where the directions and the basis for organization and development of this system have been given. Accordingly, the establishment of a crisis management system is an imperative for Macedonia.. Sixth, creating a crisis management system that can tackle the risks and threats of contemporary world timely and efficiently, means establishing a security system that will be able at the same time to protect the interests of citizens, to create conditions for sustainable development and implementation of economic, social and other Government policies and to reward the foreign-political credibility of our state. Establishing these mechanisms will enable central monitoring and assessment of threats, risks and data analysis, efficient civil control of the security system in emergencies at the highest political level and coordination of activities of institutions of the system and security services.2 Seventh, endorsing the Law on Crisis Management will help in the efficient coordination of assessing the crisis. Therefore, in the upcoming period the following issues will have to be considered: x To establish the aims in the management process; x To plan the basic activities; x To determine common principles and the structural frame that is expected to affect the crisis. All this implies that there is a continuous need for controlled response, organized crisis management, measures and communications that could be included, separately or collectively, in controlling crises and shaping the future directions and gratification of political doers and crisis managers. The categorization of the aims of the crisis management system has been of great importance. Namely, to contribute towards reduction of tensions and their prevention, which, directly influences state security; efficient crisis management, which will prevent their escalation and growth into warfare; to ensure civil and military preparations. In details, this approach reflects utilization of political, economic and social instruments as well as military, greater emphasis on conflict prevention, peacekeeping and crisis management.3 The necessity of promoting the crisis management system, that is, crisis management in the Republic of Macedonia recognizes organization, order and measures aim at putting the crises under control and enabling conditions for shaping the future direction of the crisis.

2 3

Ibid, p.14 see Mitrevska 2005: 107

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3. Law on crisis management The endeavors of the Government and the Ministry of Defense are very important in the development of the Law on crisis management. The positive side of the Law is that it is based on the provisions of the National Security and Defense Concept, which, inter alia, provides directions for regulating the whole area related to security and defense of citizens, their material values and the state. Moreover, in part of the contents of the Law have been standardized some solutions from NATO member states and the European Union. The suggested text of the Law will be providing for achievement of several objectives, such as: improvement of coordination of intelligence communities, and consequently, the quality of information that serve for assessment of security threats of the country. The new Law establishes a crisis management system, which should ensure timely, fast and efficient prevention and reaction in case of emergency for people, their goods and lives and the security threat of the country and the Law also determines coordinated, rational and efficient need of resources in case of emergencies in the country. Furthermore, two novelties have been introduced in the Law, namely: the Parliament will exercise permanent control on state institutions and the Government in resolution of any crisis situation, and only President of state is entitled to make a decision for engagement of part of the Army for overcoming the crisis situations.

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4. Coordination body for dealing with crises and a Crisis Management Center In order to be able to perform the activities related to crisis management operationally, efficiently and professionally, the Government of the Republic of Macedonia formed these bodies during the crisis in 2001.The primary task of the Coordination body for dealing with crisis was to coordinate, direct and unite activities of the state institutions in dealing with crises, including the Army and police forces and to propose use of the unit for combating terrorism. Moreover, in the interest of efficient crisis management, the Government of the Republic of Macedonia formed a Working group for crisis management, that is, a Crisis Management Center. The Crisis Management Center consists of: x x x

Head of the Center; Deputy head of the Center; One representative of the Ministry of Defense; Ministry of the Interior; Ministry of Foreign Affairs; Intelligence Agency; Army of the Republic of Macedonia and the police.

The Crisis Management Center in terms of dealing with crises has the following tasks: x x

To collect, process, analyze and submit data and information to the Coordination body for crisis management and propose measures and activities for dealing with crisis situations; To submit information to the Ministry of Defense, Ministry of the Interior and the Intelligence Agency.

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In order to deal with the crisis successfully, the state institutions, the Army, the police and the Intelligence Agency have a task to submit data related to emergencies to the Crisis Management Center.

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Furthermore, subgroups are formed within the Crisis Management Center, as follows: x Collecting information; x Planning; x Analytics; x Communications and information; x Common and Legal Affairs. These are the basis for organizational establishment of the crisis management system. Namely, in order to obtain possibility for fast and comprehensive action, that is, for proposal of decisions and ensuring constant consultations, coordination, timely reaction, efficiency and appropriate utilization of the available resources in case of emergencies, as well as ensuring timely, quality and real assessment of security hazards of the country, the Law suggests the following organization of the Crisis Management System, namely: Steering Committee – according to the Law, it is a Government body for coordination and governing the crisis management system. The Steering Committee comprises the Ministers for Interior, Health, Transport and Communications, Defense, Foreign Affairs and the Head of the Assessment Group. The control mechanism functions by involving one representative of the Parliamentary Committee for Security and Defense of the Republic of Macedonia and one representative from the Cabinet of the President of the Republic of Macedonia in the work of the Steering Committee. Assessment Group - it is a Government body that carries out permanent assessment of security risks and threats of the country and proposes measures and activities for their prevention, early warning and dealing with emergencies. The Assessment Group is comprised of the respective Directors of the Public Security Bureau, Directorate for Security and Counterintelligence, Intelligence Agency, Directors and Deputies of the Crisis Management Center and Directorate for Protection and Rescue, Deputy Chief of General Staff of the Army as well as the Head of the Section for Security and Intelligence in the Ministry of Defense. Crisis Management Directorate – it is an independent body of state governance. In performing tasks related to crisis management, the Center carries out the following activities: ensuring continuity in inter-agency and international cooperation, consultations and coordination in crisis management, filing up and updating of the unified assessment of security risks and threats in the country, proposition of measures and activities for emergencies resolution. An important novelty in the Law on crisis management is the possibility of the crisis management system to organize prevention at the local level. Namely, the Law assumes organization and accomplishment of prevention, early warning and dealing with a crisis that poses risk for the goods, health and lives of citizens, emerging from dangers which directly jeopardize the Constitutional order and security of the Republic of Macedonia or a part of it. Furthermore, the crisis management system also encompasses collection of information, assessment, analysis of the situation,

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establishment of aims and tasks, development and execution of necessary acts for prevention, early warning and dealing with crises. Thus, the municipalities, in the frames of their authorities have an obligation to assess risks and threats at the local level, for efficient prevention and early warning of a potential crisis situation. For prevention at local level, the crisis management system performs the following duties: x Monitors the situations and appearances that can lead to emerging crisis on the area of the municipality; x Announces assessment of risks and threats for emergency rising on the territory of the municipality; x Approves a program for revitalization of the municipalities; x Executes decisions of the Government regarding the crisis management on the territory of the municipality (which means established coordination, necessary for successful prevention); x In dealing with the crisis the mayors ensure coordination of participants in the crisis management system at the local level; x According to the offered solution, the municipalities have obligation in their acts for organization and systematization to establish working places for preparation and performance of working tasks related to prevention and dealing with crisis situations.

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5. Conclusion All important aspects of such established organization and coordination of the crisis management system can give positive effect in accomplishing the security and defense in the Republic of Macedonia, because the crisis in Macedonia has opened all vulnerable issues of functioning of the political and security institutions in conditions when a coordinated response is required. Furthermore, the crisis has shown that the institutions are unsuccessful in their strive to distinguish their authorities, which makes the coordinated of the joint activities very hard. A coordinated response lacked as well, on the part of the security forces – police and the army. The problem appeared to be unclear. That is between the key security institutions, the army and the police, and the division of responsibilities between them. These problems have created an impression of a bad simulation of the crisis. The post conflict period has opened a new page on the list of future problems, that is, a possibility of future post conflict crises. The potential for instability and insecurity or the potential for conflict is not and cannot be entirely eliminated. In that sense, not even theory recognizes sterile non-conflict societies. However, what it points out is that the structural factors are not a sufficient element to break the rule of democratic accomplishment of interests and necessities. Two other components are always needed: possibilities and political will to utilize the structural problems. In the case of post conflict Macedonia, the possibilities/risks are still present: illegal weapons, corruption, and foreign support for armed violence, illegal armed groups.4 In such conditions, the establishment of civilian crisis management, which will ensure civilian and democratic control on the activities and forces, will enable 4 EU Crisis Response Stability: Institutions and Processes for Conflict Prevention and Management, ICG Issues Report No 2, June 2001, Brussels

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coordination and efficiency of the system, which is a general aim, along with the first aim to prevent and the second to contain and resolve crises.5 Therefore, in this period creating a national crisis management system presents one of the main and challenging aims of the Government of the Republic of Macedonia.

5

ibid, 12

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Smart Defence vs. Smart Civil Security a

Mr. Urim VEJSELIa Head of Department for International Cooperation, Centre for Crisis Management

Abstract. Mr. Urim VEJSELI started his presentation emphasizing the case study for Macedonia and specifically the Center for Crisis Management. Mr. Vejseli gave brief retrospective on the work done in the past and on the past regional cooperation and joint actions. He expressed the need of increased cooperation and explained the cooperation between Macedonia, Albania and Kosovo which he coordinates. On the end he emphasized the recommendations on the future actions in the regional cooperation. Keywords. Macedonia, crisis, center, defence, regional, cooperation

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1. Crisis Management Center Crisis Management Center is an independent state administrative body that performs the activities that refer to: x providing continuity of the inter-departmental and international cooperation, consultations and coordination of the crisis management; x preparation and updating of a unified assessment of the risks and dangers to the security of the Republic; x proposing measures and activities for resolving a crisis situation, and executing other activities laid down by law. 2. Steering Committee The Steering Committee is a governmental body for coordination and management of the crisis management system. It is consisted of: x x x x x x

Ministry of Interior Ministry of Foreign affairs Ministry of Defence Ministry of Health Ministry of Transport and Communications Head of assessment group

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3. Assessment Group The Assessment Group is a governmental body that performs constant assessment of the risks and dangers to the security of the Republic and proposes measures and activities for their prevention, early warning, handling and recovering a crisis situation. Assessment group is consisted of: x Directors of the Public Security Bureau x Security and Counter-Intelligence Directorate x Intelligence agency x Directors and the Deputy Directors of the Crisis Management Centre x Directors and the Deputy Directors of the Protection and Rescue Directorate x Deputy Chief of the General Staff of the Army x Head of the Security and Intelligence Service within the Ministry of Defence. 4. Headquarters

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The headquarters is consisted of: x Representative from Ministry of Interior x Representative from Ministry of Foreign affairs x Representative from Ministry of Defence x Representative from Ministry of Health x Representative from Ministry of Transport and Communications x Chief of the Medical Emergency in Skopje x Director of the Protection and Rescue Directorate x Representatives from the Army x Representatives from the Intelligence Agency x Representatives from the Directorate for Protection of Classified Information x Representatives from the Macedonian Red Cross The Director of the Centre is the chief of the headquarters The headquarters is formed in the Centre, as an operational and professional body that handles the activities for prevention and management of crisis situations. 5. Regional response units In order to effectively manage crises, the region needs to establish (declared) regional units for coordinated action and dealing with regional risks and hazards, as well as for interventions after required assistance from national authorities in the region. They will be stationed in their home countries and will act when necessary in their countries and in neighbouring states. The formation of (declared) regional units will be realized through the implementation of four independent projects. x Methodology for integrated Risk and Hazard Assessment x Sub-regional Platform for Disaster Risk Reduction x Regional Training Centers x Crisis Management Critical Response Framework

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5.1 Integrated Risk and Hazard Assessment Methodology for Integrated Risk and Hazard Assessment enables strengthening of national and regional capacities through the unification of terminology and building a common methodology for the region. Development of integrated risk and hazards assessment x Specification of integrated methodology x Inventory of existing studies, gap identification and recommendations x Review of existing national methodologies for risk and hazard assessment x Review of EU Guidelines for National Risk Assessment and Mapping x Hazard, exposure and vulnerability assessments x Risk estimation x Risk profiling and evaluation x Identification and selection of (border) high risk areas x Identification and prioritization of risk reduction options x Institutionalization and adoption of risk framework x Joint coordination and cooperation x Training for ad institutionalization of comprehensive risk assessment, risk data collection, and information management

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5.2 Sub-regional Platform for Disaster Risk Reduction Sub-regional platform on disaster risk reduction is a sub-regionally owned and led forum or committee, composed of more stakeholders. It combines the knowledge, skills and resources needed for disaster risk reduction and contributes to the continuous process of joint preventive action and response to potential emergencies and disasters in the way to exchange information, knowledge and commitment to effective action in the process of disaster risk reduction. 5.3

Regional Training Centers

Main objective - emergency management and preparedness training, vocational training and professional development and education of staff of crisis management institutions in Republic of Albania, Republic of Kosovo and Republic of Macedonia, and other crisis management stakeholders, as well as and cooperation with institutions of similar nature in the region. The center is open for all interested countries in the region of South-east Europe and wider.

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5.4 Crisis Management Critical Response Framework The goal of the Crisis Management Critical Response Framework is to equip the Crisis Management Center of Republic of Macedonia and the Departments for Emergency Situations of Republic of Albania and Republic of Kosovo with a Critical Response Framework (CRF) designed to provide emergency responders and decision makers with enhanced situational awareness and understanding in order to support emergency management operations and information sharing within the Balkan region. 6.

Conclusion

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An access to and development of a common model of civil security enables creating a regional framework, where the participating countries, by pooling of resources and experiences, would implement several projects in the area of security, which would practically create Smart Civil Security, according to the principles of Smart Defence. These projects will contribute to improved operational efficiency, cost savings and closer ties among countries in the region. They will also provide experience for several projects related to building a Smart Civil Security. Regional cooperation, beside the participation of the Republic of Macedonia, Republic of Albania and the Republic of Kosovo, in the longer term imply involvement of other countries from the region of Southeast Europe.

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-18

Crisis and emergency response capabilities – Republic of Bulgaria a

Col. Prof. Mitko STOYKOVa Director Crisis Management for Disaster Response Centre of Excellence, Faculty “National Security and Defence”, G. S. Rakovski" National Defence Academy Abstract. Prof. Mitko Stoykov in his speech he gave introduction in the Bulgarian case. Further he explained the Crisis and Emergency management capabilities of Bulgaria. The bases for the functioning of the system are the legal and normative documents which were briefly mentioned. After that Prof. Stoykov continued with the Crisis and Emergency Management System (CEMS), their training and interoperability. Next in his presentation was the cooperation of the Bulgarian and Allied CEMS and in the end with the problems that CEMS are facing. Keywords. Crisis, Bulgaria, CEMS, AF MF, MUSAR

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Introduction For the last decades Bulgaria has undergone deep and systemic social changes. The post-Cold War global, regional and sub-regional security environment has strongly, and in some cases even decisively, influenced national security and the more general political and social transformations. Apart from the social and political changes, the technological revolution and the rapid advance in Information Technologies has presented challenges, but also new opportunities for improving national security and defence capabilities. Following the need to guarantee security, Bulgaria is continuously working for the development of a National Security System, including components and capabilities for crisis and emergency response. 1.

Crisis and emergency management capabilities

Bulgarian legislation defines crisis as a change of the established state of life, areas, sites, economic sectors and social life or the environment, which is caused by human activity or natural phenomena that change the existing and of working environment and life conditions. Disaster is defined as an event or series of events that are caused by natural phenomena, incidents, accidents and other emergencies which affect or endanger people’s life or health, their property or the environment in degree that require application of preventive measures, using special resources and conducting special crisis/emergency operations. Natural disasters are the primary result of dangerous geological, meteorological, hydrological and other processes. They are supplemented by technogenic risks that result from the operation of existing facilities for industrial use, new industrial development that destroys natural ecosystems and the negative impact of preserved sites with potentially hazardous properties (e.g. ammunitions, chemicals, etc.). The main goal of the National Emergency Management System is to provide prevention and control over emergencies and their consequences

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management. The geographical characteristics and geological structure of Bulgaria’s territory, especially the high seismic activity, makes the country vulnerable to disasters and emergencies. According to statistics, the last decade increased the frequency of different types of disasters that affect the country. Nowadays, it is estimated that Bulgaria is in the category of areas characterized by a particularly high level of emergency risks. The disasters that are possible to occur on our territory are: x Earthquakes, x CBRN threats, x flooding, x technological accidents, x landslides, x massive forest/field fires, x major rain/snowfalls etc. If we take the understanding of capability from the defence domain and paraphrase it to apply for the emergency management context, a capability will then define the ability to conduct a specified emergency management course of action or to achieve a certain emergency management effect. Respectively, within the development process, a capability includes and is described in one or more functional components. The capability management process is aimed to balance security when meeting current operational requirements. It uses the best means of utilizing current and support capability development to meet future strategic and operational objectives. The major functional components of emergency management capabilities could be focused in the following areas: x Legal and regulatory documents: development of national, strategic, operational, tactical, joint levels preventive emergency management measures and conducting emergency response operations; x Organization: depicts institutional or special units structure, prescribed to operate and sustain different types of capabilities; x Training: covers specialized area of responsibility for national institutions that are involved in development and operations of emergency management capabilities. It encompasses the whole range from individual to unit training, needed to employ a capability x Materials: this is a broad range of all required materiel items, spares, repair parts, personal and units’ equipment needed to develop, operate, and maintain a capability x Leadership: this functional component covers all levels of professional education for the CEMS managers who develop, use or operate a capability x Personnel: embrace all levels of organizational staffs of a x capability x Facilities include property, buildings, structures, utilities, pavement, and etc. x Interoperability: covers all means of relationships, connectivity and common operating via available information systems and operational domains.

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2.

M. Stoykov / Crisis and Emergency Response Capabilities – Republic of Bulgaria

Legal and normative documents

Bulgaria has a very large area of applied crisis and emergency management legal and regulatory base. Only in the state level, the legislation in the area of crisis and disaster response includes more than 20 related acts. The largest part of regulatory documents includes sub-regulations statute-books for implementing the above laws, including special provisions of other laws or governing documents, for example for disaster protection or hospitals utilization. The national legal picture of crisis and emergency management every year is enriched by all levels national/regional/local emergency management programs and plans. The membership in both NATO and the EU provides Bulgaria with broader participation in the international crisis and emergency management community. As part of NATO, Bulgaria follows the relevant Alliance policy and standards, prescribed in NATO Crisis Response System documents, NCRS Manual, operational planning and capability development processes. The other, larger part of Bulgarian obligations relate to the implementation of EU directives on crisis and emergency management. The EU directives prescribe obligations related to the national crisis and emergency management system (e.g. Directives of Community Mechanism, Control of Hazardous Industry Accidents; Water Policy; Flooding’s Risk Assessment and Management;· protection of European Critical Infrastructures and related Program, etc. The other part of Community regulations covers EU directives for different sectors like Nuclear, Public Health, Chemical Industry, Transportation, Information Technologies and Communications, etc.

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3.

CEMS Organization

The Organization of the national system for emergency management is developed at central, regional and local levels and includes: x management bodies x management centres x communication and information systems x reaction forces The management bodies are: x government x regional governments x municipalities The emergency management centres are established in case of need at central, regional and municipality levels. Under the requirements of the Disaster Protection Law, Bulgaria establishes a National Integrated Rescue System and the Bulgarian Armed Forces organize, educate and train specialized Modular Formations.

3.1 Emergency management system at national level The big picture of the emergency management system at national level encompasses Parliament, President and Government, including different councils related to their

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activity. The general responsibility for the establishment and operation of the National crisis and emergency management system is delegated to the Council of Ministers. The Bulgarian Government is responsible for the development of the national emergency management policy, and for the planning and management of all related activities; for the development and manning of the National Early Warning and Alert Systems; for emergency management decision making and for conducting Crisis and Emergency Response Operations. To fulfill the prescribed responsibilities, the Government is supported by Emergency Management Centres and Staffs. 3.2 Emergency management at regional level The main task for emergency management at regional level is prescribed to the regional governors. They organize and manage the protection from natural disasters; organize the development and approval of regional plans; organize the training of regional administrations; coordinate and control regional preparations for reaction to natural disasters and emergencies. 3.3 Emergency management at the local level The situation with crisis and emergency management at the local level is quite similar. The Mayors organize and manage the disaster protection activities within the municipal territory, including disaster protection plans, organization, coordination and implementation of preventive measures; coordination of rescue operations; organization and coordination of emergency evacuation, etc.

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4.

Integrated Rescue System

As part of the National Emergency Management System, the Bulgarian Integrated Rescue System was established on the basis of the provisions of the Disaster Protection Law. Its main objective is providing reliable protection of the life, health and property of the population, as well as protection of the territory, environment, cultural and material values. The main task of the System is to maintain a constant readiness of necessary capabilities for timely, clear and precise reaction at all levels and to ensure the effective use of the available resources of institutions. Integrated rescue system main activities are: x Providing early warning and alert x Conducting rescue operations x Providing medical treatment in emergency situations x First psychological aid to victims and search and rescue x teams x Environmental accidents control and consequences x management x Protection against unexploded ammunitions x Search and rescue operations x CBRN protection x Fire fighting x Evacuation x Emergency recovery activities

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M. Stoykov / Crisis and Emergency Response Capabilities – Republic of Bulgaria

x Other operations associated with population protection The major parts of the Bulgarian Integrated Rescue System include units from the Ministry of Interior on the central, regional and local levels, Fire Safety and Population Protection Units Directorate General, and Emergency Aid Medical Units. Additionally, the Integrated Rescue System reaction forces include Modular Formations of the Bulgarian Armed Forces, regional, local governments and administrations, specialized legal entities and volunteers, Bulgarian Red Cross and NGOs. The coordination of the Integrated Rescue System’s elements is a primary task of the Ministry of Interior’s Operational Centre which: x Provides disaster related information x Alerts the units of the Integrated Rescue System and coordinates their further actions, based on Standing Operational Procedures x Alerts Government executives and population 5.

National Early Warning System

The National Early Warning System is operating on two levels: it provides alert for the Government and the Integrated Rescue System’s units, as well alert for the population in case of emergency. The first part of the System is designed for individual warning and alert. It operates with a pre-defined groups’ database. Following the warnings, the System requires confirmation by entering a Personal Identification Number (PIN). The second part provides early warning and alert at national level and regional level. The national level costumers are: President, National Assembly, Prime Minister, Ministers, National Emergency/Disaster Management Staff and expert groups, Ministries, State Agencies and Commissions. Regional level includes: regional and local administration, City Halls, IRS components at regional and municipal level.

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6.

National emergency call system

Single Emergency Telephone number 112 has 100% coverage and open access for all Bulgarian citizens. All six 112 centres in Bulgaria are interchangeable. The System is homogeneous, and makes each centre receive calls from anywhere in the country. If there are no available operators in one centre, calls are redirected automatically to free operators in another centre, and if a centre is not accessible due to failure, its calls are redirected to another centre. Data for caller location is provided by the telecommunication companies. Primary 112 system receivers are special units of the Ministry of Interior - Police, Fire and Rescue and Population Protection, and the Ministry of Health - Emergency Medical Centres, Ministry of Transportation Maritime Administration and the Bulgarian Red Cross - Mountain Rescue units. 7.

AF MF Territorial responsibility

As one of the biggest parts of the National Integrated Rescue System, Bulgarian MoD and AF maintain more than 90 Modular Formations. These Military formations are prepared, equipped and trained for consequence management operations, conducted during different types of disasters: x CBRN accidents x Industrial accidents

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x Fire-fighting x Flooding x Earthquakes x Severe winter conditions x Destroying unexploded munitions. Their territorial responsibility is divided into two zones - North and South with a boundary on the Balkan Mountain range. The Northern Zone is separated in two, and the Southern Zone in three regions. Upon request for assistance from a Regional Governor or Mayor, and after the approval of the Minister of Defence, The alert to the Modular Formations is given by the personnel on duty at the Military Command Centre. Permission for operation of the MF is given by the Minister of Defence through the Chief of Defence. In this procedure, the Joint Forces Command Commander, or Component Commanders activate Modular Formations in the respective disaster area through the National Command and Control System. The decision of the Minister of Defence for MF operations is based upon a written request by the Minister of Interior, other Ministers, Regional Governors and Municipal Mayors. Command and Control is delegated to the Chief of Defence in BGR AF based on C2 System through the Joint Forces Command Commander and the AF Commanders - in case of limited operation. Tactical Command is provided by the commanders of respective military units. 8. Training and interoperability One priority of state policy is education and training in the area of emergency management, based on different target groups – government officials, students, response forces and volunteers. Education in the emergency management area is provided by national educational institutions like schools, universities, and specialized academies. The training of subject matter experts and specialists is provided by both National Defence academies and institutions under the Ministry of Interior, e.g., Professional Training Centre of the Ministry of Interior, National Military Training Centre, as well as specialized Training Centres of other ministries and state agencies, BGR Red Cross. Every year all elements of the Integrated Rescue System conduct or participate in national, allied and international trainings and exercises that guarantee their interoperability. 9.

Improvement of crisis/emergency management capabilities

Bulgarian contribution to the EU includes national modules: Medium Urban Search & Rescue Module (MUSAR), CBRN module for operating in contaminated areas, and Ground Fire-Fighting Module. They are ready to use in short notice by the Operational Centre of the Ministry of Interior, after the request sent from EU MIC by the Common Emergency Communication and Information System (CECIS). Like every social system, the national emergency response is subject to constant development. The major areas for improvement are: x Continuous improvement of the system’s legal base; x Increasing the preparedness, operational coordination and response capabilities; x Readiness of the National Early Warning and Alert System; x Conducting training and exercises to check the early warning systems’ readiness;

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M. Stoykov / Crisis and Emergency Response Capabilities – Republic of Bulgaria

x

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x x x

Development of methodological guidelines for disaster protection planning at different levels (national, regional, municipal, departmental); Development of methodology for target groups training; Development and adoption of a Voluntary Units’ Strategy Development of Standing Operating Procedures for the National Integrated Rescue System.

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-25

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National Protection and Rescue Directorate a

Mr. Nikola GACEa Director of the National Protection and Rescue Directorate of Croatia Abstract. Mr. Nikola Gace made the introduction on the Croatian case study. He delivered the basis for the Croatian National Protection and Rescue Directorate through “Protection and Rescue Act”. In his protection was included the Objective of the Croatian National and Rescue Directorate, making a single protection and rescue system through: unified preparation, planning, establishing of procedures, equipping and training; establishing a system of public authorizations and competences; unified coordination of operations of the protection and rescue system; effective and economic use of resources; response time reduction and effective supervision of preparedness Keywords. Croatia, protection, rescue, regional, cooperation

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1. Protection and rescue act The protection and rescue act is in force since 18 December 2004; updated in 2007 to include SEVESO II Directive. x The act governs the following: x Definitions in the protection and rescue system x Basic tasks of the P&R system in disasters and major accidents x Operational forces of the P&R system x Tasks of command and coordination bodies x Activities of the Operational Communications Center in all types of emergencies x Planning regarding the protection and rescue system and regulation of standard operating procedures x International cooperation in the field of protection and rescue x Financing.

2. National protection and rescue directorate The National protection and rescue directorate is defined as an independent, professional and administrative organization in the Republic of Croatia, which prepares plans and manages operational forces and coordinates the operation of all participants in the protection and rescue system. It started functioning on 1 January 2005, on the basis of: x Act on Organization and Jurisdiction of the Government Administration x Protection and Rescue Act (Updated 2007) x Decree on the Internal Organization of the National Protection and Rescue Directorate (Updated 2008 and 2012)

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N. Gace / National Protection and Rescue Directorate

The main objective of the National protection and rescue directorate is making a single protection and rescue system via: x Unified preparation, planning, establishing of procedures, equipping and training x Establishing a system of public authorizations and competences x Unified coordination of operations of the protection and rescue system x Effective and economic use of resources x Response time reduction x Effective supervision of preparedness.

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3. Rights and obligations of local self-government units According to Article 135 of the Constitution, local self-government units are responsible for fire protection and civil protection activities. According to the Protection and Rescue Law local self-government units are responsible for: x financing protection and rescue systems in each area x adopt a threat assessments and draft protection and rescue plans x pass general acts which stipulate measures and activities in carrying out protection and rescue x equipping, training and further education of operational forces which the local self-government units have founded on the bases of a threat assessment relocation, care, removal and other activities and measures in the protection and rescue of people and assets. Head of a local self-government unit (municipality, city or county) is person responsible for mobilizing all the human and physical and technical resources in the region under the competence of this local self-government unit.

4. International cooperation 4.1 Bilateral Croatia has bilateral agreements with Hungary, Slovenia, Bosnia and Hercegovina, Austria, Slovakia, Poland, France, Montenegro, Russia, Macedonia, Albania and Memorandums of understandings wih Italy and the Netherlands. 4.2 Regional There are numerous regional activities in which Republic of Croatia participated: x CMEP SEE Council x DPPI (NPRD as Chair-in-Office in 2008) x SEDM – SEESIM x Adriatic – Ionic Initiative

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4.3 Cooperation with International organizations x x x x

NATO CEP UN (ISDR, OCHA, CADRI) EU - CPM Council of Europe

There are also agreements in progress with Serbia, Ukraine and Bulgaria.

5. Conclusion:

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With the establishment of NPRD there started an actual democratic transition of CP in Croatia. So far all strategic and normative adaptations have been made, as well as most of the planning ones. Training and equipping of civil protection has been in progress resulting in better operational preparedness at all organizational levels. Good cooperation with citizens’ associations, co-financing of their development and integration of their capacities and capabilities in the civil protection system has significantly contributed to strengthening protection and rescue system. Capacities for care of populations affected by a disaster or major accident have been considerably improved

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-28

Emergency Management of Kosovo a

Mr. Mustaf GASHIa Office of Civil Emergency Agency of Kosovo

Abstract. Mr. Mustaf Gashi started with the introduction of Kosovo Crisis Management and its national views on Disaster Profiles such as: floods, earthquakes, fires, heavy snow. His presentation continued with the national policy, national legislature and the future plans. On the end of the presentation he focused on the regional cooperation and finished with the lessons learned. Keywords. Kosovo, risks, legislature, Regional, cooperation

1. Geographic information of Kosovo

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Republic of Kosovo is located in the center of the western Balkan Peninsula. Roads passing through the territory of Kosovo connect Adriatic Sea, Aegean Sea and the interior of the Balkan Peninsula. The total border line of Kosovo is 702 km, 111 km of which is with Albania, 159 km with Macedonia, 352 lm with Serbia and 79 km with Montenegro on west. Total number of inhabitants in Kosovo is 1.733.872 living on a territory of 10.887 km².

2. National view on disaster profile x x x x

Floods Earthquakes Fires Heavy snow

2.1. Floods Kosovo is vulnerable to floods and they occur often. Last floods in 2007 affected more than 3500 people, causing significant material damages The main causes for floods are: x x x

Heavy rains Heavy storms in mountain areas Snow melting in spring time

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2.2. Earthquakes Kosovo, as well as other countries in the region, is part of the powerful Mediterranean Trans-Asiatic Seismic Belt. From seismic point of view is one of the most active countries in Eastern Europe.

2.3. Fires There is frequent occurrence of fires in Kosovo, almost two times per year. Since 2000 there have been approximately 15,077 registered fires, burning approximately 7632 acres of forests. There were injured 117 people – with no victims, but there were significant economic damages 2.4. Waves of cold and heavy snow Waves of the cold are common phenomena in the territory of Kosovo. Temperatures can go down below minus 5°C, or even Ž‘™‡” than minus 10°C. Heavy Snow causing disruption of transportation infrastructure, interruption of distribution channels and many others problems, it also has significant economic damages.

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3. National Policy, National legislature, and Plans x x x x x

Kosovo National Security Strategy Law on Protection Against Natural and Other Disasters Law on Fire Protection National Response Plan Integrated Emergency Management System

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M. Gashi / Emergency Management of Kosovo

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4. Government structure and Responsibilities

5. Human and material resources x x x x x x

Emergency Management Agency Kosovo Security Force Kosovo Police Fire Fighting Service Emergency Medical Service Volunteer organizations – KRC

6. International and Regional Cooperation Republic of Kosovo has accomplished Memorandum of understanding with Republic of Albania and trilateral Agreement –between Macedonia, Albania and Kosovo. In process is the signing of Memorandum of understanding with Republic of Croatia, Republic of Slovenia and Republic of Turkey. Also in process is the development of joint Training Centers and joint Emergency Response Forces.

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7. Lessons learned

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Mr. Gashi at the end of his remarks spoke about lessons learned from Restelica avalanche in 2012 when 10 people lost their lives and one young girl was saved.

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-32

Regional Cooperation in SEE in the Field of Disaster Management - Slovenian Perspective a

Mr. Branko DERVODELa Deputy Director General in the Administration for Civil Protection and Disaster Relief, Ministry of Defense

Abstract. Mr. Branko Dervodel presented the national view on “Regional cooperation on SEE in the field of disaster management – Slovenian perspective”. He explained the Slovenian system on protection and rescue, nature and man-made disaster profile, and international cooperation. Mr. Dervodel specially emphasized the cooperation in SEE, regional initiatives and activities. The accent was on the value of the regional initiatives and more in details about the joint training. He suggested that the regional initiatives should be used as much as possible and to increase the joint training and exercises. The countries from the SEE have developed significant national resources and have to offer a lot in the joint cooperation. Abstract goes here. Keywords. Slovenia, Civil Protection, Cooperation

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1. Slovenian system on protection and rescue National security of the Republic of Slovenia is built in three blocks, the defence system, security system and protection and rescue system. The administration for civil protection and disaster relief as part of the Ministry of defence of the Republic of Slovenia is competent for the disaster management and it s consisted of 13 regional offices.

2. Natural and man-made disasters in Slovenia Explaining the Slovenian nature and man-made disaster profile Mr. Dervodel mentioned numerous reasons for those disasters: x earthquakes x floods x fires x landslides, avalanches x sleet, frost x road, railway and aircraft accidents x industrial and other accidents involving hazardous material

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B. Dervodel / Regional Cooperation in SEE in the Field of Disaster Management

x x

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epidemics recently: weather related disasters (hail, storms, strong wind)

3. International cooperation (Slovenian Policy) Articles 2 and 6 of the Act on Protection Against Natural and Other Disasters (1994, 2006, 2010) is defining that the international cooperation and humanitarian assistance to foreign countries is one of the crucial tasks of the system. The National program of protection against natural and other disaster (2009-20115) defines international cooperation (bilateral, regional and participation at EU level and in international organizations). Also with the declaration of the Declaration on Western Balkans (2010), Slovenia has committed to support Western Balkans countries’ on their way to EuroAtlantic integrations. With the Western Balkans countries’ Action Plan (2012-2013) disaster management activities were included

3.1. Bilateral cooperation

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Republic of Slovenia have agreements with Austria, Bosnia and Herzegovina, Croatia, Czech Republic, Hungary, Macedonia, Montenegro, Poland, Slovak Republic, Russian Federation, Protocol with Italy. Even closer cooperation with neighbor countries: Croatia (project IPA), Hungary, Austria (project GOAL, exercise COOPERATE), Italy (project AlpSar) and other cross-border activities. Also there need to be mentioned the cooperation with: France (annual training programme), USA and the cooperation programme with Sweden and Germany.

4. Regional cooperation Slovenian participation in regional initiatives: x South East European Co-operation Process (SEECP) x Regional Cooperation Council (RCC) x Disaster Preparedness and Prevention Initiative for South Eastern Europe (DPPI SEE) x Adriatic-Ionian Initiative (AII): Slovenian presidency June 2012 - May 2013, round table on forest fires in March 2013 in Slovenia x Civil-Military Emergency Planning (CMEP) x South-Eastern Europe Defence Ministerial (SEDM) x Central European Initiative (CEI) x And others: RACVIAC, Alpe Adria Working Group, Visegrad Group... 4.1 Disaster Prevention and Preparedness Initiative for South Eastern Europe – DPPI SEE 11 Member countries have signed the Memorandum of Understanding: Albania, Bosnia and Herzegovina, Bulgaria, Croatia, Macedonia, Moldova, Romania, Serbia and Montenegro, Slovenia and Turkey. The main objectives: serving as a regional network,

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B. Dervodel / Regional Cooperation in SEE in the Field of Disaster Management

supporting countries in the region to develop or enforce national disaster management, strengthening bilateral and multilateral cooperation, identifying and sharing lessons learned and best practices etc. Republic of Slovenia is very active in Disaster Management Training Programme (DMTP) organizing ‘CAVE RESCUE TRAINING’ in benefit of 27 participants from 10 DPPI SEE countries in September 2011 in Dryanovo, Bulgaria, ‘HOT FIRE TRAINING’ organized in benefit of 17 participants from 10 DPPI SEE countries in September same year at Training center Ig, Slovenia and 'ENGLISH LANGUAGE COURSE' organized in benefit of 11 participants from 8 DPPI SEE countries in November at Training center Ig, Slovenia.

5. EU cooperation The Community civil protection mechanism: x Monitoring and Information Center (MIC): PoC in Slovenia: National Notification Center x Common Emergency and Information System (CECIS): Information System is installed in CORS (National Notification Center) x Civil Protection Modules: Slovenia participates with MUSAR (Medium Urban Search and Rescue) module x Training Programme: Slovenia participates in several Training Programmes and organizes together with partners different courses and exercises

6. Cooperation with the Candidate and Potential Candidate Countries

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EU IPA Programme: CP Cooperation with the Candidate and Potential Candidate Countries, 2 years programme (2010-2012). The activities are implemented by a Consortium of: Administration of the Republic of Slovenia for Civil Protection and Disaster Relief (ACPDR), German Federal Agency for Technical Relief (THW), National Protection and Rescue Directorate of the Republic of Croatia (DUZS), Swedish Civil Contingencies Agency (MSB).

7. NATO x x x

Slovenia also participates in NATO activities related to disaster management, In particular within the Civil Emergency Planning (CEP). In September 2012 Slovenia will participate with a CBRN team in the EADRCC exercise to be held in Georgia. Slovenia regularly participates in table-top CMX exercises.

8. United Nation x x

Co-operation with UN-OCHA, INSARAG UN-ISDR, Hyogo framework for action, DRR

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B. Dervodel / Regional Cooperation in SEE in the Field of Disaster Management

9. Humanitarian and rescue assistance 2008-2012 Kyrgyzstan – Earthquake; Expert for Damage Assessment China – Earthquake; Material and Financial Assistance Myanmar – Cyclone; Financial Assistance Georgia – State of War; Financial Assistance Italy – Earthquake; Expert in MIC Team Indonesia – Rescue Dog Handlers on site Albania – Floods; Assessment Expert in MIC Team and Material Assistance Haiti – Earthquake; Material and Financial Assistance Hungary – Floods; Material Assistance Pakistan – Floods; Financial Assistance Montenegro – Floods; Material Assistance Albania – Floods; Material Assistance Bosnia & Herzegovina – Floods; Material Assistance 2011: Turkey – Earthquake; Material Assistance 2012: Montenegro – Heavy Snow; Rescue unit

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x x x x x x x x x x x x x x x

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Health Threats and Cross Border Cooperation - Important Component in Regional Security. (Global public health security in the 21st century) a

Prof. Azis K. POLLOZHANIa State Councilor, Ministry of Defence

Abstract. Mr. Azis Pollozhani was speaking about the Health threats and cross border cooperation as important part for the regional security. He gave the examples of the past events and their consequences. After that he continued with the global public health security in the 21st century and the implementation of the international health regulations. Keywords. Public Health, international health regulations (IHR)

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1. Global public health security in the 21st century Public health security is defined as the activities required, both proactive and reactive, to minimize vulnerability to acute public health events that endanger the collective health of national populations. Global health security, or lack of it, may also have an impact on economic or political stability, trade, tourism, access to goods and services and, if they occur repeatedly, on demographic stability. Professor Pollozhani also referred to the economic impacts of infectious disease outbreaks in previous years, and gave examples of major chemical incidents happened from 1974-2006.

2. International instruments x

x x x x x

Biological Weapons Convention (BWC) from 1975-155 state parties, The Convention on the Prohibition of the Development, Production and Stockpiling of Bacteriological (Biological) and Toxin Weapons and on their Destruction Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and Their Disposal ( 5 May 1992-175 state parties) Rotterdam Convention on the Prior Informed Consent Procedure for Certain Hazardous Chemicals and Pesticides Stockholm Convention on Persistent Organic Pollutants Bamako Convention on the ban on the Import into Africa the Control of Transboundary Movement and Management of Hazardous Wastes Electronic waste by country - Electronic waste

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FMCT- under the discussion

To better protect Europeans from a wide range of health threats and provide for a fully co-ordinated response in the event of a crisis, European Commission in 2011 in the Lisbon Treaty Article 168 provided “..early warning of and combating serious cross-border threats to health”.

3. The International Health Regulations (IHR) The International Health Regulations (2005) "IHR (2005)" are the international legal instrument designed to help protect all States from the international spread of disease. The IHR (2005) entered into force on 15 June 2007. They are currently legally binding upon 194 States Parties around the world (including all WHO Member States). Professor Pollozhani also mentioned that in light of the expansive definitions of "disease", "event", "public health risk“ and other relevant terms in the IHR (2005), the coverage of the Regulations includes much more than a list of specific infectious diseases. Accordingly, the IHR (2005) cover a wide range of public health risks of potential international concern: 1. whether biological, chemical or radio nuclear in origin or source, and 2. whether potentially transmitted by: a) persons (e.g. SARS, influenza, polio, Ebola), b) goods, food, animals (including zoonotic disease risks), c) vectors (e.g. plague, yellow fever, West Nile fever), d) the environment (e.g. radio nuclear releases, chemical spills )

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3.1 Areas affected by IHR (2005) implementation Subject areas affected by IHR (2005) implementation include: x Environment x Public health x International ports, airports, ground crossings (including quarantine) x Customs x Food safety x Agriculture (including animal health) x Radiation safety x Chemical safety x Transportation (including dangerous goods) x Collection, use and disclosure of public health information x Public health activities of authorities or other relevant entities at the intermediate (e.g. state, provincial or regional) and local levels.

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3.2 Governmental functions implementing international and national aspects of IHR (2005) Among others, the IHR (2005) affects governmental functions concerning: International traffic, communications and collaboration including: legislation, regulations and other instruments; activities concerning virtually all aspects of international traffic (travelers, transport and trade) and international communications (e.g. reporting public health events to WHO and collaborating in assessment and response) National capacities and activities including: national legislation, regulations and other instruments; development of national public health capacities for surveillance and response throughout the State territory and capacities at specific international points of entry (ports, airports, and ground crossing); and coordination of public health communications and assessment across relevant ministries, departments and levels (e.g. national, state or regional, local) of government. 3.3 Priority subject areas for IHR (2005) implementation x x x x

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x x

4.

National IHR Focal Points: designation and operation Detection, reporting, verification and control of events, as well as related communications, domestically and internationally Communication and collaboration with WHO Implementation of IHR (2005) documents: o Ship sanitation certificate (Annex 3) o International Certificate of Vaccination and Prophylaxis (Annex 6) o Maritime Declaration of Health (Annex 8) o Health Part of Aircraft General Declaration (Annex 9 ) Designation of Points of Entry (ports, airports and ground crossings) for development of core public health capacities Identification (and informing WHO) of ports authorized to issue Ship Sanitation Certificates and provide related services.

Strategic actions to guide IHR (2005) implementation

Fosters global partnerships which goal would be to provide the best available technical support and, where needed, mobilize the necessary resources for effective implementation of IHR (2005). Additionally each country assesses its national resources in disease surveillance and response and develops national action plans to implement and meet IHR (2005) requirements, thus permitting rapid detection and response to the risk of international disease spread. That’s why the national systems for disease surveillance, prevention, control and response must be strengthened. The risk of international spread of disease is minimized through effective permanent public health measures and response capacity at designated airports, ports and ground crossings in all countries. Preventing and responding to international public health emergencies means timely and effective coordinated response to international public health risks and public health emergencies of international concern. Strengthening the management of specific risks i.e. systematic

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international and national management of the risks threatening the international health security such as influenza, meningitis, yellow fever, SARS, poliomyelitis, food contamination, chemical and radioactive substances. It is of great interest that the new legal mechanisms as set out in the Regulaitons are fully developed and upheld; all professionals involved in implementing IHR (2005) must have clear understanding of, and sustain, the new rights, obligations and procedures laid out in the Regulations. Also indicators must be identified and collected regularly to monitor and evaluate IHR (2005) implementation at national and international levels. WHO Secretariat reports on progress to the new World Health Assembly. Specific studies are proposed to facilitate and improve implementation of the Regulations.

5.

Conclusions and recommendations

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Insufficient and inconsistent preparedness and response planning among EU Member States for all types of serious cross-border health threats: x Effective international preparedness and response coordination mechanism x Cross border cooperation and effective response to all serious cross-border threats x Global public health must be transparent in government affairs, be seen as a cross-cutting issue and as a crucial element integrated into economic and social policies and systems. x Global cooperation in surveillance and outbreak alert and response between governments, United Nations agencies, private sector industries and organizations, professional associations, academia, media agencies and civil society.

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-40

MOI Capacities in Dealing with Crisis Mr. Toni STANKOVSKIa a Ministry of Interior Abstract. For efficient dealing with crisis situations it is necessary to engage the whole potential of the society, especially the constituents included in the crisis management system. MOI’s task, as essential factor in the system of crisis management, is to identify the most suitable methods and means which will make the dealing with crisis successful. MOI’s role in dealing with crisis has inestimable importance within the crisis management system in both, the prevention part and in the part of the specific actions during dealing with crisis situations. For successful handling with such situations, every institution, as well as MOI, has to provide appropriate capacities, human resources and material-technical means which should be upgraded and developed continuously. Keywords. MOI, capacities, human resources, material-technical means, dealing, crisis.

Introduction

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As for any institution, for Ministry of Interior (MOI), the capacities have a huge meaning for successful completing of the tasks which are set up and also dealing with crises situations. The meaning of the capacities for MOI as in completing in everyday activities, also in completing of the security function in conditions of crises situation is extraordinary. Especially for that, the human resources and the material-technique assets are important. The resources are citizens, objects, vehicles, material-technique assets, equipment, and financial assets which the country has.

1. Human resources Under human recourses enumerate the members of MOI which are included in dealing of the security problems including the maintaining of the crises situations. Although all the recourses are important available to police, the most important are the human recourses. The human recourses have key meaning for the completing of the planed goals of the security service. Their importance and specificity put them in first line before the rest recourses, and the biggest meaning for success of the service in the fight against the negative community appearances make them the most important recourse in the organization.

2. Material-technique assets Under material-technique assets enumerate all the assets which MOI are using in the process of dealing with crises situations. They are assets and equipment which are used in the normal working, necessary for dealing with the everyday security tasks, and in conditions of crises situations are used for their resolving, also assets and equipment which are specifically intended for that kind of goal which is owned by some

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organizational units in the Ministry (equipment which are using the special units as the equipment for diving, hiking, sniper equipment etc). During the resolving of the crises situations, the Ministry is using these resources in the area of prevention where the measures are taken for stopping the appearance of the crises situation as in the area of specifically dealing with already appeared crises situation. For successful dealing with the crises situations the Ministry is going for regulation the legal frame, building efficient strategy for prevention and dealing with crises situations, integration of all the services which have competence for regulating the crises situations, implementing of the National platform of the Republic for decrease of risks from accidents and catastrophes5, harmonization of the organized structure of MOI, permanent taking of measures and activities for prevention of crises situations, startup of the level of efficiency and dealing with the crises situations and also profiling of educated stuff for dealing with crises situations.

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3. Resources of the Ministry for prevention in crisis situations The Ministry has organizational unites for prevention, located on central level (in the Ministry), on regional level (in the sectors of internal affairs) and on local level (in the police stations), through which it takes permanent and planed measures for the goal of neutralization of the reasons for occurring of crises situations. Those measures concerns of enabling the members of the Ministry to implement the methods through which on the most proper way will influence of the citizens in order to educate them for timely founding of the reasons, early warning and first response of the eventual appearance of the crises situations. MOI and especially the police, the treatment in the area of prevention, early warning and the first answer have based on the Law for police in which one of the basic assignments of the police is the protection of the life, personal security and the property of the citizens also helping and protection of the citizens in a case of necessary need. The police should develop efficient strategy of prevention, first response, fight and solving of the security risks, elementary catastrophes and technique-technological catastrophes. In this part the Ministry is using the excising recourses and it is using the same recourses for taking of the proper measures of prevention in order to successfully prevent the occurrence of crises situations. The tasks of the Ministry in this part concerns before everything of saving people and property; stopping, redirecting and establishing of a regime of driving on local and regional roads, streets and other infrastructural objects; evacuation, saving and increased security of the objects in which have a classified materials and documents, papers of value and documents of importance for the security of the Republic, diplomatic-consular offices and residential objects, international offices and organizations with diplomatic status, transport and security of appearance of epidemics of quarantine and other illnesses of the people and of the animals, destroying the environment, property and material goods. For realization of these tasks, the police take series of operational-tactic measures and activities as: blocking road directions; blocking of the space, personal security, establishing of control areas, control of vehicles, people and passengers, implementing patrol activity and guardian service, informing of the proper services of competent organs, also informing of the public; transport and security and escort of confidential

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and dangerous materials, taking of subjects that there is reasonable suspicion that are used or have been intended for committing a crime or are subject, or income of crime and security of subjects taken of victims; exchange of data and searching, researching of field and saving. When the operational-tactic measures are taken for realization of the tasks there are used human recourses, police staff are engaged and authorized official people of more organizational units especially of: Unit for planning in reserve composition, prevention and dealing of crises situations, Operational units of the Unit for Fast Deployment and special teams of the Unit for special tasks, the Helicopter unit, Unit for official dogs, Police station from the region of specified sector of internal affairs, Police station of the region of a Regional center of the Border police Sector for technique and material-technical equipment in SFMTLR, Sector for logistic in Sector for common affairs in CPS and Sectors for logistic in decelerated units, Staff of the Sector for discovering, demining and dismantling of explosive assets and devices in the Sector of antiterrorism and demining in the Department of Security and Intelligence, Police station for BPS and Police station for external physical security of objects and police station for security of diplomatic-consular offices. For successful realization of previous mentioned tasks are using proper materialtechnical assets. The kind and volume of the material-technical assets which will be used depends of the risk which is threatening to cause crises situation or depends of which crises situation is preventing. For example, if there is a risk from appearance of forest fire, in that case assets for prevention will be used as stronger appearance of members of the police in those regions, but if there are harder transitive areas off-road vehicles, and alpinist teams will be used. If there is a risk of deporting of diversionterrorist groups, teams of the special units will be used depends of the field and the area on which their action is expected, if there is risk in water area teams for diving with boats and other proper equipment will be used. Material-technical assets and equipment which the Ministry is using for accomplishing of the previous mentioned task are those which are used for accomplishing for the security function in general, but the volume and kind depends of the risk and the danger and the specific measures and activities which are planned to be taken.

4. Resources of the Ministry for dealing with crisis situations The goal of dealing with crises situations is to secure avoidance, decrease, neutralization and elimination of the security risks and crises, and that means avoidance or decrease of the damages in the material goods and the human lives. Dealing with the risks we are defining as the most proper strategy of answer, fight, and solving of the negative (security) risks in the modern world which covers a range of ways, actions, and measures that in the practice leads to elimination, decrease, reassignment or controlling of the risks which are securing live with some acceptable level of those negative (security) risks that in the given moment can not to be moved or be avoided. According to article 19 of the Police Law for protection of the security of the Republic of Macedonia when the public order and peace is disturbed at a high level, or for saving the people and property and natural catastrophes and other accidents are on the way, the director of the Bureau of public security can from the police staff to form police units for execution of certain tasks which if it is needed will be put in a function.

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In dependence of what kind of risk or crises situation is taken, the police is accomplishing these tasks: x Activities for fight against the international and urban terrorism, the organized crime in his hard form including kidnapping, blackmails, assassinations, murders and attacks of people and their property. x Activities connected with elementary and other catastrophes, technicaltechnique catastrophes, epidemics, and other illnesses of the people and animals. x Securing the state border; x Establishing of public order and peace in cases when it is ruined in bigger volume with indications to become citizen unrest. x Emergency and stronger security of objects of meaning for the security of the Republic, objects of meaning for the defense, residences and offices of VIP people, diplomatic-consular offices, and offices of international organizations, politic summits and conferences of a high level. In order to realize the previous mentioned tasks, the police is taking many operational-tactic and specialized measures (operations) : discovering, following and decomposition of appearance of the crime-theorist groups on the territory of the Republic; establishing places for controlling because of finding people, subjects and establishing control of some area; organizing patrol services; setting ambushes, blockades, raids and making search on objects, people and vehicles; blockade certain space; reconnaissance and search of a field, finding of a subjects and equipment, possible shelters and residences, stop of logistic backup of crime-terrorist groups and their destroying; increased security possible targets of attack, objects of special importance of the Republic, international and diplomatic offices, residential objects and residences of VIP people; increased control of the border passes of people and goods; increased control of the state border and increased security of the state border in part of the region with crises; implementing a regime of moving on the roads and the region, escort of necessary help and mechanization till the point of crises; researching, finding, saving and help of the injured and affected people with the crises situation; evacuation, exchange of data and following of the situation and giving a assessment of the security risks. For taking this operational-tactic measures for realization of the tasks will be engaged police staff and authorized official from more organizational units8 in MOI. These human resources are using for: leading the investigation, accepting of a charge for proper event, going out on the place of the event, securing of a spot (wider and narrower perimeter), providing help of injured people, securing access of the other subjects responsible for dealing with the crises situation (with traffic patrols) for regulating the traffic in and to affected place, for securing and evacuation of endangered VIP people of affected area and for coordination with the subjects responsible for dealing with the crises situation. In order to realize the previous mentioned tasks of the members of the MOI proper material-technical assets are used. The kind and the volume of the material-technical assets which will be used depend of the current crises situation. For example, there is a difference in the usage of this assets when there is a situation of dealing with crises in which need to be establish public order and peace in cases when it is disturbed at high level with indications to increase in civil war and dealing with crises situation as a

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result of elementary and other catastrophes, technical -technique catastrophes, epidemics and other diseases of the people and the animals. MOI in the process of solving these problems will have different approach and it will use human recourses with competitions according to the crises and will use different material-technical assets. In conditions of crises situation, the minister for internal affairs is forming Operational quarters which is contained of the leading people of the organizational units in MOI needed for successfully ending with the crises situations. The quarters has task to plan, organize, coordinate, lead, command, and to make a control of the engage units, police officers and official staff, people from the Ministry in the process of dealing with the crises situations on the territory of the Republic. The operational quarters getting information from a felid and analyzes it and taking measures and activities for efficient and fast dealing of the crises situation according to the situation on the felid, giving tasks of the forces for first and fast reaction, making operational plan for work and engage of the forces on a felid, taking measures and activities for engagement or putting of preparedness of the rest available forces, coordinating of the activities with all the structures involved in the given situation, and it is chooses the necessary situation. This institution will provide proper, efficient and effective usage of the recourses of the ministry in maintaining with the crises situation.

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5. Conclusion Activities of MOI in conditions of crises situations are clearly defined in the actual law and bylaws. MOI has special units that are trained and equipped for dealing with crises situations and they will be put in function depending on the needs of successful dealing with the current crises situations. In order to secure proper expert and equipped personnel, continuous development of human resources is needed who will secure permanent review, enrichment and promotion of the knowledge, capabilities and skills of the employees. In order to increase the level of capability, coordination and intern communication of the declared forces of the Ministry with the forces of ARM and the rest of the institutions which are taking part in the realization of the crises coordination system in the Republic, participation of joined exercises in national and international level are planned. A big step forward is made in the prevention and risks and crises management MOI is forming, of the Unit of planning a reserved composition, prevention and dealing with crises, in which work places are systematized according to article 9 of the law of crises maintenance, which states that: “Ministries and other institutions of the state administration, institutions of the municipalities and of the city of Skopje, public institutions and cervices as well as the companies which are of big importance for work in special crises, have obligations in their acts of organization and systematization, to determine work places for preparation and execution of working tasks connected with the prevention and dealing with crisis situations”.

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Session 2: Development of Regional Capacities for Emergency Relief in the Spirit of Smart Defense Initiative

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A Smart (Comprehensive) Approach a

Mr. Evert G.J. SOMERa Civil Emergency Planning, NATO Operations Division

Abstract.Mr. Evert G.J. Somer gave his remarks related to the Smart Defense. As part of his presentation there was highlight on the importance of: Improvements in development and delivery of capabilities; In support of the mission; prioritize on what nations need; consult on changes in national plans; and Mutual benefits. Further more in the discussions there was relations to the Regional approach and proposal to: Identify joint actions that can reduce the shared risks; and Multinational – regional disaster reduction platform. Mr. Somer also in the spirit of Smart Regional approach suggested that it’s most important to define the mission – project that the Nations want to undertake together and that there is need of undertaking joint risk assessment for that mission – project (as appropriate). He stressed out that in the basis of that risk assessment Nations should: developed a global plan; Estimate resources needed; identify existing resources; Training and exercises; consider joint capabilities.

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Keywords.Coordination, Smart Defence, risks, strategy

1. Comprehensive Approach In the first part of the presentation the main talking point was the Comprehensive Approach. Mr. Somer stressed the immense importance of the Approach and the possibilities that offers. To be successful, the following points should be fulfilled: Effective Coordination at all levels Cooperation with other actors Complement and mutually reinforce each other’s efforts Achieve common goals Within an overall agreed strategy Owned by legitimate authorities

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Improvements in development and delivery of capabilities In support of the mission Prioritise on what we need Consult on changes in our plans Mutual benefit This concept has the following aims to deliver: Improved operational readiness Economies of scale Closer connections between forces A changed outlook A Renewed culture for cooperation

3. Assumptions The assumptions for successful work have to implement few vital points. The starting point is the National Risk Assessment which every country has already made it. The next point is the identification in of the acceptable risk. After this the following points come up: Resources in accordance with the acceptable risk: o Trained (national training curriculum) o Equipped (national standards) o Coordination – Communication System (national) Plan(s) do exist (national – regional – local)

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4. Assessment The assessment process should elaborate: Hazards Earthquakes, floods, landslides, technological disasters, pandemics, acts of terrorism Vulnerability o Degree of loss resulting from a potentially damaging phenomenon Risk o Expected losses (of lives, persons injured, property damaged and economic activity disrupted) due to a particular hazard for a given area and reference period. o Based on a mathematical calculation, risk is the product of hazard and vulnerability

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5. Risk Matrix

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6. Acceptable Risk Degree of human and material loss that is perceived by the community or relevant authorities as tolerable in actions to minimize disaster risk Can differ by country Financial resources Culture

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7. The Plan Level of detail may differ o National Emergency/Crisis Plan o Local Response Plan Tasks and responsibilities of all actors involved in the response to the emergency In development of the plan, discuss and agree with all actors who does what, where and when (co-ownership) Lead-agency identified Interagency coordination Be prepared to improvise – the emergency will never happen in accordance with the plan Know your shortfalls

8. National Responsibility Protection of the population is first and foremost a national responsibility The magnitude and duration of an emergencies may be beyond the response capacity of an affected country

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9. Shortfalls Know your shortfalls Think in advance where you would be able to find the resources you are missing Bilateral arrangements Regional arrangements Multilateral o United Nations – UN-OCHA o European Union – MIC o NATO – EADRCC o Etc.

10. Smart Security Integrated Risk Assessment Regional Training Centres Management Response Framework Risk Reduction

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11. Integrated Risk Assessment Transparency Share risks assessments with regional partners Develop if needed regional risks assessments Use of standardised methods (EU – NATO) Identify with regional partners the acceptable risk (might be difficult to achieve)

12. Regional Training Intensify use of existing regional training centres - DPPI Develop joint curriculum Common Standards o INSARAG Common Coordination and Communications Structures – UN Model

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Standardisation Composition of Response Capacities o UN – OCHA o EU o NATO Identify which resources do exist in the region (transparency) Identify shortfalls

14. Regional Connectivity Regional Standard Operation Procedures o EADRCC Model Single Point of Contact Joint Assessment Methods o UNDAC

15. Risk Reduction Risk Reduction National Platform Risk = Probability * Vulnerability o Decrease Probability o Decrease Vulnerability

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15.1. Decrease Probability Infrastructure works (Urban) land use planning Climate change may have an impact on the probability 15.2. Decrease Vulnerability Preparedness Training and Exercises Risk Communication Education – Disaster awareness Building Codes

16. Regional Approach Shared Risks Identify Joint Actions that can reduce the shared risks Multinational – regional Disaster Reduction Platform

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17. In the spirit of... Define the mission – project you want to undertake together Undertake joint risk assessment specific for that mission – project (as appropriate) On the basis of that risk assessment o Develop a global plan o Estimate resources needed o Identify existing resources o Training and exercises o Consider joint capabilities

18. Joint capabilities

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Do not come for free Costs sharing formulas Command and Control o NATO Examples ƒ AWACS ƒ Strategic Airlift Capacity You may get more value for your existing budget Costs saving, but not necessarily a lower budget Seasonal hazards o Everybody will need the Canadair of Air tractor at the same time

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Development of Regional Capacities for Emergency Relief in the Spirit of Smart Defence Initiative a

Milica KATICa Director of Balkans Institute for risk assessment and emergency management Abstract.

Mrs. Milica Katic gave introduction about the Balkan Institute and their work. She provided definition of disasters and emergencies, and arguments the Balkan and its perspectives. The lecture was about the priorities that need to be handled in this region, the problems and the possible cooperation in the spirit of the Smart Defence. According to Mrs. Katic: • The Smart Defence initiative is aimed at encouraging nations to adopt bi-lateral and multinational approaches to the provision of defense capabilities; • Financial imperatives and, with these, industrial market imperatives are today’s issues; • Countries of the Balkans region can manage so much more together than acting only on their own.

Keywords. Disasters, emergencies, smart defence, regional cooperation

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1. Disasters The disasters have to be defined so they can be managed successfully. The definition that is provided by the UN/ISDR (United Nations International Strategy for Disaster Reduction) is one of the most popular definitions: “A disaster is a sudden, calamitous event that causes serious disruption of the functioning of a community or a society causing widespread human, material, economic and/or environmental losses which exceed the ability of the affected community or society to cope using its own level of resources”.

2. Emergencies Emergency situation: Natural disaster (earthquake, flood, flood, storm, rain, electrical discharge and the city, drought, snow drift and avalanche, ice accumulation on the water, landslide and mudslide…), technical and technological disasters, manmade accidents (fires, explosions, accidents, traffic accidents, accidents in mines and tunnels, break the electromagnetic plants, oil and gas facilities, in buildings that hold and use radioactive materials (nuclear power plants, telecommunication and information systems), endangering the health of citizens and the environment due to the effects of hazardous substances and other hazards, infectious diseases, epidemics of infectious livestock diseases, the occurrence of pests and plant diseases, and similar large-scale phenomenon that can endanger the health and lives of people and the environment or cause damage to a large extent.

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3. Priority Culture of Risk Prevention – NATO/UN A quote from NATO new strategic concept: "Challenges of 21st century are different from the challenges of 20th century. We have to fight against new threats such as terrorism, cyber crime, the consequences of climate change and natural disasters". The Secretary-General’s Five-Year Action Agenda 25 January 2012 Generational Imperatives and Opportunities x Sustainable development x Prevention x Building a safer and more secure world by innovating and building on our core business x Supporting nations in transition x Working with and for women and young people 3.1. Regional priorities x

x

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x

Acting together, the nations can have access to capabilities which they could not afford individually, and achieve economies of scale. Cooperation may take different forms, such as a small group of nations led by a framework nation, or strategic sharing by those who are close in terms of geography, culture or common equipment. Working together as Allies also means seeking cooperation with players outside NATO. NATO and the EU are facing a similar challenge, that of reconciling the urgency of savings with a modern defence. NATO and the European Union, in particular the European Defence Agency, are working together to avoid needless duplication with the pooling and sharing initiative.

4. Balkan Risk Context Strategic Position The region has a strategically important position due to its topographic position: x x x

It connects continents, the West and Central Europe with the Middle East, It connects the Danube countries with the Mediterranean and Asia Disaster management context

Disaster management context Identification of the priority risks: x x x x x

Fires (manmade and wild fires) Floods Earthquakes Landslides Droughts

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x x x x

Disease Technological Nuclear Biological

5. Problems and Challenges In the case of Disaster Management, Prevention and Risk Reduction: x x x x x x x x

National strategies? National platforms? Legal framework? Standards? Strategic cooperation / coordination / communication? Human and financial resources? Public awareness & media? Education?

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6. Smart Defence and Regional Cooperation Smart Defence As we are already familiar with, on 4 February 2011, NATO Secretary General, Anders Fogh Rasmussen, presented a new approach to defence that is about spending defence money in a smarter way. • The smarter way is to prioritise. • To specialise. • To cooperate. • To focus not just on what we cut, but on what we keep. • And to choose multinational solutions instead of unilateral solutions. “Smart Defence is not about NATO imposing anything on nations. It is about enabling them to work better more effectively and efficiently together. NATO’s role is to set the strategic direction, to identify possible areas of cooperation, to act as a clearing house, and to share best practices.”

Regional Cooperation Disaster management context – Disasters does not know borders. Strong need and will for strategic regional planning and action: • For faster and more efficient response • For less human and financial losses and less material damage • For faster build back to previous state • For building capacities for better preparedness • For more engagement in trainings • For more engagement in education • For more efficient use of our experts from different fields of society

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7. Regional Initiative Regional Centers of Excellences * Project that provides guidance on how to, from the practical point of view, link the work of the existing Regional Centers of Excellence in Disaster Management in the Western Balkans and thus ensure support for creating a fully functional network of these centers (again, from the practical aspect) that each center can build upon to utilize needs of the countries concerned and most efficiently make the use of and implement the international relevant standards and expertise know-how. *Conclusions from the Regional Meeting, Belgrade, 3-5 May 2010, *Conclusions from the EMSEEC 2011, 13-15 September 2011

7.1 Sub regional platform for DRR

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National Forums for DRR in the scope of Sub-regional platform for disaster risk reduction is underpinned by a double - actual event (the scientific and expert's meetings, conferences, seminars and workshops) and virtual process (continuous forum on the Internet sites, www.srbforumdrr.org, www.seesubregionalplatform.org). National Forums for DRR in the scope of Sub-regional platform for disaster risk reduction is an initiative which aims that all WSSEE countries develop a common system of standards and rules on dealing with potential disasters, with the use of shared knowledge, experience and resources (material and human) implementing policy and concept of DRR. Development of National Forums for DRR in the scope of Sub-regional platform for disaster risk reduction is carried out through 27 different areas and every area has a variety of topics and subtopics, depending on the connection of areas with DRR concept. x x x x x x x x x x x

Via National Forums for DRR in the scope of Sub-regional platform for disaster risk reduction double - actual event the scientific and expert's meetings, conferences, seminars and workshops And virtual process - continuous forum on the Internet sites, www.nationalnameforumdrr.org, www.seesubregionalplatform.org. Started in 2011, partner Save the Children Tackling 27 different areas of society, Emphasizing the possibility of engagement of every single area into Disaster Risk Reduction Engaging more than 190 experts from different field of society (academia included as well) Long-term success formula – establishment of Triangle: Administration – Academia - Corporate On national and regional level (via web platform, as preparation tool) A framework for analytical approach, dialog, exchange of experiences and lesions learned, improvement, building capacities.

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7.2 Other regional initiatives x x x x x x x

Unification of Terminology Unification of Standards, in line with EU / NATO codes Development of experts data base Development of the State of the Art of Regional Emergency Central Information System Building Trust in Media – changing perception / role of the media for public information – redefinition / better of media, awareness rising campaigns (same or similar language in the Balkan countries) Building Capacities Education (children and adults)

8. Conclusions x x x

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x x

The Smart Defence initiative is aimed at encouraging nations to adopt bilateral and multinational approaches to the provision of defence capabilities. Financial imperatives and, with these, industrial market imperatives are today’s issues. We have so much to offer. Countries of the Balkans region CAN manage so much more TOGTHER than acting ONLY on their own. Let’s do it. Together. “Now”, not in the “tomorrow”.

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-59

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Development of Crisis Management and Disaster Response Centre of Excellence (CMDR COE) Bulgarian Contribution to NATO Smart Defence a

Col. Prof. Mitko STOYKOVa Director Crisis Management for Disaster Response Centre of Excellence, Faculty “National Security and Defence”, G. S. Rakovski" National Defence Academy

Abstract. Prof. Mitko Stoykov in his presentation put the focus on the Bulgarian contribution to NATO Smart Defense and the NATO Center of Excellence – Crisis Management for Disaster Response. He explained the background, focal points and the objectives of the Smart Defense concept. After that he gave three key points how to do the Smart Defense: cooperation, coordination and the communication. Prof. Stoykov in his presentation defined the NATO Centers of Excellence and their functioning. Further he explained the structure of the Crisis Management for Disaster Response Center of Excellence and its operational platforms.

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Keywords. Bulgaria, smart defence, NATO COE

Introduction The main goal of this brief is to present a broad overview of the Project for development of the CMDR COE. New and unknown risks, challenges and threats require adequate NATO and Nations capability to ensure the security of the modern world. The aim of NATO Smart Approach to the security and defense is to develop and implement new policies and practices for improving collective security while reducing costs. The long-term established practice of NATO collective knowledge management and capability building and sharing is relevant to all member states, but it is also vital for Alliance̓s interaction with other major players. In the context of the need of better prioritization, specialization and cooperation, Bulgaria has proposed to establish a NATO Center of Excellence as a contribution to collective capabilities ͆building for crisis and emergency management”.

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1. NATO Smart Defence – CMDR COE To help respond to the downturn in the global economy and the changing security environment, NATO and Nations͉ leadership has to improve collective capabilities in order to maintain security. Today, NATO is focused on the identification of proper multinational solutions, based on collective building, pooling and sharing of operational capabilities with other major security players. This requires a coordinated effort of budget cuts, where Nations can achieve specialization by design rather than specialization by default which might be the result of capability funds being cut without knowing what the impact will be across the Alliance. Better collaboration between NATO and Nations will help deliver. Capabilities from common acquisition culture with early involvement of the industry. The objectives are to align capability development through greater sharing of information between NATO and Nations, including making it possible for the industry to realize the benefits from multinational collaboration projects and enhanced relationships. The Smart Defence Initiative involves cooperation to achieve economies of scale through greater reliance on each other in the capability development process. This initiative also requires coordination between NATO, Nations, Partners, and external stakeholders to ensure the application of appropriate measures to develop the necessary capabilities. In order to achieve the necessary cooperation and coordination, this approach requires improved communication to ensure the transparency of effort and to realize cost-effective solutions. However, collaboration encompasses each of these to effectively capture the differences from the diverse cultures among the stakeholders and create solutions for the identified capability shortfalls.

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2. Preface NATO Comprehensive Political Guidance provided a political framework and direction for the next decades of Alliance̓s transformation, by setting out the priorities for capability issues and defence planning. Its main goal is to increase the effectiveness of management mechanisms. The world realities and lessons learned from Allied operations made NATO adopt a number of strategic directions and approaches, as well as a new smarter defence and security attitude toward practices of capability building. The new NATO Strategic Concept commits the Alliance to “prevent crises, to manage conflicts and stabilize post-conflict situations, including by working more closely with our international partners, most importantly the United Nations and the European Union” and to offer “Partners around the globe more political engagement with the Alliance, and a substantial role in shaping the NATO-led operations to which they contribute”. At the same time, the application of the Comprehensive Approach to crisis management “requires all actors to contribute in a concerted effort, based on a shared sense of responsibility, openness and determination, and taking into account their respective strengths, mandates and roles”. Crisis Management is considered to be a broad operational area of current NATO involvement that indicates the need to develop a “modest civilian capability to interface more effectively with other actors”.

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3. CMDR COE – Operational Prerequisites Participation in NATO Crisis Response Operations continues to be one of the key priorities for the Bulgarian Armed Forces. The Bulgarian MoD is paying significant attention to their training, certification, rotation and sustainment. The Bulgarian Armed Forces continue their contribution to ISAF. The number of troops will be gradually reduced with regard to the security situation on the ground and the on-going transition and in full cooperation with our Allies and Partners. Bulgaria practically supports the security and stability of the Western Balkans. We optimized our contribution to EUFOR „Althea” in Bosnia Herzegovina, and we remain committed with interim reserve forces, ready to be rapidly redeployed if necessary. We also contributed to the NATO-led KFOR, the NATO maritime operations „Ocean Shield͉ and „Active Endeavour͉, the NATO Response Forces, as well as the EU Monitoring Mission in Georgia, the EU NAVFOR Somalia – Operation ATALANTA and the EU Police Mission in Afghanistan. Apart from that, we also participate in the UN Mission in Liberia. With support to other ministries and agencies, the Bulgarian AF have a substantial experience in developing capabilities for execution of their third mission “Contribution to the National Security in Peace Time”. They have a number of standby Module Formations, designed to provide military support to the civil authorities by participation in the management of natural and manmade emergencies and disasters.

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4. CMDR COE – National Context Following NATO͉s effort to meet the new security challenges with a smart and comprehensive approach to defence, Bulgaria also continuously works to enhance the national defence capabilities and to broaden Bulgarian contribution to the collective security. The last years resulted in a number of new national strategic documents – a White Paper on Defence and the Armed Forces, a National Security Strategy, a National Defence Strategy, a Force Structure Review and an Armed Forces͉ Development Plan. Following their implementation, MOD initiates a number of projects, aimed to improve Defence and Armed Forces capabilities. One of the projects under Tier One of NATO͉s Smart Defence Initiative is the establishment of the Crisis Management and Disaster Response Centre of Excellence.

5. NATO COE’s development process Let me know provide a little more information regarding NATO Centers of Excellence. The definition of a NATO Centre of Excellence is set by Military Committee document MCM 236-03: “A COE is a nationally or multi-nationally sponsored entity, which offers recognized expertise and experience to the benefit of the Alliance, especially in support of transformation. It provides opportunities to enhance education and training, to improve interoperability and capabilities, to assist in doctrine development and/or to test and validate concepts through experimentation. A COE is not part of the NATO Command Structure, but forms part of the wider framework supporting NCA.” All

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NATO COEs form a NATO COE Network. Its development started after the Prague Summit, and in 2003 a Concept for NATO Centers of Excellence was adopted. The following NATO changes established a new NATO command structure that clearly separated the Alliance strategic command and control responsibilities: the forces͉ operations under one strategic command - Allied Command of Operations (ACO), and NATO transformation and interoperability under the other strategic command – Allied Command of Transformation (ACT). After the Bucharest Summit, NATO focused on the implementation of a comprehensive approach to capability building. New NATO Strategic Concept of Lisbon sets out the three core tasks for the Alliance - Collective Defence, Crisis Management, and Cooperative Security. In this context, the project for establishment of CMDR COE is a very timely response to one of Alliance̓s strategic priorities. To date there are 21 NATO COEs - 18 of them are NAT accredited, and three are in different development stages.

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6. NATO CMDR COE – Organization identity What is the Identity of NATO Centers of Excellence? They support the formation of a new Alliance̓s intellectual platform, designed to support NATO in managing the very complicated process of its transformation. This platform might be considered as an integrating mechanism for providing expertise, analysis, lessons learned, education and training through the implementation of a verified scientific approach and methodology for management of complex systems. In this regard, the intellectual platform is a specialized tool, which is adaptive to the development of science and technology. It is a subject matter domain of political, management, expert and scientific structures of the security systems, and forms a complex subject area of scientific expertise and management practices of research, analysis, planning, managing and balancing capabilities development. By analogy with IT platforms, the intellectual platform might be composed of hardware, software and interfaces. The platform̓s hardware integrates the Alliance management structures, research and expert bodies, including NATO Strategic Commands, Agencies, and structures that provide specialized expertise, education and training, research and technology, and includes NATO COEs, which means that the CMDR COE is a part of it. The platform̓s software is composed on an expert methodology that incorporates all intellectual and scientific methods, techniques and procedures for capability building and transformation management. All practical formats, used for conducting research, analysis, as well as education and training activities - like working teams and groups, workshops, courses, seminars, conferences, all types of exercises, form the platform̓s interoperability interface. When it becomes operational, this intellectual platform might be upgraded with a number of intellectual frameworks. Each of these intellectual frameworks is specialized in different areas: knowledge management, expertise development, education and training, and its foundation is a unique set of sound practices for conceptual research that help generate and manage the required knowledge and expertise in support of NATO capability building and implementation.

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7. CMDR COE Conceptual Framework The conceptual framework of the project is broad and encompasses all aspects of the Centre̓s functionality. The aim of the concept is to define the basic guidelines for the establishment of the Crisis Management and Disaster Response Centre of Excellence, its general operational context and arrangements, the Centre̓s structure, functions and activities. Briefly, I will stress on some of the conceptual aspects of CMDR COE.

8. CMDR COE Concept - Guiding Principles With a reference to key NATO documents, the Centre̓s functionality is based on several guiding principles. CMDR COE is open for participation for all NATO member states as Sponsoring Nations and it provides access for the Partners to its products. The Centre is a joint, multinational, and interagency organization. Its value added will be formed with avoiding duplication and competition with other NATO institutions and centers. The Centre is a focal point for a subject matter Community of Interests. Resources for the Centre (including budget) will be shared between the Sponsoring Nations. The Centre̓s accreditation and status are based on Military Committee criteria and North Atlantic Council decisions. All activities will be based on NATO TTPs and standards. The Centre will establish clear management and functional relationships with the Sponsoring Nations and HQ SACT.

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9. CMDR COE Concept – Operational Context The operational context emanates from the need of new operational capabilities to execute one of the three NATO core tasks. The operational experience shows that military means are not enough to meet the many complex challenges to security and that NATO alone cannot successfully resolve all security problems. That is why the Alliance is working with other major actors, including Governmental and NonGovernmental Organizations. NATO needs a set of both military and civilian capabilities to address the full spectrum of crises and disasters. As a broad concept, Crisis Management goes beyond current operations and includes an effective response to emergencies, natural disasters and technological incidents. The lessons learned from NATO Crisis Response Operations confirmed the need of building up interoperability skills and revealed the necessity of a comprehensive approach, interaction with the European Union (EU) and the UN, based on shared common values and strategic interests. To help improve effectiveness, a crisis and disaster response focused NATO Centre of Excellence is needed to support information sharing, research and evaluation. It will be in line with existing crisis and disaster response concepts, doctrines and other relevant strategic documents and will help support the enhanced integrated civilian and military crisis and emergency planning and capability development.

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10. CMDR COE Concept – Vision & Mission Our vision is this Centre to become an internationally recognized and respected body, which contributes significantly to research, building and development of NATO, Nations and partners͉ crisis management and disaster response military and civilian capabilities. The Centre̓s mission is to act as the catalyst for improvement of NATO, Nations and partners capabilities in crisis and disaster response operations through collaborative partnerships.

11. CMDR COE Concept – Goals, Functions & Activities The CMDR COE goals are to support NATO Nations in CMDR capability building and the Alliance transformation, based on: x x x x x x x

Generating and providing specialized knowledge and expertise Providing education and training, based on NATO policy and standards Supporting NATO͉s doctrine and concept for development, and experimentation Providing scientific research, analysis and lessons learned.

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The Centre's activities include: exercises and experiments; doctrine and concept development workshops and conferences; participation in crisis management and disaster response related committees, boards and working groups; conducting Lessons Learned evaluations and analysis, as well academic research and projects; producing crisis management and disaster response related publications; and other activities as requested and approved by the Steering Committee.

12. CMDR COE Concept – Location, Organization CMDR COE is located in Sofia, Bulgaria. The Centre will be a multinational, interagency, joint, military and civilian, MOU-based organization. A FN Director will head the CMDR COE. The major elements of CMDR COE̓s organization include - Steering Committee, Director, Deputy Director; Secretariat; Education and Training Department; Transformation Department; Capabilities Department and Support Department. All expert positions at the Centre can be filled by representatives of the different Sponsoring Nations.

13. CMDR COE Concept – Command relationships In compliance with the Operational MOU, the Steering Committee (SC) will be established by the SNs under the permanent chairmanship of the FN. The Director of

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the CMDR COE will report only to the SC. The SC will provide direction, guidance and advice to the director of CMDR COE for the effective execution of his mission including the Centre̓s management.

14. CMDR COE Concept - Functional relationships The functional relationships of the Centre will be established by MOUs and Technical Arrangements. They are forming a broad interagency platform. A Functional Memorandum will specify the Centre̓s relationship with HQ SACT. The other relationships will be organized in coordination with the ACT. Technical Arrangements will provide links to NATO agencies, E&T bodies, COEs, Partners, and NGOs.

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15. CMDR COE Project development All CMDR COE development procedures are coordinated with NATO ACT. We started with an institutional (MOD) working group, discussing and analyzing the COE idea, Analysis & LL from previous attempts of Bulgaria to establish a COE, the practice of NATO COEs, as well possible future subject matter areas of expertise. The CMDR COE draft concept was developed. We established a national interagency working group, and then the second draft of the Centre concept was developed. Simultaneously, we used our participation in NATO major events to present the CMDR COE development. The progress of the project followed the Concept de-confliction with NATO structures and COEs, aimed to avoid any suspicion for duplication and overlapping of the chosen subject matter area. We established firm contact with NATO bodies - Allied Command of Transformation (TNB) and NATO HQ (Operations Division) and asked for their opinion on our idea and the COE Concept. At the same time, we worked with EU crisis management bodies and national institutions. The Minister of Defence Decree in March 2012 established the COE Project Team and we continue with the preparation of initial offices, web page. After full agreement with interested NATO bodies, we sent a formal offer for the establishment of CMDR COE to NATO ACT. The first draft of the concept was agreed in July. With a Government Decree from 23.11.2012, the CMDR COE became a single legal entity according to Bulgarian public legislation. This status allows for personnel from Bulgarian ministries & agencies, as well representatives of NATO Nations to join the COE. On 29 and 30 January we conducted the Ist CMDR COE establishment Conference. As a result we reached agreement on 90 percent of the Concept. We conducted the Second CMDR COE Establishment Conference between 25th and 27th March. The main goal was to have more profound discussions of CMDR COE legal issues: the OPERATIONAL & FUNCTIONAL MOUs, the Centre̓s Concept and the agreement between BGR and other COE Sponsoring Nations. The next steps in the progress of the Centre̓s development are: for July we are planning to organize the CMDR COE Signing Ceremony, the First CMDR COE Steering Committee meeting, as well as the official Opening Ceremony. These activities will provide necessary formal discussions of CMDR COE͉s POW for 2013 and the next two years, as well the

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preparation for CMDR COE͉s accreditation. In the beginning of September 2013, we are planning to start the COE accreditation process.

16. CMDR COE - 2012 POW main activities During the Centre development, we executed a pilot 2012 POW with several courses and other activities. The main accents were support to the SEESIM 12 Exercise planning and testing connections with ACT, GOs and NGOs. We also used this programme for the information campaign during CMDR COE͉s development. We conducted several major events: in April - Exercise Planners Training Course, in June seminar “Development of Mechanisms, Tools and Practices for Crisis and Emergency Responses Using Modeling and Simulation” (more than 130 participants from 6 countries, 9 GOs, 8 NGOs and 16 private companies), in September - NATO Strategic Communications Familiarization Course with a team from ACT. This slide shows the main activities of the proposed 2013 POW. The main effort is to achieve an international status of the Centre and to start the process of its accreditation.

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17. Proposed CMDR COE 2013 POW (major events) Next he presented the main activities of the 2013 POW. The first one is a seminar: Interagency Cooperation in a Crisis management and disaster response. Mechanisms, tools and practices for training. This event will be conducted in the period 18 19.09.2013 in Sofia. It will encompass: NATO, GO&NGO's field of cooperation in crisis and disaster response operations; NATO & National CMDR policy & practices; COE's GO, NGO's best training practices; tools and systems for CMDR training; elearning, strategic communications and leadership in CMDR. The next event is workshop on the Military Implications of Climate Changes. It is co-organized with George Marshal Centre for Security Studies and will be conducted on 22 and 23 October 2013. It will introduce web-based visualization tools applicable to the Balkans region with a focus on the ongoing US research efforts on climate change; sociocultural aspects of water security; currently available geospatial tools. Workshop attendees will become familiar with relevant regional datasets, understand the implications of downscaling climate models, and gain the ability to begin geospatially integrating multiple datasets in order to better understand and describe impacts of climate change on their specific region. The target audience of the POW activities includes senior level NATO, Nations and Partners͉ managers and planners, military and civilian experts. It will be approved during the First Steering Committee Meeting and published online. Due to the high interest, we provided information for possible contribution to the staff training of the Allied Land Command in Izmir.

18. CMDR COE – Position and role The core competencies of the Centre will determine its position in the National, Allied and International Security Systems. The establishment of CMDR COE reflects Bulgaria̓s priority to support NATO by forming a specialized body that combines

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expertise from military and civil organizations as well as academic and scientific institutions. It is an intellectual platform for generating and managing knowledge and expertise, as well as a focal point for a community of interest in the subject matter area. In Allied environment, the Centre will be part of a common capability building organization, designed to specialize in one of Alliance̓s contemporary strategic priorities. In International format, the Centre will be a focal point for communication, cooperation and collaboration of specialized subject matter knowledge and expertise of International Organizations, NGOs, universities and research centers, business organizations.

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19. CMDR COE - Benefits from joining A NATO COE is Smart Defence in action, and there are many benefits from joining the NATO CMDR COE, but the principle reason to join would be the significant cost saving over maintaining your own national capabilities. The costs are shared which means that the NATO CMDR COE infrastructure, initial equipment and support staff, are provided by the Ministry of Defence of the Republic of Bulgaria. Other costs are shared between sponsoring partners, significantly reducing the cost to any individual nation whilst retaining the complete value of the centre̓s work for all: x Added value through participation Through joining us as a Sponsoring Nation of the CMDR COE, nations will be able to realize many benefits, including: x Access to multinational expertise The CMDR COE membership will provide access to the collective knowledge of the Centre, including the results of studies, CMDR COE products and lessons learned. x Direct influence on CMDR COE’s Programme of Work Sponsoring Nations will be able to shape the centre̓s annual Programme of work through the Centre̓s Steering Committee. This gives the opportunity to align the centre̓s work with national requirements and to support your nation̓s capability development. x Access to education and training The Centre will be providing free courses to Sponsoring Nations͉ personnel. This is an additional mechanism for transferring knowledge for the benefit of national projects. Non-sponsoring nations will be required to pay course fees. x Increased interoperability in the area of CMDR Collaboration both multi-nationality and with industry and academia, is a fundamental aspect of all CMDR Products, increasing the inherent interoperability of all products through the daily interaction of multinational experts.

20. CMDR COE – Summary In conclusion: the main benefits from this project are that it will help fill the gaps in collective CMDR capability. CMDR COE highlights a Tier I priority to establish a

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recognized subject matter focal point for expert Community of Interests that is attractive for all NATO Nations and Partners. For NATO and CMDR COE͉s Sponsoring Nations it means more common ways and capabilities for Crisis and Emergency Management, both civilian and military, based on proved Allied policy and standards.

21. CMDR COE Web - http://cmdrcoe.mod.bg

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You can find more about the CMDR COE by visiting our web site. Please do not hesitate to contact us when you have any questions or need of information. We have POCs in NATO HQ, and ACT.

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-69

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Search and Rescue Battalion LTC Luan DOMIa a

Commander of the Research and Rescue Battalion, Albania Abstract. LTC Luan DOMI presented the capabilities of the Rescue and Research battalion of Albania. He was speaking of the basis of functioning, the activities, the joint cooperation and the future regional activities. Keywords. Albania, search and rescue battalion, mission, operations, training

1. Aim A Brief Introduction About The Mission, Main Tasks, Organization Structure, Training System, Equipments, used by Search And Rescue Battalion.

2. Mission

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Engagement in performing non – combative operations, allocation of first aid to civilians and the mitigation of the consequences in cases of natural and/or man made disasters.

3. METL (Main Essential Task List) x x x x x x x x

The preparation and the training of the personnel on behalf of the obligations to accomplish the mission. Personnel trainings in units for the types of the civilian emergencies such as: Preparation to intervene in the event of the civilian emergencies in land, and water terrain, in difficult and normal weather condition. Preparation of the personnel to respond in the event of the wild fires, urban fires and in the special industrial objects. Preparation of the personnel to respond in the event of the emergencies caused by the chemical contamination. Setting up the tents camps to enable the sheltering of the population in the event of various natural or man-made disasters. Evacuations of the endangered people and their rehabilitation in the settled camps with the necessary normal living conditions. Cooperation with the governmental structures and the national and international NGOs in crisis events.

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x x x x x x

x

Allocation of the help to the region's countries in the event of the CE, in the NATO, UN and EU led activities. Qualification of a skilled personnel to allocate the first medical aid to themselves and the others in different types of the civilian emergencies The development of the professional capabilities of the effectives according to their purposive tasks in the composition of the squads and platoons. Further improvements of the personnel physical conditions using the training schedule and the individual preparation to get the best skilled performance to respond in different situations. Accomplishing the logistic support for the personnel for the realizing the tasks that follow due to the disasters during emergencies and the other tasks accomplishments. To prepare for responding in the event of humanitarian crisis collaborating with local governmental authorities and with the Public Order Forces coordinated by the Operational Centre set up in order to help with the current capacities to the consequences when an interrupts occur on the water and the food supply, utilities etc. Maintaining the readiness of the techniques and equipments necessary to respond in the disaster’s event.

4. Operations x x

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x x

Support with troops and equipments in the flood areas in Durres. Participation with personnel and equipments for distinguish the fire in Sukth, Durres. Search and Rescue Company finished the field training “Biza 2013”. Operations SRC in Devoll, River.

The planning phase starts at preparedness, where the agencies decide on how they will respond to a given incident or set of circumstances. This should ideally include lines of command and control, and division of activities between agencies. This avoids potentially negative situations such as three separate agencies all starting an official rest centre for victims of a disaster. Following an emergency occurring, the agencies then move to a response phase, where they execute their plans, and may end up improvising some areas of their response (due to gaps in the planning phase, which are inevitable due to the individual nature of most incidents). Agencies may then be involved in recovery following the incident, where they assist in the clear up from the incident, or help the people involved overcome their mental trauma. The final phase in the circle is mitigation, which involves taking steps to ensure no re-occurrence is possible, or putting additional plans in place to ensure less damage is done. This should feed back in to the preparedness stage, with updated plans in place to deal with future emergencies, thus completing the circle.

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5. Training x x x x x x x x x x x x

The development of training in Croatia with flood scenario “CRO Floods 12” in Zagreb, Croatia. The field exercises in developing regions in Biza. The developing learning in lake of Farka indicator on “The actions of platoon water in case of flooding”. Learning scenarios indicator for EC festive ceremony on the occasion of the 25th anniversary of RSB’s as the first unit to have the community. The bilateral training in Macedonia for “Interaction in EC cases” Training with the New Jersey, National Guard. Training for EC with DIE “Flooding and SAR company mountain” The bilateral exercise with the Swiss (Mountaineering) Training with the German, fighting fires in resident areas. The multilateral exercise in Slovenia for SAR Company, earthquakes. The bilateral exercise with the “Carabinier Subucquei” for SAR company water in Italy. The joint exercise “Joint Reaction” in mountain of Dajti and Boville.

6. Suggestions x x

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x x

The participations in joint training with Balkan countries mainly with Western Balkan countries such as: Greece, Macedonia, Montenegro and Kosovo. The declaration of the best operation capacities that we have for civilian emergencies. The declaration of the common assets with the neighboring countries which are able to interact in emergency situations. The participations in joint training where these countries are involved in all kinds of emergencies.

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved. doi:10.3233/978-1-61499-315-5-72

Development of Regional Capacities for Civilian Emergencies seen in the initiative spirit of NATO “Smart Defence” a

Brigade General Abazz LLESHIa Commander of the Territorial Defense Brigade of Albania

Abstract. Brigadier General Abaz LLESHI in his presentation highlighted the Development of regional capacities for civilian emergencies seen in the initiative of the NATO Smart Defense. He continued with past regional cooperation and the experience from it and the need for increase cooperation in order to achieve more. He put the focus on five directions for regional collaboration in common interest: Fast and mutual coordination and information; Knowledge of natural dangers and scientific study and planning to avoid the consequences; Common trainings and experience exchange; Creation of common capacities and reciprocal support with forces and equipments, based on plans of mutual help and collaboration; The improvement and strength of special structures for emergencies in support of population and civilian authorities like is Regional Support Brigade in Albania.. Keywords. Albania, smart defence, cooperation, civilian emergencies

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Introduction Honorable Leader of the session, Honorable Ladies and Gentlemen’s, First I want to thank the organizers of this conference for the invitation and the possibility that they gave me to express my point of view, for the well organized activity and the selection of the topic which increasingly is becoming more sensitive for the countries of our nation. I would like to start my speech by quoting a short part from the Declaration of Chicago Summit “In the most important strategic region of Western Balkan, regional collaboration and the relations of a good neighborhood are important for lasting peace and stability”. The aim of this message connects exactly with the increased necessity for the regional collaboration between neighbors, in case of enhanced dangers from natural or technologic disasters. The initiative “Smart Defence” encourages us further in our steps toward the building of common capacities for Civilian Emergencies. But I want to emphasize that even NATO didn’t exposed the necessity of regional collaboration, beside others the frequent phenomena of fires, flooding, blockings and damages from snow or earthquakes, may be from direct effect of Global Warming and other geophysics phenomena of earth etc., forces us to take faster and directly the necessary steps for mutual support in case of disasters or natural emergencies that not only don’t know state boundaries but sometimes promote negative, fast and intensive chain reactions. First is the task of state institutions, operational active structures, including the military structures, to find new forms and methods to enhance the effectiveness

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in facing the emergencies and disasters that might happen. No place or individual small or rich has enough capacities in this case of disasters. So the slogan of three musketeers “One for all and all for one” finds place in this meeting. This is confirmed even from the ACT Commander General Abrial when he says that: “I believe that working together we might achieve unimaginable results. I join with the belief of those that the financial lacks might be the mother of invents for the new methods to produce the maximum level of capacities with those resources that we will have in disposal”. In this message I want to focus in three or four directions of regional collaboration in common interest. Among the most priority I think are: x Fast and mutual coordination and information x Knowledge of natural danger and scientific study and planning to avoid the consequences. x Common trainings and experience exchange. x Creation of common capacities and reciprocal support with forces and equipments, based on plans of mutual help and collaboration. x The improvement and strength of special structures for the emergencies in support of population and civilian authorities like is Regional Support Brigade where am I the Commander. Bellow I will explain some of these priorities.

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1. Fast and mutual coordination and information Coordination is a very wide and necessary in all the phases of a civilian emergency. The importance of coordination shows up especially in the phase of immediate reaction in which is needed the effective coordination to minimize gaps, to avoid duplications, inappropriate assistance and interventions, delays, obstacles and slowdowns in reaction and especially in decision making. The weak coordination brings unsatisfied answers toward the emergency situation and might disappoint the population. One of the most important elements and which precedes taking the precautionary measures is information. The immediate exchange of information through Civilian Emergencies Management Centers, not only will enhance the efficiency of coordination of the actions toward our structures in regional level, but will help the prompt relief to come faster. The awareness of the population in relation with the dangers, especially those which come from fire, earthquakes, flooding, mud slide, contamination of environment etc., is one of the primary tasks that have to be taken from the responsible structures for civilian emergencies in center and local level. “The informed person – say our people – is half saved”. Through application of all the forms like different seminars, folded papers, notifications in media, teachings in schools is to be given information about consequences that might be created from different emergencies and the way of people to avoid the consequences and to counteract with efficiency in this kind of cases.

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2. Recognition of natural dangers scientific study and planning to avoid the consequences Another important aspect in the field of civilian emergencies in recognition of dangers that might threaten the country. When the dangers are well recognized, you can posses them well. In Albania, in collaboration with UNDP, with education and scientific institutions and with Non Governmental Organizations, with time is made the evaluation of dangers and in the base of this dangers is prepared the National Plan of Planning and Facing the Civilian Emergencies, also is approved and is in function the law of CE and other helping laws that regulate the work in managing the structures of central and local government. In the base of these main documents, each responsible institution and every operative structure has designed the plan of action for different kind of emergencies and in several variants. This kind of plans in periodical times are revised and improved to respond in a better way the situations created in all the phases of management of emergencies and in the frame of operational structure and equipment changing. In this aspect in our country is created a rich experience which might be used in the field of scientific research. In our institutions, including the Defence Academy are set some main fields of scientific and research work for the five years to come. Along with the problems in different fields here are predicted even the cases of future security environment and its influence in the life of our people, in trainings and nowadays operations in Albanian Armed Forces. In this frame common studies might be taken for cases that disturb two or more countries in the aspect of civilian emergencies. The concentration and common use of capacities, appropriate priority setting and better coordination of efforts by our countries is another field of collaboration.

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3. Common training and experience exchange Common training and qualifications are a guarantee to enhance the effectiveness of operational structure. The approach “Smart Defence” requires well studied and adapted programs for every structure, with specific mission and tasks, requires a qualified training, for all the types of emergencies and realized in an area near to the reality. In units and wards of AAF and especially in Regional Support Brigade (RBSde) is created and experience in training development for flooding, fighting fires, earthquakes, search and rescue of people (SAR service), etc. In this frame, I want to separate some trainings like: x Participation on military structures in inters institutional activities for the Civilian Emergencies, developed in Tirana with Ministry of Interior in 2009. x Training “Gjinari” developed in 2010 for firefighting. x Training “Drini” developed in 2010 facing the flooding and other natural disasters. x Training for Civilian Emergencies “Common Reaction” in 2011. We have also experience in preparing and equipping training polygons, necessary base material for training and the specialists for each field. We are willing to offer experience and expertise in this direction, to prepare different operative groups in various types of emergencies.

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4. Mutual support, creation of common capacities and perfection of active contingents Supporting each other in case of civilian emergencies have to be the main field of collaboration and development of common national, bilateral and region capacities. At the last meeting of the Defence Ministers of the A5 Charter in the frame of the initiative “Smart Defence” the Minister of Defence, H.E. Arben Imami gave the idea of “Finding the new ways to achieve the goals in actual conditions”. In the emergencies of last two years, in Shkodra and Lezha in facing the flooding and the snow fall, different teams from Turkey, Italy, Macedonia, Greece, Kosovo, Montenegro, Bosnia and Herzegovina etc. offered their help in equipment, forces, technique, food and clothing, directly in the flooded areas. In the peak of fires, specialized teams from Greece gave their contribution in the firefighting with the helicopters and fire engines, especially in the South. These actions have served in reinforcing the mutual faith in the field of security and have put our countries closer, but also have served in facing the emergencies. As well I find place to say that the engagement of Armed Forces in cases like the ones that I mentioned above, has served to enhance social dimension of Armed Forces and the faith of the public in general. It will be better that his engagement along the political will of our countries was supported with prepared, studied and detailed plans with the aim that even the mutual help might be in the right time. The preparation in time of cooperation and coordination plan is a necessity, this for the fact that the emergencies of the nature that I mentioned above, ask for immediate and well organized reaction. In function of this, more than one time, our Minister of Defence has proposed the establishment of a regional group of experts for defence planning, group which will analyze the possibility of the regional capacity development, based on the principle of specialization to face civilian emergencies. The creation of common capacities and reciprocal support with forces and equipments based in the plans of help and collaboration – the way toward fruitful regional collaboration is possible, to develop an approach according the concept of United Nation “Sharing and Pooling” (exchange and union capacity) in regional level. Same units of two or more countries can join or can set common capacities to face a specific emergency. We appreciate a lot the ensured capacities from the regional countries like the Training Center in Krivolak, Macedonia. Even us are working to finish the Training Center in Biza which can be used from all the countries in the region and widely. In the common trainings developed we have programmed and realized a wide participation of national actors, a thing that we have to realize in the future even with the neighboring countries, by choosing those countries and terrains that are threatened from common emergencies like fire, flooding, earthquakes etc. This will serve the exchange of experiences and expertise’s, will enhance the mutual trust, the scale of interaction and familiarization with crated situations and the ways of actions to face them success. Regional collaboration has been fruitful and diverse in the frame of A5 Chapter and is crowned with successful projects in common missions in Afghanistan (ISAF), experience exchange for the plan of NATO membership and common trainings between Armed Forces of these nations. This good experience must be used in the future even in the field of civilian emergencies in regional level.

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Our country encourages the collaboration with the countries of the region in the frame of different regional initiatives and especially those of A5 Charter or SEEDM. In this frame the General Headquarter of Albanian Armed Forces sees with a great interest the development of common training “Common Reaction”, focused in facing the civilian emergencies, planned to take place in Albania in 2013 (it has just started the 1st conceptual conference for this training).

5. Perfecting and empowerment of active special structures of emergencies

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In support of population and civilian authorities – remains the key. Our main operational forces or acting active structures in our country are: Armed Forces (AF), Firefighting structures (FFS), Emergency Service (ES), State Police (SP) and other police structures, General Directory of State Reserves (GDSR), Specialized groups for mining and oil etc., monitoring and supporting structures. This structure has special roles, tasks and responsibilities for all the management phases of the emergencies and this is fundamental. Positive is the fact that this structure cooperate closely with each other to ensure the most effective response. Beside active acting structures there are the International Organizations like UNDP, UNHCR which have collaborated closely with governmental structures (and with AF) in facing the emergencies. So none of the contribution is too much to face the civilian emergencies. “Union makes the power” people say. Working together, the tasks will be done well and with lower cost. Fact is that in the emergencies of last years the structures of Albanian Armed Forces have been the main protagonists in the attempt to eliminate the consequences and saving the life of the people. Air Forces with their own equipments can realize the air transport, very important in the time when the ground movement is impossible, while the Navy is able to ensure sea transport in case of need. In this way with the individuality that they have, units complete each other and are made important links of a single chain. 5.1. Regional Support Brigade Regional Support Brigade as a unit with the mission to face the civilian emergencies performs a variety of tasks in case of earthquakes, flooding, fire, bacteriological and chemical contamination, different ground accidents etc. while the other units with the features they have in their composition in manpower and equipments, very well can fill the frame of actions. In this frame from the part of the state structures are taken preventive measures to minimize the consequences of the emergencies and natural disasters that might threaten a nation or a region. As I emphasized above, in facing the civilian emergencies or natural disasters a lot of state structures have specific tasks. The civilian operations present a versatile non combat activity in peace time or war time and they are with priority importance. Important parts of this engagement are the Armed Forces of all the nations. However they are not the main instrument to face the different natural and human disasters. They are in direct help and support of civilian structures. This is because with the resources they own, with the high scale of organization, readiness and ability to make immediate deployments, the Armed Forces are able to give a great contribution in the first moments.

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In the frame of National Plan to face the civilian emergencies in our country is an annual task of all the national actors (and every time that we have structural changes) to declare their capacities in the Armed Forces General Headquarters (data that go directly even in the General Planning and facing Civilian Emergencies Directory). In this frame, identification of operational capacities in each force and unit in Armed Forces and the knowledge of capacities that have the units, is the first step to contribute in the most typical civilian emergencies for our country like earthquake, flooding, roads blocked from snow, evacuation of civilian population, distribution of reliefs, fires etc. Like in any other field even in the field of civilian emergencies we have tried to apply the principle of priority, specialization and collaboration among structures. In the frame of applying the initiative “Smart Defence” is important that the capacities that are identified and are confirmed in the “battle field”, have to improve further the quality, to be restructured, to be more efficient and professional in the acting field. As the NATO Secretary General, Mr. Rasmussen says “excess fat force the muscles”. This isn’t to be seen in the numerical aspect (quantity), but it is important to be concept in that of quality, in enhancing the performance of the groups, units subordinate units and specific individuals to act with the maximal intensity in the most difficult conditions. In this context, one of the most important tasks of units is the continuous identification of critical capacities, saving the operational capabilities that might be used to face a kind of emergency, eliminating in the same time excess capacities or that are used rarely. Our experience in developing operations inside the country and in that of regional collaboration, the problems of managing the emergencies show one of the most complex segments and very sensitive for the society. What I wanted to emphasize is that the engagement and contribution of Albanian Military Structures in fulfilling such tasks, is part of its Constitutional Mission. In the field of regional collaboration and wider is gained an experience even in the developing of common trainings which has had as object the civilian emergencies. In this case I want to emphasize: x Training SESIM (2009, 2010) for civilian emergencies in frame of bilateral collaboration between Albanian Armed Forces and USA. x Training for the civilian emergencies in frame of collaboration with Italian Army, developed in Tirana in June 2011. x Experience exchange with specialized German structures, using the fire engine developed in Tirana in 2011. x The training for the earthquakes, developed in Slovenia in 2011. x The training in frame of collaboration with EU “Civilian protection in EU and South East Europe” developed in Zagreb, Croatia in May 2011. x Training with flooding scenarios, in Croatia in May 2012. x Training planed to develop in frame of A5 Charter in Albania, 2013

6. Some conclusions and recommendations Based on the problems treated above we can reach some conclusions:

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x

x x

x x

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x

x x

x

Especially in the field of emergencies, the countries of our region have common challenges. They face with same regional dangers and threats, which can be withstanded better with policies, capacities and common solutions. The concept of facing civilian emergencies and protecting from different disaster consequences is not complete if it is concept as an exclusive competence of one state. This because the possible emergencies and disasters may happen not only inside a territory of a nation, but they can have wide regional extend. We need a “Smart Defence” in supporting each other and for the cases of civilian emergencies. Civilian emergencies have to be the main field of collaboration and development of national, bilateral or regional capacities. The regional collaboration in the field of CE and according the concept “Smart Defence” requires political support. It is necessary to make the joint engagement in facing these emergencies, aiming the preparation of legislation in accordance with the standards of homologous armies and NATO partners. To face the emergencies and disasters with low cost and effectiveness, is important the development of critical operational capacities, eliminating excess capacities, old and those that are not in use. It is to great importance to be predictable, to collaborate closely when we operate together and to develop joint capacities which are useful to face joint regional threats and dangers. It is a fact that in critical situations is necessary and productive the regionalization of the capacities to face the CE. In this frame we have to make the knowledge and the declaration of the capacities of our nations for all expected emergencies. And not only this, but it has to be declared that for what kind of emergency is offered the most qualified and specialized help in the regional frame. It is more important the identification of experience in the emergencies happened in the last year in each country and region and to put these experiences in manuals, scenarios, plans and training programs. In this frame it is to aim to complete the full set of tactical and technical doctrines in connection with civilian emergencies. It is a high importance and interest for all the knowledge of the experience that each country has in organizing the CE operations. Here’s a place to exchange experiences between our armies. The study of the practices of our homologous armies for all kinds of Emergencies. The review of all the system of CE in the territory of our nations, analyzing the risks, possible scenarios, source, capacities and the plan made from all the institutions and all levels. Designation and implementation of programs and training plans in interest of enhancing the professionalism and the preparation of the personnel to face the CE. The achievement of NATO standards for this kind of operations requires the exchange of experiences and the development of joint trainings for CE.

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The need of regional cooperation in crisis response capacities developement a

Brigadier General Dimce PETROVSKI, PhDa Director of General Staff of the Army of the Republic of Macedonia Abstract. Brigadier General Dimce Petrovski was speaking on the regional challenges that are possibility for the region and how they should be anticipated, the potential regional threats sources which can highly endanger the population and the directions for regional crisis and conflict response capacities development. After the brief explanation of the key topics he concluded that the upgrade on the regional cooperation is a necessity for all of the countries in the region and it has to be a process that will have continuity. Keywords. Keyword, keyword

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Introduction The foundation and development of a defence - protection system is considered to be most among the primary state functions of public interests, designed according the needs of the state. Within this system, military nowadays is just one among the many instruments that are to deal with crisis and for most of the countries; the last is to be employed. Contemporary threats to national states that are different than war do not require traditional military response but engagement of specialized forces to deal with them. They demand investment in ministries of interior, border protection troops, custom services, crisis management institutions and the like. Within the changed conditions of wider environment, in Europe and globally, the mission of the modern armies is not only protection of territorial integrity of the country but also to face unconventional and asymmetric threats that are transnational and do not distinguish state borders. Some of them can cause disasters that are larger in scale than conventional military conflict.

1. Regional challenges The pursuit of good neighbor relationship and cooperation policy by the actual democratic governments in the Balkans, as well as their European and Euro-Atlantic integration efforts are minimizing the conventional risks in the region and in the long term are preventing the possibility of a large scale conventional conflict. At the same time, the region is still suffering the consequences of recent conflicts and their residues. These facts call for a re-evaluation of defence requirements, missions and capabilities, both actual and future ones. Within this contexts, multitude of interconnected areas have to be taken in consideration: environment, resources, demography, technology, economy, ecology, social spheres, culture, law, politics and others. The new strategic reality and experience gained, point to the need of special forces and capabilities development, with specified capabilities to face future threats

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other than war, on national territory and regional framework as well. Western Balkan states, as well as the others in the wider Balkan area, have to be aware of the irrationality and inefficiency of the isolated national security system, especially a defence system of a small and economically not powerful enough country. Therefore, their fundamental orientation needs to be toward regional cooperation and participation in collective security systems. Full participation and integration into the Euro-Atlantic security structures is improvement of their own security and that of the region and Europe. This means that the goal to be pursued for these countries is development of capacities that are capable: x To face and overcame challenges on national territory in dealing with all threats to security of the citizens and state institutions x To be deployed outside national territory in support of other states in disaster relief x To provide host nation support to foreign forces in disaster relief efforts.

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2. Potential regional threats sources The fact that after the events in the ’90 of the last century all the states in the region chose the path of Euro-Atlantic integration contributed considerably to minimize the risk of new mutual massive confrontations. Nevertheless, none of these countries is immune to other categories of threats and risks that continually grow in intensity. Among them are the following: x Manifestations of extreme nationalism, racial and religious intolerance, international terrorism, organized crime, illegal migration, illegal trade of all kinds, porous borders etc. x Availability of large quantities of illegal weapons, transitional problems such as corruption, urban terrorism, economic crime, tax evasion etc. x Intelligence service activities directed toward security deterioration, consequences of conflicting interests about strategic energy resources and their transit routes; natural and other disasters, technological catastrophes, pandemics etc; x Cyber crime and derogation of environment An objective and long-term assessment of threats and risks is of crucial importance for any national defence-protection system development. Understandably, it is impossible everything to be foreseen and accurately measured, but major trends and their intensity could be identified with relative accuracy. Contemporary conditions point out that intensity of extreme nationalism, racial and religious intolerance, terrorism and organized crime is still high. Armed forces of any state need to develop their capabilities in the area of internal security and combat against terrorism and armed incidents on national territory. Therefore, although responsibility and capability of other state security institutions is increasing, the armed forces have to maintain own capabilities and provide proper support in dealing with threats and risks. Still fragile regional security demands maintenance of almost all current capabilities of armed forces in all the states of the region.

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3. Directions for regional crises and conflict response capacities development Mutual confidence among the state is the foundation of regional crises and conflict response capacities development, as well as the fat that none of the states possesses enough resources to deal with contemporary threats in seclusion. So far, a lot has been achieved in the area of cooperation initiatives launched in this area, bilateral or multilateral agreements that have been concluded, conferences and workshops that are being conducted and the like. But in the domain of practical results very little has been done – there is a lack of concrete activities for achievement of compatibility in national prevention systems. There are evident differences in the very definitions of the state threats sources. Wherever identical views exist, they turn out to be only declarative. We all agree that organized crime is a threat to all the countries of the region and at the same time we do not have mutual agreements for extradition of those criminals. Where these agreements do exist, they are carried out selectively which as a result precludes mutual confidence. It is unacceptable that certain destructive groups are treated differently in different states in the pretext of “state interest”. State interests of a single state could not be on the expense of another. It is the basic problem that we all have to gain will and power to resolve and undertake concrete activities for achievements of: x Common classification of the threat sources, x Common assessment of the highest level of potential risk of natural and technological disasters x Assessment of the level of other potential asymmetric threats. Consequently, we need to commence development of an integrated, interstate crisis management system that would function automatically, not by an ad-hoc situation evaluation. In this way, capacities of each state would be part of the whole region capacity, designed according the assessment of all potential threats and risks. All this is possible only in conditions of full mutual trust and intentions for development of the region as a whole. I sincerely wish for such a system in the future, based upon common understanding that national crisis response system should be sybsystems of the regional one and that development of national capabilities at the same time is development of the regional.

4. Conclusion

Basic concern of all the states of region should be provision of capabilities to face threats and risks, based upon their abilities, reality, requirements and the visions of wider security and defence alliances integration, that will improve their own, regional and European security. In this way, the defence-protection system will contribute to the development of other social spheres in the interest of peace and prosperity of the region and wider. Investments in improvement of economy, unemployment decrease and provision of social welfare, combat against crime and corruption are decreasing and nullifying the threats and risks to internal security. As a result, that would also decrease the requirements for robust crisis response capacities. Investments in economic

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development programs and overcoming of transnational problems (corruption, crime, tax evasion etc), will have positive feedback on regional security. From the stated above, it follows that the most responsible for the security of region are we all - our states, and appearances of negative conditions is just an indication of our inability to deal with the threats. I do hope that the future will prove us capable of dealing with the threats and risks of the region where we all live.

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Macedonian Red Cross a

Ali SAMETa DM Coordinator, Macedonian Red Cross

Abstract. Mr. Samet ALI gave briefing on the work in the past of the Red Cross and how they handled the emergency situations during the last 15 years. On the end of his presentation, he played two movies from the joint exercises of the Red Cross Macedonia.

Keywords. Macedonia, red cross, emergencies, regional cooperation

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Introduction The International Red Cross Movement is worldwide movement spread across the whole world. IRC is consisted from three branches: x National Red Cross/Red Crescent Societies (National Societies) x International Federation of Red Cross/Red Crescent Societies (IFRC) x International Committee of Red Cross (ICRC) The work of the International Red Cross Movement is based on 7 basic principles: x Humanity x Impartiality x Neutrality x Independence x Voluntary Service x Unity x Universality

1. Macedonian Red Cross The Macedonian Red Cross in its successful history has few very important milestones and dates such as the: x 17 March 1945 – Foundation Day of Macedonian Red Cross x 21 May 1992 – Independence Day of Macedonian Red Cross x 01 November 1995 – Recognition of MRC by ICRC x 27 November 1995 – Full – fledged membership in the Federation The main objectives of the Macedonian Red Cross are: x Capacity to respond to the needs at local level

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x x x

Ensuring sustainable and diversified income Credible governing and managing leadership Ability to attract and retain skilled volunteers through relevant work

Macedonian Red Cross as every member of the International Red Cross movement has its own structure, consisted of: x MRC HQ x Red Cross of City Skopje x 34 Red Cross local branches x Professional staff consisted of 135 members x 2480 active volunteers As part of its work the Macedonian Red Cross have the following programs: x Health Care Programme x Social Welfare Programme x Disaster Management Programme x Dissemination/PHV x Tracing Service x Youth Red Cross The main goal of the work of the Macedonian Red Cross is the preparedness for rapid and efficient response in case of disasters.

2. Law and Regulations that apply in case of emergency situations

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Macedonian Red Cross in times of crisis it’s functioning and actions bases on both National and International Laws and Regulations. The National Laws and Regulations are: x The constitution of the Republic of Macedonia x The National Concept for Security and Defence x The Law on Crisis Management x The Law on Protection and Rescue x The Law on Local Self – Government x Macedonian Red Cross Law x Macedonian Red Cross Statute The International Laws and Regulations are: x The Geneva Conventions and the Additional Protocols to the GC x The Convention against Torture x The Convention against Discrimination of Women x The Convention for Protection of the Rights of Children x The Convention for the Rights of Refugees x The Universal Declaration for Human Rights x Principles for Internally Displaced Persons x Code of Conduct of MRC and NGO’s in times of emergencies

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A. Samet / Macedonian Red Cross

x x

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The Humanitarian Charter and Minimum Standards for Disaster Response Strategy 2020 of the International Federation of Red Cross and Red Crescent Societies.

2.1. MRC Experience Macedonian Red Cross has history of successful work. One of the many experiences are: x x x x x x x x x x x x

1992 - War in former Yugoslavia 1994 - Earthquake in Bitola, Republic of Macedonia 1995 - Floods in Kavadarci, Negotino and Vinica, Republic of Macedonia Four air plane accidents On several occasions epidemics – industrial disasters 1999 - Earthquake in Turkey 1999 - Kosovo crisis 2001 - Internal crisis in the Republic of Macedonia 2002/2003/2004 - Heavy snowfalls in mountain villages, floods, fires 2004 - Mission in Indonesia (Tsunami) 2005 - Missions in Bulgaria and Romania (floods) 2006 - Floods in Pakistan

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3. Disaster Risk Reduction Activities in Macedonia Macedonian Red Cross is taking lot of measures and activities to manage the Disaster Risk, activities such as: x Collection of existing information from relevant institutions on local level x Forming working groups and selection of consultants in Ohrid and Struga region x Assessment of possible risks from disasters, accidents, vulnerable communities and capacities x Conducting VCA training workshop for local authorities responsible for risk reduction x Mapping and distribution of maps on risks for the responsible institutions for risk reduction in Ohrid and Struga region x Development of database for risks/accidents/vulnerability/capacity and available local resources in the selected region x Development of training for staff in the selected educational institutions in the selected regions x Development and implementation of practical exercises for risk reduction and improvement of the capacities of local authorities and schools for disaster preparedness x Development of evacuation plans and infrastructural activities in the educational system (directions for movement in case of disaster, panic signalization, etc.) Indicators:

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A. Samet / Macedonian Red Cross

x x x x x x x x

2 working groups have been created to work on assessment of risks, vulnerabilities and capacities 20 participants from local authorities attended VCA course 24 regional maps on risks and accidents have been created 3 working maps on risks for four municipalities have been created 36 persons attended risk reduction course in educational institutions 24 persons have completed First Aid course 12 practical exercises have been performed in educational institutions 12 evacuation plans with signalization have been produced and put in place

4. Regional Cooperation of the Macedonian Red Cross

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Macedonian Red Cross as part of the International Red Cross Movement has participated in few regional activities. The first one is during the earthquake in Bulgaria in 2002. For the needs of this crisis International assistance was offered to the Bulgarian Red Cross by neighboring National Societies. Water Purification Teams from the Red Cross of Serbia and the Macedonian Red Cross, in coordination with the Europe Zone Office of the IFRC were set ready for deployment if needed. (Information Bulletin n° 1; GLIDE n° EQ-2012000086-BGR; 23 May 2012/ Information bulletin Bulgaria: Earthquake)

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Sustained Emergency Relief Regionally Developed Capacities MKSF BRIEFING a

LTC. Fadil HADERGJONAJa Head of Training & Exercise Section Department, Kosovo Security Forces

Abstract. The cornerstone of this presentation was the mission of the Ministry for the Kosovo Security Forces (MKSF) and the Kosovo Security Forces (KSF). After the brief presentation on the mission he continued with the structures MKSF and the KSF. Next in his presentation were the achievements and the operations of the MKSF and KSF. Fulfilling of recommendation for Full Operational Capabilities (FOC) from Commander of the KFOR was emphasized as main achievement. After that the bilateral cooperation on this field that Kosovo has was the point of presentation. In the end he focused on the challenges that MKSF and KSF, the priorities 2012-2014 and the future training requirements. Keywords. Kosovo, security forces, achievements, cooperation, assistance

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1. Kosovo Security Forces - KSF The Kosovo Security Force (KSF) is a new, professional, multi-ethnic, lightly armed and uniformed Security Force that is subject to democratic, civilian control. The mission of the KSF is to conduct crisis response operations in Kosovo and abroad; civil protection operations within Kosovo; and to assist the civil authorities in responding to natural disasters and other emergencies. Such duties will include search and rescue operations; explosive ordnance disposal; the control and clearance of hazardous materials; fire-fighting; and other humanitarian assistance tasks. The KSF will represent and protect all the people of Kosovo.

2. Ministry for the Kosovo Security Force - MKSF The Ministry for the Kosovo Security Force (MKSF) is responsible for exercising civilian control over the Kosovo Security Force (KSF), including management and administration. It comprises a mixture of civilian and KSF personnel and is accountable, through the Prime Minister, to the Kosovo Assembly. The mission of the MKSF, which is also the highest level KSF Headquarters, is to formulate, implement, evaluate and develop the policies and activities of the KSF within a framework of democratic governance and in accordance with the Constitution and laws of the Republic of Kosovo.

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3. Achievements x x x

x

x x

Fulfilled the recommendation for Full Operational Capabilities (FOC) from Commander of the KFOR. Establishing of a visible active force fitted and established with the NATO standards as well the new unique national identity. Developments of bilateral relations with USA, countries of region, European Union and the NATO countries. o Program for State Partnership with IOWA National Guard. o The first consultation meeting with USA for security issues. o The first Attaché of Republic of Kosova in USA o Cooperation Memorandume and bilateral plans for cooperation. Stand –up and participation in Regional Initiatives o Participation in Regional Initiatives such as A5. o Organizing of the First Meeting in Kosovo of Ministers of Defense of Regional States and signing off a Joint Statement. Drafted new strategy of the KSF which is approved by the Government Contribution in SSSR

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4. Operational Capabilities x x x x x x x x x

Search & Rescue Demining Firefighting Medicine Communication Logistic Force Police Engineering Forces of Rapid Reaction

5. Bi-lateral Cooperation (Assistance)

Countries that have provided assistance to the KSF: x USA Training courses, English Language Lab, uniforms, and individual equipment x UK Training courses and advisers x Germany 204 vehicles and advisers, Training course x Turkey Training courses, Class A uniforms and advisers x Lithuania Training courses

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F. Hadergjonaj / Sustained Emergency Relief Regionally Developed Capacities

x y y y y y x

Macedonia Summer camp Albania Training courses and advisers Netherlands Training courses and advisers (donation Sports Hall/Gymnasium) Finland Medical equipment Denmark Miscellaneous equipment Italy Two ambulances, dental chair, medical equipment and advisers Japan Training courses

6. Future International Challenges Approval of FOC Formal relations with NATO after FOC Membership into security regional initiatives and structure Development of the KSF based upon recommendations of SSSR Contribution of the KSF in NATO NATO Standardization Access to Unclassified Information's

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x x x x x x x

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Building and Sustaining Regional Capabilities for Emergency Relief a

Mr. Kyle KINGa Civil Emergency Advisor HQ KFOR

Abstract. Mr. Kyle King started with the critical questions for the region such as the standardization and interoperability. As very important part for the functioning of the systems are the equipment and training, he briefly explained in the presentation. After that, Mr. King very strictly underlined that the legal implications and duty to care / act and the legal liability concerns are one of the key parts for the systems in the region. Towards the end of his presentation he dedicated to the balancing regional and international requests through EADRCC, the cost reimbursement methods and the very important status of Forces Agreements (SOFA). Keywords. Smart defence, cooperation, SOFA,

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Introduction In concluding the Chicago Summit in May of 2012, NATO leaders agreed to the implementation and principles of Smart Defence. In doing so, the Chicago Summit proved to be the essential first step towards the implementation of this initiative, which would orient NATO forces towards a more interoperable and cost effective alliance. Projects and policies have been approved and implemented to achieve the capabilities defined in the NATO Forces 2020 strategy. Smart Defence, in essence, is the enhanced cooperation and renewed commitment of nations to acquire and maintain capabilities which would otherwise not be available individually, primarily due to growing fiscal constraints. Resource sharing, capability targets, prioritization, and coordination of efforts serve to mitigate risk associated with budgetary restrictions and reduced resources. Shifting from the defence perspective and into civil security and emergency relief operations, nations often find similar fiscal constraints and environmental factors. The principles of Smart Defence are applicable across most if not all aspects of regional cooperation for sustained emergency relief. In exploring the applicability of such principles to civil security and crisis management nations have the opportunity, especially in terms of regional response efforts, in generating more cost effective and interoperable solutions to increasingly complex operational environments. However, such initiatives are not without caveats and require consistent management of effort during project development and implementation. In addition, the political will must be in place to sustain the longer term strategic investment, both politically and financially. Given the right conditions and national will to build truly interoperable and sustainable regional capabilities, the benefits far outweigh the short to medium term efforts. Benefiting most from such

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“smart” initiatives is the population itself, with greater response and recovery capabilities in the region along with a more responsive and cost efficient public service.

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1. Benefits Benefits to an integrated investment in regional capabilities are readily apparent. Reduced project development and equipment allocation costs, increased interoperability, focused regional development and investment, and international/regional standardization, all rise to the forefront as immediate benefits. Given the current economic climate and the overall national, and times international, desire to reduce overhead, nations will have the opportunity to share project costs with regional partners. Projects such as generating regional response capabilities in Urban Search and Rescue, CBRN, or technical projects such as GIS, would all benefit from cost sharing agreements. Integrating nations into regional efforts will provide for a scale of economy normally not available to nations otherwise. While increasing the cost effectiveness and reducing expenditures, nations can reallocate funding towards other priorities, either in civil security or civil society. Funding provided from regional efforts may be redirected to national programs, other regional priorities, or invested in the region. Equipment and material procurement for regional efforts may be provided by national vendors in the region, and therefore increased investment in the region may lead to increased economic grown in industry. Understanding there is an economic scale to domestic investment which may preclude significant growth, the fundamental principle applies that with reduced costs, nations are presented the opportunity to invest either domestically or regionally. Interoperability rises to the forefront as a precondition for international or regional deployment of capabilities. While international standards such as INSARAG or UNOCHA requirements ensure nations are compliant with international disaster relief efforts, regional initiatives can move one step closer towards integration. Nations may take additional steps towards integrated training, equipping, and rotation of personnel through a multi-national effort. Regional efforts and capability development such as this would take interoperability one step further, with the added benefit of increase transparency to participating nations. Nations participating in regional development efforts are also presented with an opportunity to identify and meet international standards. Regional resources will present nations with the opportunity to create and sustain regional, and if desired, internationally deployable teams, with reduced cost and without the burden of sustaining stand-alone national teams.

2. Challenges While substantial benefits do exist in developing regional capabilities, the effort to do so is not without its challenges. First and foremost of which is the balancing of national priorities and agendas across a multi-year spectrum, and this is both political and fiscal. The political will need to be entrenched in order to support a prolonged effort towards integrating emergency services, and more to the point, the investment in such concepts. Emergency services by nature are challenged to achieve funding as there is very little, if any, monetary return on such an investment.

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In addition, cross border and regional capabilities require honest introspection into existing national emergency response / disaster relief capabilities. Nations must openly acknowledge shortfalls to their regional partners in order to identify and address known shortfalls through strategic development. More than likely, other nations in the region have addressed their shortfalls and in doing so can provide a solution to partners, thereby raising the regional response capability through information sharing, education, and training, without the use of new capital investment. Using existing means and capabilities, especially those standardized towards international norms, will accelerate project development. By nature of cross border cooperation, nations must contend with the legal aspects of sustained emergency relief in a region. Legal arrangements via memorandum, Status of Forces (SOFA), or bilateral agreements are required to ensure not only protection of the disaster stricken nation, but also of those emergency responders sent to conduct operations. The opportune time to address legal status and legal liability issues is during the initial development of regional capability programs and not during actual operations. Regional programs present inherent legal risk to responders, especially when responding agencies are not standardized and provide varying levels of service and / or care. As such, creating regionally standardized programs also provides for reduced legal risk to both the receiving nation as well as the responding nation.

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3. Long term strategy The benefits far outweigh the risks in building sustainable regional emergency relief capabilities. Nations and regional partners should develop a defined end state, and support regional development through a long term strategy. Such a strategy should be tied to the natural hazards and risks in the region, as well as the existing political / international aims of the nation (e.g. Hyogo Framework). Linking regional development to greater international programs and shared interests works to solidify the support required to sustain long term development. Similar methodology is apparent in NATO’s Smart Defence initiative, and is certainly applicable to building sustainable emergency relief capabilities.

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Protection and Rescue Capacities of the Republic of Macedonia a

Mr. Ljupce PETROVSKIa Head of section, Directorate for Protection and Rescue

Abstract. Mr. Ljupco Petrovski presented the protection and rescue capacities of the Republic of Macedonia. As one of the main references in his presentation were the legal basis and normative of the work of the Directorate for Protection and Rescue of the Republic of Macedonia. After that he continued with the capacities and resources of the Direction and the goals that they have achieved in their field of work. Next was the joint cooperation and joint exercises that the Directorate for Protection and Rescue has done in the past with the countries from the region. On the end he finished with the future developments of the work of the Directorate for Protection and Rescue and the need of increased regional cooperation, increased regional training and joint exercises.

Keywords. Macedonia, directorate for protection and rescue, cooperation

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Introduction We live in an environment prone to changes caused by both nature and human factor which due to the fast development of the society as well as climate changes is becoming more vulnerable of new risks and treats which occurrence is frequent and more complex. This is one of the reasons why states are increasingly concentrating their capacities and efforts on the establishments of advanced and comprehensive civil protection systems. The comprehensiveness of these systems is reflected through the state’s ability to find out manners and tools by which the appearance of all new risks and dangers will be promptly assessed and the prevention of the occurrence of the same ones and the readiness of the response will be satisfactory. The whole process represents part of the protection and rescue system of the Republic of Macedonia divided into several stages: prevention, preparedness, response, reduction of consequences and recovery. All of these stages provide development of measures and protection and rescue activities through which it acts on local, national, regional and international level as well as lead to implementation of the policy of sustainable development. To create such systems states should invest major efforts presented through the use of all available resources or use of state institutions, involvement of scientific and academic capacities, involvement of the private sector and NGO’s. This system will not be complete if citizens as well as international organizations through their already established civil protection systems are not involved. The main priority of the national policy of the Republic of Macedonia in case of natural disasters, technical and technological and other disasters is to provide effective system for protection and rescue of population, material resources, natural heritage, flora and fauna and the cultural heritage particularly.

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L. Petrovski / Protection and Rescue Capacities of the Republic of Macedonia

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1. Protection and Rescue Directorate The Protection and Rescue Directorate is an independent state authority whose activities as well as the functioning of the protection and rescue system are regulated by the Protection and Rescue law adopted and published in the Official Gazette nr. 36/04 and its amendments Official Gazette nr. 49/04, nr. 86/08, nr. 124/10 and nr 18/11. The organization of the Protection and Rescue Directorate is regulated by the rulebook for organization of operation of operations and according to this rulebook in the Protection and Rescue Directorate are 4 organizational units – sectors of 11 departments, four independent department and 35 regional offices. The protection and rescue is organized as unique system for detection and prevention of natural and other hazards as well as dealing with the consequences of the same ones. The protection and rescue system represents related process for planning, organizing, leading, commanding, coordinating, implementing, financing and monitoring for timely and effective operation in case of natural, technical – technological and other hazards. The protection and rescue system of the Republic of Macedonia is regulated with the Protection and Rescue law and many bylaws (regulations, guidelines, decisions, standard operational procedures etc.). Obligations for the development of the planning documents for protection and rescue of all entities in the Republic of Macedonia at all levels are arising from the provisions of the Protection and Rescue Law. Except the Protection and Rescue Law and the Provisions for organizing and implementing the protection and rescue measures, the protection and rescue system is also realized of the following strategic and planning documents: x National Protection and Rescue Strategy, Official Gazette of RM nr. 23 of 19.02.2009, x Methodology for the content and method of assessing the hazards and the planning of protection and rescue, Official Gazette of RM nr. 76 of 23.06.2006, x National Protection and Rescue Plan, confidential, adopted on 11.03.2009 at the session of the Government of RM, x National hazard assessment from natural and other incidents, Official Gazette of RM nr. 117/07, x Programme for Directorates Development, x Directorate’s Strategic Plan. During 2010 were also adopted: x 14 Standard Operational Procedures for implementation of each protection and rescue measure, x Guidelines for First Aid, x Teaching plans for programs for training in the field of protection and rescue x Guidelines for underwater demining. To protect people and material resources of natural and other hazards are established protection and rescue forces as: x National protection and rescue forces and x Regional protection and rescue forces. National protection and rescue forces are: x Protection and rescue HQ,

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x Regional protection and rescue HQ’s x Protection and rescue units x Fast response teams. Regional protection and rescue forces are established to operate in the area governed by the Municipality and are comprised of local self government units, trade companies, public services. Protection and rescue units by their material and personnel composition are formed as departments and platoons. The protection and rescue directorate has established its own fast response teams that together with departments and platoons are created for different types and specialties. Having in mind the fact about the number of personnel engaged in the national forces for protection and rescue, their professional competence, equipment with material and technical means and equipment to perform operations for the protection and rescue of people and goods, it becomes clear that the Directorate as an independent body of the Government of the Republic of Macedonia has a respective potentials for reduction and elimination of hazards and coping with the consequences caused by natural disasters and other accidents in Republic of Macedonia. Of particular importance is the procurement of three specialized aircrafts for extinguishing wildfires in open space in possession of the Directorate and also thirty modern firefighting vehicles allocated to the territorial firefighting units in several municipalities in the country. Republic of Macedonia through its institutions is continuously taking a wide range of activities in order to bring closer our national protection and rescue system to those of NATO member countries and of course closer to the European model of civil protection. These efforts are expressed through the Directorate’s active international cooperation with EU, NATO and other institutions responsible for civil protection. The cooperation is evident through our participation in meetings, conferences, courses, workshops and filed exercises organized by the European Commission and NATO/EADRCC. Part of these activities is accomplished through participation in projects financed by the EU through the Instrument for Pre – accession assistance in the field of environment and disaster reduction. As a candidate country for EU accession, the Republic of Macedonia in 2012 signed a Memorandum of Understanding on the participation of the Republic of Macedonia in the Civil Protection Financial Instrument and the Community Civil Protection Mechanism. Thus, the Republic of Macedonia actively participates in activities arising from the establishments of the Civil Protection Mechanism and Financial Instrument, which will dramatically improve the capabilities needed to achieve effective and efficient protection and rescue of the population, environment and property. By participating in the Mechanisms, the Directorate is making efforts to harmonize the protection and rescue system with the European model that would result in the establishment of standard operating procedures, standardization in equipment and trainings. The strengthening of the institutional capacity of the Directorate is performed through continuous training of employees and national protection and rescue forces. By entering of the Republic of Macedonia in Partnership for Peace in 1995 an opportunity was established for strengthening national capacities in the field of security and defence. Through the NATO’s civil component in the frame of Euro – Atlantic Partnership Council (EAPC) the Republic of Macedonia is continuously working on the promotion of the disaster management capacities and civil emergency planning. The cooperation on strategic level is achieved through the Civil Emergency Planning

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Committee. The Directorate until now has participated in the following international EADRCC exercises: x IDASSA 2007, Croatia x ZETUSU 2009, Kazakhstan x IZMIR 2010, Turkey x CODRII 2011, Moldova. In 2010 Republic of Macedonia received and official request for assistance from the Ministry of Interior of the Republic of Albania – Directorate for Planning and Coordination of Civil Emergency. The Government of the Republic of Macedonia decided to send national protection and rescue forces with equipment for providing assistance in dealing with the floods in the north – western part of Republic of Albania. According to the Decision of the Government of the Republic of Macedonia, the Directorate performed all necessary preparations in terms of engagement of members of national protection and rescue forces with material – technical resources and equipment and the Director of the Directorate brought a Decision on engaging human and material forces and resources to provide assistance to the Republic of Albania.

2. International Cooperation In the field of bilateral cooperation the Government of the Republic of Macedonia through the Protection and Rescue Directorate until now has signed the following Bilateral Agreements: x

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x x

Agreement between the Government of the Republic of Macedonia and the Council of Ministries of Bosnia and Herzegovina for cooperation in case of natural and other disasters, 2009 Agreement between the Government of the Republic of Macedonia and the Government of Montenegro for cooperation in protection of natural and other disaster, 2009 Agreement between the Government of the Republic of Macedonia and the Government of the Republic of Hungary for cooperation and mutual assistance in case of disasters, 2009

x

Agreement between the Government of the Republic of Macedonia and the Government of the Republic of Slovenia for cooperation in the field of protection from natural and other disasters, 2011

x

Agreement between the Government of the Republic of Macedonia and the Government of the Republic of Croatia for cooperation for cooperation in protection from natural and technical – technological disasters, 2011.

At the same time the Directorate has achieved major progress through the signing the following Memorandums of Understanding and Cooperation in the field of civil protection: x

Memorandum of Understanding for the institutional framework of the Disaster Preparedness and Prevention Initiative – DPPI, 2007

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x

Memorandum of Understanding and Cooperation in the area of protection and rescue of humans and materials resources from natural and other disasters, between the Government of the Republic of Macedonia through the Protection and Rescue Directorate and Danish Emergency Management Agency (DEMA), 2010

x

Memorandum of Understanding between UNDP and Protection and Rescue Directorate, 2009

x

Memorandum of Understanding on the participation of the Republic of Macedonia in the Civil Protection Financial Instrument and the Community Civil Protection Mechanism, 2012

Republic of Macedonia is constantly active in all projects and programs organized by NATO and the European Commission in the field of civil protection. But all those undertaken activities in the field of cooperation with international civil protection systems are not enough. Additional cooperation of the institutions with the scientific community in the state required, achieved by maintaining constant consultations, scientific debates as well as raising public awareness about the functions and activities of the system for protection and rescue, expressed through the organization of public campaigns, reinforced information through written and electronic media etc. Such an approach towards this issue shall enable not only creation of a unique and comprehensive system for protection and rescue, but also compatibility with international regulations and norms that regulate this issue. This will enable our country to move closer to the European and world trends and efforts in the field of civil protection and at the same time the country will be able to give assistance to other countries.

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3. Future Development

Having in mind the Law on Protection and Rescue, which regulates protection and rescue from natural disasters and other accidents in peace, crisis, emergency and wartime situation, the Parliament of the Republic of Macedonia on the proposal of the Government of the Republic of Macedonia, has adopted the National Protection and Rescue Strategy which completed the creation and establishment of the single system of protection and rescue. Aim of the Strategy is to ensure sustainable development, promotion and overall efficiency of the system for protection and rescue with the realization of the next Strategic medium – term goals for the period 2009 – 2013: x x

x

Completion of the legal structure of the system for protection and rescue Improvement of the conditions for implementation of the already transferred protection and rescue responsibilities of the municipalities and creation of favorable conditions for effective transfer of the remaining responsibilities and resources Identification and implementation of the standards of NATO and the European Union regarding protection and rescue

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L. Petrovski / Protection and Rescue Capacities of the Republic of Macedonia

x

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Participation of the protection and rescue forces in international exercises and international missions for protection and rescue and removal of the consequences caused by natural and other disaster. In 2010 the Directorate has adopted its Development Programme for mid – term period with predefined priorities in accordance with the National Protection and Rescue Strategy. The development direction of the protection and rescue system in the Republic of Macedonia is based on this document. Also in 2011 was adopted the Strategic Plan for the period of 2012 – 2014 which represents a document were suggested several measures and activities that on the proposed time frame should cover the following: finalization of the legal frame for protection and rescue, successful implementation of the protection and rescue system, advancement and future development of the protection and rescue system.

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Recommendations and Considerations

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NATO ARW STRUGA 2012 Sustained emergency relief – Regionally developed capacities

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Recommendations and Considerations In order to do something specific for the development of regional crises and conflict response capacities we need to be able to see the benefits of the smart security approach, but also to choose a level of ambitions, realistic enough to make them possible. This means that the use, possession, Human capabilities and procedures must be shared. For this manner all of the national states, their responsible bodies and officials, supported by international organizations should considerably contribute with their own resources to minimize the threats and risks. A lot has been achieved in the area of regional cooperation initiatives launched in this area, but there is still more to be done. The mutual collaboration is dominated by the bilateral cooperation, while the regional cooperation in the field is still in its infancy. Improvements on the national laws, bilateral and multilateral contracts by the model of the EU countries are indeed necessary for enhancement of the regional collaboration. This kind of improvements will enable a higher level of regional cooperation – development and maintenance of the Regional Emergency Relief Capacities. A common assessment of the Regional Disaster Profile, preventives of civil emergency and Early Warning is also evidently needed, and sharing the related information in civil emergencies manner is demanded. Main mission will be focusing on meetings of expert working groups and conferences. Preparedness and response policy also is a relevant factor that should be considered by the state leadership and institutions. At the same time the process of development of joint regional capabilities need to be lead by previous harmonization of national plans and procedures, stronger network of training centers/ centers of excellence, better training, joint exercises, risk assessment and coordinated curricula. All of those activities have to be evaluated constantly. That’s why we need national and joint contributions to the missions and operations but primarily support by the EADRRC, EU and NGO’s. The influence of the NATO and EU factors are very important in all countries of the Region. NATO is continually involved in the development of the national concepts of crisis management and in the promotion of regional cooperation as well as in the coordination of aid in cases of disaster. The influence of the EU factor is evident in the harmonization of the national legislature with the EU directives, as well as in the development of mutual cooperation. There are evident differences in the very definitions of the state threats sources. That’s why there is need of improved national framework for crisis management

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provided by national institutions, interagency coordination, mutual support and assistance as well as public campaigns. Towards risk reduction, states, international organizations, NGO’s and others need to develop a regional strategy for disaster prevention. On the issue of Regional Smart Approach which is in the very early stage, the debate is in progress but still far away related to the development of common concept. The debate brought up ideas on: x Development a single regional law on “Protection and Rescue System”; x Regionally Developed Capabilities for Training and national specialization; x Establishment of “disaster rescue teams” similar to other military forces; x Establishment of Regionally “Risk Reduction” Structure; and x “SEE Brigade” as a structure for the concrete cooperation for civil emergencies

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The abovementioned ideas and important issues might be main focus of the future projects and researches on national and regional level. They can be base of future multiyear regional successful cooperation in the Western Balkans and broader and wider in South East Europe.

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Subject Index

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achievements AF MF Albania assistance Bulgaria capacities CEMS center civil protection civilian emergencies cooperation

87 18 3, 69, 72 87 18, 59 40 18 7, 14 32 72 14, 25, 28, 32, 72, 87, 90, 93

47 coordination crisis 7, 14, 18, 40 Croatia 25 dealing 40 defence 14 directorate for protection and rescue 93 disasters 54 emergencies 54, 83 GDCE 3 human resources 40 international health regulations (IHR) 36 Kosovo 28, 87 law 7

legal bases 3 legislature 28 Macedonia 7, 14, 83, 93 material-technical means 40 mission 69 MOI 40 MUSAR 18 NATO COE 59 NCEP 3 NSCM 7 operations 69 protection 25 public health 36 red cross 83 regional cooperation 54, 83 regional 14, 25, 28 rescue 25 risks 3, 28, 47 search and rescue battalion 69 security forces 87 Slovenia 32 smart defence 47, 54, 59, 72, 90 SOFA 90 strategy 47 training 69 treats 3

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Sustained Emergency Relief – Regionally Developed Capacities K. Birbo and L. Dukoski (Eds.) IOS Press, 2013 © 2013 The authors and IOS Press. All rights reserved.

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Author Index v 3 32 69 vii xiii 25 28 87 54 90 72

Mitrevska, M. Petrovski, D. Petrovski, L. Pollozhani, A.K. Samet, A. Somer, E.G.J. Stankovski, T. Starova, A. Stoykov, M. Stoykov, M. Vejseli, U.

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Birbo, K. Brahja, E. Dervodel, B. Domi, L. Dukoski, L. Elenovski, L. Gace, N. Gashi, M. Hadergjonaj, F. Katic, M. King, K. Lleshi, A.

Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

7 79 93 36 83 47 40 ix 18 59 14

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Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.

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Sustained Emergency Relief - Regionally Developed Capacities, edited by K. Birbo, and L. Dukosi, IOS Press, Incorporated, 2013.