APFIC/FAO Regional Consultative Workshop: Securing sustainable small-scale fisheries: Bringing together responsible fisheries and social development, Windsor Suites Hotel, Bangkok, Thailand 68 October 2010

In the Global Overview, we attempt to view reefs in terms of the poor who are dependent on reefs for their livelihoods, how the reefs benefit the poor, how changes in the reef have impacted the lives of the poor and how the poor have responded and coped with these changes. It also considers wider responses to reef issues and how these interventions have impacted on the lives of the poor

Australian Government guiding principles for civil-military-police interaction in international disaster and conflict management

The Australian Government’s Guiding Principles for Civil-Military-Police Interaction in International Disaster and Conflict Management (the Guiding Principles) has been developed by the Australian Civil-Military Centre (ACMC) in collaboration with the departments of the Prime Minister and Cabinet (PM&C), Defence (ADF), Foreign Affairs and Trade (DFAT) and Attorney-General’s (AGD), the Australian Federal Police (AFP) and the Australian Council for International Development (ACFID). The Department of Immigration and Citizenship and the Treasury have also reviewed and contributed to the Guiding Principles. The purpose of this document is to outline five strategic principles, agreed at working and senior levels across government, to inform policy and planning for international disaster and conflict management. The Guiding Principles does not seek to replace current multiagency 1 or single agency documents and policies. It aims to provide common strategic imperatives to improve the effectiveness of whole-ofgovernment collaboration in a multiagency environment. The Guiding Principles is designed to build on the unique capabilities of all stakeholders. The agreed principles are: > Clearly define strategic objectives and operational roles and responsibilities > Engage proactively > Share knowledge and understanding > Leverage organisational diversity > Commit to continuous improvement

Skills for multiagency responses to international crises

Overview Australian responses to international, complex emergencies and humanitarian crises, generated by natural disaster, conflicts or incidents, demand the coordinated responses of multiple civil-military-police actors and agencies. A scoping study of Australian government agency training needs in the latter half of 2013 indicated that stakeholder agencies continue to have difficulty in identifying and developing individual skills to enable people to operate effectively in a high-pressure crisis environment that requires an integrated civil-military-police response. Agencies highlighted the need to develop a ‘whole-of-government’ set of skills for civil-military-police interaction that would complement agency specific skills. In 2015, the Australian Civil-Military Centre (ACMC) commissioned Sustineo to undertake a project to address this gap. This report, based on Sustineo’s research and consultations, goes some way to identifying the skills needed for effective civil-military-police interaction. However, the list is not exhaustive. In fact, the report highlights the difficulty of articulating a specific set of multiagency, cross-cutting skills for civil-military-police interaction. Practitioners gave consistent advice that specific skills were less important than other factors in successful civil-military-police interaction. Skills and training are only one component of success. The factors that can facilitate and enhance civil-military-police interaction and the strategies required to address those factors are much broader. The report highlights some of these broader factors and how they interrelate. It identifies the interdependence of individual knowledge, skills and attributes, the value of building relationships, the importance of tolerance and understandings of difference and the need for trust and credibility. The report concludes that an individual’s ability to operate effectively in a civil-military-police environment is developed both prior to and during a mission or deployment and relates more to the type of person and their relationships than to specific skills. Generic skills and attributes for effective civil-military-police interaction Common and shared goals Situational awareness Understanding of whole-of-government Personal attributes such as flexibility, resilience and working in a team Professional skills, such as negotiation, mediation, conflict management and partnership brokering Existing professional relationships and networks Trust Self-awareness (and social and emotional intelligence) Tolerance of diversity (including of organisational differences and cultural diversity). The report identifies considerations for developing people for deployments and it is hoped that these will inform agencies’ training and development strategies. The findings support the ongoing work that the ACMC is undertaking to develop an Australian Government Preparedness Framework (the Framework). The Framework will draw together several streams of work that are interrelated, including this report, to further build Australia’s whole-of-government effectiveness in responding to disasters and complex emergencies overseas

Trauma-informed school programming: Applications for Mental Health professionals and Educator partnerships

An alarming number of children experience significant trauma or chronic stress throughout childhood, manifesting in cognitive, social, physical, and emotional impairment. These challenges are expressed in the P-12 academic setting through difficulties with behavioral and emotional self-regulation, academic functioning, and physical ailments and illness. Advances in trauma-informed care, as applied to the school environment, have inspired new hope for educators who observe first-hand the learning challenges facing traumatized children. This article defines the nature of the problem along with a guiding framework to assist educators and mental health professionals in transforming to a trauma-informed school culture

International Guidelines for Securing Sustainable Small-scale Fisheries

The 'Zero Draft' of the International Guidelines for Securing Sustainable Small-scale Fisheries(SSF Guidelines) has been prepared based on the outcomes of the extensive consultation process that has taken place during the last few years. This preliminary draft text draws in particular on the Discussion Document: Towards Voluntary Guidelines on Securing Sustainable Small-scale Fisheries–prepared as a stock-taking exercise by the FAO SSF Guidelines Secretariat in July 2011 and the contributions to and the outcomes of the FAO Workshop on International Guidelines for Securing Sustainable Small-scale Fisheries held on 7-10 February 2012 in FAO, Rome. It has been prepared to stimulate further consultations among all concerned parties. The outcomes of these additional consultations will provide guidance to the FAO Secretariat when preparing the text of the SSF Guidelines that will be submitted as a draft to the formal inter-governmental negotiation process tentatively scheduled for May 2013

Changing Course: Improving Outcomes for African-American Males Involved With Child Welfare Systems

This paper draws attention to African-American boys and young men who are involved with the nation's child welfare systems and identifies policies and practices that can help to improve their experiences and outcomes

Multicultural Organizational Development: A Resource for Health Equity

Discusses ways to develop the multicultural capacity of health organizations, based on theories from the behavioral sciences that have been applied to organizational management

Cultural influences and the mediating role of socio-cultural integration processes on the performance of cross-border mergers and acquisitions

This article has been made available through the Brunel Open Access Publishing Fund.This paper reports findings from a longitudinal case study (2005–2011) of a merger between an Austrian and a German energy provider. I develop a model of socio-cultural integration processes based on an analysis of critical incidents expressed in 71 problem-centred interviews and observations with acquired and acquiring employees at four different points of time: immediately before the takeover and during the first negotiation talks, and one, three and six years after the takeover. The findings suggest that the relationship between national and organizational cultural differences and M&A outcomes is mediated by socio-cultural integration processes defined in terms of the formation of interpersonal relationships, trust and shared identity. Based on these findings I formulate specific propositions and build an evidence-based model of M&A socio-cultural integration processes that guides future research and practice