Overview

Army Techniques Publication ATP 1-06.2 The Commanders' Emergency Response Program May 2017 ATP 1-06.2 provides doctrinal guidance to commanders and financial managers on how to leverage existing programs like the CERP, which has become a critical capability in the commander's toolbox for conducting stability, development, and humanitarian assistance operations where Congress has specifically authorized its use. ATP 1-06.2 supercedes any other publications or references dealing with CERP, such as the Money as a Weapon System (MAAWS). CERP funds provide tactical commanders a means to conduct multiple stability tasks that have traditionally been performed solely by United States (U.S.), foreign, or indigenous professional civilian personnel or agencies. These tasks include but are not limited to the reconstruction of infrastructure, support to governance, restoration of public services, and support to economic development. The Department of State has the primary responsibility, authority, and funding through the United States Agency for International Development (USAID) to conduct foreign assistance on behalf of the United States Government (USG). The legal authority for the Department of State security assistance and development assistance missions is found in the Foreign Assistance Act of 1961, 22 USC 2151.1. An exception to this authority occurs when Congress enacts a Department of Defense (DOD) appropriation and/or authorization to conduct foreign assistance. The CERP, as currently funded, falls within this exception for humanitarian assistance authorizations and appropriations. CERP is resourced with federally appropriated funds of the USG but is not subject to the provisions of the Federal Acquisition Regulation and the Prompt Payment Act. These funds are provided to military commanders to meet the urgent humanitarian relief and reconstruction requirements of the civilian population of the host nation. CERP is expected to be coordinated with existing civilian efforts (USG and others) to ensure that at the least, avoidance of duplication of efforts, and at best, a leveraging of funds occur. The U.S. Army Budget Office provides CERP funds to the Army Service Component Commander who, in turn, distributes these funds to subordinate theater commanders. The Army Service Component Commander provides guidance, establishes priorities, and identifies focus areas for the use of CERP amongst subordinate headquarters in support of theater-specific strategic objectives and desired effects. These objectives may vary over time. Examples of theater-level objectives for the CERP include the following: Ensuring urgent humanitarian relief and reconstruction requirements are met for the indigenous population. Improving local governance capacity by partnering with provincial government agencies in identifying, prioritizing, selecting, and developing projects. Ensuring the larger, strategic projects and services are connected to the end user in local communities.

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