en...activities including drug trafficking, trafficking in human beings, firearms, and falsified...

[1]

EN ANNEX II

of the Commission Implementing Decision on the Annual Action Programme 2018

for Article 5 of the Instrument contributing to Stability and Peace (IcSP)

Action Document for Fighting Organised Crime

1. Title/basic act/ CRIS

number

Fighting Organised Crime

CRIS number: IFS/2018/040-966 financed under IcSP

2. Zone benefiting from

the action/location

The action shall be carried out at the following locations: Latin America, the

Caribbean and Africa

3. Programming

document

Regulation (EU) No 230/2014 establishing an Instrument contributing to

Stability and Peace - Multiannual Indicative Programme 2018-2020

4. Sector of

concentration/ thematic

area

Fight against organised crime DEV. Aid: YES1

5. Amounts concerned Total estimated cost: EUR 7 100 000

Total amount of EU budget contribution EUR 6 000 000

6. Aid modality(ies)

and implementation

modality(ies)

Project Modality

Component A: indirect management with the United Nations Office of Drugs

and Crime (UNODC)

Component B: indirect management with the World Customs Organization

(WCO)

7 a) DAC code(s) 15210 - Security system management and reform

b) Main Delivery

Channel

10000 - PUBLIC SECTOR INSTITUTIONS

8. Markers (from CRIS

DAC form)

General policy objective Not

targeted

Significant

objective

Main

objective

Participation development/good

governance ☐ ☐ X

Aid to environment X ☐ ☐

Gender equality (including Women

In Development)

X ☐ ☐

Trade Development X ☐ ☐

Reproductive, Maternal, New born

and child health

X ☐ ☐

RIO Convention markers Not

targeted

Significant

objective

Main

objective

Biological diversity X ☐ ☐

1 Official Development Aid is administered with the promotion of the economic development and welfare of developing

countries as its main objective.

[2]

Combat desertification X ☐ ☐

Climate change mitigation X ☐ ☐

Climate change adaptation X ☐ ☐

9. Global Public Goods

and Challenges (GPGC)

thematic flagships

N/A

10. SDGs SDG 16 "Promote peaceful and inclusive societies for sustainable development,

provide access to justice for all and build effective, accountable and inclusive

institutions at all levels"

SUMMARY

The illicit drugs market remains the largest criminal market in the European Union (EU). Under the

Cocaine Route Programme, both components in this Annex aim to strengthen the fight against

Organised Crime and, in particular, against cocaine trafficking, in line with the IcSP Strategy paper

2014-2020 and the MIP 2018-2020.

Component A: Criminal investigation and criminal justice cooperation along the cocaine

route (CRIMJUST) – phase II: This component aims at countering organised crime and drugs

trafficking by focusing on the following aspects: Producing global strategic, and action-oriented

knowledge to support evidence-based policy making and field operations in order to reduce the

cocaine threat; Strengthening the capacities of criminal justice institutions (law enforcement and the

judiciary) to detect, investigate and dismantle illicit drugs laboratories, and; Fostering regional and

trans-regional cooperation between criminal justice institutions (law enforcement and the judiciary)

and institutional integrity for effective action in trans-regional OC/drug trafficking cases.

Component B: General aviation monitoring and control along the cocaine route (COLIBRI):

The strategic aim of this component is to rally customs administrations in connection with fraud

that is specific to both private aviation "for pleasure" and business aviation across all zones exposed

to cocaine trafficking, namely Latin America, the Caribbean and Africa. The project seeks to reduce

the shortfall in technical expertise required for effective and professional controls on this sector and

to help administrations tailor their inspection mechanisms to remote infrastructures not covered by

current systems. The component will be complementary to ongoing interdiction projects under the

Cocaine Route Programme, notably project AIRCOP focussing on major airports.

1 CONTEXT

1.1 Sector/Country/Regional context/Thematic area

Transnational organised crime is a multi-faceted phenomenon that manifests itself in different

activities including drug trafficking, trafficking in human beings, firearms, and falsified medicines,

and money laundering. Over the years serious and organised crime has evolved in a dynamic and

ever changing phenomenon. Although it is difficult to measure the exact size of illicit markets,

evidence drawn from law enforcement activities across the world suggests they are very large in

both scale and impact. Serious and organised crime also has a significant impact on the growth of

the legal economy and society as a whole. The investment of criminal proceeds and trade in illicit

commodities is interlinked with tax avoidance and money laundering that strengthens criminal

enterprises run by or associated with Organised Crime Groups (OCGs). Particularly in developing

countries and in post-conflict situations, OC-supported networks are sources of instability that

undermine positive changes in the area of stability, governance and socioeconomic development or

even endanger post-conflict transitions. Together with corruption they have a devastating impact on

governance and the rule of law and hinder equitable access to public services.

[3]

In many countries along the cocaine route(s) problems associated with cocaine trafficking are

reaching acute levels. The cocaine market is in steady expansion, as shown by different indicators.

After a decline for over a decade, the area under coca bush cultivation in Latin America increased

by over 75% in the period 2013-16 and it is estimated that pure cocaine production had reached

1,125 tonnes by 2015. Recent evidence shows that the upward trend in production continued since

that year, fuelled by the increased productivity of coca bush plantations and improvements in the

chemical techniques used for transforming the coca leaves into cocaine.

Component A: Criminal investigation and criminal justice cooperation along the cocaine route

(CRIMJUST) – phase II

Most of the cocaine smuggled to Europe originates from Latin America, with Peru, Colombia, and

Bolivia accounting for virtually all cocaine manufactured worldwide. In these countries, recent

changes in production methods have led to the emergence of hard-to-detect small units of

production, including kitchen laboratories, while traditional clandestine laboratories are being

displaced to avoid dismantling by law enforcement agencies.

The structure of cocaine trafficking and distribution is also changing: from the big cartels in the 80s

and early 90s to smaller organized crime groups specialized in specific segments of the supply

chain and organized in looser networks that are more resilient to law enforcement activities. The

diversification of cocaine routes and modi operandi, including technological innovations to prevent

detection, challenges more than ever counter-narcotic efforts at national, regional and global level.

Current trends in cocaine markets require the development of a comprehensive approach

encompassing all aspects of the cocaine threat with a view to understanding the complexities and

interplays of the new challenges, from cultivation/production to transit and consumer markets and

support the elaboration of evidence-based counter-narcotics policies and operational strategies.

Component B: General aviation monitoring and control along the cocaine route (COLIBRI)

Private aviation is a quick, discreet and relatively inexpensive means of transport for criminal

organisations with substantial financial means. It is not subject to the same police or customs-led

inspection mechanisms as commercial flights and security measures (and therefore the ability to

track flights) are considerably more relaxed, even in heavily regulated zones such as Europe.

Although the threat has fluctuated over time, its reality was acknowledged by World Customs

Organisation members from all regions. In customs law, general aviation is a means of transport, in

the same way that pleasure land vehicles are; inspections require no special regulatory amendments

except for an assessment of the safety requirements peculiar to aircraft.

By focusing on existing inspection units, training them to inspect light aircraft and connecting them

to each other to form an operational surveillance and inspection network, it will be possible to

provide greater safeguards for regional and intercontinental flights.

1.1.1 Public Policy Assessment and EU Policy Framework

The 2016 "Global Strategy for the European Union’s Foreign and Security Policy" identifies

security as a priority area of the EU's external engagement. In addition, as part of the relevant EU

policy framework in the broader area of security, the EU’s dialogue and cooperation with non-EU

countries is shaped by different documents, most importantly the external dimension of the 2015

European Agenda on Security, while the 2016 Joint Communication "Elements for an EU-wide

strategic framework to support security sector reform" highlights that "helping partner countries to

reform their security systems supports the EU’s objectives of peace and stability, inclusive and

sustainable development, state-building and democracy, the rule of law, human rights and the

principles of international law".

[4]

In the area of drugs, the EU has developed the EU Drugs Strategy 2013-2020 and related Action

Plan for 2017-2020. This policy framework ensures a balanced, integrated and evidence-based

approach between supply and demand reduction objectives through measures within the EU, at

external borders and with international partners, while being deeply rooted in the principle of

regional ownership.

The external dimension of related internal policies complements this framework. The new EU

Policy Cycle for organised and serious international crime, for the period 2018-2021, reflecting also

the findings from the EU Serious and Organised Crime Threat Assessment (EU SOCTA), mentions

as priorities: (1) to disrupt the activities of OCGs involved in the wholesale trafficking of cannabis,

cocaine and heroin to the EU; (2) to tackle the criminal networks involved in the trafficking and

distribution of multiple types of drugs on EU markets; and (3) to reduce the production of synthetic

drugs and New Psychoactive Substances (NPS) in the EU and to dismantle OCGs involved in their

production, trafficking and distribution.

More generally, the United Nations Transnational Organized Crime Convention (UNTOC) ratified

by 182 States is the main international instrument to address organised crime, supplemented by its

three Protocols which target specific areas and manifestations of organised crime: the Protocol to

Prevent, Suppress and Punish Trafficking in Persons, Especially Women and Children; the Protocol

against the Smuggling of Migrants by Land, Sea and Air; and the Protocol against the Illicit

Manufacturing of and Trafficking in Firearms, their Parts and Components and Ammunition.

The present action will contribute to the priorities set by the EU, as described above, while being in

line with the UN general framework and with the priorities and strategies of the beneficiary

countries, at regional and national levels. In particular, the action is inspired by the Agenda 2030

and Sustainable Development Goal (SDG) 16 to "Promote peaceful and inclusive societies for

sustainable development, provide access to justice for all and build effective, accountable and

inclusive institutions at all levels".

1.1.2 Stakeholder analysis

Key stakeholders for this action will, in general, be the competent ministries, law enforcement

agencies and judicial authorities of both EU Member States and beneficiary or associate countries.

Other key stakeholders include donors and international/regional organisations as well as relevant

non-governmental organisations.

The action will enhance the internal security of the EU, and of producing and transit countries along

the cocaine route(s). The ultimate stakeholders will therefore be the citizens in the EU and in

beneficiary or associate countries who will enjoy better protection against organised crime and drug

trafficking. Expertise from EU Member-States will be mobilised as much as possible in the carrying

out of activities by implementing partners (UNODC and the WCO).



For this component, the main stakeholders will be: law enforcement agencies with criminal

investigation mandates, such as immigration services, customs, police and gendarmerie; selected

officials involved in the prosecution and adjudication of OC/drug trafficking cases; anti-corruption

bodies and local CSOs; strategic analysts in the beneficiary or associate countries and at regional

level; and policy makers from local, to national, regional and global levels.

UNODC remains in the unique position of being the only international agency that collects data on

drugs from the UN Member States (through formal reporting mechanisms) and conducts original

research on topics related to drugs and transnational organized crime threats. In the implementation

of this component UNODC will develop close cooperation and synergies with the European

Monitoring Centre on Drugs and Drug Addiction (EMCDDA) and Europol.

[5]


The main stakeholders for this component are the national anti-fraud services such as customs,

police or specialized anti-fraud entities. The project will also have an impact on airspace control

administrations such as those managing secondary airports or aerodromes.

The WCO will provide an inter-ministerial dimension to COLIBRI by developing synergies

between the anti-fraud services in association with the inspection administrations of the European

countries exposed to trafficking via light aircraft. The WCO will also be able to rally its partners

and have access to the expertise of INTERPOL and the UNODC, as part of projects in which it is

involved; the Organization for Security and Co-operation in Europe (OSCE); the Organisation for

the Prohibition of Chemical Weapons (OPCW); and the International Civil Aviation Organization

(ICAO) in connection with secure exchanges, in general, and aeronautics in particular.

Additionally, the WCO has signed memoranda of understanding with regional organizations and

therefore benefits from a number of channels that can be used to develop a cross-cutting strategy to

combat trafficking in general aviation.

1.1.3 Priority areas for support/problem analysis

As regards component A the following key areas will be developed:

1) Knowledge production to support evidence-based policy making and practitioners in the field

Current trends in cocaine markets suggest the need for developing a comprehensive approach that is

truly global and encompasses all aspects of the cocaine threat with a view to understand the

complexities and interplays of the new challenges faced by EU Member States and third countries

along the cocaine route(s) and support the elaboration of evidence-based counter-narcotic policies

and strategies that yield good results.

The component will develop a systemic analysis of the global market for cocaine from production

to consumption and illicit profits. It will allow a better understanding of the different trafficking

strategies, including the mapping of cocaine routes and the anticipation of changes. It will also

inform and support counter-narcotic activities through the production of operational knowledge,

based on the development and implementation of best standards and monitoring tools.

This area will be built around two main goals: (i) to generate and disseminate the knowledge that is

needed for informing evidence-based policy making and supporting counter-narcotic project

implementation and activities in the field; and (ii) to strengthen the capacity of beneficiary and

associate countries in the area of drug research, with a special focus on the cocaine illicit trade.

2) Improving countries’ understanding of cocaine production facilities to promote targeted counter-

narcotic efforts

The recent expansion in coca bush cultivation - in particular in Colombia – compounded with the

increased productivity of coca plants and improved chemical processing methods make the increase

in cocaine production an unavoidable reality. This, in turn, suggests a pressing need for improved

targeting in terms of knowledge of the phenomenon, interdiction activities and, in general,

cooperative efforts between producing and consuming countries to reduce the scourge.

Analysis of recently seized material further suggests that nowadays not all the cocaine base

produced in Colombia is transformed into cocaine hydrochloride within the country: some cocaine

base is now exported as a raw material in order to be crystallised in countries of Central America or

Europe. For this the "chemist" moves to the country where the crystallisation process is to be

carried out and the destination facility is equipped with the technical equipment necessary for the

conversion from cocaine base into cocaine hydrochloride.

[6]

In Colombia the processing laboratories can also be characterized according to four levels of

complexity, from small laboratories (producing between 5 and 100 kg per day) to the mega

laboratories (with a capacity of up to one tonne of cocaine hydrochloride per day, with a workforce

of about 100 workers).

This changing panorama of production processes makes it necessary to upgrade the technical

knowledge of law enforcement and judiciary agents, both in the producing and in the consuming

countries. One of the most efficient strategies is therefore the design of systematic training and

mentoring processes, along with continuous monitoring, evaluation and feedback.

3) Tackling corruption and enhancing prosecutorial integrity to promote good governance and the

rule of law

Corruption remains a sensitive topic, despite the growing realisation of the dangerous links between

corruption and drug-related or organised crime. Exposing institutional vulnerabilities and putting

into practice concrete actions can be challenging or might not have been prioritised in the past. In

order to ensure effective and sustainable results, UNODC is using a risk-based approach in

supporting relevant criminal justice institutions.

As regards the primary focus of the action, prosecutorial integrity, UNODC will support countries

in conducting an evaluation of the current measures in place versus international standards and good

practices. In addition, specific vulnerabilities and circumstances of specialised prosecution units

will be identified and discussed. Based on the evaluation, risk mitigation measures will be

identified, prioritised, developed and implemented.

In parallel, strengthening the capacity and operational cooperation among justice authorities

responsible for international cooperation in criminal matters, (central authorities, investigators,

prosecutors, magistrates), by fostering cooperation through regular meetings, training and online

plat-forms and tools, will be done in connection with the prosecutorial integrity elements.

Regarding component B, priority will be given to the following key areas:

1) Strengthening airspace surveillance by improving intelligence

The terrorist threat has effected change in the transport of air cargo; customs administrations have

considerably stepped up their inspections and now demand greater transparency from economic

operators, thus reducing the capacity for fraud in this segment of aviation. Generally, private

aviation offers several advantages of which the traffickers are only too well aware:

the possibility of linking production zones directly to consumption zones, thus cutting out

logistics and payments to middlemen;

customs and police inspections of private aviation are much less frequent than those conducted

on land and sea transport;

private aviation is not subject to the same geographical restrictions as land transport (mountain

crossings, for example) and is much more difficult to intercept than maritime transport.

COLIBRI seeks to improve the intelligence capabilities of anti-fraud services in each region to

strengthen airspace surveillance.

2) Fighting more effectively against traffic using the general aviation vector by improving control

techniques and coordinating operational services

The trafficking route(s) for cocaine destined to the European consumer market, originating in

producing countries in Latin America, have long gone through West Africa and, more recently,

through Southern Africa. Although the broad transit regions between production and consumption

[7]

areas have remained virtually the same, the detailed routes and means of transport involved have

changed constantly.

Customs approach to combatting trafficking is to evaluate operators’ risk levels and (especially

where prohibited goods are concerned) the risk involved in the means of transport. Customs

expertise on goods inspections relies on its capacity to inspect means of transport.

The objective of the COLIBRI is to reinforce the capacities of the control services agents by

training the local trainers. Capacity building will aim, firstly, at intelligence, targeting and

inspection techniques for business aircraft at international airports and, secondly, at methods of

targeting and intercepting smuggled goods brought in by private light aircraft to small airfields or

open spaces. This strand will require specialist training both of the inspection services at

international airports for business aircraft and mobile intervention or general regional surveillance

services.

3) Improving and strengthening national, regional and international cooperation between

production areas and consumer markets

By focusing on existing inspection units, training them to inspect light aircraft and connecting them

to each other to form an operational surveillance and inspection network, COLIBRI will provide

greater safeguards for regional and intercontinental flights. The component plans to measure the

actual interception capabilities through the organization of targeted and coordinated international

operations.

This operational coordination will enable regional inspection and control operations to be conducted

on a regular basis across the different regions involved in the project. The purpose of these

operations will be to assess the development of operational capacities in the beneficiary / associate

countries and evaluate the services provided.

Finally, COLIBRI will develop IT tools entailing the creation of a real-time operational

communication tool and the development of a global database of light aircraft to improve regional

intelligence, international cooperation and risk analysis. This strand will provide training on risk

analysis, information exchange, and establishment of an international surveillance network.

2 RISKS AND ASSUMPTIONS

Risks Risk level

(H/M/L)

Mitigating measures

A weak knowledge base hinders capacity

building.

Low The low risk is due to the good education levels of the

people working for beneficiary structures. In addition, the

implementing partners have some degree of flexibility to

adapt the activities to the capacity of people trained.

Inter-agency rivalry prevents cooperation

and/or coordination.

Medium Assessment missions will meet all institutional partners,

building on the expertise of implementing partners and

their long experience in Africa and LAC. Dialogue, close

follow-up with all stakeholders involved, and the

provision of consensus-generating reference documents,

are the best ways to mitigate this risk. Lack of trust and underdeveloped inter-

regional cooperation along the cocaine

route(s), in particular across the Atlantic,

might hamper the implementation.

Low Cooperation with beneficiary and associate countries will

be gradually promoted. A phased approach will be

developed with clear deliverables and milestones in order

to ensure results and sustainability.

Corruption, political interference and other

integrity problems within law enforcement

and the judiciary of target countries hamper

efficient data/information exchange and

judicial proceedings related to OC, thereby

hindering the achievement of the action’s

High Implementing partners will actively mitigate this risk by

strengthening relevant structures. They will also promote

integrity vetting of officers working in the different law

enforcement units. Furthermore, implementing partners

will support CSOs to monitor the actions of law

enforcement officials to minimize integrity issues in law

[8]

objective. enforcement processes.

Lack of capacity of beneficiary countries to

maintain operational communication systems

beyond the life span of the action as well as

the lack of institutional capacity of regional

organizations in LAC and Africa might not

allow full sustainability in the long run.

Medium Emphasis will be on local ownership and self-reliance in

the long term. The involvement of countries that have

taken a leading role in their respective regions (e.g. in

strengthening / enhancing their national criminal justice

capacities and in promoting stronger (inter)regional

cooperation against OC) will be supported.

Structural changes within law enforcement

and criminal justice entities of beneficiary /

associate countries cause limited

participation and/or frequent turnover of

staff, undermining commitment, continuity

and performance.

Medium Beneficiary / associate countries will be required to work

with implementing partners to appoint/identify relevant

staff to actively participate / engage in activities under the

action, as well as in facilitating feedback to measure

project impact / results.

Beneficiary / associate countries in LAC and

Africa are heterogeneous, with different

levels of economic and social development,

security challenges, languages and

institutional capacity to implement the

activities foreseen under the action.

Low Selection of countries will be based on concrete needs and

interest in engaging with implementing partners to

address law enforcement and criminal justice responses to

OC, with a focus on inter-regional cooperation. A tailored

approach will be put in place when delivering activities.

Some national administrations may show

weak mobilisation levels.

Medium Assessment missions will identify the actual capacities of

each beneficiary administration to implement activities.

The project aims to strengthen existing institutions and

does not aim at new structures that could appear as

"foreign" or at generating additional costs.

Assumptions

Beneficiary / associate countries have the necessary political will and are committed and capable of undertaking work

in the implementation of activities, including those involving the provisions of treaties and conventions on drugs,

corruption and TOC.

Implementation partners and national authorities in the selected countries work together in the implementation of

activities and follow-up work.

Specific conditions on the ground do not prevent the implementation of planned activities.

All the necessary resources, including financial and personnel, are in place to undertake implementation.

3 LESSONS LEARNT, COMPLEMENTARITY AND CROSS-CUTTING ISSUES

3.1 Lessons learnt

Recent developments in organised crime have highlighted new programme design and

implementation challenges. Organised crime is opportunistic, well-resourced and fast to change and

adapt. Classical interdiction activities need to be regularly revisited to ensure that law-enforcement

gaps do not develop and are exploited by OCGs.

As an example, recent increases in trafficking through private aviation using secondary airports in

Europe reflect the improved capacity and autonomy of small aircraft and the realisation by OGCs of

the potential offered by a quick, discreet and relatively inexpensive means of transport which is not

subject to the same police or customs-led inspection mechanisms as commercial flights.

Experience from past and ongoing CRP projects also indicates that successful operational

interdiction actions do not always translate into effective disruption to trafficking networks. Post-

seizure investigations are essential but ensuring a seamless transition from front-line enforcement to

the subsequent investigation remains a key challenge. Also essential in cases involving drug

couriers is to encourage information sharing between investigation and judicial counterparts

allowing the opening of investigations that go beyond the seizure of the drug and the simple arrest

of the courier.

Overall, data collection related to drugs, and drug trafficking methods and routes remains

challenging and problematic. However this is key to timely respond to changes on the ground and to

optimising the use of scarce law enforcement and judiciary resources.

[9]

Although there are different ways of measuring the magnitude of the threat and available data varies

based on the sources, there is a general acknowledgement that the area of coca bush cultivation is

steadily increasing as are the quantities of cocaine produced. A noted increase in seizures could

indicate that law enforcement is being more effective and efficient, but also that quantities

trafficked are more important. More efficient data collection and processing methods remain key to

the disruption of trafficking networks and ultimately to the reduction of the threat.

The proposed action has been developed taking into account the above issues and aims at

strengthening the Cocaine Route Programme by tackling the most pressing gaps / needs identified.

Design of the action also takes into account the lessons learned from the implementation of

previous and ongoing projects under the CRP.



This component responds to the recurring demand by beneficiary and associate countries to produce

specific knowledge on cocaine trafficking with a view to support evidence-based policy making and

inform counter-narcotic responses at national, regional and trans-regional levels. The planned

activities are aligned with the findings and recommendations by the Commission's ROM mission

carried out at the end of 2017.

Initial activities and geographic coverage for CRIMJUST were chosen in coherence with other

actions of the CRP; however the threat area has evolved since the project was designed and other

countries with impact on the international cocaine trade have emerged. The proposed component

will enable CRIMJUST to better tailor project activities to the new realities on the ground.

The new CRIMJUST phase will also enable the strengthening of the long-term technical assistance

to participating countries on the implementation of integrity priorities and the advocacy roll-out of

the recommendations developed as part of the integrity assessment tool. In implementing its

counter-drug trafficking strategy UNODC has learned that fostering integrity of the units tasked

with intercepting drug shipments and passengers carrying drugs is an integral part of the success of

these projects. Moreover, integrity along the criminal justice chain is essential to ensure that those

apprehended end up being prosecuted, convicted and serving sentences.


Close inspections of light aviation have been carried out by the French Customs in West Africa

since 2011 (the "African Wings" operations). These found a dense volume of light aircraft traffic

which not only escaped control by customs and tax authorities but also carried prohibited goods

and/or people wanted by law enforcement.

This initiative highlighted the existence of dense aeronautical operations in a region that had

previously escaped suspicion due to the generalised perception of general aviation links to

recreation, luxury or business.

The use of fast, private and increasingly safe aircraft has also grown exponentially in regions with

vast areas without road networks or reliable means of transport, as happens in cocaine producing

and transit countries of Latin America. In Central and Southern Africa, the presence of the mining

industry (gold, diamonds, etc.) also makes light aviation a natural vehicle for smuggling and

trafficking of drugs.

3.2 Complementarity, synergy and donor coordination

The action will be implemented in coordination with relevant institutions and services at EU level:

the relevant units of DG DEVCO, the European Commission's line DGs, the EEAS, the EU

Delegations and EU agencies (in particular EUROJUST, EUROPOL, EMCDDA and CEPOL) will

be regularly involved.

[10]

Relevant EU agencies and mechanisms will be engaged to the extent possible in supporting specific

capacity building activities, in particular through training and mentoring, as well as through

participation in trans-regional operational coordination meetings.

Coordination with EU Member States will be ensured through the relevant Council Working

Groups, notably those on drugs (HDG), on Africa, Caribbean and the Pacific (ACP), on relations

with Africa (COAFR) and on Latin America and the Caribbean (COLAC). Close contact will be

kept with the Liaison Officers Platforms of EU Member States in Dakar, Accra, and Bogotá.

Coordination with other international organisations (e.g. the International Civil Aviation

Organization (ICAO)) and donors, and with continental and regional organisations from LAC and

Africa (CARICOM, CELAC, MERCOSUR, OAS, SICA, ECOWAS, SADC, EAC, AU, etc.) will

be pursued, including with thematic regional organisations or networks.

In working closely with continental and regional organisations in LAC and Africa the action will

endeavour to contribute to their respective work plans and, whenever possible, their institutional

structures, so as to strengthen coordination and guarantee sustainability of outcomes. Continental

and regional organisations will be involved and consulted to the largest extent possible during

implementation in order to ensure political buy-in, ownership, communication on progress and

improved coordination.

The action will also aim at bringing on board a number of agencies already active in the domain of

exchange of criminal intelligence across regions, through cooperation with operational platforms

such as the Joint Inter Agency Task Force South (JIATF-S), and the Maritime Analysis and

Operations Centre - Narcotics (MAOC-N).

As part of the Cocaine Route Programme, both components will be aligned with the overall goals of

the CRP and fully participate in programme activities, including the regular CRP Steering

Committees organised by the Cocaine Route Monitoring and Support (CORMS) project. Both

components will regularly exchange work plans with the other projects and participate in annual

consultation meetings.

Specific coordination and collaboration modalities will be established with all other CRP projects.

Component B, in particular, will closely coordinate with AIRCOP through collaborative work with

the Joint Inter Agency Task Forces (JAITFs) for the control of private aircraft using international

airports and transatlantic flights.

Cooperation avenues with other EU funded programmes will be explored, in particular with the EU-

funded regional projects GAR-SI, COPOLAD II, EL PAcCTO, and ENACT and with bilateral

projects in Peru, Bolivia and in Africa.

3.3 Cross-cutting issues

Programmes and projects in the area of fighting organised crime and drug trafficking cut across

many different sectors and issues, ranging from human rights, gender equality, good governance,

and labour migration to criminal law and border management.

All activities under the current action will be implemented in conformity with the principles of good

governance, including respect for the rule of law and for internationally recognised human rights

standards as well as taking into account victim-related and gender issues. Implementing partners

will ensure that beneficiary institutions, including national and regional counterparts, CSOs and the

private sector, respect human rights principles, especially when acting in the framework of the

action. In this context, training of law enforcement and judicial personnel on human rights issues,

including training of trainers will be actively pursued.

In accordance with the IcSP Regulation, the European Commission has developed practical

guidance on incorporating human rights safeguards in external cooperation actions in the areas of

[11]

counter-terrorism, fighting organized crime, and promoting cybersecurity. Activities, reporting and

monitoring conducted under this action will comply with the requirements set in the guidance

document.

A gender-sensitive approach will be adopted in implementing the present action to ensure that all

activities have a fair percentage of women as direct beneficiaries. Data will be disaggregated by

gender, as much as possible, to assess progress towards achieving gender equality and the

empowerment of women. When undertaking training activities, implementing partners will

encourage the fair participation of women in the target groups.

The possible impact of the action on the respect of good governance principles, including respect

for the rule of law and for internationally recognised human rights standards, as well as victim-

related and gender issues will be constantly monitored and corrective measures will be implemented

where relevant and necessary.

4 DESCRIPTION OF THE ACTION

4.1 Objectives/results

The overall objective of the Action, in accordance with the IcSP Multiannual Indicative

Programme 2018-2020, is to prevent and fight organised crime in general, and drug trafficking in

particular, along the cocaine route(s) in Latin America, the Caribbean and Africa in line with

international legal instruments and human rights standards.

The action is relevant for the implementation of Agenda 2030. This does not imply a commitment

by the countries benefiting from the action.

It will contribute primarily to the progressive achievement of SDG 16 "Promote peaceful and

inclusive societies for sustainable development, provide access to justice for all and build effective,

accountable and inclusive institutions at all levels".



The specific objective of the proposed component is to improve the effectiveness of criminal

investigations and increase regional and trans-regional cooperation of criminal justice institutions

The expected results/outputs of the proposed component are:

Output 1: Production of global strategic and action-oriented knowledge, and capacity building

on drug research and monitoring, to support evidence-based policy making and practitioners in

the field in order to reduce the cocaine threat.

Output 2: Strengthened capacities of criminal justice institutions (law enforcement and the

judiciary) to detect, investigate and dismantle illicit drugs laboratories.

Output 3: Increased capacity to undertake regional and trans-regional cooperation between

criminal justice institutions (law enforcement and the judiciary) and improved institutional

integrity and accountability for effective action in transregional OC/drug trafficking cases.


The specific objective of the proposed component is to build capacity to combat customs fraud and

illicit trafficking in general aviation, both at international hub airports and at domestic airfields in

Latin America, the Caribbean and Africa.

The expected results/outputs of the proposed component are:

[12]

Output 1: Increased capacities: on intelligence, targeting and inspection techniques for business

aircraft at international airports; and on methods of targeting and intercepting smuggled goods

brought in by private light aircraft to small airfields or open spaces.

Output 2: IT tools developed, entailing the creation of a real-time operational communication

tool and the development of a global database of light aircraft.

Output 3: Improved operational coordination, enabling regional inspection and control

operations to be conducted on a regular basis across the different regions involved in the project.

The purpose of these operations will be to assess the development of the operational capacities

in beneficiary countries and to evaluate the services provided.

4.2 Main activities



Numerous United Nations General Assembly and Commission on Narcotic Drugs (CND)

resolutions and declarations require UNODC to strengthen the collection, analysis and

dissemination of information to enhance the knowledge on drugs, drug related crimes and emerging

trends in relation to the production, trafficking and use of drugs. Most recently, the outcome

document of the UN General Assembly Special Session (UNGASS) on the World Drug Problem in

2016 states: "in order to respond to the serious challenges posed by increasing links between drug

trafficking, corruption and other forms of organized crime, and in some cases, terrorism, including

money-laundering in connection with the financing of terrorism, integrated, multidisciplinary

approaches, such as through promoting and supporting reliable data collection and research would

be needed to ensure effective policymaking and interventions."

To achieve the results/outputs mentioned above, main activities will indicatively include:

1) Production of the global strategic and action-oriented knowledge, and capacity building on drug

research and monitoring, to support evidence-based policy making and practitioners in the field

in order to reduce the cocaine threat;

The component will develop a systemic analysis of the global market for cocaine (and other illicit

coca products) from production to consumption and illicit profits. It will promote a better

understanding of the different trafficking strategies, including the mapping of cocaine routes and of

anticipated changes, to adjust programmatic actions and better target OCG’s involved in drugs

trafficking. The component will inform and support counter-narcotic activities by the production of

operational knowledge, based on the development and implementation of best standards and

monitoring tools. It will also strengthen the capacity of beneficiary and associate countries in the

area of drug research, with a special focus on the illicit trade of cocaine. It will in particular develop

and strengthen the capacities of countries in production and transit areas to generate knowledge for

their own use through capacity building on data collection and analysis, including on, but not

limited to, production sites and laboratories, trafficking routes and hubs and markets.

2) Strengthening the capacities of criminal justice institutions (law enforcement and the judiciary)

to detect, investigate and dismantle illicit drugs laboratories;

The component will aim at increasing the knowledge in relation to drug production and trafficking,

more specifically the production (processes of cultivation, collection, processing and extraction of

the alkaloid of the coca leaf as well as the refining processes) and illicit laboratory identification

and dismantling. For that purpose a trans-regional programme of capacity building will be

established for representatives of criminal justice institutions and law enforcement agencies of

countries involved in the investigation and prosecution of organized crime along the cocaine route.

Additionally the training facilities and experimental laboratory in Colombia will be optimised and a

[13]

similar structure will be built in Peru that will create the necessary infrastructure for its scientific

research and training component. The final objective is to enable state actors to identify and

dismantle an increasing number of illegal laboratories.

3) Fostering regional and interregional cooperation between criminal justice institutions (law

enforcement and the judiciary) and institutional integrity and accountability for effective action

in interregional OC/drug trafficking cases.

The component will focus on creating and implementing a methodology to identify possible gaps or

risks regarding prosecutorial integrity; UNODC will support countries in conducting an evaluation

of the current measures in place versus international standards and good practices. Additional

capacity building activities will be tailored based on the findings of the assessment document.

In parallel, the component will strengthen the capacity and operational cooperation among judicial

authorities responsible for international cooperation in criminal matters, (central authorities,

investigators, prosecutors, magistrates), through regular meetings, training and online platforms and

tools. This will be done in connection with the prosecutorial integrity elements. This approach will

enhance the possibilities for successful prosecution of senior members of criminal gangs involved

in TOC/drug-related crime and of public officials who facilitate such crimes.


COLIBRI aims to develop a sustainable strategy on the basis of the experience gathered over

previous decades which has helped identify long-term actions to empower participating countries.

The component seeks to reduce the shortfall in technical expertise required for effective and

professional controls in this sector and to help administrations tailor their inspection mechanisms to

remote infrastructures not covered by the current system.

Given the technical nature of the problem, COLIBRI will need to run over a long period of time in

order to achieve sustainable results. It is therefore expected that that the COLIBRI concept is

implemented over a period of six years, divided into two separate phases of three years.

The current component corresponds to the first phase only. On completion of the first three-year

phase (the current component) the project team will undertake an assessment and submit its findings

to the donor(s) involved with a view to reaching a decision on the possibility of launching a second

phase. This implies no commitment by the Commission as to the continuation of the component.

Within the first phase (the current component) an initial 12-month inception period will be

necessary for recruiting staff, selecting experts from the WCO and its partners, and meeting

decision-makers from the administrations concerned. This inception period will begin with the

recruitment, of the team managing the project. During this phase, evaluation missions will also

present the project to the various administrations involved in the regions of West and Central

Africa, Latin America and the Caribbean. Over this period, the project team will also be responsible

for developing the communication strategy and materials (pamphlets, flyers, logo, etc.) necessary to

create a professional communications system that will make it easier to involve the WCO member

administrations.

To achieve the results/outputs mentioned above, the main activities under the component will

indicatively include:

1) Recruitment of a project team and organization of assessment missions to beneficiary countries;

to that end, the project team will rely on the WCO network;

2) Boosting of existing inspection capacities on the basis of experience gained by customs

administrations in West and Central Africa during the "African Wings" operations of the French

Customs;

[14]

3) Development and supply of the COLIBRI international database of private light aircraft and

business aircraft present in and transiting through beneficiary/associate countries;

4) Setting up of the “COLIBRI CENcomm” communication platform in the West and Central

Africa and Latin America/Caribbean zones and start developing and supplying the COLIBRI

international database of private light aircraft and business aircraft present in and transiting

through beneficiary/associate countries;

5) Organisation of an initial international heightened inspection operation, coordinated by the

WCO.

4.3 Intervention logic



The first activity under this component (knowledge production to support evidence-based policy

making and practitioners in the field) will span the full 36 month project duration. Although it is

designed as a self-contained activity, it is also aimed at laying the foundation for possible future

work and activities in the area.

Under this activity the first strand will be aimed at establishing a solid basis for the work. It will

include the recruitment of a small dedicated team, the identification of the main stakeholders and

the establishment of the institutional partnerships needed to develop synergies with them. It will

also include the development of the key research mechanisms and methodologies that will form the

basis for production of the research outputs.

As a follow up, the second strand will operationalise the above implementation setup to deliver the

first key outputs. In particular, the First Global Cocaine Market Report will be produced during the

project duration. It will provide a comprehensive overview of the latest state of knowledge on the

dynamics of cocaine supply and demand and review the links with, and impacts on, a number of

other areas including organized crime, corruption, illicit financial flows and development in all its

forms. It will also highlight key areas of concern and policy implications. The component will also

produce regular Operational Briefs and will use those as a basis for promoting information sharing

in support of counter-narcotic cooperation initiatives between countries along the cocaine supply

chain.

An Annual Expert Meeting on cocaine trafficking and markets will be established under this

activity. While promoting exchanges of experiences and peer-to-peer tutoring to enhance the

monitoring and analysis of the cocaine illicit trade in beneficiary and associate countries, the

Annual Expert Meeting will provide key inputs for the preparation of research reports and threat

assessments. The component will also review the training needs of the various stakeholders and

design a basic training module (including a set of materials and methods) to develop and strengthen

the capacity of beneficiary and associate countries to collect relevant and reliable data and monitor

cocaine trafficking and markets. While developing the Drug Monitoring Platform, the component

will also offer mapping and analytical support to beneficiary and associate countries.

Activities 2 and 3 under Component A will include: (i) regional and inter-regional training

programmes addressing the concerned stakeholders (also via a train-the-trainers approach),

providing modules on corruption and related issues, mentoring, study visits, and preparation of

handbooks; (iii) joint operations and investigations, and table-top exercises; (iii) support, promotion

and further consolidation of existing regional networks of Central Authorities; and (iv) promotion

of liaison and virtual information and of the use of IT tools. The component’s focus is on regional

and trans-regional cooperation (Latin America-the Caribbean-Africa). As such, it will closely

involve existing platforms and stakeholders at regional and transregional levels. In order to

maximise the results and to ensure their sustainability, the component will also likely include some

activities at national level in selected countries in the three regions concerned, chosen among those

[15]

having demonstrated capacity, political will and an appropriate institutional setup to cooperate at

the regional and trans-regional levels. It is expected that through a phased approach, these countries

would encourage changes in and between their regions and gradually start cooperation on priority

matters.


This component will indicatively comprise the following:

Promotion of regional cooperation between participating countries (involving the services in

charge of checking business aviation at airports and the mobile inspection services checking

private aviation); involvement of regional customs coordination bodies such as the Caribbean

Customs Law Enforcement Council (CCLEC) in the Caribbean zone;

Evaluation of potential synergies with the gendarmerie, police, specialized services – particularly

in the field of combating drug trafficking – inter-agency control units set up under the Airport

Communication Project (AIRCOP), etc.;

Technical assessment of IT systems for the purposes of developing the COLIBRI database and

talks on rolling out and implementing the system in the inspection services selected;

Installation of the WCO’s CENcomm system, training users and providing them with access;

Provision to inspection units of a limited amount of materials for communication, security, basic

office automation, detection of prohibited products and searches.

The component will cover two geographical areas during its implementation period: Latin America

and the Caribbean, and West and Central Africa. The country list below is not exhaustive and

should be finalised in consultation with the European Commission (all countries listed are WCO

members):

(1) West and Central Africa zone: (20 countries involved in the “African Wings” Operations)

Benin, Burkina Faso, Cameroon, Cape Verde, Chad, Central African Republic, Côte d’Ivoire,

Democratic Republic of the Congo, Gabon, Gambia, Ghana, Guinea, Guinea-Bissau, Mali,

Mauritania, Niger, Nigeria, Republic of the Congo, Senegal and Togo.

(2) Latin America/Caribbean zone: (15 countries)

Countries involved: Bahamas, Barbados, Bermuda, Brazil, Bolivia, Colombia, Cuba, Curaçao,

Dominican Republic, Haiti, Jamaica, Peru, Saint Lucia, Trinidad and Tobago, and Venezuela.

5 IMPLEMENTATION

5.1 Financing agreement

In order to implement this action, it is not foreseen to conclude a financing agreement with the

partner country.

5.2 Indicative implementation period

The indicative operational implementation period of this action, during which the activities

described in section 4.1 will be carried out and the corresponding contracts and agreements

implemented, is 72 months (36 of implementation of the activities) from the date of adoption by the

Commission of this Action Document.

Extensions of the implementation period may be agreed by the Commission’s authorising officer

responsible by amending this decision and the relevant contracts and agreements; such amendments

to this decision constitute technical amendments in the sense of point (i) of Article 2(3)(c) of

Regulation (EU) No 236/2014.

[16]

5.3 Implementation modalities

Both in indirect and direct management, the Commission will ensure that the EU appropriate rules

and procedures for providing financing to third parties are respected, including review procedures,

where appropriate, and compliance of the action with EU restrictive measures affecting the

respective countries of operation.2

5.3.1.1 Indirect management with an international organisation



Component A may be implemented in indirect management with the United Nations Office of

Drugs and Crime (UNODC) in accordance with Article 154(4) of Regulation (EU, Euratom)

2018/1046. This implementation entails the production of improved operational knowledge and the

promotion of strengthened capacities and increased regional and trans-regional cooperation of

criminal justice institutions to inform and support counter-narcotic activities by beneficiary and

associate countries.

This implementation is justified because UNODC, as the guardian of the United Nations

Convention against Transnational Organized Crime and the three Protocols thereto as well as of the

Convention on Narcotic Drugs, has a relevant specialised mandate and expertise in the domains of

the proposed action. Its added value is represented by its well established presence in the regions

the action intends to target and its long-standing experience with trans-regional and global

programmes.

The entrusted entity would carry out the following budget-implementation tasks: carrying out the

necessary procurement and grant award procedures and awarding, signing and executing the

resulting procurement and grant contracts (in line with the rules foreseen in the Special Conditions)

for works, services, supplies and other benefits to be provided to the beneficiary and associate

countries.

The entrusted international organisation (UNODC) is currently undergoing the ex-ante assessment

in accordance with Article 154(5) of Regulation (EU, Euratom) 2018/1046. The Commission’s

authorising officer responsible deems that, based on the compliance with the ex-ante assessment

based on Regulation (EU, Euratom) No 1605/2002 and long-lasting problem-free cooperation, the

international organisation can be entrusted with budget-implementation tasks under indirect

management. UNODC is dependent of the UN Secretariat, as confirmed during the 5th FAFA

working group in April 20083, and it is covered by the four pillars analysis performed for the UN

Secretariat.


Component B may be implemented in indirect management with World Customs Organization

(WCO) in accordance with Article 154(4) of Regulation (EU, Euratom) 2018/1046. This

implementation entails capacity building to combat customs fraud and illicit trafficking in general

aviation, both at international hub airports and at domestic airfields in Latin America, the Caribbean

and Africa.

This implementation option is justified because the WCO is a global customs network with strong

partnerships representing 182 customs administrations across the globe that collectively process

2 https://eeas.europa.eu/sites/eeas/files/restrictive_measures-2017-04-26-clean.pdf

3 Final Report International Organisations – completion of compliance analysis with internationally accepted standards,

7 March 2008

[17]

approximately 98% of world trade. As the global centre of customs expertise, the WCO is the only

international organization with competence in customs matters and the voice of the international

customs community.

The WCO will be able to rally its partners and have access to the expertise of INTERPOL; the

United Nations Office on Drugs and Crime (UNODC), as part of projects in which it is involved;

the Organization for Security and Co-operation in Europe (OSCE); the Organization for the

Prohibition of Chemical Weapons (OPCW); and the International Civil Aviation Organization

(ICAO) in connection with secure exchanges in general and aeronautics in particular.

The entrusted entity would carry out the following budget-implementation tasks: carrying out the

necessary procurement award procedures and awarding, signing and executing the resulting

procurement contracts (in line with the rules foreseen in the Special Conditions) for works, services,

and supplies to be provided to the beneficiary and associate countries.

5.4 Scope of geographical eligibility for procurement and grants

The geographical eligibility in terms of place of establishment for participating in procurement and

grant award procedures and in terms of origin of supplies purchased as established in the basic act

and set out in the relevant contractual documents shall apply.

The Commission’s authorising officer responsible may extend the geographical eligibility in

accordance with Article 9(2)(b) of Regulation (EU) No 236/2014 on the basis of urgency or of

unavailability of products and services in the markets of the countries concerned, or in other duly

substantiated cases where the eligibility rules would make the realisation of this action impossible

or exceedingly difficult.

5.5 Indicative budget

EU contribution

(amount in EUR)

Indicative third

party contribution,

(in EUR)

5.3.1. – Component A – Indirect management with UNODC 3,200,000 800,000

5.3.1. – Component B – Indirect management with the WCO 2,800,000 300,000

5.8 – Evaluation will be covered by another

decision

N.A.

5.9 – Audit will be covered by another

decision

N.A.

5.10 – Communication and visibility will be included under the

individual contracts of the

components

N.A.

Contingencies 0 N.A.

Total 6,000,000 1,100,000

5.6 Organisational set-up and responsibilities



UNODC will be responsible for the implementation of Component A, in partnership with

INTERPOL and Transparency International (TI). At UNODC level, the component will be

coordinated, managed and implemented by the Implementation Support Section (ISS), Organised

Crime Branch (OCB), Division for Treaty Affairs (DTA).

The already established Project Steering and Coordination Committee (PSCC), chaired by UNODC

and the Contracting Authority in close coordination with the other implementing partners, will

continue to ensure/strengthen coordination in planning and reviewing the CRIMJUST’s

implementation. The PSCC will include representatives from the European Commission, UNODC,

[18]

and the implementing partners. Selected representatives from the main national and regional

stakeholders and other relevant actors may participate in the decision-making process when

relevant. The exact composition of the PSCC will be agreed with the Contracting Authority during

the inception phase.

In addition, the Project Team Leader, as well as other relevant actors, shall ensure participation in

the regular CRP Steering Committees. In the same vein, the CORMS team will be invited to

participate in the CRIMJUST PSCC as observers, as relevant.

Besides the annual PSCC meeting, an annual stakeholders’ meeting will be organized to ensure

continuous engagement and to take stock of propositions and suggestions that could be discussed at

the PSCC meeting.


The permanent implementation set-up of Component B will include: (i) a Technical Officer, Project

Manager, financed by the WCO; (ii) a Project Coordinator, financed by the component; and (iii) an

officer who will ensure the administrative follow-up.

COLIBRI will have an Executive Steering Committee comprising, at least, the Director and Deputy

Director of Enforcement and Facilitation at WCO, the Project Manager and representatives of the

Contracting Authority. The Committee will meet every six months to provide oversight on the

project, monitor implementation and the action plan and generally ensure that the component's

objectives are being met.

Six-monthly reports will be provided to the Contracting Authority, updating progress in meeting

objectives, articulating and reporting on the events that have taken place, updating the numbers of

officers trained, as well as reporting any successes such as seizures, arrests, etc. Continual updating

will also be provided in the event of any significant activity that may occur between reports.

5.7 Performance monitoring and reporting

The day-to-day technical and financial monitoring of the implementation of the components under

this action will be a continuous process and part of the implementing partner’s responsibilities. To

this aim, the implementing partner shall establish a permanent internal, technical and financial

monitoring system for the action and elaborate regular progress reports (not less than annual) and

final reports. Every report shall provide an accurate account of implementation of the action,

difficulties encountered, changes introduced, as well as the degree of achievement of its results

(outputs and direct outcomes) as measured by corresponding indicators, using as reference the

logframe matrix (for project modality) or the list of result indicators (for budget support). The report

shall be laid out in such a way as to allow monitoring of the means envisaged and employed and of

the budget details for the action. The final report, narrative and financial, will cover the entire

period of the action implementation.

The Commission may undertake additional project monitoring visits both through its own staff and

through independent consultants recruited directly by the Commission for independent monitoring

reviews (or recruited by the responsible agent contracted by the Commission for implementing such

reviews).

5.8 Evaluation

Having regard to the importance of the action, a final evaluation may be carried out for this action

or any one of its components via independent consultants.

In case it is decided to launch it, any final evaluation will be carried out for accountability and

learning purposes at various levels (including for policy revision), taking into account in particular

[19]

the fact that the action and its components present some innovative features relative to previous

actions under the CRP.

The evaluation reports shall be shared with partner countries and other key stakeholders. The

implementing partner and the Commission shall analyse the conclusions and recommendations of

the evaluations and, where appropriate, in agreement with the partner countries, jointly decide on

the follow-up actions to be taken and any adjustments necessary, including, if indicated, the

reorientation of the project.

The financing of the evaluation shall be covered by another measure constituting a financing

decision.

5.9 Audit

Without prejudice to the obligations applicable to contracts concluded for the implementation of

this action, the Commission may, on the basis of a risk assessment, contract independent audits or

expenditure verification assignments for one or several contracts or agreements.

The financing of the audit shall be covered by another measure constituting a financing decision.

5.10 Communication and visibility

Communication and visibility of the EU is a legal obligation for all external actions funded by the

EU.

This action shall contain communication and visibility measures which shall be based on a specific

Communication and Visibility Plan of the Action, to be elaborated at the start of implementation

and supported with the budget indicated in section 5.5 above.

In terms of legal obligations on communication and visibility, the measures shall be implemented

by the Commission, the partner country, contractors, grant beneficiaries and/or entrusted entities.

Appropriate contractual obligations shall be included in, respectively, the financing agreement,

procurement and grant contracts, and delegation agreements.

The Communication and Visibility Manual for European Union External Action shall be used to

establish the Communication and Visibility Plan of the Action and the appropriate contractual

obligations.

[20]

APPENDIX - INDICATIVE LOGFRAME MATRIX (FOR PROJECT MODALITY)

The activities, the expected outputs and all the indicators, targets and baselines included in the logframe matrix are indicative and may be updated during the

implementation of the action, no amendment being required to the financing decision. When it is not possible to determine the outputs of an action at formulation

stage, intermediary outcomes should be presented and the outputs defined during inception of the overall programme and its components. The indicative logframe

matrix will evolve during the lifetime of the action: new lines will be added for including the activities as well as new columns for intermediary targets (milestones)

for the output and outcome indicators whenever it is relevant for monitoring and reporting purposes. Note also that indicators should be disaggregated by sex

whenever relevant.

Results chain Indicators Baselines (year 0 of Action)

Targets (year 3 of Action)

Sources and

means of

verification

Assumptions

O

ver

all

ob

ject

ive:

Imp

act

To prevent and fight organised crime in

general, and drug trafficking in particular,

along the cocaine route(s) in Latin America,

the Caribbean and Africa in line with

international legal instruments and human

rights standards

Progress towards

implementation of SDG 16 in

the geographical areas of

interest

To be

determined

during the

Inception Phase

To be

determined

during the

Inception Phase

National progress

reports on SDG 16

World Bank, UNDP,

UNODC country

statistical data and

reports

Project Evaluation(s)

(Midterm review and

final evaluation)

Sp

ecif

ic o

bje

ctiv

e(s)

:

Ou

tco

me(

s)

Outcome A: to improve the effectiveness of

criminal investigations and increase regional

and trans-regional cooperation of criminal

justice institutions

a) Number of OC cases reported

on inter-regional cooperation

(successful investigation

reaching prosecution) by trained

groups

b) Number of successful

initiatives developed in

partnership with other CRP

projects, and supporting

effective action against OC in

LAC and WA

c) Number of laboratories

dismantled

d) Number of cases reported by

trained officials, and linking

seizures, evidence management,

forensics, investigation and

prosecution in LAC and

WA/OC cases

a) 10

b) 0

c) To be defined

at the beginning

of the action

d) 10

a) 15

b) 10

c) To be defined

at the beginning

of the action

d) 15

Monitoring/feedback

from participating

countries on inter-

regional / inter-

agency cooperation

(i.e. cases, challenges

and results obtained –

or expected).

Communication with

national authorities of

participating

countries, and other

CRP projects

Selected countries

have the necessary

political will and

commitment and

are capable of

undertaking work

to implement

activities,

including those

involving the

provisions of

treaties and

conventions on

drugs, corruption

and TOC

[21]

Outcome B: to build capacity to combat

customs fraud and illicit trafficking in

general aviation, both at international hub

airports and at domestic airfields in Latin

America, the Caribbean and Africa

a) Number of fraud and/or illicit

trafficking cases reported as a

result of inter-regional

cooperation between trained

groups

b) Number of successful

initiatives developed in

partnership with other CRP

projects, and supporting

effective action against OC in

LAC and WA

a) 0

b) 0

a) 10

b) 5

Monitoring/feedback

from participating

countries on inter-

regional cooperation

Communication with

national authorities of

participating

countries, and other

CRP projects

Selected countries

have the necessary

political will and

commitment and

are capable of

undertaking work

to implement

activities

Ou

tpu

ts

Output A.1: Production of global strategic

and action-oriented knowledge, and capacity

building on drug research and monitoring, to

support evidence-based policy making and

practitioners in the field in order to reduce

the cocaine threat

A.1.1 Number of global

reports

A.1.2 Number of research

documents produced

A.1.3 Number of operational

briefs

A.1.4 Number of annual

expert meetings

A.1.5 Number of needs

assessment reports

A.1.6 Number of basic

training modules

A.1.7 Number of monitoring

templates on production sites

and laboratories

A.1.1 0

A.1.2 0

A.1.3 0

A.1.4 0

A.1.5 0

A.1.6 0

A.1.7 0

A.1.1 1

A.1.2 8

A.1.3 6

A.1.4 2

A.1.5 1

A.1.6 1

A.1.7 1

Regular progress

reports by UNODC

All the necessary

resources,

including financial

and personnel, in

place to undertake

implementation

Output A.2: Strengthened capacities of

criminal justice institutions (law enforcement

and the judiciary) to detect, investigate and

dismantle illicit drugs laboratories

A.2.1 Number of criminal

justice officials trained by the

project and reporting effective

inter-regional cooperation for

prosecution/adjudication of OC

cases (sex-disaggregated)

A.2.2 Number of joint

regional trainings

A.2.3 Number of

participants in inter-regional

trainings

A.2.4 Number of established

experimental training facilities

A.2.5 Number of training

courses designed

A.2.1 TBD

A.2.2 1

A.2.3 15

A.2.4 1

A.2.5 1

A.2.1 TBD

A.2.2 4

A.2.3 80

A.2.4 2

A.2.5 2

-Reports from

capacity building

activities

-Feedback from

trained officials

-Data shared /

reported by

participants

Implementing

partners and

national authorities

in the selected

countries work

together in the

implementation of

activities and

follow-up work

[22]

Output A.3: Increased capacity to undertake

regional and trans-regional cooperation

between criminal justice institutions (law

enforcement and the judiciary) and improved

institutional integrity and accountability for

effective action in transregional OC/drug

trafficking cases.

A.3.1 No. of criminal justice

officials (sex-disaggregated)

with enhanced capacities in

identifying accountability and

integrity gaps and taking steps

to address them

A.3.2 Number of advocacy

campaigns for adoption of

integrity priorities

A.3.1 0

A.3.2 0

A.3.1 200

A.3.2 5

-Reports from

capacity building

activities

-Feedback from

trained officials

-Data shared /

reported by

participants

All the necessary

resources,

including financial

and personnel, in

place to undertake

implementation

Output B.1: Increased capacities: on

intelligence, targeting and inspection

techniques for business aircraft at

international airports; and on methods of

targeting and intercepting smuggled goods

brought in by private light aircraft to small

airfields or open spaces.

B.1.1 Number of trainers

(sex-disaggregated) trained per

country

B.1.2 Number of agents


country

B.1.3 Number of officers

(sex-disaggregated) trained by

theme (intelligence, targeting,

inspection)

B.1.1 0

B.1.2 0

B.1.3 0

B.1.1 6

B.1.2 60

B.1.3 20

- Regular progress

reports by WCO

- Reports from

capacity building

activities

- Feedback from

trained officials based

on self-assessment

questionnaires

Implementing

partners and

national authorities

in the selected

countries work

together in the

implementation of

activities and

follow-up work

Output B.2: IT tools developed, entailing

the creation of a real-time operational

communication tool and the development of

a global database of light aircraft.

B.2.1 Number of

workstations deployed



country


with access to the database by

country

B.2.1 0

B.2.2 0

B.2.3 0

B.2.1 35

B.2.2 60

B.2.3 60

- Regular progress

reports by WCO

- Statistical Analysis

of the WCO

(CENcom)

Development of

the database by IT

experts is carried

our according to

best practices;

beneficiary

countries provide

the necessary data

Output B.3: Improved operational

coordination, enabling regional inspection

and control operations to be conducted on a

regular basis across the different regions

involved in the project. The purpose of these

operations will be to assess the development

of the operational capacities in beneficiary

countries and to evaluate the services

provided.

B.3.1 Average number of

messages exchanged per

operation


entries by product per operation


seizures made per operation

B.3.1 0

B.3.2 0

B.3.3 0

B.3.1 150

B.3.2 10

B.3.3 10

- Regular progress

reports by WCO

- Statistical Analysis

of the WCO

(CENcom)

Operational

coordination

mechanisms are

effectively

implemented,

according to best

practices in the

field

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