the maputo work plan on the enhancement of the … · 2018. 10. 5. · maputo five year strategic...

29 August 2018

AFRICAN UNION

UNION AFRICAINE

UNIÃO AFRICANA

Addis Ababa, Ethiopia, P.O. Box: 3243 Tel.: (251-11) 551 38 22 Fax: (251-11) 551 93 21

Email: [email protected]

THE

MAPUTO WORK PLAN ON THE

ENHANCEMENT OF THE AFRICA

STANDBY FORCE (ASF)

(2016-2020)

Version 1.14 August 2018

29 August 2018

2 Maputo Five Year Strategic Work Plan on AU PSOs and the African Standby Force (2016-2020)

PREFACE

The Maputo Strategic Five-Year Work Plan on the African Standby Force (2016-2020)

provides an overarching framework for supporting the enhancement of the African Standby

Force (ASF). The Work Plan has been developed pursuant to the directives of the Second

Extraordinary Meeting of the Specialized Technical Committee on Defence, Safety and

Security (STCDSS) held on 15 January 2016, which amongst other things considered the After

Action Review of the AMANI Africa II Field Training Exercise AAR. The STCDSS meeting

noted that the operational capability of the ASF is a continuous process that requires ongoing

policy formulation/revision, planning, and enhanced mission capacity.

This Work Plan is a living document that will be periodically revised to accommodate progress

made against set objectives and indicators. Lessons learned from current and recent PSOs are

and will be taken into account in order to improve the efficiency and the effectiveness of the

ASF. Thus, the orientation of the Work Plan is meant to address the political, technical, and

operational gaps that have been identified via lessons learned in AU PSOs and others processes

such as the recommendations contained in the Report of the Independent Panel of Experts on

Verification, Confirmation and Validation of the ASF Pledged Capabilities 2017.

The Work Plan includes indicators, deliverables, and timelines, as well as taking into account

existing work plans developed by the various Regional Economic Communities/Regional

Mechanisms (RECs/RMs).

In addition, the 10th STCDSS of 9 January 2018 further directed that the work plan should

incorporate responsibilities and a robust monitoring and evaluation mechanism.

In further enhancing the ASF, the Work Plan incorporates new developments that include the

revision and development of an AU PSO Doctrine and ASF concept; harmonization between

the ASF Framework and ACIRC activities; and enhanced cooperation between the ASF and

ad-hoc coalitions.

The Work Plan is structured around the two main phases of AU PSOs namely force preparation

and force employment. Each phase details strategic objective(s), responsibilities, and requisite

actions or processes. The Work Plan is also informed by multidimensional nature of AU PSOs,

strategic partnerships and cognizance of emerging threats and security contexts.

The continued implementation of the Work Plan will provide the AU and the RECs/RMs with

an effective response tool to crisis situations in the Continent.

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The success of the Work Plan calls for collective ownership, coherence and coordination

amongst all stakeholders.

Dr. Admore Kambudzi

Ag. Director, Peace and Security Department

African Union Commission

Addis Ababa, Ethiopia.

29 August 2018


REFERENCES

A. Constitutive Act of the African Union ( 2000) B. Protocol Relating to the Establishment of the Peace and Security Council of the African

Union ( 2002)

C. 50th Anniversary Solemn Declaration adopted at the 21st Ordinary Session of the Assembly of Heads of State and Government (2013)

D. Agenda 2063: The Africa We Want (2013) E. 26th Summit Decision of the AU Assembly of Heads of State and Government (2016) F. African Peace and Security Architecture Roadmap (2016-2020) G. African Governance Architecture Framework (2010) H. Silencing The Guns by 2020, Owning the Future (2014) I. Policy Framework for the Establishment of the African Standby Force and the Military Staff

Committee (2003)

J. African Union Policy for Policing in Peace Support Operations (2018) K. African Standby Force Roadmap III (2012) L. Declaration of the 8th Ordinary Session of the STCDSS (2015) M. Declaration of the Second Extraordinary Session of the STCDSS (2016) N. Report of the Independent Panel of Experts on the Assessment of the African Standby Force

and Action Plan for Achieving Full Operational Capability (2013)

O. Report of the UN High-level Independent Panel on Peace Operations on uniting our strengths for peace: politics, partnership and people (2015)

P. Revised Roadmap on the African Peace and Security Architecture (2015) Q. African Standby Force and African Capacity for the Immediate Response to Crises Revised

Roadmap (2015)

R. Evaluation Report on the Conduct of the AMANI II Field Training Exercise (2015) S. Report of the After Action Review on the Conduct of the AMANI II Field Training Exercise

(2016)

T. The Report of the Independent Panel of Experts on Verification, Confirmation and Validation of the ASF pledged capabilities (2017)

U. Declaration of the 10thMeeting of the STCDSS on 9 January 2018 in Addis Ababa Ethiopia (2018)

V. 30th Summit Decision of the AU Assembly of Heads of State and Government (2018)

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I. INTRODUCTION

1. Article 2 (1) of the Protocol Relating to the Establishment of the Peace and

Security Council of the African Union in 2002 (hereinafter called the Protocol) states that, the

Peace and Security Council of the African Union (hereinafter called the PSC) was established

pursuant to Article 5(2) of the Constitutive Act of the AU (2000), as a standing decision-making

organ for the prevention, management and resolution of conflicts. The PSC is a collective

security and conflict management arrangement to facilitate timely and efficient response to

conflict and crisis situations in Africa. Article 2 (2) of the Protocol provides that the PSC shall

be supported by the Commission of the AU, a Panel of the Wise (PoW), a Continental Early

Warning System (CEWS), an African Standby Force (ASF) and a Special Fund (hereinafter

called the Peace Fund).

2. The ASF was established under Article 13 (1) of the Protocol, as a standby

multidisciplinary mechanism composed of civilian (and police) and military components in

their countries of origin and ready for rapid deployment at appropriate notice. The ASF is an

enabling mechanism for the PSC to perform its responsibilities with respect to the deployment

of peace support missions and interventions pursuant to Article 4 (h) of the Constitutive Act,

regarding the right of the African Union (AU) to intervene in a Member State pursuant to a

decision of the Assembly in respect of grave circumstances, namely war crimes, genocide and

crimes against humanity, and Article 4 (j) of the Constitutive Act, regarding the right of

Member States to request intervention from the AU in order to restore peace and security, which

the Assembly has delegated to the PSC as provided for in paragraph 4 (ii) of the AU Assembly

decision Assembly/AU/4(XXII) of January 2014.

3. Article 13 (2) of the Protocol calls on AU Member States to take steps to establish

ASF standby contingents for participation in peace support missions decided by the PSC or

intervention authorized by the Assembly. The Protocol also provides for the composition,

mandate, functions and chain of command of the ASF.

4. The Protocol further calls the AU to establish and review ASF Standard Operating

Procedures (SOPs) to determine the strength and types of ASF contingents, their degree of

readiness and general location, depending on the prevailing crisis and conflict situations.

5. Looking at the relationship between the AU and RECs/RMs, in the prevention,

management and resolution of conflict, Article 16 underscores that the RECs/RMs are part of

the overall security architecture of the Union, which has the primary responsibility for

promoting peace, security and stability in Africa. In this respect, the PSC and the Chairperson

of the AU Commission are required to (i) harmonize and coordinate the activities of RECs/RMs

in the field of peace, security and stability to ensure that these activities are consistent with the

objectives and principles of the AU, and to (ii) work closely with /RECs/RMs, to ensure

effective partnership between them and the PSC in the promotion and maintenance of peace,

security and stability. The modalities of such partnership shall be determined by the

comparative advantage of each and the prevailing circumstances.

6. The ASF is therefore one of the key tools that the PSC or the Assembly shall

utilize to support the achievement of strategic political and peace processes, in its response to

conflict prevention, management and resolution. The ASF shall recognize the primacy of

politics at all stages of its operations in the mission area. This is critical to address the root

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causes of the conflict, in line with paragraph E and F of the 50th Anniversary Solemn

Declaration adopted by the Assembly in May 2013.

7. It is against this backdrop that efforts have been made, through training, planning,

policy development and resource mobilization, to enhance the ASF. Since the concept to

establish the ASF was initiated in 1997, three Roadmaps were developed to guide its

operationalization.

i. ASF Roadmap I (2005-2008) was developed in 2005, and was aimed at developing base documents for the establishment of the ASF.

ii. ASF Roadmap II (2008-2010) consolidated the progress made and validated the concept of the ASF through a Command Post field Exercise, AMANI AFRICA I in 2010. It was as a

result of the conduct of this Exercise that the ASF was declared as having attained Initial

Operational Capability (IOC).

iii. ASF Roadmap III (2011-2015) the AUC and the RECs/RMs were tasked to ensure that the ASF attains FOC by 2015.

8. Pursuant to the decision of the 20th Ordinary Session of the African Union (AU)

Heads of State and Government held in Addis Ababa on 27–28 January 2013, and the 9th

Ordinary Meeting of the STCDSS held in Addis Ababa on 30 April 2013, the Chairperson of

the African Union Commission authorised an assessment of the progress made towards the

Operationalisation of the ASF by an Independent Panel of Experts, led by Professor Ibrahim

Gambari. The Panel was mandated to assess the ASF and develop a plan of action for achieving

full operational capability (FOC) by 2015. The Panel conducted an assessment of all the

Regional Planning Elements as well as the AU Commission. In its report, the Panel made a

number of key findings and recommendations to achieve FOC and to address logistics, financial

and capacity challenges of the Police and Civilian Components. Following from the

recommendations and the Plan of Action proffered by the Independent Panel of Experts on the

ASF, Roadmap III was revised (June 2014 to December 2015) in order to facilitate the FOC of

the ASF.

9. As part of their contribution towards the enhancement of the ASF, the RECs/RMs

have also made significant contribution towards the attainment of Full Operational Capability

of the ASF by amongst other things, conducting various exercises aimed at assessing planning

and deployment capabilities and deploying own regional capabilities to peace support

operations.

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10. A crucial aspect of validating the full operational readiness of the ASF was the

conduct of the AMANI II Field Training Exercise (AA-II FTX). The AA-II FTX was held from

28 October to 8 November 2015 in Lohatla, South Africa and Addis Ababa, Ethiopia

representing the locations of the operational and strategic headquarters respectively. This

Exercise was a culmination of a series of training activities designed to assess AU structures as

well as the Regional Planning Elements (PLANELMs) in their ability to plan, mandate, deploy,

manage, sustain and recover, firstly a Scenario 6 Rapid Deployment Capability (RDC) under

Articles 4(h) and (j) of the Constitutive Act, and, secondly, to expand the deployment by

mandating a Scenario 5 AU peace support mission.

11. Following the AA-II FTX, the second Extraordinary Meeting of the STCDSS was

held from 13 to 15 January 2016 in Addis Ababa, Ethiopia, to review the initial findings on the

conduct of the AA-II FT and declared that the ASF has attained FOC following successful

conduct of the AA-II FTX and the confirmation of FOC attainment status by four RECs/RMs

of EASF, ECOWAS, SADC and ECCAS. It also made several recommendations, including the

need to continue to enhance the progress achieved in the ASF, through the development of a

five-year Strategic Work Plan. It is against this background that this document has been

developed to clearly identify priorities that should be undertaken in the collective efforts by

the AU Member States, AU and RECs/RMs to strengthen the operational readiness of the

ASF.

12. Strategic partnerships will remain an important pillar in the enhancement of the

ASF Framework, as per article 17 of the PSC Protocol The African Union was requested by its

policy organs to enhance cooperation and strengthen its relationship with all its strategic

partners such as the UN, the EU, the US, etc. Partnerships with key stakeholders are strategic

for the effective enhancement of the ASF Framework. They give an opportunity to improve

the deployment of peace support operations and strengthening conflict prevention and early

warning.

13. The ASF Strategic Work Plan is therefore forward looking and takes into account

contemporary developments within the PSO environment as well as strategic partnerships with

key stakeholders to resolve conflicts in Africa. Specifically, the Work Plan addresses the issue

of different PSO configurations, such as ACRIC and ad-hoc coalitions, as they related to the

ASF Framework as well as the need to revise and develop ASF Doctrine and PSO Concept.

II. STRATEGIC WORK PLAN METHODOLOGY

14. This Strategic Work Plan draws heavily from existing documentation and

decisions on the ASF. In this regard, efforts have been made to synthesize outstanding, ongoing

or future activities contained in the revised Roadmap (June 2014 – December 2015), the APSA

Roadmap (2016 -2020), relevant Declarations of the STCDSS, in particular the 10th STCDSS

when it was approved, and endorsed by 30th Ordinary Session of the Assembly of Heads of

State and Governments of the AU in Addis Ababa Ethiopia on 28-29 January 2018 Assembly

Decision / AU/ Dec.16 (XXX).15. It is intended that this Strategic Work Plan will be a

living document and therefore would be constantly reviewed against the progress made in the

implementation of the strategic objectives and indicators set out in this document.

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III. STRUCTURE OF THE STRATEGIC WORK PLAN

15. This work plan is structured around the following strategic objectives in line with

3 phases of AU PSOs: Force Preparation; Force Employment and Post-Force Employment.

a. Strategic Objective 1.1: To ensure that AU has the requisite mandating/decision

making processes, skills and capabilities that will facilitate PSOs.

b. Strategic Objective 1.2: Enhancing the PLANELM capacities.

c. Strategic Objective 2.1: Effective Mission Support (MS) systems and capabilities

including robust financial, administrative, policies and processes for deployment of

operations.

d. Strategic Objective 2.2: PLANELMS including the Continental Planning personnel

have sufficiently qualified and skilled capacities.

e. Strategic Objective 3: Effective Mission Management

f. Strategic Objective 4: Ensure that the transition and liquidation of AU PSOs are in

accordance with ASF Policy Guidance

16. The concept of “Force” in this document is defined in terms of the

multidimensional nature of the ASF and therefore encapsulates civilian, police and military

capacities.

IV. TIMELINES FOR IMPLEMENTATION

17. This work-plan was provisionally approved by the 9th STCDSS of 4 June 2016

and endorsed by the 30th Ordinary Session of the Assembly of Heads of State and Governments

of the AU in Addis Ababa Ethiopia on 28-29 January 2018, Assembly Decision / AU/ Dec.16

(XXX) and is already being implemented.

29 August 2018

STRATEGIC

OUTPUTS

OUTPUT INDICATORS ACTION/PROCESS Timelines Responsibility

STRATEGIC OBJECTIVE 1.1: To ensure that AU has the requisite mandating/decision making

processes, skills and capabilities that will facilitate PSOs

1. Harmonised and

aligned mandating

and political

decision making

process AU

REC/RM

- Align Mandating and Political Decision-Making Process

(MPDMP)

- - the Legal Framework between

the AU and the RECs/RMs

takes into cognizance the

Mandating and Political

Decision Making Process

(MPDMP)

- Evidence that RECs/RMs harmonize MPDMP with own

policy organs MPDMP

- MS align national processes with RECs/RMs MPDMP

- Update of the AU Aide Memoire on MPDMP

- Development of Aide Memoires per REC/RM to align the Mandating

and Political Decision Making

Process

- AU, REC/RM, Member States Workshop on the MPDMP

- Endorsement of the Legal Framework

- May 2018 : consultative

meeting with the

RECs/RMs and

Member States on

the draft Legal

Framework

- June 2018 : submission of the

draft Legal

Framework

including

MPDMP

- May 2019 continental

AUC /

RECs/RMs / MS

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guidelines (after

finalization of

PSO Doctrine,

ASF concept and

Legal

Framework)

- December 2019 for Regional and

National

harmonization

2.

AU guidelines for

authorised PSOs - Generic Standards are defined

for authorized PSOs

- Develop a Generic Standards for authorized PSOs

- December 2019 AUC

3. Generic Legal

Agreement (MOU)

between the AU

and RECs/RMs on

the employment of

the ASF is

concluded and

agreed upon

- Existence of an endorsed MOU between the AU and

RECs/RMs on the

employment of the AU

PSOs/ASF

- All relevant stakeholders are adequately familiarized on the

legal requirements and

arrangements

- Conduct a workshop to discuss draft legal framework for the

employment of the ASF between

the AU and the RECs/RMs

- Develop a joint AU – REC/RM MOU for the employment of the

ASF

- Ensure full endorsement of legal framework at all levels (AU,

RECs/RMs,)

- Review legal arrangements for on-going missions with view to

aligning these with revised

arrangements and procedures

- October: consultation with

the RECs/RMs

and Member

States

- October/November 2018 :

submission to the

STCDSS

AUC /

RECs/RMs

29 August 2018


November/December

2018

4. Policies, guidelines

and standard

operating

procedures for AU

PSOs are

developed and

shared with the

RECs/RMs,

Member States and

Ad Hoc Coalitions

for standardization

purposes

- AU, RECs/RMs, Member States and Ad Hoc Coalitions

are able to work together in a

more predictable manner

- AU, RECs/RMs, Member States and Ad Hoc Coalitions

are able to standardize

approaches and systems.

- Organization of consultative and validation sessions between AU

RECs/RMs, Member States and Ad

Hoc Coalitions on the policies,

guidelines and standard operating

procedures to be utilized.

- Update the ASF SOP Manual and make it a PSO Manual

- Create an interface between the AU and the RECs/RMs and Ad Hoc

Coalitions for exchange of relevant

documents

- Develop guidelines on verification processes

- Finalise the IHL/HR Compliance Framework: SEA, Code of conduct,

whistleblower, 3rd party claim

-

- August 2019 AUC / RECs/RMs and

MS Ad Hoc

Coalitions

5. Existence of

Lessons Learned

capacity and

processes at

continental and

regional

PLANELMS

- AU & RECs/RMS have systemized and standardized

approaches to Lessons

Learned

- AU & RECs/RM have access and shared outcomes of

- Harmonized approaches and guidelines on lessons learned in

PSOs

- Joint and/or coordinated lessons learned exercises

- Management decisions to dedicate resourcing for lessons learned

2018/2020 ongoing AUC/

RECs/RMs and

MS

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lessons learned exercises for

review processes - Standing platform for sharing of

lessons learned between

PLANLEMS

- SOP on the role of the PLANELM of the sending / receiving REC/ RM

STRATEGIC OBJECTIVE 1.2: Enhancing the PLANELM capacities

All ASF civilian, police and military components have the requisite skills and capabilities that will

facilitate their deployment in high-intensity operations as well as in traditional multidimensional

peace support operations.

1. Coordination

between

Continental and

Regional

PLANELMS,

ACIRC and Ad

Hoc Coalitions for

enhanced

capacities

- Human resource capacity of Planning elements are

enhanced

- Planning elements have sustainable mid-term human

resource plans and strategies

- Planning elements are staffed at the required levels

- Detailed TORs are developed for all posts within planning

element structures

- Skills assessments are conducted on a regular basis,

and human resource plans are

adjusted accordingly

- Training needs assessments are conducted, and targeted

- Develop human resource plans and strategies for approval

- Conduct Post and staffing assessment

- Adjust TORs for all posts based on outcomes of assessments (including

physical) and human resource plans

- Review (including physical) human resource structure as

necessary to enhance reporting

relationships and work flows

- Conduct skills assessments - Conduct training needs assessments - Recruit personnel - Put in place a regular interaction

mechanism between PSOD and

PLANELM’s, ACIRC and Ad Hoc

Coalitions

- Enhance training implementation

monitoring and

evaluation

mechanism by

April 2018

- Implement training directives

2018-2020 by

2020

- Review training standards

AUC/ RECs/RMs/

MS/ACIRC /

and Ad Hoc

Coalitions

29 August 2018


training is provided to address

training needs

- Extra effort done to support NARC to reach FOC

- PLANELMs are fully staffed, trained and equipped for

planning, deploying and

liquidating peace support

operations.

- Effective coordination between PSOD , PLANELM’s

, ACIRC and Ad Hoc

Coalitions

- Existence of harmonised the PLANELMs at Continental ,

Regional and Ad Hoc levels

-

2. Enhancement and

sustainment of

Pledged

Capabilities

- All pledged capabilities from Member States are in

accordance with AU approved

Table of Equipment (ToE) and

are deployable.

- Revised AU approved ToE includes strategic lift assets as

appropriate

- SOP on the working / cooperation modalities is

available

- Development of an SOP on cooperation with RECs/RMs,

Conduct of periodic physical

assessment of Continental and

regional PLANELMs including

current AU mandated Missions

- Conduct bi-annual physical verification and assessment of

pledged capabilities of Member

States’

- Initiate capacity building programmes for the enhancement of

AUC/

RECs/RMs/

29 August 2018


- Capability generation processes

are covered

- Verification exercises are done

- Gender mainstreaming is done

ASF capabilities through the

RECs/RMs

- Ensure alignment of mandating processes between the AU and the

Regions

- Ensure harmonisation of standards, policies, doctrine, etc between the

AU and the Regions

- Establish mechanisms for strategic, technical and tactical

support between the AU and the

Regions

- Involve RECs/RMs in Training and Exercises

3 Enhanced

cooperation and

harmonisation

between ASF

Framework and Ad

Hoc Coalitions and

ACIRC

- Ad Hoc Coalitions and ACIRC are familiarised with

AU Table of Equipment (ToE)

and meet agreed standards

MOUs on the working /

cooperation modalities with

Ad Hoc coalitions is available

- Verification exercises and

assessments are conducted

- Gender mainstreaming

is done

- Develop an SOP on cooperation with ACIRC and Ad Hoc

Coalitions within AU PSOs / ASF

Framework

- Conduct periodic physical assessment and verification and

assessment of ACIRC and Ad Hoc

Coalitions capabilities

- Associate Ad Hoc Coalitions and ACIRC in ASF capacity building

programmes

- Share ASF mandating processes with Ad Hoc Coalitions and ACIRC

for standardisation

AU/

RECs/RMs/

MS/ ACIRC /

Ad Hoc

Coalitions

29 August 2018


- Share ASF standards, policies, doctrine, etc with Ad Hoc

Coalitions and ACIRC for

standardisation

- Establish mechanisms for strategic, technical and tactical

support between the AU and Ad

Hoc Coalitions and ACIRC

- Involve Ad Hoc Coalitions and ACIRC

- in Training and Exercises as per ASF Framework

4. Development of an

AU PSO Doctrine

and an ASF

concept reflecting

current security

threats

- AU PSO Doctrine and ASF Concept are finalized

- Develop the AU PSO Doctrine and ASF Concept

- Submit the AU PSO Doctrine and ASF Concept for endorsement by its

policy Organs

- Disseminate and implement the AU PSO Doctrine and ASF Concept

2018/ 2019 - AU- RECs/RMs/

MS- ACIRC

- Ad Hoc Coalitions

STRATEGIC OBJECTIVE 2.1

Effective Mission Support (MS) systems and capabilities including robust financial,

administrative, policies and processes for deployment of operations

1.

Recruitment

Force Generation

Harmonised guidelines for

recruitment and deployment of

PSO personnel is developed;

- Establish a working group for harmonisation of guidelines for

recruitment and deployment of PSO

personnel;

- Seek input from the Strategic Support Groups (Military, Police and

Civilian);

May 2018 AUC

29 August 2018


Contingency

-Generic contingency plan is

developed;

- Develop generic PSO contingency plan;

- As necessary conduct assessment Missions for the development of

contingency plan.

2. An integrated

Mission Support

(MS) concept is in

place

- An integrated MS Concept is drafted and broadly articulates

the requirements and plans

pertaining to issues such as

procurement, human resources

and administration needs for

military, civilian and police

personnel

- Establish an AUC working group; - Conduct mission support lessons

learned workshop;

- Conduct mapping of potential service providers;

- Conduct mission support assessment to RECs/RMs

- Facilitation of pre-approved contracts (for certain services and

equipment), particularly for mission

start-ups

- May 2018 (MS Draft)

- June 2018

- December 2018 (tagged to

development of

PSO doctrine and

ASF concept)

AU / RECs/RMs

3. The AU Strategic

Lift Concept is in

place

Strategic lift capabilities are in

place;

- Existence of processes and procedures between the AU and

RECs/RMs;

- Existence of strategic lift concept; Existence of

agreement with Partners,

Organizations and contractors;

- Conduct assessment of strategic lift and CMCC/RMCC infrastructure

and capabilities at continental and

regional levels

- Conduct periodic review of proposed capabilities;

- AU, REC/RM Workshop to review and finalise ASF strategic lift

concept (considering especially

December 2018

AUC/ RECS-

RMs

29 August 2018


possibility for pre-approved

contracts for strategic lift

capabilities)

- Finalise the SOPs on the functioning of the CMCC/RMCC

covering Air, Ground and Sea

movement;

- Develop action plan for strategic lift, and CMCC/RMCC for AU

PSOs

- Submit finalized concept and implementation plan for

consideration and formal

endorsement by political principals

- Develop formal agreements between the AU and RECs/RMs on

Strategic Lift (Air, Land, Sea)

4. A functional PSO

/ASF C3IS system

is established.

- PSO/ ASF C3IS equipment are delivered and tested

- C3IS concept is reviewed;

- AU HF network is expanded;

- Existence of reliable expertise, funding and other resources

- Deliver and test C3IS equipment; - Conduct a C3IS Exercise; - Review C3IS concept - Conduct assessment of C3IS

capabilities in RECs/RMs and

current AU PSOs;

- Facilitate training of highly competent expert personnel for the

- September 2018

- November 2018

AUC /

RECs/RMs

29 August 2018


for the optimum functioning of

the C3IS system

- Existence of guidelines and SOPs to support management

of C3IS capabilities

management of routine and

operational tasks and activities of

the C3IS infrastructure

- Develop policies, SOPs and guidelines for interoperability of the

C3IS

- Establish information analysis capabilities at continental and

regional PLANELMS

5 CLB has achieved

Full Operating

Capability (FOC)

- CLB staff are in place; - CLB staff are trained; - CLB equipment are received,

stored and managed;

- List of strategic deployment stock is endorsed;

- Effective after-delivery maintenance;

- Existence of guidelines and SOPs for the management of

CLB;

- Conduct review of the CLB concept;

- Develop guidelines for the relationship of CLB and RLDs;

- Undertake a comprehensive technical assessment of the CLB and

RLDs;

- Develop generic CLB strategic deployment stocks for the AU PSOs

to include all components (Military,

Police and Civilian);

- Pre-position equipment to the RECs/RMs and Member States;

- Conduct technical and specialized training as well as ToT;

- Develop an MoU on AU access to UN Logistics Facilities;

- Develop an MoU with private sector providers;

- Submission of revised Mission Support concept for formal

- December 2020

AU/RECs/RMs

and Member

States

29 August 2018


endorsement by AU, REC/RM and

Member States;

- Develop Guidelines on the relationship between the CLB and

RLDs

- January 2019

6. The AU has

predictable and

sustainable

funding for its

PSOs

- Peace Fund is in place; - Mechanisms for the UN and

other Partners’ support in

place;

- Document on scales of support developed;

- Provide periodic reports on funding for AU PSOs;

- Pursue the implementation of UNSCR 2320 on UN support to AU

funding;

- Conduct an assessment for the requirements of AU PSOs;

- Develop scales of support; - Establish a coordinating mechanism

between the AU and RECs/RMs on

Common Costs and scales of

support including utilization of the

Peace Fund and other funding

mechanism;

- Implement Common Costs, scales of support and AU PSO legal

framework;

September 2018

AUC

7. Establish an AU

PSO/ASF

Maritime

Coordination Cell

- Formal agreements between the AU and RECs/RMs on

Maritime Coordination and

Cooperation made

- Maritime Information Analysis Cell established

- Develop appropriate procedures for the Maritime Coordination Cell

- Recruit personnel - Acquire requisite equipment and

necessary accessories

- Develop SOPs for the implementation of the Maritime

Information Analysis Cell

October 2019 AUC

29 August 2018


- Develop formal agreements between the AU and RECs/RMs on

Maritime Coordination and

Cooperation

STRATEGIC OBJECTIVE 2.2:

The ASF including Planning Elements has sufficiently qualified and skilled capacities and

capabilities (military, police and civilian) pledged and on standby. The personnel on the ASC

Roster are adequately trained against operational realities and recruitment/deployment policies

and processes in place reflect the peculiarities of respective components.

1. Generic and

component

specific Training

directives,

standards and

requirements

which meet

operational

requirements are

developed by the

AU

- Issuance of generic and

mission and component

specific Training Directives

and existence of training

standards that are aligned to

operational requirements

- ASF Training Policy is revised

to include development of

Standardisation and

Certification at respective

levels (AU, RECs/RMs and

AUMS) of responsibilities

within the ASF Training

Framework ASF Training

Directives, Standards/Manuals

and Reports are regularly

- Drafting of training standards based on lessons learned from current

operations

- Dialogue forums on training standards with stakeholders

- Support to training centres to enable

them facilitate ASF training in line

with AU strategic direction and

guidance

- Review and endorse training modules with support from African

training providers and other experts

as relevant

- Conduct training for all relevant stakeholders at the AU, RECs/RMs

and field operations (including for

2018/2019 AUC

29 August 2018


produced, reviewed, amended

and disseminated to relevant

stakeholders Agreement

between AU, RECs/RMs,

training centres, training

providers and partners on their

roles in line with their levels of

responsibilities as per the

continental training

architecture

- Existence of a system for training evaluation,

assessment, certification and

verification

- Evidence that training needs

and requirements are regularly

reviewed against experiences

and lessons

- Continuation of the Training

Centres Programme to

facilitate support to training

institutions to deliver and

conduct training for the AU

and ASF

Humanitarian Assistance and

Natural Disasters (HANDS)

- Build capacity of Member States towards standardized generic and

mission specific pre-deployment

training.

- Development of a certification process for assessing and evaluating

training programs.

2. The AU has

developed

component

specific

instruments for

- Existence of component specific individual and unit

skills and capabilities

assessment standard operating

procedures

- Development of component specific standard operating procedures for

individual and unit assessment,

verification and certification for

deployment

- Roll out SOPs by April 2018

AUC/RECs/RM

s

29 August 2018


individual and unit

assessment,

verification and

certification of

operational

readiness standards

- Component specific standardized AU and RECs

and approaches for the

assessment and verification of

individual and unit skills and

capabilities

- Existence of pre-deployment assessment report

- Deployment of individuals and units with the required

mission specific skills and

capabilities

- Acceptance by Member States and RECs of, and buy-in and

adherence to, the component

specific individual and unit

assessment and verification

and certification standard

operating procedures

- Conduct of pre-deployment assessment visits to mission area

- Conduct of component specific individual and unit pre-deployment

assessment and verification and

certification of capabilities

- Continuous monitoring and evaluation of operations and

performance to review and update

the component specific skills and

capabilities required during the

various stages of the operations

- Conduct for new missions in 2018-

19

- Conduct for new missions in 2018-

19

- Enhance monitoring and

evaluation

mechanisms in

2018-19

- Achieve 50-70% utilization by

2018

3. The ASC Roster is

populated with

candidates as per

the required

standards

contained in the

Selection

Guidelines Manual

and other

- Population of the database with suitable candidates

- Adherence to the selection standards and criteria

- Availability of a proportion of the candidates for deployment

if required

- Training and skills enhancement processes

facilitated to prepare

- Awareness-raising by AU, RECs/RMs and member states of

the ASC Roster

- Roster recruitment drives - Outline training needs to bridge

skills shortfalls

- Conduct of assessments of members of the roster to set standards

2018/2019 AUC

29 August 2018


similar/relevant

policy documents

personnel for rapid

deployment - Conduct of simulations on

recruitment

- Conduct of training courses on the AU PSO course categories to

facilitate skills enhancement of ASC

personnel

- Promotion of gender balance in the selection and recruitment of

personnel, as appropriate.

4. The ASC Roster is

utilised as the

recruitment tool for

deployments into

field operations

(including

deployment of

military and police

personnel as

appropriate)

- - Utilisation of ASC Roster

procedures for recruitment for

operations

- A pre-determined 50% /70% percentage of personnel are

recruited from the roster

- Dialogue forums within AU and RECs/RMs between relevant

departments on recruitment for field

operations

- Utilisation of roster systems and procedures for full recruitment cycle

- Assessment of recruitment processes for operations, and

generation of lessons learned

- Utilisation of lessons learned in further recruitment cycles

2018/2019 AUC

STRATEGIC

OUTPUTS

OUTPUT INDICATORS ACTION/PROCESSES Timelines Responsibility

STRATEGIC OBJECTIVE 3 : Effective Mission Management

1.

-

The AU

Comprehensive

Mission Start-up

Guide are fully

adhered to

- Mission start-up facilitated - Training and skills

enhancement in the overall

planning cycle

- Evidence of the adherence to AU planning process in the

planning, deployment and

- Hold an AU-REC/RM consultative session on the update of the Aide

Memoire

- Develop a concept of integrated planning and conduct of operations

- Develop SOPs for monitoring and evaluation of the implementation of

Missions’ mandate.

- 2020 - Conduct

consultative

sessions in

2018-2019

- AUC/REC/RMs

29 August 2018


liquidation of peace support

operations

- Overall and component specific policies, guidelines

and standard operating

procedures implemented

- Develop policy guidelines on safety and security framework for mission

personnel.

- Implement AU Commission approved plans to support

implementation of MIPs

- Assess current mission management practices to ensure that they are in

compliance with standing mission

management directives and SOPs.

- Propose remedial action to address under performance and to enhance

executive of operational budget

- Introduce bio-metric identification system for personnel in peace

support operations.

2.

Strategic guidance

provided to a

Mission

- Full establishment of the Peace Support Operations

Centre (PSOC)

- Continuous strategic support

and guidance

- Enhance interaction amongst the various HQs: Strategic,

Mission,, Force HQ

- Interactions between strategic HQs with the REC/ RM

- Interactions between strategic HQ with Mission area

- Develop organisational and staffing structure as well as detailed

equipment lists and other

requirements for effective

operationalisation of the PSOC.

- Develop SOPs to guide staff in the discharge of assigned

responsibilities in close

collaboration with regional

PLANELMs.

- Conduct predictive analysis integration into the PSOC

operations

2018/2019 AUC

29 August 2018


- Mission plans, Mission Implementation Plan, Mission

Specific Document,

Directives, CONOPS,

CONPLAN, Mission

Analysis, Operationalization

of PSOC,

- Monitor and attend all Peace and Security (PSC) Council sessions on

pending PSOs and serve as a nodal

point with RECs/RMs, strategic

partners and stakeholders on

planning of PSOs, develop Concept

of Operations (CONOPs),

Contingency Plans (CONPLAN)

for employment of forces in PSOs

and other operations. Develop

relevant mission specific document.

- Conduct fact finding and Technical Assessment Mission (TAM) in

collaboration with other AUC

departments/divisions including

mission analysis.

- Conduct Pre-deployment visits (PDVs) and also inspection visits to

AU missions to ensure compliance

with AU procedures and policies.

- Establish, fully operationalize and manage the Peace Support

Operation Centre (PSOC).

- Monitor implementation of Mission Implementation Plans (MIPs).

- General assessment of IED threats and related issues in all AU PSOs

29 August 2018


. - Strengthened Information Sharing Capabilities

- Enhance information capabilities for peace support operations

- Enhance the PSOD and Regional PLANELMs information analysis

cell.

- Develop an ASF SOP on information collection

- Develop guidelines on information capability in PSOs

- Establish mechanisms to provide a link between the AU and regional

PSOCs.

- Enhanced interface between Early Warning Systems and PLANELMs

in actual and contingency planning

for PSOs and monitoring of situations in potential and ongoing

conflicts.

- 2018/2019 AUC

3. Strengthen

adherence to AU

Compliance

Framework

- Evidence of a zero-tolerance against misconduct and abuse

in the PSOs.

- In-training of trainers as well as refresher courses in IHL and

Human Rights Law

- Awareness - Mobile courts - Review guidelines to TCCs - Review guidelines to PCCs

- Finalisation of the Policy on the Compliance Framework related

policies: Prevention of Sexual

Harassment, Exploitation and

Abuse and the Framework on

Conduct and Discipline

- Dissemination of Code of Conduct to all personnel contributing

countries,

- May 2018 (adoption)

AUC / RECs/RMs

/ AU PSOs/ MS

29 August 2018


- Enhancement of structures for effective implementation of

AU Framework

- Dissemination of Rules of Engagement and Directives on the

Use of Force to all P/TCCs

- Enhanced coordination between the Pre-deployment Verification and

Pre-deployment Training in order to

promote greater adherence to IHL.

- December 2018

4 Enhanced gender

representation in

conformity with

AU Gender

Policies

- Evidence of expected ratio gender representation in all

policies, procedures and

guidelines to ensure

recruitment of qualified

women affecting each

component.

- Establish policies, procedures and guidelines for monitoring and

evaluating the recruitment and

deployment of qualified women

- Encourage REC/RMs to develop similar documents

2018/2019 AUC

STRATEGIC

OUTPUTS

OUTPUT INDICATORS ACTION/PROCESSES Timelines Responsibility

STRATEGIC OBJECTIVE 4: Ensure that the transition and liquidation of AU PSOs are in

accordance with ASF Policy Guidance

1. The AU has a

standardised

transition for peace

support operations

-

- Joint coordination mechanism established between the AU-

UN and the AU-RECs/RMs

- Develop of standards between the AU/ UN for rehatting

- Engaging with key stakeholders through consultative meetings

- Engage with key stakeholders through consultative meetings

- Develop Joint AU-UN guidelines on transition

- Develop Joint AU-RECs/RMs guideline on transition

- Develop Joint AU –MS guideline on transition

2019/ 2020

AU/

RECs/RM

s /

29 August 2018


- Develop an SOP on transfer of authority from AU/RECs PSOs to

UN/AU PKOs as appropriate

- Develop accountability and functional standards for the

rehatting of AU personnel to UN

peacekeeping missions

- Develop Guidelines, standards and templates for relocation plans

- - Improved absorption and re-hatting of uniformed and civilian

personnel from AU PSOs to UN

peacekeeping missions

- - Improved coordination with

RECs/RMs and MS (no rehatting)

- - Relocation plan in place -

2. The AU has a

standardised

liquidation

guidelines for

peace support

operations

- Standardized separation and repatriation processes in place

- Standardized disposal of equipment in place

- Standardization of rehabilitation and handover of

facilities and land

- Clearance of claims and reimbursement

- Develop guidelines and criteria on liquidation

- Engage with key stakeholders through consultative meetings and

seek endorsement

2019 AU/

RECs/RMs

29 August 2018


3. Welfare of

personnel is

prioritised

- Welfare services available for all AU PSO personnel post-

employment

- Develop counselling/ welfare standards

-

2019 AU/

RECs/RMs

Existence of a

robust Monitoring

and Evaluation

(M&E) mechanism

- Adherence to existing AUC

reporting and M&E mechanisms

-

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