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Building a Security Cooperation Game-plan

Building a Security Cooperation Game-plan/Relationships Outline of Presentation. 1) Setting the Context:State of African Aviation and Air Power in Africa

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Building a Security Cooperation Game-plan

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    3. Setting the Context: State of Aviation and Air Power in Africa Aviation supports $9 billion in GDP and 430,000 jobs Africa accounts for only 3% of aircraft departures, yet 25% of global accidents Average age of aircraft is18 years [verify age] Military – history of air power in Africa is mostly one of high-priced “trophy” assets with infrequent usage Excessive reliance on contractors or international partners for training, maintenance, and transportation Excessive reliance on external partners for logistics/lift for peace support operations

    4. Africa: Accidents and Serious Incidents Report 1999-2007

    5. Identifying the Problem: Key Gaps and Challenges Lack of National Security Strategic Frameworks Lack of Capacity Impact of Colonial legacies/Challenges relating to interoperability Lack/Weak Strategic Frameworks: Historically, national airline powerful symbol of independence and sovereignty – many African states have not been able to break beyond symbolism Most African governments lack national security strategies or comprehensive White Papers on Security/Defense Africa still dominated by land-centric approach to security; maritime and air domains on margins. As a result, key role of air power in national security and development not sufficiently considered, resourced or prioritized. Also, unclear roles and missions of air forces

    6. Identifying the Problem: Key Gaps and Challenges 2) Lack of Capacity – Main Areas: Policy frameworks – variable application of regulatory frameworks Equipment, Infrastructure and Institutions – age, legacy systems, maintenance, and regulatory and oversight challenges Human Resources– training and retention Impact of Colonial Legacies/Interoperability Interoperability, standardization and approaches These 3 core areas provide a solid core of issues/needs around which a plan security cooperation and long-term relationship could be built: encouraging development of national security strategies inc. air component; building capacity to assure application and oversight of regulatory frameworks; building staff and institutional capacity, etc

    7. Entry Points/Pillars for Engagement and Relationship Building Understanding the Concept Underlying Africa’s Evolving Peace and Security Architecture, as well as key players necessary to make it work. Work in progress Key Players: African Union (continental level); RECs or Regional Economic Communities (sub-regional level), national governments (bilateral level). Also international and non-traditional partners Any engagement strategy/game-plan must involve ALL 5 levels.

    8. Africa’s Evolving Peace and Security Architecture African Union is key player - defining and coordinating Africa’s peace and security architecture, including ASF Sub-regional groups (RECs) are key: International nature of most security challenges in Africa – conflict, disasters, environmental etc –regional cooperation Economies of scale However must understand differences/internal dynamics of various RECs, including specter of African Head of State and impact on operations National level is building block for Africa Peace and Security Architecture -if national capacity is weak, ASF will not succeed An effective security cooperation model must engage at official level at all three levels –AU, RECs, and national/bilateral; but given current status of AU, important also to engage international and non-traditional partners

    9. African Union’s Regional Economic Communities (RECs)

    10. African Stand-by Force –The Plan African Union’s plan is that to establish 5 sub-regionally based Brigades (on stand-by) by 2010: EASBrig (East Africa) ECOBRIG ( West Africa) SADCBrig (Southern Africa) NorthBrig (Northern Africa) CentBrig (Central Africa) Each Stand-by Brigade: Will comprise military and civilian capabilities Will have Brigade HQ, Planning Element, Training Center, Logistics Depot (support infrastructure) Should be prepared to deploy under 6 different scenarios

    11. African Stand-by Force-Planned Capabilities Each Brigade should be able to address the following 6 scenarios within specified timeline: AU/Regional military advice to a political mission – within 30 days AU/Regional Observer mission co-deployed with UN mission –within 30 days Stand-alone AU/Regional Observer mission – within 30 days AU/Regional Peacekeeping Mission for Chapter VI and preventive diplomacy missions- - within 30 days AU Peacekeeping Force for complex multidimensional peacekeeping missions within 90 days – military components in 30 days AU intervention (i.e. in situations of genocide, crimes against humanity, etc) – within 14 days with robust military force Air Power is critical to success of African Union Standby Forces; ASF cannot successfully perform without reliable, sustainable, air component. A natural engagement point for AFRICOM

    12. The African Standby Force –Possibilities for Engagement Variable progress among the 5 sub-regions re. stand-up of the Brigades; highly unlikely that 2010 full-stand up goal will be attained Defining African Air Security Strategy as part of Peace and Security Architecture --AU Engaging 5 ASF Brigades on air component issues Working with AU Peace and Security Commission and the AU-defined sub-regions to establish training and maintenance hubs Enhancing interoperability among and within RECs Closer coordination with international partners on how best to engage –priorities, division of labor, timing, and instituting African ownership

    13. The African Union’s Capacity Building Priorities and Concerns (2008) Institution Building Funding—timely provision of resources but also timely accountability by AU Logistics Administrative support and management capabilities –lack of absorptive capacity PSO Best Practices PSO Lessons Learned Negotiation skills Enabling AU to take lead in complex peacekeeping capacities Coordination among international partners and donors –priorities, conditionalities, burden of reporting req., etc.

    14. Building Partnerships and Strengthening Relationships: 10 Years of Lessons Learned from the Africa Center Core Mission of the Africa Center: Support US policy objectives to enhance security through capacity building (individuals and institutional) and security sector professionalism in Africa –Invite individuals and institutions to programs Short and long-term focus – mid- and senior officials, holding security-related portfolios; pilot program for including NGOs and civil society. Mid-level target allows us to invest in the future of African security, and in long-term US-Africa relations Use African security perspectives to inform US security policy towards Africa –serve as a bridge at strategic level Build long-term mutually beneficial security sector relations between US and Africa (what is in it for US and what is in it for Africans –question to be answered before launching any program)

    15. Building Partnerships and Strengthening Relationships: 10 Years of Lessons Learned from the Africa Center Consultation and building trust: Africa Center three-stage consultative process for program development: i) USG policy buy-in/coordination; ii) African political buy-in; iii) substantive/expert input and refinement Consultation is long-term and on-going; time-consuming but has served us well Engagement and cooperation plan reflecting African concerns and priorities: i) 2007 USAFE African Air Chiefs Conference (Ramstein, Germany) –very clear articulation of challenges and priorities– same as those highlighted in key gaps and challenges ii) Utilize African recommendations as entry points and pillars for plan/engagement. iii) Confluence with US priorities very clear iv) Build African ownership into the plan

    16. Building Partnerships and Strengthening Relationships: 10 Years of Lessons Learned from the Africa Center 3) Invest in people AND institutions at national and sub-regional level No one-size-fits-all approach; understand differences among countries and regional organizations --e.g., ECOWAS and SADC Develop multi-layered and reinforcing approach: national, sub-regional and international. Identify national vs. sub-regional focus areas: e.g. permanent airlift assets are probably out of reach for many African nations –pooling resources more feasible, therefore sub-regional/ASF approach. Similarly, regional hubs for maintenance and training approach might be more meaningful in African context Encourage cooperation within and among sub-regional groups Facilitate US Inter-agency planning and coordination (follow up to Gulf of Guinea Maritime Conference) Facilitate and encourage international cooperation, coordination and partnership (AU and ECOWAS and impact of uncoordinated international assistance) Develop and commit to long-term strategy and sustainable program for building partnerships and relationships

    17. Africa Center for Strategic Studies National Defense University 300 5th Avenue, Bldg 62 Fort McNair Washington, DC 20319-5066 ACSS website: http://www.africacenter.org Email: africacenter@ndu.edu Ambassador (ret.) William Bellamy, Director Phone: (202) 685 7308 Dr. Monde Muyangwa, Academic Dean Phone: (202) 685 7313 Mr. Cliff Bernath, Director of Community Outreach and Public Affairs Phone: (202) 685 7350

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