The African Union Civilian Standby Roster - ZIF · The African Union Civilian Standby Roster3 Table of Contents 1. Acronyms 4 2. Background 5 3. The AU Civilian Standby Roster Implementation

The African Union Civilian Standby

Roster

African Union Commission

The recommendations in this report have been generated through a number of initiatives aimed

at developing a Civilian Standby Roster for African Union (AU) peace and security deployments.

The initiative to develop the Standby Roster is led by the African Union Commission (AUC)

with the support of Member States, Regional Economic Communities (RECs) and Regional

Mechanisms (RM), member institutions of the African Peace Support Trainers’ Association

(APSTA), civil society organizations and international partners (specifically the German Centre

for International Peace Operations and the Norwegian Refugee Council). The project is made

possible by funding provided by the Deutsche Gesellschaft für Internationale Zusammenarbeit

(GIZ) GmbH on behalf of the German Government, building on initial efforts supported by

the Royal Norwegian Ministry of Foreign Affairs through the Training for Peace (TfP) in Africa

Programme.

Copyright © African Union Commission 2011

ISBN: 978-0-620-47402-3

African Union Commission

P O Box 3243

Addis Ababa

Ethiopia

Tel: +251 113 724724

Fax: +251 113 206592

Web: <www.africanunion.org>

Email : [email protected]

Compiled by: Ms Yvonne Kasumba and Dr Walter Lotze

Design and Layout: Liese Naudé

Printed by: Central Printing Press

The African Union Civilian Standby Roster 3

Table of Contents

1. Acronyms 4

2. Background 5

3. The AU Civilian Standby Roster Implementation Workshops 8

4. Implementation Plan for the Development of the AU Civilian

Standby Roster 10

5. Design of the ASF Rostering Process 19

6. Design of the Mediation Rostering Process 30

7. Design of the PCRD Rostering Process 36

8. Progression of Individuals Through Roster Categories 42

9. Developing the AU Civilian Standby Roster: Key Considerations and

Recommendations 44

10 The Way Forward 48

Annex 1: Agenda – AU Civilian Standby Roster Implementation

Plan Workshop 49

Annex 2: Participant List - AU Civilian Standby Roster Implementation

Plan Workshop 52

4 The African Union Civilian Standby Roster

AcronymsACCORD African Centre for the Constructive Resolution of Disputes

AFDEM African Civilian Standby Roster for Humanitarian and Peace Support

Missions

AHRM Department of Administration & Human Resource Management

AMISOM African Union Mission in Somalia

APSTA African Peace Support Trainers’ Association

ASF African Standby Force

AU African Union

AUC African Union Commission

EASFCOM Eastern African Standby Force Coordinating Mechanism

EASF East African Standby Force

ECCAS Economic Community of Central African States

ECOWAS Economic Community of West African States

EU European Union

GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

NARC North African Regional Capability

NRC Norwegian Refugee Council

PCRD Post-Conflict Reconstruction and Development

PLANELM Planning Element

PSD Peace and Security Department

PSO Peace Support Operation

PSOD Peace Support Operations Division

RECs Regional Economic Communities

RMs Regional Mechanisms

SADC Southern African Development Community

UN United Nations

ZIF German Peace Operations Centre


1. Background

The African Union Commission (AUC) regularly recruits and deploys a range of civilian personnel across a broad spectrum of peace and security operations on the African

continent. In particular, the AUC undertakes mediation missions (such as in Madagascar, Côte

d’Ivoire, and Sudan), deploys multi-dimensional Peace Support Operations (PSOs) - such as

in Darfur and Somalia - and undertakes post-conflict reconstruction and development needs

assessments (such as in Liberia, Sierra Leone, Sudan and the Democratic Republic of the

Congo).

To date, the deployment of civilian personnel in such operations has largely been managed on

an ad hoc basis, and numerous challenges have been faced in the recruitment and deployment

of civilian personnel at short notice. Increasingly the AUC has recognized the need to better

plan for and manage such deployments. In particular, there has been a recognition of the

need to develop a trained and dedicated pool of experts for deployment, and to manage

deployments in a more effective and efficient manner.

Recognising that civilian expertise, which are often cross-cutting, are required for a range of

peace and security operations undertaken by the AUC, the Peace and Security Department


(PSD) in late 2010 decided to establish an AU Civilian Standby Roster platform, designed to

meet the requirement for civilian personnel across the range of AU operations.1

In particular, the roster was conceptualised with the intention of meeting the needs of the

Mediation Unit, of the Peace Support Operations Division (PSOD), and of the Post-Conflict

Reconstruction and Development (PCRD) Unit. With regards to the Mediation Unit, the

roster shall be designed to make mediation envoys, mediation experts, substantive experts

and mediation support staff available for rapid deployment. With regards to the PSOD, the

roster shall be designed to make senior mission leadership personnel, mission management

personnel, substantive personnel and mission support personnel available for deployment.

With regards to the PCRD Unit, the roster shall be designed to make post-conflict experts

available for deployment.

Building on work previously undertaken by the AU to establish a database of mediation experts,

a database of post-conflict reconstruction and development experts, and a continental civilian

Standby Roster for the African Standby Force (ASF)2, and working closely together with the

Department of Administration and Human Resource Management (AHRM) in the Commission,

between 2010 and 2011 an appreciable amount of progress was achieved with regards to

further conceptualising the process for the development of an AU Civilian Standby Roster.

From October 2010 to January 2011 a scoping study for the development of the roster was

commissioned, to identify and outline some of the major technical considerations impacting on

the design and development of the roster. In February 2011, the Commission hosted a meeting

1 The Policy Framework for the Establishment of the African Standby Force and the Military Staff Committee, Exp/ASF-MSC/2 (1) directs the AU to establish and centrally manage a roster of mission administration and civilian experts to handle human rights, humanitarian, governance, reconstruction and DDR functions in future missions. The AU Policy Framework for the Civilian Dimension of the African Standby Force (2008) further directs the Peace Support Operations Division (PSOD) to develop a civilian standby roster that will consist of civil servants of AU Member States, Regional Mechanisms, other African intergovernmental bodies and civil society. The 6th Meeting of African Chiefs of Defence Staff and Heads of Safety and Security and the3rd Ordinary Meeting of the Specialized Technical Committee on Defence, Safety and Security OF May 2009 directed the Commission to establish an ASF roster based on the discussions of the AU Civilian Dimension Staffing, Training and Rostering Workshop (10 – 12 July 2008, Kampala, Uganda). The 7th Meeting of African Chiefs of Defence staff and Heads of Safety and Security Services and the 4th Ordinary Meeting of the Specialized Technical Committee on Defence, Safety and Security in December 2010 urged the Commission and the Regions to work closely together in the development of an integrated ASF Civilian Standby Roster, in conformity with the recommendations of the report of the Dar es Salaam ASF Civilian Dimension Technical Rostering Workshop (1–3 July 2009) and to report regularly on its progress. In its Decision on the AU Policy Framework on Post-Conflict Reconstruction and Development Document. EX.CL/274 (IX), the Executive Council endorsed the policy framework on PCRD, and requested the Commission to develop a database of African experts on PCRD to be placed at the disposal of countries emerging from conflict.

2 See AU PSOD ASF Civilian Dimension Staffing, Training and Rostering Report, 2008; AU PSOD Civilian Dimension Standby Roster Report, 2009; Developing the Mediation and Post Conflict Reconstruction and Development Pools of the AU Peace and Security Department Roster, 2011.


to develop an implementation plan for the period 2011 – 2013, the envisioned development phase of the roster, as well as a detailed work plan for 2011. The implementation meeting brought together representatives of the various units of the PSD namely the Mediation Unit, the PSOD, and the Post Conflict Reconstruction and Development Unit (PCRD), as well as the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH on behalf of the German Government, which serves as the partner for the Commission in the development of the roster. The workshop was also attended by representatives of expert roster organisations, namely the African Civilian Standby Roster for Humanitarian and Peace Support Operations (AFDEM), the German Centre for International Peace Operations (Zentrum für Internationale Friedenseinsätze – ZiF) and the Norwegian Refugee Council (NRC).3 Of these, the ZiF and the NRC have been appointed to support the Commission in the development of the roster with technical expertise.

Between March and May 2011, the Commission undertook a series of roundtable meetings with the respective Regional Economic Communities (RECs) and Regional Mechanisms (RMs) which are stakeholders to the development and utilisation of the AU Civilian Standby Roster, including the Southern African Development Community (SADC), the East African Standby Force Coordinating Mechanism (EASFCOM), the Economic Community of Central African States (ECCAS), the Economic Community of West African States (ECOWAS), and the North African Regional Capability (NARC). The consultations with the RECs/RMs highlighted that there was a strong desire for the development of one integrated continental civilian standby roster and that the AU should take the lead and provide clear guidance in this process. Given that RECs/RMs, in particular through the development of the African Standby Force (ASF), increasingly are required to develop the ability to deploy expert civilian personnel across a range of peace and security operations, there was a clear recognition that the development of a common rostering platform and approach integrating the continental and regional levels was a pre-requisite for the development of deployable civilian capacities in Africa.

In addition to the consultations with the regions, the Commission, together with the African Centre for the Constructive Resolution of Disputes (ACCORD), hosted a workshop on Developing the Mediation and PCRD Pools of the AU Peace and Security Department Civilian Standby Roster4 to generate an enhanced understanding of the rostering requirements of the AU Mediation and PCRD Units. Further to this, several technical meetings on the design

and development of the AU Civilian Standby Roster were conducted with partners during the

period November 2010 – May 2011.

3 The ZIF database is perhaps the most advanced and sophisticated database of its kind. It is presently utilized by the European Union, the Norwegian Refugee Council and under consideration for use by the United Nations amongst others. The Norwegian Refugee Council has vast experience and expertise vis-à-vis managing the human resource aspects of field deployments.

4 This workshop took place from 14–15 May 2011 in Durban, South Africa.


2. The AU Civilian Standby Roster Implementation Workshop

Building on the efforts undertaken to develop the roster, the Commission in May 2011 hosted

the AU Civilian Standby Roster Implementation Workshop in Kampala, Uganda, from

30–31 May 2011, supported by GIZ.1 In attendance at the workshop were representatives

from various Departments, Divisions and Units of the AU Commission, the RECs and RMs,

the Regional Training Centres of Excellence, the African Peace Support Trainers’ Association

(APSTA), the United Nations (UN), the European Union (EU) and training and rostering

organisations/service providers.2

The workshop had four primary objectives, namely:

1. To share the work undertaken to date in the establishment of the roster;

2. To discuss the various rostering processes which had been developed;

3. To validate the system design and the selected technical platform (database) as well as

key steps for the development of the roster going forward; and

1 The workshop agenda is attached as Annex 1 to this report.

2 The workshop participant list is attached as Annex 2 to this report.


4. To solicit recommendations and inputs prior to the further development and roll out of the roster.

This report aims not to present the proceedings of the workshop, but rather to present the

conceptual underpinnings, design and further development plan for the AU Civilian Standby

Roster as per the recommendations and outcomes of the Kampala workshop in May 2011.

This report therefore serves to document the decisions of the Kampala workshop as these

relate to the design, development and roll-out of the roster going forward.


3. Implementation Plan for the Development of the

AU Civilian Standby Roster

The next phase in the establishment of the roster shall entail a number of key steps including:

(1) the development of an AU human resources policy framework for civilian recruitment

and deployment in peace and security operations, (2) the establishment of a dedicated Peace

and Security Human Resources Cell in the Department of AHRM of the AU Commission, (3)

the development of a prototype database, (4) the development of an inter-linked (regional and

continental levels) database, and (5) the recruitment and training of roster focal points at the

regional and continental levels. During the workshop, each of these steps were elaborated on

as explained below:

3.1 Development of an AU Human Resources Policy Framework for Civilian Recruitment and Deployment in Peace and Security Operations

The development of an AU human resources policy framework to support the recruitment

and deployment of civilian personnel in peace and security operations is the most important

step in ensuring that the Commission is able to recruit, deploy and retain the requisite civilian

expertise across a broad range of peace and security operations. Although the Commission


has experience in deploying civilian personnel, there is at present no policy framework that

either enables or supports specialised short-term recruitment and deployment. Recruitment

and deployment has happened on a largely ad hoc basis, utilising regular AU recruitment

procedures, rules and regulations, as outlined in existing AU human resources policy

frameworks. These policy frameworks were designed primarily for the purpose of recruiting

permanent and project-based (short-term) personnel to the Commission in Addis Ababa and

the various liaison offices operated by the AU. As such they are currently not geared towards

supporting the unique human resources requirements of AU peace and security operations,

which require rapid recruitment and deployment of specialised and trained personnel, and

which should address the difficult working and environmental conditions faced by civilian

personnel operating in field missions.

For instance, mediation envoys and experts are rapidly recruited on an ad hoc basis, making

use of recruitment waivers and exemptions, as opposed to being recruited via dedicated

channels. While mediation missions have generally made use of waivers and exemptions

to enable rapid deployment, peace support operations (PSOs) have not been able to make

use of such mechanisms, and follow regular AU recruitment rules and regulations. In some

instances, rapid recruitment and deployment is possible. At the end of 2010, for example,

recognising the urgent need for additional personnel, twenty-five civilian personnel were

recruited within the period of one month for the African Union Mission in Somalia (AMISOM).1

This however represents the efforts of the Commission to recruit personnel on an emergency

basis, as opposed to having developed a recruitment system tailored to the specific needs of

peace and security operations.

Further, no AU policies or rules and regulations currently exist with regards to deployment

procedures, insurance policies, rest and recuperation cycles, conduct and discipline,

performance management, staff welfare, safety and security and other considerations for

civilian personnel deployed in AU field operations. This represents both a serious gap, as

well as a serious threat, to the effective conduct of these operations, as well as to the safety

and well-being of civilian personnel deployed therein. The safety and well-being of personnel

deployed in AU peace and security missions should be a matter of the highest concern. When

personnel are deployed, particularly in high risk environments, the AU should develop a strong

duty of care towards its staff, and should ensure all the necessary support and training are

provided in this regard. Additionally, there is need to pay greater attention to support aspects

for civilian personnel once they have been deployed to the field.

The development of an AU human resources policy specifically tailored to the needs of civilian

recruitment and deployment in peace and security operations, which represents a specialised

1 Consultations with Administration and Human Resources Development personnel, May 2011.


area of human resources planning and management, has therefore been identified as a

priority in the overall development of the AU Civilian Standby Roster. This policy framework

shall outline considerations related to recruitment and deployment, personnel administration,

service conditions, and management in the field, amongst others. The policy framework shall

further outline responsibilities and standards for insurance, travel, leave, safety and security,

welfare, rest and recuperation, evacuation, repatriation, and other matters of relevance to field

deployments of civilian personnel in AU operations.

Whilst the human resource considerations for field deployments are costly, they are critical for

the overall efficiency of the mission and the general safety and well-being of staff. In addition,

it should be borne in mind that the absence of such dedicated policy frameworks, rules and

regulations has proven very costly to the Commission to date, both in terms of financial

considerations and in terms of human resource considerations, where both Commission

personnel administering recruitment and deployment as well as civilian personnel in the field

have operated without sufficient policy guidance. Developing a dedicated human resources

policy for civilian recruitment and deployment in peace and security operations will therefore

greatly enhance the efficiency and effectiveness of the AU in its peace and security interventions

across the continent.

3.2 Establishment of a Dedicated Peace and Security Human Resources Cell in the AU Department of Administration and Human Resource Management

A further key step in the development of the AU Civilian Standby Roster is the establishment of

a dedicated Peace and Security Human Resources Cell in the AHRM Department. At present,

all human resource matters of the Commission, including for field deployments, are handled

in the same manner by the AHRM Department, which is responsible for servicing all human

resource requirements of the AU. However, with the increased need for civilian deployments

in AU field missions, the development of a specialized human resources capacity dedicated to

servicing the needs of peace and security operations is a priority.

The specialised Peace and Security Human Resources Cell would focus on providing support

to the recruitment and deployment of civilian personnel for field operations. The Cell would not

be designed to replicate the functions of the AHRM Department overall, but would assume

responsibility for those aspects of work that are particular to recruitment and deployment for

field operations. These would include, but not be limited to, the following functions:

• Developing standards for job descriptions (general requirements and mission-specific

requirements)

• Drafting vacancy announcements


• Overseeing the drafting of job descriptions in missions

• Developing and adapting selection procedures and standards for the roster and for

missions

• Communicating on a regular basis with the RECs/RMs and Member States

• Issuing vacancy announcements to the RECs/RMs and Member States

• Processing nominations from the RECs/RMs and Member States

• Taking part in, and overseeing, the recruitment process

• Processing direct applications

• Developing mission-specific human resources policies, rules and procedures (including for

locally-hired support staff)

• Monitoring the implementation of human resources policies, rules and procedures

• Overseeing the mission human resources budget

• Overseeing the mission payroll

• Serving as a point of contact for grievances

• Monitoring the status of the roster

• Updating the roster with relevant supporting information (performance appraisals, training

assessments,)

• Developing procedures for deployment and check-lists

• Developing standardized contracts

• Developing training for mission human resources personnel

In addition, the Cell would also be responsible for administering the contractual aspects of

civilian deployments in field operations, including the following:

• Salaries and salary scales

• Per diems

• Hazard pay

• Insurances

• Hardship allowances

• Housing allowances

• Duration of contracts and contract renewals

• Probation periods

• Termination of contracts

• Welfare

• Rest and Recuperation (R&R)

• Leave / home leave

• Holidays

• Entitlements

• Privileges and immunities


• Recruitment pre-requisites (health, language, drivers licenses, criminal records)

• Assessment of security situations

• Assessment of duty stations (family station, welfare criteria, suitability of accommodation

and office facilities)

While the Peace and Security Human Resources Cell would be responsible for administering

recruitment and deployment functions particular to peace and security deployments, the

AHRM Department would maintain full and final responsibility for the issuance of contracts

and the enforcement of AU human resources policies and rules and procedures, and would

retain full oversight over the work of the Cell.

3.3 Development of a Demonstration Database

The development of a demonstration database, in particular in the initial phases, is an

important step in support of the development of the roster, both in terms of generating

awareness and understanding of the role that the database plays in a rostering process, and

in terms of assisting the key stakeholders in the further design, development (in particular, the

automation and non-automation elements) and refinement of the roster and database. The

PSD has developed a demonstration database, based on the ZiF demonstration database,

and this shall form a part of the design, development and testing process of the roster going

forward2. The demonstration database shall be hosted online, and access shall be provided to

AU Commission personnel, focal points in the RECs/RMs, representatives of training centres

and the rostering community and partners on a restricted basis.

3.4 Development of a Prototype Database

3.4.1 Development of one AU Civilian Standby Database and Rostering System

A prototype of the database supporting the Standby Roster shall be developed on the basis

of the human resources policy as described above as well as the demonstration database,

and shall be designed to ensure the optimal integration of automated and non-automated

processes. The database shall be developed using the ZiF database as a platform, and shall

be further developed and enhanced based on the particular needs both of the Commission

and of the RECs/RMs3.

The database shall be developed on the basis of the needs of the PSOD, the Mediation Unit

and the PCRD Unit, and the deployments which shall be most typical by each stakeholder

2 Due to practical considerations, the demonstration database shall be developed in the English language only.

3 Due to practical considerations, and the need for ongoing testing and re-development, the prototype of the database will be developed in the English language only over the initial three-year development period of the roster.


respectively. Therefore, the database shall be developed catering to three types of recruitment

and deployment needs (ASF, Mediation and PCRD). It is important to note that skill-sets are

often cross-cutting, and that suitably qualified and experienced personnel can be deployed

in support of a range of peace and security operations. The database shall therefore not be

developed on the basis of separate pools, but on the basis of skills categories.

3.4.2 REC/RM and AUC ASF Database Integration

The ASF builds on a conceptual model whereby PSO capabilities are developed in five

security regions (the North, East, South, West and Centre) by five RECs/RMs – EASFCOM,

ECCAS, ECOWAS, NARC, SADC - with strategic guidance being provided at the continental

level by the AUC. When AU-mandated PSOs are deployed, the Commission shall draw on the

ASF capabilities developed at the level of the regions. The Commission shall not generate

its own capabilities for deployment, other than at the level of Senior Mission Leadership,

where personnel are recruited directly by the Commission. Within this context, the AUC shall

make use of the civilian capacities generated at the level of the regions for deployment in AU-

mandated PSOs. The integration and inter-operability of the rostering system and the database

supporting this roster at the level of the regions and at the continental level is therefore key to

success and underpins the effectiveness of the roster.

AU ASFContinental

ECOWAS Standby

ForceDatabase

FOMACDatabase

EASFDatabase

NARCDatabase

SADC Standby

ForceDatabase

Diagram 1: REC/RM and AUC ASF Database Integration


Due to the requirements of integration and interoperability, the Commission has taken the lead

in the development of the rostering system, including the database, in close consultation with

the RECs/RMs. In so far as AU PSOs are concerned, one database, which can be utilised both

by the RECs/RMs and the Commission, shall be developed. Similarly, one human resources

rostering system for AU-mandated deployments shall be developed, according to AU human

resources policies, rules and regulations. In the case of AU-mandated deployments, it is of

critical importance that AU human resources procedures are adhered to, to ensure that civilian

personnel are recruited and deployed in a timely manner. In the case of non-AU mandated

(regional) deployments, it is anticipated that the regions can make use of the roster in

support of their deployments, applying regional human resource policies and procedures in

the recruitment and deployment phases. In the interests of inter-operability, and to ensure

that missions can be re-hatted when required in as efficient a manner as possible, it is

recommended that the regions align their human resources policies, rules and procedures

as closely to those of the AU as possible in respect of civilian personnel recruited for peace

and security operations.

Each REC/RM shall populate and maintain a regional database of civilian personnel. The five

regional databases shall form the basis of the continental database at the level of the AUC,

providing the Commission with an overview of which capacities are available at any given

point in time, on a real-time basis, across the five regions. Due to the human resources policy

requirements of the Commission, the Commission shall also at all times have read-only access

to the profiles of the roster candidates and approved roster members databases of the RECs/

RMs. The Commission shall only have access to statistical information (on an anonymised

basis) such as age, sex, nationality, language skills and years of relevant experience, while

the RECs/RMs shall maintain full access to their regional database at all times. This shall

enable the Commission to assess which capacities exist in each region, without having access

to confidential data. Only once a region has nominated candidates for a vacant position (see

4.2.8) shall the Commission be provided with full read-only access to the candidate’s profile

on the database, which is required for final short-listing and recruitment procedures. This shall

enable the Peace and Security Human Resources Cell personnel in the Commission to ensure

that all required human resources rules and regulations have been adhered to in a satisfactory

manner, and shall enable the AHRM Department to maintain full oversight, and final control,

over all recruitment processes.

In addition to the capacities generated by the RECs/RMs, which shall maintain these in

databases populated at a regional level, the Commission shall populate and maintain its own

pool of AU-trained Senior Mission Leadership personnel, as the AU trains and recruits senior

mission personnel on an independent basis. Participants at AU Senior Mission Leadership


courses, run on a bi-annual basis, shall be invited to apply as roster candidates, and shall

enter the ‘Advanced Screening’ stage (see 4.2.4) directly. The AUC shall short-list, recruit

and deploy senior mission leadership personnel for AU-mandated operations directly from

this pool, as per the stages in the rostering process outlined throughout the remainder of this

document.

The Commission shall further develop and maintain a pool of experts who can be deployed

rapidly to constitute a mission headquarters, when required. This pool shall be comprised

of personnel working in the AU Commission, or in the Commissions and Secretariats of the

RECs/RMs, with personnel being drawn both from the standby force planning elements and

from other Commission and Secretariat organs as required.� Personnel shall be screened and

authorised for deployment in a similar fashion to regular roster members, and shall receive

appropriate levels of training to ensure that they can perform their tasks in a field operation as

required. It is intended that this pool of roster members, who hold regular employment with their

respective Commissions and Secretariats, shall not be issued with contracts of employment

by the AUC when deployed, but shall only be provided with support to enable them to deploy

to the field for a limited period until a mission headquarters is operational, before returning to

their regular duty stations.

In addition to the above, the Commission shall develop and maintain a Junior Professionals

pool in the database, specifically targeting entry-level professional staff, who can be made

available for deployment to field missions to provide specific areas of programmatic support

on a short-term basis as required by the mission. It should be highlighted that this pool of

personnel are to be considered for deployment to a field mission on a short-term basis only for

specific purposes, and do not represent a form of long-term capacity which can be drawn on

for AU-mandated peace support operations.

3.5 Recruitment and Training of Roster Focal Points

The successful establishment and operationalisation of the AU Civilian Standby Roster shall

necessitate the acquirement of the necessary human resource capacity to manage the roster

on a day-to-day basis, both at the level of the AUC and at the RECs/RMs. Whilst there is a

necessity (as described above) to establish a Peace and Security Human Resources Cell

in the AHRM Department, it is also crucial to recruit suitable personnel to serve as focal

points for the management of the roster, which shall primarily entail populating the database,

managing the pool of personnel in the database, overseeing the management of the roster at a

continental level, and liaising on a regular basis with the RECs/RMs. Similarly, each REC/RM

shall appoint a roster focal point, who shall be responsible for the population and management

of the roster at a regional level.


In support of the development of one, inter-operable continent-wide roster for the ASF, the

AUC shall provide financial support for the recruitment of one roster focal point in each region,

provide support for the salaries of the roster focal points for an initial period of three years, and

provide the required information technology infrastructure to develop and manage the roster

in each region. The exact support package shall be determined on a case by case basis, and

in consultation with the respective RECs/RMs. Following the initial development period for the

roster, it is expected that each REC/RM assume the costs for retaining the roster focal points

and managing the roster, including the database and the required hardware, at a regional

level.

In addition to the provision of financial support for an initial three-year period, a full training

support package targeted at the rostering focal points and human resources personnel shall

be developed and implemented by the AUC and its roster development partners. The training

support package shall be conducted over a three month period (with regular refresher training),

and shall focus on providing the focal points and human resources personnel with a solid

foundation in a number of key areas, including, but not limited to, a background to peace and

security operations (with a special focus on AU operations); the civilian dimension of peace

and security operations; rostering (the concept, rationale, operations and models); practical

training to assist with the efficient and effective management of the roster from a technical

perspective; operating the AU database; AU human resource rules and procedures; and how

to work with Member States and the training community in operating the roster


4. Design of the ASF Rostering Process

4.1 Key Enablers for the Rostering Process

Several key enablers serve as pre-requisites for the effective and efficient functioning of the

roster. For one, standardised job descriptions are important, as these serve as guidelines

for the screening and selection of candidate roster applicants on a standardised basis by each

of the RECs/RMs. For another, standardised selection criteria need to be applied by each

REC/RM and the AUC in the short-listing and recruitment of roster members when recruitment

for vacant positions commences. In addition, training standards for civilian personnel in PSOs

must be developed to ensure that each region is able to train civilian personnel for the roster,

and ultimately for deployment in AU-mandated operations on the basis of AU standards.

4.2 Design of the Rostering Process

As already indicated, the ASF builds on a conceptual model whereby PSO capabilities are

developed in five security regions with strategic guidance being provided at the continental

level by AUC (see 3.4.2). The interactions between the Commission and the RECs/RMs at

each step of capability development, maintenance, utilisation and retention, and the roles and


responsibilities of the Commission and the RECs/RMs within the context of the ASF concept,

inform the design for the development of the ASF component of the Standby Roster.

In the ASF context, eleven key steps can be identified in the rostering process, namely (1)

identification of roster candidates, (2) initial screening of roster candidates, (3) training of

roster candidates, (4) advanced screening of roster candidates, (5) placement of members

on roster, (6) notification of vacancy announcements, (7) short-listing by the RECs/RMs, (8)

short-listing and recruitment by the AU, (9) deployment, (10) deployment support, and (11)

post-deployment support. This process is reflected visually in the diagram below.

Each key step in the ASF rostering process can be further divided into sub-steps or supporting

processes. These shall be addressed below:

REC/RM

Other

Responsibility

AUC

Responsibility

1. Identification4. Advanced Screening

2. InitialScreening

3. Training

Key:

Diagram 2: The ASF Rostering Process

5. Placementon Roster

6. VacancyAnnouncement

7. REM/RM Short-Listing

8. AU Short Listing and Recruitment

9. Deployment10. Deployment

Support

11. Post-Deployment

Support


4.2.1 Identification

The RECs/RMs are responsible for the generation of civilian capacities for deployment in the

ASF. The regional planning elements are therefore responsible for identifying potential roster

candidates, the first step in the rostering process.

Two entry points for the process of selecting roster candidates, and ultimately for placement

on the roster, are possible. First, the RECs/RMs shall forward requests to their Member States

for nominations of potential roster candidates. Requests for nominations from Member States

shall include standardised job descriptions and details of eligibility requirements for placement

on the roster. Second, the planning elements shall solicit and receive direct applications from

interested individuals who are either resident in the region, or hold nationality of a state which

is a member of the region. Both types of candidates may complete initial roster candidate

profiles on the database.

Diagram 3: Identification Work Flow:

4.2.2 Initial Screening of Candidates

Roster candidates shall complete online profiles on the database. Candidates shall complete

their personal profile, and shall upload the required documentation (Curriculum Vitae, certified

copies of degrees or certificates of higher education, certified copies of driver’s licences, and

other material as required). The rostering officer at the planning element, working together

with the human resources personnel at the planning element, shall validate the documentation

and review the candidate’s self-assessed competencies, making alterations where required

and shall conduct telephonic reference checks.

Member State Nominations

Direct Applications

REC/RM Invites Nominee to

Apply to Roster

Applicants Complete ‘Roster

Candidate’ Profile on Database


Diagram 4: Initial Screening Work Flow

4.2.3 Training of Candidates

When relevant training courses are to be conducted, either by the Regional Training Centres

of Excellence or by other Training Service Providers, the Planning Element (PLANELM)

shall generate a list of training candidates, drawing from the pool of roster candidates on the

database who have completed their profiles and where initial screening has been completed.

The REC/RM shall forward the list of relevant course participants to the training institutions.

The training institutions shall extend letters of invitation for participation to a course on offer

to the recommended participants, and shall manage the preparation of participation lists.

Where further participants are required due to the unavailability of recommended participants,

the training institutions shall liaise closely with the planning element in the identification of

alternate participants. Where roster candidates have already participated in relevant training

courses, and it is deemed that no further training is required, the roster candidate shall bypass

the training stage, and proceed directly to the ‘Advanced Screening’ stage of the rostering

process.

Roster Candidate Profile Completed

Submission of Supporting

Documentation

Reference Check

Validation of Competences

Validation of Documentation


4.2.4. Advanced Screening

Following completion of the training course, or where a roster candidate is not deemed to

require further training and bypasses the training stage of the rostering process, advanced

screening shall be undertaken. For roster candidates who have completed a training course,

the relevant Regional Training Centre of Excellence or recognised Training Service Provider

shall forward the relevant course certificates and evaluation records to the REC/RM. Where

a roster candidate has bypassed the training stage, and has previously undergone relevant

training courses, the roster candidate shall be required to forward the relevant certificates and

other materials directly to the REC/RM. The certificates and other relevant material shall be

uploaded to the roster candidates’ profile, and a telephonic interview shall be conducted, to

further assess and verify the suitability of the roster candidate for deployment to a PSO.

Diagram 5: Training Work Flow

Diagram 6: Advanced Screening Work Flow

List of Participants Forwarded to

Training Institutions

Invitation to Attend Training Course issued

Participation in Training Course

Course Certificates and Evaluation

Records forwarded to REC/RM

Telephonic Interview

Conducted


4.2.5 Placement and Pre-Authorisation on Roster

Following the advanced screening and the successful conduct of the telephonic interview,

the rostering officer at the REC/RM shall alter the status of the roster candidate from Roster

Candidate to Roster Member, and the individual shall become a full roster member. Should

any further screening be required, this can be conducted at this stage of the rostering process.

Once all screening processes have been completed, the roster member shall be pre-authorised

for deployment by the rostering focal point at the REC/RM. When searches of the database

for deployments are conducted, only pre-authorised roster members shall be displayed in

searches. Roster candidates and roster members not pre-authorised for deployment shall

not be displayed in response to searches, and shall not be considered for deployment.

Roster Members pre-authorised for deployment shall be provided with specialised training

opportunities where possible and regular interaction between the roster member and the

rostering officer at the PLANELM shall be conducted, to ensure that the roster maintains an

active pool of members ready for deployment when required.

Diagram 7: Placement and Pre-Authorisation Work Flow

4.2.6 Notification of Vacancy Announcement

When the AUC identifies the need for deployment of civilian personnel in a PSO, the Peace

and Security Cell in the AHRM Department, working together with the rostering officer in the

PSD and other relevant stakeholders shall draft a vacancy announcement, complete with

the detailed job description and terms of reference for the position to be filled. The Human

Resources Cell shall forward this vacancy announcement and a request for nominations to

the RECs/RMs.

Status Changed to ‘Roster Member’

Regular Interaction with Roster Members

Provision of Specialised Training

Opportunities

Pre-Authorisation

for Deployment


4.2.8 Recruitment

The personnel in the Peace and Security Human Resources Cell, the rostering officer in the

PSD, together with other relevant stakeholders, shall review the short-lists provided by the

RECs/RMs, and shall select the most suitable candidates for the position. Once a REC/RM

Diagram 8: Notification of Vacancy Work Flow

Diagram 9: REC/RM Short-Listing Work Flow

4.2.7 REC/RM Short-Listing

On the basis of the vacancy announcement, the REC/RM rostering officer shall conduct a

search of the database, generating a list of potential candidates that meet the requirements

of the position to be filled. The rostering officer shall assess the availability of each of the

candidates for deployment, and a short-list of candidates who are both available for deployment

and who are willing to deploy, as per the requirements of the vacancy announcement and the

terms of reference, shall be developed. This short-list shall then be forwarded to the Peace

and Security Human Resources Cell at the AUC and the rostering officer in the PSD.

Need for Deployement

Identified

Vacancy Announcement

Communication to RECs/RMs

Search of Database

List of Potential Candidates Developed

Availibility for Deployment Assessed

Short-List forwarded to

AUC

Short-List Development


Diagram 10: Recruitment Work Flow

nominates candidates to the AUC, the REC/RM shall also provide read-only access to the

AUC, enabling the relevant staff in the Commission to access the full profiles of the nominated

candidates. Commission personnel shall be able to review the full profiles of the candidates,

including all relevant documentation and screening and interview results, assisting them in

their decision-making process. On this basis, the relevant personnel in the Commission shall

develop a short-list for the interview process. Interviews shall be conducted telephonically, and

on the basis of the outcomes of the interview process, a preferred candidate shall be selected.

The Commission shall make an initial offer to the candidate, and, following acceptance of the

offer and the satisfactory completion of a medical examination, a contract shall be issued.

Should the candidate not accept the offer, the Commission can either choose to negotiate the

terms of the contract with that individual, or to approach another individual who performed

satisfactorily during the interview process.

Where a new mission is being launched, and where no personnel have been appointed, the

Commission shall recruit personnel for the positions required. Where a new mission is being

launched, and senior mission leadership personnel have been appointed, the senior mission

leadership personnel shall be invited to participate in the recruitment process. Where a mission

is already established and operating, the relevant human resources personnel in the mission,

as well as the direct supervisor of the newly appointed staff member in the mission, shall be

invited to participate in the interview process.

Telephonic Interviews Conducted

Selection of Preferred Candidate

REC/RM Shortlists Reviewed and AU Short-List

Developed

Initial Offer Made to Candidate

Medical Check-Up

Contract Issued


4.2.10 Deployment Support

During deployment, the Peace and Security Human Resources Cell shall be responsible for

numerous aspects of deployment support. The Cell shall liaise with the deployed personnel

on an intermittent basis, to ensure that human resources challenges being experienced in

the mission area are dealt with as best as possible. In addition, the Cell shall obtain and

store in a secure area of the database performance appraisals, warnings and other written

documentation related to the performance of the deployed personnel in the mission. The

Human Resources Cell shall also follow up with the supervisor(s) of the deployed personnel in

4.2.9. Deployment

Once a contractual arrangement has been entered into between the Commission and the

employee, the Commission shall provide pre-deployment induction to the employee. Where

required, induction can be arranged remotely, at the offices of the Commission in Addis Ababa,

or upon arrival in the mission area. However, a pre-deployment induction shall be provided

to all civilian personnel in support of their deployment in a PSO. The Commission shall also

provide all necessary medical and personal insurances for the duration of the contract, based

on the contractual conditions and conditions in the mission area. Travel arrangements to the

mission area shall also be made by the Commission. Upon completion of the above tasks,

the employee shall be deployed into the mission area. The completion and verification of all

of the required deployment tasks shall be the responsibility of the Peace and Security Human

Resources Cell in the AHRM Department.

Diagram 11: Deployment Work Flow

Pre-Deployment Induction

Deployment to the Mission Area

Issuance of Travel

Documentation

Issuance of Insurances


Diagram 12: Deployment Support Work

the mission when required. As appropriate and required, the Cell shall also make specialised

training opportunities available to deployed personnel, designed to enable these to better

perform their duties in the mission area. The Human Resources Cell shall also follow up on

contractual aspects related to the deployed personnel, including the termination or renewal of

contracts, welfare, rest and recuperation, benefits, safety and security and other elements as

required. It shall also communicate with the relevant REC/RM on the status of the deployment

when required or requested.

4.2.11 Post-Deployment Support

Following the completion of the contract and the deployment period, the Peace and Security

Human Resources Cell shall ensure that all contractual aspects relevant to the deployment

have been adhered to. Outstanding financial matters, including payment of salaries and

reimbursements, shall also be completed. The return of personnel from the mission area to

their home country or other destination as may be agreed to shall also be facilitated by the Cell.

Following the deployment, a debriefing shall be arranged, which shall include the deployed

personnel, Commission staff and, where relevant, staff from the RECs/RMs. Where possible,

this debriefing shall be arranged in person, and where not, it shall be arranged by telephonic

interview. An evaluation of the deployment, including both the performance of the candidate

as a whole, challenges experienced and lessons learned, shall be generated, and shall be

kept on record by the Commission and be accessible to the RECs/RMs upon request. Finally,

the suitability of the roster member for re-deployment shall be assessed, and if found suitable

for re-deployment, the roster member shall be placed in the Pre-Authorised for Deployment

category on the roster once again.

Liaison with Deployee

Storing of Performance Appraisals

Follow-up with Supervisors

where Required

Offering of Specialised Training

Opportunities

Follow-up on Contractual

Aspects

Communication with RECs/

RMs on Status of Deployment


While most elements of the rostering process as described above shall be applicable to PSOs,

mediation missions and PCRD missions, there shall be variations particularly when it comes

to how individuals are identified and recruited onto the roster. As discussed above, when it

comes to fielding ASF missions, the RECs/RMs are primarily responsible for generating the

requisite civilian capacities, which are then made available to the AU for deployments in AU-

mandated PSOs. Thus to reiterate, in the ASF context, there is an integration of the rostering

system and the database supporting the roster at the continental and regional levels.

With regards to the rostering of personnel for mediation and PCRD missions, no such integration

between the regional and continental levels is required, and therefore the requirements for the

rostering process are slightly different, as expanded on below.

Diagram 13: Post-Deployment Support Work Flow

Conclusion of Contract

Finalisation of Financial Matters

End of Mission Report

Post-Deployment Debriefing

and Reporting

Return from Mission Area

Evaluation of Deployment Developed

Suitability for Re-deployment

Ascertained


5. Design of the Mediation Rostering Process

5.1 The Mediation Rostering Process

In the mediation context, the rostering process will comprise steps, namely (1) identification,

(2) screening, (3) placement on the roster, (4) training, (5) recruitment, (6) deployment and

(7) post-deployment. This process is reflected in the diagram below:

Each key step in the mediation rostering process can be further divided into sub-steps or

supporting processes. These shall be addressed below:


5.2 Identification

Potential roster candidates shall be identified through the use of Member State nominations. As

such, the AU Commission will forward requests for nominations for special envoys, mediation

experts, substantive experts and mediation support experts to Member States, together with

detailed standardised job descriptions. Member States will be provided with a stipulated period

of time in which to forward nominations to the AU Commission. A distinction is made between

senior mediators and special envoys on the roster versus other support and expert staff. The

senior mediators and special envoys shall be captured in the database and would not complete

or update their profiles.

Roster candidates nominated by their Member States will be contacted by the AUC, informed

that they have been nominated, and will be requested to complete online profiles on the

database. Candidates shall complete their personal profile, and shall upload the required

documentation (Curriculum Vitae, certified copies of degrees or certificates of higher education,

certified copies of driver’s licences, and other material as required).

Diagram 14: The Mediation Rostering Process

1. Identification 2. Screening

4. Training5. Recruitment

3. Placement on Roster

6. Deployment

7. Post-deployment


Diagram 15: Identification Work Flow

Diagram 16: Screening Work Flow

5.3 Screening

The rostering officer in the PSD, working together with the human resources personnel in

the Commission, shall validate the documentation and review the candidate’s self-assessed

competencies, making alterations where required and shall conduct telephonic reference

checks. Upon satisfactory completion of the reference checks, the AU Commission will

conduct a telephonic interview with the roster candidates. Senior mediators and envoys will

not be expected to undergo the above screening processes.

Supporting documentation

subitted

Request for Nominations sent to

Member States

Member States respond with

nominations for each categroy of personnel

Nominationscollected by

AUC

Candidates Contacted

Candidates complete profiles

on database


Reference Check

Telephone Interview



5.4 Placement and Pre-Authorisation on the Roster

Following screening and the successful conduct of the telephonic interview, the rostering officer in the Peace and Security Department shall alter the status of the roster candidate from Roster Candidate to Roster Member, and the individual shall become a full roster member. Should any further screening be required, this can be conducted at this stage of the rostering process. Once all screening processes have been completed, the roster member shall be pre-authorised for deployment by the rostering officer in the Peace and Security Department. When searches of the database for deployments are conducted, only pre-authorised roster members shall be displayed in searches. Roster candidates and roster members not pre-authorised for deployment shall not be displayed in response to searches, and shall not be considered for deployment.

5.5 Training

Roster members pre-authorised for deployment will be provided with both standardised and specialised training opportunities. Standardised training will provide roster members with generic skills and understanding to enhance their ability to operate in support of an AU mediation mission, whereas specialised training will be offered on a thematic basis. While the overall responsibility for the training of roster members resides with the Peace and Security Department in the AU Commission, training courses shall be developed and conducted in

partnership with Regional Training Centres of Excellence and other Training Service Providers.

5.6 Recruitment

When the need to recruit personnel for a mediation mission arises, the rostering officer in the Peace and Security Department will generate a short-list of potential candidates based on the job description and specific skills criteria required, and will contact individuals to assess their availability for short-term recruitment for the specific mediation mission. On this basis, a second short-list of candidates will be developed, who are suited to the specific position, and who have expressed their interest and availability.

Interviews shall be conducted telephonically, and on the basis of the outcomes of the interview process, a preferred candidate shall be selected. The Commission shall make an initial offer to the candidate, and, following acceptance of the offer and the satisfactory completion of a medical examination, a contract shall be issued. Should the candidate not accept the offer, the Commission can either choose to negotiate the terms of the contract with that individual, or to approach another individual who performed satisfactorily during the interview process.

Where a new mission is being launched, and where no personnel have been appointed, the Commission shall recruit personnel for the positions required. Where a new mission is being

launched, and senior mediators or a special envoy have been appointed, these shall be invited

to participate in the recruitment process.


In the case of senior mediators and envoys, these shall be appointed directly by the Chairperson

of the AU Commission, and will not undergo the above recruitment and interview procedures.

As all members of the roster were originally nominated by their respective Member States, it is

assumed that individuals will be released from their regular duties when requested by the AU

in support of mediation missions.


5.7 Deployment

The roster is expected to enable the rapid recruitment of mediation team members within five

days of notification, and the deployment of senior mediators and special envoys within two

weeks of notification. The roster is expected to facilitate the deployment of a full mediation

team within three to four weeks of notification.





Vacancy Identified

Search of Database

Medical Examination

Contract Issued

Potential Candidates Contacted

Initial Offer Made

Short-list Refined

Short-list Generated

Interviews Conducted


to all civilian personnel in support of their deployment in an AU mediation mission. The

Commission shall also provide all necessary medical and personal insurances for the duration

of the contract, based on the contractual conditions and conditions in the mission area. Travel

arrangements to the mission area shall also be made by the Commission. Upon completion of

the above tasks, the employee shall be deployed into the mission area. The completion and

verification of all of the required deployment tasks shall be the responsibility of the Peace and

Security Human Resources Cell in the AHRM Department.


5.8 Post-Deployment







personnel and Commission staff. Where possible, this debriefing shall be arranged in person,

and where not, it shall be arranged by telephonic interview. An evaluation of the deployment,

including both the performance of the candidate as a whole, challenges experienced and

lessons learned, shall be generated, and shall be kept on record by the Commission and be

accessible to the Member States upon request. Finally, the suitability of the roster member for

re-deployment shall be assessed, and if found suitable for re-deployment, the roster member

shall be placed in the Pre-Authorised for Deployment category on the roster once again.



Issuance of Travel

Documentation



6. Design of the PCRD Rostering Process

6.1 The PCRD Rostering Process

In the mediation context, the rostering process will comprise steps, namely (1)

identification, (2) screening, (3) placement on the roster, (4) training, (5) recruitment,

(6) deployment and (7) post-deployment. This process is reflected in the diagram below:


Diagram 19: PCRD Roster Work Flow

6.2 Identification

Two entry points for the process of selecting roster candidates, and ultimately for placement

on the roster, are possible. First, the AU Commission shall forward requests to Member States

for nominations of potential roster candidates. Requests for nominations from Member States

shall include standardised job descriptions and details of eligibility requirements for placement

on the roster. Second, the AU Commission shall solicit and receive direct applications from

interested individuals who are either resident in Member States, or hold nationality of a Member

State.

In the case of Member State nominations, the AU Commission will forward requests for

nominations for substantive experts to Member States, together with detailed standardised job

descriptions. Member States will be provided with a stipulated period of time in which to forward

nominations to the AU Commission. Once the AU Commission has received nominations, it

will contact the potential roster candidates and request these to complete online profiles in the

database. In the case of direct applications, the AU Commission will solicit direct applications

via the online database from nationals residing in Member States, or from individuals who hold

citizenship in a Member State.

1. Identification 2. Screening

4. Training5. Recruitment

3. Placement on Roster

6. Deployment

7. Post-deployment


Candidates shall complete their personal profile, and shall upload the required documentation

(Curriculum Vitae, certified copies of degrees or certificates of higher education, certified

copies of driver’s licences, and other material as required).

6.3 Screening

The rostering officer in the Peace and Security Department, working together with the human

resources personnel in the Commission, shall validate the documentation and review the

candidate’s self-assessed competencies, making alterations where required and shall conduct

telephonic reference checks. Upon satisfactory completion of the reference checks, the AU

Commission will conduct a telephonic interview with the roster candidates.

Diagram 20: Identification Work Flow

Diagram 21: Screening Work Flow


Telephone Interview

Reference Check


Direct ApplicationsRequest Member

States for Nominations

AUC Contacts Nominated Candidates

Profiles Completed

on Database


6.4 Placement and Pre-Authorisation on the Roster

Following screening and the successful conduct of the telephonic interview, the rostering

officer in the Peace and Security Department shall alter the status of the roster candidate from

Roster Candidate to Roster Member, and the individual shall become a full roster member.

Should any further screening be required, this can be conducted at this stage of the rostering

process. Once all screening processes have been completed, the roster member shall be

pre-authorised for deployment by the rostering officer in the Peace and Security Department.

When searches of the database for deployments are conducted, only pre-authorised roster

members shall be displayed in searches. Roster candidates and roster members not pre-

authorised for deployment shall not be displayed in response to searches, and shall not be

considered for deployment.

6.5 Training

Roster members pre-authorised for deployment will be provided with both standardised

and specialised training opportunities. Standardised training will provide roster members

with generic skills and understanding to enhance their ability to operate in support of an AU

mediation mission, whereas specialised training will be offered on a thematic basis. While the

overall responsibility for the training of roster members resides with the Peace and Security

Department in the AU Commission, training courses shall be developed and conducted in

partnership with Regional Training Centres of Excellence and other Training Service Providers.

6.6 Recruitment

When the need to recruit personnel for a PCRD mission arises, the rostering officer in the

Peace and Security Department will generate a short-list of potential candidates based on

the job description and specific skills criteria required, and will contact individuals to assess

their availability for short-term recruitment for the specific mediation mission. On this basis, a

second short-list of candidates will be developed, who are both suited to the specific position,

and who have expressed their interest in and availability.

Interviews shall be conducted telephonically, and on the basis of the outcomes of the interview

process, a preferred candidate shall be selected. The Commission shall make an initial offer

to the candidate, and, following acceptance of the offer and the satisfactory completion of a

medical examination, a contract shall be issued. Should the candidate not accept the offer, the

Commission can either choose to negotiate the terms of the contract with that individual, or to

approach another individual who performed satisfactorily during the interview process.

Where a new mission is being launched, and where no personnel have been appointed, the

Commission shall recruit personnel for the positions required. Where a new mission is being


launched, and senior mediators or a special envoy have been appointed, these shall be invited

to participate in the recruitment process.


6.7 Deployment

PCRD deployments vary in length, depending on the nature of the work to be undertaken.

Typically however, the AU conducts post-conflict needs assessments, conducted by a small

team of substantive experts, usually undertaken over the course of a few weeks. It is for these

post-conflict needs assessment missions that civilian experts will be recruited and deployed.





to all civilian personnel in support of their deployment in an AU mediation mission. The

Commission shall also provide all necessary medical and personal insurances for the duration

of the contract, based on the contractual conditions and conditions in the mission area. Travel

arrangements to the mission area shall also be made by the Commission. Upon completion of

Vacancy Identified

Search of Database

Medical Examination

Contract Issued

Potential Candidates Contacted

Initial Offer Made

Short-list Refined

Short-list Generated

Interviews Conducted


the above tasks, the employee shall be deployed into the mission area. The completion and

verification of all of the required deployment tasks shall be the responsibility of the Peace and

Security Human Resources Cell in the AHRM Department.


6.8 Post-deployment







personnel and Commission staff. Where possible, this debriefing shall be arranged in person,

and where not, it shall be arranged by telephonic interview. An evaluation of the deployment,

including both the performance of the candidate as a whole, challenges experienced and

lessons learned, shall be generated, and shall be kept on record by the Commission and be

accessible to the Member States upon request. Finally, the suitability of the roster member for

re-deployment shall be assessed, and if found suitable for re-deployment, the roster member

shall be placed in the Pre-Authorised for Deployment category on the roster once again.



Issuance of Travel

Documentation



7. Progression of Individuals Through Roster Categories

As demonstrated above, the roster system builds on the progression of individuals through

a series of categories prior to being deployed. At each step of the way, several checks and

balances exist, to ensure that only suitable individuals progress towards deployment, and that

individuals are available for deployment as and when required.

The entry point for individuals is as (1) Roster Candidates. Following initial screening, training

(where required) and advanced screening, successful Roster Candidates become (2) Roster

Members. Once pre-authorised for deployment, roster members are eligible for deployment.

Once contracted by the AU for a position, individuals become (3) Deployed. Following

deployment, and the conduct of the post-deployment assessment, an individual can be returned

to the Pre-Authorised for Deployment category, in preparation for a future deployment. Should

the individual not be deemed suitable for a future deployment, they can be removed by the

rostering officer from the roster. In addition, the AUC and the RECs/RMs reserve the right

7. Progression of Individuals Through Roster Categories


to remove a roster candidate or roster member from the roster at any time, given sufficient

grounds for removal. At any point in time, individuals at any stage or in any category of the

rostering process can remove themselves from the roster, can suspend their profiles for a

specific period of time, or can indicate that they are not available for specific deployments. All

of these filters shall be applied to ensure that, when a search of the database is conducted

for the purposes of a specific deployment, only those roster members pre-authorised for

deployment and who have indicated their availability for those particular kinds of deployments

shall be identified, and shall be short-listed and forwarded for the final recruitment process.

Diagram 24: Progression of Individual through Roster Categories

Roster Candidate

Roster Member

Deployed


8. Developing the AU Civilian Standby Roster: Key Considerations and

Recommendations

A number of broad issues for further consideration, as well as key recommendations, arose

from the Kampala Workshop related to the further development and implementation of

the AU Civilian Standby Roster. These issues and recommendations are as indicated below:

a. Streamlining and Harmonising Processes

• Each process in the rostering system must be streamlined, and bottlenecks need to be

identified and addressed, to ensure that the minimum amount of time is taken at each

stage of the rostering process so as to support and ensure rapid deployment.

• There shall be a critical need for harmonisation of the various steps in the rostering process

as well as the various policies and guidelines to ensure the efficacy of the entire system.

Specifically pertaining to ASF deployments, none of the RECs/RMs have at present

developed any of the required policies or guidelines to support civilian field deployments,

and this presents a good opportunity for development thereof in a standardised and

uniform manner.

• It was emphasised that, considering that the different regions may have varying approaches


when it comes to training and recruitment, it would be imperative to harmonise (to the

closest degree possible) the human resource policies across regions.

• Other international rosters are renowned for their human resource support for field

deployments. On average, some rosters can issue contracts within in a period of one day,

and deployment of personnel can be as swift as within seventy-two hours. Such efficiency

has been made possible via a number of mechanisms devised to fast track deployment

– for instance, contracts may be signed and issued by Specialised Cells operating on the

basis of specialised policy frameworks.

• Further consideration needs to be given, and a detailed approach developed, to the

requirement for medical screening and clearances in the rostering process, to ensure that

an efficient formula is developed in the overall rostering process.

b. Sustainability

• Whilst the financial and technical support from development partners and others is

welcomed, and indeed critical, in the initial phase of the development of the roster, the AU

and RECs/RMs shall in the long-term (particularly after the initial implementation phase

draws down at the end of 2013) have to identify a steady internal funding source to ensure

the sustainability of the roster system as well as the various aspects of support arising

out of the human resource policy and other guidance. The ECOWAS community levy

placed on Member States for the ECOWAS Peace Fund, for example, could provide one

useful and concrete example of generating funds not only for projects like the AU Civilian

Standby Roster, but for the funding of AU peace and security work writ large.

c. Sourcing Roster Members

• The ASF pool of the roster shall include both civil servants as well as individuals from the

open market (i.e. direct applicants). In the case of the former, it is assumed that the Member

States having nominated individuals for the roster shall be prepared to release them when

the need arises. In the case of the latter, it is assumed that individuals, by applying to

be roster members, are indicating their willingness to avail themselves for deployment –

barring of course any inhibiting circumstances at the time of need for deployment.

• There should be the introduction of a quota system, specifically for senior mediators and

special envoys that ensures that at least thirty percent of individuals identified are female.

Such a quota system shall help to ensure more women in senior leadership positions

of AU deployments. In addition, a suitable gender balance should be maintained by the

roster at all times, and this should be reflected in deployments.

• The idea of combining civil servants and individuals from the private sector and NGOs was


encouraged, and it was noted that civil society can bring to the fold a number of critical

and valuable skills and expertise that can serve to enhance the overall work of a particular

mission.

• In the experience of other roster organisations, the majority of candidates are identified

from a variety of forums including university fairs, professional networks and specialised

academies. It is rarely the case that civil servants have an interest in applying for field

positions.

• Developing standing relations with dedicated focal points in Member States, particularly

between the RECs/RMs and the Member States in the case of the ASF rostering process,

and between the AU Commission and Member States in the case of the mediation and

PCRD rostering processes, shall be important to ensuring that Member States understand

and can support the need for a variety of expert personnel across a range of functions,

and are able to nominate suitable personnel as roster candidates. In this regard, the work

being undertaken by the EASFCOM to establish National focal Points can be instructive.

• Consideration must be given to ensuring that the roster attracts and retains a broad set of

linguistic abilities, to enable deployment in all linguistic regions of the African continent, in

line with the languages officially recognised and utilised by the AU.

d. Training and Orientation

• There is a need for human resource personnel at both the AU and RECs/RMs to have

greater exposure and orientation to the various types of environments in peace and

security deployments. Such exposure shall assist them to better understand the needs

and challenges and accordingly to better appreciate the types of human resource and

other aspects that shall be suited to supporting personnel out in the field.

• There is an important need to further clarify and outline the roles and responsibilities of

the Training Centres of Excellence and other training service providers in relation to the

development of the roster. Greater engagement and dialogue needs to be entered into

particularly between the Training Centres of Excellence (and others) and the RECs/RMs.

• Additionally, there shall also be a need for constant dialogue and information sharing

across the various training institutions so as to avoid duplication of efforts and/or functions.

It would be useful to develop a model wherein different training institutions are assigned to

train a specific area of specialisation.

• It is important that curriculum and course offerings by the various training institutions

correspond with demands in the field. Engagement and dialogue between the training

institutions and the end-users becomes essential in this regard. End users need to be

explicit in terms of what skills and profiles of persons they require. This exchange and

feedback loop needs to be regularised.


• Every effort must be undertaken to ensure that only the most suitable candidates, and

those most likely to be recruited and deployed for operations, receive training. A situation

where a large pool of individuals who are not suitable for future recruitment and deployment

receive training should be avoided.

e. Roster Development and Management

• In order to ensure success and effective functioning, the establishment of a roster requires

quite a high degree of financial and technical investment; political shall as well as a number

of enabling policies. It is also very important to ensure dedicated expertise and continuity

of personnel responsible for the management of the roster as institutional memory is a key

requirement. Additionally, there is a requirement for the softer skills of communication and

dialogue with roster members on a continuous basis.

• Rosters should be easy to understand and should generally be user friendly.

• Considering the immense costs associated with establishing a roster, and for the sake of

practicality, the roster should be developed in one working language, for instance English,

and all transactions on the roster should be performed in that language.

• It is worth placing value on the question of why people apply, or what is their motivation to

want to join a specific mission.

• Further consideration must be given to setting a cap on the number of roster members

pre-authorised for deployment, or to limiting the amount of time that an individual can

be a member of the roster. The roster should not grow in size at an infinite rate. Rather,

the roster should be maintained at an optimal level, populated with members that are

both suitable and available for deployment. Developing a roster that is overpopulated with

candidates, even if all are suitable and available for deployment, is unsustainable and

ineffective, and is not in the AU’s interest.

• The roster does not represent a career path for individuals, and deployment from the roster

should not be seen as an entry point for future employment with the AU Commission.

Rather, the roster represents a means for the recruitment and deployment of specialised

personnel on a shot-term basis.

• The roster should not only be a reactive tool designed to meet current needs, but should

be able to anticipate and communicate changing and future needs for field personnel,

and communication with all stakeholders on future needs is important to ensuring that the

roster is able to generate the right personnel as and when required.


9. The Way Forward

Whilst the AUC has worked over the course of the past months to design and commence

with the development of the AU Civilian Standby Roster, the development of a strong

partnership between the AU, the RECs/RMs and the Regional Training Centres of Excellence

and Training Service Providers and others shall be key to the successful further implementation

of this project. Whilst at the AUC level, there has been a deliberate decision to establish one

integrated roster, for all intents and purposes, this model shall apply only at the continental level

such that for instance, for the ASF pool, the RECs/RMs shall not on a day to day management

level need to concern themselves with the Mediation and/or PCRD pools of the roster. When

the PSOD communicates with the RECs/RMs on the roster, it shall do so primarily on the

ASF aspects. Similarly, the Mediation and PCRD focal points shall address their respective

constituents principally on the mediation or PCRD aspects of the rostering process.

Additionally, the AUC shall need to continue to work in a holistic manner, towards the end of the

further articulation of its rostering needs, and together with the AHRM Department developing

a robust, efficient and effective rostering system, supported by an integrated database, to

better support the identification, recruitment and deployment of civilian personnel in a timely

manner in AU peace and security operations.


Annex 1: Agenda – AU Civilian Standby Roster

Implementation Workshop

Monday 30 May 2011

Time Session

09:00 – 09:30

Opening and Welcome

Col Charles Debrah, Acting Head, Policy Development, AU Peace

Support Operations Division

Mr Bodo Immink, GIZ Deputy Country Director, Uganda

09:30 – 10:00 Workshop Objectives and Participant Introductions

Ms Yvonne Kasumba, Civilian Planning and Liaison Officer: AU PSOD

10:00 – 10:30 Group Photo and Tea/Coffee Break

10:30 – 12:00

Emerging Requirements for Civilian Capacities in the AU Context

Ms Yvonne Kasumba

Mr Kassim Khamis, Coordinator: AU Mediation Project

Ms Peace Mutuwa, Database Expert: AU Conflict Management Division

Overview of the AU Civilian Standby Roster to date

Ms Yvonne Kasumba

Plenary Discussion

Facilitated by Col Mamadou Mbaye Acting Head: Policy Unit, PSOD

12:00 – 13:30 Lunch Break

13:30 – 15:00

The ASF Rostering Processes

Mr Walter Lotze,Civilian Planning and Liaison Officer: AU PSOD

The Mediation Rostering Processes

Mr Kassim Khamis

The PCRD Rostering Processes

Ms Peace Mutuwa

Plenary Discussion

Facilitated by Ms Hannelore Valier, Project Manager: CIVCAP, German

Centre for International Peace Operations, ZIF


15:00 – 15:30 Tea and Coffee

15:30 – 17:00 Plenary Discussion Continued

Facilitated by Ms Hannelore Valier

19:00 – 21:00 Dinner Reception

Tuesday 31 May 2011

Time Session

09h00 – 09h15Recap of Discussions of Day 1

AU PSOD

09h15 – 10h30

Developing a Human Resources Approach for AU Peace and Security

Operations

Mr Walter Lotze and Ms Yvonne Kasumba

Perspectives from a National Roster

Ms Hannelore Valier

Perspectives from an International Roster

Mr Jochen Peters, Project Manager: Mediation Support, Norwegian

Refugee Council

Plenary Discussion

Facilitated by Ms Ketty Gillis-Harry, Recruitment Officer, ECOWAS

10:30 – 11:00 Tea/Coffee Break

11:30 – 12:00

Presentation of the AU Roster Database (Demo Version)

Ms Peace Mutuwa

Ms Anita Janassary: Project Officer: CIVCAP Project, German Centre for

International Peace Operations, ZIF

Plenary Disucssion

12:00 – 13:30 Lunch


13:30 – 15:00

Strengthening the Linkages: Perspective from the Training Centres and

the Regions

Mr Xavier Ngendakumana, Acting Head, Civilian Component, East

African Standby Force Command, EASFCOM

Mr Richard Anafo, Head: IT, Kofi Annan International Peacekeeping

Training Centre

Mr Eustace Chiwombe, Senior Programme Officer, African Civilian

Standby Roster for Humanitarian and Peace Support Operation

15:00 – 15:30 Tea/Coffee Break

15:30 – 16:30 The Implementation Plan and Way Forward

Mr Walter Lotze

16:30 – 16:45 Closing

Col Charles Debrah


Annex 2: Participant List - AU Civilian Standby Roster Implementation Workshop

NAME ORGANISATION POSITION

Col Charles DebrahAfrican Union Commission –

Peace Support Operations Division

Ag. Head: Capability

Development Unit

Col (Rtd.) Mamadou MbayeAfrican Union Commission –


Ag. Head: Policy

Development Unit

Brig Gen David BaburamAfrican Union Commission –


Ag. Head: Mission Support

Unit

Ms Yvonne KasumbaAfrican Union Commission –


Civilian Planning and Liaison

Officer

Dr Walter LotzeAfrican Union Commission –


Civilian Planning and Liaison

Officer

Supt Sayibu GaribaAfrican Union Commission –

Peace Support Operations DivisionTraining Officer (Police)

Col (Rtd) Fred HughtonAfrican Union Commission –

Peace Support Operations DivisionConsultant

Col Wilson TemboAfrican Union Commission –

Peace Support Operations DivisionIT Officer

Lt Col Fidza DludluAfrican Union Commission –

Peace Support Operations DivisionHuman Resources Officer

Ms Sabela AbebeAfrican Union Commission –

Peace Support Operations DivisionAdministrative Assistant

Ms Peace Lydia MutuwaAfrican Union Commission –

Conflict Management DivisionDatabase Specailist

Mr Kassim KhamisAfrican Union Commission –

Conflict Management DivisionPolitical Analyst

Ms Gaone Masire

African Union Commission –

Department of Administration

and Human Resource Management

Head, Human Resources

Ms Francesca Mhuriro


Department of Administration and Human

Resource Management

Human Resources Officer


Ms Memen Yamane



Resource Management

Administrative Assistant -

Recruitment

Ms Huria Beshir



Resource Management

Human Resources Expert –

Peace and Security

Ms Rekia Mahmadou



Resource Management

Head, Management of

Information Systems

Mr Tatek Shawandagne

African Union Commission – Department

of Administration and Human Resource

Management

Administrator for VSAT/Earth

Station Network

Mr Haretsebe Mahosi Southern African Development CommunityHead of Civilian Component:

SADC Standby Force

Mr Daniel Jackson

NyambabeSouthern African Development Community

Chief of Staff: SADC Standby

Force

Col Paul Manamolela

KuenaneSouthern African Development Community

Planning Officer: SADC

Standby Force

Mr Hendrix Tonde Southern African Development CommunitySenior Human Resoures

Officer

Brig Gen Hassan Mamman

LaiEconomic Community of West African States

Chief of Staff: ECOWAS

Standby force

Col Daniel Ladzekpo Economic Community of West African StatesTraining Officer: ECOWAS

Standby Force

Ms Uchechi Uwanaka Economic Community of West African States Human Resources Assistant

Mrs Kete Gillis-Harry Economic Community of West African States Recruitment Officer

Mr Athanase Nthanga-

OyougouEconomic Community of Central African States

Head of Civilian Component:

FOMAC

Mr Charles Maphasi Economic Community of Central African States Civilian Planning Expert

Amb Sebastien Ntahuga Economic Community of Central African States Director, MARAC

Ms Dawile Avanyon Mensah Economic Community of Central African StatesAssistant to the Secretary

General


Mr Xavier NgendakumanaEast African Standby Force Coordination

MechanismHead of Civilian Component

Mr Khalid HassanEast African Standby Force Coordination

Mechanism

Training and Rostering

Officer

Lt Col Negueyeh GuellenEast African Standby Force Coordination

MechanismPlanning Officer

Mr Arnold AdenyaEast African Standby Force Coordination

MechanismIT Officer

Ms Christine OkonjoEast African Standby Force Coordination

MechanismHuman Resources Officer

Mr Djaileb Sofiane North African Regional Capability Chief of Operations

Mr Mouly Ahmed Brahmin North African Regional CapabilityAssistant for the Civilian

Component

Mr Ayman Mohamed North African Regional Capability Planning Officer

Mr Mustapha El-Ouarchafani North African Regional Capability Legal Advisor

Mr Richard AtwaruCommon Market for Eastern and Southern

AfricaConflict Data Analyst

Mr Benoit Bithamiriza East African CommunityContinental Early Warning

Expert

Brig Gen (Rtd) Marcel Chirwa African Peace Support Trainers Association Executive Secretary

Mr Eustace ChiwombeAfrican Standby Roster for Humanitarian and

Peacebuilding OperationsSenior Programme Officer

Ms Martha BakweseghaAfrican Centre for the Constructive Resolution

of DisputesSenior Programme Officer

Mr Zinurine AlghaliAfrican Centre for the Constructive Resolution

of DisputesSenior Programme Officer

Ms Jenny TheronAfrican Centre for the Constructive Resolution

of Disputes

Coordinator: Peacemaking

Unit

Prof Modibo Goita Ecole de Maintien de la Paix Head of Civilian Training

Mr Ferdinand DansoKofi Annan International Peacekeeping

Training CentreResearch Associate


Mr Julius Kiprono International Peace Support Training Centre Research Analyst

Dr Istifanus Zabadi Nigerian National Defence College Director of Studies

Ms Sandra Oder Institute for Security Studies Senior Researcher

Mr Severine Allute Institute for Peace and Conflict Studies Researcher

Col Sambulo NdlovuSouthern African Development Community

Regional Peacekeeping Training CentreDeputy Commandant

Ms Hannelore Valier Zentrum für Internationale Friedenseinsätze Project Coordinator: CIVCAP

Ms Anita Janassary Zentrum für Internationale Friedenseinsätze Project Officer: CIVCAP

Mr Jochen Peters Norwegian Refugee CouncilProject Manager: Mediation

Support Unit

Ms Valerie Crab United Nations - Department of Political Affairs Mediation Roster Manager

Ms Johanna Klinge European Union Commission Civilian Advisor

Mr Olubukola Arowobusoye Independent Consultant Consultant

Ms Oury Traore Independent Consultant Consultant

Ms Krishnee Naidoo United Nations - Office to the African Union Human Resources Planner

Mr Stephan LidsbaDeutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ) GmbH

Peace and Security Project

Manager

Mr Ludwig KirchnerDeutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ) GmbHGIZ/EASFCOM Team Leader

Ms Nana OdoiDeutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ) GmbHAdvisor Peace and Security

Ms Nina LiebigDeutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ) GmbHTechnical Advisor

Ms Sina HenkeDeutsche Gesellschaft für Internationale

Zusammenarbeit (GIZ) GmbHConsultant

Ms Mercedes Oviedo de

MockIndependent Rapporteur Rapporteur

Documents

The African Union Civilian Standby Roster - ZIF · The African Union Civilian Standby Roster3 Table of Contents 1. Acronyms 4 2. Background 5 3. The AU Civilian Standby Roster Implementation