IPSTC Strategic Plan 2012-2015ipstc.org/media/documents/Strategic_Plan_2012_To_2015.pdf · 1.2.1 Historical Overview of Kenya’s PSO Training Institutions ... 1.3.4 Resource Management

April 2012

IPSTC

Strategic Plan

2012-2015

International Peace Support Training

Centre

IPSTC Strategic Plan 2012-2015

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TABLE OF CONTENTS

FOREWORD ..................................................................................................................................................... 5

LIST OF ACRONYMS ......................................................................................................................................... 6

1. INTRODUCTION ....................................................................................................................................... 7

1.1 PURPOSE OF THE STRATEGIC PLAN ................................................................................................................. 7

1.2 BACKGROUND ........................................................................................................................................... 7

1.2.1 Historical Overview of Kenya’s PSO Training Institutions ................................................................. 7

1.2.2 Mandate ........................................................................................................................................... 7

1.2.3 Core Functions .................................................................................................................................. 8

1.2.4 IPSTC Partners ................................................................................................................................... 8

1.3 ACHIEVEMENTS ......................................................................................................................................... 8

1.3.1 Strategic Engagements and Partnerships ......................................................................................... 8

1.3.2 Education and Training in PSO .......................................................................................................... 9

1.3.3 Applied Research and Curriculum Development ............................................................................... 9

1.3.4 Resource Management ..................................................................................................................... 9

1.3.5 Key Challenges ................................................................................................................................ 10

2. STRATEGIC ASSESSMENT ....................................................................................................................... 11

2.1 INTERNAL ............................................................................................................................................... 11

2.2 EXTERNAL ............................................................................................................................................... 11

2.2.1 Conflict Dynamics in East Africa ...................................................................................................... 11

2.2.2 Evolving Peace Operations .............................................................................................................. 11

2.2.3 Key Actors Analysis ......................................................................................................................... 12

2.3 SWOT ANALYSIS ..................................................................................................................................... 12

2.3.1 Strengths ......................................................................................................................................... 13

2.3.2 Weaknesses .................................................................................................................................... 14

2.3.3 Opportunities .................................................................................................................................. 16

2.3.4 Threats ............................................................................................................................................ 16

3. THE STRATEGY ....................................................................................................................................... 17

3.1 INTRODUCTION ........................................................................................................................................ 17

3.2 VISION STATEMENT .................................................................................................................................. 17

3.3 MISSION STATEMENT ................................................................................................................................ 17

3.4 CORE VALUES .......................................................................................................................................... 17

3.4.1 Integrity and Accountability ............................................................................................................ 17

3.4.2 Professionalism ............................................................................................................................... 17

3.4.3 Excellence ........................................................................................................................................ 17

3.4.4 Trust ................................................................................................................................................ 17

3.5 STRATEGIC ISSUES .................................................................................................................................... 17

3.5.1 Relevance ........................................................................................................................................ 17

3.5.2 Competitiveness .............................................................................................................................. 18

3.5.3 Sustainability................................................................................................................................... 18

3.6 STRATEGIC OBJECTIVES ............................................................................................................................. 18

3.6.1 Strategic Management and Development of Partnerships............................................................. 18

3.6.2 Training ........................................................................................................................................... 19


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3.6.3 Research .......................................................................................................................................... 20

3.6.4 Resources management.................................................................................................................. 23

3.7 SUMMARY OF THE OBJECTIVES ACCORDING TO STRATEGIC ISSUES ....................................................................... 24

4. IMPLEMENTATION OF THE STRATEGIC PLAN ......................................................................................... 27

4.1 IMPLEMENTATION APPROACHES .................................................................................................................. 27

4.2 BUSINESS PLAN........................................................................................................................................ 27

4.3 WORK PLAN ........................................................................................................................................... 28

4.4 QUICK AND RESPONSIVE APPROACH ............................................................................................................ 28

4.5 IMPLEMENTATION MATRIX AND RESPONSIBILITIES .......................................................................................... 29

4.6 RESOURCE FLOW ..................................................................................................................................... 31

5. MONITORING, EVALUATION AND REPORTING: ..................................................................................... 32

5.1 MONITORING .......................................................................................................................................... 32

5.2 EVALUATION ........................................................................................................................................... 32

5.3 REPORTING ............................................................................................................................................. 32

5.4 METHODOLOGY ....................................................................................................................................... 32

5.5 EVALUATION MECHANISM .......................................................................................................................... 33

ANNEX – MANAGING SUSTAINABILITY .......................................................................................................... 34


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FOREWORD

The International Peace Support Training Centre (IPSTC) was established to enhance

operational capacity for peacekeeping through training, education and research for the

benefit of military, police, and civilian staff.

At the regional level, the IPSTC is committed to offering integrated and multidimensional

training and education towards capacitating of the UN, AU, and regional institutions

engaged in Peace and Security.

The Centre has over the last four years fully developed structures and capabilities that now

place it as the key leader in Peace and Security in Eastern Africa. The Centre’s relevance is

predicated on the need to professionalize peacekeeping within the context of the

requirements for UN Peacekeeping and the development of APSA towards global peace

and stability.

The Strategic Plan running from 2012—2015 has been developed consistently with the ASF

Roadmap III whose objective is the development of the ASF to its full operational capability

by 2015. The Strategic Plan is therefore intended to contribute to the full operationalization of

ASF, focusing principally on the EASF.

The plan is anchored on the pragmatic assessment of Peace and Security in Eastern Africa

and as such, its focus is the development of capacities, tools, and skills to address the

challenges in the region.

It is hoped that all our partners will travel with the IPSTC along the duration of the Plan and

beyond as we steer the institution towards the attainment of its vision.

Brigadier Robert KibochI

DIRECTOR


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LIST OF ACRONYMS

AMISOM African Union Mission in Somalia

APSA Africa Peace and Security Architecture

APSTA African Peace Support Trainers' Association

ASF Africa Standby Force

AU African Union

BPST (EA) British Peace Support Team (East Africa)

CIMIC Civil Military Coordination

COE Centre of Excellence

DMTC Directorate Military Training and Cooperation

DRC Democratic Republic of Congo

EAC East Africa Community

EASF Eastern Africa Standby Force

ECOWAS Economic Community of West African States

HPSS Humanitarian Peace Support School

IAPTC International Association of Peacekeeping Training Centres

ICGLR International Conference on the Great Lakes Region

IGAD Intergovernmental Authority on Development

IPSTC International Peace Support Training Centre

ITS Integrated Training Service

KMOSD Kenya Ministry of State for Defence

MOC Memorandum of Cooperation

MONUSCO United Nations Organization Stabilization Mission in the Democratic Republic of

the Congo

MOU Memorandum of Understanding

PCSS Peace and Conflict Studies School

PKO Peacekeeping Operations

PSO Peace Support Operations

PSRD Peace and Security Research Department

SAT Systems Approach to Training

SOP Standing Operations Procedure

SWOT Strength, Weaknesses, Opportunities, and Threats

UN United Nations

UNAMID African Union/United Nations Hybrid operation in Darfur

UNDP United Nations Development Programme

UNMISS United Nations Mission in South Sudan


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1. INTRODUCTION

1.1 Purpose of the Strategic

Plan

This document outlines the IPSTC Strategic

Plan for the period 2012-2015 and it is

intended to provide a strategic roadmap

for an autonomous and independent

IPSTC with multinational staff. Internally the

Plan will be used to guide the

development of the institution for the next

four years; while externally it will provide

an indication as to potential investment

opportunities and areas where

cooperation and collaboration with other

institutions and partners may be

applicable. A concerted effort has been

made to ensure that any future

development of the institution is done in a

pragmatic and realistic manner.

Notwithstanding this effort, it is understood

that the aspirations of the institution are

influenced by external actors particularly

in regard to funding and in support of

capacity enhancement.

1.2 Background

1.2.1 Historical Overview of

Kenya’s PSO Training

Institutions

Since its birth in 1945, the United Nations

(UN) has proved to be a unique

organization for the world community of

nations. Born as an “embodiment of the

will of the peoples of the world”, the UN

has served as a repository of collective

wisdom and platform for joint action for a

better, safer, healthier and more

prosperous existence.

As a member of the UN, Kenya has been a

firm supporter of the purposes and

principles of the UN and has made

significant contributions to the furtherance

and implementation of these noble aims

as well as the evolution and functioning of

its various specialized programmes.

Kenya is also a strong supporter of the

African Union (AU) and its Peace and

Security Architecture. In line with its

commitment to the UN and AU peace

and security initiatives, Kenya has

contributed her soldiers, civilian and police

on UN and AU Peace Operations not for

any strategic gain, but in the service of the

ideal of global peace. This ideal remains

as it is fundamental to the strengthening of

the UN and its international peace and

security mandate.

Kenyan Defence Forces’ participation in

UN and AU peace operations spans more

than two decades, covering over 28

peace operations in which over 18,000

Kenyan officers, men and women have

served to bring peace and hope to

victims of violence. Currently Kenya has

provided over 1000 peacekeepers and is

ranked as the world’s sixth largest troop

contributor to UN peace operations, and

the fourth largest in Africa. The overall

wide participation in peace operations

has given Kenya a sound foundation in

both experience and expertise that has

not only helped in the development of her

PSO capabilities but has also earned

Kenya international respect and

recognition.

At the time of publishing this Strategic

Plan, the IPSTC has undergone a series of

structural adjustments by the Kenyan

Ministry of State for Defence. More

specifically, the two training centres which

were concerned with the training and

education for peace operations in Kenya

(PSTC-Karen and the International Mine

Action Training Centre - Embakasi) have

been merged. In addition to this merger, a

Peace and Security Research Department

has been established in IPSTC with the

specific goal of providing a broad

intellectual input into the IPSTC system so

as to inform the delivery of training and

education products; and further

contribute to regional peace and security

policy making.

1.2.2 Mandate

The mandate of the IPSTC is to:

Carry out capacity building in

international peace support


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operations and matters incidental

hereto, to military, police, other

uniformed and civilian personnel from

the Member States of the EASF as well

as other interested countries in Africa

and the rest of the World.

Within the framework of the APSTA and

the IAPTC promote the provision and

improvement of PSO training, support

the standardization of PSO training,

and facilitate collaborative research

on peacekeeping in Africa.

1.2.3 Core Functions

The Core Functions Include:

The provision of strategic and

operational level decision-making and

leadership training to enhance

planning and management of

multidimensional peace operations

The provision of mission focused pre-

deployment training at both tactical

and operational levels

The support to the development of

African peace operations capacity

focusing on the African Standby Force

(ASF) and targeting the Eastern Africa

Standby Force (EASF).

The contribution to the development

of an emerging Eastern Africa Peace

and Security Architecture.

The provision of a repository of data

across the entire spectrum of peace

operations.

The provision of peace operations

training and advice to all Kenya

Defence Forces and establishments.

1.2.4 IPSTC Partners

The key IPSTC Partners include signatories

to the Memorandum of Cooperation

(MOC)

The Government of Kenya, through the

Ministry of State for Defence (KMOSD)

The Government of the United

Kingdom, through the British Peace

Support Team Eastern Africa (BPSTEA),

The Government of the United States

of America,

The Government of Canada, through

the Directorate of Military Training

Cooperation (DMTC),

The Government of Japan,

The Government of Germany,

The United Nations Development

Program (UNDP).

1.3 Achievements

The major achievements and milestones

by the IPSTC over the last three years are

categorized in the following functional

areas:

1.3.1 Strategic Engagements and

Partnerships

In the past three years the IPSTC

progressively established linkages with

other PSO training institutions in the region

and beyond. Through the organization

and participation of IPSTC staff in

international workshops and conferences

there were regular interactions. To

maintain and improve this advantage, the

Centre’s focus is to prioritize a systematic

engagement with partners and

stakeholders such as the AU, UN,

EASFCOM, partners, INGOs, academic

institutions, peacekeepers and

researchers.

The IPSTC has successfully secured

membership in APSTA and the IAPTC. The

engagement in both associations has

given the IPSTC visibility which has allowed

it to expand its network. Partnerships with

Universities in Eastern Africa region have

been established, enabling the IPSTC to

organise research symposiums, symposium

on geostrategic issue and workshops with

academic and operational partners.

However, this partnership should be

enhanced and a post-grade training

program could be developed within

IPSTC, in partnership with regional

Universities.

The strategic engagements and

partnerships have resulted in:

The establishment of the IPSTC as

regional Centre of Excellence in PSO,


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with two training platforms (PCSS and

HPSS) that focus on capacity building

from strategic through operational

and tactical levels of operations.

The signing of a Memorandum of

Cooperation (MOC) with partners to

include; Kenya, UK, Japan, Canada,

USA, UNDP and German to create

formal mechanism of engagement.

The establishment of a comprehensive

training and education framework that

addresses the issues that cut across the

entire Conflict Spectrum.

The Internationalization of the IPSTC

through the expansion of partnerships

and the establishment of a formal

governance structure that includes a

Joint Control Board and a Centre

Management Board.

The Institutionalization of the process of

Systems Approach to Training (SAT)

modelled to guide the development

and delivery of education and training

across the IPSTC system.

The establishment of a Research

Department that focuses on applied

research to inform policy on regional

peace and security and on curriculum

development towards the

maintenance of relevance on all

dimensions of PSO training.

The expansion of IPSTC partnership

from three to over ten in three years,

thereby increasing IPSTC Training and

Infrastructural development fivefold.

The establishment of an IPSTC fund

consistent with the Strategic Plan 2009-

2011 enabling the IPSTC to cover over

98% of its administrative costs.

1.3.2 Education and Training in

PSO

The Centre has increased its training

offering to cover not only the entire

conflict spectrum but also the three

military, civilian, and police dimensions.

There has been a remarkable increase in

the number of courses delivered and

overall training output averaging 2,000

participants per year. A sizeable

proportion of this training throughput has

fed into capacities in the various peace

missions within the Eastern African region

which include AMISOM, UNMISS, UNAMID

and MONUSCO.

Further, most of the trainees are employed

in regional organizations that are

engaged in peace and security and

include, IGAD, EAC, EASFCOM, ICGLR etc.

The IPSTC is hence in the forefront of

advocating for training for effect through

the promotion of the concept of linking

training, recruitment and employment.

1.3.3 Applied Research and

Curriculum Development

The IPSTC Research pillar plays a significant

role in the institutionalization of the IPSTC

System Approach to Training (SAT). The SAT

process has enabled the IPSTC develop

new programmes and enhancement of

the programmes through evaluation

process.

1.3.4 Resource Management

1.3.4.1 Financial Resources

The establishment of a fully functional

finance and administration department

contributed to prudent management of

financial resources. The establishment of

the department has been reinforced

through the development of Financial and

Procurement Policy manuals and a three-

year Business Plan that guides the

budgeting process and allocation of

financial resources amongst the various

platforms.

1.3.4.2 Human resources

The IPSTC has continued to augment its

human resource capacity over the last

three years after the approval of a new

establishment by the KMOSD in 2010. The

human resource capacity cuts across the

military and civilian dimensions that is

categorised as national, regional and

international. Whereas it has not been a

full integration of regional staff, efforts are

underway to implement this perspective in

2012.


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1.3.4.3 Infrastructural Development

Administrative Infrastructure

Over the last three years and following the

merger of the Karen and Embakasi

campuses, there has been the

development of both the IPSTC and HPSS

headquarters buildings creating adequate

office spaces for augmented staff

consistent with the approved

establishment. Further there has been the

development of adequate storage

spaces commensurate with the growth of

student population. Further both Karen

and Embakasi campuses have gardens

have been elevated to higher standards

considerably raising the institutions profile.

Training Infrastructure

The training infrastructure has been

increased considerably through the

creation of additional syndicate rooms

and renovations. The key outdoor training

infrastructure that has set the IPSTC apart

from any other PSO training Centre is the

AMANI PSO Village located at the HPSS at

Embakasi. This model simulation village has

created an environment for the

enhancement of realism in training for

complex operations. The “village” provides

opportunity to virtually conduct any PSO

scenario and hence very useful for pre-

deployment training.

Information and Communication

Technology (ICT) Infrastructure

The IPSTC ICT infrastructure has developed

tremendously over the last three years. This

has been deliberate action towards

leveraging the use of technology in

improving training delivery. The

introduction of voice and internet

connectivity across the two training

platforms through a virtual network has

enabled the online inter campus

communication including the

interconnection of the QuickBooks

financial platform across the two

Campuses. This has had a major reduction

in communication related costs.

The introduction of wireless internet in the

two campuses has as well led to ease of

internet access by participants while on

training greatly improving training.

Coupled with this has been the revamping

of syndicate rooms with the introduction of

conferencing capabilities towards the

enhancement of content delivery.

Towards enhancing communication with

the outside world, the IPSTC reconfigured

its institutional Website by providing more

content and presentation. Further, the

IPSTC has been in the forefront of

leveraging information technology in

validation of its training through the

development and introduction of a

Training Management System whose

purpose is the archiving all training

undertaken at the Centre as well as

providing a tracking mechanism of its

alumni.

1.3.5 Key Challenges

As highlighted, the achievements of the

past three years have not been attained

without some key challenges. Those

challenges that have stood out include:

Inadequate human resource to fully

cover training, research and

administrative domains. This has

contributed to reliance on external

Subject Matter Experts (SMEs) which is

counter to the objective of the

development of institutional capacity

capable of delivering training across

the dimensions, conduct of applied

research and provides the critical

administrative support.

Integration of regional staff into the

IPSTC system. This challenge has

tended to negate the aspirations of

the IPSTC to project as a regional

Centre of excellence.


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2. STRATEGIC ASSESSMENT

2.1 Internal

Through the implementation of its 2009-

2011 Strategic Plan, the IPSTC has reached

its cruising altitude. The courses and

contributions provided by the Centre have

reached a good level of maturity and

have contributed to the solid reputation

the IPSTC has gained as a Centre of

Excellence in Africa. This has materialized

through the attraction of new partners

and new resources to the Centre.

The IPSTC’s challenge is to maintain the

same level of performance it has reached

so far. Continuity for personnel and

financial resources is the conditio sine qua

non for the Centre to retain its level of

excellence. The quality of the IPSTC’s

management and staff demonstrates

professionalism and dedication, and

constitutes the backbone of the Centre’s

success. However, solutions need to be

found to overcome the project-oriented

support pattern IPSTC relies on so far and

to move towards more regular flow of

resources. This optimization would not only

smooth management and contribute to

reduce costs, but would also improve

institutional memory and knowledge that

counts for IPSTC’s long-term level of

excellence.

Nature and quality of IPSTC’s infrastructure

has proved to be a major asset in

attracting partners from international,

governmental and non-governmental

entities. Further, the uniqueness of the

facilities offered by the HPSS provides a

clear edge to the IPSTC as to its ability to

cover a wide range of training courses,

thus putting the IPSTC in the front row to

address the multidimensional challenges

the peace operations are and will be

facing.

The IPSTC provides a solid and healthy

basis to address the variety of challenges

East Africa Community may face in the

future. Successes and achievements must

now be consolidated and reinforced

through institutionalization of processes

and structures and through sustainable

development, and improvement of

business continuity mechanisms.

2.2 External

2.2.1 Conflict Dynamics in East

Africa

At the crossroads between Africa and

Asia, between various religions, cultures

and ethnic groups, East Africa is marked

by diversity and economic dynamism. This

unique situation is a source of both

opportunities and challenges. East Africa

has a significant development potential,

but this could be threatened by

challenges outweighing the opportunities.

International concerns over maritime

piracy in the Horn of Africa zone reflect

the importance of stability in East Africa.

But maritime piracy is only a symptom of

more concerning issues. Somalia’s

instability tends to have a spill-over effect

in the region and beyond. Further, through

its inability to address organized criminality,

terrorism, piracy and various kinds of

trafficking, Somalia situation opens the

door to a ‘black economy’ that does not

benefit the region.

Further, the emergence of a new State in

South Sudan in a fragile interethnic

balance, with poor infrastructure and very

weak economic capacities is a challenge

for institution building and regional

stability. Recurring interethnic violence

hampers institutional and economic

development and threatens regional

stability through trans-border insecurity.

2.2.2 Evolving Peace Operations

Current deployed peace operations in

East Africa show the most diverse range of

mandates, mandating mechanisms, and

operation structures in Africa, providing a

unique environment for doctrinal and

training issues. In Darfur, the UN and the AU

operate jointly a one-of-its-kind hybrid

Mission; in Sudan, the UN conducts a fully

military security operation in Abyei; in

South Sudan, the UN conducts a peace

and security consolidation operation; in

Somalia, the AU conducts a peace


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support operation under the provisions of

the Chapter VIII of the UN Charter; and in

Eastern DRC, the UN is involved in

operations jointly with national Congolese

armed forces.

The regular inclusion of provisions of the

Chapter VII of the Charter in UN

peacekeeping missions tends to narrow

down the doctrinal differences between

peacekeeping and peace support

operations. However, doctrinal differences

between UN and AU exist and the IPSTC is

in a good position to provide training

adjusted to the real needs of troop

contributing countries, thus allowing the

Centre to spearhead research and

doctrinal development in this matter.

2.2.3 Key Actors Analysis

2.2.3.1 Regional organizations

Regional organizations constitute the main

customers of the IPSTC and the training

dimension of their capability development

is therefore the main rationale for the mere

existence of the Centre. The development

of a training capability to address regional

concerns and institutions reflects a strong

and consistent awareness to respond to

current and futures challenges with a

multidimensional approach. The smooth

relationship between these regional

organisations and the Centre contributes

to the success of the IPSTC as a training

and doctrinal support institution.

Although communication between these

institutions and the IPSTC works well, a

need has emerged to have a more

systematic and better structured

interaction to define doctrinal and training

requirements based on experiences done

in the field and best practices. Beyond the

direct benefit to training design, capturing

best practices and ability to detect

malpractice is an important tool for

oversight and effective command and

control.

2.2.3.2 Regional Peacekeeping

Institutions

In several East African countries, national

initiatives to establish peace support

training capacities have emerged in a

recent past. They are part of growing

interest in the East African region to

enhance national capabilities in order to

respond to multinational challenges and

requests.

The multiplication of national training

institutions in the absence of established

national and multinational doctrinal base

may prove counterproductive in the mid-

and long-term. Further, this evolution may

lead to a dilution of international funding

and partnerships.

These developments are also an

opportunity for the IPSTC to confirm its role

as a Centre of Excellence. Using its

experience and expertise the IPSTC can

position itself as the reference point for

emerging national peace training

capacities. This trend is confirmed by

contacts established by several East

African countries with the IPSTC to seek

advice and expertise. Such development

could mitigate the risk of doctrinal

inconsistency in the region, while

enhancing return on investment done by

the IPSTC partners.

2.3 SWOT Analysis

The SWOT (Strengths, Weaknesses,

Opportunities, and Threats) analysis

provides essential elements to feed into

the IPSTC strategy blueprint. This SWOT has

been generated on the basis interactions

of the internal and external entities on the

host of items.


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IPSTC SWOT Matrix

Strength Weaknesses

the IPSTC recognized as a Centre of

Excellence

Solid experience In curriculum design and

delivery

State of the art infrastructure with wide-

ranging capacities

Light and flexible organizational structure

Active support of regional organizations

and key donors

Project bound resources

Lack of standing human resources

capacity(researchers and trainers)

No established mechanisms and strategy

to address donors and sponsors in a

systematic way

No mechanism for long-term interaction

with customers

Opportunities Threats

Current geostrategic situation in Eastern

Africa highlights the importance of focal

points for consistent doctrinal and training

inputs for the regional actors

Window of opportunity for the IPSTC to

act as a think tank to address regional

challenges

Eagerness of IPSTC partners to support

enhancement of its regional impact

Multiplication of the African PKTIs leading

to

o Lack of strategic coherence

o Resource saturation and

fragmentation in the east Africa region

2.3.1 Strengths

2.3.1.1 The IPSTC recognized as a

Centre of Excellence

The IPSTC is widely recognized as a Centre

of Excellence for training development

and delivery. This is the result of a

combination of factors that culminate in

the very design of the Centre. The ability

not only to host courses or activities, but

also to generate and deliver outputs

based on an operational research

capability is key consideration.

This ability contributes to make the IPSTC

an institution which is not only highly

responsive, but also proactive in

addressing needs of peace actors in the

field.

It also allows the Centre to establish a

strong requirement as to the quality of the

products design and delivery.

Leveraging this strength

Expectations towards the IPSTC are high

but in the turn also reflect the level of

confidence the IPSTC enjoys. Maintaining

this level of confidence is the key to

attract and keep the interest from donors

and sponsors.

As a baseline the IPSTC strives to maintain

the level of expertise and the quality of

delivery. However based on assessment of

the last Strategic Plan 2009-2011, the

current Strategic Plan aims at improving

the Centre’s products by raising the

overall level of quality, by addressing the

identified gaps and enhancing the overall

IPSTC roles.

2.3.1.2 Solid experience in curriculum

design and delivery

In more than ten years of activity the IPSTC

can document significant expertise in the

design and delivery of training. The

constant and repeated interest from

partner countries and organizations in


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supporting the IPSTC activities is the most

obvious indicator of experience and

successful outputs the IPSTC can be

credited for.


The IPSTC recognized experience can be

leveraged by using the current level of

expertise as a benchmark to identify

potential and future gaps. Achievements

of the previous Strategic Plan allow the

IPSTC to start from a solid and healthy

fundament.

2.3.1.3 State of the art infrastructure

with wide-ranging capacities

With this support of several partner

countries, the IPSTC has achieved the

establishment of significant- and even

unique- training infrastructure, suitable for

a wide range of actors. Such facilities,

beyond their size and growth potential,

are designed to host a variety of training

curricula matching the complexity of

today’s operational challenges related to

peace support.


The IPSTC unique ability in Africa to

provide training in a variety of formats

ranging from classroom to full-scale

battalion size exercise is a very decisive

competitive advantage versus other

training institutions.

These assets can be advertised and

exploited a) to enhance existing

partnerships by widening the IPSTC training

offer and b) to create opportunities for the

civilian, police, and military actors. This

work has already been initiated and can

be further developed in partnerships with

other training institutions thus highlighting a

lead function of the IPSTC in African

capability development.

2.3.1.4 Light and flexible

organizational structure

Despite its extensive range of activities

and its substantial training capacity, the

IPSTC features a relatively light and flexible

organizational structure. This can be

achieved through the availability of

experienced and multi-talented staff, thus

providing the IPSTC with the ability to run

with limited overhead costs, without

sacrificing professionalism and expertise.


Flexible structures combined with flexible

professional management makes the

IPSTC attractive to potential partners and

more responsive to our customers. Funds

will not be spent on high overhead costs

but will be channelled into the very

expected output.

2.3.1.5 Active support of regional

organizations and key donors

The IPSTC enjoys the institutional support

from the government of Kenya and from

others key entities involved in Eastern

Africa and in the various aspects of peace

activities. This support is supported by the

achievements and successes during the

previous Strategic Plan period. However

this support should not be considered as

granted and needs to be won in an

everyday battle


The IPSTC should strive to keep those key

partners and donors, in order to benefit

from a spill-over effect to attract further

partners. This will require a proactive

communication strategy that promotes

IPSTC achievements while providing

information of potential niches for further

support.

2.3.2 Weaknesses

2.3.2.1 Project bound resources

The IPSTC enjoys the support of solid and

reliable partners both in terms of financial

support and of support-in-kind.

Understandably, donors strive to link their

contributions with concrete outputs for

accountability purposes. The financing

pattern tends to generate an uneven level

of activities in the Centre and even gaps

as it comes to personnel recruited for

specific projects.

Further it hampers the ability of the IPSTC

to develop consistent long term planning


Page 15

for infrastructure and personnel

development.

Overcoming this weakness

In order to achieve smooth transition

between projects, long-term continuity in

personnel management, and constant

level of activities, the IPSTC will proceed

with a consistent strategy to engage

donors so that IPSTC’s portfolio is

permanently funded and can engage

donors, who support the overall impact of

the Centre rather than individual projects.

2.3.2.2 Lack of standing human

resources capacity

(researchers and trainers)

The wealth of the IPSTC is its human

resources. However in the initial phase of

the Centre personnel were essentially

project bound. The consequence of

ending a project was not only a reduction

in personnel that could not be kept

between two projects, but more

importantly meant a loss of know-how and

of institutional memory.

As to trainers the Centre still lacks a solid

base layer of trainers that can not only

deliver training, but who can also

contribute to maintain an up to date

training portfolio and to deliver good

quality training, but fails to address long

term capabilities of the Centre.


Recruitment of core permanent staff

should contribute to enhance the ability of

the IPSTC to engage long range

development and even more consistent

planning.

2.3.2.3 No established mechanisms

and strategy to address

donors and sponsors in a

systematic way

In its early years, the IPSTC enjoyed solid

and consistent support from several

partners. However, with success demand

has evolved, both in terms of new issues to

be addressed and of more courses.

Further training needs for the operators in

the field must match the funding profile of

the Centre.


The IPSTC can engage potential donors in

a proactive way by establishing a yearly

portfolio of future and /or desired projects

to be financed or supported by potential

partners. Such a portfolio would be

accessible openly and provide possibility

to multiple sponsors to support projects.

This portfolio should be integrated in the

communication strategy of the Centre

and can be regularly updated

2.3.2.4 No mechanism for long term

interaction

In its first place the IPSTC could easily

identify issues that require training and

training capabilities. However, the long-

term impact of the training that is

provided by the IPSTC, as well as the

emergence of new requirements for

actors on the ground requires consistent

interaction with the customers.

Mechanisms to identify training needs

based on lessons learned on the ground

needs to be in place at our customer level

and integrated into a regular interaction

mechanism with the IPSTC, aiming at

improving delivery on the ground


In cooperation with its main customers, the

IPSTC can help them to install interaction

mechanisms that would help them to

identify their gaps and training needs,

while providing the IPSTC a solid basis for

developing relevant training curricula.


Page 16

2.3.3 Opportunities

2.3.3.1 Current geostrategic situation

in Eastern Africa highlights the

importance of focal points for

consistent doctrinal and

training inputs for the regional

actors

The concurrence of the several peace

keeping and peace support operations in

the Eastern Africa has generated

considerable demand for training for both

peace keeping and peacebuilding

activities. Further, the requirement of

having training tailored to the situation on

the ground provides a significant window

of opportunity for the IPSTC, whose

vocation is to address regional issues.

Engaging this opportunity

The IPSTC is already well engaged with

civilian, police and military partners

involved in operations in Eastern Africa.

However, the IPSTC could improve its

overall relevance through its ability to

address the very concerns of its customers.

2.3.3.2 Window of opportunity for the

IPSTC to act as a think tank to

address regional challenges

The current situation in Eastern Africa and

the Horn of Africa is at crossroads of

international concerns. The emergence of

new state in South Sudan with

considerable societal and institutional

challenges, the spill-over of middle-eastern

conflict to the Horn of Africa, and the

emergence of new economic prospective

in the Indian Ocean area some of the few

issues that will affect regional peace and

security. With its research capacity, the

IPSTC is equipped to play a role in

developing solutions and providing inputs

for policy development related to Eastern

Africa geo-strategic challenges.


The IPSTC can develop a sustainable

regional research capacity that will

address operational and strategic peace

and security challenges through a

coherent research strategy and consistent

exchange of view with regional

organizations and institutions.

2.3.3.3 Eagerness of IPSTC partners to

support enhancement of its

regional impact

The convergence of a multiplicity of

complex challenges in the Eastern Africa

region combined with the recognition, the

IPSTC has won as a Centre of Excellence

has a catalytic effect on expectations

toward the Centre. Further, several

partners have demonstrated their trust in

the ability of the IPSTC to provide sound

responses to regional challenges and

pledged their support to the development

of its capabilities.


The IPSTC can maintain interest of

potential partners by providing relevant

products with tangible results. This will

require a robust ability to tailor products to

the expectations of resource providers.

This can be achieved not only by

establishing a dynamic interaction with

the IPSTC` s customers but also with the

ability to assess the quality of its products

and adjust them to customers’ needs.

2.3.4 Threats

2.3.4.1 Multiplication of African PKTIs

The multiplication of national training

centres in Eastern Africa may affect

peace and security training in the region,

by encouraging a lack of doctrinal

coherence and dilution of regional

capabilities. Further, the competition for

external resources may lead to saturation

of partnerships and a fragmentation of

international effort in support to Eastern

Africa peace and security.

Mitigating this threat

The IPSTC can address this threat by positioning itself

as a leading institution that can provide doctrinal

support to other emerging institutions, and whose

know-how is key in developing regional and

national capabilities.


Page 17

3. THE STRATEGY

3.1 Introduction

The IPSTC is grounded on a clear vision

and mission which provide the desired

status for the Centre and its reason for

existence. The vision and mission are

complemented by five key values which

are central to the implementation of the

set objectives and strategies.

3.2 Vision statement

The IPSTC’s Vision is

“To be an independent Eastern African

research and training and education

Centre that is responsive to peace

operations training and education

requirements of the African Peace and

Security Architecture.”

3.3 Mission statement

The IPSTC’s Mission Statement is

“To conduct applied research into and

the training and education of military,

police and civilian personnel in all aspects

of peace operations in order to help

improve the effectiveness of the

international response to complex

emergencies.”

3.4 Core values

3.4.1 Integrity and Accountability

The IPSTC will aspire to have the highest

level of integrity in its administrative and

training activities; and will be accountable

through the maintenance and accurate

reporting on all its activities.

3.4.2 Professionalism

The success of the IPSTC will depend on

maintaining a highly skilled, diverse and

self-driven workforce.

3.4.3 Excellence

The IPSTC will aspire to perform at the

highest level of competence in the

delivery of peace support operations

training in keeping with its status as an

international Centre of Excellence.

3.4.4 Trust

Mutual trust amongst diverse composition

of actors’ in the ‘IPSTC System’ will

underpin success of the institution. As the

IPSTC moves forward with its development,

this set of institutional values will become

increasingly significant. More specifically,

as the organization grows in terms of both

structure and curriculum, the staffing of

the IPSTC will continue to be multinational,

multicultural, multidimensional, and

multilingual.

3.5 Strategic Issues

The IPSTC has identified the following areas

of focus, which will enhance its

competitiveness and enable it deliver

quality and relevant training and

education in peace operations.

3.5.1 Relevance

Prerequisite for the IPSTC to maintain its

edge and to attract partners is to provide

relevant outputs that match the needs

and requirements of its customers and the

international community at large. This

requires adequate mechanisms to

capture the needs of the actors on the

ground and to track the impact of training

in the field.

A framework to collate and discuss

lessons-learnt on the ground together with

a validation process designed to assess

training effectiveness, will have to be

established in cooperation with the IPSTC’s

main partners. The challenge is to design a


Page 18

system effective enough to feed training

design without being intrusive.

3.5.2 Competitiveness

As to peace support training,

competitiveness is the result of efficient

and effective training delivery.

Efficiency in training delivery relates to the

capacity of the IPSTC to deliver courses

with the appropriate resources. This

includes establishing a good working

environment, enhancing human

resources, strengthening capacity for

training and research, and acquiring

modern working equipment.

Effectiveness is the result of carefully

designed courses and training curricula. In

that respect, the IPSTC’s research

capability is a key element to keep on top

of current issues and challenges to peace

support activities. The ability to translate

issues on the ground into training

programmes, as well as to exploit various

multilateral doctrinal frameworks to cross-

fertilize training programs is a competitive

advantage the IPSTC needs to maintain.

3.5.3 Sustainability

IPSTC’s partners are the key to its long term

effectiveness not only in terms of

resources, but also, and significantly in

terms of political support. As the IPSTC

crystallizes the interest and support of the

international community to peace

support, strategic partnerships with

institutional actors are the cornerstone of

sustainable development.

Results of the previous Strategic Plan need

to be strengthened and brought into a

long term prospective. This requires some

attention to the funding structure of the

Centre. It must depart from a project-

driven funding to reach a more regular

resources flow, both in terms of financial

and human resources.

Sustainable funding patterns need to be

developed and implemented with

strategic partners, may be requiring long

term commitments of the Centre.

3.6 Strategic Objectives

Based on the detailed strategic issues the

IPSTC will work towards the achievement

of the following strategic objectives over

the next 4 years.

3.6.1 Strategic Management and

Development of Partnerships

3.6.1.1 Strategic Objective: To

establish sustainable resource

mobilization mechanisms.

Key Objective: To develop an

expanded partnership

Some International institutions such as

World Bank, UNICEF and others are not

directly involved in Peace Support but are

involved in peacebuilding at large and

have a strong interest in Peace and

Stability. Partnerships with such institutions

are built on converging interests and

objectives while securing long term

support and cooperation. Informed about

the IPSTC activities or associated to the

IPSTC programmes, these institutions could

contribute to research, to the

enhancement of some curriculums, to the

delivery of some courses (for instance

about Child soldiers) or see value to

support financially the IPSTC.

Key Objective: To develop a project

portfolio for sponsors

In order to address potential partners and

sponsors, the IPSTC will establish a portfolio

of projects and courses to be financed by

external partners or sponsors. This is not

only a tool for communicating with

potential donors and sponsors but is also a

way to foster transparency,


Page 19


develop active collaborative

mechanisms with relevant

actors/partners

Key Objective: To enhance interaction

mechanisms with our partners

The IPSTC needs dynamic ability to

interact with partners in order to better

involve them in training definition

processes, in support and in funding.

Further, the IPSTC needs to develop its

ability to engage new partners.

Improved interactive mechanisms with

partners to identify their needs and fulfil

their expectations while improving their

support to the Centre, by allowing them to

better identify IPSTC’s needs and

expectations.

Key Objective: To maintain solid,

transparent and accountable

governance

IPSTC’s responsible and accountable

governance is a key tool to build

confidence and to attract support from

partners. Maintaining and strengthening

the level of governance the IPSTC has

acquired so far is of strategic importance

for the sustainability of the Centre.

3.6.2 Training


broaden and optimize the use

of training infrastructure

Key Objective: To establish training

partnerships with other schools in the

region in the use of IPSTC facilities

The AMANI PSO Village is a unique field

training facility that brings realism in

training for all Mission components. In

order to better exploit this asset, the IPSTC

is engaged in the process of designing

and developing scenario-based training

to address current issues, such as the

protection of civilians and civil-military

coordination.

In order to optimize the use of its facilities,

the IPSTC will develop partnerships with

other training institutions sharing the same

values and objectives. sustainability and

ensure that the IPSTC remains relevant in

PSO training and research, the IPSTC will

reach out to partners and other actors in

peace and security to support staff

exchanges and linkages with emerging

PSO training institutions for regional

cohesion.

Key Objective: To expand partnership

with actors involved in Peace Support

or Humanitarian Assistance.

The IPSTC traditional focus on training

military, police, and civilian personnel from

international organisations such as the UN

and AU is complemented by training

activities for non-governmental

organisations. Initiated in 2011, this

expanded audience for training opens

new opportunities for the IPSTC. It provides

not only new opportunities for the IPSTC to

deliver training and thus contributing to

optimise the use of infrastructure, but it

provides new opportunities for supporting

partners.

The complexity of emerging post-conflict

situations in South Sudan and Somalia

provides the IPSTC the opportunity to

expand its offer to new partners. The IPSTC

will pursue its current strategy to engage

humanitarian and non-governmental

actors to enlarge its supporting basis.


establish a long term training

plan

Key Objective: To establish

relationship with emerging training

actors

The IPSTC, as a Centre of Excellence, has a

unique opportunity to develop

relationships with a wide range of entities

involved in training activities. The peace

and security challenges emerging in

Eastern Africa will require a wide spectrum

of training capabilities, ranging from

academic level to operational activities.

Capacity-building will gain strategic


Page 20

importance in the region, involving

extensive training capacities.

As seasoned training Centre, the IPSTC

can provide not only direct support to

institutions involved in peace operations,

but can also engage emerging training

institutions in sharing expertise and

methods, in order to achieve better “unite

de doctrine” in addressing peace issues at

regional level.

Such endeavour will require engaging the

full spectrum of training capacities and will

require the IPSTC to develop relationships

with academic institutions, as well as with

other private actors, who will contribute to

the Centre’s sustainable development

approach.

Key Objective: To establish a feasibility

study for postgraduate training

program

In the spirit of future development of the

IPSTC, the opportunity for the Centre to

constitute a focal point for postgraduate

training in matters related to peace and

security must be studied. It will require

evaluating options for the IPSTC to

develop various levels of post-graduate

courses.

3.6.3 Research


develop an efficient and

effective institutional research

capacity

Key Objective: To attain sustainable

human resources capacity for

research

In order to provide long-term support to

the IPSTC, and its commitment to

excellence, the PSRD needs to establish a

sustainable research capacity that will

provide both substantive consistency and

business continuity. Human resources

management will need to be embedded

into a comprehensive strategy to address

sustainability.

In a first step one Head of Applied

Research and two regional researchers will

be recruited to reach an initial operational

research capability. Current status of

pledges would allow reaching objectives

set for research in the Strategic Plan

period.

Key Objective: To develop a fully

functional Simulation and Research

Complex

The IPSTC Training portfolio will be

enhanced through addition of a

simulation capacity located in a stand-

alone building. In order to integrate this

new capacity into existing curricula, the

PSRD will have to follow a threefold path:

To establish personnel profile and

training requirements for simulation

exercises developers and operators.

This will be done in cooperation with

our main partner in this simulation

project. (1st quarter 2012)

To define products relevant to the

IPSTC and adjust existing exercises for

simulation. The establishment of a

simulation capacity may require the

development of new training scenarios

and/or the translation of current

training material (e.g. CARANA

exercises) into digitized material. Future

developments may include distributed

command post exercises (CPX), linking

operational units with the simulation

centre located in the IPSTC.

To finalize the construction of a building for

Simulation and Research building that will

eventually harbour the full range of PSRD

activities.

Key Objective: To develop a

comprehensive knowledge

management system

Knowledge Management is about

keeping track of existing knowledge;

make it accessible to those who need to

access it, to identify knowledge gaps and

to provide input to Applied Research. A

significant step has been done with the

development of the Training Management

System (TMS) that helps to keep track of

IPSTC courses and output.


Page 21

The process to achieve this objective in

this Strategic Plan period is twofold:

i. The development of the TMS as a

platform for knowledge sharing

between the IPSTC and the

students/participants, though the

development of what could be called

a “IPSTC Facebook” with domains for

each student/participant allowing

access to:

Reading and Course material (e.g.

PowerPoint presentations or

templates, abstracts, curricula,

etc.)

Best practices and lessons learned

reports (creation of a community

of practice)

Reference material for operational

purposes (e.g. policies, guidelines,

field manuals, etc.)

Exchange of and access to best

practices and lessons learned

reports and creation of a

community of practice (e.g. for SSR

experts, Early Warning experts,

etc.)

ii. The integration of the library and the

IPSTC IT into a comprehensive and

cohesive system to access knowledge

for IPSTC members and for students.

The IPSTC library is a solid resource for

students, course participants and

scholars. A significant amount of work

has been done to put together a

useful and relevant collection of books

and documents. In order to include

ISPTC knowledge resources into a

more comprehensive tool, it is

proposed to establish the library as a

part of a broader concept for

knowledge management that will

ease access to ISPTC products and to

reference material for students.

Eventually this will provide:

1. To the IPSTC management:

Database of experts and scholars

to support research and training

delivery.

2. To students and participants:

Downloadable reference material

for operational purposes (e.g.

policies, guidelines, field manuals,

etc.) accessible to IPSTC students;

Downloadable reading material

for IPSTC students and scholars

(e.g. IPSTC publications,

presentations, etc.);

Online catalogue of available

literature in the IPSTC Library

Online access to course material

(e.g. PowerPoint presentations or

templates, abstracts, curricula,

etc.)

3. To general public:

Downloadable IPSTC products for

general audience (e.g. Newsletter,

Course Prospectus, etc.)


enhance consistency with

customer needs.

Research should be directed primarily at

issues that affect core activities of peace

actors on the ground with the aim of

supporting them better delivering their

main products.

Through identification of the operational

consequences of the current conflicts and

related challenges for Peace

Supporters/Keepers, several issues have

already been identified by the

international community and need to be

addressed. Consultation with academic

institutions, as well as with major

stakeholders should help to clarify how to

respond to the needs of Peace

Supporters/Keepers on the ground while

addressing some controversial aspects

(e.g. use of force). This will enhance the

function of the IPSTC as a Think Tank

capacity in support to the APSA.

Domains that may require attention of

Research in the next Strategic Plan will

have to be defined with customers, and

could be:

Use of force in PKO (and PSO);


Page 22

Intelligence and situational awareness

in multinational environment;

Integration of new technologies for

information sharing and awareness;

Operational consequences of

contributing to UN vs. non-UN peace

operations.

Key Objective: To have a mechanism

to ensure consistency between

research activities and customer

needs

Ambitions of the IPSTC as a Centre of

Excellence in training and as a Think Tank

in East Africa will rely on solid and

consistent staffing of the Research Wing of

PSRD, as well as on active exchange of

information with IPSTC main partners.

Customer-oriented approach requires

dynamic interaction with the IPSTC (PSRD)

to capture the needs and requirements of

customers. Establishment of consistent and

effective BP/LL mechanisms can only work

with the full commitment of IPSTC partners

in institutionalizing collection capacity and

maintaining close relations with the IPSTC

for analysis and solutions design.

Key Objective: To have a Research

Agenda

Key issue for the Research Department is

the identification of research areas in

support to peace operations. This

objective will be reached through an

interactive process with IPSTC main

customers.

However, analysis of current operations

allows outlining possible areas of interest

for research:

Implications of protection of civilians

mandates in Operational Planning;

Conflict mapping in South Sudan;

Reintegration models for former militia

fighters in South Sudan;

Minimizing international footprint in

PKO/PSO deployment areas;

Use of new technologies as early-

warning tools for protection of civilians.


develop updated and relevant

curricula

Key Objective: To have an updated

and relevant set of curricula suited for

personnel deployed in UN and AU

missions

For the 2012-2015 Strategic Plan Period,

Curriculum Management will review,

strengthen and customize existing

products (including establishment of

evaluation and validation procedures).

Considerable work has been done in the

IPSTC within the framework of the 2009-

2011 Strategic Plan in designing curricula

and developing facilitator manuals. This

work will be pursued and improved, in

order to better adjust Curriculum Design to

needs and requirements of field missions.

For instance, EAC contributions to peace

may be provided to a several international

or regional organizations, which may have

different doctrines (e.g. PSO in AU vs. PKO

in UN, or CIMIC vs. UN CIMIC) with direct

operational implications (e.g. the use of

force).

Curriculum Evaluation and Validation has

strategic importance for the IPSTC as it

formalizes the excellence of the Centre.

To this aim, the Curriculum Wing will

develop evaluation and validation

procedures for IPSTC training courses. In

this respect, PSRD will strengthen its ties

with UN Integrated Training Section (ITS) in

order to better integrate UN standards for

training and to facilitate UN validation and

certification of courses.

Key Objective: To establish new

Facilitators and Participants Guides

Review of current facilitators’ guides,

together with identification of new

requirements for training will contribute to

identify gaps in training capacity. The

Facilitator Guides will be available to

trainers in soft format and broken-down

into “lessons format” in order to make

them even more user-friendly. This will


Page 23

contribute to reduce costs and to

facilitate use.

In order to enhance capabilities of

Participants once deployed in the field,

guides will be established. They will be

“aide-mémoires” and will allow quick

access to regulations and to reference

documentation related to the course

substance.

3.6.4 Resources management


optimize human resources

management

Key Objective: To ensure institutional

knowledge and business continuity

The IPSTC should ensure that personnel

recruited through partner support are

sustained beyond the programme period

(UNDP, EU); in order to facilitate smooth

transition from one project to another, the

IPSTC will engage and negotiate early with

the partners for continuation of the

program and especially retention of staff.

Further to this IPSTC staff augmentation

requires close liaison with KMOSD to post in

staff as per the approved establishment so

as to enhance the institutional capacity.

Key Objective: To implement the

Human Resource Management System

The implementation of HR management

system will mean the Centre taking on &

contracting staff in its own person. It will be

able to use the manuals prepared to carry

out activities concerning the same staff

e.g. recruitment, appraisals, discipline,

termination etc that are meant to benefit

the Centre and ensure it has and

maintains the best persons for the positions

available.


enhance financial resources

management

Key Objective: To publish 1st Audited

Financial Report

These audited reports are to be presented

annually within the first quarter of each

year. This will give credibility to the

Centre’s financial management as an

independent party has authenticated the

reports.

Key Objective: To establish additional

sources of income

To identify tools to value IPSTC’s products

(i.e. research products) and training

services to address functioning costs and

thus reducing the burden on the Centre’s

reserve.


optimize the functioning of

IPSTC’s structures

Key Objective: To establish transport

management procedures

New procedures for using transportation

will provide logistical efficiency in terms of

course delivery, fuel consumption,

accountability, and administration.

Key Objective: To establish facilities

management procedures

These are meant to ensure the Centre’s

premises remain in pristine conditions that

meet international standards meant for an

institution of IPSTC’s calibre. It will involve

coming up with policies concerning

allocation to facility renovations, periods

for conducting renovations & procedures

that determine what takes priority & how

to request for facility works.


Page 24

3.7 Summary of the objectives according to strategic issues

STRATEGIC ISSUE 1: RELEVANCE

Strategic Objective 1: To develop active collaborative mechanisms with relevant

actors/partners

Key Objectives Key Performance Indicators Key results/Outputs

To enhance interaction mechanisms with partners

Establishment of annual partners forums Increase in training and infrastructural development income

Secondment of new staff;

Establishment of new training courses

To maintain solid, transparent and accountable management system

Publication of audited financial reports

Financial and procurement controls

Quarterly reporting against budgeted figures

Adoption by management.

Publish Resource management report

Annual budget plans

Strategic Objective 2: To establish a long term training plan


To establish relationship with emerging training actors

Identification of potential areas and scope for cooperation

Develop joint training programmes with regional institutions

Development of “ready-to-use” training packages for regional training institutions and international entities

To conduct a feasibility study on postgraduate training program

Identification of academic partners

Establishment of a model MOU/MOC with academic institutions

Definition of a Master program

Establishment of a Report to the JCB including financial and personnel resources implications

Strategic Objective 3: To enhance consistency with customer needs


To develop a Research Agenda covering the Strategic Plan period.

Definition of thematic areas of research Initiate research activities on in: conflict prevention, conflict management and post-conflict recovery.

To develop a mechanism for determining consistency between research activities and customer needs.

The design and establishment of Best Practices and Lessons Learnt (BP/LL).

Definition of validation mechanisms

Establishment of a policy defining roles in collecting and exploiting data from the field.

Establishment of a model SOP for establishment and implementation of a BP/LL mechanism.


Page 25

Strategic Objective 4: To develop updated and relevant curricula


To have an updated and relevant set of curricula suited for personnel deployed in UN and AU missions

Distribution of soft versions of the facilitators’ guides (for internal use)

Lessons offered as separate files for AU and UN missions.

To establish new Facilitators and Participants Guides

New publication available to trainers and facilitators in soft version.

Lessons available as separate files for ease of use.

STRATEGIC ISSUE 2: COMPETITIVENESS

Strategic Objectives 5: To broaden and optimize the use of training infrastructure


To establish training partnerships with other schools in the region in the use of IPSTC facilities

Provision of service or facility to other peacekeeping training institution (PKTI)

Establishment of a policy for sharing curricula with other PKTIs

Joint curricula development

Establishment of MOU/MOC with PKTIs

To expand partnership with actors involved in Peace Support or Humanitarian Assistance

Increased in number of new partners (PKTI, IO, INGO, NGO)

Delivery of new courses

Additional sources of funding

Strategic Objective 6: To optimize the functioning of IPSTC’s structures


To establish transport management procedures

Establish a Standard Operation Procedure for the use and management of transportation assets in the IPSTC.

Dissemination of the SOP to the IPSTC’s Schools and the HQ.

To establish facilities management procedures

Establish a policy for the use and the exploitation of facilities by guest organisations.

Establish a SOP for the management of the IPSTC facilities.

Publication of a facilities user’s guide.

Dissemination of the SOP to the IPSTC’s Schools and the HQ


Page 26

STRATEGIC ISSUE 3: SUSTAINABILITY

Strategic Objective 7: To optimize human resources management


To ensure institutional knowledge and business continuity

Establishment of a retention policy to reduce staff turnover

Establishment of mechanisms to negotiate early with the partners for continuation of the program Establishment of a business continuity policy

Retention of staff through the transition period

To implement the Human Resource Management System

Finalize and adopt Human Resource Manual.

Implement Human Resource Management System

Employ a Human Resource Manager

Strategic Objective 8: To develop an efficient and effective institutional research

capacity


To attain sustainable human resources capacity for research

Recruitment of:

Head Applied Research

regional researchers

senior researchers

international researcher

International researchers

Fully operational research capacity

To develop fully functional Simulation and Research Complex

Identification of human resources needs Definition of personnel profiles and training and requirements

Products definition Catalogue of simulation training products

Finalization of structural work Transfer of PSRD activities in the new building

To develop a comprehensive knowledge management tool

Finalization of TMS phase 2 IPSTC website configured as a portal (‘IPSTC Facebook’) with domains for students / participants to access:

Reading and Course material

Best practices and lessons learned reports (creation of a community of practice)

Reference material for operational purposes

Integration of the IPSTC website into a comprehensive knowledge management system.

Improve the design of the IPSTC website to:

Download publications

Access the IPSTC Library catalogue.


Page 27

4. IMPLEMENTATION OF THE

STRATEGIC PLAN

4.1 Implementation

approaches

Based on the guidance of the Joint

Control Board through the Centre

Management Board, the implementation

of above mentioned objectives will require

various steps and timelines described in

the tables described hereunder. This will

then lead to the operationalization of both

the research and training agendas that

have been identified and agreed on in

both the business plan and the annualized

departmental work plans. These will be

complemented with routine monitoring to

ensure that there are linkages between

and among the Strategic Plan, business

plans and work plans at both the

departmental level and the governance.

4.2 Business Plan

While the IPSTC Strategic Plan is

formulated to provide the strategic

direction and overall road map for the

institution, The Business Plan sets out the

detailed timeline and resources to

implement its strategies and for achieving

outcomes. The business plan is a living

document based on the Strategic Plan

that sets bases for implementation,

management and monitoring of the

Strategic Plan. It is instrumental for

resources allocation and program

controlling and will be regularly reviewed

and adjusted as necessary to ensure

adequacy between available resources

and the objectives set in the Strategic

Plan.

The Business Plan links strategic and key

objectives to resources planning and

availability. It will guide the fund raising

Strategic Objective 9: To enhance financial resource management


Publish Audited Financial Reports

Financial and procurement controls in place

Quarterly reporting against budgeted

Management’s approval

Publish Resource management report

Yearly budget plans

Establish additional sources of income

Publish IPSTC material for marketing

Increase training income through a broadened partnership.

Production of IPSTC memorabilia?

Ability of the IPSTC to meet its administrative requirements.

Strategic Objective 10: To establish sustainable resource mobilization mechanisms.


To develop an expanded partnership

Approach a wide range of international organisations (i.e. UNICEF, World Bank, ICRC) to include them in our partner network.

Publication of resource management reports and yearly budget plans

Joint Financial Arrangement with development partners

To develop a project portfolio for sponsors

Establishment of a modular portfolio arranged along functional lines of the Centre (Strategic Management, Training, Research, Finance & Administration)

Dissemination of the portfolio to major and potential partners


Page 28

strategy as well as IPSTC’s human

resources policy, with the aim of ensuring

business continuity and operational

sustainability.

4.3 Work Plan

Work Plan is designed at

department/school level and outlines

activities and timeline to be performed in

pursuance of the objectives set in the

Strategic Plan. Further, it allows proper

sequencing of activities and to allocate

adequate resources to achieve

objectives. It is a key instrument for

monitoring and controlling activities at

department/school level and in

implementing accountability processes.

Work plans are reviewed and updated

regularly at Department/School level, as

they will serve as basis for the review of the

Business Plan.

The implementation of the plan will also

embrace performance management

concept which entails the setting up of

standards and targets, measuring actual

performance against set targets, and

reporting on the results. This approach

aligns this plan with the strategic goals

and issues that requires that the key

departments improvement on its provision

of services to attain competitiveness.

4.4 Quick and Responsive

Approach

To ensure that momentum is maintained,

the plan will also focus on

programs/activities relevant and

responsive to the regional issues in peace

and security. The quick responsive

approach is prudent as it produces rapid

results which motivate people and keep

them enthusiastic to support the rest of the

activities.


Page 29

4.5 Implementation Matrix and Responsibilities

K

ey

Ob

jec

tiv

e

Tim

elin

e

2012

2013

2014

2015

1

To

dev

elo

p a

ctiv

e co

llab

ora

tive

m

ech

anis

ms

wit

h r

elev

ant

acto

rs/p

artn

ers

(H

Q)

On

-go

ing

act

ivit

y

Yea

rly

Act

ivit

y R

epo

rt

(No

v 20

12)

Yea

rly

Act

ivit

y R

epo

rt

(No

v 20

13)

Yea

rly

Act

ivit

y R

epo

rt

(No

v 20

14)

Yea

rly

Act

ivit

y R

epo

rt

(No

v 20

15)

2

To

est

ablis

h a

pla

n f

or

trai

nin

g

futu

re d

evel

op

men

t (P

CS

S/H

PS

S)

Fu

ture

Dev

elo

pm

ent

Pla

n

(Mar

201

3)

Po

st G

rad

uat

e P

rog

ram

Fea

sib

ility

Stu

dy

(D

ec 2

014)

3

To

en

han

ce c

on

sist

ency

wit

h

cust

om

er n

eed

s (P

SR

D)

Yea

rly

Ag

end

a (0

3.20

12)

Yea

rly

Ag

end

a (0

9.20

13)

Yea

rly

Ag

end

a (0

9.20

14)

Yea

rly

Ag

end

a (0

9.20

15)

Est

ablis

h P

olic

y &

SO

P f

or

LL

/BP

(0

6.20

13)

4

To

hav

e u

pd

ated

an

d r

elev

ant

curr

icu

la

(PS

RD

)

Up

dat

e/Im

pro

ve c

urr

ent

curr

icu

la

(06.

2013

)

Est

ablis

h n

ew f

acili

tato

rs g

uid

es

(09.

2013

)

5

To

bro

aden

an

d o

pti

miz

e th

e u

se o

f in

fras

tru

ctu

res

(P

CS

S/H

PS

S)

Est

ablis

h p

artn

ersh

ips

wit

h o

ther

PK

TI

(on

-go

ing

)

Exp

and

par

tner

ship

s w

/ pea

ce s

up

po

rt a

nd

hu

man

itar

ian

ass

ista

nce

inst

itu

tio

ns

(on

-go

ing

)

6

To

op

tim

ize

fun

ctio

nin

g o

f IP

ST

C’s

str

uct

ure

s (

HQ

, F&

A)

Tra

nsp

ort

atio

n

SO

P (

09.2

012)

Fac

ility

mg

mt

Po

licy

(09.

2012

)

7

To

op

tim

ize

hu

man

res

ou

rces

m

anag

emen

t (H

Q, F

&A

)

Bu

sin

ess

con

tin

uit

y p

olic

y (1

2.20

12)

Est

ablis

hm

ent

of

a h

um

an

reso

urc

e p

olic

y (0

3.20

13)


Page 30

8

To

dev

elo

p a

n e

ffic

ien

t an

d

effe

ctiv

e in

stit

uti

on

al r

esea

rch

ca

pac

ity

(PS

RD

)

Rec

ruit

men

t o

f re

sear

cher

s (1

2.20

12)

S

imu

lati

on

Co

mp

lex

(09.

2013

TM

S2

(04.

2012

)

Kn

ow

led

ge

Man

agem

ent

Sys

tem

(0

6.20

13)

9

To

en

han

ce f

inan

cial

res

ou

rce

man

agem

ent

(HQ

, F&

A)

IPS

TC

Dev

elo

pm

ent

Pla

n

(12.

2012

)

Mem

ora

bili

a st

rate

gy

(09.

2012

)

10

To

est

ablis

h s

ust

ain

able

fu

nd

-ra

isin

g m

ech

anis

ms

(HQ

)

Yea

rly

Fin

anci

al R

epo

rt

(No

v 20

12)

Yea

rly

Fin

anci

al R

epo

rt

(No

v 20

13)

Yea

rly

Fin

anci

al R

epo

rt

(No

v 20

14)

Yea

rly

Fin

anci

al R

epo

rt

(No

v 20

15)

Po

rtfo

lio

(09.

2012

)


Page 31

4.6 Resource Flow

The resource required for implementing this plan is tabulated in the following implementation

matrix:

Strategic Objective 2012

[$]

2013

[$]

2014

[$]

2015

[$]

Funding

Gap

To develop active collaborative mechanisms with relevant actors/partners

24,600 39,100 39,100 39,100 141,900

To adjust for future challenges 23,400 28,040 28,040 28,040 107,520

To enhance consistency with customer needs

135,800 163,200 163,200 163,200 625,400

To have updated and relevant curricula

74,000 81,400 81,400 81,400 318,200

To broaden and optimize the use of infrastructures

10,000 10,000 10,000 10,000 40,000

To optimize functioning of IPSTC’s structures

394,900 166,380 78,880 78,880 719,040

To optimize human resources management

24,000 25,000 26,000 27,000 102,000

To develop an efficient and effective institutional research capacity

637,652 237,000 239,000 241,000 1,354,652

To enhance financial resource management

32,000 38,000 38,000 38,000 146,000

To establish sustainable fund-raising mechanisms

90,000 102,840 102,840 102,840 398,520


Page 32

5. MONITORING,

EVALUATION AND

REPORTING:

The IPSTC does not have a sound

planning, monitoring and evaluation

system that compares the outputs to the

planned activities. It however uses the

progress reports for evaluation of

performance.

5.1 Monitoring

Monitoring is an important management

tool that helps management to, among

others; make decisions aimed at

improving performance, allowing

managers to determine whether the

programme is on course and if it is likely to

achieve the intended objectives, ensuring

accountability to all parties involved in the

programme, to assess the use and delivery

of the resources in accordance with the

implementation plan and to monitor the

achievement of the intended outputs on a

timely manner. The main purpose is to

enable managers to verify progress based

on evidence-based decisions about any

corrections needed in implementation.

5.2 Evaluation

Evaluation of the plan will serve two main

purposes; first, to inquire into the feasibility

of the plan and second, to assess the

overall impact. Evaluation of the Strategic

Plan will be useful in several ways; first, to

avoid the possibility of wasting money by

aiding the selection of the most effective

options. Second, it will help the Centre to

continue with a plan that is likely to

produce the intended results and lastly, it

will detect and correct some of the factors

that may reduce the positive impact of

the Strategic Plan.

5.3 Reporting

The IPSTC prepares quarterly progress

reports to the donors and partners that

provide details of the progress made in

implementing planned activities.

Explanations are provided by the

coordinator for any exceptions in activity

implementation. The reports enable the

assessment of progress and achievements

and help focus the implementation of the

plan to the results of activities, enabling

the improvement of subsequent work

plans.

Reporting will therefore form the basis for

decision-making and learning at the

program level. Reporting will

communicate how effectively and

efficiently the Centre is meeting its

objectives.

5.4 Methodology

Monitoring will involve routine data

collection and analysis on the success of

the implementation of this Strategic Plan.

The results from the analysis will then be

used to inform decision making at all

levels. The objectives of the Strategic Plan

will be reinforced through corrective

measures when and if necessary. This will

be achieved by:

Developing of monitoring and

evaluation indicators at all levels of

implementation

Carrying out continuous data

collection, analysis and monthly

reporting to the Joint Control Board

and Centre Management Board

Carrying out random inspections and

making objective observations

Conducting specially designed surveys

and rapid assessments to assess

progress

Carrying out participatory M&E

(Stakeholders fora)

Establishing of Work Improvement

Teams in the respective departments

Linking the Centres M&E framework to

the international M&E System

Facilitating independent assessment

and reviews of the programmes under

Implementation in the schools and

departments.


Page 33

5.5 Evaluation mechanism

The Strategic Plan will be evaluated during

and after implementation to ensure that it

produces the intended results. The plan will

inherently be subjected to independent

evaluation to remove any element of bias.

The evaluation will be carried out using

relevance, efficiency, effectiveness,

sustainability and impact measures.


Page 34

6. ANNEX – MANAGING SUSTAINABILITY

Sustainability has to be considered as a critical element of a system that will be effective only

if all parts of the chain are solidly anchored in a whole. Sustainability is not only linked to the

capacity of marinating long term relationships with partners, but also with the ability to

evolve in order to respond to emerging issues and challenges.

Sustainability management

Leadership

•Clear strategy to address identified challenges and objectives

•Controlling processes to identify new challenges and assess them.

•Decision-making to address challenges and keep the strategy implementation on track.

•Effectiveness and efficiency

Financial Adaptability

•Identify funding needs and communicate them to partners

•Establish long term fund-raising strategy and strive to depart from project-oriented funding

•Accountability and transparency as a confidence-building measure for contributors

•Strive for regional involvement and investment

Programme Capacity

•Develop solid relationship with customers in order to address their needs

•Develop a solid research capacity for to support training design

•Ability to adjust the products to a changing environment and to the developing requirements of customers

•Good training delivery expertise

Documents

IPSTC Strategic Plan 2012-2015ipstc.org/media/documents/Strategic_Plan_2012_To_2015.pdf · 1.2.1 Historical Overview of Kenya’s PSO Training Institutions ... 1.3.4 Resource Management