Benchmarks

Priority 1: Training and Mentoring Afghan National Security Forces

To enable the Afghan National Security Forces in Kandahar to sustain a more secure environment and promote law and order.

Canadian Objective for 2011

By 2011, Canada expects that the ANA in Kandahar will demonstrate an increased capacity to conduct operations and sustain a more secure environment in key districts of Kandahar, with support from ISAF allies. Canada also expects the Afghan National Police (ANP) will demonstrate an increased capacity to promote law and order in key districts of Kandahar, supported by justice-sector and corrections capabilities.

Context

Benchmarks to measure Afghan National Army (ANA) progress are very precise and consistent with NATO's overall ANA training initiatives. To strengthen the policing, justice and corrections sectors, our benchmarks include both quantitative and qualitative indicators. A number of external factors will affect our ability to make progress in these areas. Insurgent violence deliberately targeting Afghan police has resulted in high rates of death, injury and desertion, which degrade police effectiveness and limit our ability to track trained police officers. Canada is one of many actors contributing to rule-of-law reform: Afghan ministries are leading this process and key international partners are playing critical roles.

Benchmarks

1. Increase in the number of ANA kandaks (army battalions) in Kandahar capable of conducting near-autonomous security operations, and increase in the capability of their brigade headquarters.

Progress Indicator: The number of ANA kandaks (and their brigade headquarters) capable of planning, executing and sustaining near-autonomous operations.

Baseline: One of the five ANA kandaks is fully capable of planning, executing and sustaining near-autonomous operations (June 2008).

2011 Target: To have four of the five ANA kandaks (and their brigade headquarters) fully capable of planning, executing and sustaining near-autonomous operations.

Quarterly Result: The ANA brigade headquarters and one of the five kandaks are fully capable of planning, executing and sustaining near-autonomous operations. A newly formed sixth kandak has not yet been assessed.

2. Increase and/or maintain the effective strength (troops trained, ready and available for operations) of Kandahar-based ANA kandaks and their brigade headquarters.

Progress Indicator: The effective strength of the Kandahar-based ANA kandaks (and their brigade headquarters).

Baseline: One of the five ANA kandaks has an effective strength of 67% and the remainder currently have an effective strength of over 80%. The ANA brigade headquarters has an effective strength of 77% (June 2008).

2011 Target: To sustain the level of effective strength of the Kandahar-based ANA kandaks (and their brigade headquarters) at 70% or higher.

Quarterly Result:One of the six kandaks and the ANA brigade headquarters have an effective strength of 70%.

3. Progressive increase in the security burden shouldered by the ANA in the Area of Responsibility (AOR) of the Canadian Forces.

Progress Indicator: The percentage of total security operations in the Canadian Forces AOR that are executed by the ANA.

Baseline: Forty-five percent of total security operations in the Canadian Forces AOR are executed by the ANA (April 2009).

2011 Target: Sixty-five percent of total security operations in the Canadian Forces AOR are executed by the ANA.

Quarterly Result: Eighty percent of total security operations were executed by the ANA.

Progress Indicator: The percentage of total security operations in the Canadian Forces AOR that are led by the ANA.

Baseline: Forty-five percent of total security operations in the Canadian Forces AOR are led by the ANA (April 2009).

2011 Target: Sixty-five percent of total security operations in the Canadian Forces AOR are led by the ANA.

Quarterly Result: Seventy-two percent of total security operations were led by the ANA

4. To increase the number of key districts where ANA are perceived by the majority of the population to be a professional and effective force that contributes to their well being in key districts of Kandahar province.

Progress Indicator: The number of key districts where the ANA has an approval rating of 85% or more¹.

Baseline: In four of the six key districts the ANA has an approval rating of 85% or more (June 2008).

2011 Target: To maintain and/or increase the number of key districts where the ANA has an 85% approval rating.

Quarterly Result: In one of the six key districts the ANA had an approval rating of 85% or more.

^{1 Approval rating is defined as perceived as a professional and capable force.}

5. Increase in the number of key districts of Kandahar province where there is a perceived improvement in security conditions.

Progress Indicator: The number of key districts where the majority of Kandaharis perceive security as improving.

Baseline: In zero of the six key districts, a majority of Kandaharis perceiving an improvement in security (June 2008).

2011 Target: The majority of Kandaharis in all six of the key districts perceive security as improving.

Quarterly Result: Although in none of the six key districts did a majority of Kandaharis perceive security as improving, in two districts, overall perceptions of security increased over the last quarter.

6. Increased Afghan National Police (ANP) capacity to provide effective police services in key districts of Kandahar.

Progress Indicator: The number of ANP trained in Kandahar.

Baseline: 25% of the ANP in key districts have completed Focused District Development (FDD) training (August 2008).²

2011 Target: 80% of key district ANP forces will have completed Focused District Development (FDD) training.

Quarterly Result:FDD training was completed by 679 ANP in the key districts this quarter, for a total of 2,030 officers. Due to current restructuring of the ANP, we cannot report on the percentage rate at this time.

^{2. Focused District Development (FDD) is a six-phase police reform program that involves retraining, equipping and mentoring district police forces as consolidated units, over six to eight months (but generally lasts longer).}

Progress Indicator: The number of ANP forces in key districts assessed at Capability Milestone 2: capable of planning, executing and sustaining near-autonomous operations.³

Baseline: 0% of ANP forces in key districts are capable of planning, executing and sustaining near-autonomous operations (August 2008).

2011 Target: 80% of ANP forces in key districts are capable of planning, executing and sustaining near-autonomous operations.

Quarterly Result: Two of 17 police units, or 12%, are assessed at Capability Milestone 2.

^{3 FDD is assessed by Capability Milestones. Capability Milestone 2 is defined as “the police unit, staff function or installation can conduct basic law and order operations, management or leadership tasks (appropriate to local circumstances) with occasional assistance from an international advisor or police mentor team.”}

Progress Indicator: The number of ANP infrastructure and equipment projects completed in Kandahar.

Baseline: Five permanent substations have been constructed and equipped in key districts (August 2008).

2011 Target: 15 new infrastructure projects, such as construction of substations or checkpoints, and 15 upgrades to existing ANP facilities are completed in key districts in Kandahar province. All 15 new facilities built by Canada in Kandahar province are provided with basic equipment required to run a functioning police unit.

Quarterly Result: One infrastructure project and upgrades to three police facilities were completed this quarter, bringing the to-date totals to 13 infrastructure projects and six upgrades to existing ANP facilities.

7. Improved detention facilities in Kandahar that support the work of the Afghan National Police (ANP).

Progress Indicator: The number of infrastructure and equipment projects completed in Sarpoza prison and the Afghan National Directorate of Security (NDS) detention centre in Kandahar.

Baseline: Immediate repairs were made in the wake of the attack on Sarpoza prison. Detailed needs assessments for ongoing infrastructure upgrades at both NDS and Sarpoza have been completed and project plans have been developed in consultation with the Afghan government (August 2008).

2011 Target: 19 planned infrastructure projects, such as repairs to security infrastructure and refurbishment of prisoner quarters, are completed in Sarpoza prison in keeping with international standards and best practices.  12 planned equipment purchases, such as communications equipment, uniforms and office furnishing, are delivered to Sarpoza prison in keeping with international standards and best practices.

Quarterly Result:One infrastructure project to refurbish prisoner quarters and two equipment purchases to enhance perimeter security were completed, bringing the to-date totals to 12 infrastructure projects and nine equipment purchases.

Progress Indicator: The number of corrections officials trained and mentored in Kandahar.

Baseline: 23 corrections officers (30%) and one senior manager (50%) have successfully completed initial corrections training; and two senior managers (100%) are participating in management training (August 2008).

2011 Target: 100% of corrections officers and managers will have successfully completed their initial and advanced training programs.

Quarterly Result: 58 corrections officers, or 67% of current staffing levels, commenced advanced-level training. Sustainment training for new recruits is also being delivered on an ongoing basis. The percentage of corrections officers trained will fluctuate between reporting periods as a result of on-going changes in Afghan staffing levels.

8. Improved justice sector: a working court system in Kandahar City with competent judges, prosecutors, defence lawyers and administrative personnel in place.

Progress Indicator: The number of training programs in place for justice officials Kandahar.

Baseline: There are no current training programs for justice officials in Kandahar (August 2008).

2011 Target: Four training programs for justice officials in Kandahar are made available for those practising law and those involved in administering the legal system.

Quarterly Result: A three-month information technology training program for the ANP Prosecutor’s Office was completed this quarter.

Progress Indicator: The number of justice sector infrastructure and equipment projects completed in Kandahar.

Baseline: Minimal judicial infrastructure exists. The Attorney General and Ministry of Justice building requires repair. In Kandahar City, there is one courthouse which is in disrepair and housing for judges and prosecutors is inadequate. In the other districts, there are only three courthouses, all of which require upgrading.

2011 Target: Five justice facilities, including the ANP Prosecutor’s Office, Attorney General’s Office and High Court are built or rehabilitated to support the formal justice system in Kandahar City. Three justice facilities, including the Land Registry Office (Cadastre), ANP Prosecutor’s Office and High Court are equipped to support the formal justice system in Kandahar City.

Quarterly Result: Three infrastructure projects in support of the justice institutions are ongoing. Two equipment deliveries, including security enhancements for the High Court and office supplies for the ANP Prosecutor’s Office were completed.

Progress Indicator: Improved Ministry of Justice capacity to draft, revise, translate and promulgate laws passed by the Afghan government.

Baseline: Afghan Ministry of Justice's legislative drafting unit lacks the required capacity, processes and infrastructure to draft, revise, translate and promulgate legislation in an effective and timely manner (August 2008).

2011 Target: The Afghan Ministry of Justice's legislative drafting unit achieves improved capacity.

Quarterly Result:The Canadian-funded technical advisor to the legislative drafting unit at the Ministry of Justice developed and delivered training sessions on information technology.