Money As A Weapon System Afghanistan (MAAWS-A)
- 268 pages
- March 2012
- 9.66 MB
The Money As A Weapon System – Afghanistan Commander’s Emergency Response Program Standard Operating Procedure supports the United States Government Integrated Civilian-Military Campaign Plan and ISAF Theater Campaign Plan (TCP). The Theater Campaign Plan lists objectives that include improving governance and socio-economic development in order to provide a secure environment for sustainable stability that is observable to the population. CERP provides an enabling tool that commanders can utilize to achieve these objectives. This is accomplished through an assortment of projects planned with desired COIN effects such as addressing urgent needs of the population, promoting GIRoA legitimacy, countering Taliban influence, increasing needed capacity, gaining access, building/expanding relationships, promoting economic growth, and demonstrating positive intent or goodwill.
The SOP recognizes and addresses the challenges that lie ahead as we continue the momentum of our campaign and through the challenges of transition. This revision implements policy changes, which are summarized within the summary of changes, to help improve oversight and management and incorporates the lessons we have learned to include measures adopted from the recommendations of various audits. Additionally, a broad spectrum of collaboration and research from several organizations and agencies was used to provide guidance as you plan CERP projects.
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A. Counterinsurgency concepts, frameworks, and ideas ultimately find expression in activities involving investments of energy, time and resources. Projects are a primary means for executing governance since they incorporate decisions on the distribution of scarce resources, may involve negotiations on the nature of the social contract, and can create positive, interdependent relationships to allow the delivery of a service. Project management is the way to ensure these investments generate measurable returns. However, project management to COIN effects is not the same as project management to quality, timeline, scope or budget as there are different objectives with different means of judging whether the objectives are met. Project prioritization and selection must reinforce COIN objectives. The list of potential projects will always exceed the capacity to deliver. The major limiting factor will be the ability to execute and oversee projects rather than limited funding. The more technically challenging the project, the greater the need for direct presence to ensure quality. Less complex projects, by contrast, can reduce coalition forces direct presence while ensuring greater COIN effects.
B. Commander’s Emergency Response Program (CERP) projects (and similar stabilization funds) are vehicles for achieving effects. The desired effects are currently not well defined, measurable or standardized across projects. An effect can be:
1. Developmental, seeking to change society, build institutional capacity or promote economic improvement that is sustainable;
2. Humanitarian, seeking to alleviate human suffering without conditions or impartiality;
3. Force protection/hearts and minds, seeking to create a positive impression of coalition forces/Afghan National Security Forces (ANSF) in an effort to lessen attacks; or
4. Counterinsurgency, seeking to address causes of instability through fostering positive, interdependent relationships between the Government of the Islamic Republic of Afghanistan (GIRoA) and key populations.
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