Delegations will find attached document EEAS(2016) 557 REV 5.

Transcription

1 Council of the European Union Brussels, 8 July 2016 (OR. en) 11066/16 CSDP/PSDC 434 EUMC 89 COVER NOTE From: European External Action Service (EEAS) To: European Union Military Committee (EUMC) Subject: EU Military Training and Education Annual Report 2015 Delegations will find attached document EEAS(2016) 557 REV 5. Encl.: EEAS(2016) 557 REV /16 KP/ils DGC 2B

2 EUROPEAN EXTERNAL ACTION SERVICE EUROPEAN UNION MILITARY STAFF Brussels, 7 July 2016 EEAS(2016) 557 REV 5 CSDP/PSDC EUMC NOTE From: European Union Military Committee (EUMC) To: European Union Military Committee (EUMC) No. Prev. doc.: EEAS(2016) 557 REV 4 Subject: EU Military Training and Education Annual Report 2015 Delegations will find attached the revised EU Military Training and Education Annual Report 2015, which was agreed by EUMC on 6 July EEAS(2016) 557 REV5 AB/is 1/39

3 EU MILITARY TRAINING AND EDUCATION ANNUAL REPORT 2015 TABLE OF CONTTS References A. EXECUTIVE SUMMARY... 3 B. BACKGROUND... 6 C. AIM... 7 D. SCOPE... 7 E. EU MILITARY TRAINING GROUP AND DISCIPLINES... 8 F. PERMANT ACTIONS G. SHORT TERM ACTIONS H MEDIUM AND LONG TERM ACTIONS I. POOLING & SHARING TRAINING & EDUCATION J. PROPOSED WAY AHEAD K. RECOMMDATIONS Annexes A. EU Military Training Disciplines B. Pooling & Sharing Training & Education Topics EEAS(2016) 557 REV5 AB/is 2/39

4 References: A. Pooling and Sharing in the area of Training and Education Report, doc. EEAS 01671/12, dated 28 September B. Military Training and Education in the EU - Study, doc. EEAS 00978/4/13 REV 4, dated 24 September C. Military Training and Education in the EU - Final Draft Action Plan for the short term proposals, doc. EEAS 02648/2/14, dated 4 February 14. D. Terms of Reference of EU Military Training Group, doc. 9357/14, dated 30 April E. Framework Process for Managing CSDP Military Training Requirements, doc /14, dated 19 December F. Military Training and Education in the EU - Progress Report on the implementation of the Action Plan for short term proposals, doc. 9410/15, dated 29 May G. Guidelines for EU Military Training Discipline Leader, doc /15, dated 23 July H. Outcome of Proceedings EUMCWG/HTF Meeting Week 50 ( ), doc /15, dated 12 December I. Single Progress Report (SPR) on the Development of EU Military Capabilities in the period from November 2014 to October 2015, doc.13143/15, dated 22 October J. Final Report Final Training Requirements Analysis - Operations Planning for CSDP, doc. 6546/16, dated 26 February A. EXECUTIVE SUMMARY 1. Military training and education (T&E) has been one of the Member States' (MS) preferred areas for defence cooperation over the recent years. Several lines of action and initiatives have been launched by the MS in pursuit of more efficient and harmonised EU military T&E. MS' interests ranged from bilateral or multilateral cooperative initiatives to explore ways of saving resources in training at the tactical level (the object of Pooling and Sharing in the area of Training and Education - P&S T&E) to the broader, multi-disciplinary, multi-level and long term structured approach for addressing EU military T&E 1. 1 The EU Military T&E System (Ref. C) was defined as the functional framework configured by the relevant structures (EU Military Training Group), principles and processes, tools and the intrinsic relationships among the members of community of practice and interests in the area of EU military T&E. In the long run, with the implementation of the medium and long term proposals (Ref. B) the EU Military T&E system will become more stable, more effective and more efficient. EEAS(2016) 557 REV5 AB/is 3/39

5 2. In short term, the focus was on creating a framework for defining training requirements and a working platform. EU Military Training Group (EUMTG) has been established as the recognized body for the military training requirements in CSDP. Although its main role is that of defining EU military training requirements, it should become more involved in proposing priorities for EU military T&E and preparing appropriate EUMC's strategic guidance for this domain. This ambition requires a stronger participation of the MS at the EUMTG meetings, at the level of training experts, on a regular basis. 3. The organization of military training by disciplines has been an outcome of MS' efforts and interests under P&S T&E. The value of the discipline-based approach and importance of discipline leaders can be valued from multiple perspectives. They facilitate on the one hand sharing common training requirements, solutions and global training architecture and pooling training resources, on the other hand. 4. and NATO training authorities (International Military Staff - IMS and Allied Command Transformation -ACT) have increased their dialogue, with regular exchange of information thorough meetings or other relevant forms of communication. This informal method of cooperation has been used to propose topics for discussions of mutual interest aiming at avoiding duplication and developing common terminology and processes in the area of training and exercises. 5. Determined by the requirement to involve CSDP relevant training community in defining requirements and proposing solutions, organised three EU military training seminars over the last three years. The conclusions and proposals of all three seminars have been fed and exploited in subsequent work conducted by discipline leaders during their Training Requirements Analyses (TRA) processes or to promote other medium and long term proposals. 6. EUMCWG/HTF and (through informal comments) closely supported the development of the new CSDP training Policy. The current drafting process of the Policy and associated Guidelines in the ad-hoc working group (composed of CMPD, CPCC and ) follows the suggestions and comments provided by the MS in various fora (to include informal comments prepared by the EUMCWG/HTF). Therefore, the military dimension of the CSDP is well reflected and aligned with the current developments in the area of EU military T&E. 7. A web-based portal for crisis management training is no longer a luxury, but a basic need for a timely access of the right information at a fair cost. has been in close contact with EEAS IT service and EDA to define the technical requirements. This portal will represent a EEAS(2016) 557 REV5 AB/is 4/39

6 single public web gate towards the sites of military and civilian training providers in the spectrum of EU crisis management, to their programmes and opportunities, a password protected working platform for the EUMTG, and host a public platform for managing EU crisis management training events (e.g. the organisation of the EU annual military training seminar). 8. In the medium and long term, efforts should continue to be invested in consolidating the EU military T&E system. Critical pillars are a CSDP reference curriculum for officers and a quality assurance system. 9. The CSDP Reference Curriculum for Officers and its implementation in the national training programmes would complement European Security and Defence College's (ESDC) efforts at the EU level and create conditions to assure, in the long run, the quality required by the international educational standards, European Qualification Framework (EQF) and subordinated military Sectorial Qualification Framework (SQF). 10. The training quality assurance is a shared responsibility between the structures coordinating CSDP training and training providers themselves. In the long term, EUMTG should be empowered to define the quality assurance standards and oversee their implementation in the CSDP T&E in accordance with international educational standards and the EQF. 11. Within the framework of P&S T&E, although "optimization" was not defined, MS have sought a better rationalisation of training by signing multilateral letters of intent or memoranda of understanding, committing themselves to meet regularly and investigate common solutions on specific topics. 12. Overall, the initiatives launched in the area EU military T&E have progressed rather slowly but at a steady pace. In the initial phase, the main effort was on creating conditions to present EUMC with clear EU military training requirements. In this respect, over the last two years, EUMCWG/HTF, EUMTG and proposed and EUMC agreed or noted 6 conceptual, framework documents designed to frame the EU military training and education initiatives. In parallel, several MS, EU bodies or multinational organisations pioneered the management of training requirements by discipline - a structured, long term process. 13. Although training is a national responsibility, the EU becomes accountable as a whole and MS share responsibility when MS' armed forces operate under EU flag. Therefore, more common efforts are needed to define the full spectrum of military training requirements for all 24 disciplines and subsequently to volunteer in the implementation of the suggested solutions. EEAS(2016) 557 REV5 AB/is 5/39

7 B. BACKGROUND 14. On 28 September 2012, the European Union Military Committee Working Group/ Headline Goal Task Force (EUMCWG/HTF), in the framework of Pooling and Sharing (P&S) in the area of training and education (T&E), proposed and the European Union Military Committee (EUMC) agreed that " establish a broad picture of military T&E activities conducted by the EU entities, in cooperation with relevant stakeholders, with a view to make proposals to optimize the use of existing means" (Ref. A). 15. On 7 October 2013, EU Military Staff () presented to the EUMC a study on the Military Training and Education in the EU and recommended EUMC to agree several short term proposals, and to note a series of medium and long term proposals to be further developed by the EUMCWG/HTF, supported by the (Ref. B). 16. On 26 February 2014, EUMC agreed the "Military Training and Education in the EU Action Plan for short term proposals" and tasked EUMCWG/HTF, supported by the, to implement in short term six proposals and report back on their progress (Ref. C). 17. On 30 April 2014, EUMC took note of the completion of one of the short term proposals and agreed the terms of reference (ToR) of the EU Military Training Group (EUMTG) as the recognized body for the military training requirements in CSDP (Ref. D). 18. On 17 December 2014, EUMC noted the "Framework Process for Managing CSDP Military Training Requirements", which established a structured way of defining the training necessary to achieve and sustain the desired level of performance for CSDP military missions and operations (Ref E). 19. On 27 May 2015, EUMC took note of the implementation progress of the short term proposals and agreed that EUMCWG/HTF supported by the continue the consolidation of the EU military T&E system (Ref. F). 20. On 22 July 2015, EUMC agreed the "Guidelines for EU Military Training Discipline Leader" which defines the discipline leader, its role, responsibilities and relationship with EU relevant stakeholders (Ref. G). 21. On 10 December 2015, EUMTG, noting the parallel development of several strands in the area, invited to draft an EU Military Training and Education Annual Report, to be discussed by EUMTG and subsequently presented to the EUMC for agreement (Ref. I). EEAS(2016) 557 REV5 AB/is 6/39

8 C. AIM 22. The aim of this report is to inform Members States (MS) on the progress achieved in the area of EU military T&E in 2015, and to propose a way ahead. D. SCOPE 23. This report not only presents the state of play of several ongoing strands in the area of EU military T&E but it also proposes, where relevant, refocusing some initiatives or cancelling the inactive/dormant ones. The report is structured on five chapters, as following: a. EUMTG and EU military training disciplines. This strand exposes the EUMTG activities and shows progress on military training disciplines (Ref E and G). b. Permanent actions. This strand includes several lines of action, which EUMC agreed to be monitored as routine activities (Ref. F). c. Short term actions. This strand presents the progress of proposals in the area of EU military T&E that should be completed soon (Ref. B, C and F). d. Medium and long term actions. This strand encompasses proposals in the area of EU military T&E, which are assessed to be launched and implemented in medium or long term. (Ref. B). e. P&S T&E. This strand covers the progress on several topics under the P&S T&E. This area, traditionally part of the Single Progress Report (Ref. H), will be assessed, starting with this report, in the context of EU military T&E. EEAS(2016) 557 REV5 AB/is 7/39

9 E. EU MILITARY TRAINING GROUP AND DISCIPLINES EU Military Training Group 24. The aim of this line of action has been to establish a standardized approach to identify the EU military training requirements, conducted by a dedicated, recognized body (EUMTG), on specific military disciplines for which EU may decide to have a distinct role or on those with a particular relevance for CSDP. 25. Progress. As agreed by the EUMC (Ref. D), EUMTG2 has become the recognized body for the management of military training requirements in CSDP. In this capacity, EUMTG meets regularly (no more often than quarterly), to discuss EU military T&E issues and validate the training requirements for their subsequent approval by the EUMC. 26. From its establishment (April 2014) to date, EUMTG convened in six meetings (May and December 2014, April, October and December 2015 and March 20163) to define its working procedures, develop a framework process for managing CSDP military training requirements, guidelines for EU military training discipline leader, and validate Training Requirements Analyses reports (or their intermediate steps) presented by the disciplines leaders. 27. Assessment. Although EUMTG's main role is that of defining EU military training requirements, it should become more involved in proposing priorities for EU military T&E and preparing EUMC relevant strategic guidance. All documents in the area of military training and education are to be finalised by the EUMCWG/HTF before being submitted to the EUMC for notation/ agreement. Furthermore, in the future, within the context of the new CSDP training policy, EUMTG should oversee the military section of the CSDP training programme and propose courses that meet the agreed discipline common course curricula to be included in this programme. This ambition requires a stronger participation of the MS at the EUMTG meetings, at the level of training experts, on a regular basis. 28. It is proposed that EUMCWG/HTF is invited to consider how to make EUMTG working methods more efficient and if necessary, present amended ToRs to EUMC for agreement. 2 3 EUMTG is a configuration of the EUMCWG/HTF in training expert format, which convenes within the framework of EU military training and education. It is composed of national delegates participating to the EUMCWG/HTF that could be reinforced by functional training areas experts from MS, as required. The formal meeting on 22 March 2016 was cancelled but a virtual, asynchronous session was established on 1 April 2016, with the Chair HTF distributing an annotated agenda, PPTs, supporting papers and inviting MS' comments. EEAS(2016) 557 REV5 AB/is 8/39

10 EU Military Training Disciplines 29. The aim of this line of action was to identify expert entities, willing and capable of leading distinct training functional areas disciplines. Imagined as a medium/long term proposal in the area of EU Military T&E (Ref. B, para.25), the nomination of discipline leaders for CSDP relevant military disciplines has received a higher priority given the limited capacity of the EUMTG and due to the scarcity of training experts at the EU level working in this field. 30. Progress. With effect from 17 December 2014 (Ref. E), the CSDP military training has been organized by disciplines under the oversight of the EUMTG. Out of the 24 disciplines noted by the EUMC: 4 disciplines are active (one or more MS or multinational organisations/ formations have volunteered to become a leader and a TRA was launched), for 8 disciplines has identified a potential leader but no commitment was made and for 12 disciplines no leader could be identified yet (Annex A). 31. Operations Planning for CSDP. and Multinational Joint Headquarters (MN JHQ) Ulm, Germany, as the discipline co-leaders, conducted a TRA from March to September 2015, with the aim to create a clear picture of the training gaps, redundancies and propose potential corrective measures. On 24 February 2016, EUMC agreed the Discipline Common Core Curriculum as the EU common military training requirements on CSDP operations planning (Ref. J). Further investigation will be carried out to implement the proposed way ahead and assess the accessibility by EEAS and all EU MS to NATO s training opportunities for EU Military training purposes, on the principle of inclusiveness. 32. (Military role and tasks in) Crisis Management/ Disaster Relief. The Republic of Bulgaria, as the discipline leader, tasked Bulgaria-based Crisis Management/ Disaster Response Centre of Excellence (CMDR COE), together with the National Defence College "G.S. Rakovski" to perform and to coordinate TRA. CMDR COE launched the TRA in 2015, conducted a workshop in Sofia and several web-meetings, with an estimated date of finalisation in the second semester Given the supporting role of the military in this discipline, the coordination with and support from the main stakeholders (DG ECHO, UN OCHA) is considered of utmost importance. In order to avoid confusion and clearly indicate the scope of this discipline, CMDR COE proposed EUMCWG/HTF to change the name of the discipline into: "Military Contribution to EU Disaster Response, Humanitarian Assistance and Civil Protection". 33. (Military role) in Cyber Defence. France and Portugal, as the discipline co-leaders, have launched the TRA with the ambition to conclude it in In the initial stage, the main effort EEAS(2016) 557 REV5 AB/is 9/39

11 will be to conduct a task analysis and define an organisational framework. This work will consider the existing efforts conducted by the EDA (RAND training need analysis), existing training organised by the ESDC, fully aligned with the revision of the Military concept for Cyber Defence (finalisation estimated Q3 2016) and EEAS action plan for the implementation of the Cyber Defence Policy Framework. 34. WMD/CBRN. The Czech Republic, as the discipline leader, started WMD/CBRN discipline planning process, with support from the Joint CBRN Defence COE, in November 2015 in order to create TRA Work Plan to be introduced by the end of March The overall goal is to complete CBRN training opportunity survey by mid-2017 and organize TRA conference in autumn 2017, taking into account EU CBRN Countermeasures concept. 35. Assessment. The organization of military training by disciplines has been an outcome of MS' efforts and interests under P&S T&E. The value of the discipline/tra approach and importance of discipline leaders can be thus assessed from multiple perspectives: a. Sharing common training requirements. A discipline focused TRA provides MS/EUMC with a clear picture of the EU military training requirements on a number of selected CSDP specific functional areas. Then, by developing common core curricula for all these disciplines, MS are offered a pre-defined, yet optional, training profile, as a set of learning outcomes that the national training audience should reach if they are to become interoperable in CSDP military operations. b. Sharing common training solutions. Defining clear common training requirements in the format of common core curricula, MS are exposed potential areas of cooperation in co-organizing common courses or avoid duplicating similar courses, using recognised hubs of expertise (e.g. ESDC courses, proposed Annual EU OHQ Planning Course; Centres of Excellence courses). c. Pooling training experts. For the identified common training solutions, MS not only provide experts to the Mobile Training Teams (e.g. Operations Planning Training) but also offer facilities (e.g. training, accommodation and messing). d. Sharing a global training architecture. By focusing with priority on disciplines with a dual-use character, synergies with civilian CSDP and non-csdp stakeholders are facilitated. Then, by targeting Centres of Excellence as potential Discipline Leaders, EU and NATO cooperation is better focused on achieving complementarities and making use of existing work and opportunities, on the principle of inclusiveness. EEAS(2016) 557 REV5 AB/is 10/39

12 36. As anticipated in Ref. E, only conducting TRA for part of the training disciplines might pose a risk of incoherence among the overall construct of military training and education. There were informal attempts to offer the leadership for several disciplines and has supported potential candidates to understand the EU framework process. An increased tempo of TRA is required, assuming that EUMTG can manage 3-4 disciplines a year. 37. It is proposed that MS are encouraged to take the lead for all 24 disciplines presented in Annex A and conduct TRA in accordance with the capacity and programme of work of the EUMTG. EEAS(2016) 557 REV5 AB/is 11/39

13 F. PERMANT ACTIONS EU - NATO informal cooperation on training and education 38. The aim of this line of action has been to improve synergies and ensure that common training areas of interest are identified and addressed properly by both organizations. 39. Progress. and NATO training authorities at the strategic level (International Military Staff, -IMS, Allied Command Operations - ACO and Allied Command Transformation - ACT) and Centres of Excellence (CoEs) have developed a good cooperation framework, with regular exchange of information through meetings or other forms of communication (VTCs, ). These informal methods of cooperation have been used to propose topics for discussions of mutual interest aiming at avoiding duplication and developing common terminology and processes in the area of training and exercises. 40. One of the discussed topics has been the identification of common military training requirements. In this respect, in order to keep track of each organization's priorities, and ACT have developed a common list of "EU and NATO Training Disciplines", which is periodically updated. 41. In December 2015, following extensive discussions at the level of directors, North Atlantic Council agreed request to attend selected courses at NATO School Oberammergau (18 participants at 13 courses in 2016). 42. Assessment. In 2015 the dialogue between and NATO training authorities has increased in intensity and results. However, the need to avoid duplication in training conflicts with the accessibility of NATO training activities to all EU MS. The principle of inclusiveness is set as a prerequisite by the EUMC in case of cooperation in the domain of military training. 43. It is proposed that, in accordance with the informal engagement plans, focus its efforts in the dialogue with IMS/ ACT to identify CoEs 4 with potential for supporting the common training of both organizations, define ways of engaging them in a coherent manner and investigate ways of opening existing NATO training opportunities to EEAS and all EU MS. will report back to EUMC, in due time, on the progress achieved so as EUMC to be able to provide the adequate strategic guidance to EUMTG and to the Discipline Leaders for the way ahead. 4 Centers of Excellence (COEs) are nationally or multi-nationally funded institutions that train and educate leaders and specialists from NATO member and partner countries, assist in doctrine development, identify lessons learned, improve interoperability, and capabilities and test and validate concepts through experimentation. CoEs are not part of the NATO Command Structure. CoE are encouraged to establish and maintain relationships with other external entities (e.g. international organizations, industry, private companies, schools, universities, research institutes etc.). Access to Partners, other MS and international organizations to CoE products and services is the responsibility of sponsoring states, taking into account security requirements. A CoE may be accredited by NATO, providing they meet a set of criteria which, as far as training end education are concerned, implies meeting the NATO quality, content and standardization norms. EEAS(2016) 557 REV5 AB/is 12/39

14 EU Annual Military Training and Education Seminar 44. The aim of this proposal has been to actively involve the CSDP relevant training community in reviewing EU military training requirements and finding ways to optimize the current military T&E means. 45. Progress. In 2013, organised the first seminar on the "EU Common Military Training and Education - Time for Improvement and Synergies". In 2014, the seminar focused on "Developing individual and collective competencies for planning CSDP missions and operations". These seminars have been conducted back-to-back with the CMPD's Annual Meetings on Training of CSDP Missions and Operations Personnel. 46. On 27 May 2015, EUMC, taking note of the progress on this line of action, agreed the organization of the "EU Military Training and Education Seminar", on an annual basis, on topics of MS' interest. 47. On October 2015, for the first time, the "EU Annual Military Training and Education Seminar" and the "Annual Meeting on Training of CSDP Mission & Operation personnel" met in a common session. The event was jointly organised by the CMPD and in close co-operation and with the support of the CPCC. The overall theme of this event was "Capturing experience in the field of Security Sector Reform and Capacity Building ", with the main objective for the military side to discuss a possible development of an EU common training guidance for EU training-type missions. 48. The conclusions and proposals of all three seminars have been fed and exploited in subsequent work conducted by discipline leaders during their TRA processes or to promote other medium and long term proposals in the area of military training and education. 49. Assessment. The feedback on the last seminar showed that the format (joint meeting/seminar), the thematic issues of the agenda and the composition of the panels were well appreciated and the participation of training experts from different EU and UN agencies was considered as enrichment for the discussions and for future cooperation in the field. 50. It is proposed that organise in October 2016, jointly with CMPD, CPCC and ESDC, an "EU CSDP Annual Training and Education Seminar" on topics of common interests. EEAS(2016) 557 REV5 AB/is 13/39

15 G. SHORT TERM ACTIONS Military Aspects of the New CSDP Training Policy 51. The aim of this action has been that military component of CSDP contribute to the review of the EU Training Policy in ESDP (doc /2/03 dated 7 November 2003) and EU Training Concept in ESDP (doc /04 dated 30 August 2004). 52. Progress. From February 2014 to February 2015, Crisis Management and Planning Directorate (CMPD), Civilian Planning and Conduct Capability (CPCC) and have met regularly and drafted the new "Training Policy of the EU under CSDP" as a basis for further debate and consideration by the MS. EUMCWG/HTF, supported by the, consolidated and submitted to CMPD a list of informal comments and suggestions to improve the draft document. 53. On 2 July 2015, CMPD, in cooperation with ESDC and EU ISS, organised an Expert Seminar: "Learning and Training for EU CSDP" to help informing the work on the new learning and training policy. Following the seminar, which broadened the scope of the policy by introducing the learning dimension, CMPD has produced a new draft policy and associated guidelines that are subjects of informal co-operation among CMPD, CPCC and. 54. Assessment. The current drafting process of the Policy and associated Guidelines in the adhoc working group (composed of CMPD, CPCC and ) follows the suggestions and comments provided by the MS in various fora (to include informal comment of the EUMCWG/HTF). Therefore, the military dimension if the CSDP is well reflected and aligned with the current development in the area of EU military training and education. 55. It is proposed that further contribute to the revision process, at the working level, in cooperation with CPCC and ESDC, as requested by the CMPD. EU Crisis Management T&E Web Portal 56. The aim of this line of action has been to secure an effective, transparent and easy access to relevant information on EU crisis management T&E. This would contribute to the rationalization and coordination of the offers on T&E for crisis management to avoid duplication of effort, increase efficiency, support better division of labour, pooling of resources and achieving economies of scale. 57. Progress. In 2012, at the initiative of EDA, contributed in informal, ad-hoc meetings to discussions on the need to develop an EU wide Training and Education (T&E) portal on EEAS(2016) 557 REV5 AB/is 14/39

16 crisis management. The rationale was the difficult access to disparate and fragmented sources of information on EU crisis management training. The further promoted the idea to EUMC (Ref. B), which agreed the proposal that develop a web based portal as a single entry point/ interface to the existing, individual web based platforms and sites (Ref. C). 58. In 2015, has developed a mock-up portal and presented the idea to the EUMCWG/HTF and contacted the EEAS IT department with the aim to define the portal structure and technical specifications and investigate possible development options. Following the reorganisation of the project business domains in the EEAS, a new business domain relations manager (BDRM) has been assigned for the portal. In March 2016, and BDRM updated the project initiating request in order for the EEAS to develop the Vision Document (the document which approves the execution of the project) for the attention of EEAS IT governance body. 59. In February 2016, discussed with EDA possible areas of cooperation, to include cooperation on development of the portal, by reopening discussions in an ad-hoc working group. The result could be a flexible tool on training opportunities among Member States Further outcomes of discussions with MS on the topic will be shared with EDA. EDA has agreed, in principle, to provide adequate support to this revived initiative. 60. Assessment A web-based training portal for crisis management training is no longer a luxury, but a basic need for a timely access of the right information at a fair cost. It would be a single public web gate towards the websites of training providers in the area of EU crisis management (military and civilians), to their programmes and opportunities. This portal should also have the capacity to offer a password protected working platform for the EUMTG. 61. It is proposed that further assess the most suitable option for the EU Crisis Management T&E Web Portal, in co-operation with EEAS IT and EDA, encouraging other stakeholders (e.g. ESDC, CMPD, CPCC, EEAS HQ, EU HQ community) to contribute. EEAS(2016) 557 REV5 AB/is 15/39

17 H. MEDIUM AND LONG TERM ACTIONS Reference Curriculum for EU Training-type Missions 62. The original aim of this proposal has been to institutionalise the memory developed by EUTM Somalia and Mali in a form of a training curriculum to facilitate the preparation of future possible such missions. Subsequently, the scope of this proposal has expanded to capture other aspects of the EUTM or EUMAM missions (e.g. organizational, recruitment, equipment) which are common to these types of missions. 63. Progress. Following proposals made by the to CHODs (Oct 14, May and Oct 15), from 27 to 28 October 2015, organized a seminar with the main aim to discuss a possible development of a Reference Curriculum for EU Training-type Missions. In the meantime, the proposed Reference Curriculum for EU Training-type Missions has been foreseen to be taken over by a broader conceptual document for EU training-type missions that captures experience from the military non-executive missions (EUTM/EUMAM) - 'EU Guidance for a Generic EUTM/ EUMAM' Assessment. As far as training aspects are concerned, the 'EU Guidance for a Generic EUTM/ EUMAM could incorporate generic advising programmes and reference/ model training curricula for specific audiences, including train the trainers. The success of producing this document largely depends on the willingness, availability and effective involvement of those MS which actively contributed to the planning, conduct and termination of EUTM/EUMAM. This contribution could be translated through the provision of lessons at the operational and tactical levels captured by the national military authorities and participation with experts in workshops/ meetings dedicated to drafting the document. 5 Food for Thought - Developing a 'EU Guidance for a Generic EUTM/ EUMAM', doc. EEAS (2016) 489, dated 7 April EEAS(2016) 557 REV5 AB/is 16/39

18 CSDP Reference Curriculum for Officers 65. The aim of this proposal (Ref. B, para. 22) has been to develop a standard curriculum composed of programmes/ modules that would need to be implemented in the national military training and education systems. The overall goal of the curriculum would be to support the achievement of a higher degree of interoperability among the national military training and education systems of the MS by integrating common agreed requirements in their programmes. Its subordinate objective would seek a better promotion across the MS of the EU security culture at all levels of military career (not only at cadet level currently addressed by the ESDC-led military ERASMUS initiative). 66. The curriculum could be developed by an ad-hoc working group composed of representatives of ESDC Executive Academic Board, volunteer MS's representatives in the EUMTG and. The group could be divided in subgroups (for each category of officers), meeting quarterly for coordination and working at distance on individual assignments. The project would be composed of 3 strands: a. Strand 1 finalisation of the Military Profession Sectorial Qualification Framework (SQF) for all levels of military career (junior officers, Capt./Maj and senior officers Maj/LtCol) 6 ; b. Strand 2 development of the discipline common core curricula for all training disciplines, as per Ref. G. c. Strand 3 - Consolidation of discipline common core curricula in a CSDP Reference Curriculum for Officers (grouped by 3 categories: cadet, junior, senior officer). 67. Progress. ESDC has already developed a SQF for cadets and basic officers (Level 6) and proposed that a full SQF at all levels be developed. 68. Assessment. The proposed curriculum would consolidate the discipline common core curricula developed by the discipline leaders. It would also create conditions to assure, in the long run, the quality required by the international educational standards, European Qualification Framework 7 (EQF) and subordinated military SQF and open a platform for cooperation with NATO and third states to share common standards and experience and enhance the interoperability It is proposed that EUMC invite ESDC to consider finalisation, with support from, of the SQF for all levels of military career (junior officers, Capt. /Maj and senior officers Maj/LtCol). 6 The ESDC Implementation Group (IG) proposed that a complete military qualification framework should cover all levels of the EQF. The development of the other levels is outside the mandate of the IG, but the IG strongly recommends to the EUMC that a military sectorial qualification framework covering these levels would be developed. 7 The European Qualification Framework (EQF) is a cascading system, starting from very generic competence levels to more and more specific descriptors in national qualification frameworks, national sectorial qualification frameworks. 8 NATO has already developed such curricula for officers and NCOs EEAS(2016) 557 REV5 AB/is 17/39

19 Quality Assurance for EU Military Training 70. The aim of this long term proposal has been to ensure the quality of and create conditions for the CSDP military training to be aligned to the international educational standards, EQF and SQF, which would contribute to meeting the training requirements and operational needs of the MS. 71. The quality assurance is a shared responsibility between the structures responsible for CSDP training and training providers themselves. Therefore, an EU quality assurance system should have two dimensions. An external dimension would seek to certify courses that meet the agreed training requirements. On the other hand, an internal dimension would be relevant to the training providers to establish quality assurance procedures, assess the course participants, faculty and staff's performance, and verify to what extent learning resources and student support are provided. 72. Progress. Steps have already been taken with the establishment of agreed military training requirements in the discipline common core course curricula (Ref. G), which could be regarded as a benchmark against which courses could be certified and controlled for quality. The educational standards, in terms of learning outcomes (competencies) should be reflected in these common core curricula of each training discipline. Moreover, the development and subsequent endorsement by the MS of the "CSDP Reference Curriculum for Officers " would greatly support the establishment of a quality assurance for EU military training. ESDC has developed a mechanism of developing standard curricula for courses organised under its umbrella, which could be viewed as an internal quality assurance construct. 73. Assessment. In the long term, EUMTG and discipline leaders should play an important role in this context. EUMTG should be prepared to define the quality assurance standards and oversee their implementation in the EU military T&E in accordance with international educational standards, EQF and SQF. Based on the agreed common core curricula, discipline leader should propose EUMTG courses that meet CSDP military training requirements to be included in the CSDP Training Programme. 74. It is proposed that, in cooperation with relevant stakeholders, continue the analysis of implications of a Quality Assurance for EU military training, in compliance with the new CSDP Training Policy. EEAS(2016) 557 REV5 AB/is 18/39

20 I. POOLING & SHARING TRAINING & EDUCATION 75. The overall aim of this initiative was to optimize the network of existing T&E possibilities and opportunities of the MS. 76. Progress. Within this framework of P&S T&E, although "optimization" was not defined, MS have signed multilateral letters of intent or memoranda of understanding committing themselves to meet regularly and discuss or think common solutions on specific topics. They have also offered seats to participating MS to certain courses. In the framework agreed by the EUMC, the EUMCWG/HTF supported by the has continued to monitor the work on the 16 specific topics in order to derive collaborative T&E opportunities. As of the date of this report, 4 topics are active, registering a certain degree of progress, under the leadership of a lead nation, 3 topics have been converted into military training disciplines (see chapter E), 3 topics could be considered as having a potential value for further cooperation, 2 topics have been taken over by the EDA and another 4 topics are dormant, MS not having expressed any further interest, so far. (Ref. H). Full details at Annex B. 77. Sharing Training Facilities Catalogue (STFC) has been one of the first practical tools in the context of P&S T&E that MS used to share information on courses and facilities offered for cooperation. As agreed by the EUMC (Ref. C), continued discussions with CMPD in order to integrate the STFC into SCHOOLMASTER 9, and converting it into a searchable database, but technical limitations put the project on hold for several months. In February 2016, the project was reactivated and works closely with CMPD and EEAS IT department to finalise the technical requirements for the interface between the national training providers accredited to upload information on training opportunities and facilities and the database itself. As soon as this phase will be completed (estimated May 2016), MS will be requested to nominate a central point of contact at the national level who will provide training authorities with access to the database. 78. Assessment. Overall, in 2015 there was limited progress in the area of P&S T&E. These initiatives were aimed at gaining savings in long term (which are difficult to be quantified), yet they implied collateral running costs (e.g. training equipment operating costs, mission costs), which most of the MS are not willing to invest as a matter of priority. On the other hand, there has been a gap between the general political declarations of the MS to P&S T&E, and the real conditions for developing concrete projects. One of these conditions could be 9 SCHOOLMASTER is a database with CSDP training opportunities, which is a component of a broader family of applications for CSDP missions, called GOALKEEPER. EEAS(2016) 557 REV5 AB/is 19/39

21 considered the lack of agreed, binding common training requirements. In these circumstances, the forms of cooperation were limited to mentioned memoranda of understanding or training offers which could not find an appropriate audience, without being demanded or required. 79. It is proposed that : a. continue monitoring the topics: 2 (Training Courses for Airborne Operations - Loading Operators Training), 3 (Courses and Training for Military Police - for Security Force Assistance (SFA) Activity), 8 (Training Courses for JTAC/FAC/Close Combat Attack), 9 (Live Firing Areas for Artillery), 11 (Training Courses for Airborne Operations - Parachuting Troops Training), 12 (Training Courses for Operations in Mountain), and 13 (Fighting: Training for Urban Operations). b. close and cease monitoring the: (a) topics taken over by the EDA: 10 (Training Courses for SOF - for Personnel Recovery Missions) and 16 (Medical - Tactical Combat Casualty Care Training); (b) Inactive topics: 1 (Staff - High Military Education Courses, Joint Staff College), 4 (Simulators for Air Force), 5 (Courses and Training in Multinational Logistics) and 14 (Training Courses for Operations in Arctic); (c) topics that have been converted into disciplines: 6 (Training Courses in the CBRN Area for Personnel Deployed on the Ground), 7 (Crisis Management Courses for Disaster Relief) and 15 (Staff - High Military Education Courses - Operational Planning Courses). EEAS(2016) 557 REV5 AB/is 20/39

22 J. PROPOSED WAY AHEAD 80. EUMCWG/HTF is invited to consider how to make EUMTG working methods more efficient and if necessary, present amended ToRs to EUMC for agreement. 81. MS are encouraged to take the lead for all 24 disciplines presented in Annex A and conduct TRA in accordance with the capacity and programme of work of EUMTG. 82. Permanent actions: a. In accordance with the informal engagement plans, to focus its efforts in the dialogue with IMS/ ACT to identify Centres of Excellence with potential for supporting the common training of both organizations, define ways of engaging them in a coherent manner and investigate ways of opening existing NATO training opportunities to EEAS and all EU MS. will report back to EUMC, in due time, on the progress achieved so as EUMC to be able to provide the adequate strategic guidance to EUMTG and to the Discipline Leaders for the way ahead. b. to organise in October 2016, jointly with CMPD, CPCC and ESDC, an "EU CSDP Annual Training and Education Seminar" on topics of common interests. 83. Short term actions: a. to further contribute to the revision process, at the working level, in cooperation with CPCC and ESDC, as requested by the CMPD. b. to further assess the most suitable option for the EU Crisis Management T&E Web Portal, in co-operation with EEAS IT and EDA, encouraging other stakeholders (e.g. ESDC, CMPD, CPCC, EEAS HQ, EU HQ community) to contribute. 84. Medium and Long term: a. EUMC to invite ESDC to consider the finalisation, with support from, of the Sectorial Qualification Framework (SQF 10 ) for all levels of military career (junior officers, Capt./ Maj. and senior officers Maj. / Lt.Col.). b., in cooperation with relevant stakeholders, to continue the analysis of implications of a Quality Assurance for EU Military Training, in compliance with the new CSDP Training Policy. 10 The military SQF is aimed at describing the military competence profile (in terms of learning outcomes) required for the military profession. It should be aligned with the more generic agreed European Qualification Framework (EQF). EEAS(2016) 557 REV5 AB/is 21/39

23 85. P&S T&E: a. to continue monitoring the topics: 2 (Training Courses for Airborne Operations - Loading Operators Training), 3 (Courses and Training for Military Police - for Security Force Assistance (SFA) Activity), 8 (Training Courses for JTAC/FAC/Close Combat Attack), 9 (Live Firing Areas for Artillery), 11 (Training Courses for Airborne Operations - Parachuting Troops Training), 12 (Training Courses for Operations in Mountain), and 13 (Fighting: Training for Urban Operations). b. to close and cease monitoring the: (a) topics taken over by the EDA: 10 (Training Courses for SOF - for Personnel Recovery Missions) and 16 (Medical - Tactical Combat Casualty Care Training); (b) Inactive topics: 1 (Staff - High Military Education Courses, Joint Staff College), 4 (Simulators for Air Force), 5 (Courses and Training in Multinational Logistics) and 14 (Training Courses for Operations in Arctic); (c) topics that have been converted into disciplines: 6 (Training Courses in the CBRN Area for Personnel Deployed on the Ground), 7 (Crisis Management Courses for Disaster Relief) and 15 (Staff - High Military Education Courses - Operational Planning Courses). EEAS(2016) 557 REV5 AB/is 22/39

24 K. RECOMMDATIONS 86. The EUMCWG/HTF recommends that EUMC agree this report. EEAS(2016) 557 REV5 AB/is 23/39

25 ANNEX A EU Military Training Disciplines Ser Discipline 1. Comprehensive Approach to Crisis Management in CSDP Discipline Preliminary Thematics Leader (to be confirmed through TRA) Potential 11 - CFSP/ CSDP framework, institutions, ESDC 12 principles and objectives European Security Strategy objectives, values/interests, threats and challenges EU relationship with IOs, NGOs and Third States Comprehensive Approach in action and operational engagement Civil military coordination/ Civil-military instruments in support of CSDP The role of the Commission's instruments for crisis management and conflict prevention Political issues specific to CSDP, political objectives/ dimension of a CSDP Comprehensive, corporate culture for EU crisis management State of Play/ TRA Not initiated yet. Main source of training requirements Civil-Military Coordination: Framework paper of possible solutions for the management of EU Crisis Management Operations, 8926/06 (L) Civil- Military Coordination (CMCO): Possible solutions for the management of EU Crisis Management Operations - Improving information sharing in support of EU Crisis Management Operations, doc /5/06 (L) Civil Military Co-ordination (CMO), 10828/1/07 (L) 11 Potential discipline leaders have been identified by and informal contact may have been established. 12 ESDC cannot legally report to the EUMTG. However, ESDC operates as a de facto discipline leader through its decision making body (Steering Committee) for almost all disciplines with an obvious civilian-military character. EEAS (2016) 557 REV 5 AB/is 24/39 Annex A

26 Ser Discipline 2. (Military role in) Cyber Defence 3. Operations Planning for CSDP Discipline Preliminary Thematics Leader (to be confirmed through TRA) FR & PT Protection against Computer Network Operations (CNO) Denial of services attacks & MN JHQ Ulm, DE Thematics confirmed through TRA: Situational awareness Comprehensive (Grand) Strategy Legal basis/ Procedures Conflict analysis Operational Concepts & Tools Operational art (Comprehensive) Operations design (Military) Estimate Writing & Communicating Operations Planning Products State of Play/ TRA TRA ongoing TRA complete, EUMC agreed the TRA Report on 24 Feb 2016 (doc. 6546/16, dated 26 Feb 16) Main source of training requirements EU Concept for Cyber Defence for EU-led Military Operations, 18060/12 (L) (revision, estimated 2016) EU Concept for Computer Network Operations in EUled Military Operations (CNO), 13537/1/09 (R) EU Concept for Military Planning at Political- Strategic level, 6432/15 (P) EU HQ SOPs on training, 3649/10, 3821/10 (R) EU HQ Training Guide, 11506/93 (L) 4. Civil Military Cooperation Potential CIMIC CoE 13 CIMIC procedures Communication skills Not initiated yet. EU Concept for Civil- Military Co-operation (CIMIC) for EU-led Military Operations, 11716/1/08 (R) 13 CIMIC CoE is a NATO accredited CoE and was appointed NATO Department Head for CIMIC. The Netherlands is Framework Nation and Sponsoring Nations are: Denmark, Germany, Hungary, Latvia, Poland and Slovenia. EEAS (2016) 557 REV 5 AB/is 25/39 Annex A

27 Ser Discipline 5. Military Contribution to EU Disaster Response, Humanitarian Assistance and Civil Protection (Military role in) Integrated Border Management (Border Security) 7. (Military Support to) Counter Terrorism Discipline Leader BG, Crisis Manag./ Disaster Response CoE (CMDR COE) 15 Potential Multi-national Peace Support Ops Training Centre, Greece Preliminary Thematics Main source of training State of Play/ TRA (to be confirmed through TRA) requirements Thematics confirmed through TRA: TRA ongoing Military Support the EU Disaster Risk Management Disaster Response: Legal and ethical basis for the use of military Identification and in Disaster Response, Humanitarian Coordination of available Assistance and Civil Protection. Assets and Capabilities, Interagency coordination, cooperation and 11065/06 (P) cross-sectorial interaction. Military Support to EU Planning and conduct of disaster response Humanitarian Aid and and humanitarian assistance trainings. Disaster Response Efforts Military contribution in planning of disaster (under development, response, humanitarian assistance and civil estimated 2016) protection activities. Military capabilities planning in support of disaster response, humanitarian assistance and civil protection. Border security management process Not initiated yet. Not identified. Not identified. Military role in tackling criminal activities in both internal and external security environments, through closer international and interagency cooperation Not initiated yet. Not identified. 14 'At the discipline leader's proposal, in order to better reflect the scope of the discipline, the discipline "(Military role and tasks in) Crisis Management/ Disaster Relief" will be read as "Military Contribution to EU Disaster Response, Humanitarian Assistance and Civil Protection", beginning with 1 April CMDR CoE is a NATO accredited CoE. Framework Nation is Bulgaria and Sponsoring Nations are Poland and Greece. EEAS (2016) 557 REV 5 AB/is 26/39 Annex A