Presentation on theme: "Planning and Deployment of UN Field Operations: The Integrated Mission Planning Process (IMPP) - Updated Interactive Guide - ZIF Berlin, October 2011."— Presentation transcript:
1Planning and Deployment of UN Field Operations: The Integrated Mission Planning Process (IMPP) - Updated Interactive Guide ZIF Berlin, October 2011UN PhotoUN Photo, MonucUN Photo/Marc Garten
2administrative bodies decision-making bodies IntroductionThis presentation covers the planning of UN field operations both at headquarters and in the field. It draws on the approved guidelines for the Integrated Mission Planning Process (IMPP) and principles for UN peacekeeping operations.The IMPP has been created to include all relevant UN bodies both at HQ and at field level as well as external actors in the planning of UN field operations. While the IMPP guidelines apply, in principle, to all UN field missions, this presentation focuses mainly on DPKO-led peacekeeping operations.Planning a UN field operation is a dynamic and non-linear process which depends on many different factors, such as the urgency of deployment and the size, scope, and aim of the mission as determined by the Security Council. Therefore, please note that the planning process presented hereafter is simplified. Certain steps which appear to be sequential may actually occur simultaneously or in a different order, while others may be left out on a case-by-case basis.Notwithstanding, every mission rests on certain indispensable key documents, such as Reports of the Secretary-General, a Mission Concept, a Results-based Budget (RBB), a Security Council Resolution containing the mission’s mandate, and a field-based Integrated Strategic Framework (ISF).UN Photo/John IsaacUN Photo/Logan AbassiUN Photo/John IsaacUN Photo/Martine PerretUN PhotoHow to use this presentationWith each mouse click the process evolves gradually, providing information on every step of the planning process. A functional distinction is made between (dark blue) and (light blue).For further information on the UN bodies involved, click on the boxes marked with an . Integrated hyperlinks will lead you to relevant UN websites. By clicking on the buttons located at the bottom of each slide you can jump forward or backward between different phases of the planning process.Bastian Richter, ZIFadministrative bodiesdecision-making bodiesClick to continue…
3Table of ContentsInformation – The Integrated Mission Planning ProcessOverview – Key actors involved in setting up a UN operationStage 1 – Strategic PlanningStage 2 – Operational PlanningStage 3 – Deployment PhaseStage 4 – Field-based PlanningMap of Current DPKO-led Field Operations
4INTEGRATED MISSION PLANNING PROCESS (IMPP) Amid a growing complexity of multi-dimensional peace operations today, the UN has developed an Integrated Mission Planning Process (IMPP). The original IMPP guidelines endorsed by the Secretary-General in 2006 explain the purpose of the IMPP as follows:“The IMPP does not aim to take over all other planning processes. It aims to ensure thatthe right people are at the table, that the right issues are being considered, and that theappropriate authorities and accountabilities are in place […].” (2006 IMPP Guidelines p. 3)The IMPP thus represents an overarching coordination and planning regime which seeks to comprise all relevant actors, such as UN offices, agencies and funds (OCHA, UNDP, UNHCR, UNICEF, WFP, OHCHR, etc.) at Headquarters and Country Team level as well as the World Bank and the IMF, if appropriate. An Integrated Mission can be understood as a UN System-wide response to a crisis. In a 2008 decision, the Secretary-General’s Policy Committee reaffirmed integration as “the guiding principle for all conflict and post-conflict situations where the UN has a Country Team and a multi-dimensional peacekeeping operation or political mission/office, whether or not those presences are structurally integrated.”As a key component of the IMPP, an Integrated Mission Task Force (IMTF) or Integrated Task Force (ITF) is established as the formal headquarters-based planning body for a UN operation. In addition, field-based coordination structures such as a Strategic Policy Group and an Integrated Strategy and Planning Team or a Joint Planning Unit are created as bodies in charge of strategic planning in the integrated mission setting.Background of the Integrated Missions Concept and the IMPPA lack of coherence among field activities in the humanitarian relief, development, political and security spheres had been acknowledged in a number of evaluation reports and studies on UN peacekeeping operations over the last 15 years, notably the 2000 “Brahimi Report.” As a consequence, a series of high-level panels and working groups worked out different coordination models which culminated in the Integrated Missions Concept in 2004/2005. In order for the UN to implement this concept and to enable its different entities in the field to “deliver as one”, the IMPP was developed (mainly) in 2006 and 2007 and is being implemented since 2008.
5Overview – Key actors involved in setting up a UN operation Conflict PartyGA 5th CommitteeACABQTroop ContributingCountries (TCC)Finally, the involvement of the main parties to the conflict is often essential in the political process preceding and accompanying the deployment a UN peacekeeping operation.Click to continue…Member states willing to contribute troops and/or police to a UN operationClick to continue…Police ContributingCountries (PCC)UN Agencies, Programmes and Funds as well as the UNCT and NGOsClick to continue…Authorizes operationalbudget of a missionSG requestsTCCs & PCCsto contributeBudgetary oversight by the General AssemblyClick to continue…SECURITY COUNCILNGOsUN Agencies and Funds(UNDP, UNHCR, WFP…)Tasks planning, authorizes UN operationsCentral decision-making bodyClick to continue…UN Secretariat departments and offices involved in planning and/or implementation of a multi-dimensional UN operationClick to continue…Reports and givesrecommendationsUN Country TeamSecretary-GeneralAgencies, Funds andProgrammes coordinatewith the Secretariat toensure coherenceUN SecretariatDepartment ofPeacekeepingOperations(DPKO)Field Support(DFS)Political Affairs(DPA)Office for theCoordination ofHumanitarianAffairs (OCHA)Safety andSecurity(DSS)Other UNEntities & Offices(PBSO, DOCO,OHCHR, UNDG,ECHA)
6Start of the Integrated Mission Planning Process at Headquarters Level…
7SECURITY COUNCIL Secretary-General The Secretary-General (supported by his Secretariat) plays a critical role in helping the Security Council determine whether a UN peacekeeping operation is the most appropriate course of action.The SG may initiate assessments of a crisis situation and a possible UN involvement without prior consultation with the Security Council.SECURITY COUNCILIt is the prerogative of the Security Council to determine when and where a United Nations field operation should be deployed.Table of Contents
8SECURITY COUNCIL UN Secretariat Secretary-General In case of a crisis, the Secretary-General may task his Secretariat to develop a Strategic Assessment of the situation.Secretary-GeneralThe Secretary-General (supported by his Secretariat) plays a critical role in helping the Security Council determine whether a UN peacekeeping operation is the most appropriate course of action.UN SecretariatThe SG may initiate assessments of a crisis situation and a possible UN involvement without prior consultation with the Security Council.The aim of the Strategic Assessment is to outline possible objectives of a potential mission as well as alternative options and strategies for UN involvement.The Strategic Assessment should be undertaken by a DPKO-led Integrated Mission Task Force (IMTF) or DPA-led Integrated Task Force (ITF), depending on the country situation to be assessed.SECURITY COUNCILStrategicAssessmentStrategicAssessmentTable of Contents
9IMTF/ITF UN Secretariat DPA DPKO OCHA DFS DSS Other UN Offices Note: The Integrated Mission Task Force (IMTF) or Integrated Task Force (ITF) consists of representatives of all relevant UN entities at headquarters level as well as of the UN Country Team and, possibly, World Bank and IMF. It is chaired by a senior representative from the lead department.ITFs/MTFs may also consider inviting external actors such as the host government(s), NGOs, external experts & academics, NGOs and civil society organizations, and TCCs/PCCs for consultations.The IMTF/ITF is the formal headquarters-based planning and coordinating body at strategic level. It is responsible for implementing the Integrated Mission Planning Process (IMPP) for the specific country and mission.DPAUN SecretariatDPKOOCHADFSDSSOther UN Offices(PBSO, DOCO, OHCHR)External ActorsThe aim of the Strategic Assessment is to outline possible objectives of a potential mission as well as alternative options and strategies for UN involvement.The Strategic Assessment should be undertaken by a DPKO-led Integrated Mission Task Force (IMTF) or DPA-led Integrated Task Force (ITF), depending on the country situation to be assessed.IMTF/ITFStrategicAssessmentStrategicAssessmentThe Strategic Assessment is carried out by the ITF/IMTF which also writes its Terms of Reference, is responsible for potentially deploying an assessment team, and ensures follow-up to the assessment mission.UN Country TeamUN Field PresenceUN Agencies and Funds(UNDP, UNHCR, WFP…)World Bank and IMFMember states supportive of a possible UN operation may assist the Secretariat, e.g. by providing field information.Member StatesTable of ContentsNote:Normally, a DPA-led ITF conducts a Strategic Assessment if there is no political or peacekeeping mission on the ground. Once a mission is up and running, an ITF or IMTF could call for a Strategic Assessment if, for instance, there are drastic changes in the situation and/or if the UN’s strategic vision in a given country needs to be reformulated.Due to time pressures or other considerations, comprehensive Strategic Assessments involving all relevant actors within the UN system have so far only been conducted a few times, for example on Somalia and Burundi as well as a field-based one on South Sudan.
10IMTF/ITF SECURITY COUNCIL DPKO DPA Secretary-General Note: The SG may also seek consultations with the Security Council on the possible options of UN involvement. The UNSC may at this point already issue a formal statement or pass a resolution.DirectivePlanningIf a Peacekeeping Operation is deemed a suitable option for UN engagement, DPKO will be designated as the lead for operational planning.However, the Secretary-General might also conclude, for example, that a DPA-led Special Political Mission would be more appropriate.Secretary-GeneralBased on the planning assumptions set out in the Strategic Assessment, the Secretary-General decides on the strategic objectives and form of UN involvement. The Strategic Assessment may or may not lead to the fielding of a multi-dimensional peace operation.DPKODPAThe IMFT/ITF presents the Strategic Assessment to the Secretary-General and his Policy Committee.IMTF/ITFStrategicAssessmentThe Strategic Assessment is carried out by the ITF/IMTF which also writes its Terms of Reference, is responsible for potentially deploying an assessment team, and ensures follow-up to the assessment mission.Note:From this point, this presentation focuses on DPKO-led Peacekeeping Operations. However, many planning steps for DPA-led Special Political Missions are similar.According to the IMPP Guidelines, the Secretary-General, in consultation with the IMTF/ITF, issues a Planning Directive as the basis for operational planning, setting out the strategic objectives, the proposed form and scope of a field operation. In practice, however, a decision by the Policy Committee often replaces such a Planning Directive.StrategicAssessmentMember states supportive of a possible UN operation may assist the Secretariat, e.g. by providing field information.Member StatesTable of Contents
11IMTF DPKO DFS TAM Other UN Offices DPA DSS OCHA Note: Based on the SG’s Planning Directive on the establishment of a peacekeeping mission, DPKO (as lead department) and DFS commence planning in consultation with the Integrated Mission Task Force.IMTFOther UN Offices(PBSO, DOCO, OHCHR)DPAUN Agencies and Funds(UNDP, UNHCR, WFP…)DSSOCHAUN Country TeamDirectivePlanningDPKODFSReportTAMThe Under-Secretary-General of DPKO issues a a related operational planning directive which includes a situation analysis, planning assumptions, strategic objectives, a risk assessment, functions and responsibilities of the IMTF.TechnicalAssessmentMission (TAM)The TAM Report is collated by the lead department based on the respective inputs of IMTF members.The TAM’s findings provide the basis for further planning and for a Report of the Secretary-General to the Security Council.TAMFollowing an initial risk and threat assessment by the Department of Safety and Security (DSS) and DPKO’s Office of Military Affairs (OMA), the IMTF members deploy on a DPKO-led joint Technical Assessment Mission (TAM) to evaluate the situation in the field.Based on the TAM’s findings, DPKO and DFS commence work on draft Concepts of Operation (CONOPS) for each prospective component of the mission (military, police, justice & corrections, logistical support).Table of ContentsNote:TAMs undertaken prior to a mission’s deployment focus on the strategic and operational aspects of planning, including specific requirements for missions and UNCTs implementing the principles of integration. TAMs for mission start up also focus on mapping current UN capacities which is essential for mandate and budget planning.A TAM in support of mission start up is generally initiated following a Security Council resolution, a letter from the President of the Security Council, or a decision by the Secretary-General, the Policy Committee, or the Executive Committee on Peace and Security (ECPS) to commence planning for a new UN field mission. Furthermore, TAMs may take place at various stages of a mission’s cycle, including start up, mandate review, mid-cycle review; restructuring, and/or draw-down.
12Office of Military Affairs Security Institutions simultaneous planning stepsWithin DPKOThe preliminary planning results are forwarded to the USG for approval.USGPolicy, Evaluation &Training DivisionDPKODFSOffice of OperationsOffice of Military AffairsOffice of Rule of Law &Security InstitutionsDrawing on lessons learned from other missions, the Policy Planning, Evaluation and Training Division contributes to the planning process.The regional division in charge commences work on an overall Mission Concept in consultation with the IMTF.Development of an Operational Estimate as the basis for a draft mili-tary CONOPS, incl. a risks & threats assessment and possible courses of action.Commencement of planning of the police and Rule of Law components in the future operation.Developmentof Concepts ofOperations(CONOPS)At this point, several concurrent planning steps are initiated in DPKO and DFS.Close cooperation with partners in planning RoL projects (e.g. DDR and SSR programs) in the country, such as UNDP, DPA, UNICEF, etc.Initiation of recruitment planning for mission leadership & civilian staff (jointly with Department of Field Support).Meanwhile, informal talks with potential Troop Contributing Countries (TCCs) to estimate potential force availability.As the coordinating office for operational planning, the OO leads consultations with key partners through the IMTF.Meanwhile, informal talks with potential Police Contributing Countries (PCCs).The Operational Estimate is refined, based on likely availability of troops and logistics and on a thorough options analysis.Table of Contents
13simultaneous planning steps DPKOWithin DPKOThe preliminary planning results are forwarded to the USG for approval.USGPolicy, Evaluation &Training DivisionIMTFCONOPSThe combined Concepts of Operations as well as cost estimates and other preliminary planning results are presented to the IMTF.Office of OperationsOffice of Military AffairsOffice of Rule of Law &Security InstitutionsDevelopmentof Concepts ofOperations(CONOPS)DFSRecruitment of mission leadership (SRSG, Force Commander, Police Commissioner, etc) is initiated, together with DPKO through the joint Senior Leadership Appointments Section.Within DFSDFS begins to develop cost estimates as the basis for a Results-Based Budget (RBB) for the mission in cooperation with DPKO.Initiation of logistics and transport planning.Field Budget andFinance DivisionLogistics SupportDivisionField Personnel DivisionTable of Contents
14DPKOIMTFCONOPSBased on DFS’s cost estimates, the IMTF issues a request for a pre-mandate Commitment Authority (CA) for essential start-up funding through the Peacekeeping Reserve Fund.Pre-MandateCommitmentAuthority (CA)CAA CA allows for the financing of essential pre-mandate tasks necessary to set up the mission, such asFielding of Technical Assessment Missions (TAMs);The recruitment of core personnel and the deployment of an advance team;The establishment of a mission HQ;The initiation of procurement with a long lead time, and shipments and airlifts of strategic deployment stocks (SDS).DFSACABQTo activate a CA, the written consent of the Security Council President is required. The request is reviewed by the Controller and then forwarded to ACABQ. Commitments may usually not exceed $50 million per decision of the Security Council.Table of Contents
15SECURITY COUNCIL DPKO GA 5th Committee ACABQ Secretary-General This Report of the Secretary-General builds on the findings of the Technical Assessment Mission (TAM) and on the different draft CONOPS, and usually presents an analysis of strategic options.DPKO’s Office of Operations prepares a report to be presented by the SG to the Security Council. It consults closely with the IMTF and takes collective views of its members into consideration.The SG Report is usually presented by the USG of the DPKO. Based on the report’s recommendations, the Security Council discusses the available options for a UN mission.ReportSGSECURITY COUNCILMandatePreparationRESOLUTIONThe Security Council passes a resolution which authorizes the operation’s deployment and determines its size and mandate.The budget and resources of the mission are then subject to approval by the 5th Committee of the General Assembly.GA 5th CommitteeACABQTable of Contents
16RESOLUTIONBased on the provisions set forth in the Security Council Resolution and the budgetary guidelines given by the GA 5th Committee and ACABQ…After the mission is mandated and a Special Representative of the Secretary-General (SRSG) is selected, IMTF under the leadership of the lead department may produce a directive of the Secretary-General to the SRSG, providing political and operational strategic guidance.IMTFDPKO…DPKO revises the component Concepts of Operations, In the process, DPKO closely consults with the IMTF.CONOPSMission ConceptMissionConceptSG’sDirectiveThe SRSG and his field team are in the lead to work out the overall Mission Concept, in close coordination and collaboration with IMTF members and the Security Council.At this point, the overall lead begins to shift over to the SRSG as the Head of Mission. The SRSG is the most senior UN official in the host country. In an integrated mission, he/she is supported by a “triple-hatted” Deputy SRSG/ Resident Coordinator/ Humanitarian Coordinator (DSRSG/RC/HC).SRSGTable of Contents
17simultaneous planning steps Administrative and logistics planning in DFSField Budget andFinance DivisionLogistics SupportDivisionField Personnel DivisionThe IMTF is consulted on budget, structure and staffing of the mission to avoid duplications with existing programmes and to ensure that complementary funding and staff are available in the UN Country Team.Recruitment of staff and transfer to the mission.Based on instructions by the Controller, the mission’s Results-based Budget (RBB) is refined and forwarded to the Controller for review before being presented to ACABQ/5th Committee for final approval.Deployment preparations, e.g. contracting transport, transferring mission assets, final movement planning, organizing logistics and supply on the ground.IMTFDFSMeanwhile, several final planning steps are again conducted concurrently at UN HQ.DeploymentPreparationOperational planning in DPKODPKOOffice of Military AffairsOffice of Rule of Law &Security InstitutionsOffice of OperationsRules of Engagement (RoE) and further guidelines are drafted.Force generation: visits to Police Contributing Countries (PCCs), MoU negotiations; movement planning.The OO coordinates and leads the final deployment preparations and ensures compliance with political guidelines.Force generation: visits to Troop Contributing Countries (TCCs), nego-tiating Memoranda of Understanding (MoU); movement planning.Ensures a coordinated approach with UNDP and other actors engaged in security sector matters.Table of Contents
18Office of Legal Affairs These documents serve as the legal basis for the mission’s relations with the host nation, the SOFA covering the military component and the SOMA the police/civilian component.SOFA and SOMA are negotiated and signed by the UN and the host nation.As a final step, a Status of Forces Agreement (SOFA) and a Status of Mission Agreement (SOMA) are prepared by the UN Office of Legal Affairs.SOFASOMADeployment of the Peacekeeping Operation:once deployed, the authority in the field lies with the SRSG and his/her senior leadership team;the SRSG reports to the SG through the USG of the lead department;UN Headquarters provides political and strategic guidance and operational support.Host CountrySOFA and SOMA are compre-hensive documents dealing with all aspects concerning the mission, such as the freedom of movement of its members, jurisdiction over the mission’s personnel, the provision of water, electricity and other utilities, etc.Note:It should be noted that an SRSG-led mission represents only one strand in the UN’s multi-dimensional response to a crisis. Parallel to the planning and deployment of a field mission, further humanitarian and development interventions are usually planned and executed.In practice, agreeing on the SOFA and the SOMA is one of the most critical and sometimes contentious issues between the UN and the host nation.Table of Contents
20SRSG Field Mission UN Country Team (DSRSG) RC/HC Once a mission becomes fully operational, integrated planning efforts shift to the field…SRSG(DSRSG)RC/HCField MissionUN Country TeamEach UN field presence should have standing coordination bodies that bring together Mission and UNCT.At principals’ level, strategic direction is provided by a Strategic Policy Group chaired by the SRSG and usually comprising DSRSG-RC/HC and heads of key mission components and UN agencies.StrategicPolicy GroupThematic WorkingGroupsThe Strategic Policy Group is complemented by a planning body at technical level which may also serve as a shared analytical capacity, though this function may also be covered by a stand-alone body.Depending on the size of the UN field presence, the SPG may be aided by standing or ad hoc thematic working groups.Integrated StrategyAnd Planning Team/Joint Planning UnitUN field presences may opt for a structurally integrated Strategy and Planning Team……though this is not a requirement. Instead, a ‘looser’ Joint Planning Unit or another format may also be established, comprising planning officers from the mission and the country team.Table of Contents
21In order to bring together the Mission and the UNCT’s combined mandates and resources under an overarching strategy for the UN’s role in peace consolidation and to ensure system-wide coherence, the Strategic Policy Group tasks the ISPT or JPU to produce an Integrated Strategic Framework (ISF) in continued dialogue with the IMTF at headquarters.Though the ISF is a UN-internal document, national stakeholders and non-UN partners are usually consulted throughout the ISF process.ISFStrategicPolicy GroupHost CountryIntegratedStrategicFramework (ISF)An ISF builds on possibly already existing planning frameworks (RBB, UNDAF, CAP). It containsAn updated conflict analysis;A vision statement;Strategic objectives and intended results, timelines, responsibilities;coordination and implementation arrangements;And provisions on monitoring and reporting.The agreed timeframe for an ISF varies based on the situation in the host country.An ISF is the key vehicle for UN partners in the field to agree onA shared vision of the UN’s strategic objectives;A set of agreed results, timelines, and responsibilities for the delivery of tasks critical to consolidating peace;And mechanisms for monitoring and evaluation.Following endorsementby the SPG, the SRSG and the RC/HC present the document for discussion and endorsement at the HQ-based IMTF/ITF. The USG of the leaddepartment also signs off on the ISF.NGOsIMTFIntegrated StrategyAnd Planning Team/Joint Planning UnitTable of Contents
22Current DPKO-led Field Operations (as of October 2011) UNFICYP 1964-UNAMA* 2002-UNMIK 1999-UNMOGIP 1949-UNIFIL 1978-UNDOF 1974-UNTSO 1948-MINUSTAH 2004-UNMIT 2006-MINURSO 1991-UNAMID 2007-UNMIL 2003-UNISFA 2011-The number indicates the year of authorization by the Security Council. Clicking on the tag will lead you to the mission’s website.UNOCI 2004-UNMISS 2011-MONUSCO 2010-* special political mission, directed and supported by DPKO
24SECURITY COUNCILIt is the prerogative of the Security Council to determine when and where a UN peacekeeping operation should be deployed in order to restore and safeguard the peace (UN Charter art. 24(1), art. 39).The decision to deploy a UN peacekeeping operation requires a minimum of nine votes from the Security Council’s fifteen members, including the votes of the five permanent members (art. 27). However, the full backing of a mission by all Security Council members is strongly desired.When considering to establish a UN operation, the Security Council usually takes into account, among others, the following factors:Whether a situation exists the continuation of which is likely to constitute a threat to international peace and security;Whether a cease-fire exists and whether the parties have committed themselves to a peace process intended to reach a political settlement (a “peace to keep”);Whether a precise mandate for a UN operation can be formulated; andWhether the safety and security of UN personnel can be reasonably ensured, including in particular whether reasonable guarantees can be obtained from the principal parties or factions regarding the safety and security of UN personnel.Security Council websiteUN Photo/Eskinder Debebe
25GENERAL ASSEMBLY (GA) 5th Committee Responsible for administration and budgetary matters;Based on the 5th Committee’s reports, the GA considers and approves theUN’s budget and financial and budgetary arrangements with UN agencies;Each May, the 5th Committee holds a resumed session to deal withadministrative aspects of UN peacekeeping and approves the annualpeacekeeping budget;It also considers urgent matters relating to the financing of a peacekeeping mission authorized by the Security Council at any of its sessions.5th Committee websiteAdvisory Committee on Administrative and Budgetary Questions (ACABQ)Consists of 16 members appointed by the General Assembly;Examines and reports on the budget submitted by the Secretary-General to the GA;Advises the GA on any administrative and budgetary matters referred to it.ACABQ websiteUN Photo/Paulo FilgueirasGeneral Assembly in sessionUN Photo/Eskinder DebebeACABQ in session
26Department of Peacekeeping Operations (DPKO) Established 1992, currently led by Under-Secretary-General Hervé LadsousMandate:Planning, managing and deploying UN peacekeeping operations;Providing political & executive direction to UN peacekeeping operations on behalf of the SG;Close cooperation with the Department of Field Support;Support of other peace and security operations that are predominantly civilian (political missions).DPKO websiteUN PhotoUSG LadsousOrganizational chartIntegrated & shared capacitiesDPKO - DFSOffice of the Under-Secretary-GeneralOffice of the Chief of StaffExecutive OfficeSituation CentreOffice of OperationsOffice of Military AffairsOffice of Rule of Law &Security InstitutionsPublic Affairs SectionPeacekeeping InformationManagement UnitAfrica I DivisionCurrent MilitaryOperations ServiceFocal Point for SecuritySecurity SectorReform (SSR) UnitSenior LeadershipAppointments SectionAfrica II DivisionMilitary PlanningServicePolice DivisionCriminal Law &Judicial AdvisoryServiceAudit Response & Boardsof Inquiry SectionEurope & LatinAmerica DivisionForce GenerationServiceConduct & Discipline UnitDDR SectionAsia & MiddleEast DivisionPolicy, Evaluation andTraining DivisionMine ActionServicePeacekeepingBest Practices SectionIntegrated Training Service
27Department of Political Affairs (DPA) Established 1992 as the UN focal point for conflict prevention, peacemaking, andpeace building, led by Under-Secretary-General B. Lynn Pascoe.Mandate:Monitoring and assessing global political developments;Advising the UN Secretary-General on actions to advance the cause of peace;Providing support and guidance to UN peace envoys and political missions in the field;Serving Member States through electoral assistance and through the support of DPA staff to the work of the Security Council and other UN bodies.DPA websiteUN PhotoUSG PascoeOrganizational chartUnder-Secretary-GeneralOffice of the Under-Secretary-GeneralExecutive OfficeElectoral AssistanceDivisionAssistant Secretary-GeneralAssistant Secretary-GeneralPolicy and MediationDivisionCounter-TerrorismImplementation Task ForceAfrica I DivisionAmericas DivisionAsia and the PacificDivisionAfrica II DivisionEurope DivisionSecurity CouncilAffairs DivisionMiddle East & WestAsia DivisionDivision forPalestinian RightsDecolonization UnitSecurity CouncilSubsidiary OrgansBranchSecurity CouncilPractices & CharterResearch BranchSecurity CouncilSecretariat Branch
28Department of Field Support (DFS) Established 2007, led by Under-Secretary-General Susana MalcorraMandate: Support UN field operations in the areas of:Personnel (recruitment of high quality leadership and field staff; overseeing standards of conduct);Logistics (ensuring appropriate resources incl. materiel, direction, guidance and oversight);Communications & IT (ensuring reliable, responsive and continuous voice, data and video services);Budget and finance (providing financial support services and ensuring appropriate funding.UN Photo/WFPUSG MalcorraOrganizational chartIntegrated & shared capacitiesDPKO - DFSOffice of the Under-Secretary-GeneralOffice of the Chief of StaffExecutive OfficeSituation CentreOffice of the Assistant-Secretary-GeneralPublic Affairs SectionPeacekeeping InformationManagement UnitField Procurement& Liaison TeamFocal Point for SecurityField PersonnelDivisionField Budget andFinance DivisionLogistics SupportDivisionInformation & CommunicationsTechnology DivisionSenior LeadershipAppointments SectionAudit Response & Boardsof Inquiry SectionField PersonnelOperationsServiceBudget andPerformanceReportingServiceOperationalSupport ServiceField Communications& IT Operations ServiceConduct & Discipline UnitField Technology &Security SectionSpecialistSupport ServicePolicy, Evaluation andTraining DivisionField PersonnelSpecialistSupport ServiceMOU and ClaimsManagementSectionPeacekeepingBest Practices SectionTransportationand MovementServiceUnited NationsLogistics Base (UNLB)Integrated Training Service
29Office for the Coordination of Humanitarian Affairs (OCHA) Established 1998, led since September 2010 by UN Emergency Relief Coordinator (ERC, with USG status) Valerie AmosAs a coordinating body, free from day-to-day operational challenges, OCHA focuses on the full spectrumof issues associated with humanitarian assistance. This includes anticipating changes in operationalenvironments and setting the agenda for common international humanitarian actions even before crisesoccur.The functions of the ERC are focused in three core areas:Policy development and coordination functions in support of the Secretary-General, ensuring that all humanitarian issues, including those which fall through gaps in existing mandates of agencies such as protection and assistance for internally displaced persons, are addressed;Advocacy of humanitarian issues with political organs, notably the Security Council; andCoordination of humanitarian emergency response, by ensuring that an appropriate response mechanism is established, through Inter-Agency Standing Committee (IASC) consultations, on the ground.OCHA carries out its coordination function primarily through the Inter-Agency Standing Committee, which is chaired by the ERC. Participants include all humanitarian partners, from UN agencies, funds and programs to the Red Cross Movement and NGOs.OCHA websiteUN PhotoERC Amos
30Department of Safety and Security (DSS) DSS is headed since May 2009 by Under-Secretary-General Gregory B. Starr.The Department of Safety and Security is responsible for providing leadership, operational supportand oversight of the security management system to enable the safest and most efficient conductof the programs and activities of the UN System.DSS websiteUN PhotoUN PhotoUSG StarrOrganizational chartUnder-Secretary-GeneralCompliance, Investigations& Monitoring SectionPolicy Planning &Coordination UnitDeputy tothe USGExecutive OfficeProtection CoordinationUnitDivision of HeadquartersSecurity & Safety Services(DHSSS)Division of RegionalOperations (DRO)Field Support Service(FSS)Threat and Risk UnitRegional DesksTraining &Development SectionUN HQ Security andSafety ServicesRegionalCommissionsCommunications CentrePeacekeeping OperationsSupport ServiceCritical Incident StressManagement SectionSSS Offices awayFrom HQInternationalCriminal TribunalsCrisis ManagementOperations & Support UnitInformation ManagementSection
31Involvement of other UN Entities and Offices Depending on the specific situation in a given country, the Peace Building Support Office (PBSO), the Office of the High Commissioner for Human Rights (OHCHR), the Development Operations Coordination Office (DOCO), as well as the UN Development Group (UNDG) and the Executive Committee on Humanitarian Affairs (ECHA) are involved in the strategic mission planning at Headquarters level.In HQ-based Integrated Task Forces (ITF, DPA-led) or Integrated Mission Task Forces (IMTF, DPKO-led), Development and humanitarian actors are represented by DOCO and OCHA, respectively. In addition to these two, four representatives from the UN Funds, Programmes, and Agencies may participate based on their involvement in the country in question (‘2+4 formula’).
32Integrated Mission Task Force (IMTF )/ Integrated Task Force (ITF)* *IMTFs are led by DPKO, ITFs are led by DPAIMTFs/ITFs are the principal Headquarters-based inter-departmental and inter-agency mechanism to “ensure coherent and consistent support and policy guidance” to UN presences applying the principles of integration and undertaking the IMPP both before and throughout the deployment of a field mission. They deal with all issues that have strategic significance or programmatic impact for the UN presence in the relevant country.IMTFs/ITF provide an important link between headquarters and the field, aiming to provide coordinated guidance and support to the leadership of the field mission, UN Secretariat departments, and the UNCT. The role of the IMTFs varies in intensity throughout the mission life cycle.A new IMTF may be triggered in a variety of ways, including through a decision by the Security Council or the Secretary-General to begin planning for a new field mission. The 2006 IMPP Guidelines foresee a linear progression from a DPA-led task force to carry-out the Strategic Assessment to a DPKO-led IMTF once planning for a peacekeeping mission is required.In addition, DPA is leading task forces for the start up of a Special Political Mission or a similar field presence (although this was not mentioned in the 2006 IMPP Guidelines).