Transcript Folie 1

Planning and Deployment of UN Field Operations:
The Integrated Mission Planning Process (IMPP)
- Updated Interactive Guide -
ZIF Berlin, October 2011
UN Photo, Monuc
UN Photo/Marc Garten
UN Photo
Introduction
This 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/Martine Perret
UN
UN
Photo/Logan
Photo
Abassi
UN
Photo/John
Isaac
How to use this presentation
UN Photo/John Isaac
With each mouse click the process
evolves gradually, providing information
on every step of the planning process. A functional distinction is made
between decision-making bodies (dark blue) and administrative bodies (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, ZIF
Click to continue…
Table of Contents
I.
Information – The Integrated Mission Planning Process
II.
Overview – Key actors involved in setting up a UN operation
III.
Stage 1 – Strategic Planning
IV.
Stage 2 – Operational Planning
V.
Stage 3 – Deployment Phase
VI.
Stage 4 – Field-based Planning
VII. Map of Current DPKO-led Field Operations
Information
INTEGRATED 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 that
the right people are at the table, that the right issues are being considered, and that the
appropriate 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 IMPP
A 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.
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Overview – Key actors involved in setting up a UN operation
Conflict Party
Conflict Party
GA 5th Committee
Finally, the involvement
Member
of the
states
mainwilling
partiesto
to the conflict is often
contribute
essentialtroops
in the and/or
political process preceding
police toand
a UN operation
accompanying the deployment a UN
peacekeeping operation.
Click to continue…
Click to continue…
ACABQ
Authorizes
operational
budget of a mission
Budgetary oversight by
the General Assembly
Click to continue…
Troop Contributing
Countries (TCC)
Police Contributing
Countries (PCC)
UN Agencies,
Programmes and Funds
SG requests
as well as the UNCT and
TCCs & PCCs
NGOs
to contribute
Click to continue…
SECURITY COUNCIL
NGOs
Reports and gives
recommendations
UN Agencies and Funds
Tasks planning,
(UNDP, UNHCR, WFP…)
authorizes UN
operations
Central
decision-making
UN Secretariat
departments and
body
offices involved in planning and/or
Secretary-General
UN Country Team
Click to
implementation
of continue…
a multi-dimensional
UN operation
Agencies, Funds and
Click to continue…
Programmes
coordinate
with the Secretariat to
ensure coherence
UN Secretariat
Department of
Peacekeeping
Operations
(DPKO)
Department of
Political Affairs
(DPA)
Department of
Field Support
(DFS)
Department of
Safety and
Security
(DSS)
Office for the
Coordination of
Humanitarian
Affairs (OCHA)
Other UN
Entities & Offices
(PBSO, DOCO,
OHCHR, UNDG,
ECHA)
Start of the Integrated Mission Planning Process
at Headquarters Level…
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.
Stage 1
Strategic
Planning
SECURITY COUNCIL
It is the prerogative of the Security
Council to determine when and where
a United Nations field operation
should be deployed.
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In case of a crisis, the
Secretary-General may task
his Secretariat to develop a
Strategic Assessment of
the situation.
Secretary-General
UN
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 Secretary-General (supported by his
Secretariat) plays a critical role in helping
the Security Council determine whether a
UN peacekeeping operation is the most
Secretariat
appropriate course of action.
Strategic
The SG may initiate assessments of a
crisis situation and a possible UN
involvement without prior consultation
with the Security Council.
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 COUNCIL
Assessment
Stage 1
Strategic
Planning
Strategic
Assessment
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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.
The IMTF/ITF is the formal headquarters-based
planning
and coordinatingDPKO
body at strategic
level.
It is
DPA
OCHA
UN Secretariat
responsible for implementing the Integrated Mission
Planning Process (IMPP) for the specific country and
Other UN Offices
mission.
(PBSO, DOCO, OHCHR)
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 is
carried out by the ITF/IMTF
which also writes its Terms of
Reference, is responsible for
potentially deploying an
assessment UN
team,
and
Country Team
ensures follow-up to the
Field Presence
assessment UN
mission.
Strategic
IMTF/ITF
Assessment
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.
DFS
DSS
External Actors
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.
Stage 1
Strategic
Planning
Strategic
Assessment
World Bank and IMF
UN Agencies and Funds Member states supportive of
(UNDP, UNHCR, WFP…) a possible UN operation may
Member States
assist the Secretariat, e.g. by
providing field information.
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SECURITY COUNCIL
Planning
If a Peacekeeping
Operation is deemed a
suitable option for UN
engagement, DPKO will be
designated as the lead for
operational planning.
Directive
Secretary-General
The SG may also
seek consultations
with the Security
However, the SecretaryCouncil on the
General might also
possible options of
conclude, for example,
UN involvement. The
that a DPA-led Special
UNSC may at this
Political Mission would
point already issue a
be more appropriate.
formal statement or
pass a resolution.
Based on the planning
assumptions set out in the
Strategic Assessment, the
Secretary-General
decides
The IMFT/ITF presents
the
on
the
strategic
objectives
Strategic Assessment to the
and
form of UN involvement.
Secretary-General
and his
The
Strategic
Assessment
Policy Committee.
may or may not lead to the
fielding of a multi-dimensional
peace
operation.
The Strategic
Assessment is
Note: to the IMPP Guidelines, the SecretaryAccording
carried out by the ITF/IMTF
Strategic
General,
which also writes its Terms
of in consultation with the IMTF/ITF, issues
a Planning
Directive
thepresentation
basis for operational
From
this
point,asthis
Reference, is responsible
for
setting
out the
strategic objectives, the
potentially deploying anplanning,
focuses
on DPKO-led
Assessment Peacekeeping
form and
scope of amany
field operation.
assessment team, andproposed
Operations.
However,
planning In
practice, however, a decision by the Policy
ensures follow-up to the
steps for DPA-led Special Political
assessment mission. Committee often replaces such a Planning
Missions are similar.
Member states supportive of
Directive.
a possible UN operation may
assist the Secretariat, e.g. by
Member States
providing field information.
DPKO
Stage 1
Strategic
Planning
DPA
IMTF/ITF
Strategic
Assessment
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Other UN Offices
(PBSO, DOCO, OHCHR)
Based on the SG’s Planning
Directive on the establishment
UN Agencies and Funds
mission,
UN Country
Team
DSSof a peacekeeping
DPA
OCHA
(UNDP,
UNHCR,
WFP…)
Planning
DPKO (as lead department)
and DFS commence planning
in consultation with the
Directive
Integrated Mission Task Force.
IMTF
DPKO
DFS
TAM
Stage 2
Operational
Planning
Report
The Under-Secretary-General of
DPKO issues a a related operational
The TAM Report is collated by
planning directive which includes a
the lead department based on
TAM
situation analysis, planning
the respective inputs of IMTF
assumptions, strategic objectives, a
members.The TAM’s findings
risk assessment, functions and
provide the basis for further
Following
an
initial
risk
and
threat
assessment
by and for a Report of
responsibilities of the IMTF.
planning
the Department of Safety and Security (DSS)
and
the Secretary-General
to the
DPKO’s Office of Military Affairs (OMA), the
IMTF
Security Council.
members deploy on a DPKO-led joint Technical
on the TAM’s findings,
Assessment Mission (TAM) to evaluate Based
the
DPKO and DFS commence
situation in the field.
work on draft Concepts of
Operation (CONOPS) for each
prospective component of the
mission (military, police, justice
& corrections, logistical
support).
Technical
Assessment
Mission (TAM)
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simultaneous planning steps
Within DPKO
The preliminary planning
results are forwarded to
the USG for approval.
USG
Policy, Evaluation &
Training Division
DPKO
Office of Operations
The regional division in
charge commences work
on an overall Mission
Concept in consultation
with the IMTF.
Initiation of recruitment
planning for mission
leadership & civilian staff
(jointly with Department of
Field Support).
As the coordinating office
for operational planning,
the OO leads
consultations with key
partners through the IMTF.
Office of Military Affairs
Development of an
Operational Estimate as
At this
point, for
several
the basis
a draft miliconcurrent
planning
steps
are
tary CONOPS,
incl.
a risks
initiated
in
DPKO
and
DFS.
& threats assessment and
possible courses of action.
Meanwhile, informal talks
with potential Troop
Contributing Countries
(TCCs) to estimate
potential force availability.
The Operational Estimate
is refined, based on likely
availability of troops and
logistics and on a
thorough options analysis.
DFS
Stage 2
Office of
of Law &
Drawing
onRule
lessons
Security
learned
fromInstitutions
other
Operational
Planning
missions, the Policy
Planning, Evaluation and
Commencement
Training Division of
planning
of to
thethe
police
and
contributes
planning
Rule
of Law components
process.
in the future operation.
Development
of Concepts of
Operations
(CONOPS)
Close cooperation with
partners in planning RoL
projects (e.g. DDR and
SSR programs) in the
country, such as UNDP,
DPA, UNICEF, etc.
Meanwhile, informal talks
with potential Police
Contributing Countries
(PCCs).
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simultaneous planning steps
Within DPKO
The preliminary planning
results are forwarded to
the USG for approval.
DPKO
USG
Policy, Evaluation &
Training Division
CONOPS
Office of Operations
IMTF
Office of Military Affairs
The
combined
Office
of RuleConcepts
of Law &of
Operations
as
well
as cost
Security Institutions
estimates and other
preliminary planning results
are presented to the IMTF.
Stage 2
Operational
Planning
Development
of Concepts of
Operations
(CONOPS)
Within DFS
DFS begins to develop
cost estimates as the
basis for a ResultsBased Budget (RBB)
for the mission in
cooperation with DPKO.
Field Budget and
Finance Division
DFS
Initiation of logistics and
transport planning.
Logistics Support
Division
Recruitment of mission
leadership (SRSG,
Force Commander,
Police Commissioner,
etc) is initiated, together
with DPKO through the
joint Senior Leadership
Appointments Section.
Field Personnel Division
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DPKO
Stage 2
CONOPS
Operational
Planning
IMTF
Based 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.
CA
DFS
ACABQ
To 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.
A CA allows for the financing of
essential pre-mandate tasks
necessary to set up the mission,
such as
 Fielding 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).
Pre-Mandate
Commitment
Authority (CA)
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DPKO
Secretary-General
DPKO’s Office of Operations
prepares a report to be
The
SG Report
usually
presented
presented
by theisSG
to the
by
the USG
of theItDPKO.
Based on
Security
Council.
consults
the
report’s
closely
with recommendations,
the IMTF and takesthe
Security
the
collectiveCouncil
views ofdiscusses
its members
available
options for a UN mission.
into consideration.
SG
Report
This Report of the SecretaryGeneral builds on the findings
of the Technical Assessment
Mission (TAM) and on the
different draft CONOPS, and
usually presents an analysis of
strategic options.
SECURITY COUNCIL
RESOLUTION
GA 5th Committee
ACABQ
Stage 2
Operational
Planning
Mandate
Preparation
The 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.
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RESOLUTION
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.
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).
Based on the provisions set
forth in the Security Council
Resolution and the budgetary
guidelines given by the GA 5th
Committee and ACABQ…
Deployment
Phase
DPKO
IMTF
CONOPS
Mission
Concept
SG’s
Directive
SRSG
Stage 3
…DPKO revises the
component Concepts of
Operations, In the process,
DPKO closely consults with
the IMTF.
The 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.
Mission Concept
Table of Contents
simultaneous planning steps
Administrative and logistics planning in DFS
Field Budget and
Finance Division
Based on instructions by
the Controller, the
mission’s Resultsbased Budget (RBB) is
refined and forwarded to
the Controller for review
before being presented
th Committee
Meanwhile,
to ACABQ/5several
final
planning
steps are
for final
approval.
again conducted
concurrently at UN HQ.
Logistics Support
Division
Deployment
preparations, e.g.
contracting transport,
transferring mission
assets, final movement
planning, organizing
logistics and supply on
the ground.
IMTF
DFS
Field Personnel Division
The
Recruitment
IMTF is consulted
of staff and
on
budget,
transferstructure
to the mission.
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.
Stage 3
Deployment
Phase
Deployment
Preparation
Operational planning in DPKO
Office of Military Affairs
Rules of Engagement
(RoE) and further
guidelines are drafted.
Force generation: visits
to Troop Contributing
Countries (TCCs), negotiating Memoranda of
Understanding (MoU);
movement planning.
DPKO
Office of Rule of Law &
Security Institutions
Force generation: visits
to Police Contributing
Countries (PCCs), MoU
negotiations; movement
planning.
Ensures a coordinated
approach with UNDP
and other actors
engaged in security
sector matters.
Office of Operations
The OO coordinates and
leads the final
deployment preparations
and ensures compliance
with political guidelines.
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Office of Legal Affairs
These documents serve as the
legal basis for the mission’s
As a final step, a
SOFA
relations with the host nation,
Status of Forces
SOMA
the SOFA covering the military
Agreement (SOFA)
component and the SOMA the
and a Status of
police/civilian component.
Mission Agreement
SOFA and SOMA are
Deployment
of the Peacekeeping Operation:
(SOMA) are prepared
negotiated and signed by the
by the UN Office of
Host Country
UN and the host nation.
Legal
onceAffairs.
deployed, the authority in the field lies with the SRSG and his/her senior leadership
SOFA and SOMA are compreteam;
hensive documents dealing
 the SRSG reports to the SG through the USG of the lead department;
with
all aspectssupport.
concerning the
 UN Headquarters provides political and strategic guidance and
operational
mission, such as the freedom of
movement of its members,
Note:
jurisdiction over the mission’s
personnel, the provision of
water, electricity and other
It should be noted that an SRSG-led mission
utilities, etc.
represents only one strand in the UN’s multiIn practice,
dimensional response to a crisis. Parallel
to the agreeing on the
SOFAfurther
and the SOMA is one of
planning and deployment of a field mission,
the most critical and sometimes
humanitarian and development interventions
are
contentious issues between the
usually planned and executed.
UN and the host nation.
Stage 3
Deployment
Phase
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Integrated Mission Planning at Field Level…
Once a mission becomes fully
operational, integrated planning
efforts shift to the field…
SRSG
(DSRSG)
RC/HC
Field Mission
UN Country Team
Thematic Working
Groups
Each UN field presence
should have standing
coordination
bodies that
Strategic
bring Policy
together
Mission
Group
and UNCT.
At principals’ level,
strategic direction is
provided by a Strategic
Policy Group chaired by
the SRSG and usually
comprising DSRSGRC/HC and heads of key
mission components and
UN agencies.
Stage 4
Field-based
Planning
The Strategic Policy
Group
is complemented
Depending
on the
by
a of
planning
Integrated Strategy
size
the UNbody
field at
technical
which
And Planning Team/
presence,level
the SPG
may also
servebyas a
Joint Planning Unit
be aided
shared
analytical
standing
or ad hoc
capacity,
though this
thematic working
UNbe
field presences
…though this is not a requirement. Instead, a
function
may
also
groups.
may opt for a
‘looser’ Joint Planning Unit or another format
covered by a standstructurally integrated
may also be established, comprising planning
alone body.
Strategy and Planning
officers from the mission and the country
Team…
team.
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In 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 UNinternal document,
national stakeholders
and non-UN partners are
usually consulted
throughout the ISF
process.
Stage 4
Field-based
Planning
ISF
Strategic
Policy Group
Host Country
An ISF builds on possibly already
An ISF is the key vehicle for UN
existing planning frameworks
partners in the field to agree on
Following
endorsement
NGOs
(RBB, UNDAF, CAP). It contains
1. A shared vision of the UN’s
by the SPG, the SRSG
•An updated conflict analysis;
strategic objectives;
and the RC/HC present
•A vision statement;
2. A set of agreed results,
the document for
•Strategic objectives and intended Integrated Strategy
timelines, and
discussion and
results, timelines, responsibilities; And Planning Team/
responsibilities for the
endorsement at the HQ•coordination and implementation Joint Planning Unit
delivery of tasks critical to
based IMTF/ITF. The USG
arrangements;
consolidating peace;
of the lead
•And provisions on monitoring and
3. And mechanisms for
department also signs off
reporting.
monitoring and evaluation.
on the ISF.
Integrated
Strategic
Framework (ISF)
IMTF
The agreed timeframe for an ISF
varies based on the situation in
the host country.
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Current DPKO-led Field Operations (as of October 2011)
UNFICYP 1964-
UNAMA* 2002-
UNMIK 1999-
UNMOGIP 1949-
UNIFIL 1978UNDOF 1974UNTSO 1948-
MINUSTAH 2004-
UNMIT 2006-
MINURSO 1991-
UNAMID 2007UNMIL 2003UNOCI 2004-
UNISFA 2011The number indicates the year of authorization
by the Security Council. Clicking on the tag
will lead you to the mission’s website.
* special political mission, directed and supported by DPKO
UNMISS 2011MONUSCO 2010-
Ludwigkirchplatz 3-4
10719 Berlin
Germany
Phone ++49 (0)30 – 520 05 65 – 0
Fax ++49 (0)30 – 520 05 65 – 90
www.zif-berlin.org
[email protected]
Information
SECURITY COUNCIL
It 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.
UN Photo/Eskinder Debebe
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; and
 Whether 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 website
Click to return…
Information
GENERAL ASSEMBLY (GA)
5th Committee
 Responsible for administration and budgetary matters;
 Based on the 5th Committee’s reports, the GA considers and approves the
UN’s budget and financial and budgetary arrangements with UN agencies;
 Each May, the 5th Committee holds a resumed session to deal with
administrative aspects of UN peacekeeping and approves the annual
peacekeeping budget;
 It also considers urgent matters relating to the financing of a peacekeeping
mission authorized by the Security Council at any of its sessions.
UN Photo/Paulo Filgueiras
General Assembly in session
5th Committee website
Advisory 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.
UN Photo/Eskinder Debebe
ACABQ website
ACABQ in session
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Information
Department of Peacekeeping Operations (DPKO)
Established 1992, currently led by Under-Secretary-General Hervé Ladsous
Mandate:
 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 website
Organizational chart
Office of the UnderSecretary-General
UN Photo
USG Ladsous
Integrated & shared capacities
DPKO - DFS
Office of the Chief of Staff
Executive Office
Situation Centre
Office of Operations
Office of Military Affairs
Africa I Division
Current Military
Operations Service
Africa II Division
Military Planning
Service
Europe & Latin
America Division
Asia & Middle
East Division
Force Generation
Service
Office of Rule of Law &
Security Institutions
Security Sector
Reform (SSR) Unit
Police Division
Criminal Law &
Judicial Advisory
Service
DDR Section
Mine Action
Service
Public Affairs Section
Peacekeeping Information
Management Unit
Focal Point for Security
Senior Leadership
Appointments Section
Audit Response & Boards
of Inquiry Section
Conduct & Discipline Unit
Policy, Evaluation and
Training Division
Peacekeeping
Best Practices Section
Integrated Training Service
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Information
Department of Political Affairs (DPA)
Established 1992 as the UN focal point for conflict prevention, peacemaking, and
peace 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 website
Electoral Assistance
Division
Assistant SecretaryGeneral
USG Pascoe
Organizational chart
UnderSecretary-General
Office of the UnderSecretary-General
UN Photo
Executive Office
Assistant SecretaryGeneral
Policy and Mediation
Division
Counter-Terrorism
Implementation Task Force
Africa I Division
Americas Division
Africa II Division
Europe Division
Security Council
Affairs Division
Security Council
Secretariat Branch
Security Council
Subsidiary Organs
Branch
Asia and the Pacific
Division
Division for
Palestinian Rights
Security Council
Practices & Charter
Research Branch
Middle East & West
Asia Division
Decolonization Unit
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Information
Department of Field Support (DFS)
Established 2007, led by Under-Secretary-General Susana Malcorra
Mandate: 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/WFP
USG Malcorra
Integrated & shared capacities
DPKO - DFS
Organizational chart
Office of the UnderSecretary-General
Office of the Chief of Staff
Executive Office
Situation Centre
Public Affairs Section
Office of the AssistantSecretary-General
Peacekeeping Information
Management Unit
Field Procurement
& Liaison Team
Focal Point for Security
Senior Leadership
Appointments Section
Audit Response & Boards
of Inquiry Section
Conduct & Discipline Unit
Policy, Evaluation and
Training Division
Peacekeeping
Best Practices Section
Integrated Training Service
Field Personnel
Division
Field Personnel
Operations
Service
Field Personnel
Specialist
Support Service
Field Budget and
Finance Division
Budget and
Performance
Reporting
Service
MOU and Claims
Management
Section
Logistics Support
Division
Operational
Support Service
Specialist
Support Service
Transportation
and Movement
Service
Information & Communications
Technology Division
Field Communications
& IT Operations Service
Field Technology &
Security Section
United Nations
Logistics Base (UNLB)
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Information
Office for the Coordination of Humanitarian Affairs (OCHA)
Established 1998, led since September 2010 by UN Emergency Relief Coordinator (ERC, with USG status)
Valerie Amos
As a coordinating body, free from day-to-day operational challenges, OCHA focuses on the full spectrum
of issues associated with humanitarian assistance. This includes anticipating changes in operational
environments and setting the agenda for common international humanitarian actions even before crises
occur.
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; and
 Coordination of humanitarian emergency response, by ensuring that an appropriate response mechanism is
established, through Inter-Agency Standing Committee (IASC) consultations, on the ground.
UN Photo
ERC Amos
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 website
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Information
Department 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 support
and oversight of the security management system to enable the safest and most efficient conduct
of the programs and activities of the UN System.
UN Photo
UN Photo
DSS website
USG Starr
Organizational chart
UnderSecretary-General
Compliance, Investigations
& Monitoring Section
Protection Coordination
Unit
UN HQ Security and
Safety Services
SSS Offices away
From HQ
Policy Planning &
Coordination Unit
Deputy to
the USG
Division of Headquarters
Security & Safety Services
(DHSSS)
Regional
Commissions
International
Criminal Tribunals
Executive Office
Division of Regional
Operations (DRO)
Threat and Risk Unit
Regional Desks
Communications Centre
Peacekeeping Operations
Support Service
Crisis Management
Operations & Support Unit
Field Support Service
(FSS)
Training &
Development Section
Critical Incident Stress
Management Section
Information Management
Section
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Information
Involvement 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’).
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Integrated Mission Task Force (IMTF )/ Integrated Task Force (ITF)*
*IMTFs are led by DPKO, ITFs are led by DPA
• IMTFs/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).
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