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The Brahimi Report OCHA CIMIC Staff Course, Geneva 24/10/01. Developing United Nations Peacekeeping. A/55/305 report of panel on PKO (Brahimi) 21 Aug. 200 0 Need for strategy and support Need for robust doctrine and realistic mandates HQs capacity for Inform. Mgmt and Strategic Analysis

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Developing united nations peacekeeping

The Brahimi Report

OCHA CIMIC Staff Course, Geneva 24/10/01

Developing United Nations Peacekeeping


Developing united nations peacekeeping1

A/55/305 report of panel on PKO (Brahimi) 21 Aug. 2000

Need for strategy and support

Need for robust doctrine and realistic mandates

HQs capacity for Inform. Mgmt and Strategic Analysis

Improved mission guidance and leadership

Rapid deployment standards and on-call expertise

HQs capacity to plan an support peace operations

Integrated Mission Task Forces

Adapting to the information age

Developing United Nations Peacekeeping


Issues brahimi recommendations

Issues

Recommended Measures

Global Logistics Support Strategy

Mission Start-up Kit

Maintain at least 5 mission start-up kits (13(b))

Procurement Policies & Procedures

Amend Financial Rules & Regulations to facilitate rapid and full deployment within the proposed timelines (13(d))

Establish Integrated Mission Task Forces (IMTFs) (15)

Issues & Brahimi Recommendations

Rapid and effective mission deployment within the timelines of 30/90 days (13(a))

Integrated Mission Planning and Support


Global logistics support strategy
Global Logistics Support Strategy

Providing the right support in the right quantity, in the right place, at the right time, at the lowest net cost .

Our goal is to deploy a functioning mission HQ within 15 days and to achieve initial operational readiness of a mission within 30/90 days.


Pre brahimi assumptions
Pre-Brahimi Assumptions

  • Mission Headquarters Only

  • 100 Personnel

  • 90 Day Sustainment

  • Two Start-up Kits Approved

  • Approx $4.1 Million Each


Brahimi assumptions
Brahimi Assumptions

Three Complex Missions Per Year

  • 3920 Total Mission Strength

    • 3 Std Inf Btn (850) (100% Self-sustaining)

    • Force HQ and 3 Sectors

  • 90-180 day sustainment

  • Modular approach

  • Approx. $160M start-up kit / mission


Current assumptions
Current Assumptions

One complex Peacekeeping Mission Per Year

  • Up to 10,000 Troops (25% Self-sustaining)

  • 300 Substantive Staff, 1,000 MilObs/CivPol

  • 1,000 Support (International/Local) Staff

    & Capacity for a second mission HQs unit


Mission composition

Complex

UNMOs (100)

UNMOs (100)

Sector HQ

Sector HQ

Sector HQ

FHQ Support Unit

Mission HQ

CIVPOL (100)

Infantry Battalion

De-mining Unit

Infantry Battalion

Infantry Battalion

UNMOs (100)

UNMOs (100)

UNMOs (100)

Military Police Unit 3

CIVPOL (100)

CIVPOL (100)

Military Police Unit 2

Military Police Unit

CIVPOL (100)

Multi-role Engineer

Unit

Level 3 Medical

Unit

Transit Camp

Logistics Unit

Multi-role Engineer

Unit

APOD

Aviation Unit

Level 2 Medical

Unit

SPOD

Force Reserve Company

Mission Composition


30 90 day deployment

High Readiness Brigade

Improved Strategic Deployment Stock

Current status with COE and UNOE

30 / 90 day Deployment

Deployment Cost and Timelines as a Function of Resources

Cost

Diversion of UN Resources

Time (days)

30

60

90

150


Enhancing global logistics support
Enhancing Global Logistics Support

OBJECTIVES :

  • Optimize Planning and Organizational Design

  • Provide Adequate and Trained Staff

  • Strengthen Strategic Capability


Policy procedures
Policy & Procedures

  • Development of Guidelines

  • Revision of Manuals

  • Mission Planning & Liquidation Templates


Management organizational structure
Management & Organizational Structure

  • Congruent Field & HQs Structures

  • Integrated Support Services Structure (ISS)

    • Joint Logistics Operations Center (JLOC)

    • Joint Movements Control Center (JMCC)

    • Joint Material Management Center (JMMC)

  • Two-Service FALD Structure

    • Current Logistics & Communications Service

    • New Administrative Service, Including Peacekeeping Procurement


Material reserve
Material Reserve

  • Surface Transport Assets

    • light, medium & heavy vehicles

  • Communication Equipment

  • Office Automation Equipment

  • Common Supplies

  • Spare Parts

  • Housing and Infrastructure


Service support contracts
Service Support Contracts

  • Information Technologies

  • Communications

  • Common Staff Supporte.g. food, water, accommodations, fuel

  • Mission support

    • Transport, i.e. land, air, sea

    • Maintenance, i.e. vehicle, equipment, infrastructure

    • Warehousing

    • Port & Terminal operations


Human resources
Human Resources

  • Management Training

  • Technical Training & Certification

  • Career Paths

  • Staff Mobility Authorized

  • Stand-by Staff Rosters

  • Stand-by Contractors / National Arrangements

  • Field-Personnel Management


Current status
Current Status

  • A/55/977 report of S-G (Omnibus), 1 June 2001

  • A/55/1024 report of G-A Special Committee, 31 July 2001

  • A/56/…., report of Advisory Committee (ACABQ), October 2001

  • Support to Brahimi-report action, resourcing and staffing

  • Support to modular Strategic Deployment Stocks for Brindisi.

  • Five critical elements:

    • Enhanced advance planning

    • Expanded sources of recruitment

    • Streamlined recruitment procedures

    • Enhanced rapid deployment capabilities

    • Improved systems for career development and training

      (A/55/977 report of S-G (Omnibus), 1 June 2001 pp.2)


Dpko ocha brahimi report
DPKO – OCHA: Brahimi Report

- UNDP, OCHA, UNHCR, OHCHR, DPI and several other departments, agencies , funds and programmes have an increasingly important role to play in planning for any future operation, especially complex operation, and need to be formally included in the planning process.

( -> Integrated Mission Task Force concept)


Dpko ocha omnibus report
DPKO – OCHA: Omnibus Report

* The relationship between DPKO and OCHA is vital and must be improved - -

* Peacekeeping Operations should be mandated, designed and resourced to support -- humanitarian action –

* Close cooperation between DPKO and OCHA at all stages of mission design and planning

* OCHA and DPKO mutually support each other - - established humanitarian agencies can be a source of information and support to new PK-missions - -


Dpko ocha omnibus report cont
DPKO – OCHA: Omnibus Report (cont)

* The nature and extent of cooperation - - in the field must depend upon the local context

* There may be places where UN humanitarian actors are incorporated into a PK-mission - -

* -- and others where a clear separation is vital –

OCHAs role is to act as bridge –

(A/55/977 1 June 2001, pp. 46 – 47)



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