1. SMART Picking Up the Reins Again Brindisi – Jan 2017 Robert Gordon
UNITED NATIONS PEACE KEEPING OPERATIONS
SMART Picking Up the Reins Again Brindisi – Jan 2017 Robert Gordon
TF Revision July 2007 1

2. “ In preparing for battle I have always found that plans are quite useless, but that planning is indispensible. ”
Gen Dwight D Eisenhower

3. UN (Generic) Integrated Mission
SRSG
UN Authority
UN OPCON
UN TACON
P/DSRSG
DSRSG
RC/HC
Coordination
JMAC
JOC
Chief of
Staff/Chief
Cabinet
DMS
UNDP
OCHA
Elections
DDR
Political
Affairs
Legal
Chief Integrated
Support Services
UNICEF
UNHCR
Gender
Press/
Public Info
Human
Rights
Rule of Law
OHCHR
JLOG
WFP
Police
Commissioner
Force
Commander
WHO
Nat Org
Police
advisers
Formed
Police Units
NGO
UNMOs
Engineers
Sectors and
Contingents
Force Support
Elements

4. TRENDS IN PEACE OPERATIONS
Conflict Prevention
Conflict
Peace Enforcement
Peacemaking
Ceasefire
Peacekeeping
Post-conflict Peace-building & preventing relapse
into conflict
Political Process

5. Why Integrated Missions and Planning?
Need for lasting peace, not just addressing conflict and immediate post-conflict;
Recognizes the inter-relationships of security, peacebuilding, development and human rights;
Requires an over-arching strategic vision to bring all actors on the same track and planning that reflects that vision.
Large UN presence, with overlapping mandates, needs coherent UN policy towards the national authorities, and a clear and coherent path towards achieving the strategic vision.

6. Peacekeeping Operation
Post-Conflict Tasks & Actors
Post-Conflict Tasks
Stabilization
Transition
Long-term
Development
ECONOMIC GOV
INFRA INVESTMT
CIVIL ADMIN
ELECTIONS
POLITICAL
SECURITY
DDR
RULE OF LAW
CAPACITY BLDG
HUMANIT ASST
IFIs: World Bank/IMF
UN Country Team, Donors, International and Regional Orgs and NGOs
Peacekeeping Operation
LOCAL INSTITUTIONS
ICRC / Humanitarian Orgs/Donors/NGOs
Time
Sustainable Peace
Conflict

7. Integration of Planning
Humanitarian
Development
Reconstruction of infrastructure
Early Recovery
Food Distribution
Health Services
Social Services
Livelihoods and employment
Poverty Reduction
Refugee Return / Resettlement
Provision of shelter
Rule of Law
Human Rights
Transitional Governance
Humanitarian Coordination
DDR
SSR
Elections
Protection
Civilian Protection
Security
Observation & Monitoring
Political Mediation
Transitional Administration
Stabilization
TF Revision July 2007 7

8. SMART UN Leader Competencies
Effective communicator
High professional knowledge and technical competence
Conceptual thinker (anticipates issues, plans ahead, manages change)
Ability to operate in a complex integrated environment (multicultural, multidimensional, multinational)
Ability to build teams and agreements
Shows integrity (and moral courage)
Or Remember Aristotle
Pathos - Ethos - Logos
TF Revision Dec 2007 8

9. In Modern Thought All SMART leaders need to use a mix of :
The what – transactional leadership
The how – instrumental leadership
The why - transformational leadership (creating the vision)
Transformational leaders tend to start at the why (vision of future affects behaviour of the present.)
Transactional leaders tend to start at the what, but there should be balance.

10. Relationships for UN Senior Leaders.
(Move from transactional to transformational)
Coordination
with UN Family and Partners
(Area of Influence)
Cooperation with
external partners
(Area of Interest)
Integration of Mission Components
(Area of Control)

11. “It is amazing what you can achieve when you do not care who takes the credit”
Harry S Truman

12. Core Business of UN PK Operations (Capstone Doctrine)
Create a secure and stable environment while strengthening the State’s ability to provide security with full respect for the rule of law and human rights.
Facilitate the political process by promoting dialogue and reconciliation and supporting the establishment of legitimate and effective institutions of governance.
Provide an integration framework for ensuring that all UN and other international actors pursue their activities at the country level in a coherent and coordinated manner.
Activities must be integrated by SRSG and leadership team.
All missions should have an agreed Mandate Implementation Plan, Joint Operations Centre (JOC), Joint Mission Logistic Centre (JMOC), and Joint Mission Analysis Centre (JMAC). Recognise the Importance of intelligence and encourage JMAC
Planning should include effective “intelligence preparation of the Area of Ops”.
Need to plan transition from conflict to stability and sustainment. Prepare a flexible mandate implementation plan.
Requires Coordination and Cooperation ( Prioritising, harmonising, sequencing activities by components
Communications – important – internal and external
Mission will be working with a multitude of internal nad external actors, locally, regionally and internationally

13. Conflict Tree 1 Symptoms Symptoms Visible Effects Symptoms Symptoms
“The Problem”
A simple graphic of a conflict tree looks like this.
(Handout of this will be available in syndicate rooms.)
Let’s work through one together.
Core Issues
Factors
Factors
Factors
Factors
Factors
Roots Causes
TF Revision July 2007

14. Conflict Tree 2 Outcomes Outcomes Achieved Effects Outcomes Outcomes
“The Solution”
Strategic Goal
A simple graphic of a conflict tree looks like this.
(Handout of this will be available in syndicate rooms.)
Let’s work through one together.
Strategic Vision
Activities
Activities
Activities
Activities
Activities
Measurable
Outputs
TF Revision July 2007

15. Principles of UN Peacekeeping
Consent
Non Use of Force Except in Self Defence and Defence of the Mandate
Impartiality
Legitimacy
Credibility
Local and National Ownership
Activities must be integrated by SRSG and leadership team.
All missions should have an agreed Mandate Implementation Plan, Joint Operations Centre (JOC), Joint Mission Logistic Centre (JMOC), and Joint Mission Analysis Centre (JMAC). Recognise the Importance of intelligence and encourage JMAC
Planning should include effective “intelligence preparation of the Area of Ops”.
Need to plan transition from conflict to stability and sustainment. Prepare a flexible mandate implementation plan.
Requires Coordination and Cooperation ( Prioritising, harmonising, sequencing activities by components
Communications – important – internal and external
Mission will be working with a multitude of internal nad external actors, locally, regionally and internationally

16. CDF flees Mia and commits HR violations in Leppko
AMIC
AMIC
CDF flees Mia and commits HR violations in Leppko
CDF
CDF
CDF
CDF
UNAC: under-strength and scattered
CDF
CDF
CDF
MLCS commits HR abuses in Mia
AMIC
MLSC
AMIC
MLCS
MLCS
MLCS
MLSC

17. Analytical Navigation Points
Use of Force
Ownership
Consent
Legitimacy
Impartiality
Credibility

18. Main Conclusions of Carana “Principles” Analysis Pt 1
UNAC still has strategic consent for its operation, but local consent is uncertain, especially in the South.
Kalari Peace Agreement is holding but only just. The peace is fragile as is the peace process.
For structural, geographical and political reasons, UNAC has been unable to respond robustly to the use of force in Leppko by “spoilers” and has been insufficiently engaged multi-dimensionally in Leppko Province.
As a result the mission has lost much credibility internationally and nationally and is losing legitimacy in Leppko Province.
Activities must be integrated by SRSG and leadership team.
All missions should have an agreed Mandate Implementation Plan, Joint Operations Centre (JOC), Joint Mission Logistic Centre (JMOC), and Joint Mission Analysis Centre (JMAC). Recognise the Importance of intelligence and encourage JMAC
Planning should include effective “intelligence preparation of the Area of Ops”.
Need to plan transition from conflict to stability and sustainment. Prepare a flexible mandate implementation plan.
Requires Coordination and Cooperation ( Prioritising, harmonising, sequencing activities by components
Communications – important – internal and external
Mission will be working with a multitude of internal nad external actors, locally, regionally and internationally

19. Conclusions of Carana “Principles” Analysis Pt 2
Mission credibility and possibly the Carana peace process can only be restored by a major mission effort which amounts to a new Stabilization Plan for Leppko Province, with the necessary reallocation of mission resources.
This is where we will pick up the threads again for the SMART Planning Week. Our planning and project management work will be focused on Leppko Province and what we in Mission Support need to do to support the Mission’s Stabilization Plan.
Activities must be integrated by SRSG and leadership team.
All missions should have an agreed Mandate Implementation Plan, Joint Operations Centre (JOC), Joint Mission Logistic Centre (JMOC), and Joint Mission Analysis Centre (JMAC). Recognise the Importance of intelligence and encourage JMAC
Planning should include effective “intelligence preparation of the Area of Ops”.
Need to plan transition from conflict to stability and sustainment. Prepare a flexible mandate implementation plan.
Requires Coordination and Cooperation ( Prioritising, harmonising, sequencing activities by components
Communications – important – internal and external
Mission will be working with a multitude of internal nad external actors, locally, regionally and internationally