1. Notes | Not for distribution March 2017
Rapid Deployment
The field support perspective
Thanks to Oliver, introduce self
So Oliver has drawn the big picture of what we need to do to commence the implementation of our mandates as rapidly as possible. I would like outline some of the challenges of rapid deployment from the missions perspective. Our recent experience in rapidly deploying a PKO into a mission area has not been good. We make our plans, trigger the commitment authority to get some resources, get our mandate, develop our component plans and start generating and recruiting and spending as fast as we can. We know from experience however that it takes 6-8 months for a mission to shake out to the point of being able to fully implement its mandate. This “transition weakness” is a major problem. There are many reasons for this but one of them is that missions can’t lift themselves up – they require support at the start. Anything we can do to establish the mission’s platform for expansion – its absorption capacity or bandwidth for growth – will have a leveraged effect on the deployment of the rest of the mission. Bringing together many of the initiatives we are talking about in this workshop will enable us to take an important step towards achieving this goal.
March 2017
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2. Notes | Not for distribution
Agenda
Mission start up – what it entails
Our deployment capability
Tools we use for start up
New initiatives
I intend to explore what is involved in a startup from the mission support perspective, cover what our current capability is, canvass some of the new initiatives we have undertaken and look to the future. Much of what I cover will be addressed in detail in later presentations, so don’t worry too much if you miss some of the details as I go through but feel free to ask questions at any stage.
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3. Notes | Not for distribution
Mission startup
Secure:
Locations, facilities and personnel
Establish:
Interim mission HQ;
Mandated military/police capabilities;
Enabling capabilities;
Commodities; and
Supply chain.
Locations - require significant work from an integrated team involving substantives, military, police, support, security, host government, regional government, local government, etc. Facilities from government, airports, seaports, etc. National staff and contractors.
Command and control - for integrated functions; political, regional coordinator/UNCT, human rights, gender, children, elections, DDR, etc.
Mandate – protect civilian population, etc. demands certain capabilities; it also must be realistic so it can be absorbed and deploy operationally
Enablers – are required for all components to operate effectively. Initially enablers may be military, LOA, contracted, host government etc. Key is to prioritize their effort
Supply chain – without a supply for fuel, rations, water, medical services the mission cannot operate.
Deployment - Leadership and planners critical for mission to take ownership. Not done well!
Sustain – mission needs reserves to protect against disruptions which normally occur within the first days of a mission.
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4. Notes | Not for distribution
Mission startup
Deploy:
Civilian, military and police leaders and planners to develop and execute mission plan.
Sustain:
Establish reserves to protect against disruptions.
Locations - require significant work from an integrated team involving substantives, military, police, support, security, host government, regional government, local government, etc. Facilities from government, airports, seaports, etc. National staff and contractors.
Command and control - for integrated functions; political, regional coordinator/UNCT, human rights, gender, children, elections, DDR, etc.
Mandate – protect civilian population, etc. demands certain capabilities; it also must be realistic so it can be absorbed and deploy operationally
Enablers – are required for all components to operate effectively. Initially enablers may be military, LOA, contracted, host government etc. Key is to prioritize their effort
Supply chain – without a supply for fuel, rations, water, medical services the mission cannot operate.
Deployment - Leadership and planners critical for mission to take ownership. Not done well!
Sustain – mission needs reserves to protect against disruptions which normally occur within the first days of a mission.
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5. Forward Logistic Base
Sustaining a peacekeeping mission in an austere, volatile environment requires essential supply chain systems and facilities to allow effective operational deployment.
Without land, fuel, rations, water, medical services, field defense stores a new start- up mission cannot deploy TCC/PCCs to conduct their mandated tasks
In this case, the AMISOM/UNSOS forward logistic base is in Mogadishu has ; reception and inspection areas, 9 warehouses/workshops, ration distribution point, hard stand to allow operations in all weather, security perimeter and access control, space for over 1000 sea containers ,etc.
These take time to become fully operational and must be developed in phases.
It is essential to establish an initial logistic hub that can satisfy with the rapid deployment level of ambition as well as expand to be integrated into the DFS supply chain network. Establishing the platform will enable the full expansion to occur

6. Fuel Distribution Point
The United Nations environmental policy demands that a deploying mission minimizes its impact on environment. In addition, new technologies allow
Environmentally effective fuel distribution points, waste disposal solid and liquid, camp facilities, etc. need to be operational from day one. Rapidly deployable systems which can be easily installed need to be held within strategic deployment stocks.

7. Our deployment capability
Rests with DFS:
Involves planning and implementing a highly complex series of events
Entails multiple organisations with multiple roles:
DM, GSC, RSCE, DFS HQ, Member states, contractors, other UN agencies
Faces real constraints:
Security conditions
Budgets and our ability to spend effectively - $600mn is about our limit – Priorities?
Environmental conditions
Availability of personnel
Force generation
Have two major design centers for Engineering and ICT. These establish design standards and provide technical clearances for all major engineer and ICD work in a field mission. Designers often deploy to the mission areas at start-up to assist new mission and get on-ground understanding of the issues facing the mission. Much of the design is based on GFSS modules which were developed over the last 5-6 years. Missions cannot execute designs outside the standards!
UNGSC Support teams form CITD and Logistics. ICTD teams consist of staff and contracts who deploy forward to set-up and install UNOE eqpt and ensure mission connection to UN global network.
The logistic team consist of Un staff who pack the SDS going to mission and then come forward to mission area to receive and inspect (R&I), run warehouse and container yard, engineer design staff, planning staff, etc.
With the new emphasis on the environment, UNGSC is the GSC center of excellence for the environment. It is critical to get an immediate environmental assessment done at the mission and to implement solutions for waste, power, etc. right the first time.
The project management of the interim mission HQ is UNGSC responsibility. They have designed the facility and place critical components in the SDS so they are immediately available. UNGSC will deploy the complete package managing it as a project.
As mission mature the need for specific resources may decrease; engineering plant, heavy transport, etc. In addition, mission plans change as does the security environment. As a result a new mission can source material form other field missions to obtains items quickly verse procurement from manufacturers where items can take over 12 months to secure (30T crane an example)

8. Tools for start up DFS Supply Chain Network;
DFS Rapidly Deployable Capability;
Strategic Deployment Stocks (SDS);
Commitment authorities;
UN Global Service Center (UNGSC) support teams;
MOUs/LOAs;
Transfers from other missions;
Commercial providers;
DPKO/DFS/ UN Agency civilian rosters; and
Standing Administrative Measures for crisis and start-up (A/70/357-S/2015/682) .
Commitment Authority - $100mn in funding (constraints) plus $50mn from SDS; available at the discretion of the SG
Standing Admin Measures – a range of additional delegated authorities relating to human resources, finance and procurement intended to enable the organisation to more rapidly respond to crisis situations, whilst maintaining accountability
Note the diversity of tools – we haven’t stood still, but now is the time to bring as many of these initiatives together as we can – and to generate others

9. Notes | Not for distribution
New initiatives
SDS, including services
Rapidly Deployable Headquarters
Global Supply Chain Management
Civil organisations (THW)
UMOJA
UNOPS
And many others…
Envisages advance integrated HQ of 100 staff (50 Civ, 30 Mil, 20 Pol), guard unit of 150 troops and a contingent of support/security/contractors of approximately 100 pers
TCC to only provide weapons and ammunition
Commercial service provider identified as backup option
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10. DFS Rapidly Deployable Capability
What:
Interim integrated Headquarters
Mission leadership team
45 Substantives
30 Military
20 Police
Supply Chain implementation teams Support/Security/Contractors
Guard Unit – 150
Tasks:
Complete mission and component plans
Establish supply chain to absorb complete mission
Turn-key life support facilities for initial 3-12 months
UNGSC to implement from SDS
DFS RD capability is focused on the mission start-up package without fully integrating the mandate tasks? Assumptions were made which may not reflect reality.
The package focuses on:
Facilities with full life support
Mobility to interact with mission stakeholders and conduct recces
Communications/IT with UN system
Security ( camp protection and mobile protection)
The vanguard concept is focused on achieving mandate requirements whereas the DFS RD capability is focused on achieving mission staert-up needs. Therefore…. Next slide

11. Middle East and Mediterranean
Global SCM
East Africa
West Africa
Middle East and Mediterranean
GSC [Operational]
Provides operational supply chain services that global technical and directly support missions
DFS [Strategic]
Provides supply chain services that are best managed at UNHQ
Global supply chain management of all DFS activities in the 37 PKO and SPM s is becoming an reality.
UNHQ, DFS provides strategic acquisition planning, sourcing and delivery to field missions to ensure they have the right goods and services at the right time at the right cost. DFS uses:
UN global and regional system contracts which field missions can draw down on as well as provides fuel, rations and aviation contracts to meet mission demands through an annual acquisition planning process which drives the budget process for DPKO/DFS.
Manages the strategic deployment stocks and UN reserve stocks to ensure effective sourcing of goods and services across the DFS supply chain from the Global Service Center in Brindisi
Manages transactional services for finance and human resources through the Regional Support Center in Entebbe for most field missions.
The sooner missions are able to establish their part of this global supply chain the sooner it will be able to benefit from the improvements we expect to flow from this initiative
RSCE [Transactional]
Provides non-location-dependent administrative transactional services, mainly in finance / HR.

12. Notes | Not for distribution
The future…
There is no “templated” solution
We need a diverse toolbox – our mandate and the mission circumstances are unique each time
We need to be creative
We need to work in a collaborative and coordinated manner:
Everyone…
Proposal outlines timeline out to Sept 2015
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13. Notes | Not for distribution
Questions?
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