Module 3: Operational Framework

L e s s o n

1
Military Planning Process
 • All military staff officers in the
FHQ of a UN mission need to
understand the UN Military
Planning Process for
peacekeeping operations in
Why is this order to fully participate in the
process
important
for me? • Successful military operations
rely on commanders and staff
understanding and employing a
common and comprehensive
planning and decision-making
process
 • Identify the phases of the Military
Planning Process

• Explain the basic methods to

analyze the Operational
Environment (OE)
Learning
• Undertake the Analysis of the OE
Outcomes
• Develop Courses Of Action
(COA)

• Evaluate different COAs

 Overview of the Military
Planning Process

Analysis of the Operational

Environment

Lesson
Content Mission Analysis

Course of Action Development

 A methodical process
that relies on joint
Definition efforts of commanders
of the and staff to seek
Military optimal solutions and to
Planning make decisions to
achieve an objective in
Process a dynamic
environment
 • Comprehensive

• Efficient

• Inclusive
Principles of • Informative
Planning
• Integrated (with long term goals)

• Logical

• Transparent
 Themes of
Planning

• Identify problems
and objectives

• Gather information

• Generate options to
achieve those goals

• Decide on the way

ahead and then
execute it

– Who, What,
Where, When,
How, Why?
 Likely • Inefficient use of resources
Consequences
of • Potential loss of life
Hasty or
Incomplete • Ultimately mission failure
Planning

Successful military operations rely on commanders and staff understanding and

employing a common and comprehensive process
 1. Analysis of the Operational
Environment.

Phases of 2. Mission Analysis.

Military
3. Course of Action Development.
Planning
Process in UN 4. Course of Action Analysis and
Peacekeeping Decision.

5. Production of Operations
Orders.
 Phase 1 – Analysis of the
Operational Environment

Phase 2- Mission Analysis

Phases of Phase 3 – Course of Action

MPP Development

Phase 4 – Course of Action

Analysis and Decision

Phase 5 – Production of
Operations Order
 Guidance

Circular Process
Mission
Analysis

Phase 2

Analysis
of the Operational
Production
of OPORD Environment COA
Phase 5 (AOE) Development
Phase 1 Phase 3

COA
Analysis &
Decision
Phase 4
 Sequential Process
Cdr Initial
WARNO 1
guidance

Phase 2
MISSION ANALYSIS
Mission Analysis Brief WARNO 2

ESTIMATES
Phase 3

STAFF
Phase 1

AOE

COA DEVELOPMENT
COA Brief

Phase 4
COA ANALYSIS AND
SELECTION
Decision Brief WARNO 3
for Cdr

Phase 5
PRODUCTION OF OPORD
 • Follow the process sequentially

• Consider the full scope of

Requirements determining factors
for Military
Planners and • Understand the risks associated
Decision- with the assumptions
makers
• Refrain from shaping their
analysis to suit a predetermined
course of action
 One-third/Two-thirds Rule:

Time A general rule of thumb is to

Allocation allocate a minimum of two-thirds of
the time available for planning and
preparation to sub-units
 • Make collection plan
Information
Requirements • Use risk-managed assumptions
 • Analyze commander intent
carefully

Interactions • Ask for commander guidance at

with regular intervals
Commanders
• Brief commanders in each
phase
 Summary of Key Messages

• The Military Planning Process relies on joint efforts of

commanders and staff to seek optimal solutions in
a dynamic environment.

• The Principles of Planning call for the MPP to be

comprehensive; efficient; inclusive; informative;
integrated; logical; and transparent.

• The five phases of MPP include: Analysis of the OE;

Mission Analysis; COA Development; COA Analysis
and Decision; and Production of OPORDs.
 Overview of the Military
Planning Process

Analysis of the Operational

Environment

Lesson
Content Mission Analysis

Course of Action Development

 Phase 1 – Analysis of the
Operational Environment

Phase 2- Mission Analysis

Phases of Phase 3 – Course of Action

MPP Development

Phase 4 – Course of Action

Analysis and Decision

Phase 5 – Production of
Operations Order
 Analysis of the
Operational
Environment (AOE)
helps the command
Analysis of and staff elements to
the refine their situational
Operational awareness and
Environment understanding in order
to have better
visualization of the
operational
environment.
 AOE Steps
C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

• Review the existing situation

• Scope the likely threats

Describe • Identify significant

characteristics of the
Operational environment
Environment
• Determine AO limitations

• Identify intelligence gaps

• Determine key information

requirements
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

• Effects on friendly forces

Describe • Effects on adversary forces

Operational
Effects (the • Effects in different areas

‘so what’)
• Effects on different types of
operations
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

Military • Focus on armed threats to the

PKO that might affect the safety
Threat and security of own forces,
Assessment designated persons and
designated infrastructure
and
Adversary • Focus on physical threats to
Courses of civilians
Action
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

• Identify Threats

• Assess Threats
Risk
Management • Develop Control Measures
Process
• Disseminate Control Measures

• Monitor

• Evaluate
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

Threats

Threat: Any factors (actions, circumstances, hazards

or events) which have the potential or possibility to
cause harm, loss or damage to the operations.
Threat = Capability x Intent
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

Threat Assessment
Military
Threat Internal
Actors
Assessment

External Key
Actors Leaders
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

• Political agenda

• Leadership

Threat • Force size

Evaluation
• Force structure and disposition

• Logistics and sustainability

• Capability and known tactics

 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

Risks
Risk: The combination of the impact and
likelihood for harm, loss or damage to the
Operation from the exposure to threats.

Risk = Likelihood x Impact

Risks are categorized in levels from Low to

High for their prioritization.
 Risk Assessment Matrix
Catastrophic Low MEDIUM HIGH VERY HIGH VERY HIGH

Severe Low MEDIUM HIGH HIGH VERY HIGH

IMPACT

Moderate Very Low Low MEDIUM HIGH HIGH

Minor Very Low Low Low MEDIUM MEDIUM

Negligible Very Low Very Low Very Low Low Low

Moderately Very Likely/

Very Unlikely Unlikely Likely
Likely Imminent
LIKELIHOOD
 C. Threat
A. Define B. Describe
Analysis and
Operational Operational
Adversary
Environment Effects
CoA

• View the operation from the

perspective of the adversaries
Determination
of Adversary • Analyze the threats and risks of
COAs each COA to the
peacekeeping force

• Assess Conflict Parties Most

Dangerous and Most Likely
COAs in detail
 Differences in Military Threat
Assessment
Adversaries

• Easily identifiable by
military uniforms,
• Irregular forces
equipment and tactics
• Complex relationships
• Clear command and
control lines
• Unstable
• With the makings of
traditional military force

War-like operations Peacekeeping operation

 Learning Activity #1

Ask participants to determine the

Most Likely and

Most Dangerous COAs
for
MPC and
ICSC

in Carana scenario.
 Learning Activity #2
Have a discussion about the questions staff and
commanders need to ask when analyzing threats and
risks to civilians.

For example:
• Who are at risk, where are they, and where are they moving?
• What are their vulnerabilities?
• What are the particular threats and risks facing civilians?
• What types of (armed) actors are responsible for violence against
civilians?
• What are their motivations to attack civilians?
• Which HR violations are being committed, and what strategies/tactics
are used?
 Summary of Key Messages

• The AOE consists of: defining the OE; describing

the Operational Effects; Threat Analysis and
Adversary COAs.
• The military threat assessment focuses solely on
armed threats to the PKO that might affect the
safety and security of own forces, designated
persons and designated infrastructure.
• Threats are a product of both capability and
intent.
• Risk is characterized by both the probability and
severity of a potential loss.
 Overview of the Military
Planning Process

Analysis of the Operational

Environment

Lesson
Content Mission Analysis

Course of Action Development

 Phase 1 – Analysis of the
Operational Environment

Phase 2- Mission Analysis

Phases of Phase 3 – Course of Action

MPP Development

Phase 4 – Course of Action

Analysis and Decision

Phase 5 – Production of
Operations Order
 Mission Analysis

Mission Analysis is the principal decision

making tool that guides the planning
process. It takes the higher-level
guidance provided to the planners,
challenges it against the facts and
assumptions, and then refines it to
better detail the mission and the
planning requirements.
 Mission Analysis
Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

• Must understand the purpose of the

operation and the key effects –
Ideally at least two levels up.
Analyse
• Must understand the key tasks –
Higher What is to be done.
Command
• Must understand the commanders
Intent Scheme of Manoeuvre and
synchronisation of effects – How.

• Identifies your role in the

Commander’s plan and where the
Main Effort will be – What are my
Commander’s priorities and how do
I fit into the plan
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

Draft Commander’s Intent

End
Purpose Method
State
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

• Must be understood two levels

Requirements down

of
• Include a clear and concise
Commander’s statement of the success criteria
Intent and desired end-state

• Include key tasks that become

the basis for planning
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

Commander’s Intent - Example 1

Purpose: Restore security in the AOR while dominating the
area to ensure compliance with UN Security Council
Resolution.

Method: Free movement of the population throughout the

AOR without fear of attack or harassment by conflict parties or
criminal gangs.

End State: Complete cessation of interference with

humanitarian aid, attacks on civilians and hostilities against
the UN’s presence.
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

Commander’s Intent - Example 2

Purpose: To Neutralise Conflict Parties’ ability to conduct
offensive operations by conducting operational activities to
seize all arms, ammunitions and war-like materials in the AO.

Method: Dominate the AO with a system of Checkpoints,

Observation Posts and Patrols, then conduct Cordon & Search
operations whiles providing intimate support to the
disarmament processes in the AO.

End state: Conflict Parties do not have the capacity to threaten

the peace process through the use of arms.
 Learning Activity #1
Analyze the following example of
Commander’s Intent and answer the
following questions:

• What is the reason to conduct the

mission?
• What are the key tasks?
• How the objective is to be achieved?
• What are the commander’s priorities?
• What are the success criteria ?
 Commander’s Intent – Example
• Purpose: To disrupt insurgents’ ability to conduct
offensive operations by denying them access to XXX
town, their key logistics hub.
• Method: I will use a robust joint military force to
overwhelm insurgents and secure key infrastructure in
XXX town, build defendable positions, & then expand
our military presence to secure key LOC using force if
required.
• End State: The deployment of a joint military force has
reduced insurgent influence in, & ability to use, XXX town
and the region; & enabled the expansion of TFG
presence.
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

• Specified Tasks
Identify and
Analyse Tasks • Implied Tasks

• Essential Tasks
 Learning Activity #2

1. Discuss what are the specified tasks, implied tasks,

and essential tasks for a peacekeeping infantry
battalion.

2. Analyze the latest mandate of UNMISS and

determine the tasks for an infantry of this mission.
 Tasks Listed in the UN Infantry
Battalion Manual

Primary Tasks Support Tasks Other Tasks

• Patrolling • Disarmament & • Buffer Zone
• Observation Post Demobilization • Joint Operations
• Check Point • Critical Infrastructure • Reinforce/Relief
• Outreach & & assets Protection • Extract/Evacuate
Engagement • Crowd
• Situational Management
Awareness • Detention
• Cordon & Search
• Convoy & escort
• Operation Base
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

• Constraints/limitations
Identify and (“must do” actions)
Analyse
Constraints • Restraints/Restrictions
and (“Must not do” actions)
Restrictions
• Caveats (Restrictions on
the deployment or
employment of forces)
 Learning Activity #3
Discuss the specified tasks, implied tasks, and essential
tasks for the military component in a peacekeeping
mission in the implementation of the POC mandate of
MINUSMA, and answer the following questions:

• How is POC stipulated in the UNSCR mandate?

• What is the role of military forces in protecting
civilians?
• What are specified, implied and essential POC
tasks?
• What are the constraints that affect the conduct of
POC tasks and operations?
• What are the limitations of our own forces
capabilities?
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

• Facts: statements of
known data concerning
Identify and the situation
Analyse
Critical Facts
• Assumptions:
and suppositions about the
Assumptions current or future
situation that are
assumed to be true in
the absence of facts
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

Assumptions should meet the

tests of validity and necessity:

Assumptions • Validity means the

assumption is likely to be
true
• Necessity is whether or not
the assumption is essential
for planning

Assumptions are replaced with facts as soon as possible

 Commander’s Critical Information
Requirements (CCIR)

RFI
RFI

RFI

CCIR

CCIRs identify information needed by the commander to make critical

decisions, especially to determine or validate courses of action
 Identify and Identify and
Analyse Higher Draft Identify and Analyse Analyse Draft the
Command Commander’s Analyse Constraints Critical Facts Mission
Intent Intent Tasks and and Statement
Restrictions Assumptions

Who - The group to execute

the action.
What – The overall task or tasks
to be performed.
Draft the
Mission When - the action will begin or
be completed by.
Statement
Where - the action will occur -
locations.
Why - (for what purpose) each
unit will conduct its part.
 Breakdown of a Mission Statement
Who – Sector Northeast…..
What – is to conduct security operations…..
When – from 21 0800hr Oct 16…….
Where – in the Company A’s AOR…...
Why – in order to enable the delivery of
humanitarian assistance to the local
population within a safe and secure
environment.
 Example of a Mission Statement

Acting under chapter VII of the Charter of

the United Nations, the UNPKO Military
Component will contribute to the
development of a sustainable security
environment by protecting civilians within
capabilities and in its area of deployment,
and supporting the implementation of the
XXX peace processes in order to foster the
reinsertion of state authority.
 Mission Analysis Brief - Purpose
• To integrate the planning efforts

• Seek approval of the re-stated Mission

Statement.

• Obtain further guidance from the

Commander
 Mission Analysis Brief - Sample
Briefer Subject

Chief of Staff Purpose of brief and current mission,

AOE deductions
U2
Threats’ Most Likely COA and Most Dangerous COA
Facts and Assumptions
U3 Analysis of Higher Commander’s Intent
Recommended essential tasks and end state

U1 Personnel service support and key deductions

U4 Sustainment capacity to achieve the mission

Initial intelligence Collection Plan (CCIRs)

U5
Recommended broad COAs.

Chief of Staff Proposed restated mission

Commander Guidance and intent

 Learning Activity #4
Scenario. You are members of the FHQ staff of a UN mission. A
crisis has broken out in your AOR’s neighbouring country where
the UN established a new mission. UNHQ requires your mission to
release an infantry battalion to support the new mission for 90
days. The COS has directed the FHQ staff to conduct a Mission
Analysis and be prepared to give a Mission Analysis Brief with the
following Force Commander’s guidance:
• Protection of civilians must remain our highest priority.
• We must continue to be prepared to deal with the all
identified threats within the mission area.
• It is imperative that we remain prepared to respond quickly
and robustly to deal with any cross-border threats to civilians
• We will provide the reallocated infantry battalion with all
necessary logistic and training support prior to its deployment
 Learning Activity #4 (cont’d)
Requirement. Using the reference material and the
provided briefing template, each group needs to brief
on the outcome of their mission analysis. The briefing is
to be completed within 15 mins. Be prepared to
answer questions from the FC throughout the brief.
Group 1. AOE summary and threat ML COA and
MD COA.
Group 2. Facts, assumptions, higher commander’s
intent, essential tasks and end-state.
Group 3. Recommended CCIRs, broad COAs and
restated mission, if required.
 Summary of Key Messages
• Mission Analysis is the principal decision-making
tool that guides the planning process.
• Commander’s Intent provides direction to the
planning officers so that they can determine the
solution.
• Planning officers gather two categories of
information concerning the mission: facts and
assumptions.
• An assumption is appropriate if it meets the tests of
validity and necessity.
• The mission statement should describe the task
with a purpose, and can be expressed using the
elements of who, what, when, where and why.
 Overview of the Military
Planning Process

Analysis of the Operational

Environment

Lesson
Content Mission Analysis

Course of Action Development

 Phase 1 – Analysis of the
Operational Environment

Phase 2- Mission Analysis

Phases of Phase 3 – Course of Action

MPP Development

Phase 4 – Course of Action

Analysis and Decision

Phase 5 – Production of
Operations Order
 Steps to Develop COAs

1. Confirm centre of gravity

2. Conduct critical capability analysis
3. Develop decisive points and lines of
operation
4. Develop broad courses of action
5. Develop detailed courses of action

Conduct Develop Develop

Develop broad
Confirm centre of critical decisive points detailed
courses of
gravity. capability and lines of courses of
action.
analysis. operation. action
 Confirm Centre of Gravity

COG is the characteristic, capability

or locality from which the force derives
its freedom of action, strength or will to
engage in the operation.

Conduct Develop Develop

Develop broad
Confirm centre of critical decisive points detailed
courses of
gravity. capability and lines of courses of
action.
analysis. operation. action
 Example Centres of Gravity

• Ability to see, move and respond quickly and

decisively
• UN Mandate – legitimacy, international support
• Local support – consent and trust

Conduct Develop Develop

Develop broad
Confirm centre of critical decisive points detailed
courses of
gravity. capability and lines of courses of
action.
analysis. operation. action
 Elements of Centre of Gravity

• Critical Capabilities

• Critical Vulnerabilities

• Critical Requirements

Understanding own and adversary’s COG is critical to developing a

successful plan
 Example Centre of Gravity
Analysis
• Critical Capabilities: Air operations, force mobility
and firepower

• Critical Vulnerabilities: Limited forces, level of

credibility

• Critical Requirements: Consent, Situation Awareness,

freedom of action, robust ROE

Conduct Develop Develop

Develop broad
Confirm centre of critical decisive points detailed
courses of
gravity. capability and lines of courses of
action.
analysis. operation. action
 Conduct Critical Capability
Analysis
• Identify critical capabilities of the adversary that are
vulnerable and can therefore be targeted

• Identify critical capabilities of own force that are

vulnerable and therefore need to be well defended

Conduct Develop Develop

Develop broad
Confirm centre of critical decisive points detailed
courses of
gravity. capability and lines of courses of
action.
analysis. operation. action
 Develop Decisive Points and
Lines of Operation
Decisive Point (DP)
• The achievement of desired effects
• The operation cannot progress further until it has
achieved
• Must be measurable and have a clearly articulated
purpose

e.g. securing a vital piece of local infrastructure, winning the

support of the local population or the degradation of the
adversary’s will to fight

Conduct Develop Develop

Develop broad
Confirm centre critical decisive points detailed
courses of
of gravity. capability and lines of courses of
action.
analysis. operation. action
 Develop Decisive Points and
Lines of Operation

Line of Operation (LOO)

• The linking of DPs to achieve the required effect
• May be expressed functionally or environmentally
• The operation will be broken down into
distinguishable LOOs with identifiable DPs

e.g. logistics LOO, humanitarian LOO, land LOO, maritime LOO.

Conduct Develop Develop

Develop broad
Confirm centre critical decisive points detailed
courses of
of gravity. capability and lines of courses of
action.
analysis. operation. action
 Develop Broad Courses of Action
Each COA must meet the criteria of:
• Suitability
• Feasibility
• Acceptability
• Distinguishability/Exclusivity
• Completeness

Conduct Develop Develop

Develop broad
Confirm centre critical decisive points detailed
courses of
of gravity. capability and lines of courses of
action.
analysis. operation. action
 Requirements of COA
Suitability
•Will it result in Mission accomplishment?
•Will it comply with the commander’s guidance?

Feasibility
• Is it achievable within allocated resources?
• Is it achievable within the time frame?

Acceptability
• Is it in line with accepted doctrine, e.g. ROE, SOP?
• Is it within the legal boundary?
• Are the inherent risks for own forces manageable or acceptable?
Exclusivity
•Is it different from other COAs?
Completeness
•Does it include answers to 5W questions?

Conduct Develop Develop

Develop broad
Confirm centre critical decisive points detailed
courses of
of gravity. capability and lines of courses of
action.
analysis. operation. action
 Develop Detailed
Courses of Action
At a minimum the following must be considered for each COA:

• Main effort.

• Supporting effort.

• Integration of different Lines of Operation.

• Command, control and communications.

• Adversary threats, risks and COA.

• Tested against suitability, feasibility, acceptability, distinguish-

ability and completeness.
Conduct Develop Develop
Develop broad
Confirm centre critical decisive points detailed
courses of
of gravity. capability and lines of courses of
action.
analysis. operation. action
 ME & SoM
Main Effort (ME)
The Main Effort establishes an activity, the successful
accomplishment of which is decisive to the
achievement of the mission

Scheme of Manoeuvre (SoM)

Description of how the Commanders Intent is
expressed in the deployment of military assets to
accomplish the mission

Conduct Develop Develop

Develop broad
Confirm centre critical decisive points detailed
courses of
of gravity. capability and lines of courses of
action.
analysis. operation. action
COA Presentation Example

COA #1

Intent:

SOM: (Scheme of
maneuver)
Sketch
ME: (Main Effort)

End State:

Success Criteria:
Synchronisation Matrix
 Phase 1 – Analysis of the
Operational Environment

Phase 2- Mission Analysis

Phases of Phase 3 – Course of Action

MPP Development

Phase 4 – Course of Action

Analysis and Decision

Phase 5 – Production of
Operations Order
 • Remaining objective and
impartial

• Continuous verification of each

COA’s credibility
COA Testing
Guidelines • Avoid premature conclusions

• Each COA must be tested

against each Conflict Party’s
COA
 Example: Course of Action Analysis
and Selection Comparison

COA Advantages Disadvantages

Potential loss of domestic and
Surprise
international support
1 Less employment of threat’s
May compromise inter – agency
robust capabilities
cooperation
Lacks Long-term sustainability
Affords flexibility
Vulnerability of forward deployed
Provides Initiative
2 forces
Strengthens moral authority of
Highly dependent on Host Nation
UN forces
Support
Strong moral authority and
Loses military initiative
3 international acceptance
Potential for attrition
Domestically popular
 Example: Course of Action
Analysis Selection and Evaluation
CRITERIA COA1 COA2

1 Consent 3 2
2 Impartiality 4 4
3 Non Use of Force 3 2
4 Legitimacy 5 3
5 Credibility 4 3
6 ROI 4 3
7 Risk Management 3 2
8 Totals 26 19
 Learning Activity

1. Analyze the two Courses of Action for the

deployment of UN military component in Carana
mentioned in the following slides

2. Make COA comparison with the given format

3. Give a short COA brief

 Course of Action (COA1)
Intent: To restore peace
X
2 XX
and security in Carana
II Sumora UNAC through effective
SMR Kalei

I
safeguarding of the
Akkabar B Maroni Galasi

I INorke
X
Lisbo
X
1
A
Jumi
United Nations
Torta

…
X
Karo
II demilitarised zone while
Sureen
Tekkla

I
SMR
dominating the Area of
Kilu Dam
Operation to ensure
X Arum
I
Alur
H
Lurok

X
Kales
i Riv
er
Amsan compliance with UN
Perkes
X …

Faron
Maui
Balkro Cereni
Security Council
Maki
J X C
Folsa

Resolution.
Salobo Dam
Mogav
e River
X

II
3
Lora
SOM: To divide the force
FMR II
Xalksa SMR into three sectors, secure
X I D
Muka Corma
the demilitarised zones
Turen
I
with a system of
Katasi X Mia

…
Toro
ngo
Riv
er
Maldosa
Checkpoints, Patrols and
Kika E
UNAC - COA 1 X X
Lora
Obs Posts with each
Demilitarized Zone F
G sector maintaining a
A Proposed Cantonment Areas Eres
company size reserve for
X Check Points
Rimosa employment under
orders of Force HQ
ME: Safeguarding the United Nations demilitarised zones and population centres in each Sector
End State: Complete cessation of hostilities in Carana with UNAC presence felt in the entire country
Success Criteria: Free movement of UNCT and locals throughout Carana without fear of attack or harassment by
conflict parties or criminal gangs.
 Course of Action (COA2)
Intent: To restore
peace and security in
Sumora Carana through
LOG
Kalei
UNAC
LOG BASE effective safeguarding
Akkabar B Maroni Galasi

INorke
X
Lisbo
A
Jumi
of the United Nations
Torta
Karo
X demilitarised zone while
X
2
Sureen
Tekkla
X
1
dominating the Area of
XX
X
Kilu Dam
Operation to ensure
Arum
Alur
H
Lurok

X
UNAC

X Perkes
X
Kales
iR iver
Amsan compliance with UN
Cereni
Security Council
Balkro
FMR Maui
Maki
J II Salobo Dam X
Faron
Mogav C
Folsa
e River
X Resolution.
II 3

I
Lora
SOM: To divide the
I Xalksa
XMuka…
SMR
D forces into two sectors ,
Corma
I
EOD
.. Turen
secure the demilitarised
Katasi X Mia

.
Toro
ngo
Rive
r
zones with a system of
Maldosa

Kika E Checkpoints, Patrols

UNAC - COA 2 X LoraX and Obs Posts with a
Demilitarized Zone F

A Proposed Cantonment Areas

G
Eres
strong Force Mobile
X Check Points Reserve of brigade
Rimosa
group size.

ME: Safeguarding the United Nations demilitarised zones and conduct offensive actions against spoilers
End State: Complete cessation of hostilities in Carana with UNAC presence felt in the entire country
Success Criteria: Free movement of UNCT and locals throughout Carana without fear of attack or harassment by
conflict parties or criminal gangs.
 COA Comparison
COA1 (Statement /or Schematic) COA2 (Statement /or Schematic)

Intent Intent
SOM SOM
ME ME
ADVANTAGES DISADVANTAGES Score CRITERIA Score ADVANTAGES DISADVANTAGES

3 Consent 2

4 Impartiality 4

3 Non Use of Force 3

5 Legitimacy 3

4 Credibility 3

4 Return on Investment 3

3 Risk Management 2

Summary (of advantages and

Summary (of advantages and disadvantages)
disadvantages)

Total Score 26 19 Total Score

 COA Decision Brief Template

Briefer Subject
Higher Commander’s Intent, situation, HOMC Guidance,
Chief of Staff conclusion
U2 AOE (Relevant aspects)
Chief of Ops / U3 Re-stated Mission and Status of own forces
Staff branches - U1, 4, Own situation
5, 6, 9
COA Comparison (Including risks and control measures)
Chief of Plans / U5

Commander Decision
Apportion tasks to staff areas; plan for the further
Chief of Staff development of the selected COA
 Phase 1 – Analysis of the
Operational Environment

Phase 2- Mission Analysis

Phases of Phase 3 – Course of Action

MPP Development

Phase 4 – Course of Action

Analysis and Decision

Phase 5 – Production of
Operations Order
 Headings of the Op Plan
BACKGROUND

CURRENT SITUATION
• Conflict Parties
• Own Forces
• Assumptions
• Limitations and Constraints

MISSION

EXECUTION
• Concept of Operations
• Tasks
• Coordinating Instructions
INTEGRATED SUPPORT SYSTEM
 EXAMPLE - OP ORDER
UNITED NATIONS NATIONS UNIES
United Nations Mission in Mission de I´Organisation des
Bogaland Nations Unies en Bogalande
UNMIB
Eskilstuna Copy No of copies
Total pages

UNMIB /Force HQ
APR 20 xx
BODY OPO xx/20XX: UN MISSION NAME OPERATIONAL ORDER

Reference:
A.United Nations Security Council Resolution...
B.ROE dated....
C.Map Bogaland Military 1:100000

Time Zone Used Throughout the Order: ZULU

Task Org. See Annex A.

1. SITUATION
Background. Short summary of key issues.
a) Current Situation. Relevant detail on the current situation
b) Threat Assessment. Key features of threat, further detail inAnnex.
 Summary of Key Messages
• Steps to develop COAs:
1. Confirm Centre of Gravity (COG)
2. Conduct Critical Capability Analysis
3. Develop decisive points (DP) and lines of operation
(LOO)
4. Develop broad COAs
5. Develop detailed COAs
• The COG for any force can be defined as the
characteristic, capability or locality from which the
force derives its freedom of action, strength or will
to engage in the operation.
• Each COA must be suitable; feasible; acceptable;
distinguishable; and complete.
Module 3: Operational Framework

L e s s o n

2
Intelligence Processing
 The aim of this lesson is to inform
military staff officers in missions on
the concepts and practices of
Aim intelligence acquisition and
processing in a complex United
Nations peace operation
environment
 • Understand intelligence
acquisition principles

• Understand the mission

intelligence cycle

Learning • Identify various techniques/

methods of intelligence
Outcomes acquisition

• Identify the various products of

processed intelligence

• Recognize and protect sensitive

intelligence
 Peacekeeping Intelligence
Overview

Lesson Peacekeeping Intelligence

Cycle

Content

Peacekeeping Intelligence
Cycle Management Tools
 • Why “Information” has changed
to “Intelligence”

Lecture • Definition and objectives of

Content Peacekeeping Intelligence

• Principles of Peacekeeping
Intelligence
 Why has the
UN now
embraced
Intelligence
instead of
Information?

100
The Special Committee “recognizes that some
peacekeeping missions have been deployed in fragile
political and security environments with asymmetrical and
complex threats. In this context, the Special Committee
recalls […] its request for the Secretariat to develop a more
cohesive and integrated United Nations system for
situational awareness…”

2017 report (A/71/19) of Special Committee on

Peacekeeping Operations

101
 Peacekeeping intelligence is the
non-clandestine acquisition and
processing of information by a
mission within a directed mission
intelligence cycle to meet
Definition requirements for decision-making
and to inform operations related to
the safe and effective
implementation of the Security
Council mandate.
 • Support a common operational
picture
Objectives of
Peacekeeping • Provide early warning of
imminent threats
Intelligence
• Identify risks and opportunities
 Under rules

Within mandates
Principles of
Peacekeeping Independence

Intelligence
Accountability, capability and authority

Security and confidentiality

 Under rules

Within mandates

Independence

Accountability, capability and authority

Security and confidentiality

• In line with mandates

• In full compliance with the UN

Under Charter

Rules • Consistent with overall legal

framework

• With full respect for human rights

Clandestine activities are illicit and outside the boundaries of

peacekeeping intelligence
 Learning Activity #1

Form two groups.

Debate over the pros and cons of having

clandestine intelligence in peacekeeping
missions.
 Under rules

Within mandates

Independence

Accountability, capability and authority

Security and confidentiality

• Exclusively for mandate

Within implementation

Mandates • With respect to the safety and

security of UN personnel.
 Under rules

Within mandates

Independence

Accountability, capability and authority

Security and confidentiality

• Fully autonomous from and

independent in all aspects of
any national intelligence systems

• Maintain exclusively
Independence international character

• Share intelligence with non-

mission entities only when UN
conditions are met
 Under rules

Within mandates

Independence

Accountability, capability and authority

Security and confidentiality

• Accountable for the effective

execution of responsibilities
Accountability,
capability and • Proper capabilities to execute
functions
authority
• Authority to make decisions
 Under rules

Within mandates

Independence

Accountability, capability and authority

Security and confidentiality

• Secure information
management and
communications

Security and • Shared and disseminated on the

confidentiality basis of the “need to know” and
“need to share” concepts

• Only disclosed to trusted

individuals for official duties
 Learning Activity #2

Based on the peacekeeping intelligence

principles, discuss the do’s and don’ts for
military peacekeepers in the provision of
intelligence support.
 Summary of Key Messages

• The fundamental purpose of peacekeeping

intelligence in United Nations peacekeeping
operations is to enable missions to take decisions
on appropriate actions to fulfil mandates
effectively and safely.

• Principles of Peacekeeping Intelligence include:

1. Under Rules
2. Within Mandates
3. Independence
4. Accountability, capability and authority
5. Security and confidentiality
 Peacekeeping Intelligence
Overview

Lesson Peacekeeping Intelligence

Cycle

Content
Peacekeeping Intelligence
Cycle Management Tools
Peacekeeping Intelligence Cycle
Direction,
requirements and
tasking

Dissemination Acquisition

Examination,
Analysis evaluation and
collation
 Direction,
requirements and
tasking

Dissemination Acquisition

Examination,
Analysis evaluation and

• Specify Information or
collation

Intelligence Requirements (IRs),

Direction, prioritization of tasks and
requirements timeframes

and tasking • Under authority and

accountability of the HoM or
delegated authority
 Direction,
requirements and
tasking

Dissemination Acquisition

Examination,
Analysis evaluation and
collation

• Priority Information Requirement

Tasking (PIR)

• Request for Information (RFI)

• Use of collection assets

 Learning Activity #1
(Part 1 of 2)
Discuss the intelligence support requirements and
tasking considerations for the following situations:

• Quick Impact Projects

• Convoy escort

• IED disposal

• IDP camp protection

• UN camp perimeter defense

 Learning Activity #1
(Part 2 of 2)
Based on the discussions of the different situations,
answer the following questions:

• What information is required?

• How do we collect it?

• What is the priority?

• How do we synchronize/coordinate efforts?

• What is the timeframe?

 Direction,
requirements and
tasking

Dissemination Acquisition Intelligence acquisition sources:

Analysis
Examination,
evaluation and
– SIGINF (including COMINF and ELINF)
collation

– IMINF

Acquisition – HUMINF

– Media

– Reports

– OSINF (open sources of information),

– Other agencies, NGOs, IOs

 Learning Activity #2
Discuss the following questions:

• What intelligence acquisition means are there in a

peacekeeping mission?

• Are there differences in intelligence collection for

military, police and civilian components?

• What are the pros and cons of each intelligence

acquisition method?
 Direction,
requirements and
tasking

Dissemination Acquisition

• Patrols (vehicle, aerial, foot,

boat, market, day and night)
Examination,
Analysis evaluation and
collation

• Routine Liaison Visits

Common
Intelligence • Static or mobile checkpoints
Acquisition
• Observation Posts
Methods
• Community Liaison Assistants
 Direction,
requirements and
tasking

Dissemination Acquisition

Examination,
• Reach remote and inaccessible
Analysis evaluation and
collation areas

• Quickly deployable to respond

to emergency situations
Aerial
Reconnaissance • Centralized airspace
management

• UAVs or tethered balloon

 Direction,
requirements and
tasking

Dissemination Acquisition

Examination,
Analysis evaluation and
collation

• Radio communication and other

electromagnetic emissions

Signals • Modalities defined in

SOFA/SOMA or bilateral
Monitoring arrangements with the host-
country
 Direction,
requirements and
tasking

Dissemination Acquisition

Examination,
Analysis evaluation and
collation

• Have dissuasive and preventive

effect
Closed Circuit
• Should seek to minimize
Television intrusiveness and impact on
(CCTV) local population
 Direction,
requirements and
tasking

Dissemination Acquisition

Examination,

Standardized tools for the collation

Analysis evaluation and
collation

of data:

Examination, • Common databases

evaluation • Taxonomies
and collation
• Planned indexing and menus
 Direction,
requirements and
tasking

Dissemination Acquisition

Analysis refers to
Examination,
Analysis evaluation and
collation

• Methodical breaking down of

information

• Examination to find
Analysis interrelationships

• Application of reasoning to
determine the meaning of the
parts and the whole
 Direction,
requirements and
tasking

Dissemination Acquisition

Analysis
Examination,
evaluation and
collation
Whole-of-mission process using:

• Local expertise

• Military and Police intelligence

Analysis analysis capabilities

• Security threat information

analysis
 Direction,
requirements and
tasking

Dissemination Acquisition

Examination,

• Convey intelligence to decision-

Analysis evaluation and
collation

makers and relevant personnel

• Through the mission intelligence

coordination structure
Dissemination
• Follow “Need to know/need to
share” concepts
UN Information 01 02 03
Security Strictly Unclassified
Confidential
Classifications Confidential

Information should be classified on an exceptional

basis and only as required
 Intelligence Sharing
Within the mission:
• Default approach should allow for sharing of
information within the mission

With non-mission and non-UN entities:

• Registered centrally by authorized and trained
personnel

• Documented and justified in terms of the mandate

• Approved by HoM or delegated authority

 Summary of Key Messages
• The peacekeeping intelligence cycle is the
process by which peacekeeping intelligence is
acquired, examined/collated, analysed and
disseminated based on clearly identified
Intelligence Requirements

• The cycle includes:

• Direction, requirements and tasking;

• Acquisition;
• Examination, evaluation and collation;
• Analysis;
• Dissemination.
 Peacekeeping Intelligence
Overview

Lesson Peacekeeping Intelligence

Cycle

Content
Peacekeeping Intelligence
Cycle Management Tools
 The aim of this lesson is to
understand key mechanisms that
shall be used for the management
Aim of peacekeeping intelligence in
missions
Peacekeeping Intelligence
Policy Framework
 Mission Intelligence
Coordination Structure
 Joint Mission Analysis Center
Chief JMAC operationalizes the central control and
direction of the mission’s peacekeeping intelligence
system
 Learning Activity #1

Discuss why missions should establish a coordination

structure?
 • Intelligence Requirements (IRs)
Peacekeeping
Intelligence • Mission Intelligence Acquisition
Management Plan

Tools • Mission Intelligence Support Plan

 • Derived from gaps or voids
Intelligence
• Usually phrased as questions
Requirements
(IRs) • Form the basis of a Mission
Intelligence Acquisition Plan
 • Translate SML strategic direction
and requirements into tangible
IRs
Mission
Intelligence • Provide a roadmap for the
Acquisition fulfillment of these requirements

Plan • Guide the development of

Military Intelligence Acquisition
Plan
 • Describe boundaries

Mission • Identify key considerations

Intelligence
Support Plan • Provide direction to the
peacekeeping intelligence
cycle
Military Intelligence Coordination
with other Mission Entities

JMAC

Substantive
MSC
Units
Military
Intelligence

UNPOL UNDSS
 Example: POC Mission-wide
Intelligence Support
• Have a comprehensive and current understanding of the threat
environment

• Integrate threat/predictive assessments

• Identify trends of violence against civilian communities

• Assess the intentions and capabilities of perpetrators

• Analyse conflict dynamics

• Predict potential threats to civilians

• Have mission-wide information priorities

 Learning Activity #2
Draft Priority Information Request (PIR) and Collection
Plan for Carana Scenario with the following details:

• Define the different factors you will take into

account

• Define the tasks you would assign to the collection

sources

• Identify the leading source and the supporting

sources
 Summary of Key Messages
• Missions shall establish a mission intelligence
coordination structure to direct and oversee the
peacekeeping intelligence cycle within the
mission.
• Intelligence Requirements (IRs) derive from gaps or
voids between what is known and what is not.
• The Mission Intelligence Acquisition Plan translates
the strategic direction provided by Senior Mission
Leadership and requirements communicated by
operational planners into tangible IRs.
• The Mission Intelligence Support Plan describes the
boundaries within which the peacekeeping
intelligence cycle will be executed.
Module 3: Operational Framework

L e s s o n

3
Logistics Support
 The aim of this lesson is to provide
staff officers with an overview of
the United Nations logistics system
Aim and its operations in support of field
missions
 • Describe UN mission support
concept

• List various mission support

entities in the field
Learning
• Define the Contingent Owned
Outcomes Equipment System (COE) and
United Nations Owned
Equipment (UNOE)

• Explain the medical support in

the field
 UN Mission Support Concept

Lesson UN Mission Support Entities in

the Field

Content

UN Mission Support for

Uniformed Personnel
 Mission Statement of
UN Mission Support

They prioritize strategic mandate tasks

Why they exist
We help international peace operations succeed

What they do
by providing support solutions that are

How they do it
rapid, effective, efficient and responsible.
rules and regulations, environment,
ethical standards
 Vision Statement of
UN Mission Support

They are not there yet What they aspire to achieve

We strive to be recognized for operational excellence.

measurement, awards, certification consistent, reliable, sustainable results
 The Full Spectrum of
UN Mission Support
• Strategy, policy, advocacy • Office accommodation • Air transport
• Planning • Living accommodation • Movement control
• Performance and analytics • Camp facilities • Aviation safety
• Member state interaction • Construction services • LOA management

• Budget development / reporting

• Trust fund management • Fuel management
• Ground transport
• Payment / claims processing • Fleet maintenance
• Water supply
• Recruitment • Waste management
• Roster management • Medical services
• Post management • Medical supplies
• Entitlements and benefits • Power generation / supply
• MEDEVAC / CASEVAC

• Property, asset, inventory mgt.

• Rations management
• Procurement support
• Conduct and discipline
• Systems contract mgt.
• Boards of inquiry
• Strategic deployment stocks • IT hardware / infrastructure
• Applications and solutions
• MOU administration • Geo information services
• Troop deployment / rotation • Audit management
• User support
• Troop reimbursements • Risk management
• COE verification
• COE reimbursements • VSAT/HF/VHF infrastructure
• Death and disability claims • Telecom services • Naval transport
 Mission Support :
What does it involve?
Civilian Staffing
Personnel
Logistics Operations,

Strategic Movements

Air Transport

Surface Transport Mission

Logistics
Support
Supply/Life support

Engineering

Comms & IT, GIS

Finance
Medical

Budget
 Learning Activity #1

Discuss about the Activities or Tasks

involved within UN Mission Support.
 Complexity and Criticality

Meet the needs

Deliver in complex
of clients &
environments
stakeholders
• Security Council • Remote locations
• Member States
• High security risks
TCCs, PCCs, financial
contributors, • Poor infrastructure
host governments
• Weak markets
• Missions
SRSGs and field staff • Budget pressure
• Client organisations
DPKO, DPA, AU, others
Learning Activity #2

Discuss about the

Complexity and Criticality
of UN Mission Support.
 Operating environments are increasingly remote…
Largest ops are now in remote / hard-to-reach areas with long supply lines

Note: Circles indicate size of authorized deployment; Boundaries shown and designations used on this map do not imply official endorsement by the United Nations
 Sharing services is now common
70% of staff in the field already use shared service providers
and the objective is to reach 100%

GSC

KJSO

Peacekeeping Mission

Political Mission RSCE

>70%
>70% of UN staff in peace
DFS Remote Service Provider
operations already use
shared service providers
Note: Circles indicate size of authorized deployment; Boundaries shown and designations used on this map do not imply official endorsement by the United Nations
UN Service Centres
 Learning Activity #3

Discuss what are the major

considerations for Mission Support on
a Strategic Level.
 How many troops?

$28m / battalion
direct cost per infantry battalion (850 people
at $32k per person per year)
Source: DFS calculations
 How many locations?

34 locations
Typical number of locations for 8 largest
missions
Source: DFS calculations
 What asset mix?

2 modalities
total cost of ownership of military support
solutions often higher than for commercial
solutions
Source: DFS calculations
 How long?

12 years
average duration of 8 largest missions at
average cost of $832m per year
Source: DFS calculations
 Summary of Key Messages
• UN Mission Support aim to provide solutions that
are rapid, effective, efficient and are within the
rules, regulations, environment and ethical
standards of the UN.

• Mission Support involves Personnel, Logistics and

Finance functions meeting the needs of clients
and stakeholders in complex, often remote,
operating environments.

• Their Global and Regional Service Centers deliver

predefined modules for goods and service and
host operational support teams responsible for
delivering day-to-day support services.
 UN Mission Support Concept

Lesson UN Mission Support Entities in

the Field
Content

UN Mission Support for

Uniformed Personnel
 FIELD MISSION SUPPORT STRUCTURE
Aviation Safety
Mission Support
Centre
BOI

Environment GITTS

Sector/Regional Office
Offices
of DMS Budget & Finance
Contract
Management
Audit, Risk & Human Resources
Compliance
IMTC

Chief Supply Chain Chief Service

Management Delivery
 SUPPLY CHAIN MANAGEMENT

Chief Supply Chain

Management

Acquisition Integrated
Procurement MOVCON
Planning Warehousing &
Property Mgmt/
COE
 SERVICE DELIVERY

Chief Service
Delivery

Mobility Engineering & Life Support

(Transport and Facilities/Camp Contracts Medical
Aviation) Management (rations, fuel,
major supply
items)
 • Nerve centre for logistics
support

Mission • Provide a single point of

coordination for all aspects
Support of logistics support
Centre
• Serving all mission
components, other UN and
non-UN entities
 MISSION SUPPORT CENTRE
DECISION-MAKING PROCESS
To receive requests for logistics support

Analyse the requirements

Prioritise according to leadership guidance

Plan and coordinate implementation

Task technical/other sections

Monitor implementation
 OPERATIONAL CONTROL
VS. TASKING AUTHORITY

• Force enablers are under operational

control of HOMC

• DMS/CMS has tasking authority over

force enablers
 COMMAND & CONTROL
OF MILITARY ENABLERS
Force
DMS
Commander

Civilian Military
support Operational
elements Units

Operational Control
Military Military
Enablers Enablers
Tasking Authority
 COMMAND & CONTROL
OF MILITARY ENABLERS

DPKO Command & Control (C2) Policy - 2008

Integration of civilian and military support assets

Military logistics and support units

are tasked by the Director of Mission Support (DMS)
INTEGRATED ASSETS AND RESOURCES
Mission resources are distributed to all mission components
on an equitable basis,
depending on functional needs and assessed priorities.

Assets considered common to the mission:

o Engineering Units
o Transportation Units
o Aviation Units
o Communication Units
o Medical Units
o Logistics Units
 ROLE OF MILITARY STAFF OFFICERS
IN SERVICE DELIVERY
Military logistics capability
o Providing special military expertise and advise in relation to military
unit deployment and support
o Direct contact to contingent logistic structure

Working relations
o Deployed as Subject experts, with MSA entitlement.
o The Deputy-Chief Service Delivery is a military seconded personnel.
o Integrated planning and operational structure
 FOCAL POINTS FOR PREPARING
TASKING ORDERS IN FHQ

• Force Engineer (U-8)

• Military Medical Officer

• U4
 COORDINATION BETWEEN
FC AND DMS

FC remains involved in tasking process

through consultation with DMS
involving:
- mission and military priorities
- Budgeting
- Unit level requirements
 EXAMPLE: MILITARY CONSTRUCTION
ENGINEER UNIT TASKING PROCESS

Mission and Preliminary

Mission and Engineer Tasks
Force Engineers Task Orders
Force Priorities Specified
Coordinate Developed

Task Order Sent to

Consultation Task Orders
Military Engineer Units
with Relevant submitted to Chief
through U8 for
Entities of Service Delivery Execution
 EXAMPLE: MEDICAL SUPPORT
RELATIONS
Head of Mission

DMS FC
Force Medical
Cell
Time MMC
Sensitive Dy DMS Dy FC ( Mission
Issues Medical Cell)

Medical Force Medical

CMO Reporting Medical, FMO Cell
Service
Section MMC
Mission med Professional, Ethical & Force med
officer
(Mission
officer
Clinical Issues Medical Cell)

Contract
UNOE Clinics TCC Level 1 TCC Level 2 TCC Level 3
Clinics
 Summary of Key Messages
• Acquisition Planning, Procurement, Integrated
Warehousing & Property Mgmt/COE, and
MOVCON are organized by the Chief, Supply
Chain Mgmt.
• The Chief Service Delivery is responsible for
Mobility, Engineering and Facilities Mgmt., Life
Support Services and Medical Support.
• Mission Support Centre is the nerve centre for
logistics functions in a mission involving information
gathering, analysis, planning, coordination,
execution, monitoring and feedback.
• All force non-combat logistic support units are
tasked by the Director Mission Support.
 UN Mission Support Concept

Lesson UN Mission Support Entities in

the Field
Content

UN Mission Support for

Uniformed Personnel
 LOGISTIC SUPPORT FOR UNIFORMED
PERSONNEL - DEPLOYMENT

Mission Element Deployment Means Comments

SOs, UNMOs, IPO Commercial Air/LOA

Mil. Contingents and UN short-term charter By air/road/rail to final

FPUs aircraft. deployment locations

High Priority – airlift

UNOE and COE
Routine – sea-lift
 LOGISTIC SUPPORT FOR UNIFORMED
PERSONNEL - SUSTAINMENT
Category UN Staff, SOs, UNMOs, Military Contingents and FPUs
IPO
Domestic UN provided to SOs Existing camps, if any.
Accommodation (or MSA). New contingents self-sufficient
if required. UN provided
Office thereafter or contingent self
UN provided
Accommodation sustainment .
Mission specific initial
provisioning
Food MSA
Standard UN scales thereafter.

UN provides water
source/contingents may
Water MSA
provide water treatment
plants .

Fuel UN provided. UN provided.

 LOGISTIC SUPPORT FOR UNIFORMED
PERSONNEL – SUSTAINMENT (CONT’D)
Category SOs, UNMOs, IPO Mil. Contingents and FPUs
Surface UN provided. Standard COE Major Equipment
Transport scales.
UN provided, or under
Air Transport UN provided.
LOA.
UN DPKO WAN (voice, data, UN provided up to Bn
fax, e-mail, Internet). HQ.
ICT
Telephone landline, Cell- Self-sustained for internal
phone, VHF. comms.
Level 1: Self-sustained.
Level 1: UN/TCC/PCC clinic.
Medical Level 2, 3, 4: UN
Level 2, 3, 4: UN provided, or
provided, or under LOA.
under LOA.

Waste UN provided /contingent

UN provided sewage plants /trucks
Treatment
 Learning Activity #1

Discuss about the logistic support that

uniformed peacekeeping personnel
have from UN mission support entities in
the field
 UN EQUIPMENT SUPPORT SOLUTIONS

• UN Owned Equipment (UNOE)

• UN contracted resources

• Contingent Owned Equipment (COE)

 Learning Activity #2
Discuss …

• How to get equipment for military

peacekeepers in remote regions?

• How to maintain and repair equipment in

harsh environment and far away from
home countries?

• How to ensure quality and interoperability

of equipment from various countries?
CONTINENT OWNED EQUIPMENT
(COE)

Major
Equipment

COE
Minor
Equipment
 COE MANUAL

• Key document for COE and MOU related

issues

• Lists the current monthly reimbursement

rates
➢ Annex B – major equipment
➢ Annex C – self-sustainment

• Latest edition – 2014 (A/C.5/69/18)

 COE MAINTENANCE

Wet
Dry Lease
Lease
TCC
Maintained by
responsible for
UN or 3rd party
maintenance
 SELF-SUSTAINMENT

• Must meet minimum operational

capabilities

• Compatible with other TCC where

interface is required

• Similar to the cost if centrally arranged by

the UN
 Learning Activity #3

Discuss about the advantages and

disadvantages of different equipment
support solutions.
 LEVELS OF MEDICAL CARE IN THE FIELD
• Basic Level

• Primary Care (Level One)

• Hospital care (Level two)

• Hospital care (Level three)

• Tertiary/Out of Mission Medical Support

(Level four)
 MEDICAL EVACUATION AND
REPATRIATION

• Casualty Evacuation (Casevac)

• Medical Evacuation (Medevac)

• Medical Repatriation.
 FREQUENTLY ASKED QUESTIONS
• Will the United Nations provide me with
uniforms?

• What about my welfare?

• How much equipment support can I get

in the mission?

• What about medical services in the

mission area?
 Summary of Key Messages
• UN Equipment Support are categorized under UN
Owned Equipment, UN contracted resources and
Contingent Owned Equipment (COE).

• The COE system was adopted to simplify

reimbursement to countries providing equipment,
personnel and self-sustainment support services.

• ‘Self-sustainment’, between the first 30-60 days of

deployment, consist of rations/drinking water,
canteen supplies, repair parts and diesel fuel.

• Medical evacuation is a mission responsibility

shared between the FMedO and the CCMO.
Module 3: Operational Framework

L e s s o n

4
Crisis Management
 The aim of this lesson is to provide
staff officers with an overview of
the crisis response in the UN HQ
Aim and DPKO-led field missions as well
as highlighting DSS’ role during a
crisis situation
 • Understand the principles of UN
HQ crisis management policy
and UN HQ response in support
of DPKO-led field missions.
Learning
Outcomes • Define the DPKO-led field
mission crisis response.

• Comprehend the DSS role in a

crisis situation.
 UN Crisis Management Basics

Lesson
Content
UN Security Management
System
 Definition
A crisis is defined as an incident or situation, whether natural or human-made,
that due to its magnitude, complexity or gravity of potential consequence,
requires a UN-wide coordinated multi-dimensional response.

Such situations include two or more of the following:

•Presents an exceptional risk to the safety and security of UN personnel,

premises and assets;
•Presents an exceptional threat to the effective functioning of a UN mission
or other field presence;
•Presents an exceptional threat to the effective implementation of the
mandate or a UN mission or other field presence;
•May have a significant negative humanitarian impact; and/or,
•May give rise to serious violations of international human rights or
humanitarian law.
 Principles

Crisis Management should be guided by:

• Accountability
• Field-focus
• Adaptation to context
• Inclusiveness
• Simplicity and predictability
• Respect for values, standards and principles
• Respect for Humanitarian Principles
 Roles and Responsibilities

Secretary-General
responsible for ensuring appropriate and
coordinated UN response

Senior leadership Lead-coordinating

in the field HQ entity

All UN entities have a joint responsibility to develop and

implement UN-wide crisis response strategies
 Roles and Responsibilities
in the Field
• Senior-most UN official in country (e.g.
HoM/SRSG/DSRSG, RC, HC) is
responsible/accountable at the field-level

• RC or HC continues in the lead for all

development or humanitarian operational
activities respectively

• Designated Official responsible for security of

UN personnel, premises and assets
 Roles and Responsibilities in the HQ
Lead-entity is responsible for the coordination of
UN crisis response efforts:
PKM setting → DPKO
SPM setting → DPA
Non-mission setting → DPA/regional
UNDG Chair
Additional entities have responsibility for specific
aspects of the response:
Safety/Security → DSS
Humanitarian → OCHA
Health → WHO
Human Rights → OHCHR
 Crisis Response Coordination
Mechanism

Crisis Response
Coordination Mechanism

Prepared- Enhanced De-

Monitoring
Activation
ness activation
 Preparedness Phase
• Normal day-to-day activities to ensure readiness

• JOC/JOC-like entity maintains situational

awareness for decision-makers

• Reports significant developments and disruptive

events

• JMAC provides predictive assessments and

integrated analysis
 Enhanced Monitoring Phase

• Response to a deteriorating situation or situation

with the potential to evolve into crisis
• Standard decision-making procedures remain in
place complemented by preparedness measures,
e.g.
• Update contingency plans, security and
evacuation arrangements
• Increase reporting outside

Preparedness Activation
 Activation of Crisis Response
Procedures

Activation of crisis response procedures when a

situation significantly deteriorates or in a sudden
onset crisis

Crisis Response Procedures to:

• Accelerate and streamline decision-making
• Enhance operational coordination
• Ensure information flow and communications
 Crisis Response Mechanism
Crisis Management Team (CMT) Operations Coordination Body

Leadership-level, cross-pillar decision Working-level, cross-pillar body (possible

making body existing coordination body)
Chaired by HoM/designated HQ Crisis Chaired by HoM designate /
Manager HQ Crisis Coordinator
Determines coordination mechanisms Supports day-to-day operations of the crisis
response, policy recommendations, and
Shares decisions
common messaging
Decides on public messaging
Agrees on timeframe, information
requirements and communication
arrangements
Crisis Response Mechanism
 Crisis Information Management
During crisis, there is a HQ need for enhanced and additional
reporting, inter alia, to
• effectively support the mission in crisis management
• give strategic direction and advice
• respond to public information demands
• assess safety, security and location of UN personnel
Crisis Management Information More effective
Exchange crisis response!

+ =
Information Flow and Reporting
Mission HQ information
and crisis hub CMT

Relevant
JOC/JOC-
UNOCC UNHQ
equivalent
entities

Other UN
entities
• Integrated
SOPs: Integrated SitReps
Reporting from • Flash Reports
DPKO-led Field • Crisis Updates
Missions to UNHQ
 Crisis Communications
Important role for strategic communications and public
information for staff safety and security and reputation
management

CMT decides on key common messaging to ensure

coherence across the system
• External communications (incl. reputational
management) with Member States affected
communities, media, private sector, donors and
civil society
• Internal communications with staff (incl. affected
staff, responders) and their dependents
 De-activation of Crisis
Response Procedures

• Situation abated or no longer requires sustained,

accelerated and urgent support; or
• Sufficient standing capacity to manage a more
protracted situation
• HQ may deactivate while crisis response continues
to be activated on mission-level

Preparedness Enhanced Monitoring Activation Deactivation

 Crisis Management -
What to consider?
✓ Improve situational awareness and communications
✓ Integrate analysis and planning for early identification and
response to deteriorating situations
✓ Decentralize crisis management
✓ Accelerate decision-making and coordination structures on all
levels
✓ Develop guidance clearly outlining roles and responsibilities,
authority and accountability
✓ Identify a central venue for crisis response activities
✓ Exercise flexibility of available funding in addressing urgent
needs
Organizational Resilience
 Crisis Management
Preparedness / Prevention / Response
/ Recovery
HQ

DPKO-DFS
Preparedness / Prevention /
Response / Recovery

Internal PKOs
Field

External
 Summary of Key Messages
• A crisis is defined as an incident or situation,
whether natural or human-made, that due to its
magnitude, complexity or gravity of potential
consequence, requires a UN-wide coordinated
multi-dimensional response.
• Crisis Management should be guided by the
principles of accountability; field-focus;
adaptation to context; inclusiveness; simplicity and
predictability; respect for values, standards and
principles; and respect for humanitarian principles.
• The Crisis Response Coordination Mechanism
consists of the following phases: preparedness,
enhanced monitoring, activation and de-
activation.
 Summary of Key Messages
(cont’d)

• The Organizational Resilience Management

System (ORMS) is a comprehensive risk based
emergency management methodology to
prepare for, prevent, respond and recover from
disasters, that can be applied in all duty stations
irrespective of size, organizational structure and
culture, and risk exposure.

• The OR approach has application guiding crisis

response both at HQ (New York) and in the field.
 UN Crisis Management Basics

Lesson
Content
UN Security Management
System
 Introduction The goal of the United Nations
Security Management System is to
to the enable the effective and efficient
Security conduct of United Nations activities
while ensuring the security, safety
Management and well-being of staff as a high
System priority
 • All UN civilian and eligible
dependents

UNSMS • Case by case to Individually

Policies and deployed military and police
Procedures personnel

apply to… • Security Risk Management

model as tool also for Military
and Police Components
 Security Risk Management and
Military and Police Components
The UN security In peacekeeping missions,
management system Heads of military and
applies to individually police components are
deployed military and mandatory members of
police officers. the Mission/Country
Security Management
Team.
 Applicability
However, by DPKO-DFS
policy…
the Security Risk
Management Process
is applicable to military
and police
components’ formed
units.
The DSS role in Crisis Management
• Designated Official (DO)
• Country Representatives
• Security Management Team (SMT)
• Field Security Officers: Full-time Professionals -
Principal Security Advisor (PSA) and/or Chief
Security Advisor (CSA)
• Chief Security Officer for PK Missions
• Field Security Officer
• Single-agency Security Officers
• Wardens
• Personnel employed by the UN System
Security Management Team (SMT)

• Designated Official;

• Deputy Designated Official (s), as applicable;

• Heads of Agencies, Programmes and Funds;

• Chief Security Advisor;

• Representatives of IGOs/NGOs who have signed

the Memorandum of Understanding; and any
mission dispatched to the area by DSS.
 UNDSS USG

• USG for the DSS – acting on behalf of the SG

supports crisis management activities
coordinated by the D.O’s through strategic
guidelines and advises the SG and the Executive
Heads on the process and the situation.

• If the DO and SMT are unable to fulfil their

responsibilities the UNDSS USG will assume
operational lead over crisis management in the
field.
 Roles and Responsibilities
• Executive Group on Security – in the most complex
situations critically affecting most organizations in the
United Nations Security Management System the
UNDSS USG may call a meeting of the executive
group on security comprising executive heads of
organizations affected by the crisis to coordinate
strategic issues pertaining to crisis management.

• Host Country - the primary responsibility for safety

and protection of UN personnel, other individuals
covered by the UNSMS (this excludes uniformed
components unless they are individually contracted)
and the property of UNSMS organizations rests with
the host government.
Simple UN Country Team Model

Designated Official
CSA / (CRISIS MANAGER)
SA

Security Management
Team

Crisis Coordinator

Crisis Management
Team
 Integrated Mission Model Example
Joint Decision Making
CRISIS
MANAGER

CMT

CRISIS
Operational Coordination COORDINATOR
CRISIS
OPERATIONS
COORDINATIO
N BODY

Individual Tasking
UN
HOST AGENCY,
INTERNATIONA
UNDSS GOVERNMEN FUNDS, L COMMUNITY, DPKO DFS
T PROGRAM NGOs
S
 Suggested Example
HOM
CMT/SMT

COS
ICTDR CMWG CRISIS
MANAGEMEN
T

BUSINESS ORFP
CONTINUITY /
INFORMATION AD HOC RISK SECURITY
MANAGEMENT
COUNCIL

MEDICAL
SPOKESPERSON
PERSONNEL
 Summary of Key Messages
• The UN Security Management System (SMS)
applies to all UN civilian and eligible dependents;
and on a case-by-case basis to individually
deployed military and police personnel.

• The DPKO-DFS Security Risk Management Process

Policy is applicable to all military and police
components’ formed units.

• The Security Management Team (SMT) comprises

the D.O. (i.e. HoM), Heads of Agencies,
Programmes and Funds, CSA and reps of
IGO/NGOs who have signed the MOU.