Madam Chair, distinguished delegates,
I am honoured to be here with you on United Nations Day for the consideration of this agenda item. Since the Department of Field Support was created nearly five years ago, we have worked to make steady progress towards the goal of managing field support as a global enterprise. We have advanced a professional, structured and systematic approach that can adapt to diverse operating environments. Our vision for this Department continues to evolve from a headquarters organization that carries out day-to-day administrative and logistical support tasks to one that strategically manages the financial, human, information and communications technology and physical resources that you, the Member States, have appropriated for field-based operations. At the same time we are strengthening our operational presence in the Global and Regional Service Centres.
In this time of fiscal restraint, realizing this vision becomes increasingly urgent and we must – and can – begin to yield some returns from our attention to reforms over the past two years. It is essential that we drive the organization towards strengthened accountability and efficiencies, as we improve our service delivery. The Secretariat is acutely aware of the mounting economic challenges faced by most Member States and the concerns about the affordability and cost-effectiveness of UN field operations.
To this end, the Secretariat's funding proposals for the current 2011–2012 budget for “continuing” missions reflected a 2% reduction from the previous year, despite the normal pressures from rising prices. The budgets approved for the current year included savings of USD 83 million resulting from the abolition or nationalization of more than 650 international staffing posts. In addition, as directed by the General Assembly, we are making further efficiencies in operating costs to offset the one-off $85 million payment this year to troop- and police-contributing countries. Separately, equipment acquisitions will be prioritized in many areas, with a greater reliance on reserve stocks and deferred replacement.
At the same time, the level of peacekeeping activities remains high. Since approval of this year’s budget, we have deployed two new missions (UNMISS and UNISFA); and, the Security Council has enhanced UNOCI's mandate and reaffirmed the role of MONUSCO in supporting upcoming elections in the DRC. With 44% of total peacekeeping costs in the field incurred in directly financing uniformed personnel and another 22% comprising staff entitlements, the Secretariat’s capacity to reduce costs is essentially focused on the remaining 34%. The continuing implementation of a global approach to field support will therefore realize cost-savings through consolidating back office functions and reducing in-mission footprints, achieving economies of scale, and improving inter-operability with partners.
Efforts will also continue to target efficiencies in operational support going beyond the readily available gains that have already been realized. In moving forward, if we are to ensure that the most pressing peace and security requirements are to be properly resourced, we must therefore also be mindful of lower priority activities or longstanding capacities in field operations that might no longer be warranted.
Global Field Support Strategy
I want to thank this Committee once again for its insights, which continue to inform the Global Field Support Strategy. The bi-monthly briefings to the C‑34 have provided opportunities for regular consultation and vital feedback throughout the development and implementation of the Strategy. We will also be sharing with you a non-paper that sets out a proposed end state for GFSS in 2015. Your continued engagement will be very important for us in further refining that vision.
As you recall, the objectives of the GFSS are to expedite and improve support for peacekeeping operations and special political missions; strengthen resource stewardship and accountability while achieving greater efficiencies and economies of scale; and improve the safety and living conditions of staff.
In my previous appearances before you, I have stated that the GFSS will improve the delivery of support to field-based missions. I am pleased to report to you this time that, in addition, the GFSS is helping us to ensure that appropriations are used more efficiently and without compromising the level of service that is being delivered.
As Hervé described, missions have confronted a number of major challenges over the past year, requiring DFS to operate in a rapidly evolving global environment under diverse conditions. In Sudan, we were called upon to provide logistical support to the referendum successfully held in January 2011, and immediately thereafter to deploy the new UN Mission in South Sudan (UNMISS) in July along with the concurrent closure and liquidation of the UN Mission in Sudan (UNMIS). At the same time, the Security Council called for establishment of an Interim Security Force (UNISFA) in Abyei, which is operational as well.
On my visit to Sudan in July, I expressed my appreciation for the work and dedication of all our personnel who were called upon not only to support vital DDR and mine action programmes, but also to move equipment and troops over vast geographical distances in very difficult terrain. Like the people of Sudan and South Sudan, our mission personnel had to confront the additional hazard of landmines, which in August tragically killed four peacekeepers outside Abyei. All of this was set against extremely tight timeframes to operationalize UNMISS and UNISFA.
DFS has also supported the deployment of a new mission to Libya, UNSMIL. Within a few days of the adoption of Security Council Resolution 2009 on 16 September, SRSG Ian Martin and a small team were operational in Tripoli. In order to expedite this deployment we’ve maximized the utilization of the GSC in Brindisi as the "Support HQ" for the new mission.
In Somalia, the UN Support Office for AMISOM is approaching its third year of delivering logistical support to the African Union peacekeepers. Our support in maintaining a critical supply line to AMISOM has led to improvements in their operational effectiveness and the quality of life of its troops on the ground. These troops have grown from 3,500 when we started to close to 10,000 now, and heading to the full approved strength of 12,000 in the coming months.
Our support to elections took place successfully in Liberia this month, and we look forward to a successful run-off election and a peaceful transition period. Pre-election assistance has intensified in DRC in preparation of elections next month, bringing into play impressive logistical support planning.
The Global Service Centre, which comprises the capabilities of the UN Logistics Base at Brindisi and the UN Support Base at Valencia, has played a central role in responding to these operational demands. Specialist teams assembled and dispatched by the Global Service Centre have supported UNOCI, UNSOA, MINUSTAH, BINUB and UNMIS over the past year, as well as UNSMIL. We are putting the finishing touches on our proposals to move additional functions from DFS Headquarters to the Global Support Centre. We will present them in our Support Account submission during the second resumed session.
The Regional Service Centre at Entebbe also has come on line and is producing immediate impact. The Regional Training and Conference Centre and the Transport and Movement Integrated Control Centre are fully operational. Key back office support functions have been established, allowing for a lighter support footprint on the ground — particularly in Southern Sudan and Abyei. Building on the success of RSC Entebbe and in response to requests from the field, the Secretary-General will put forward a recommendation to establish two additional regional service centres in West Africa and the Middle East.
Moreover, modularisation has advanced. The 200‑man camp design has been completed and was used, with modification, in UNMISS and UNISFA deployments. Several steps are underway to ensure that reliable enabling capacities, both internal and contracted, are on hand. We have also completed a review of all human resources management and logistical functions, resulting in recommendations to transfer some functions to the Global Service Centre, in furtherance of the GFSS vision of DFS as a strategic headquarters. As per your clear guidance, functions related to Member State liaison will remain in headquarters, together with planning and workforce monitoring.
Turning now to the last pillar, the financial framework, I am pleased to say that the standardized funding model was approved by the General Assembly at its resumed 65th session. Alongside our modularisation efforts, this standardized model will contribute to faster deployment of new missions — meeting a critical operational priority highlighted in my previous statements before this and other Committees.
Accountability and Risk Management
As with any major reform, risks accompany change. It is essential that all four pillars of GFSS evolve in a fully coherent manner that does not create unnecessary uncertainty for staff or points of discontinuity with our clients or strategic partners, such as the African Union. With OIOS support, we identified these risks through a controlled self‑assessment. We now have in place a risk management strategy that includes better communication with staff, clear performance indicators and timelines, as well as the preparation of an accountability matrix to clarify roles, responsibilities and authorities.
It is a continuing priority for me to ensure that we align accountability with responsibility and authority. In response to the request made by the General Assembly in its resolution 64/259, we are strengthening accountability through the introduction of risk management practices and Letters of Representation. When fully implemented across all field-based missions, they can provide evidence to support the public assertions that will have to be made under IPSAS as to the strength and quality of internal controls over financial reporting.
Furthermore, we have made concerted efforts to improve the processing of claims for death and disability incurred by Member States who have contributed troops and police to the UN’s field operations. As directed by the General Assembly, the Secretariat endeavours to settle all cases within the prescribed three‑month period, except when a longer period is required to determine the degree of permanent disability. All pending claims have been cleared except for cases requiring disability determinations.
Payments have been made to troop‑ and police‑contributing countries for contingent‑owned equipment through the end of June 2011 for all peacekeeping missions, except for three missions due to delays in the payment of assessed contributions. The next contingent‑owned equipment payments are scheduled for 22 December 2011.
To address General Assembly resolution 65/289, the Secretary‑General has taken concrete steps to establish a senior advisory group comprising five eminent persons of relevant experience; five representatives from major troop contributors; five from major financial contributors; and one from each regional group. This group will consider reimbursement rates and related issues.
Securing Required Capacities
Our missions are facing severe shortages of critical capacities, especially military helicopters. I cannot stress enough how essential this capacity is to meeting our mandates to protect civilians and ensure the safety of our personnel. We are working closely with the Office of Military Affairs to enlarge the pool of potential contributors and to ensure seamless management of both military and commercial assets.
As tasked by the Secretary‑General, I am also playing a system-wide role in reviewing civilian capacities. Although not the largest cost driver, civilian personnel play a vital role in peacekeeping success. The recent report of the Secretary‑General proposes recommendations focused on making the UN a more responsive, effective partner for national counterparts as they strengthen core national capacities after conflict.
Conduct of UN Peacekeepers
Strengthened accountability is essential for ensuring that authority for managing conduct is properly exercised to achieve efficiency, effectiveness, responsiveness and transparency. Despite exemplary service by most peacekeepers, serious acts of misconduct — including sexual exploitation and abuse — continue at an unacceptable rate.
Trends show a decrease, but downward trends are not enough. Allegations involving rape or sexual relationships with minors remain troublingly high. We are following civilian cases closely and have reached out to TCCs to ensure allegations are addressed promptly. Member States must also inform us of the status of all pending investigations.
We must collectively recommit ourselves to eradicating this scourge by responding swiftly and ensuring speedy prosecution when criminal misconduct is established.
Closing Remarks
This year, 86 UN peacekeepers lost their lives in tragic incidents ranging from attacks in Afghanistan to aircraft crashes to ambushes in Darfur. Others have narrowly avoided injury from explosive devices, car bombs, or kidnappings. I share these details to illustrate the increasingly dangerous circumstances in which we deploy personnel in the cause of peace.
I also pay special tribute to African Union peacekeepers in Somalia, who continue to suffer significant casualties in extremely harsh conditions. Their sacrifices strengthen my resolve to advance implementation of safety and security policies through the Interagency Security Management Network.
Since my last address, I have visited many of the peacekeeping operations we support. I have seen our national staff become agents of change and our peacekeeping personnel perform with dedication despite difficult conditions. It is my privilege to continue leading DFS, working with my colleague Hervé Ladsous, and contributing to the vital work of our missions worldwide.