Mr. Chairman, distinguished delegates,
I too am honoured to come before the Fourth Committee today as it begins its consideration of this agenda item. This is the third time I have come before this Committee, and I do so in my capacity as Head of the Department of Field Support (DFS), which was created by the General Assembly four years ago.
Introduction
Since I last spoke to you, the Organization has unfortunately experienced several tragedies which serve as an ongoing reminder of the dangers and risks of peacekeeping. In October last year, an attack on a United Nations guesthouse in Kabul, Afghanistan claimed the lives of five UN personnel. In January of this year, an earthquake in Haiti claimed the lives of over 200,000 Haitians and 101 United Nations civilians, military and police. Others have lost their lives in different Missions. In honour of their memories, I would join Alain in paying tribute to those who made the ultimate sacrifice in the service of peace.
Mr. Chairman,
During its short existence, DFS has made progress toward managing field support as a global enterprise with a professional, structured and systematic approach that can adapt easily to a variety of operating environments. Our vision for this Department is for it to evolve from an administrative backstopping office into a strategic resource management organization focused on policy development and management oversight.
Internally, DFS has been working closely with the Departments of Peacekeeping and Political Affairs. DFS has established a working relationship with DPA to ensure their missions receive the same quality of support. We have also worked closely with the Peacebuilding Support Office (PBSO) in initiatives such as the civilian capacities review. We are also working with the Department of Management to streamline and improve many key processes that impact the lives of our troops, police and staff in the field.
Operations Overview
Mr. Chairman,
DFS operates in an extremely dynamic global environment and its support covers the full spectrum of United Nations Field Missions.
In Sudan, we have provided continued support to the Comprehensive Peace Agreement and increased logistical and technical support ahead of the referendum scheduled for 9 January 2011. We are deploying more than 500 additional staff and establishing a presence at state and county levels. Bases are being built in deep-field areas to house electoral staff and police supporting the referendum. Darfur remains a high priority, and deployment has exceeded 85%.
In the Ivory Coast, DFS has assisted in anticipation of the first presidential elections since the civil war in 2002. Our logistics have supported everything from ballot distribution to construction of polling centres.
The same logistics backbone has been used in Afghanistan, and preparations are underway for elections in the DRC, including support for 32,000 polling stations.
The tragic earthquake in Haiti posed an urgent challenge for DFS: opening a 24-hour call centre, repatriating remains, assisting families, evacuating 235 injured personnel, establishing a back office in Santo Domingo, supporting the government with warehouses and tents, and providing support for upcoming elections.
DFS has assisted transitions in the Central African Republic and Guinea-Bissau. In Burundi, the mission is being downsized following successful legislative elections.
By the end of this year, operations in Chad will close, initiating critical liquidation work including repatriation of troops and moving assets across the 2,000 km between Douala and Eastern Chad.
DFS continues to partner with the African Union in support of Somalia. The Support Office for AMISOM (UNSOA) maintains a lifeline between Mogadishu and Mombasa, operating ships that deliver medical supplies, rations, prefab buildings, kitchens, ablution units and other essentials. Teams rotate in and out of Mogadishu to ensure delivery and oversight in a challenging security environment.
The Global Field Support Strategy
Mr. Chairman,
Thank you for endorsing the Global Field Support Strategy (GFSS). The Secretary-General’s proposal responds to challenges in delivering logistical, administrative and ICT support to field missions. The strategy aims to expedite and improve support for peacekeeping and early peacebuilding, while strengthening accountability, resource stewardship and efficiencies, and improving staff safety and living conditions.
DFS has entered a phase of consolidation amid financial restraint. The GFSS will help ensure appropriations are used wisely while maintaining effectiveness—efficiency must never come at the cost of effectiveness.
DFS has engaged actively with Member States on the Strategy, benefiting from their inputs during implementation.
Deployment Modules
We are on schedule with Phase One of modularization, which will enhance predictability of readiness, costs, risks, quality and deliverables. A first workshop with C‑34 representatives was held on 8–9 July; findings have informed project plans. A second workshop is scheduled for 12 November, focusing on operational and technical aspects of field camp establishment. A third workshop at UNLB is planned for spring 2011, along with a separate workshop for field experts.
Regional Service Centre
Since 1 July 2010, the Regional Service Centre has consolidated routine back-office functions (personnel administration, finance, ICT, regional training) from grouped missions into a single centre to achieve efficiencies and economies of scale.
We are strengthening the Brindisi Base and installing equipment in Valencia to establish the backup centre.
Financial Framework
The Standard Resourcing Model is progressing and will introduce simplified procedures to increase working capital. It will be submitted for legislative review in the second resumed session of the 65th GA session.
Human Resources Framework
DFS focuses on rapid response by securing external capacities and building internal ones. Our approach aligns with UN HR reform and recognizes the difficulty of service in remote, insecure field locations.
Compensation must incentivize staff to serve in non-family duty stations, especially single parents. The General Assembly is reviewing proposals to address these gaps.
DFS has improved processing of death and disability claims for troop- and police-contributing Member States.
Ten years after UNSCR 1325, gender parity remains a challenge. DFS will increase female representation through flexible working arrangements and improved accommodations.
Misconduct remains a serious concern. DFS continues dialogue with TCCs and PCCs to ensure allegations are addressed promptly. While allegations have decreased compared to last year, serious offenses—such as rape or sexual relationships with minors—remain too high. DFS has launched a conduct and discipline website with quarterly data and an interactive statistics tool.
Accountability
DFS remains accountable to Member States for result quality and cost-effectiveness. Senior Manager Compacts and delegated HR authority to Heads of Mission reinforce alignment of accountability with responsibility. DFS continues working with the Department of Management to ensure delegated authority matches field responsibilities.
Conclusion
Balancing short-term demands with strategic thinking is challenging. The GFSS is a fundamental transformation of DFS service delivery. Process reviews, culture change and new working methods require time and commitment.
The tragic events of the past year highlight the need to strengthen systemic risk mitigation while improving efficiency.
This consolidation phase is an opportunity to transform our service delivery model to meet today’s challenges—effectiveness, efficiency and safety.
DFS remains committed to delivering the best support possible to field operations and the populations we serve, by getting the right staff on board, securing sufficient financing and providing necessary equipment and logistics.
Thank you.