Department of Field Support Logistics Support Division (LSD) Briefing to

1. Department of Field Support Logistics Support Division (LSD) Briefing to the Military and Police Advisers to Permanent Missions October 2012

2. Table of Content • LSD; Organization and Functions • Mission Life Cycle • Planning Process & Roles of TCCs/PCCs, • COE & Claims • Strategic Deployment & Letter Of Assist (LOA) • Command & Control Policy of Military Enabling Units

3. LSD Organizational Structure Logistics Support Division Mr. Nabeel Arif OASG Strategic Support Service (SSS) Mr Kyoung-Soo Eom Strategic Transportation Service (STS) Mr. Rakesh Malik Logistics Operations Section Engineering Section Air Transport Section Supply Section Surface Transport Section Cartographic Section Aviation Safety Section COE & Property Mgmt Support Section Movement Control Section Medical Services Section

4. LSD Mission Statement The Logistics Support Division (LSD) is to provide timely and effective logistics support to field missions to enable them to achieve satisfactory results in meeting mandated objectives.

5. Scale of Efforts – Logistics Support • More than 120,000 peacekeepers deployed around the globe • 20,000 civilian staff of which 2/3rd are national staff • 253 aircraft, 19,600 vehicles, 625k lt of fuel consumed daily • 1,750 tons of food (over 400 items of frozen, dry, canned, fresh) delivered to contingent locations on a weekly basis - 300,000 meals prepared & consumed daily - Expenditure of US $ 1 million a day on rations • 20 hospitals and 284 Level I clinics • 9m liters of water provided daily • 312.5 MVA power capacity daily • Current peacekeeping budget is $7.06 bn in FY 11/12.

6. Minimizing Mission’s Environmental Impact Throughout the Mission’s life cycle, LSD provides guidance to implement good environmental management, especially on: • Water • Wastewater • Waste, including hazardous waste • Energy, including reduction of fuel usage So as toprevent potential health, safety and security hazards of UN personnel and surrounding communities, and to improve operational and cost efficiency of the Mission and its public perception.

7. Logistics Support Division’s Services Strategic Support Service (SSS) • Provision of Rations, Fuel, and other supplies • Provision of Engineering services • Advice on environmental protection initiatives • Provision of medical support services and supplies • Provision of GIS and cartographic services • Monitoring and oversight of the management of UNOE and COE, including provision of policy and procedural advice to multiple stakeholders at HQ and in the field.

8. Logistics Support Division’s Services Strategic Transportation Service (STS) • Provision of Strategic Movement of Assets and Personnel • Provision of Ground Transportation: - Vehicles - Specialized equipment with ancillary services • Provision of Air Transportation, including: • Air assets • Airfield and Aviation Ground support services, • Aviation Compliance and Quality Assurance • Planning and executing training courses, workshops and seminars

9. Logistics Support Division’s Services Logistic Operations Section • Act as LSD Focal point for cross cutting issues for missions • Provide logistics coordination and planning for DPKO and DPA missions during their life cycle • Contribute logistics inputs in MOU negotiations (in coordination with FBFD) • Perform verification function through PDVs (in coordination with OMA) • Develop Mission Support Concept/Plan for startup missions. • Develop Material Support Plan (expanding/new missions) and Assets Disposal Plan (downsizing/liquidating missions) Aviation Safety Section • Provide aviation safety related policy and monitor its implementation

10. Mission Life Cycle and Supply Chain Integrated Mission Planning Security Council Mandate Start up • HQ: • SDS, Personnel, Planning, Central Procurement Peacekeeping Operation • Mission: • Personnel, • Planning, • Local Procurement Sustainment • HQ and Mission: • Personnel, • Asset disposal plan Liquidation

11. Planning Process • Force Requirement based on SCR/SG’s Report: OMA + Pol Div LSD + IOT • Collect, collate and analyze logistics info and quantitative data (from TAM, DPKO partners): LSD and ICTD • Develop Logistics Planning Assumptions with guidance to Technical Sections and ICTD: LSD • Mission Support Plan:LSD IOT + OMA +Mission • Mission Deployment Plan:LSD +OMA+ PolDiv + IOT • Material Resources Plan:LSD

12. Roles of TCCs/PCCs • MOU negotiations and agreement: Military and Police representation • Ensure no deviation (shortfalls) from MOUs on major equipment, self sustainment and services • Pre-deployment visit: Milads and Polads participation • Provision of support: full self- sustainment, major equipment, and special equipment/services (example: drilling rigs, hydro-geological services) • Full time serviceability of COE/major equipment • Reconnaissance visits to field in coordination with DFS

13. Contingent Owned Equipment

14. MOU/COE MOU establish the major equipment and self-sustainment services provided by TCC/PCC and the UN to contingents. MOU may be renegotiated at the request of the UN or the TCC/PCC. LogOps represents LSD at MOU negotiations. COE Unit/SSS provides advice on the logistics related aspects of the ‘COE System’ and oversight of the implementation of MOU in the field. VR submitted quarterly based on physical inspections and self reporting by contingents, Compliance with MOU. Principle of Reasonability is followed. Contingent Commander to sign VR. VR serve two purposes – Financial and Operational reporting..

15. Movement Control Section Strategic Movement Operations & Planning

16. What is Movement Control? (UN Definition) Movement Control(MOVCON) is defined as the planning, routing, scheduling and control of personnel and freight movements over lines of communication. It also refers to the organization responsible for these functions, whether at UN Headquarters, regional level, mission level or within the member states’ national and/or military organizations. Strategic Movementis the movement of personnel and/or their equipment between their home country’s national mounting base and/or their sea and airports of embarkation, and the UN mission area of operations (AO). Tactical (Mission Level) Movementis the movement of personnel and/or their equipment from major points of entry (i.e. air and sea ports) to destinations within a UN mission area of operations (AO). Mission level movement control sections are responsible for organizing and executing intra-mission (and limited inter-mission) movement control of personnel and equipment.

17. Strategic vs Mission Movement Control Entebbe Indonesian Battalion Deployment to Bunia, DRC Bunia Indonesia 18

18. Strategic vs Mission Movement Control UN 19

19. Role of the Movement Control Section To provide effective, efficient and professional strategic transport to United Nations Peacekeeping Operations by: Forecasting, developing and planning future strategic movement requirements Executing strategic movement operations in a professional, timely, effective and efficient manner Providing a center of excellence for all Movement Control and transportation matters in support of Peacekeeping Operations Conducting oversight of Movement Control activities (HQ & Field) Developing Movement Control policy, procedures and manuals Assisting with the recruitment, training and development of Movement Control Specialists (HQ & Field) 20

20. MCS Responsibilities Planning, managing and directing strategic movement operations: Personnel: Deployment, Rotation and Repatriation of Military Contingent and Formed Police Units (>50 pax) COE: Deployment and Repatriation. Rotation limited to helicopters only UNOE: Deployment, Redeployment and Repatriation Dangerous Goods (Air and Sea) technical advice Assist TCC/PCCs in the preparation, planning and execution of strategic movement Develop and maintain policy: Guide to Strategic Movements and the Field Movement Control Manual Develop and maintain a Movement Control (Field and HQ) training plan and guidelines 21

21. MCS Responsibilities Provide expert adviceon all movement/transportation matters to Permanent Mission Staff, DFS, DPKO and other UNHQ Staff to aid in their decision making Conduct oversight and quality assurance of Movement Control activities (HQ & Field) including budgetary/finance, personnel/staffing, contract management and procurement issues. Develop and maintain the UN FORCE LINK website (Online Strategic Movements Knowledge Center) to assist Member States Assist field missions and Human Resources staff in the recruitment and selection of Movement Control Specialists Develop and maintain a short term vendor database which contains electronic copies of aircraft and operator documentation used during bid evaluation 22

22. Scope of Operations in 2011 Total Overall Passenger Movements: 261,998 pax Commercial Contracts: 163,658 pax Troop/Police Contributing Countries (LOA): 72,725 pax Other (i.e. Mission Aircraft): 25,615 pax 60% increase since 2005 DFS/UN is one of the largest movers of military personnel in the world. 23

23. Year to Year Comparison(Annual Pax Moved by Air) 24

24. Scope of Operations in 2011 Overall Cargo Movements (Sea and Air) Total Moved 222,735 m3 / 36,409 MTs Sea: COE: 126,937 m3 / 21,859 MTs UNOE: 0 m3 / 0 MTs Air: Pax Baggage: 80,033 m3 / 12,162 MTs COE: 10,949 m3 / 1,658 MTs UNOE: 4,816 m3 / 730 MTs Chartered 37 ships/shiploads to move cargo to and from missions. 25

25. Year to Year ComparisonTotal Annual COE & UNOE Moved by MCS 237,892 473,665 Cargo in Cubic Meters 26

26. Key References for Deployment Planning COE Manual 2011 Introduction to the COE System TCC & PCC Guidelines MOU (See Sample MOUs & Chapter 9 of COE Manual) UN FORCE LINK (http://cc.unlb.org) Movement Control Manual – (Draft) – Fall 2012

27. Policy Overview for Deployment Process Refer to Quick Reference Guide COE Manual - Chapter 4 Responsibilities of the UN for movements (both operationally and financially) Defines LOA reimbursement system and regulations TCC Guidelines - Section 1.7 More detailed procedures for MovCon Details information requirements from TCCs/PCCs for UN arranged or LOA movements Baggage entitlements LOA Reimbursement levels and process – Agreed at UNHQ with PM.

28. Information Requirements For UN arranged or TCC/PCC (LOA) arrangements, the following must be presented to the MCS prior to movement: General Cargo Load List(s) – Listing of weights and dimensions of major equipment (as per MOU) and sea containers. This is NOT the packing/manifest list. Dangerous Goods Load List(s)– Listing of the Dangerous Goods (DG) contained in the shipment. Details as per template and IATA/IMDG requirements. Separate, distinct load lists should be prepared for each unit (i.e. Infantry Battalion, Engineer Company) and each element of that unit (i.e. Infantry Battalion Advance Party, Engineer Company Main Body, etc). Please provide “soft” copy (MS Excel) for all load lists. Templates available on UN FORCE LINK: cc.unlb.org

29. Letters of Assist (TCC/PCC) Process is very similar to commercial contract, however, market survey is conducted instead of RFP No formal evaluation of TCC/PCC proposal is conducted “Contract” is signed with the TCC/PCC for provision of service Require more lead time for approvals process

30. MCS Service Improvement Initiatives Long Range, Wide Body Aircraft on Long Term Charter Systems Contract for Movement Control Specialists Coastal Freighter Long Term Charter – UNMIL Coastal Freighter Long Term Charter – UNIFIL UN FORCE LINK: The Online Strategic Movements and Force Generation Knowledge Center

31. Wide Body Long Term Service Agreement • Highlights • Contract duration: 2 years + 1 yroption to extend • Contract value: US$120M (3 years) all inclusive including fuel based on max 3240 hrs/yr • Contractor: Ethiopian Airlines • Aircraft: Boeing 767-300 ER (Mfd 1996) • Passenger capacity: Approx 265 seats • Cargo capacity: 109 m3 in the cargo hold (does not include space in overhead bins) • Range: 4,625 nm @ 464 kts • Expected # of flying hours 2,820 hrs per year annualized with an additional 420 hrs available if required for a total of 3,240 flying hours available • Price per flying hour is all-inclusive minus fuel • Better quality of service to Member States (clients) • Costs savings through reduced a/c positioning/repositioning costs • Greater level of operational flexibility • Client satisfaction to be measured and tracked.

32. Wide Body Long Term Service Agreement • Transition period as MCS switches over to this new service delivery model over the current short term model. Some short term requisitions and/or contracts will be cancelled. • Planning and Management is the key to success. • Require timely and accurate information from TCC/PCCs in initial planning. • Appreciate flexibility from TCC/PCCs in adjustments to schedules in order to maximize utilization and effectiveness.

33. UN FORCE LINK Online Strategic Movements and Force Generation Knowledge Center http://cc.unlb.org 34

34. Command & Control Policy of Military Enabling Units

35. POLICY, PURPOSE & RATIONALE Policy: “Authority, Command and Control in United Nations Peacekeeping Operations” Effective 15 February 2008. Purpose: Clarify command and control of uniformed personnel in UN PK operations. Rationale: Increase more effective integration and greater cohesiveness among all mission components through clear command and control arrangements.

36. HIERARCHY and RESPONSIBILITY Security Council Secretary General STRATEGIC UN Secretariat Head of Mission Mission Headquarters & Mission Leadership Team OPERATIONAL UNCT DMS/CMS (incl. ISS) HOMC HOPC Logistics Units TACTICAL Military Units Police Units Regional Offices

37. OPERATIONAL and TACTICAL • DMS/CMS: • Exercises authority & • responsibility through the CISS. • CISS: • Integration of military & civilian • logistical support assets and elements. • Operational tasking of military enabling units, i.e. medical, signal, logistics, construction engineering, etc. • Assisted by DCISS, seconded from TCC with secondary reporting line to HOMC. • HOMC: • Tasking authority for combat capability, i.e. combat engineers and combat helicopters. DMS/CMS (incl. ISS) HOMC HOPC Logistics Units Military Units Police Units Regional Offices

38. INTEGRATION & COORDINATION Integration & Coordination Structures: Mission Leadership Team COE/MOU Management Review Board Security Management Team Integrated Mission Planning Joint Operations Centre Joint Mission Analysis Centre Joint Logistics Operations Centre Coordination mechanisms at tactical level.

39. INTEGRATION & COORDINATION Mission Leadership Team: Integrated executive advisory forum Oversees integrated strategy development and planning Integrated Mission Plan: Mission plan essential for management and integration of mission Priority tasks and milestones COE/MOU Management Review Board: - Integrated Senior Management board led by CMS/DMS

40. INTEGRATION & COORDINATION Joint Logistics Operations Centre : Functional interface for ISS with the rest of the mission Oversees and manages routine receipt, analysis, and tasking of mission logistics support DMS/CMS, CISS, and JLOC in consultation with MLT regularly review prioritization of mission support effort Joint Operations Centre: Monitors situation and operational reports Close proximity of JOC & JLOC promotes effective mission planning and operations management.

41. INTEGRATION & COORDINATION Advantages to Integration and Coordination mechanisms: All mission logistics capabilities, in-house and commercial, efficiently and effectively utilized through operational tasking in one place (CISS) in accordance with agreed priorities and measured against agreed milestones.

42. LSD Contact Information • Mr. Rakesh Malik, OIC LSD: 212-963-4881 (malik1@un.org) • Assisting the Director: Mr. Muhammad Asim, 917-367-4333 (asim@un.org)

43. Questions