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Viewing cable 06USUNNEWYORK1263, UN OVERSIGHT: OIOS EVALUATION CONCLUDES DPA NEEDS

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Reference ID Created Released Classification Origin
06USUNNEWYORK1263 2006-06-23 20:20 2011-08-26 00:00 UNCLASSIFIED USUN New York
VZCZCXYZ0022
PP RUEHWEB

DE RUCNDT #1263/01 1742020
ZNR UUUUU ZZH
P 232020Z JUN 06
FM USMISSION USUN NEW YORK
TO RUEHC/SECSTATE WASHDC PRIORITY 9418
INFO RUEHXX/GENEVA IO MISSIONS COLLECTIVE PRIORITY
UNCLAS USUN NEW YORK 001263 
 
SIPDIS 
 
SIPDIS 
 
E.O. 12958: N/A 
TAGS: AORC KUNR UNGA
SUBJECT:  UN OVERSIGHT: OIOS EVALUATION CONCLUDES DPA NEEDS 
MORE RESOURCES, BETTER COORDINATION MECHANISMS TO IMPROVE 
ITS CONFLICT PREVENTION ROLE 
 
 
1.  This is an action request.  Mission seeks guidance on the 
subject evaluation report in time for the next session of 
CPC, beginning August 14. 
 
2.  Summary: In its report on the UN's Department of 
Political Affairs (DPA), issued as E/AC.51/2006/4, the Office 
of Internal Oversight Services (OIOS) concluded that regional 
divisions needed substantial additional resources as well as 
management, organizational and procedural changes.  In short, 
the DPA currently has too few resources from which it can 
draw upon to meet its complex and expanding work obligations. 
 In order to maintain its objectives - to assist in the 
prevention, control and resolution of conflict through 
peaceful means - the OIOS evaluators provide ten 
recommendations.  They call for the review and restructuring 
of management within various areas ranging from protocols on 
information collection and gender recognition to 
strengthening institutional mechanisms for greater 
system-wide cooperation.  The report, which covers 
Subprogramme 1, Prevention, control and resolution of 
conflicts, of program 1 (Political Affairs) of the medium 
term plan for the period 2002-2005, is expected to be 
considered by the Committee for Program and Coordination 
(CPC) during its session beginning August 14.  END SUMMARY. 
 
3.  Although the findings present a positive trend in 
conflict and prevention and peacemaking, pointing to a 
substantial reduction in the number of armed conflicts over 
the past decade, the OIOS report reaffirms the ongoing and 
future difficulties posed to the UN by intrastate and 
transnational conflicts.  The report also specifies a host of 
system-wide problems within the DPA, including: limited 
success in structural prevention and peacebuilding; lack of 
clarity and coordination among UN agencies over strategy 
response to conflict; poor relationships between regional 
divisions within the DPA and their partners; and asymmetries 
in information among regional divisions.  The lack of fully 
institutionalized relationships is noted as a catalyst to 
these deficiencies. 
 
4.  In addition, the OIOS report describes the Center for 
International Development and Conflict Management as all too 
broad of an entity.  Currently, the structure is divided into 
two "mega-divisions" (paragraph 36) that place highly diverse 
regions under the same management structure.  The reports 
states that the all-inclusive groupings of disparate regions 
undermine focus on emerging conflict situations and thereby 
inhibits the mission of the DPA. 
 
5.  OIOS categorizes other deficiencies in managing and 
quality issues, including: improper and unstructured 
methodology; insufficient tools of analysis; and uneven 
information availability.  As a result, the quality of work 
ranges from "very good to very poor" (paragraph 51). 
 
6.  Furthermore, gender issues are raised by the report as 
not being "fully mainstreamed," citing frustration among 
women professional staff that are not given high profile 
assignments (paragraph 64). 
 
7.  OIOS found morale to be low in three of four divisions 
and "many of the worthwhile recommendations (of recent years) 
were either neglected or the change process foundered, 
lacking the required champions at the appropriate management 
level. 
 
OIOS RECOMMENDATIONS (10 Total) 
-------------------- 
 
8.  The OIOS report presents a number of concrete 
recommendations, including: 
 
-- DPA and regional divisions should take initiatives in 
working with relevant UN partners to develop and propose a 
system-wide strategy to better address intra-state and 
transnational conflict; 
 
-- DPA, with consultation of the Secretary-General and 
relevant UN forums and partners, should seek clarification of 
its role and vision as the focal point for conflict 
prevention, peacekeeping and post-conflict peacebuilding; 
 
-- DPA's regional divisions should strengthen institutional 
mechanisms for inter-agency relations across the board and 
should include: 
 
      - communication protocols 
      - well-defined concept of collaboration 
      - guidelines for collaboration; 
 
-- DPA's regional divisions should seek to implement fully 
 
 
 
all the agreed-upon modalities for cooperation with regional 
organizations; 
 
-- DPA's regional divisions should undergo intensive, 
time-bound and results-oriented change management process; 
 
-- An independent, external evaluation should be conducted of 
both the Trust Fund and Preventative Action and the Trust 
Fund for Special Political Missions and Other Activities, to 
assess their effectiveness, efficiency, relevance and impact 
as well as their management and operations; 
 
-- A protocol for information collection and a framework for 
conflict analysis should be established to ensure relevance 
to local and regional concerns; 
 
-- DPA's regional divisions should develop a knowledge of 
management strategy for developing, organizing, storing, 
sharing and using their knowledge assets; 
 
-- DPA's regional divisions should establish division-level 
gender-mainstreaming goals and actions plans; 
 
-- DPA shouls use e-PAS (individual performance plans) to 
gauge performance; and, 
-- DPA's regional divisions should strengthen their 
results-based management system. 
 
Conclusion: 
 
9.  "However, their (DPA) evolving mandates imply a set of 
expectations and requirements that the divisions may not be 
in a position to meet.  Change initiatives attempted in the 
past failed because they lacked adequate leadership and 
resources.  Unless provisions are made to support the 
required changes, including efforts to clarify mandates and 
establish  organization-wide working processes with clear 
division of labor, neither the regional divisions nor the 
system at large will be in a good position to effectively 
meet future challenges" (Paragraph 72). 
 
10.  Comment.  Despite a pointed analysis by OIOS, the 
overall conclusions of the report fall short in assertiveness 
as they fail to specify in clear and concise ways the proper 
initiatives for reducing the inefficiencies and deficiencies 
within the DPA.  The cost to future progress is the result of 
the short falls of normative recommendations.  End Comment. 
 
BOLTON