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the increased peacekeeping role of the UN. The offices throughout the UN, including those in Geneva which were focused on emergency relief, were incorporated into DHA. Other reforms, less significant to this study, occurred in 1992 and 1993 throughout the Secretariat (e.g., the creation of the Department of Economic and Social Information and Policy Analysis). However, DPA, DPKO, and DHA are more likely to be involved in crises requiring deployment of UN personnel.

THE INFORMATION ARCHITECTURE

The Security Council strongly supports the Secretary-General's conclusion that peacekeeping operations need an effective information capacity, and his intention to address this requirement in future peacekeeping operations from the planning stage (UNSC S/PRST/ 1995/9).

By its very nature, the entire Secretariat is an information management organization. It is clearly understood that the Secretariat is responsible for administrative functions such as day-to-day word-processing, the creation of reports, and the distribution of those reports. What is not so clear is the role of the Secretariat in terms of collecting and analyzing information for the purpose of drawing conclusions and making recommendations. This role is not defined in the UN Charter but clearly exists according to the specified functions of the organizations that make up the Secretariat. Certain organizations within DPA, DPKO, and DHA are tasked with assisting the Secretary-General in his role as a UN decisionmaker. These components do not create a coherent intelligence infrastructure and often overlap the administrative functions of the Secretariat. However, they do form a loose information architecture, which produces products that far exceed simple administrative support to the UN. A direct link exists between the reforms in the Secretariat (and the creation of an information architecture) and the role of the Secretary-General under Article 99 of the UN Charter.4 Department for Political Affairs

DPA is the political arm of the Secretary-General in matters relating to the maintenance of international peace and the control of conflicts within

The outline of the intelligence architecture of the UN is based on the organizational structure provided by official UN documents and numerous interviews with U.S. delegates to the UN and members of the UN Secretariat.

member-states. It is responsible for political research and analysis in these areas, and it oversees the management of preventive diplomacy and peacemaking. DPA has three basic functions:

■ Collect information about actual or potential disputes;

■ Provide analysis of information to identify situations in which the UN could usefully take action;

■ Advise the Secretary-General on what form that action should take (UNGA A/48/403: 9; UNGA A/49/336: 15).

The structure of DPA resembles the "regional desk" configuration used by many intelligence organizations (see accompanying figure). It encompasses six regional divisions (two for Africa, two for Asia, one for the Americas, and one for Europe). Each division is responsible for collecting regional information, analyzing that information, and preparing reports for the SecretaryGeneral. Two Assistant Secretaries-General (one for the African divisions and one for the Americas, Europe, and Asia divisions) provide administrative

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guidance for the Directors in charge of each division. The Under-SecretaryGeneral of DPA, Merrick Goulding of Great Britain, works very closely with the UN Secretary-General and is informally considered the "number two" man in the Secretariat (Kaufmann: 286).

Department of Peacekeeping Operations

The Department of Peacekeeping Operations (DPKO) is the operational arm of the Secretary-General. It has three major components: the Office of the Under-Secretary-General, the Office of Planning and Support, and the Office of Operations. The primary mission of DPKO is to plan peacekeeping operations authorized by the Security Council or to monitor peacekeeping operations currently in progress. Therefore, DPKO is much more

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involved with operational information, which is beyond the scope of this paper. However, some of the sub-components of DPKO fall within the boundaries of strategic intelligence or strategic decisionmaking: the Policy and Analysis Unit, the Mission Planning Service, and the Information and Research Unit of the UN Situation Center. These sub-components are noteworthy because they address a little known function of DPKO– contingency planning (UNSec e: 1).

The concept of contingency planning relates directly to the continued expansion of the Secretary-General's power under Article 99 of the Charter. The Secretary-General's process for deciding which crisis warrants a peacekeeping contingency plan is not clearly defined. The SecretaryGeneral may simply attempt to forecast the outcome of a Security Council session (knowing what crises are on the agenda) and provide DPKO with a list of countries where peacekeeping missions may emerge. This method provides DPKO with very little advance notice in order to formulate a contingency plan. However, the Secretary-General, through his own information architecture and decisionmaking cycle, may decide that a crisis is severe enough to warrant a peacekeeping mission (and subsequently the attention of the Security Council). In this case, he could order DPKO to start the planning process long before the crisis is addressed by the Security Council, which then may face a fait accompli. Because of international pressure to do something, the Security Council is much more likely to act if the Secretary-General can simultaneously emphasize the need for urgent action and present a contingency plan to execute that action (Burns: 199). Ultimately, the function of contingency planning greatly increases the Secretary-General's influence over the Security Council's actions.

Ironically, the mission of creating contingency plans is outlined in the mandate for DPKO but is not listed as a specified function of any subordinate unit. The responsibility for contingency planning rests with the Under-Secretary-General for DPKO and is encompassed in the following functions:

Advises the Secretary-General on all matters related to the planning, establishment and conduct of United Nations Operations;

■ Prepares the Secretary-General's reports to the Security Council on each Peacekeeping operation, with appropriate observations and recommendations (UNSec e: 2).

Both the Policy and Analysis Unit and the Mission Planning Service of DPKO are involved in the preparation of contingency plans. Their involvement is directly coordinated with and monitored by the Office of the Under-Secretary-General. This is evident in their close organizational ties to the Under-Secretary-General. The Policy and Analysis Unit and the Situation Center report directly to the Under-Secretary. Despite the fact that the Mission Planning Service is subordinate to the Planning Division of the Office of Planning and Support, the head of the Planning Division is the Military Advisor, who also reports directly to the Under-SecretaryGeneral. In general, Boutros-Ghali decentralized the control of the Secretariat. However, in relation to these organizations, he established a more direct line of communication. It is likely that the direct link between these organizations and the Office of the Secretary-General demonstrates their relative importance.

Policy and Analysis Unit (DPKO)

The Policy and Analysis Unit (not on the official organizational chart) acts as the Under-Secretary's think-tank on issues concerning peacekeeping. Its broad mandate includes the development of peacekeeping doctrine as well as gathering information on the potential impact of peacekeeping operations on developing crises (UNSec e: 3-4). The Policy and Analysis Unit is more concerned with the information required to make the political decision to use peacekeeping operations (as a method to solve the crisis) than with the information required to create a contingency plan. The unit is focused on providing advice to the Secretary-General in reference to the feasibility of using military resources and not how and in what form those resources will be deployed.

Mission Planning Service (DPKO)

In contrast to the Policy and Analysis Unit's function, the Mission Planning Service drafts the peacekeeping operational plan. Its role in contingency planning is centered around the following tasks:

■ Prepare guidelines (both generic and mission-specific) and procedures according to which the integrated planning for future missions is to be conducted, including directives for inter-and intra-departmental coordination and resource requirements;

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