United Nations ey Ne Department of Peacekeeping Operations M4 Department of Field Support XN DPKOIDFS reference 2010.8 SZ Guidelines Joint Operations Centres (JOC) Approved by: Alain Le Roy, USG/DPKO, Susana Malcorra, USG/DFS Effective date: 1 February 2010 Contact: Peacekeeping Situation Centre Review Date: 1 June 2012DPKO-DFS GUIDELINES ON JOINT OPERATIONS CENTRES (JOC) Contents: A. Purpose B. Scope C. Rationale D. Guidelines ~ General Descriptions and Support Issues E. Terms and Definitions F. References G. Monitoring and Compliance H. Contact L. History Annexures Annex 1. Primacy and Purpose of Principal Reports Annex 2, Senior Information Officer (Chief JOC) Job Description Attachments Attachment — Mission JOC (model) Standard Operating Procedures (SOP) A. PURPOSE 1. These JOC guidelines result from and are consistent with the DPKO-DFS JOC Poicy of 5 January 2010 (effective 1 February 2010), reference number 2010.4. The guideines are intended to improve mission staff awareness and contribute to the effective setting and operating of JOC's main functions: 24/7 situational awareness; operational reporting; contact, service; and support to crisis response management, B. SCOPE 2. The guidelines can be applied to establishment of JOC core functions in all missions regardless. of mandates, structures, and foous. The document also addresses other common issues that, can be encountered by staff members involved in setting up or running day-to-day operations (€.g. interactions with UNHQ, staffing, IT issues, etc). The guidelines include templates for developing Standard Operating Procedures (SOP) and further facilitating the establishment and the operations of specific tasks at the mission level.C, RATIONALE 3. Organisations have always benefited from the presence of a unit or component focussed on situational awareness, information management, and which can faciitate crisis management and response. Until the adoption of the JOC/JMAC Policy in 2006, JOCs were created on an ad-hoc basis in various missions. UN military missions have historically profited from the services of an operations centre, as this entity is intrinsic to most military formations. Political assistance missions have often employed a component of the Head of Mission's (HOM) office in @ capacity similar to that of a military JOC. The rise of integrated missions reinforced the consistency of JOCs to serve better missions’ overall integrated demands and led to the DPKO policy directing the establishment of integrated JOCs. The JOC works in concert with other ‘components—such as the military operations centre, elections, political, the UN Country Team, ‘etc—as an integrated body, as it would with the Joint Mission Analysis Gentre (JMAC) and the Joint Logistics Operations Centre (JLOC). Consistent with the policy, the guidelines support the development of common understanding of the JOC's intended purpose; its proposed structures; its responsibilities; and how it serves the mission externally and internally. at ee eh al rere ee ete Ent Vist D. GUIDELINES ~ GENERAL DESCRIPTIONS AND SUPPORT ISSUES D1. JOC Purpose and Objectives 4, The JOC is a jointly staffed (appropriately qualified civilians and/or uniformed personnel) information hub established at a mission headquarters to ensure mission-wide 24/7 situational awareness through integrated reporting on current operations as well as day-to-day situation reporting. During a crisis, the JOC will operate as the primary facilty to support mission crisis management. In practice, the JOC should always be recognised as working for and providing services to the mission on behalf of the HOM. The most effective arrangement has the JOC. doing so by reporting through the mission Chief of Staff (COS), This functional arrangement is critical to establishing a credible JOC that operates at the appropriate level. Figure 1 presents a generic integrated mission structure that illustrates where the JOC should be placed for maximum benefit and to fulfill its joint responsibilities of servicing two or more components. Figure 1: Generic Mission Organisation - JOC Reporting Line and Functional Relationships ‘fteJMAGHIOGILOC amor sealerD2. Information Flow 5. AJOC can enhance a mission's effectiveness in information sharing and alert mission components to significant developments relevant to their activities. It should be the responsibility of the JOC to draft and release approved Flash reports and associated updates. ‘The JOC should also be engaged in the drafting and consultation processes associated with the production of the integrated SitRep and Code Cables, specifically those addressing current operations. From UNHQ perspective, receiving timely integrated reports is essential. Ensuring this information is conveyed appropriately and quickly requires a well-established ‘elationship between JOCs and the Peacekeeping Situation Centre (SitCen)._ In addition, JOCs often ‘ensure the distribution of various technical reports (e.g. military, police updates, mine action, DDR, etc) to relevant offices, sections, or divisions. Significant elements of these products, should be, when appropriate, included in daily SitReps or Flash reports. The UN Country Team (UNCT) should also provide information to the JOC, as well as to associated headquarters, Annex A describes further the flow of reports exchanged between UNHQ and the missions. 6. AOC primary function is situational awareness round-the-clock and the unit should be staffed accordingly. The JOC should provide for the mission a 24-hour central focus for gathering and retaining external and internal operations information. It must be responsible for retaining an organised and accessible repository of relevant current operations information. The JOC is intended to be the centre that assists with drafting and dispatching the SitRep and many of the mission's central operations reports after appropriate vetting and authorisation. The general concept of information flow is ilustrated in Figure 2. SitReps and Flash Reports are described in Annex 1 and the references. Figure 2: Principal Reporting — Generic Information Flow and Interaction Other, ete tate wna ec) ao ; ! 1 7ICN ' aa ' UNHQ <=> (“enti”) Mission (‘“esasiie® \) ._, UNCT and ems (BR rmetreai =) Mission Units evidence ei ey ras LL SI aac ie eae) 7. The main official reporting mechanisms between the HOM and the USGs, and by extension the Secretary-General, consist of Cade Cables, SitReps, and Flash reports, as well as (official) e- mails. The remaining documents, considered as technical reports, have separate processes and procedures that accommodate these important documents to ensure speedy delivery and emphasise significance.10, 1". 12, 13, Mission Situation Report (SitRep). As referred to in Annex 1, the integrated SitRep is an essential routine report that synthesises and describes the main issues or developments on the ground. Itis the mission/theatre-level synthesis of essential issues, normally consisting of mission components’ inputs coordinated by the political affairs section or HOM's office. JOC, as the mission's information hub, should play a key role in the process. SitReps are conveyed through Lotus Notes-based electronic system, known as SMART/E-STARS, to ensure rapid delivery and appropriate prominence with other reports. SitReps are usually the first report to be brought to the attention of senior managers and should therefore arrive at UNHQ by 0600 (Gam) New York time (NYT) each working day, as indicated in the DPKO SOP 01 September 2006 ~ Submission of Situation and Special Incident Reports by DPKO Missions. Code Cables. Code Cables are always sent by or for the HOMs. In most cases, Code Cables are addressed to the USG DPKO/USG DFS (and other department heads). The level of security and confidentiality (e.g. attention to current UN security classifications and confidentiality protocols is essential) of Code Cables and their distribution within the mission depends on the content as decided by the COS or the originator. Missions and UNHQ devote considerable effort to developing staff skils for drafting Code Cables, The JOC could be involved in researching, drafting, and/or validating Code Cable content. Itis essential that the JOC receive a copy of all Code Cables to ensure general operations orientation among the section's staff and for the repository. Code Cables are usually transmitted by the mi ‘communications room and distributed accordingly; the JOC should be included as an internal distribution addressee. At UNHQ, Code Cables are also transmitted through the ‘Communications Centre. -Internal distribution is done by the Registry for the offices of the USGs DPKO and DFS. Significant Incident (Flash) Reports. The Flash report is described in DPKO SOP 01 September 2006 ~ Submission of Situation and Special Incident Reports by DPKO Missions. A Flash report should be issued every time a matter of foremost urgency occurs (e.g. a noteworthy change in the operational situation, preliminary information about staff member death or serious injuryfiliness, or mission-area event that has immediate or potential impact on the mission's operations). Flash reports are sent by e-mail (using Lotus Notes encryption if necessary) from the mission to the Peacekeeping SitCen. The SitCen will ensure appropriate and immediate conveyance of this information, regardless of the time of day. In cases of staff member death or serious injuryfiliness, Flash report(s) should be followed by reports that are more comprehensive. Full details on Notification of Casualty (NOTICAS) can be found in DPKO SOP 3 January 2006 — Notification of Casualties in Peacekeeping Operations and Political and Peace-Building Missions. ‘Technical Reports. These reports are normally based on mission component and UNCT elements’ exchanges on thematic or specialised issues. Technical reports primarily come from the mission's components or UNCT. However, components with a direct or collaborative interest should receive copies and the JOC also must be a recipient in order to maintain information flow and to store the information for operations purposes, Daily Briefings. As decided by the HOM or the COS, the JOC could be required to provide short operational briefings on developments or the general situation. These presentations could be provided at the beginning of dailyweekly mission leadership meetings as 2 means to ensure greater situational awareness and preventdiffuse the risk of inaccurate information being circulated. Mission components may elaborate on specific points where necessary. General Information Flow with UNHQ. A mission JOC should cultivate a collaborative exchange with the Peacekeeping SitCen, consistent with the JOC’s role of working to the COS in support of mission leadership. The JOC should be the first point of entry to a mission for operationalD3. 14, 15. 16. 17. information; it should thus be expected that the JOC’s staff are well informed and responsive. In many cases, the SitCen enjoys a formal and informal relationship with mission .OCs. This relationship guarantees reliable interaction and permits ready access at any time for unfettered and simplified exchange of information. The JOC Component ‘The JOG is an essential component of the mission's senior leadership support mechanism and must be a full member of the mission’s daily activities. The Chief JOC (C-JOC) is responsible to the HOM for the functions of the centre. C-JOC's reporting line should be clearly established (@.9. through the COS). The C-JOC should pay particular attention to the quality end accuracy Of the information provided. The timeframe usually covered by the JOC is defined as "now" through 72 hours, or a continuous event of consequence and import. In order to effectively develop and sustain relationships with the rest of the mission, the JOC should be co-located with, of be within close proximity of, the JMAC and the JLOC, preferably in the main operations centre facility. The JOC should be staffed 24/7, and in close proximity with the mission leadership. A JOC staff member must always be readily available and capable of providing service without delay, or be capable of arranging for appropriate support regardless of the time of day. Mission leadership should 'be made fully aware of the benefits, roles, and responsbilties of the JOC. This will be facilitated by clearly establishing the areas of responsibility between the JOC, MAG, JLOG, and within the mission. The widely accepted context, which will ultimately be decided by the mission leadership, is that of current operations, medium-term operations, and long-term operations. Current operations being the “now” grouping, the span of the remaining categories should be defined by mission senior leadership and are dependent on goals and events seen as critical or vital. Medium-term operations could be the period from the current ‘operations window to the 12 month range wherein events, such as a census or ex-combatant disarmament, are planned. The long-term operations category could be as extensive as greater-than 1 year to 3-plus years and include issues that logically progress from the previous ‘operations category. Items such as election preparation based on the census, or 2opulation movement, border demarcation, or perhaps mission drawdown might qualify here as examples for establishing timeframe considerations, ‘When the operations spectrum is known, the guidance and task assignments of the JOC—and by extension the JMAC and the JLOC (dependent on administrative directives)—become more evident, The JOC’s domain should be current operations. By extension, the inclusion of JLOC in this process becomes readily apparent in the marriage of information development, operations management, and support to operations. The application of these principles, consistent with the spirit behind the JOC policy, is within the context of a mission's operational activity over its entire lifespan (see Figure 3).Da, 18, 19, 20. 24 \wocanve pose. Lous-rema covery om nt au NET sranaizanow PEACE CONSOLIDATION Emaar ‘Gav aommastation Siscone Security operations Haman his ‘Sen en SSS ESS SS EN ops 2907 JOC Functions and Processes Each mission JOC should have at least four primary functions: 24/7 general situational awareness; gathering/disseminating current operations information; contact service for senior leadership (internal and external); and crisis response capacity. 24/7 Situational Awareness. The JOC should operate on a 24/7 basis in support of the mission’s current operations responsibilities. The JOC must be capable of providing to the mission leadership and to UNHQ, routinely or on demand, a written or verbal general outline of issues considered to be current operations. Internal and external contacis/relationships are essential to success, The mission JOC is normally the initial point-of-contact for the Peacekeeping SitCen; the reverse should also apply. The other advantages and merits of OC's constant attention to operations have been previously explained Gathering/disseminating Operations Information. The processes of all-source (wide-spectrum) information gathering are implicit in the responsibilities of the JOC. The establishment of the JOC should deliberately include a capacity to gather, store, and render available all germane operations reporting. The JOC should include a structure and methodology for a current operations information database that is accessible for wider mission use. The information volume processed and current operations orientation of the JOC should make it capable of and expected to recognise possible activity trends and advise the appropriate authority(ies) for follow-on action, Contact Service. The JOC should maintain comprehensive lists of contact details for the mission senior leadership and associated mission staff at UNHQ—especially the Peacekeeping "en, Agencies, and Offices. It should be capable of connecting senior appointments by phone at any time and should be available only to senior and principal appointments. The JOC.will ensure that contact details are not provided to callers—unless the mission leadership prefers otherwise—but that the parties are connected. This service implies specific ‘communications support for telephone switching and unfettered access to trunk and international communications for the JOC site offices. The JOC should be the mission headquarters office that maintains Lotus Notes-based contact lists for dissemination of materials associated with current operations reporting. The lists should cater to VIPs, ‘operations categories, thematic issues, and leadership groups, 22. Crisis Response. The JOC should have a two-fold responsibility in case of crisis, which effectively renders this activity as the premiere JOC function during emergencies. First, responsibility for equipping and maintaining a mission crisis response venue—a response centre—with support from appropriate sections. The JOC work-area and its infrastructure should be considered by the senior mission staff as the consistent HQ site/facility where crises are managed or facilitated, Second, the JOC’s role in crisis response is to provide the necessary direct support to the mission’s crisis response team. The mission shoud be mindful that doing so implies that the JOC will require sufficient depth/reserves to continue relatively tunimpeded with the general current operations support to the mission; otherwise, concurrent operations may need to be minimised or suspended. The Chief JOC has an active leadership and management role during a crisis situation, ensuring focussed support for the crisis response while concurrently maintaining situational awareness elsewhere in the mission. A response to crisis must reflect the urgency and import that such events demand; a flexible system that is well and often exercised is encouraged to ensure cultivation of the best performances from personnel and sections. DPKO-DFS employ a three-tier crisis response system, with flexible gradual levels of engagement. The process is explained in the SOP on HQ Crisis Response in Support of DPKO-led Field Missions (14 July 2008) and conceatually Portrayed in Figure 4. Missions normally have a process for crisis management and further suggestions are included in the attached SOP models Figure 4: Illustrated Concept of DPKO-DFS Crisis Response Methodology I nese DS. JOC Structure 23. Most UN missions evolve through a series of stages during their lifespan. Often, components such as military, police, elections, and others are prominent. However, these circumstances,24, 26. change over time and with events, and the operations space is often shared concurrently by two ‘or more components. Facilitating the operations centre functions through the dynamics of a mission implies the need for an integrating component. All mission types require a JOC to provide essential operations and information functions round-the-clock, across the full spectrum of mission activity. The JOC must be composed of experienced staff members to support the mmission in its various phases. The JOC must be equally effective whether the mission is in a time of political, electoral, humanitarian, police, or military primacy, and any combination thereof. The job description for the Chief JOC position is provided at Annex 2. The staffing of the JOC, discussed below, is based on the requirement for JOC leadership, reporting officers, duty staff (watch-keepers), crisis management staff, and technical support. Military missions normally benefit from the services of an operations centre, militaries worldwide. The JOCs that are established by predominantly military generally effective but mainly service the military component's demands, although some of these missions have varying degrees of political, humanitarian, and civil affairs responsibilities ‘as well, These missions could benefit by incorporating or adopting the main functions and components of the integrated JOC structure, including civilian personnel. These staff posts would provide for mult-dimensional aspects that are associated with all missions and would ‘address the long-term continuity issues that adversely affect military because of short tour lengths. An integrated JOC does not necessarily replace a military JOC. Military JOCs can and should continue to support the military component of a mission, although the choice to retain both should be based on an evaluation of requirements after an integrated JOC is functioning, ‘The fundamental goal remains: A mission's requirements should be considered as integrated, regardless of predominance or primacy of one component, and must always be defined by the requirements of the mission projected over its lifespan. Figure 5 presents a generic JOC model suitable for consideration by all missions Figure 5: JOC ~ Generic JOC Model The staffing framework of the JOC must reflect the multi-dimensional composition of the mission and its operations. The JOC shall have a core of permanently assigned positions. Foremost ‘among these shall be a chief, a deputy-chief, and at least three to five reporting officers, depending on the mission's size and complexity. The chief and the deputy-chief posts shall be filled by civilians, Exceptions can be made if the nature of the mission warrants; however, this decision rests with DPKO/DFS, in consultation with the missions. The remainder of the JOC staff shall comprise a mix of civilian, military, and police personnel, 2s appropriate in view of the composition of the mission. Suitable staffing will be needed to accommodate 24-hour operations and crisis support. Round-the-clock current operations demands require five to six staff members in order to be done efficiently and effectively. Crisis management will need three {o four staff members. A dedicated technical support officer shall also be included in the JOC26. Dé. 27. 28. pv. 29, Da. 20, staffing table. JOC shall at all times be allocated sufficient numbers of civilian staff at the professional level in the JOC staffing table in order to fulfill the functions of the JOC pursuant to ‘a mission’s mandate. If the Security Council extends or amends the mandate of a mission (including but not limited to electoral assistance, monitoring of trade in resources and/or arms, etc.) the staffing of the JOC shall be reviewed with a view to increase the level of staffing to ‘meet the demand for increased JOC output which will result in additional requirements, JOC staff shall be under the day-to-day supervision of the C-JOC, and shall not reseive direct tasks from their parent component. C-JOC shall have day-to-day task authority over military and police personnel serving in the JOC and is therefore their reporting officer, in accordance with e-PAS guidelines, with the Head of the Military Component (HOMC) and the Head of the Police Component (HOPC) being included as an additional supervisor for performance appraisals, if required. All military and police personnel in the JOC shall maintain a separate technical reporting line to the HOMC or the HOPC respectively. Regarding those individuals, assigned by the HOMC or the HOPC, the heads of those components shall maintain operational control over such personnel. However, for those recruited by Force Generation Service or for police personnel specifically recruited by Police Division to JOG posts, the HOMC or the HOPC shall not maintain operational control over such personnel and the terms of paragraph 62 to the 2008 DPKOIDFS Policy on Authority, Command and Control in United Nations Operations shall not apply. JOC-UNHQ Relationship ‘As previously mentioned it is essential that the JOC establish reliable communicatons channels for information exchange within the mission and the UNCT as well as with the Peacekeeping SitCen, which supports senior leadership at UNHQ. Exchanges between JOGs and the SitCen should focus on the four main functions in order to gain maximum advantage for the mission and the UNHQ. Where a relationship between mission JOCs and the SitCen exists, the advantages of the SitCen’s services and access to DPKO-DFS and others are known and relied upon. Consequently, the benefts of establishing a similar structure for the missions, resident in an integrated JOC, are being persistently encouraged. A JOC is not responsible for te technical/mechanical aspects of reporting, but it does maintain a close relationshig with the appropriate support sections, A JOC should serve as the monitor for ensuring the timeliness, and accuracy of reporting processes, and should provide the first point-of-contact for UNHQ. feedback/questions when operations reports’are sent or received. Jn concert with sections that have technical/mechanical responsibilities for reports, the JOC can interact to ensure proper venues are used and that information is routed to the correct offices. General Support Issues In accordance with budget cycles, missions should seek necessary amendments to secure employment of standing JOC staff, appropriate equipment, and support. DPKO-D=S will ensure that the core staff and operational needs of the JOC are reflected in mission budget proposels. Staffing the Joc The staffing models outined earlier are indicative and depend on a mission's size, mandate, and organisation. It may be adapted to the particular needs of the mission's leadership or within available resources. In some instances, secondment of mission personnel, consistent with assignment details mentioned in the policy, can meet the needs of the JOC. Missions can also consider the appropriate metger of similar operations facilities to accrue staffing and processadvantages. Civilian positions with the JOC are normally rélated to political, civil, legal, humanitarian, and security activities. Therefore, assignments to JOC provide the type of expertise necessary to ensure success of the JOC; assignments should be considered as legitimate experiences for career development opportunities. D8. Information Technology (IT) Support 31. ‘The communications/reporting responsibilities of the JOC imply requirement for specialised or Unique equipment and services. These needs are essential to the JOC functions and directly affect its efficiencies, competency, and credibility. The mission must approve the JOC's access to: open telephone connections; telephone switching/connecting capacity, with an automated call recording/logging capability; database management software to facilitate efficient information gathering/storagelaccess; access to open source information venues; access to other appropriate mission reports; and appropriate hardware capacity to facilitate operations on a 24-hour basis, D10.UNHQ Backstopping for the JOC 32. The function of backstopping (a term for the provision of general support issues) the mission JOCs is resident with the Peacekeeping SitCen. Initial contact with the SitCen on JOC matters can be made through dpko-situation-centre@un.org. The DPKO-DFS Information Management Unit (IMU) also supports the needs of mission JOCs. The IMU works with the SifCen to ensure that IT solutions in support of JOC responsibilities are considered and resolved in central fashion for a wider advantage. The backstopping practice also benefits from the attention of a JOC Support Group, which also advises JMAC processes. The support group is comprised of senior DPKO-DFS appointments who meet regularly to review the issues and interests facing missions as the JOC concept is implemented and matures. SitCen has responsibilty for gathering JOC issues from the missions and presenting these to the support group on a quarterly or exceptional basis. D11.JOC — Standard Operating Procedures (SOP) 33. SOPs are an important requirement for consistent application of processes. Attached are a series of SOP models to be considered when establishing a JOC or reviewing the current arrangements. The SOP models are formulated as a logical follow-on to a process that offers the following elements: policy, which is intended to conceptualise common understanding amongst senior management personnel; guidelines, which should develop the concept into functions, structures, and processes based on the policy, and SOPs, which inspire thoughtful development of operational and tactical application in the missions in keeping with the intent declared by the policy and described in the guidelines. Consistent with the spirit of this approach, the attached models offer subject structures (organisations), functions, and tasks that are likely to be the domain of a mission JOC. The descriptors within the subjects and titles are crafted to provoke thoughtful responses from the mission staff members responsible for JOC development, in particular the C-JOC. SOP subjects suggested here are neither prescriptive nor exhaustive, —, TERMS AND DEFINITIONS 34. ‘The following terms and definitions apply to these guidelines. CITS ~ Communication and information Technology Section, 10COS — Mission Chief of Staff. CP — Collection Pian Crisis — An action, incident or event that presents an exceptional and imminent threat ‘o the a. Safety and security of personnel in DPKO-led missions; b. Security of mission assets and premises; c. Effective functioning of the mission; or 4d. Viability of the mission mandate. CMT - Crisis Management Team, C-JOC - Chief of the J ICT — Information and Communication Technology. Integrated mission- DPKO led mission with a single SRSG in authority over two Deputy SRSGs, one of which is the RC/HC, through whom the mission is structurally integrated with the UNCT. Joint — involving more than one component working together. JOC - Joint Operations Centre. JMAC — Joint Mission Analysis Centre. In integrated missions, this includes relations with the UNCT. Operations Centre. JLOC — Joint Logistics Operations Centre. Mission Leadership Team - the senior leadership group comprising the HOM, his/her deputies and the heads of components of the mission. ‘Multi-dimensional Peacekeeping Operations — missions comprising @ mix of military, police and civilian components. SMT - Security Management Team. The UNCT SMT oversees United Nations security arrangements in-country and advises the Designated Official on all security related matters. Threat — any indication, action, circumstance or event that may cause harm or damage to the United Nations system, including its personnel, andior affects its mandate UNCT — UN Country Team, including all UN Funds, Programs and Agencies. F, REFERENCES Normative or superior references - DPKO Policy Directive on Joint Operations Centre (Approved: 5 January 2010 end effective 1 February 2010, DPKO/DFS Reference 2010.4) - _DPKO Policy Directive on Joint Mission Analysis Centre (Approved 5 January 2010 and effective 1 February 2010, DPKO/DFS Reference 2010.3 - Secretary-General’s Note of Guidance on Integrated Missions (17 January 2008) - Secretary-General's Decision on Integrated Missions dated 26 June 2008 (Decision No. 2008/24 - Integration) - Policy on Cooperation and Coordination between DSS and DPKO (October 2006) - Policy on Authority, Command and Control in United Nations Peacekeeping Operations (Approved 15 February 2008) = Use of Information and Communication Technology Resources and Data (ST/SGB/2004/15; 28 November 2004) 1"Related procedures or guidelines ~The CEB/2009/HLCM/18 dated 27 March 2008 - DSS Memo dated 20 April 2009: Entry into effect of new policies on Security Risk Management (SRM), Minimum Operating Security Standards (MOSS, and Guidelines for determining Acceptable Risk. - SOP on HQ Crisis Response in Support of DPKO-led Field Missions (14 July 2006) - Standard UN Classification Procedures (ST/SGB 2007/6) - May 2009 UN Strategic Assessment Guidelines, and the conflict analysis methodologies contained in annex C. G. MONITORING AND COMPLIANCE 36. The HOM or COS, where one exists, shall be responsible to monitor the implementation of this policy. The COS shall ensure that all components work in close cooperation with the JOC, including fulfiling reporting requirements to the JOC, The COS shall ensure that the JOC fulfils the responsibilities and functions prescribed in this policy. 36. Missions shall submit a JOC SOP to the UNHQ Peacekeeping Situation Centre within three months of activating the JOC, and ensure subsequent updates are provided. 37. Evaluation of the implementation of this policy shall be an element of the DPKO/DFS mission evaluation programme. H. CONTACT 38. The DPKO-DFS contact for this guidance document is the Peacekeeping Situation Centre at dpko-situation-centre@un.ora, |. HISTORY 39. 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